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‘Quad-state tornado’: US may have just seen 1st-ever event of its kind
by: Mary Mays, Nexstar Media Wire
NASHVILLE, Tenn. (WKRN) – The first-ever “quad-state” tornado may have been on the ground through parts of Arkansas, Missouri, Tennessee, and Kentucky. It will be days before the National Weather Service will be able to confirm whether this was one tornado or multiple tornadoes, but severe weather and damaging winds led to multiple fatalities and left devastating destruction across multiple states.
The tornado, or tornadoes, tracked through portions of Arkansas, Missouri, Tennessee, and Kentucky, and may have been on the ground for more than 100 miles according to radar data.
Still in shock and awe at the longevity of the quad-state supercell last night. While this map shows approximate start and end times of the mesocyclone, most of it's life cycle had an extremely violent tornado, particularly between 1z and 5z. pic.twitter.com/Vnpx4ZSWBr
— Alex Schueth (@ASchueth) December 11, 2021
Radar data indicates that a single tornado may have tracked more than 250 miles from Arkansas into Kentucky. This would break the previous record for tornado path length set March 18, 1925, by the Tri-State Tornado. That path length was 219 miles.
Kentucky tornado death toll likely ’70-100 lost lives,’ Gov. Beshear says
Officials were still assessing the number of confirmed fatalities on Saturday. More than 70 people are expected to have died in Kentucky alone, Gov. Andy Beshear said. He estimated, however, that the death toll could exceed 100, in part due to a mass casualty event in Mayfield, where the roof of a candle factory collapsed with over 100 people inside the building.
Several other states were devastated by severe weather overnight from Friday into Saturday. At least two people were killed when a nursing home collapsed in Monette, Arkansas, and another two were killed at an Amazon facility in Edwardsville, Illinois, which had its roof ripped off during the storm. Residents in Tennessee and Missouri have also lost their lives, according to local reports.
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TELEPHONE: INTERVIEW
Rossana Martinez, See the World in Orange and Blue, 2011
“Telefone Sem Fio: Word-Things of Augusto de Campos Revisited” was a 2011 exhibition at The Elizabeth Foundation for the Arts organized by Telephone, a journal of translation edited by Sharmila Cohen and Paul Legault. The exhibition used Brazilian concrete poet Augusto de Campos as a point of departure for a group of poets, translators, and artists to “translate” across mediums using text, sound, and visuals. The exhibition featured exquisite original works by de Campos and a plethora of new work including highlights by Tom Moody, Rossana Martinez, Steve Savage & Jean-Sebastien Baillat, Macgregor Card, Angela Detanico & Rafael Lain, and Kenneth Goldsmith. A limited edition catalog produced by Ugly Duckling Presse became Telephone #3.
Interview by Brandon Johnson
Is this Telephone’s first exhibition?
Yes, this is Telephone’s first art gallery exhibition. When Michelle Levy approached us, we were very excited by the notion of working with the EFA and expanding Telephone into a venue where all different forms of media could be present. In general, we have always been interested in the broadness of the umbrella under which poetry translation lies—this gave us even more room to explore.
How did you first learn about Augusto de Campos? Why base an exhibition on his work?
Actually, I’m not really sure. I think I’ve had a vague idea of his work for a while, but it was during the formation of this project that I really became familiar with him and his history. The more we researched him, the more he seemed like the perfect choice for the exhibition. Augusto de Campos is considered one of the founding fathers of the Brazilian concrete poetry movement—his work and ideas have been an influence on poetry, design, and art even up through today. Who better to pay homage to than a poet, translator, and pioneer of visual (and sound, shape, etc.) poetry?
Being that his work features such a wide range of media—written poems on paper to sound recordings to videos to websites and so on—it really suited our goals of creating an exhibition that featured poetry in translation while simultaneously fitting within a gallery setting. We really wanted all of our translators to branch out/feel free to vary their form and medium—de Campos’s poetry really seems to promote that.
His website with examples of his work and concrete poetry manifesto can be found here.
How did you decide on whom to curate into the show? It seems like a very
specific niche.
We always look for a mixed group of “translators” in order to get at as many variables, or differing interpretations as possible. Michelle Levy was in charge of bringing in artists and Telephone curated a group of writers. Of course, there is some overlap in these groups. On our end, we tried to get writers who seemed open to the idea of extending their work beyond the standard words on a page, or who were particularly interested in de Campos’s work, concrete, and Brazilian poetry. No matter what they all share in common, it was clear to us in advance that the execution would differ greatly.
I see that original Augusto de Campos books and prints were lent for exhibition by the Sackner Archive for Concrete and Visual Poetry. Can you tell me more about this organization? Is it open to the public?
After our co-curator Michelle Levy visited the Sackner Archive in Miami, she was convinced it was essential to have the original works in the show. This is the typical effect the archive has on its ‘public’—which is any interested party really who gets in touch with them to schedule a visit. There’s also a documentary available that outlines their holdings/mission. They maintain the largest private collection of concrete and visual poetry materials and were a generous resource for our show.
As these works become increasingly difficult to come by, and somewhat overlooked by Academic holdings, collectors like the Sackners form an essential link between concrete poetry and the contemporary artwork inspired/translated over from it—in our case, quite literally.
Their website can be found here.
Telephone is about translation. This exhibition is obviously highly interpretive. There’s often a dichotomy in literary translation of staying faithful to the original versus taking a more interpretive approach. Do you have position, either within or outside of, this argument?
Being a translation journal that predominantly features highly interpretive work, I think it necessary to point out that it is no argument against faithful translation, but rather an argument for the many different modes of “translating” poetry. Rather than saying our position is by a particular type of translation, we are saying that there are so many ways to translate poetry and we find all of them valid and interesting. We always push our “translators” to approach the work in any way they see fit—our focus is to show that variety side by side, to look at the original poems from many different angles. I know that I’m arguing semantics here, but why shouldn’t, say, a homophonic or interpretive or visual translation be considered faithful, as it likely pays very close attention to reproducing specific aspects of the work.
Any more exhibitions/events in the works? What can we look forward to from Telephone?
We don’t have an exhibition planned at the moment, though we would love to continue curating and working with galleries. Outside of that, we do have a lot of exciting new things on deck. In the near future, we plan on pulling together a sound poetry issue that will likely be recorded on vinyl and provided with a sleeve insert that has scores, notes, texts, etc. We are currently in the process of becoming a press, Telephone Books. Our first project as that incarnation, which we are making as an imprint of Nightboat Books, is a collection of English to English “translations” of all 154 of Shakespeare’s sonnets, each reworked by a different poet/translator (due out Fall 2012). That project is particularly exciting because we get to work with so many wonderful writers and they bring out so many varied interpretations of Shakespeare, texts most of us are already relatively familiar with. In the bigger picture, we also want to expand our press and start making things like art books, handmade objects, and so on. In general, we are always on the look out for new projects that expand the definition of what is considered translation and working with all different venues and types of media is always a part of the discussion.
-Brandon Johnson, February 2012
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Posted inWorld
UN experts urge Iran to release imprisoned American scholar Xiyue Wang
by YubaNet May 8, 2019
GENEVA May 8, 2019 – UN experts firmly request Iran to immediately release American academic Xiyue Wang, whose arbitrary detention for nearly three years was a clear violation of fundamental rights guaranteed under international law, they said.
Wang, a doctoral student at Princeton University and an American citizen born in China, was arrested in August 2016 in Iran, where he was researching for his PhD on Eurasian history. In July 2017, the Revolutionary Court found Wang guilty of espionage and “collaboration” and sentenced him to 10 years’ imprisonment, in a trial held behind closed doors. His health is reportedly deteriorating and his life endangered amid claims of degrading treatment while in detention.
“Iranian authorities’ use of espionage charges against Mr. Wang simply for having sought access to century-old historical documents reaches the level of absurdity”, the UN Special Rapporteur on freedom of expression, David Kaye, the UN Special Rapporteur on Iran, Javaid Rehman, and the UN Working Group on Arbitrary Detention, noted. “The closed nature of the proceedings only exacerbates our concerns around this case.”
The UN experts’ statement follows the opinion of the UN Working Group on Arbitrary Detention, which held in September that Iran had violated Wang’s basic freedoms stipulated in the Universal Declaration of Human Rights and the International Covenant on Civil and Political Right. The Working Group considered that, taking into account all the circumstances of the case, in particular the risk of harm to Xiyue Wang’s health, the appropriate remedy would be to release Wang immediately and accord him an enforceable right to compensation and other reparations, in accordance with international law.
“We are deeply concerned about Mr. Wang’s deteriorated health situation and at the allegations of ill-treatment and placement in overcrowded and unhygienic cells,” the experts said. Wang has been denied access to specialised medical treatment outside the prison since being held, despite multiple requests, they said, noting that Wang’s case is emblematic of numerous reports of other dual or foreign nationals arbitrarily detained in Iran, many of whom are also being denied appropriate healthcare.
“We deeply regret that individuals, such as Mr. Wang, who choose to pursue research and academic work, are punished for their contribution to society. We urge the authorities to ensure his immediate release and to take serious steps towards protecting and recognising these rights,” the experts said.
(*)The UN experts: Mr. David Kaye, Special Rapporteur on the promotion and protection of the right to freedom of opinion and expression, Mr. Javaid Rehman, Special Rapporteur on the situation of human rights in the Islamic Republic of Iran, and Mr. Seong-Phil Hong, Chair-Rapporteur, Working Group on Arbitrary Detention;
The Working Groups and Special Rapporteurs are part of what is known as the Special Procedures of the Human Rights Council. Special Procedures, the largest body of independent experts in the UN Human Rights system, is the general name of the Council’s independent fact-finding and monitoring mechanisms that address either specific country situations or thematic issues in all parts of the world. Special Procedures experts work on a voluntary basis; they are not UN staff and do not receive a salary for their work. They are independent from any government or organization and serve in their individual capacity.
UN Human Rights, Country Page — Iran
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By: Avi Strauss | News |
Are the Humanities Disappearing on Campus? Wilf Campus Sees 58% Drop in Humanities Majors Since 2012
By: Avi Strauss | News | December 3, 2017
Humanities majors at Yeshiva College have declined by 58% since the Fall of 2012, a review by The Commentator has found. Currently, there are just 44 students with a declared major in one of the humanities, representing just 4.7% of all declared majors on the Wilf campus.
In Fall 2012, there were 105 declared majors in the humanities on the Wilf campus, representing 12.8% of declared majors on the Wilf campus.
Generally considered a fixture of higher academia, the humanities encompass disciplines that cover human society and culture, and their development over time. The Wilf campus features six humanities majors, in English, History, Music, Philosophy, Language, and Jewish Studies. Studies like Art History and and Religion are offered as well, often as components of YC’s Core curriculum, but students cannot earn bachelor's degrees in those disciplines.
Humanities majors declined on the Beren campus over the same span, albeit less dramatically, dropping to 82, from 110, an overall drop of 25%.
The news of this decline comes just months after YU President Dr. Ari Berman, who has a master’s in Medieval Jewish Philosophy and a Ph.D. in Jewish Thought, both humanities disciplines, was criticized by some for not referencing the humanities in his investiture speech in September, while focusing on the evolving disciplines of STEM.
Part of the decline can be attributed to the overall shift in students enrolling in the Sy Syms School of Business instead of Yeshiva College, which for a short period actually surpassed Yeshiva College as the majority undergraduate program on the Wilf campus this past spring.
The current number of students on the Wilf campus, 1,040, is nearly identical to the overall number in 2012, which was 1,048.
To some degree, the decline in the number of students majoring in the humanities on campus reflects a national trend. From 2012 to 2015, the most recent year in which national data is available, the share of American students declaring their “first major” (primary major) in the humanities declined 9.5%, according to the Association of American Colleges and Universities. .
The Yeshiva College Deans believe such trends are apparent and perhaps magnified on the Wilf campus.“This is a national pattern,” said Yeshiva College Associate Dean for Academic Affairs Joanne Jacobson, “a reflection I think of [understandably] growing anxieties among students—and their parents—about making a living in a time of economic uncertainty and change.”
Sharing a similar sentiment, Associate Dean of Operations and Student Affairs Fred Sugarman remarked, “Basically, with the cost of college being so high, parents and students are asking for majors which deliver careers.”
Nonetheless the Deans, both of whom have doctoral degrees in English, believe the humanities represent a viable path to a career.
“The fact is, a liberal arts degree in the humanities is excellent preparation for most careers, and many employers to whom I speak say that they are looking for graduates who are culturally sophisticated, and can think critically—outside the box—and that humanities grads can be ideal for them,” said Jacobson.
Data on the job prospects for humanities majors backs up this claim. In 2013, according to the Association of American Colleges and Universities, the unemployment rate for college graduates with whose terminal degree was a bachelor’s in the humanities was 5.4%, just marginally higher than 4.6% unemployment rate across all disciplines. Moreover, according to the National Association of Colleges and Employers, humanities graduates from the class of 2015 were employed at higher rates than those in the class of 2014, which can be attributed in part to employers seeking the “soft skills” related to written and oral communication that many humanities majors possess.
Regardless of their major, Wilf campus students are obligated to take several Core courses, many of which are taught by humanities professors and focus on interdisciplinary studies related to history and English. Syms students must take four Core courses, while YC students are required to take seven.
All YC students are obligated to take courses in the Core course categories of Contemporary World Cultures, Interpreting the Creative, Cultures Over Time, and Human Behaviors and Social Institutions, in addition to the introductory writing course. Exemptions are not given for these foundational courses, which often involve seminar style classes with heavy reading and writing components.
Students entering YU’s business school as opposed to YC appears to be both a cause and symptom of the decline, as greater numbers of students opting to pursue coursework with clearer paths towards future employment. Many students have simply chosen to major in areas like accounting and finance while the share of students majoring in STEM has increased slightly as well.
Currently, STEM represents 60% of all declared YC majors. In 2015, 37% of the bachelor’s degrees awarded in American schools were in Science and Engineering fields, according to the National Science Board. This count included the social sciences, which means including majors like psychology and economics. Those majors constitute an additional 29.5% of declared YC majors, but have declined 31%, to 123 students, since 2012.
These trends indicate a greater focus by YU students on pre-professional studies, like the pre-health fields, and areas associated with the acquisition of “technical skills” like the ability to understand financial statements or analyze data.
In this regard, Dean Jacobson noted most YU students spent their K-12 education in costly private schools, which place certain stresses on students when it comes to deciding on a major. “College is expensive, and YU draws on a community in which parents have already spent a great deal of money on private education and want to make sure that their children can make their way professionally, and that they can afford the same way of life,” she said.
Still, despite the pressures that have led students to other courses of studies, Dean Sugarman reiterated the importance of a liberal arts education. “The liberal arts puts you in touch with your humanity. Liberal arts make college an exploration of one’s basic beliefs and self-awareness.”
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The Amazing Spider-Man uses 3ality Digital TS-5 rig
3Droundabout Posted on March 14, 2011 by 3Droundabout March 14, 2011
Columbia Pictures’ latest Spider-Man movie in production now using 3ality Digital’s new wireless, handheld TS-5 beamsplitter rig
3ality Digital, world leader in advanced technologies to empower creative digital stereoscopic 3D acquisition, has been chosen to supply its systems for the highly anticipated film THE AMAZING SPIDER-MAN, which is now in production from Columbia Pictures and will be released on July 3, 2012. Directed by Marc Webb, the film is using 3ality Digital’s new TS-5 wireless and handheld beamsplitter mirror rig.
Award-winning cinematographer John Schwartzman, the film’s director of photography, chose the TS-5 because of its small size and the unrivalled control it gives over the stereoscopic 3D (S3D) image. Schwartzman and the production team held a series of tests using the TS-5 and found it could shoot in 3D but perform at the same speed as in 2D.
Schwartzman said: “We tested virtually every product on the market and chose 3ality Digital because we were impressed by the compact size of the TS-5. You don’t get the unwanted shadowing effects during shots which sometimes appear using other 3D rigs, and the lens changes only take a few minutes. We wanted a rig that would not only deliver the best quality and performance, but also one that wouldn’t delay the production, so we have all the benefits of a S3D picture and we’re shooting to a 2D schedule”.
The latest version of 3ality Digital’s beamsplitter rigs achieves optimum performance without the need for the substantial construction normally associated with S3D facilities. The TS-5 is a much lighter and smaller rig, which operates with a high degree of precision and control. A key benefit for film-makers shooting stereo 3D is its versatility. It can be used for super fast set-ups with lightweight tripods, as well as shoulder mounts for handheld or Steadicam 3D shooting. Unlike other S3D rigs it doesn’t lose coverage and also, because it’s a compact rig, it maintains the actors’ eyeline.
THE AMAZING SPIDER-MAN is the first feature film in production to utilize 3ality Digital’s intelligent, integrated systems.
Steve Schklair, CEO and founder of 3ality Digital, said: “Our systems are designed to enable directors shooting in S3D creative freedom and pixel-perfect accuracy of images, but with the same ease as 2D filming. It is fantastic that 3ality Digital’s rigs are being used for this year’s biggest movie productions.”
Schklair added: “Marc Webb is set to take the Spider-Man movies in a new direction and shooting the picture in S3D will certainly add an exciting element. We’re looking forward to seeing the finished project as I’m sure millions of fans are around the world.”
The Amazing Spider-Man is back on the big screen, for the first time in 3D, on July 3, 2012. The film stars Andrew Garfield, Emma Stone, Rhys Ifans, Denis Leary, Campbell Scott, Irrfan Khan, Martin Sheen, and Sally Field. The film is directed by Marc Webb from a screenplay by James Vanderbilt, Alvin Sargent and Steve Kloves, based on the Marvel Comic Book by Stan Lee and Steve Ditko. Laura Ziskin, Avi Arad, and Matt Tolmach are producing the Marvel Entertainment production for Columbia Pictures. The executive producers are Stan Lee, Kevin Feige, and Michael Grillo.
www.3alitydigital.com
Posted in News, S3D Content News, S3D Creation News Tagged beam splitter, camera rig, camera rig control, feature film permalink
The Amazing Spider-Man uses 3ality Digital TS-5 rig — No Comments
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Boy-Bulok Cave
Boy-Bulok is the deepest cave in Asia situated in the Surkhandarya region of Uzbekistan. Being in the Hissar Range, near Uzbekistan's highest village the cave and the surrounding a...
Alisher Navoi National Park
The Alisher Navoi National Park is one of Uzbekistan's largest urban parks situated in Tashkent. It was founded in 1932 and was named Komsomolsky in Soviet times. Nowadays it bears...
Abubakr Kaffal-Shashi mausoleum
Abubakr Kaffal-Shashi mausoleum is one of the oldest buildings of Tashkent having a historical and cultural big significance. It is situated in the heart of the old Tashkent.
Afrasiab Museum of Samarkand
Afrasiab Museum represents the history of Samakard city. Afrasiab is the ruined site of ancient and medieval Samarkand in the northern part of the modern town. And the museum is ne...
Amir Timur Square
One of the best ways to start a tour in Tashkent is from the Amir Timur square, which is the heart of Tashkent. Situated in the center of the city the square serves as a starting p...
Central Exhibition Hall of the Academy of Arts
For the art lovers Tashkent offers one of the largest exhibition halls in Central Asia, which houses not only collections of Uzbek famous masters but also of young artists who keep...
Aral Sea
Once majestic Aral Sea is now a desert and a serious environmental problem for the country and the whole region. 60 years ago, it was the fourth largest lake on the globe with its...
Bolo Hauz Mosque
Bolo Hauz Mosque is one of the most beautiful and significant historical monuments of Bukhara. The monument is the only one preserved on Registan Square. The complex was built in t...
Chashma Ayub Mausoleum
Chashma Ayub Mausoleum is a historic building with a sacred spring located in the heart of the ancient city of Bukhara. It was built in the XII century beside a holy spring that fe...
Chatkal Ridge
Chatkal Ridge is the western branch of the Tien Shan mountain system that crosses Uzbekistan, Kyrgyzstan, Kazakhstan and Russia. The ridge has several peaks with the height of abou...
Ark fortress is the oldest architectural monument in Bukhara. It is located on 20 meters artificial hill and has a very impressive citadel look. It was built in the V century BC an...
German Kirche in Tashkent
Evangelical Lutheran Church in Tashkent, which is well known as German Kirche is the only Lutheran church in Tashkent. It was built in 1899 when there was a huge number of Lutheran...
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Cats Anonymous Inc. - About Us
There was much to do long in advance of the Conservation Congress's annual meeting in Green Bay back in April of 2005. A man in LaCrosse had proposed a law that would allow people to shoot feral cats they saw roaming around.
The word spread far and wide and was even picked up by national media sources across the USA. Wisconsin had become known as the cat killing state. There was discussion about the cats killing song birds, destroying people's gardens, and spreading disease. Cat lovers asked, "Was there no hope? What if the cats were injured and left to suffer and die? Would they have no voice? Would the innocent cats suffer needlessly?"
NO THEY WOULD NOT! A "Don't Shoot the Cat" campaign hit the floor running. People started organizing, fliers were handed out, phone calls were made, and by the 7pm meeting in April of 2005 the cats had a voice. Hundreds of people came to not only speak on behalf of the cats, but to organize a Trap-Neuter-Return (TNR) program. The voice behind the organization was a woman who had done TNR on her own for years. She had formed a kinship with a feral cat who came to her doorstep one night. A cat she would never forget and forever try to make other feral cats' lives as good as she did for that one.
After much discussion at the Conservation Congress's meeting through the state of Wisconsin, the newly proposed law went down and a dream began. Four women met in the basement of Oak View Veterinary Clinic in Green Bay, WI to form a plan. An organization called Cats Anonymous was born.
All that happened because one woman had a dream and others joined her who were passionate about making a difference in the lives of feral, stray, and barn cats. The woman who spoke for those without a voice, Vicki Becker, continues to play a key role in the operations of Cats Anonymous and makes her voice heard whenever necessary on behalf of the cats. She is affectionately known as the "Queen Mum" of the organization. The three others who joined in her dream were Dr. Lisa Lorenz, Dr. Nicole Gardner, and Sharon Bauknecht.
Under the amazing leadership of the first President of the Board of Directors, Daphne Coplin, more supporters including Regan Wallenfang, Lisa Kay Sperbeck, and many more were brought into "the fold". Together they all worked to create the framework that would continue to educate the public and put TNR into action for our community.
We don't know how long it will take to reach our ultimate goal, but we do know that the community has responded with more support than perhaps any dreamed possible. Now we need you! Please consider volunteering your time and treasure to help feral cats.
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Why coevolving?
January 8, 2006 dougmcdavid
The question of the relationship between technology and human social systems can be seen as a matter of coevolution. That is the genesis of this discussion of factors and implications involved in coevolving technologies and human social systems.
Technological tools and organizational methods have been coevolving rapidly over the past two hundred years as the world’s population has grown from an estimated one billion people in 1800 to six billion people in 2000. Technological tools, ranging from steam engines to electricity, from automobiles to airplanes, from telephones to computers are all ways of helping people accomplish work. Organizational methods, ranging from factories to assembly lines, from M-organizations to franchises, from call centers to outsourcing are ways of organizing and managing people and other resources to accomplish work. The rapid coevolution of these technological and social innovations creates a number of challenges for businesses and other enterprises.
The world of business today is increasingly competitive and uncertain. Managers are faced with decisions about outsourcing and cost cutting, business process integration and productivity, partnerships and investments for growth. These are issues at every level from departments to business units, from enterprises to industries, and from regional to global economic planners.
These issues of complexity, competitiveness, and uncertainty can be elevated to an overarching concern for enterprise sustainability. An enterprise can be any human social system, including business, government, and a whole range of non-profit and NGO institutions. These institutions are what sustain human life, and in turn they depend on the interplay of human intervention in the natural environment for their sustanence.
In the past fifty years with the rise of digital computing, the information technology (IT) industry has grown to be key provider of tools for business growth, driving business productivity, automation, and opening up numerous new business niches and models. There is a continuous feedback of business needs and opportunities to technology requirements, and from technology advances
to new business opportunities. Waves of innovation from mainframe, to minicomputer, to personal computers, to the web and mobile computing and communication stand out, as do any number of businesses that helped create or benefited from these waves of innovation.
In a few short years the ability of small local enterprises to reach out to achieve global presence has exploded, clearly enabled by technology. Put simply, modern businesses could not exist without complex technology, and complex technology could not exist without modern businesses. They have coevolved to depend on each other.
This is an introduction to the topics to be explored here, at least from my point of view. For a wide-ranging discussion of coevolving business and technology, I suggest that you take a look at the following site, and its attendant links.
http://almaden.ibm.com/coevolution/
daviding
This view seems a bit dark, and it’s hard for me to judget whether it’s intentional, or not.
Greg Lowes has brought up an issue that a lot of management discussions today seem to be centered on the idea of “pain removal”. This may be a result of the perceived inertia of today’s business executives, whereby they’re not motivated act, unless there’s some pain ahead.
Maybe we’re spending too much time around technologies of domination that we’re forgetting that advances in technology and human social systems can be fun. One example is video games — not that I play them, but my sons do — which are turning out to not be solitary mindlessness, but instead social settings around which friends can meet. (There’s something charming about a board game, but when my son starts asking about configuring hubs for local games, other friends start bringing computers to the house, as opposed to playing at a distance, over the Internet.
Of course, there’s the side effect that my sons don’t watch broadcast television anymore …. They do go to movie theatres, so the value of watching or not watching network television is purely a subjective judgement.
I think the term ‘coevolving’ can be a bit misleading. Human social systems have always come first, while technology second. This has been true for the past two hundred years as well as the past two thousand. If there is anything human social systems ‘coevolve’ with, it most likely would be our natural surroundings. We coevolve with plants, ants and other living species. But all of us work to redesign, redistribute, the physical and psycological resources already available to us. We do this through new technology. In other words, technology is the means to an end, no the end itself.
Jack Ring
The patterns of interrelationships among humans today vary widely. Much more so than 100 or even 50 years ago or,more recently, with the proliferation of cell phones. Obversely, one can find much evidence regarding how new patterns of social interactions fostered advancements in technologies (else why Rt. 128 and Silicon Valley).
A major mismatch occurs in the evolution of the interplay between technology advancements and new patterns of human interaction This because technology advancement tends to exhibit an exponential characteristic (although with local stochastic shocks) whereas changes in patterns of human interactions exhibit second order differences characteristics. Highly visible behaviors that result include “near-Luddite” suppression of new technology adoption and the fact that most truly disruptive innovations come from outside the established leaders in any industry (unless the sight of the gallows clears the mind).
Organizations and information systems: a trajectory through systems science » Newer »
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Muslim civil servant suspended over 'killing British troops is justified' blog
Author: Simon Walters and Jason Lewis
Publication: Daily Mail
http://www.dailymail.co.uk/news/article-1120831/Muslim-civil-servant-suspended-killing-British-troops-justified-blog.html
A senior Muslim civil servant has launched an astonishing verbal onslaught against the Government over its response to Israel's military strikes in Gaza - and has suggested that killing British troops in Iraq is justified.
Treasury official Azad Ali, president of the Civil Service Islamic Society, now faces the sack over the remarks.
Cabinet Secretary Sir Gus O'Donnell - who is the patron of the society - acted immediately after being alerted to the comments by The Mail on Sunday.
Shortly after this newspaper contacted the Cabinet Office, a senior official disclosed that Mr Ali had been suspended for the remarks made on his personal internet blog.
In it he:
* Quotes an Islamic extremist who says it is his 'obligation' to kill British and American soldiers in Iraq;
* Accuses the Government of failing to condemn the 'Zionist terrorist state of Israel'; and
* Attacks moderate British Muslims as 'self-serving vultures, feeding on the dead flesh of the Palestinians'.
The Treasury lists Mr Ali's title as 'Business Partner'. He is understood to work as an IT administrator.
On the Civil Service Islamic Society's official website, Mr Ali declares that it is bound by strict rules that say Whitehall special-interest groups must be 'non-partisan and non-political' and act with 'honesty, impartiality and integrity'.
But there is no such restraint on his personal blog, which highlights his civil service role and provides a link to its Whitehall website.
He takes a far more hardline approach, using the most provocative language, and appears to challenge the Whitehall code of practice that restricts mandarins' political activities.
In one posting, 'Defeating extremism by promoting balance', he appears to condone the killing of British and US troops in Iraq.
He said there was 'much truth' in an interview with an Islamic militant who said: 'If I saw an American or British man wearing a soldier's uniform inside Iraq I would kill him because that is my obligation.
'If I found the same soldier over the border in Jordan I wouldn't touch him. In Iraq he is a fighter and an occupier, here he is not. This is my religion and I respect this as the main instruction in my religion for jihad.'
Last week Mr Ali wrote on the 'Between the Lines' site: 'We are the Resistance. The Zionist terrorist state of Israel had only one aim, to destroy all semblance of resistance. We have yet to hear any condemnation from our government.'
He pours scorn on the British Government's call for a ceasefire and mocks official representatives of moderate British 'Muslims' (his quotation marks) who support them.
He observes witheringly that he 'can see the £ signs in their eyes!' - an apparent suggestion that they believe their groups may get more public money as a result.
He lambasts Foreign Secretary David Miliband for condemning Hamas leader Mahmoud Zahar for saying Jewish children are 'legitimate targets'.
'Blaming Hamas does not wash any more... you can stop peddling the Zionist lie about Mahmoud Zahar!' Mr Ali writes.
And he derides Mr Miliband's refusal in the Commons to disown Israel for 'terrorist' actions. 'You're going to love his response, "As I said in my statement, I do not think it is right to compare a democratic state with a terrorist organisation." What!'
He added: 'The [British] government is engaging with individuals who have no credibility in the community...a motley crew who are nothing but self-serving vultures, feeding on the dead flesh of the Palestinians.'
Mr Ali said people who blame the Palestinians or Hamas for the Gaza attacks 'are like sick men or women who blame the woman who has been raped, saying she brought it upon herself'.
Tory MP Patrick Mercer, an adviser to Gordon Brown's Security Minister Lord West, questioned how Mr Ali could continue as a civil servant.
'I can't see how this man can ever be viewed as objective again,' said Mr Mercer. 'It is extraordinary to me that a civil servant who is meant to be politically neutral should be making these sorts of comments about the Government.
'It would seem that Mr Ali is not trying to conceal the fact that he is a civil servant, nor suggesting these statements are purely made in a personal capacity. I believe he has compromised himself seriously with these comments.'
The civil service code restricts political activities 'which impinge wholly or mainly on party politics' including 'speaking in public on matters of national political controversy; expressing views on such matters in letters to the Press, or in books, articles or leaflets'.
Officials who want to engage in this kind of activity need permission from their Whitehall bosses.
Until his internet outburst, Mr Ali was regarded as a moderate Muslim who could help tackle Islamic fanaticism in Britain.
As a former chairman of the influential Muslim Safety Forum and the current head of its counter-terrorism work-team, he works with the Home Office, senior police officers and the Security Services trying to combat extremism.
Last night the Treasury said: 'HM Treasury takes allegations of this nature extremely seriously and will investigate them thoroughly.'
Mr Ali, who is married with three children and lives in East London, declined to comment.
The proceeds of a recent Civil Service Islamic Society annual dinner were passed to Interpal, a Palestinian charity that is banned by the US government - although not in the United Kingdom - due to allegations of links to terrorism.
The dinner was attended by Labour MP Sadiq Khan and Peter Lewis, head of the Crown Prosecution Service.
As well as being a career civil servant, Mr Ali has been a community activist for more than 20 years.
He is also on the board of London CrimeStoppers and sits on the Metropolitan Police's Strategic Stop & Search Committee and Police Use of Firearms Group.
Mr Ali is a member of the Independent Police Complaints Commission's Community Advisory Group and the Home Office's Trust and Confidence Community Panel.
There are few people with a higher profile within the 'moderate' Muslim community. He is a trustee of the East London Mosque & London Muslim Centre. He chairs the Muslim Council of Britain's membership committee and is a member of its central working committee.
He is also the vice-chairman of Canon Barnet School board of governors and chairman of the Saturday Islamic School board of governors.
He has a wide network of friends, making him an influential figure as the Government tries to 'engage' with radical Islamic groups to prevent them turning to terrorism.
Mr Ali's friends on the Facebook website include former Guantanamo Bay inmate Moazzam Begg, Inayat Bunglawala of the Muslim Council of Britain, and journalist and Muslim convert Yvonne Ridley.
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Medical Simulation
Amyloidosis and Cancer Theranostics Program | The University of Tennessee Graduate School of Medicine, Knoxville
Amyloidosis and Cancer Theranostics Program
The history of the Amyloidosis and Cancer Theranostics Program (ACTP) is rooted in the study of light chain (AL) amyloidosis and the development of novel agents for the study, detection and treatment of this disease. In recent years, the Program has both extended its horizons to encompass all amyloid-related disorders and some specific malignancies, and focused principally on peptides as biological agents for targeting these diseases as a means of detection and treatment.
The major thrust of the ACTP is developing, characterizing and translating novel synthetic peptides into the clinic for the non-invasive imaging of amyloidosis in patients by using PET/CT and SPECT/CT.
In addition, we are developing novel strategies for the treatment of amyloidosis by exploiting the exquisite targeting abilities of the synthetic peptides.
In collaboration with colleagues at the University of Tennessee and Oak Ridge National Laboratory, we are assessing the ability of synthetic peptides to inhibit cell infection by cytomegalovirus, a major cause of childhood deafness and mental retardation.
Finally, work with the University of Tennessee Medical Center and UT College of Veterinary Medicine has led to our discovery that peptides can be used to target metastatic melanoma as well as certain carcinomas.
The ACTP has evolved into a multi-disciplinary, collaborative, translational research program focused on the development and evaluation of biological reagents for the detection and treatment of amyloidosis and cancer.
ACTP Laboratory Resources
Molecular biology, transfection, and cloning laboratory
Preclinical animal model laboratory
Cell culture facilities
Immunohistochemistry and histology laboratory
Hybridoma and monoclonal antibody production laboratory
Protein chemistry and biophysics laboratory
Cell biology laboratory
Recombinant protein and peptide phage display laboratories
Protein-peptide assay development laboratory
Good Laboratory Practice (GLP) toxicity testing laboratory (in development)
Amyloid and tissue sample repository
Microscopy facility
Preclinical Imaging Facility - Molecular Imaging and Translational Research Program
Jonathan Wall, PhD, Professor, Program Director
Stephen Kennel, PhD, Associate Professor, Research Director
Emily Martin, PhD, Assistant Professor, In vivo and in vitro peptide assays
Angela Williams, MS, Protein-peptide assays and development
Sallie Macy, BS, MLT, ASCP, Immunohistochemistry
Craig Wooliver, MLT, Histology and microscopy
Tina Richey, MS, Preclinical animal models and compliance
Steve Foster, MS, Cell biology and hybridomas
Alan Stuckey, BA, CNMT, Preclinical animal imaging
Jonathan Wall, PhD, Professor at UT Graduate School of Medicine and the Director of the Amyloidosis and Cancer Theranostics Program, and his research team are developing novel biological therapeutic and diagnostic ("Theranostic") agents for patients with amyloidosis or cancer.
Amyloidosis is a fatal protein-folding disorder characterized by the formation of well-structured protein aggregates that deposit in organs and tissues in conjunction with complex, highly charged, heparan sulfate proteoglycans (HSPG) that are produced by the surrounding cells. The unrelenting accumulation of amyloid often leads to organ dysfunction and severe morbidity. Amyloid can affect any organ or tissue but the kidneys, pancreas, liver, spleen, nervous tissue and heart constitute the major sites of deposition in patients with familial or sporadic forms of “peripheral” amyloid disease. Although varying in etiology and site of deposition, the amyloid deposits are remarkably similar. For example, all amyloid lesions contain: unbranching protein fibrils (~ 10 nm in diameter); the serum protein SAP (serum amyloid P component), and HSPG.
The deposits may also be found in the brain, as in patients with Alzheimer's, Huntington's or prion diseases, or they can involve visceral organs in patients with peripheral amyloidosis, such as, light chain (AL) amyloidosis, reactive (AA) amyloidosis and the hereditary transthyretin amyloidosis (ATTR). Amyloid may also be associated with natural aging when heart amyloid composed of native transthyretin is observed (wtTTR).
The peripheral amyloidosis are orphan disorders but account for more than 5,000 new patients annually in the U.S. alone.
Currently in the U.S., there are no reliable methods to document the extent, the progression, or the resolution of peripheral amyloid deposits in patients. To this end, the ACT Program has, over the last decade, developed amyloid-reactive antibodies and peptide agents (“biologicals”) for the treatment and detection of these amyloid deposits. It is anticipated that these novel imaging agents will provide a non-invasive, quantitative, objective method to assist in diagnosis and prognostication. In addition, these techniques can also provide valuable insight into the patient response to anti-amyloid therapies both in the clinic and, possibly one day for those enrolled in clinical trials of novel therapeutic interventions.
In patients with Alzheimer's or peripheral amyloidosis, amyloid fibrils and HSP molecules, build up relentlessly in the brain or visceral organs. Doctors do not know whether amyloid causes Alzheimer’s disease or type 2 diabetes, or whether these diseases lead to amyloid formation; however there is no doubt that the accumulation of amyloid is pathologic in the peripheral amyloid disorders - notably AL, ATTR, and AA. Therefore, there is an urgent need to "see" amyloid in order to accurately diagnose and stage the diseases and monitor the therapies used to treat patients. Now, through the research of the ACT Program, it may be possible to do this.
The primary candidate for a new amyloid imaging agent is a peptide designated p5+14. In preclinical testing, peptide p5+14 has been shown to bind to amyloid in the brain and many other organs. In addition, when radiolabeled, the peptide was shown to bind to all visceral amyloid deposits in a mouse model of AA amyloidosis by using through PET imaging and other techniques, such as microautoradiography. Wall expects that with appropriate modifications, p5+14 may eventually be used in the clinical setting to provide a safe, non-invasive method for obtaining quantitative and whole body images of the distribution of peripheral amyloid in AL, ATTR, and AA patients.
Every day, doctors in the U.S. send their patients with amyloid disease to Great Britain, the Netherlands and Italy for an imaging test not approved for use in the U.S. The European test relies on a protein (SAP) that is isolated from human blood, so the U.S. Food and Drug Administration will not approve its use. The p5+14 peptide, however, is chemically synthesized, so Wall and his team believe the p5+14 peptide imaged by using PET/CT is the combination that will bring this life-changing test to America.
In the U.S., our ability to detect amyloid deposits is limited. The peptide p5+14 for which a patent was recently issued, is the next generation of amyloid-imaging agents, and it holds much promise for helping people with amyloid-related diseases.
This ongoing research program is supported by the National Institute of Diabetes and Digestive and Kidney Disease (NIDDK) at the National Institutes of Health. The University of Tennessee Medical Center and UT Graduate School of Medicine have a rich heritage in amyloid research established by Dr. Alan Solomon and the Human Immunology and Cancer Program - the forerunner of the current ACTP.
While peptide p5+14 does not destroy amyloid, it does bind to every type of amyloid that has been evaluated in the laboratory. It brings us one giant leap closer to understanding and developing rapid methods for accurate diagnosis and treatment strategies, leading ultimately to a cure for amyloid - related diseases.
Peptide Targeting of Metastatic Melanoma
Melanoma is the major cause of skin cancer mortality in the world. In contrast to many other malignancies, the incidence and mortality trends have continued to increase over the last decade despite the identification of numerous tumor-related biomarkers. The key to survival in patients with melanoma is early and accurate diagnosis and staging so that appropriate treatments can be initiated.
Our current studies utilize our novel peptides for non-invasive diagnostic and prognostic imaging, as well as for potential targeted therapy.
We have used 125I-p5R+14 peptide for the detection of “metastatic melanoma” in the lungs of mice by using SPECT/CT imaging. Tumors were generated by intravenous injection of tumor cells. After 21 days, the tumors have developed into 2 - 4 mm-sized colonies and can be readily visualized by SPECT imaging in the mice using the radioactive peptide. This specific targeting ability allows not only detection of the tumors but may also provide a means of delivering a therapeutic “payload” to eradicate the small metastases.
Clinical Research Faculty
Research Support Staff
Strategic Plan for Research 2021-2026
Preclinical and Diagnostic Molecular Imaging Laboratory
Vascular Research Laboratory
Anesthesiology Research Division
Molecular Imaging & Translational Research Program
The Institutional Review Board
Office of Clinical Trials
Guide to Research (on campus only)
Support The University of Tennessee Graduate School of Medicine
UT Medical Center
UT Health Science Center
The University of Tennessee Graduate School of Medicine
1924 Alcoa Highway
Knoxville, Tennessee 37920 | 865-305-9290
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Wobs fight Quaker union-busting
An article by Alexis Buss on an IWW campaign at a Quaker-operated office building in Philadelphia. Originally appeared in the Industrial Worker #1607 (December 1997).
Management of Philadelphia's Friends Center, a Quaker-operated office building which houses many Quaker and progressive organizations, has begun a plunge into the depths of union-busting in order to prevent four part-time front desk staffers from organizing with the IWW. Fortunately, the unbecoming attack on workers rights has not gone unchallenged - more supporters linked to the Friends Center come forward every day to encourage recognition of the union.
The four workers, who work evenings and weekends, sometimes in shifts of more than ten hours, decided to join the IWW and seek a binding contract which would secure their job and improve working conditions. They asked for voluntary recognition from their supervisor, Peter Rittenhouse, on September 2nd. Rittenhouse asked the front desk staffers to drop the union, but passed the final decision on to the Friends Center Board of Directors.
The Board of Directors met without being able to come up with an answer to the demand for voluntary recognition. A second meeting was called for September 25th, and front desk union member Susan Phillips asked permission to attend. She explained to the Board of Directors that not only had she and her fellow workers joined a union, but that they are the union and had no reason to reconsider their position. The front desk staff are organized and want come to the table as equals with management to negotiate a fair contract. Many members of the Board of Directors asked Susan questions, and she left the meeting with the understanding that in a few days they would decide their course of action.
Strangely, on October 1st our fellow workers received a letter dated September 17 (eight days before meeting with Susan) stating, "the Board of Directors of Friends Center Corporation is saddened by the realization that some employees feel it necessary to organize themselves as part of a larger labor organization in order for their concerns to be heard and to obtain redress for grievances. As a matter of conscience and faith, we believe that no persons should need an intermediary when discussing concerns, but rather should be able to gather `in the light' to discuss them... It is in the spirit of our belief in `continuing revelation' that we respectfully ask that you reconsider your proposal." This response, one so unfortunately typical of employers that have turn out to be among the most notorious union-busters, was somewhat unexpected after Susan's thoughtful explanations during the September 25th meeting. While citing Quaker principles of openness and free discussion, the Board totally disregarded the most fundamental points the union members were communicating to them.
The Philadelphia IWW filed a petition for an election with the NLRB two weeks after the Board of Directors issued their decision. At the hearing to determine an appropriate bargaining unit, management's attorney argued for including five more workers in the unit. One of the five isn't even an employee of the Friends Center - he wears a Willard uniform and works for a private contractor repairing heaters and air conditioning units at the Center. The Friends Center lawyer took exception to Wobblies' snickering at his absurd suggestion. Another employee management attempted to include supervises the front desk staff.
The Friends Center management, while claiming to be driven by a mission of conscience, has chosen to take full advantage of American anti-labor laws. They stubbornly insisted that we include workers into the unit who do completely different work and have clearly indicated that they have no desire to join the union. These workers share no community of interest with the evening and weekend staffers, and should not be forced to choose to either join the union or stand in the way of their co-workers who want to organize.
Having no faith in the NLRB's willingness to help us keep our unit intact, we tried for many hours to negotiate a settlement. The IWW and management decided on an unusual compromise: if the union can get five authorization cards (one more than the number of part-time front desk staffers) by mid-December, the Center would voluntarily recognize the entire unit management proposed, minus the private contractor.
The front desk staffers, joined by other Wobblies, have leafleted gatherings at the Friends Center to encourage support for voluntary recognition of their union. More than 700 fliers have been distributed in the past week generating an overwhelmingly supportive response. The Philadelphia Monthly Meeting called a "Threshing Session" which called for their representatives on the Board of Directors to reconsider their position. Dozens of supporters wearing bright red IWW buttons attended a celebration of the 50th Anniversary of the American Friends Service Committee's winning of the Nobel Peace Prize. Quakers and progressives in Philadelphia and around the country have expressed their solidarity by calling the Friends Center.
Your help in our effort to win recognition is appreciated. We're asking that the Friends Center Corporation voluntarily recognize the union of the four evening and weekend front desk staffers and that they stop trying to include workers in the unit who have clearly expressed that they have no interest in organizing. Contact John Blanchard, Chairman of the Board, and Peter Rittenhouse, Executive Director of the Friends Center, by writing Friends Center Corporation 15th & Cherry Streets, Phila. PA 19102, fax: 215/241-7028, e-mail: fco@afsc.org. For more information on the campaign, call 215/724-1925 or e-mail phillyiww@iww.org.
-- Alexis Buss
Originally appeared in Industrial Worker #1607 (December 1997)
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Here Is What A Registered Dietitian Eats In A Typical Day
HI. I'M JESSICA JONES. I'M A REGISTERED DIETITIAN WITH A MASTER'S DEGREE IN NUTRITION. I work as an outpatient dietitian for a primary care clinic...
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3G service in Vietnam cheapest in the world
OthersWorld
While Vietnamese believe they have to pay too much for 3G services, the reports of international institutions all show the 3G service fee in Vietnam is the cheapest in the world.
The International Telecommunication Union (ITU) has released a report about 3G data services in the world based on 2013 materials. ITU compared the fees for 500 MB service package which is believed to be the reasonable consumption level and most chosen by customers when using 3G data services in many countries.
A survey conducted in early 2015 showed that one Vietnamese spends VND50,000-100,000 on 3G services, or VND70,000 for a 600 MB package. Meanwhile, 93 percent of subscribers using 3G on smartphones chose the service package. This showed that the service package most favored by Vietnamese is also the one favored in other countries.
According to ITU, the average fee for 500 MB package is $16.9-17.6 a month for pre-paid and post-paid services, respectively. The fee is $16.3-17.5 in developed countries while it is $17.8-18.3 in developing countries.
As such, despite the big income per capita difference, the 3G service fee difference is modest, just $1 a month. This is explained by the similar service cost prices in different countries, including costs on infrastructure, devices, labor force and sales.
However, the similar fees showed that users in developing countries have to pay high fees compared with their living standards. And while there is nearly no difference in the service fee, there is a big gap in the GNI per capita (gross national income).
The average service fee for 500 MB data package in the world accounts for 5.8-6.4 percent of GNI per capita, while the figures are 8-8.9 percent in developed countries and 1-1.1 percent in developing countries. In Asia Pacific, the figure is 5-7.5 percent.
If analyzing Vietnam’s 600 MB package service fee at $7.8 based on PPP theory (purchasing power parity), one would see that the service fee in Vietnam is just equal to 44.3-46.1 percent of the world’s average level and 44.6-47.8 percent of the average fee in developing countries.
If noting that the Vietnamese GNI p.c. is $145 a month (in 2013) as reported by the World Bank in 2013, Vietnam’s 3G service fee just amounts to 2.2 percent of GNI p.c.
The level is equal to 1/3 of the world’s average level, 1/4 of developing countries and 29-44 percent of the countries in Asia Pacific.
As such, analysts say, the 3G service fee in Vietnam is at a very low level in the world.
However, they also pointed out that ‘low cost’ sometimes means ‘low quality’. The low service fee is not good for 3G service providers, because they don’t have money for re-investment.
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+ 4 = six
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News letter Voice from Readers Feedback
Home>>World >> Americas
U.S. unveils new rules to slash executive compensation
08:49, October 23, 2009
U.S. Treasury Secretary Timothy Geithner (L) and Federal Reserve Chairman Ben Bernanke stand before their meeting in the Secretary's office at the Treasury Department in Washington May 7, 2009.(Xinhua/Reuters File Photo)
The U.S. Treasury and the Federal Reserve on Thursday unveiled a set of rules to slash excessive executive compensation in a move to comfort the furor over executive pay at companies bailed out with taxpayer money.
ROLE OF PAY CZAR
According to the order released by the Treasury Department, seven firms that received the most federal aid, namely Bank of America Corp., American International Group Inc., Citigroup Inc., General Motors, GMAC, Chrysler and Chrysler Financial, will be forced to slash their compensation to 175 highest-paid employees.
The cuts will apply to the 25 top earners at seven companies, with on average cut total compensation this ear by about 50 percent. Meanwhile, the cash salary for affected executives will go down by an average of 90 percent.
Any executive seeking over 25,000 dollars in special perks, such as private planes, limos, company cars or country club memberships, would have to receive particular scrutiny.
The seven firms have received a total of about 250 billion dollars in bailout funds from the Troubled Assets Relief Program (TARP), which was approved by the Congress last year. Other companies and those that have repaid the bailout money, including Goldman Sachs Group Inc. and JPMorgan Chase & Co., are not affected by the plan.
The decision was made by Kenneth Feinberg, the special master at Treasury appointed to handle compensation issues as part of the government's 700 billion financial bailout package.
According to the plan, the form of the pay will be changed to align the personal interest of the executives with the longer-term financial health of the firms.
Feinberg, the so-called U.S. pay czar, said that the government did not want to make executives return compensation already received this year, but the reduced pay levels will be the base for making decisions on salary in 2010.
Treasury Secretary Timothy Geithner praised Feinberg's efforts." Ken Feinberg has done a commendable job of applying the strong compensation standards of the Congressional legislation to the companies that received exceptional assistance from the government," he said in a statement.
"We gave him the difficult task of cutting excessive pay, striking a balance between compensation and risk taking, and keeping strong management teams in place to help the companies recover -- all in the public interest," said Geithner.
"We all share an interest in seeing these companies return taxpayer dollars as soon as possible, and Ken today has helped bring that day a little bit closer," he added.
FEDERAL RESERVE'S GUIDANCE
Earlier Thursday, the Federal Reserve issued a proposal to curb incentive compensation at banks to ensure they will not "undermine the safety and soundness" of their organizations.
Unlike the Treasury plan, the Fed proposal would be more aggressively, covering thousands of banks, including many that never received a bailout.
The proposal includes two supervisory initiatives. The first one, applicable to 28 large, complex banking organizations, will review each firm's policies and practices to determine their consistency with the principles for risk-appropriate incentive compensation set forth in the proposal.
Second, supervisors will review compensation practices at regional, community, and other banking organizations not classified as large and complex as part of the regular, risk-focused examination process.
These reviews will be tailored to take account of the size, complexity, and other characteristics of the banking organization.
"Compensation practices at some banking organizations have led to misaligned incentives and excessive risk-taking, contributing to bank losses and financial instability," Federal Reserve Chairman Ben S. Bernanke said in a statement.
"The Federal Reserve is working to ensure that compensation packages appropriately tie rewards to longer-term performance and do not create undue risk for the firm or the financial system," he added.
Flaws in incentive compensation practices were one of many factors contributing to the financial crisis.
Inappropriate bonus or other compensation practices can in cent senior executives or lower level employees, such as traders or mortgage officers, to take imprudent risks that significantly and adversely affect the firm, said the U.S. central bank.
COMPLAINTS OF FIRMS
U.S. President Barack Obama praised the compensation cuts, noting that excessive executive pay has offended U.S. values and the Feinberg's decision marked an "important step forward."
"I believe he has taken an important step forward today on curbing the influence of executive compensation on Wall Street while still allowing these companies to succeed and prosper," Obama said at the White House.
"We don't disparage wealth, we don't begrudge anybody for doing well. We believe in success," said the President. "But it does offend our values when executives of big financial firms, firms that are struggling, pay themselves huge bonuses even when they continue to rely on taxpayer assistance to stay afloat."
Feinberg's four-month effort to curtail pay is one of the most visible ways the U.S. government has become intertwined with the private sector since the crisis began, said an article carried by The Wall Street Journal
"There's definitely never been anything like this where a government sets pay for a company that's publicly traded," said J.W. Verret, a corporate law expert at George Mason University.
However, some also complained that government's interference in the free market will hurt the companies, which might loose top executive talent to competitors due to the sharp pay cuts.
An executive at one of the seven firms was quoted by the U.S. media as saying that the terms came as a shock, especially because they changed so suddenly.
The compensation restriction "were clearly much worse than what had been anticipated," he said.
Many firms declined to comment, as GM and Chrysler only stated that they will continue to work with Feinberg in developing new compensation plans for their executives.
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Peter Feltham
On cycles of computing revolution, the history of AI, how decentralisation transforms the management of assets and collaboration, universal basic income, how technology changes society, and more.
Jason: I’m here at the Internet of Agreements Conference in London, and I’m sitting here with Peter Feltham who has a long and illustrious background in cutting-edge technologies. He’s seen new technologies emerging since the 1970s and he’s been involved at the cutting edge since that time, and has an incredible perspective and long view of how technology has changed our society and how it will continue to change our society. Thank you very much for speaking with me! Maybe if you want to start off just talking about your background a little bit.
Peter: Okay – thank you and thanks for inviting me! I started off in the mainframe era, what we used to call in the computer industry “big iron”, and, of all things, I started on a Burroughs mainframe.
Jason: That’s the Burroughs calculator that was invented by William Burroughs’ grandfather, right?
Peter: Yeah, but when they did a mainframe computer, it was really a very sophisticated machine, especially what you could get from other competitors such as IBM in terms of the operating system and so on – very nice computer. That turned out to be useful, because not much later I actually got involved with a project during the development of the Police National Computer Unit, which is the UK-wide system ~for PLOD~. Unfortunately, before we had invented the term, I invented a fuzzy logic database to help them pattern match for the detectives when they were looking for clues, trying to see whether the same person always did similar things, what they call modus operandi in police speak. As I said, unfortunately we hadn’t invented the term “fuzzy logic database” at that point ~so nobody got the~ credit for it, but that’s okay – they were happy, that’s the main thing.
From there I went through other interesting projects. As they say in the trade, if you’re in the consultancy business, a year of experience is worth 6-7 years. If you’re working for one particular customer, you drill down deeper in terms of one particular customer, but the consultancy gives you very broad scale inputs in multiple industries. More importantly, when you’re a youngster, different types of people and how they react and interact and what kind of a pain in the backside they can be, etc. – that’s all good experience. You lose a few notches and get a few arrows in your back, but you learn fast. I’ve always been on that side of the business.
Then we had the mini computers, so-called, so the Digital Equipment Corporation, the Sun Microsystems, all those good things, which grew and grew and grew and eventually ended up almost as mainframes as well at the top end. Then we had the personal computer revolution, and after that the mobile telephony revolution where we also did some interesting things. In amongst all of that I was doing AI development way back when, in the days of expert systems especially, and we did some quite nice solutions, sort of mission impossible stuff that other people would run screaming away from.
Jason: How so? What do you mean by that?
Peter: For example, scheduling all the shift workers at Schiphol Airport, which was done by some wizened chap with a pencil behind each ear and an enormous piece of paper and coloured markers and that sort of thing. He was the only person that could do it and he was about to retire, and Schiphol Airport panicked because they didn’t have any means to do as good a job as he did, so we invented a system that did that for them and charged them lots of money for it. [laughs]
It’s a question of being in the right place at the right time, a question of looking back, seeing the patterns emerging, seeing, “You know what? 5-10 years ago I was thinking xyz is likely to happen, and here it is on the table, we’re all using it. That’s kind of interesting.” Also, especially, looking at the differences between what we imagined would be the outcome and the actual outcome that we see in the market today. For example, in today’s world people sign up with Google and Facebook and all that, they don’t have the time to go through the small print, and the result is that those big five companies own us and sell us and our data to all-comers, to monetise our worth for their purposes, not for ours.
Jason: Is that something that you saw coming ahead of time also?
Peter: Very much so, together with Vinay. We’ve had some good midnight debates on that particular subject going back years, because we both come from similar backgrounds in terms of the interest that we have, some of the weird and wonderful people we’ve interacted with, whether it’s spooks, whether it’s businesspeople, whether it’s government people, whatever it might be – we’ve had different but similar trajectories from that point of view. When I first met Vinay, I was at a conference, across a crowded room I looked at him, I walked up to him, stuck out my paw and said, “You’re a mischief maker, and I like that,” and he said, “So are you,” and we’ve been friends ever since! [laughs]
Jason: Very good. When we’re talking about all this data centralisation with the big five companies, do you think that blockchain is potentially a remedy for that?
Peter: It is and it isn’t. Yes, it’s a means of saying who owns what and what stage the ownership goes through through all the stages, whether it’s tracking a blood diamond or a piece of property or an asset of any kind or even an intellectual asset, so I think that’s good. Where it isn’t there yet is as a mainstream means of monetising and paying back people for what they have put in either willingly or unwittingly. That’s an area a lot of us are working in, in that particular scene, and doing some quite interesting work, to think about an ecosystem whereby “Okay, I’ll let you, Mr Giant Corporation, make use of my data up to a point, and that I decide what that point is, and if you do make use of my data, even if you anonymise it and aggregate it,” none of which actually anonymises the data, let’s be honest about these things, “Then you need to pay me for your use of my data, my ideas, my intellectual capital.” If Google wants to read all my emails, as far as I’m concerned a) that’s an insult, and b) they should pay me a lot of money for the privilege, because otherwise I will not use email as a communications channel for important stuff. And it slows everything down, because some of the people I talk to are not very technologically on the ball, and it would be far too great an imposition to ask them to make use of crypto in usual ways and so forth.
I’m reminded of when I worked in Italy in the 80s – which was a lot of fun, I have to say – but in those days the attitude of the bosses was sit the secretary on the boss’s knee and let her do the typing. Because the boss didn’t know how to type, didn’t know how to turn the computer on and thought the CD player was a cup holder, those stories were literally true out there. Because it’s a generational thing, and the youngins coming up in the organisation would sort of shake their head in bewilderment at the old chaps and top guns not understanding, to a large extent, the potentials. A few visionaries did. I worked for a fellow called Carlo De Benedetti, who owned Olivetti, a very interesting businessman, very cultured gentleman, multilingual, taught me a hell of a lot about a lot of things that were very important to me in life going onwards. But he was more well-rounded than most, and he had a great team of people that would keep him up-to-date in terms of the potentials and the meanings of new, emerging technology.
I mean, we were one of the first into the fault-tolerant computing scene for example. I and Carlo went over to Marlborough, Massachusetts on the day when we funded Stratus Computing, which was a fantastic company, wonderful software, and a machine you couldn’t kill with a stick. The demo you’d do is you’d get the database administrator and the chief analyst and all the IT guys in the room, and they’re watching a demo and bla-bla-bla and doing all the marketing, and then I would wander in, wearing a brown coat with slide rules and stuff, and in the top pocket I had the magic key that opens any Stratus computer, I still have it, opened it up and ripped out the CPU board which was still steaming hot, you could hardly hold the bloody thing it was that hot, and then sort of say, “I don’t think this is very well. I’ll just go and check that for you,” and sort of disappear and jaws would drop, and you’d do the same for a disc controller, and then you’d give that to the database administrator and say, “Hang onto that and don’t burn yourself.” [laughter] Very effective demo.
Jason: Interesting. Having seen all these progressive revolutions in computing and now looking at blockchain, do you see repeating patterns from earlier cycles in this computing revolution?
Peter: Kind of. I see the same enthusiasm, I think that’s a common factor and that’s good. I see the same evangelism and evangelists, and that’s good too because you need those guys. I see some very big wide-scale thinkers doing some very deep thinking about this one, blockchain, because it is a little bit different from previous revolutions. It’s not just the fact that Moore’s Law has kicked in and we can do more bang for our buck computing-wise; this is something of a step change, this is something new. By using the distributed power of the blockchain network, we can say, “Yep, we are sure that that data that we’ve recorded on the blockchain at this point in time, under this signature and authorised and encrypted and everything else, at this point in time that was the status and no one can say it wasn’t, because millions of computers around the globe have the same status.” It’s not the centralised “Oh, we’ve decided in our mainframe this is the truth,” because life isn’t like that. Actually, we’re a network society, whether big business likes to admit it or not, and blockchain fits into the network society.
Read what Jon Husband and ~Harold Josh~ have been writing about wirearchy for years and years. All these things are starting to in a way converge and in a way diverge, converge in the sense of there’s a technological platform emerging that we’re not yet completely agreed upon – we’re working on it, and there are many ways we can do this – and it’s diverging in the sense of incredibly useful offers, ecosystems, new ways of looking at the world, new ways perhaps of monetising, to everyone’s benefit, the assets in that new world, and I think that’s incredibly exciting. It’s almost like a potential for rebooting society and getting away from command & control as the dominant species of government, of the military… The military industrial complex, big business works under command & control structure “We delegate.” Yeah, right, up to a point.
But in this new networked world, if you’ve got a colleague… This used to happen to me in Rio de Janeiro. In Olivetti I had a colleague who was in Rio de Janeiro who was on our X.400 worldwide network, where we were developing office tools that we still haven’t got close to yet, and I knew that this guy was a really good expert on document linkage, like hypertext and all that stuff. If I wanted to, I could just say, “Right, save to Roberto’s workbench,” which happened to be in Rio de Janeiro and I was in Ivrea, Italy, and it would go on an optical disc as it happens sitting beside his workbench, with a flag waving, saying, “Peter wants you to take a look at this and come up with [~2, 15:22].” I didn’t have to say any of that, the system would do that for me, because ~I’d fire a status~ across the network and get it stored remotely 10,000 miles away, and that was what we were used to. So then when the Internet appeared, and we went to Ethernet rather than ISO-OSI protocols, Stack and all that, we kind of lost that argument, but we did the same thing using Ethernet. We didn’t mind what the protocol was; the actual idea and the technology was so groundbreaking that it worked no matter which platform you put it on.
There’s a funny corollary to that story: I went to my office in the ex-lunatic asylum in Cambridge, UK, which was the venue for Olivetti Research building in the UK, because I worked for Olivetti Research, officially, and I went to my desk, expecting the computer to jump about and put my work status as it was in Italy that I’d left a few hours previously when I flew over, because our systems did all that… There was a chap sitting at my desk and he looked vaguely familiar, I knew his face but I’m terrible with faces and names, so I kind of stumbled in and said, “Hi, I’m Peter,” and he said, “Oh, it’s your office. I’m Bob Metcalfe.” He was one of the guys that invented Ethernet, he’s one of my heroes, and I could not remember the face to the name because my memory doesn’t work that way! How embarrassing was that? He said, “Do you want me to move?” and I said, “Good lord, no! Please, make yourself at home!” It’s just wonderful how so many different divergent minds working in different disciplines, the Cambridge Ring chaps in Cambridge and the Ethernet fellows and the Stanford University and DARPA and all that stuff, all kind of converged and we all said, “Yeah, we need a way to communicate better than we have been.” That was the beginnings really of getting everybody wired and connected, and it’s remarkable, looking back, how all those things did have their moment in time and they suddenly became important to everybody.
Jason: And you think that’s happening right now with blockchain?
Peter: Yes, with blockchain – we’re on the brink of the next revolution. Now, either the government tries to surveil it out of existence, which is their usual…
Jason: Do you think that’s possible? Because it’s decentralised.
Peter: No, it isn’t, but they will make a damn good try. Either they do that, or, if they’re smart, they’ll get behind it and say, “You know what? This is something of interest to society in the large, we’re a big player in that society, so let us work together with everybody to make this happen as a benefit to us all,” and if they do that, then we can go places.
Jason: Do you think that’s likely to happen?
Peter: I think there are some glimmerings. But if not, we will set Vinay on them. I was just talking to Vinay earlier: we’re going to have some public arguments, him and me, and argue both ends of the case and see whether we can start a fight in the audience or something interesting, you know, being mischief makers. But the point is that people have passions: if they’re passionate about something, then that is a very important factor and that actually helps move things along much, much quicker than if everyone goes, “Oh yeah, that’s jolly good. Academically I’m very interested in that but I’m not actually going to do anything about it.” When they start jumping up and down with their tails wagging, or not, that is the moment that it actually does move, and I think that’s the point that we’re approaching.
Jason: Interesting. Looking at blockchain, what do you think are the biggest ways that blockchain is going to change society?
Peter: Asset management and ecosystems for doing that. I didn’t define what I mean by assets, but it could be anything: it could be a ship, it could be the contents in the containers of that ship, as well as the containers, or it could be the owners of the ship… There’s loads of assets out there doing things, or should be doing things, and I think it’s important that we really get a good feeling for how all this fits together, so that’s one. Another one is monetising the value of the various assets involved, which might belong to an individual, might belong to a corporation or might belong to a charity, not-for-profit you’d say in America… Those things risk getting sort of cast aside and swept aside by the waves, if you’re not careful. So being able to actually say, “No, that belongs to that chap over there and he needs to be paid for this use of that thing,” I think is interesting, and I think that brings up a whole new dimension.
I think for the rural economies, this is a way perhaps for them to become part of this modern life. They’re not very well served at the moment, whether it’s public transportation, which has been cut and cut and cut… Where one of my cousins lives, I think there’s one bus a week that serves that village, which is not right, and there are some old people living there and they’re basically stuck. And they don’t really get on terribly well with the Internet, because no one has actually got the patience to sit down with an old person who has never used a computer before, even though it can be fairly easy to do from a tablet, and explain to them what benefits they can have. “By the way, if you need to do some shopping, you can actually do that in a safe way if you do this, that and that. Or if you want to keep in touch with your relatives in Australia that you kind of lost contact with, apart from a Christmas card, why don’t you call them up on Skype or whatever?” There’s a friend of mine in the North of England who is doing some great work with the seniors, getting the unwired into a place where they can actually use the Internet for what they need it for. Wonderful John Powen, lovely guy, he’s up in the North East. He’s doing some tremendous work, going to old people’s homes and holding little sessions with them where they all get hands-on with an iPad or an Android tablet or a phone or whatever it might be, and, before you know it, old Gladys in the corner, who is always the bossy one, kind of takes control, learns more than anybody else and becomes the local guru, you know. And that’s great, that’s her job. [laughs]
Jason: How would blockchain serve those communities?
Peter: I think it’s going to become so ubiquitous to us all in terms of its effects that they won’t be able to avoid it. But then again, blockchain is not necessarily going to be waved in their face as a flag, saying, “You are now using blockchain,” I don’t think that’s going to happen; I think it will be in the background. “Any sufficiently advanced technology is indistinguishable from magic,” as Arthur C. Clarke said, and that’s exactly right. You see some of this stuff going on and you think, “Wow, that is superb!” It is really quite extraordinary what you can do nowadays. I mean, the things that we are recording on, professional-grade equipment not that many years ago is now regarded as, “Well, it’s quite good consumer equipment. But if you really want to pay some money, let us sell you this super-duper thing,” and god knows how many thousands that would be. But hey, it’s there if you need it, and if you’re making effectively movies using video technology, as a lot of them do these days, and green screen and all the rest of it, then go for it. A friend of mine in Georgia has one office wall set as green screen so he can do whatever the hell he wants in there, project himself as part of some scene or be at a conference that he’s not at or whatever he wants to do… It’s just wonderful. We didn’t have that technology 5-6 years ago, nothing like it.
Jason: Yes, yeah. You mentioned the difference between decentralised and command & control. I’m wondering, we’re talking about the blockchain rolling out into society, if there are going to be not just technological but social ramifications, if it’s going to reorganise how we… Like you said, it’s going to reorganise how we interact with each other as a society potentially.
Peter: Very much so, especially when we get ecosystems appearing that actually make sense to people doing things. If an entrepreneur, a startup creates an ecosystem that monetises and gives value back for what people have put in on subject xyz, and you get somebody out there in consumer land or business land or government land that wants to do something involving those assets, then I think blockchain, especially as part of an ecosystem, is a very, very interesting collision of two dynamics. Because you get the benefits of large scale and growth and all those good things on a controlled environment which, admittedly, we’re inventing as we go along. But there’s some very, very good minds involved in this that probably, fingers crossed, don’t tend to make huge mistakes, and if they do, they’re pretty good at rewinding and going backwards and then forwards again.
So I have a lot of faith that actually we’re at a pivotal societal ecosystem asset valuation type point, and either we all retreat into our caves, because everything else goes down the tubes, or we take advantage of these new dynamics and invent newer ways to collaborate with each other, as citizens, as members of tribes, however we define that. I’m a member of an artist colony based in Lewes and Sussex, with some very interesting life forms down there, and that tribe is very dear to me and I collaborate well within it. But I’m also a member of professional tribes relating to computing or future of society or whatever it might be, and I can happily collaborate in those as well, because the rules of engagement are slightly different, the benefits of so doing are slightly different. Some might be a bit of evangelism on my part, some might be a bit of monetary, hopefully, gain on my part.
There’s a variety of reasons people do things, and we should be flexible enough to a) admit that, and b) make use of that, because motivation is a complex subject, as we know. You can learn an awful lot from behavioural theory and all that stuff, which I studied years back because it just a) appealed to me, being a social animal, and b) I thought, “You know what? This is going to be very useful to me career-wise, understanding a little bit better how teams work, what team dynamics occur, how the big boss feels about his life, and he’s actually probably quite scared about some aspects of it. But without sticking his nose in that, let’s see if we can work within that?” etc., etc.. There’s loads of benefits from actually studying related topics that people say, “Why are you reading that book?” or “Why are you studying that thing?” through an open university course or whatever might be, and you can just be like Yoda and say, “It’s important.” “Important is it?” [laughter]
Jason: Excellent. Getting back to the idea of repeating patterns you’ve seen from earlier cycles, what do you think the biggest challenges are going to be of big adoption of the blockchain? We’ve touched on government surveillance and whether or not that’s possible, and we’ve talked about maybe the potential for people to retreat into their caves instead of fully embrace these new technologies. What do you think the big challenges are going to be going forward?
Peter: Societally, I think we need to beware the “us and them” syndrome, whereby there are some people that get it and are part of it and are happy with it and are using it and all that, and then there are others who feel totally excluded from it, confused, fearful and so forth. We need to find ways to bridge those gaps. As I said, there’s people like our friend John Powen up North helping senior citizens to actually feel comfortable enough with the Internet as it is today to make use of it for their purposes – keeping in touch with family and friends, buying things from Amazon – we can get them that far, and I think that’s very positive.
Where it all gets a bit interesting is you take the big retailing efforts like Amazon and the like that are killing the small specialist shops that used to be in the high street everywhere. Although there’s a lot of choice for the consumer, societally there are some secondary effects of that. I’ve been all over my local area trying to find some coffee pots for one of my coffee machines, because I run on espresso, and I can’t find it. Why? Because I’m in a minority of people that buy for that coffee pot platform, so the supermarkets have said, “Go away.” I used to be able to go to Tesco, there’s big Tescos near me, and it’s not on the shelves anymore. So I’m forced to actually purchase them from Amazon, whether I want to or not, because I have a great idea of shop local and support your local people; whether I want to or not, I’m forced to go down the Amazon route, because otherwise I can’t get hold of this life-sustaining thing that I need to run on.
I think that is something we need to look at, re-evaluate, come up with some better ideas for that, and I’m seeing glimmerings of it. Where I live, the local traders have all got together and done a sort of Internety local businesses association on a fairly informal basis. It’s not organised through the Chamber of Commerce or anything like that; it’s just the local guys saying, “We feel a bit excluded, people can’t find out enough about us or even where we are or if we exist. Let’s do something about that,” and I think that’s very good.
Jason: You really touched on such a central and critical point, which is that as this technology speeds up, there’s going to be such an increasingly huge gap between people who have adopted and profited from these technologies and those who feel excluded, and I’m thinking particularly of automation and AI and self-driving cars. I think that in the next 5-10 years there’s going to be such a profound gap between those who are able to profit from those technologies and for whom those technologies appear utopian, and for those who feel completely excluded and left out, which I think, unfortunately, is going to be the majority of people.
Peter: Well, that’s where we disagree.
Jason: Okay, alright. How do you see it?
Peter: I think there are some aspects to that that are valid, but I don’t really think that robots are going to take away as many jobs as people fear and the media hype promotes, because new jobs will appear. One interesting data point for you: in India they’re very short of workforce people for various fairly low-level industries. So what are they doing? They’re stimulating the females to get back into the job applicant pool, to very great effect, they’re actually growing faster as a result of that than anything. And by the way, if you take a male and a female in general and you give some money to the female, she’ll be better at looking after it than the male, that’s well-proven by all sorts of microloans and all that business.
I’m a great believer that we need to think about these things in new ways. Yes, there will be some job losses, but there will also be new jobs that appear. Where is the army of people smart enough to actually go through the training of these AIs and to help the AIs to learn in the most effective means possible? You don’t just throw data at an AI; you need knowledge engineers, you need domain experts as we used to call them, people that understand the business of flying or driving or whatever it might be, so there’s going to be an enormous demand at that level. So all this black and white “Robots are going to remove 80% of our jobs…” I don’t buy it, not yet, not yet. I think we might be many years away from that, and that gives us time to figure out better solutions.
Jason: Okay, and maybe better social models.
Peter: Yeah, definitely. Because it’s not just a technology problem, this is the big mistake that a lot of people make; it’s sociology, it’s society… It’s: what do we want to be? How do we want to live? The Dutch years and years ago, when I lived in Belgium, they had a kind of referendum to say, “What do we want Holland to be?” and distilled down into the basics, they came up with one very interesting and rather good conclusion, which is: we do not want to keep pedalling faster and faster on the same treadmill to achieve our goals. We want quality of life. We’re quite happy to work hard to make our earnings, but there is a point when the life-work balance comes into play, when things in the environment can hurt us. We don’t want to be on that treadmill,” and that is the fundamental decision the Dutch came to, and I’m going back 25-30 years on that. I think that was a very interesting sociological thing.
Nowadays you see things like the ~Borgman Initiative~, which is palliative care in nursing which is taken away from the central bodies and it’s gone down locally to the local clinic and staffed in a completely different way, with a different paradigm, and is a very, very nice model of a difficult area of healthcare, far better than the institutionalised rubbish that everyone else does, and that’s making some traction as well and many countries are starting to become interested in it. They tend to pay lip service to it and do lots of studies and write consultant report… “On the scales, two kilos: yep, that’s a good consultant report.” I would rather that they actually got around to doing something about it and doing some trials and comparing apples and oranges, the old way of doing things in the health service and this new way with a local community society dimension to the care that we provide to people that are really in trouble and need it, and I think that is a far better way to go about things. I’m very much into that side of it. And by the way, that’s another set of jobs that emerges. [laughs]
Jason: That sparked an idea, when you said, “We need to ask who we want to be.” For the longest time, certainly since the Industrial Revolution, people have been put on a treadmill where they have to work so much that they never really get to answer that question. I think certainly for young people, only a few people really ever get to fully ask and then fully answer that question, where everyone else for the most part is kept busy working. So maybe the idea of AI and automation and maybe even basic income will give us enough breathing room where we can actually ask ourselves that question as a species, instead of being caught in the treadmill of labour. Obviously this has been the dream for decades, that our devices will liberate us from labour, although it never seems to quite work out like that.
Peter: You get one other effect from that, Jason, which is what about the artists and the dreamers and the makers, people that make things, recycling driftwood into beautiful items of furniture or whatever it might be? Those people, unless supported somehow, never have enough money to live on that. If you’ve got UBI, you can take a group of people that would otherwise be on the treadmill and say to them, “We will pay everybody an adequate but not amazing amount of income so at least you’ve got the basics covered.” If that means that you want to spend your time being a creative artist, being a writer, being a sculptor, being a painter, musician, playwright, that’s fine, because at least you’ve got some way to live, you’ve got just enough money to live on without having to worry about it, unless you go mad with the money that you have, but that’s your problem, as it is for everybody. I think that actually is a better balanced way of life. Then you get alt-right saying, “It’s socialism,” and all that other rubbish. Well, if you want to label it that way, you go right ahead. By the way, we don’t take a lot of notice of what you guys are trying to do. We just hope you basically crash and burn, leave us alone, lick your wounds and let everyone get on with life again, but we don’t buy where you’re going and all the so-called policy decisions you’re making. But hey, that’s another whole story.
Jason: I think anyone of a naturally artistic or even a spiritual bent would jump at that chance to take basic income, to be able to spend their life in the imagination and in the creative faculties. I think that that would be an amazing situation for a lot of people who are denied the ability to fully express themselves because they have to be making ends meet.
Peter: Yeah, I totally agree. Take kids on the autistic spectrum: a lot of them are actually very gifted, either mathematically or musically. My friend JV, who is a world-class percussionist, multi-instrumentalist in Geneva, discovered this, because his partner at the time had an autistic child, with all the social difficulties that that can imply. But JV was very good, being a musician and being a percussionist he did very interesting things. The child and he would make shakers, where they would get a stick and some Coca-Cola bottle tops and a few nails and make a shaker stick, and the kid was happy. Then the friends of this child started asking, “JV, in the summer holidays, could you do a course on percussion?” and he said, “Okay,” so he did, and lots of kids turned up and they all rehearsed everything and they started getting into it and they’ve produced some music with JV and they’ve put on a concert.
One night in Geneva, right by the fountain, there was this wonderful concert with the great and the good of Geneva society, the ladies wearing furs and all that, and did this fantastic thing. It brought tears to my eyes, not just the fact they did such a wonderful job, the kids, it was a marvellous concert, but actually what brought me to tears was seeing the parents of these children, all these elegant ladies and gentlemen fluttering up them and saying, “Your children are so talented!” Probably the first time anybody said that to them. That broke my heart, totally. As a result, he does it every year now, and it’s become quite a famous way to keep the kids amused, whether you’re autistic or whether you’re not autistic, doesn’t matter – all are welcome. His day job is he works for [~2, 42:50] as their musical director in the studios when they’re rehearsing. So he’s a serious musician, but he gives of himself and his time to do this, because he believes it’s the right thing to do at the society level, and I love that.
Jason: It’s beautiful, it’s beautiful. That’s very hopeful note, and I’m glad to get such a hopeful view of the future.
Peter: More hopeful than you’d think! [laughs]
Jason: Yeah, that’s very inspiring. So many people are concerned about the implications of I think particularly AI and automation. I feel like people are much, much more hopeful about blockchain because it has that inherent decentralisation. But it’s very inspiring to hear such a hopeful view.
Peter: Now let’s combine the two and see what happens!
Jason: What do you think is going to happen there?
Peter: New horizons, and I’m working on it!
Jason: Anything you can say?
Peter: Not at the moment.
Jason: That’s the real big show, when that starts. Peter, thank you so much for speaking to me!
Peter: Thank you Jason, it’s been a pleasure! I hope it was useful.
Jason: It was great – thank you again!
Peter: Alright my friend – cheers!
Jon Husband
Ian Grigg
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Company Name: Gratitude For Kids
Contact Person: Stephanie Mcilroy
Website: kidsgratitude.com
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Luke Tilley Joins Wilmington Trust as Chief Economist
Based in Wilmington Trust’s headquarters in Wilmington, Del., Tilley will oversee firm’s macroeconomic forecasting activities.
Luke Tilley, Chief Economist
Wilmington Trust hired Luke Tilley as its new chief economist. In this role, Tilley will oversee the firm’s efforts in the macroeconomic forecasting area. He is based in Wilmington Trust’s headquarters in Wilmington, Del.
Tilley is a member of Wilmington Trust’s Investment Strategy Team, developing forecasts of the U.S. and international economies, as well as researching emerging issues to support and enhance the firm’s investment strategy. He is also responsible for communicating the economic outlook and investment strategy to clients and the public.
“The foundation of our investment process requires discipline and insight on the macroeconomic level in order to effectively deploy client assets into the financial markets,” said Tony Roth, Wilmington Trust’s chief investment officer. “With a background bridging the public and private sectors, Luke’s contribution to our investment thinking will further help position our clients to succeed in an investment environment that continues to be dominated by economic events.”
Tilley comes to Wilmington Trust from the Federal Reserve Bank of Philadelphia, where he was the officer and economic advisor. He joined the Federal Reserve in 2009 as a regional economic advisor. While at the Federal Reserve, he researched emerging regional economic issues, provided economic presentations, and helped coordinate the Economic Advisory Council, as well as managed congressional outreach within the bank’s district.
Previously, he was senior economist at IHS Global Insight for nearly four years. Tilley served as economist for the U.S. Department of Housing and Urban Development before that. He was an adjunct faculty member at Temple University for almost 12 years, and served on the board of directors for the Pennsylvania Economic Association. Currently, Tilley is a member of the National Association for Business Economics and the Philadelphia Council for Business Economics.
Tilley earned a bachelor’s degree in Economics and History from James Madison University, and received a master’s degree and Ph.D. in Economics from Temple University.
luke tilley economic forecast investment committee tony roth
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One of the sustainable development goals of the Italian Cooperation Agency is to guarantee universal access to affordable, reliable and modern energy services by 2030.
In developing countries, energy poverty concerns about 1 billion people who do not have physical access to the electricity grid and about 2.7 billion people who use dirty and polluting fuels for cooking (source: International energy agency).
In countries with advanced economies, on the other hand, the critical issue concerns convenience, with a significant number of families that despite having modern electricity and cooking systems cannot afford to consume as much energy as they would like. Moreover, the issue of adequate heating and cooling of the environments is increasingly present, also from the viewpoint of the climate change consequences
Energy poverty in Italy
In Italy, energy poverty is defined as the difficulty of purchasing a minimum basket of energy goods and services or, alternatively, access to energy services that involves a distraction of resources, in terms of expenditure or income, exceeding a “normal value “(Source: National Energy Strategy, 2017).
In 2016 there were over 2.2 million families in energy poverty, equal to 8.6% of the total families, based on the official measure adopted with the 2017 National Energy Strategy.
In the draft of the Integrated Energy and Climate Plan, sent by the government to the European Commission, the objective is to reduce energy poverty by 2030 in a range between 7 and 8% of total families
How is energy poverty measured?
The official measure of energy poverty is an objective-relative measure, which revises the English low income-high costs (LIHC) approach with two substantial differences: real expenditure data are used, deriving from the survey on household spending (Istat) and include families in conditions of deprivation and with no expenditure for heating (more information: “Energy poverty in Italy”, 2014).
Based on this measure, a family is in energy poverty if:
1) Its equivalent energy expenditure is more than twice the average expenditure and, simultaneously, its energy expenditure subtract total expenditure, is lower than the relative poverty threshold, as identified by Istat (families in the blue box – see . figure);
2) A family with a total equivalent expenditure lower than the median also has zero expenditure for heating (families in the red box – see figure). “
Countering energy poverty
In Italy, there are 3 types of policies to combat energy poverty: first, to reduce energy expenditure, second to improve energy efficiency, and third to provide subsidies.
Bonuses and deductions They are part of policies to reduce household energy expenditure. The electricity and gas bonuses provide, with a discount on the bill, an amount that varies according to the number of members, and for the gas bonus only, also based on the climatic zone and the type of use. Access is restricted to an ISEE value of less than € 8,107.5, raised to € 20,000 for large families (with more than 3 dependent children). The physical discomfort bonus adds a discount to the electricity bill of people whose survival depends on assistive medical equipment, regardless of income. In addition, there are bonuses which reduce the excise duty on the first 150 kWh of monthly consumption of Italian families and the price of fuels used for heating in Sardinia and in the mountain areas / smaller islands.
Regulations, tax benefits, energy performance certificates, energy tutors They are part of policies to improve the energy efficiency of homes. Ecobonus is a fiscal deduction for the energy restructuring of building. Such a bonus is extended to families in fuel poverty and it results as a clearing of the loan (or credit transfer) for insolvent agents (National Budget Law 2017) and for Social Housing institutions (National Budget law 2018).
Subsidies to support low-income families
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3 tracks on WEA have been recommended.
Order by - songtitle - year - performer - date recommended
For Years And Years (Cathy) performed by Tai Phong 1975
Recommended by john_l [profile]
This must be the epitome of French progressive rock, a (mostly) languid song made by piano and organ on top of the usual rock instrumentation. There is a short fast/noisy bit just before the middle that jars a bit, but basically you want to just lie back and relax while listening to this track, it's so mellow and lovely. Also recommended: "St. John's Avenue" and "The Gulf Of Knowledge" from their second LP "Windows".
from Tai Phong (WEA)
Entre e Ouca performed by Ed Motta 1992
I didn't entirely get Ed Motta until I listened to this album. For me this is his perfect mix of sacred and profane styles, his soul and his jazz. Only his third album and his first two employ retro styled instrumentation, it sounds like a 1970s session from Luther Vandross without the glitzy disco production. Ed's voice sounds so great paired with the Fender Rhodes which dominates this album. The arrangements are complicated, unpredicatble but entirely accessible. Entre e Ouca, which means "Enter and Listen," has a mid-tempo disco feel with a bouncing bass line, sharp guitar lines and that rhodes. I like his newer, more challenging albums as well, but this sound immediatly speaks to me like the best crafted pop songs.
from Entre e Ouca (WEA)
available on CD - not that I know of
Just A Touch Away performed by Echo & The Bunnymen 1997
This song was to be a key moment in the reformation of Echo & the Bunnymen. Ian McCulloch originally wrote "Just a Touch Away" back in the mid-Nineties, in the midst of the Electrafixion era, but felt it inappropriate for that band. Over time, the singer found himself shelving more and more songs, as it became ever more evident that Electrafixion's days were numbered. Eventually McCulloch played a demo of the song for Will Sergeant, who was decidedly impressed; soon after, the pair turned out the lights on Elektrafixion, re-united with Les Pattison, reformed Echo & the Bunnymen, and began work on their new album, 1997's Evergreen. "Just a Touch Away" would take pride of place within, its evocative atmospheres and haunting lyrics creating an eloquent showcase of the band's new styles and sounds. Today, the song is Sergeant's favorite track from the set, proving McCulloch was right to have so much faith in it all along.
from Evergreen (WEA 3213), available on CD
Recommend your favorite tracks on WEA
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You are here: Home › geology › Charles Lyell and the Principles of Geology
Charles Lyell and the Principles of Geology
geology 14. November 2018 1 Tabea Tietz
Charles Lyell (1797 – 1875)
On November 14, 1797, Charles Lyell, British lawyer and the foremost geologist of his day, was born. Lyell was a close friend to Charles Darwin and is best known as the author of Principles of Geology, which popularized James Hutton‘s concepts of uniformitarianism – the idea that the earth was shaped by the same processes still in operation today.
“The form of a coast, the configuration of the interior of a country, the existence and extent of lakes, valleys, and mountains, can often be traced to the former prevalence of earthquakes and volcanoes in regions which have long been undisturbed. To these remote convulsions the present fertility of some districts the sterile character of others, the elevation of land above the sea, the climate, and various peculiarities, may be distinctly referred.”
– Charles Lyell, Principles of Geology
Background and Career
Charles Lyell was born in a wealthy family at the family’s estate house, Kinnordy House, near Kirriemuir in Forfarshire. He grew up in Scotland and entered his father’s footsteps through becoming a lawyer as well as showing a great interest in nature. Since the family spent most of their time in forests and on farms, there was much to discover. Lyell entered Exeter College in Oxford in 1816 and was already elected joint secretary of the Geological Society a few years after, which caused him to completely focus on geology. Lyell was lucky to share his interests in studying Earth’s conditions with the woman he loved, so he took her on a geological trip for their honeymoon.
Everything seemed to turn out great for Lyell, especially in sense of his career. In his mid-30’s, Lyell was a well known and highly accepted geologist. During this time, he held a post as Professor of Geology in London and published his Principles of Geology, which again increased his great reputation as a scientist. In his book, he leaned on David Hume‘s theory [6] that “all inferences from experience suppose … that the future will resemble the past” and James Hutton‘s theory of uniformitarianism,[5] which he greatly supported and therefore caused it to be widely accepted by society.
The frontispiece from Charles Lyell’s Principles of Geology (second American edition, 1857), showing the origins of different rock types.
Elements of Geology
“When we study history we obtain a more profound insight into human nature by instituting a comparison between the present and former states of society.”
– Charles Lyell, Principles of Geology (1832), Vol. 1
Lyell travelled through Germany, France, Spain, Italy, Switzerland, Scandinavia and North America to examine his principles. On his first journey through North America in 1841 and 1842, he visited the cliffs of Joggins in Nova Scotia, Canada, where he was guided by Abraham Gesner, then chief geologist of New Brunswick. In 1852, on his second trip to North America, Lyell visited Joggins again, this time with John William Dawson. He published his experiences and impressions together with geological descriptions in Travels in North America and in A second visit to the United States of North America.
Charles Lyell and Charles Darwin
“Mr. Darwin labours to show, and with no small success, that all true classification in zoology and botany is, in fact, genealogical, and that community of descent is the hidden bond which naturalists have been unconsciously seeking, while they often imagined that they were looking for some unknown plan of creation.”
– Charles Lyell, The Geological Evidences of the Antiquity of Man (1863)
Lyell, who saw himself as “the spiritual saviour of geology, freeing the science from the old dispensation of Moses“, influenced many scientists of his period, but the most special scientific relationship and private friendship developed between Lyell and Charles Darwin.[7] Darwin heard of Lyell’s Principles and while studying them, he made several observations in South America which he exchanged with Lyell in a fruitful scientific correspondence. Their friendship grew even though Lyell rejected the theory of evolution that Darwin deeply believed in. It took nine editions of Lyells Principles and years of discussion with Darwin to finally grant Darwin’s theories on evolution some respect and at the end, he even supported Darwin to publish his masterpiece ‘On the Origin of Species‘.
Later Years
Lyell proved that the coasts of Sweden had been elevated for several centuries and gave a plausible explanation for the formation of the Niagara Gorge: the retrograde erosion at the Niagara Falls. In his latest work, Geological Evidences of the Antiquity of Man, Lyell showed that humans must have existed for much longer than had previously been believed. Lyell died on 22 February 1875 in London and received a funeral at Westminster Abbey.
Through his scientific achievements, the geological surveys, works on geological dynamics, and his great influence to Charles Darwin, Lyell counts as one of the most important scientists of the Victorian Era, wherefore he was knighted, made a baronet, and honored numerous times like having a Lunar and Martian crater named after him.
People of Science with Brian Cox – Richard Fortey on Charles Lyell [8]
[1] Lyell on Victorian Web
[2] Uniformitarianism at Berkeley
[3] Lyell at Famous Scientists
[4] Lyell at Wikidata
[5] James Hutton – the Father of Modern Geology, SciHi Blog
[6] You Don’t Exist. – says David Hume, SciHi Blog
[7] Charles Darwin and the Natural Selection, SciHi Blog
[8] People of Science with Brian Cox – Richard Fortey on Charles Lyell, The Royal Society @ youtube
[9] Works by or about Charles Lyell at Internet Archive
[10] Charles Lyell, Principles of Geology (7th edition, 1847) from Linda Hall Library
[11] Adams, Frank Dawson (1938). The birth and development of the geological sciences. Baltimore: The Williams And Wilkins Company.
[12] Lyell Timeline via Wikidata
Charles Darwin, Charles Lyell, David Hume, evolution, James Hutton, nature, uniformitarianism
The Creation of the First Web Page
Sociological Revolutionary – Émile Durkheim
Alfred Russel Wallace and the Natural Selection
The second Voyage of the HMS Beagle
Jean-Henri Fabre – The Virgil of Insects
Pjotr Kropotkin and the Theory of Mutual Aid
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Report A Ghost Experience
NFLD & Labrador
Ghosts, Hauntings & Related Phenomena
Filipino Ghosts
Written by Christopher Laursen
Throw a fistful of salt, smash a glass of gin
A few months ago, I ran into a couple of friends in a local bakery, and in conversation told them about the historical research I've been doing on the paranormal. One of my friends told me that her mother had gone to the Philippines (where her father currently lives), and was clearing his house of its ghosts. I was really curious about this, and some weeks later had an opportunity to sit down with my friend's mother, who likes to go by the nickname Mama, to talk to her about the experience.
In the late 1990s, Mama's mother-in-law died, and her husband returned to the Philippines to take care of the family property. He moved into her house in Manila, and ever since, strange things have been happening in the house. Many people have sensed a presence there, while others have reported apparitions, the regular sound of someone walking up the stairs, doors closing on their own and electric fans turning on by themselves.
Several years ago, my friend went to visit her father in Manila and had a strange experience of her own. "My Dad let me stay in his room while he stayed in the other room," she told me. "One night, I was in his room and he was watching TV in the other room. I thought I heard him calling out to me. I peeked out my door and I saw what I thought was him with white stockings on his feet, running from the hall into the room, which is weird because he doesn't wear socks around the house." She went to his room to ask what he wanted. He was just relaxing in his bed, barefoot as usual. "I asked him what he needed and he said he didn't call me. I told him what I saw, and he said, 'You know I don't wear socks in the house.'" She added that she really doesn't want to know about the haunting there because it makes her feel a bit paranoid.
But Mama was eager to tell me all about it. She told me of how, being a Roman Catholic family, the house had been blessed on a few occasions. But soon after each blessing, the ghostly incidents would resume. Late last year, her husband had hired a cook to work in the restaurant he owns. The cook and his wife came from another village about two hours from Manila and they needed a place to stay until they got settled in the city. Mama's husband offered them a room for a few weeks.
The bustling city of Manila, Philippines.
One night, when her husband was out, the couple heard someone in the kitchen. There was the sound of dishes as if they were being cleaned. They went downstairs to greet Mama's husband, who they thought had just returned home. But there was no one there. The next day, they asked Mama's husband if he had been in the kitchen at this time, but he said he hadn't returned home yet. The couple were unnerved by the experience.
Mama's husband decided to call in an older woman who believed in the supernatural and could perform a ceremony to rid the house of its unwanted and unseen guests. When she entered the house, she told Mama's husband that she saw a lady sitting at the dining room table, her head bowed. The woman did a rite involving a chicken, gin and candles, and for a while all was quiet. But soon, the haunting resumed. Mama's husband told Mama of this when he came to visit her in Toronto, Canada last January.
In Toronto, Mama has a friend originally from Jamaica. Her friend had told Mama about how her home in Jamaica had been haunted, and she had learned a procedure to get rid of the ghosts. With many strange, often frightening reports, Mama was willing to try something new to clear family home in Manila of its ghosts.
The procedure would take nine days to complete and would have to be performed on each of those days just before sunrise. In early April, Mama was visiting her husband and decided to undergo the process her Jamaican friend had advised her to try. It was around midnight, and Mama had to get up in a few hours to do the lengthy initial procedure to exorcise the house. "I woke up, and by our window, it sounded like birds were coming. They were so loud, but I couldn't see anything because it was dark," she told me. No one else had heard the strange sounds. She wondered if it was a sign that someone knew Mama was going to try to rid the house of its spirits.
Filipinos have a long-standing, rich mythology, and continue to experience apparitions and ghostly activities within the context of traditional beliefs. A recent news story featured video captures of alleged "multos" (the Tagalag word for ghosts). Interestingly, they seem to share the girl with long dark hair wearing a nightgown or dress as has often been captured on videos since the popular movie "The Ring" was released. The link for the video is at the bottom of this article.
In the early hours of the morning, Mama and the housekeeper started the process of clearing the house. They had many different items her Jamaican friend recommended she use: salt, hot chillies, chayote, green lemons, red candles, gin and so on. Outside of the house, she filled a glass with gin and took a fistful of salt, and threw them both to the ground. "My friend told me to say, 'Go away! Don't come back!' like you're really mad! So I did that," said Mama. The two women went through the entire property with frankincense, spreading the various items around to repel whatever spirits were haunting the home. The initial procedure was completed before sunrise. On each of the nine days, before the sun rose, Mama read a prayer from the Bible, Psalm 97, while facing to the east.
But on the ninth day, Mama wondered if all of her prayers had been in vain. She stood in a room reading the prayer one last time when she felt a breeze. She looked and saw that the electric fan was on. It was very strange that the fan would be on so early in the morning, for it was always left off during the night. As Mama told me the story, she rationalized the maybe the fan had been left on, but she was quite certain it was not, and that it turned on by itself while she was reading the prayer. Her husband further verified this when told her he had not turned on the fan before going to bed. "I thought to myself, 'Oh shoot!' What was going on?" she said. "This was the ninth day! But you cannot fear. You have to be strong. This is my house."
To Mama's knowledge, all has been quiet in her husband's house in Manila since she did the procedure. But things have always been quiet after blessings have been made, leaving one to wonder if the ghosts might return. Mama hopes they don't.
The Philippines has a rich mythology passed on from the many tribes who lived there before the Spanish brought Catholicism to the islands. Among the tales you will read about are tree spirits, including fairies, dwarves and giants, all of whom live in or around the trees in the forests. This rich folklore still lives on today, as Mama told me about how there is a tree on her husband's property that is thought to have spirits. One person reported seeing a kapre (a tall, dark giant) in the tree coming to the house one night. To ensure the tree spirits are happy, people leave offerings at the tree.
Some further details on mythological creatures in the Philippines can be found at:
Category: Ghosts & Hauntings
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How Much Should We Remember?
In a couple of weeks Barack Obama will take the oath of office as president of the United States. Many of us recall four years ago, that magical winter day when he stood in front of the Capitol and swore to do his best to reserve, protect and defend the Constitution of the United States and so became our first African-American president.
I recently recalled a fall evening almost thirty years ago, 1984, an election year.
One of the major political parties, I forget which one, sponsored a nationally televised event that featured the usual speech-making and political posturing. The climax of the program was a Civil War medley made up of "Dixie," "The Battle Hymn of the Republic," and "All My Sorrows, Lord, Soon Be Over," sung by country-western artist Dottie West, whose prior contribution to my life had been her duet with Kenny Rogers, "Every Time Two Fools Collide."
The cobbling together of the anthem of the Confederacy, Julia Ward Howe’s triumphant hymn, and the classic spiritual suggested that the lines that had divided our country for so long – North/South, black/white – were finally being overcome, if not in America, then in that political party. My tears – unpremeditated, uncontrolled – said otherwise. "I wish I was in the land of cotton." The oil industry had long since displaced cotton as king in north Louisiana when I was a boy, but the old cotton festival – Holiday in Dixie – was still the cultural event of the year. All around my hometown the symbols of the Old South
remained – the statues at the courthouse, the Confederate Memorial Hospital, the Dixie Drill Team of Fair Park High School, my school, in their starched, gray Confederate uniforms.
The system of laws and customs that divided our community into parallel worlds was so successful in keeping blacks and whites apart that from the time I was born until I went to college I knew only one African-American – Annie Jones, who helped rear my dad when he was a boy. A black family lived across the road from us, but my parents would not let me play with their children. The racism that permeated my world wasn’t violent or mean. It was condescending and
patronizing. We knew how things were supposed to be. It was all divinely ordained, we were told.
Then, when I was in high school the structure of my world came crashing down, shattered into a million pieces by a single picture of the front page of the Shreveport Times. It showed a young girl being escorted to school in some Southern city and a white woman spitting on her. The woman could have been my Sunday School teacher or the mother of one of my friends. But the expression on her face was sheer hatred, and it was directed at a ten-year-old girl.
All the talk about states’ rights, the storied way of life, the romanticized tales about "the War," and this is what it came down to -- a grown woman spitting on a child. It was shameful, it was humiliating. Worst of all, it was undeniable.
Like the statue of Ozymandias, the old idol crumbled. And there it lay for twenty-five years until Dottie West appeared on the TV screen sentimentalizing, "In Dixie land I’ll take my stand to live and die in Dixie." Without warning childhood memories came flooding back – Annie Jones, the ugly woman on the front page, the playmates I never knew, the pride and the shame. Tears of grief surprised my eyes, and I wept for an unredeemed past.
"Old times there are not forgotten." That’s the issue, isn’t it? Forgetting. I recall a bumper sticker from years ago; it pictured a long-bearded old Confederate soldier saying, "Forget? Hell no!" I’m pretty sure I would not be in favor of preserving what that old soldier wanted to preserve. But he was a right about one thing – we must not forget who we were and what we did in the name of whatever god we thought we were serving.
On the other hand, sometimes I think that our country will be better off when my
generation has made its contribution and passed from the scene, and a fresh one has come along, one without long memories and deep scars. Maybe then we can inaugurate a president without noting the color of his or her skin and pointing out that she or he is the first of his or her kind to lead our country. Let it be, dear Lord. Let it be.
January 1, 1970: Lovings Enable Me to Love Who I Choose
January 1, 1970: Befriending the Enemy
January 1, 1970: Retiring Beyond the Boardroom
January 1, 1970: Uncle Stepfather
January 1, 1970: Somethings Are Not As They Appear
January 1, 1970: Together We Do Better
January 1, 1970: How Much Should We Remember?
<< July 2021 >>
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Home Newswire New pamphlet: The social and political roots of mass shootings in America
New pamphlet: The social and political roots of mass shootings in America
Mar 26, 2018: 4:47 am
Now available from Mehring Books
Shannon Jones
The question of mass violence in American society has evoked a powerful reaction among student youth, who have responded to the shooting deaths of 17 people at Stoneman Douglass High School in Parkland, Florida by organizing nationwide protests.
The new pamphlet from Mehring Books, The social and political roots of mass shootings in America, provides a deeper insight beyond the sensational headlines.
Unending wars, police murders, massive social inequality, a surveillance state and an unresponsive political system have had a deep impact on broad layers of the population. Millions of young people are seeking to come to grips with the roots of the diseased state of American society, beyond simplistic calls for tighter gun control.
This collection of articles from the World Socialist Web Site makes the case that the root cause of mass violence in America lies in the capitalist system—its wars and repression—and the nightmarish world it has created. Spanning nearly two decades, the essays in this pamphlet provide penetrating insight into the present situation and offer a program for young people and the working class as a whole. The Socialist Equality Party and its youth movement, the International Youth and Students for Social Equality, take as an encouraging sign the growing interest among young people in socialism and seek to give conscious expression to these strivings.
Click here to order (price $3.50)
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Dream Weapon
Full disclosure: when I first gave “Dream Weapon” a spin, I was sure I had confused Genghis Tron with some other artist with a similar name that I used to dig in my younger years. This record is so fundamentally different to anything released by the Poughkeepsie-based trio-turned-quartet in the past that one could have forgiven them for changing their name, but then on the other hand, they always have been forward thinking and unpredictable. They have emerged from their ten-year hiatus a band transformed, leaving the so-called ‘cybergrind’ of their seminal 2008 offering “Board Up the House” behind in favour of shoegaze and krautrock, and introducing a new line-up featuring Tony Wolski of The Armed on vocals and, for the first time, an actual live drummer in SUMAC’s Nick Yacyshyn. So if you were expecting to hear a maelstrom of frenetic screams, Gatling drums and glistening Nintendo sounds, you should nullify those expectations and instead treat “Dream Weapon” like the clean slate that it is.
As the album’s title suggests, the four musicians have decided to explore an ethereal and dreamlike soundscape, built by stacking layer upon layer of melody from both Michael Sochynsky’s keyboards and Hamilton Jordan’s guitar and effect pedals onto hypnotic drum patterns by Yacyshyn. Wolski’s featherweight vocals are the perfect match for such instrumentation, drifting between the sheets of instrumentals like a hallucinogenic incense and creating a loose post-apocalyptic narrative through his elusive, open-ended lyricism. His voice is a paradox of disaffection and emotion, guiding you as you float through the cinematic dreamscape of songs like “Pyrocene” and “Alone in the Heart of the Light”, and acting as a tempering influence on the more urgent, galloping title track. The latter is one of the definitive highlights on the record thanks to its warm, tapped guitar melody and general Sonic Youth-on-acid vibe, and is only bettered by the stunning mantlepiece “Ritual Circle”, which reminds me of the British space rock veterans in Loop. It is a fantastic piece of music; expansive in its scope, rich in melody, and altogether psychedelic in its effect, growing more voluptuous by the minute and evoking visions of an exploding rainbow. There is plenty of diversity packed into the album thus, and this is further underlined by the penultimate “Single Black Point”, which features a guitar riff that may as well have been left over from the sessions for the Dillinger Escape Plan’s 2007 effort “Ire Works”.
Closing the record off, “Great Mother” delivers another nine minutes of spine tingle, with Jordan and Sochynsky finding a damn near divine symbiosis of guitar and keyboard from which to unleash both swells of drama and periods of meditative contemplation. It provides the icing to an album that once again cements Genghis Tron as one of the most innovative bands out there — now more rock than metal, but still having the same, unquenched thirst for experimentation. It sounds like Kraftwerk’s 1974 outing “Autobahn”, Depeche Mode’s 1987 album “Music for the Masses”, and Nine Inch Nails’ 1999 effort “The Fragile” put through a blender and then injected with strong doses of dream pop, noise rock and shoegaze to produce music that is not only unique, but also incredibly satisfying to listen to. I thus recommend leaving your idea of Genghis Tron circa 2008 where it belongs — in the back of your memory — and embracing this new, yet no less awe-inspiring incarnation of the band via one of 2021’s most unexpected and surprising records.
Download: Pyrocene, Dream Weapon, Ritual Circle, Great Mother
For the fans of: My Bloody Valentine, Nine Inch Nails, Sonic Youth, Zombi
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Federica Mogherini appoints new chairmen for EDA Steering Boards
Brussels - 13 July, 2015 by EU Defence Agency
Federica Mogherini, Head of the European Defence Agency, appoints three new chairmen for the EDA Steering Boards in National Armaments Directors, Capability Directors and R&T Directors compositions.
Following consultations, the three new chairs are:
National Armaments Directors: Deputy Minister Daniel Koštoval (CZ), with effect from 1 September 2015;
Capability Directors: Lt Gen Erhard Bühler (DE), with effect from 1 January 2016;
R&T Directors: Dr Bryan Wells (UK), also from 1 January 2016.
“I first want to thank the outgoing chairs for their outstanding contribution to the work of the Agency”, said Jorge Domecq. “At the same time, I am confident that the professional experience and personal qualities of our incoming chairs will make them excellent chairmen. The Steering Boards at the level of National Armaments Directors, R&T Directors and Capability Directors provide important decision-making forums. The Agency is at the service of its Member States: their input is vital to planning cooperative defence projects.”
Deputy Minister Daniel Koštoval started his career in Czech Ministry of Foreign Affairs in 1996. Between 1998 and 2002 he worked at NATO in Brussels before moving to Moscow and Washington. In October 2011 he became first Director of the Security Policy Department and then Director General of the Section of Non-European Countries at the Czech Ministry of Foreign Affairs. He was appointed First Deputy Minister of Defence in April 2013 and State Secretary in the Ministry of Defence in February 2014. He has held his current position as Deputy Minister – Head of the Defence Policy and Strategy Division at the Ministry of Defence since January 2015.
Lieutenant General Erhard Bühler joined the German Federal Armed Forces in 1976. Between 1984 and 2006 he held command positions within the armed forces as well as senior posts at the German Ministry of Defence before becoming Deputy Chief of Staff V in 2006. In 2013, he was appointed Commander of the NATO Joint Warfare Centre in Stavanger. He has held his current position of Director Defence Plans & Policy and Head of the Directorate General for Planning in the Federal Ministry of Defence in Bonn since August 2014. Lieutenant General Bühler also served in two combat missions. In 2004 he deployed to Prizren as Commander of the 9th German Kosovo Force Contingent and from 2010 to 2011 he served as NATO Commander KFOR in Pristina.
Dr Bryan Wells joined the UK Ministry of Defence in 1988. He served as Assistant Private Secretary to the Secretary of State for Defence 1989-1992, and has held a range of other posts, including NATO and European Defence Policy 1997-1999, and Counter-Proliferation and Arms Control 2002-2008. During 1999-2002 he was on secondment to the Department of Justice. Dr Wells joined UK Defence Science and Technology in 2008. His responsibilities include the provision of strategic policy advice on all aspects of the Ministry’s science and technology programme.
EDA Governance
Published by RP Defense - dans Europe EU Defence Agency Federica Mogherini Défense Defence NAD Capability R&T
More effective European defence industry cooperation
photo mod.gov.lv
Mar 11, 2015 by Elisabeth SCHOEFFMANN – European Defence Agency
On March 9-10, the European Defence Agency (EDA) National Armaments Directors discussed ways to enhance European defence and security capabilities to prepare for the June 2015 European Council discussion on defence.
National Armaments Directors discussed how to promote cooperation of European states in the area of joint procurement, project planning and implementation, support for EDA capability programmes and ways to strengthen the European defence industry.
National Armaments Directors concluded that the involvement of small and medium sized companies in supply chains is beneficial for the European economy and long-term defence capabilities and should be enhanced. Evaluating the current security challenges, Member States agreed that cooperation is paramount; therefore, it is crucial to strengthen the cooperation with partners, such as NATO and the U.S.
“This is a significant forum because it tackles the European capabilities at their core and allows our countries to cooperate in the area of procurement, armaments and assistance to our defence industries”, stressed Raimonds Vējonis, the Minister of Defence of the Republic of Latvia, welcoming the participants of the meeting.
“In the light of recent developments in the European security architecture, cooperation within the EU and our partners is essential, therefore the back-to-back event with the NATO and the U.S. gave an opportunity to discuss issues of mutual interest and standardization, government to government sales and Single European Skies”, said R.Vējonis regarding the back-to-back event with the NATO and the U.S. that took place during the informal meeting and was hosted by the Latvian EU Presidency.
”EDA’s role is to support Member States in their efforts to develop capabilities. In light of new security challenges paired with budgetary constraints, the case for cooperation becomes ever more compelling. The meeting of National Armaments Directors in Riga was an important opportunity towards the preparation of the European Council discussion on defence in June since they are responsible for delivering the capabilities our armed forces need today and in the future”, said Jorge Domecq, Chief Executive of the EDA after the meeting.
During the meeting an exhibition of Latvian defence industry products was available for the participants. The display included products ranging from unmanned aerial vehicles and shipbuilding to cans, password replacement solutions and machine translation.
Link to the press release on the Latvian Ministry of Defence website
News Latvia and EDA discuss cooperation opportunities (19 Feb 2015)
News Latvia signs Diplomatic Clearances Arrangement (9 Feb 2015)
Published by RP Defense - dans Europe EU Defence Agency Défense Defence Industry Industrie NAD Jorge Domecq
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Tags: Gary Hannig
Photograph of Gary Hannig
The photo was taken in 1979 when Gary Hannig was first elected as a Democratic member of the Illinois House of Representatives. He would go on to represent the 98th District until 2009. He resigned his position when Governor Pat Quinn appointed him…
Tags: 1970s, 1979, 20th Century, Democrat, Democratic, Democratic Party, District 98, Gary Hannig, Illinois, Photograph, State Representative
Photograph of Gary Hannig and Alan Dixon, 1979
The picture shows Gary Hannig (on the left) with Alan Dixon. Bill Redman is in the background.
The photo was taken in 1979, when Gary Hannig was first elected as a Democratic member of the Illinois House of Representatives. He would go on to…
Tags: 1970s, 1979, 20th Century, Alan Dixon, Democrat, Democratic, Democratic Party, District 98, Gary Hannig, Illinois, Photograph, State Representative, U. S. Senator
Gary Hannig Campaign Sign
This is a campaign sign to Re-elect Gary Hannig for Illinois State Representative. He served in the Illinois House for 30 years, from 1979-2009. It is impossible to tell from which campaign the sign belongs, due to its excellent condition and…
Tags: 1970s, 1980s, 1990s, 2000s, 20th Century, 21st century, campaign sign, Democrat, Gary Hannig, Hannig, Illinois, Poster, Sign, Springfield, State Representative
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Under The Northern Sky
Xavier Kataquapit – First Nation Writer / Columnist
Keh-Twa-Sho-Shin
The Winter Road
Audio Book CD
Audio Samples
Buy the Book / Audio CD
Under The Northern Sky is the title of a popular Aboriginal news column written by First Nation writer, Xavier Kataquapit, who is originally from Attawapiskat Ontario on the James Bay coast. He has been writing the column since 1997 and it is is published regularly in newspapers across Canada. In addition to working as a First Nation columnist, his writing has been featured on various Canadian radio broadcast programs.
Xavier Kataquapit - columnist and writer
Kataquapit writes about his experiences as a First Nation Cree person. He has provided much insight into the James Bay Cree in regards to his people’s culture and traditions. As a Cree writer, his stories tell of the people on the land in the area of Attawapiskat First Nation were he was born and raised. His stories provide images of the Canadian Indian and his people who once roamed the land freely. He writes about topics that are close to the heart of the Cree people such as the canada goose and the snow goose. These birds are an integral part of the James Bay Cree culture and spirituality. His stories touch on life in the past and today and relates to the Cree, Ojibway (Ojibwe) and Oji-Cree peoples of Northern Ontario.
Kataquapit’s writing has served to open the lines of communication between First Nation and non native peoples in the Canadian north. His column, Under The Northern Sky, has also given his people a voice. In addition he has put a positive, strong and hopeful face on the people of the James Bay Coast. Non-Natives have benefited through the column by learning about the Cree Indian culture and Native culture in general in Northern Ontario and this has led to more understanding between the First Nations people and non-Native peoples.
“I did not realize the impact that my writing would have. Many people write, email or call me to thank me for telling the stories of the James Bay Cree. I feel very good about this journey and it has had a very positive affect on my own life,” said Xavier.
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What’s So Stylish Regarding London Attractions That Everyone Went Bananas Over It?
September 15, 2021 August 31, 2021 admin
London destinations are the essence of a see to the English resources. London is the capital of England, and today the UK’s economic and also political heart. At its center exist the 3 imposing Houses of Parliament, residence to the prime minister; the famous Big Ben; and also the London Eye, billed as the globes’ tallest Ferris wheel.
The Big Ben, which was ruined in World War II, acts as a suggestion of the value of currency in our day-to-day lives. Every year around, it plays an unique function in the British legal holidays. At specifically the very same time, London attractions are not simply British landmarks: each year, countless site visitors from around the world group to London to witness the famed Big Ben, and to experience its popular tea drinking event. Certainly, London’s tea time is epic.
The London Eye is probably the globe’s best-known visitor attraction, and also one of the most checked out visitor destination in the UK. It supplies magnificent bird’s-eye views of the city and supplies a special opportunity for a close-up view of the city’s significant buildings and also spots. The London Eye has actually been open for practically forty years as well as supplies one of the most effective chances for a close-up consider the city and its major landmarks. Other major cities around the globe additionally take pride in well-known high-rise buildings and also monuments, yet none measure up to the unique charm of London’s Big Ben. Tourists involve see this terrific city as well as its historical sites in person, and also can commonly benefit from the London Passes that are offered to go through the groups of individuals to reach particular locations of passion without needing to pay admission costs.
An additional must-see site in London is Westminster Abbey. Constructed in the thirteenth century, it is just one of one of the most gorgeous churches worldwide. Constructed right into a mountain, it stands on top of capital that controls the bordering streets of Westminster. Many people check out London each year to take in the stunning ambience that the resources city offers throughout Xmas as well as various other religious events. There are likewise many individuals who see the Abbey just for the setting alone, as the peaceful, stately atmosphere of the church can be extremely calming for many individuals that are pertaining to terms with the transforming times in their lives.
Of course, several of the even more preferred London tourist attractions every year are additionally world-famous destinations in themselves. London literally has a wide variety of galleries, galleries, parks, gardens, and also public parks. It is also residence to a wealth of environment-friendly spaces that function as not only respites from the pressure of the piece de resistances of the city, but they use a chance for site visitors to experience London in a way that suits them, whether it’s a walk through the park or a tourist attraction flight. Mass transit is readily available throughout the city, so also those visiting bus or train do not have to worry about obtaining lost in an international city.
A journey to central London would not be full without a quit at Big Ben, which for several is known simply as the clockwork castle. While it is certainly a historic landmark that will certainly amaze you, it is likewise extensively considered to be one of the most exciting and striking buildings in all of Europe. Even if you do not wish to pay any type of money to go and check out, there are still plenty of museums, galleries, as well as public parks in main London that you could check out. As well as for those who have an interest in history, there is constantly the London Black Museum. This is one of the more official galleries in London that houses one of the largest collections of vintages and also historic memorabilia in the world.
One of the more famous spots in London is certainly the incomparable Buckingham Royal residence. The well-known home of Queen Elizabeth is not only an attractive residence to invest your time in, however likewise a terrific area to see. Lots of people that visit London take some time to cruise with its large premises, or to climb to the top of the Royal Mile, which features the faces of lots of British royals. Yet no visit to London would certainly be total without a see to Buckingham Royal residence, which is where the queen usually invests her days after her wedding event with her spouse, Prince Philip. Yearly during the festivities of her gold jubilee, individuals from around England along with nearby nations concern the royal residence to watch the ceremony along with the festivities.
Most likely the best-known traveler destination in main London would have to be the London Eye, which acts as both a transport means for visitors, as well as a terrific spot for people to obtain a view of the London horizon. While you are on the Eye, see to it to experiment with one of the many bars in the process, as they use fantastic food and beverage deals throughout the London Eye weekend events. Amongst the extra popular tourist attractions in main London that are not always tourist tasks include Big Ben, which are the historical bell of England, in addition to the National Gallery, among others. A few of the much more intimate galleries to have a look at throughout your time in London include the National Maritime Gallery, London Zoo, Nature Museum, Tate Modern and also Tate Britain. Regardless of what your choices are when it concerns seeing different parts of London, it needs to not be difficult to discover an activity or tourist spot in which you will certainly wish to invest your time.
London attractions are a prominent method to spend a getaway in London. The resources of England and also the UK, London are a remarkable 21st-century city filled with history, rich society and remarkable destinations. In its facility rest the imposing Residences of Parliament, legendary clock tower, and the world-famous London Eye observatory. Simply throughout the Thames from London’s center is London’s Westfield shopping mall, one of one of the most excellent shopping mall on the planet. From here travelers can see a vast array of hotels, pubs and dining establishments. get more info
London destinations are a great method to see the city in a kicked back environment, while discovering its interesting past. To get the most effective city vacation experience, intend a trip to London throughout springtime or autumn, when the crowds are much smaller. Throughout the summertime, every shop and dining establishment in London remain open late, which implies you can enjoy the very best outside climate in the world. Millions of people travel through London yearly, making it one of the globe’s busiest cities.
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Please join us for a Community Open House on the future of the Greene Tract. Two opportunities to participate are scheduled:
First meeting: In-Person Sunday, Nov. 7 from 2 to 4 p.m. at the RENA Community Center located at 101 Edgar Street. (rain date of Sunday, Nov. 14)
Second meeting: Virtual meeting online Monday, Nov. 8 from 5:30 to 7:30 p.m. Participants must register for the session in advance. For those individuals who may not have internet access, there are phone options available to join. Participants may register at the following link: https://us02web.zoom.us/webinar/register/WN_2mqpi9kjSMyEfHJ-rVZbyQ
After registering, you will receive a confirmation email containing information about joining the webinar.
Topics will include:
Background and history of the Greene Tract
Future development and land uses
Orange County, Carrboro, and Chapel Hill have been collaboratively planning for the future of the jointly-owned 104-acre Greene Tract and permanent preservation of the Orange County owned 60-acre Headwaters Preserve. In 2020, the three respective boards voted to utilize the remaining lands as follows:
Approximately 66 acres housing/mixed use
Approximately 22 acres to be preserved
Approximately 16 acres for public school site and public recreational site
The Greene Tract is a place of immense historical, cultural and natural resources, and all three governmental entities are committed to a thoughtful and inclusive site planning process that respects the people and resources of the area, while reflecting the shared goal of increasing affordable housing for our community. Additional information on the Greene Tract can be found at the following link: https://www.orangecountync.gov/2127/Greene-Tract. For questions, contact Ashley Moncado, Orange County Planning and Inspections Department, by email (amoncado@orangecountync.gov) or by phone (919-245-2589).
Please help us with social distancing.
3. The Health Department will be offering pop-up vaccine clinics specifically for five- to 11-year-olds by appointment only on Thursday, November 4 and Friday, November 5 from 4-8 p.m. Please call 919-913-8088 or visit takemyshot.nc.gov to schedule.
5. Village Pediatrics is offering vaccination appointments Monday through Friday, 7:30 a.m. – 5 p.m., and Saturdays from 8:00 a.m. – Noon. Please call 919-969-9611 or visit www.villagepediatrics.com.
CARRBORO, N.C. -- The Town of Carrboro Economic Development Department announces the opening of the application period for the much-anticipated COVID-19 Mitigation Business Grants. The grants are provided through additional funding the Town has received from the American Rescue Plan Act (ARPA).
The grant program provides business who are located in Carrboro and have been negatively impacted by COVID-19 the opportunity to apply for up to $10,000 in mitigation assistance. The funds can be used for back rent and utilities, COVID-19 loan repayment, training for upskilling employees, capital projects to make businesses safer for customers and employees, and marketing and advertising.
The program also places a priority on business organizations employing or serving persons who are low to moderate income, women and BIPOC owned businesses, tourism sector business, certified living wage businesses, and small and locally owned businesses.
The application period will remain open through 5 p.m. Friday, Nov. 19. Applications and more information are available at www.TownofCarrboro.org/ED or can be obtained at Carrboro Town Hall, 301 W. Main St., Carrboro, NC 27510.
Carrboro Film Fest Early Screening
Carrboro Film Fest is bringing the movies back to Carrboro this November! Now in its 16th year, Carrboro Film Fest begins with a special Early Fest Screening of the local documentary We Are Here at the Varsity Theatre on Nov. 5. The film documents the 20th season of the acclaimed, Chapel Hill-based theater troupe Paperhand Puppet Intervention.
Daylight Saving Time is about to come to an end
We will “fall back” on Sunday, Nov. 7, turning the clocks back an hour. Of course, most folks will turn their clocks back an hour when they go to bed on Saturday night ... if they remember. (It’s also suggested that it’s a good time to change batteries in smoke and CO detectors.)
The good news is we’ll get an extra hour of sleep this weekend. The downside is it’s going to get dark much earlier.
The Town Council will meet virtually at 7 p.m. Tuesday, Nov. 16, to consider the agenda at bit.ly/3Hix9AP that also will be posted at carrboro.legistar.com
The Carrboro Town Council met virtually Tuesday, Nov. 9, and took the following actions on the agenda posted at https://bit.ly/2ZYckcO
Contract with Wetherill Engineering -- The Council authorized the Town Manager to extend the contract with Wetherill Engineering to complete the bid documents and participate in the bid process for the Jones Creek Greenway.
Parking Lease with Main Street Properties – The Council authorized the Town Manager to renew the existing lease on 150 daytime and 250 evening and night parking spaces in the parking garage at 300 E. Main/Hampton Inn through 2023.
El Centro Hispano: The Council received a presentation on the Casa for Employment and Leadership (CEL) Program.
Update on Draft Bike Share – The Council received an update on the development of an RFP (Request for Proposals) to select a bike share service provider to create a unified system for Carrboro, Chapel Hill, and UNC-Chapel Hill.
Police Department Quarterly Equity Report – The Council received a brief overview of the quarterly equity report for the third quarter of 2021.
The Town Council is the legislative and policy-making body for Carrboro, consisting of seven elected members: Mayor Lydia Lavelle, Mayor Pro Tempore Barbara Foushee, Council Member Jacquelyn Gist, Council Member Randee Haven-O’Donnell, Council Member Susan Romaine, Council Member Damon Seils, and Council Member Sammy Slade. More information is available at http://townofcarrboro.org/248/Town-Council.
The 29th Biannual Carrboro CD and Record Show will be held from noon to 6 p.m. Sunday, Nov. 7. in the Carrboro Century Center, 100 N. Greensboro St. in downtown Carrboro. Admission is free. Masks are required during the event.
Town of Carrboro employees who are veterans will be recognized for their service and sacrifice by Mayor Lydia Lavelle and Town Council on Veterans Day. This special recognition will take place at 3:30 p.m. Thursday, Nov. 11, on the steps in front of Carrboro Town Hall, 301 W. Main St.
An Orange County Veterans Day Celebration will be held at 11 a.m. on Nov. 11 at Southern Human Services Campus, 2501 Homestead Drive, Chapel Hill, NC. This event is free and open to the public. Masks and social distancing are required. If you can’t be there in person, you can watch live on Orange County Veterans Memorial’s Facebook page. Learn more at http://www.orangecountyveteransmemorial.com/
Veterans Day is marked each year on Nov. 11, the anniversary of the signing of the armistice (cease-fire) that ended that war. The armistice was signed in 1918 and President Woodrow Wilson first began the tradition of it as a day of American national remembrance in November 1919. In 1938 it became an official national holiday. In 1954, it became known as Veterans Day instead of Armistice Day.
Thanksgiving Holiday Service Changes
The Town of Carrboro will observe the Thanksgiving holiday on Thursday and Friday, Nov. 25-26.
Town Hall and other administrative offices will be closed.
Trash will be collected two days early the week of Thanksgiving.
Wednesday’s trash route will be collected on Monday, Nov. 22
Thursday’s trash route will be collected on Tuesday, Nov. 23
Friday’s trash route will be collected on Wednesday, Nov. 24
There will be no yard waste collected the week of Thanksgiving.
More information https://www.orangecountync.gov/1741/SWM-2018-Holiday-Schedule
Community Bike Ride
Thanks to all who came along for the #CommunityBikeRide last week!
The ride was organized by Bike Carrboro and Bike ChapelHill to promote the pilot-protected bike lane along Jones Ferry Rd. in Carrboro.
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The Rest of Us Just Live Here by Patrick Ness
The Rest of Us Just Live Here is a post-modern suburban-fantasy teen novel. Set in a world where, every generation or so, some big supernatural events occur which happen to be solved by teenagers, the book focuses on the regular teens instead.
The 'indie kids' are the ones who have the grand, world-saving adventures with zombies or vampires or Gods or aliens or multidimensional whatsits. Everyone knows who they are - the ones who keep themselves apart and whose names are pretentious and hipster-y. The ones who go through life-or-death stuff a lot, while forming their little Scooby Gangs, staying off the internet and Twitter and not really telling anyone else what's going on.
Meanwhile, Mikey, Mel, Henna, Jared, Meredith and Nathan are having their own problems. The final year of high school, the change in their lives that's imminent with most of them moving to different colleges, and the heartbreak, sexualities, attractions, anxieties and confusing matter of being teenagers. Not to mention their parents, who are bizarre and flawed and in some cases quite dysfunctional. Oh, and there's also OCD and anorexia in the mix...
The Rest of Us Just Live Here is a much more serious teen novel than it sounds like from the blurbs. Each chapter starts with a one-paragraph summary of the 'indie kid' story that happens simultaneous to whatever Mikey's experiences are, but it's Mikey's everyday problems that the novel is built on. Occasionally, Mikey's path intersects with indie kid events, and his friends speculate about what this year's big hoo-hah might involve, but mostly, they try to avoid being caught up in those things. After all, who wants to be collateral damage?
Really, it's a novel about the transition that takes place at the end of school. These teens are about to have one of the biggest changes of their lives - from living at home with their parents and being surrounded by kids they grew up with to being thrown into a mix with strangers and living on their own - and they are half-excited, two-thirds-terrified. Some of them are damaged (Mikey has OCD episodes, his sister Mel once had a heart attack due to anorexia and malnourishment), and the relationships they have with each other don't fit the fairy tale stereotypes. There've been sexual experiments, there's been flirtations with polyamory, there is jealousy and awkwardness.
It's also a novel about anxiety and self-loathing and trying to deal with those. Mikey's jealous, often passive-aggressive or outright hostile, and self-consciously needy. He feels like he is always at the edges of his group of friends, the least necessary one, the one all the others could do without.
I found this book a hard read. The prose is easy, and the characterisation is spot on, but that's what makes it hard. It resonates. I remember that time all-too vividly. Mikey's view of himself resonates all the more, even now.
Meanwhile, the indie kid events are told with a certain amount of spite. This does not feel like the affectionate satire that stories like Redshirts and Galaxy Quest have mastered. This parody seems to resent the Buffys and Harry Potters and Twilights and Veronica Marses of the universe. Whenever they sit around to ponder events they do so with mocking extra corny adverbs in the description. They have the life-and-death adventures, they do their teenage moping and they keep themselves apart. They're walking talking parodies. No one minds much that so many of them die: it's expected.
Patrick Ness is a hugely talented author, and this book does exhibit truckloads of writerly craftsmanship, with spot-on characterisation, authentic dialogue, and a terribly smart understanding of teenagers. All of which makes this a literary achievement - but my desire to have fun and be entertained was disappointed by the novel. It's too serious for its premise.
Labels: Alternate Reality, Fantasy, urban fantasy, Young Adult
I'm conflicted - your descriptions of these YA novels sound very appealing to start with (presumably why you read them) but all the heavy teen-angst starts to put me off, mainly because I hate being reminded of my teen years, since they were so, huge shock, miserable.
Federhirn said...
That's pretty much exactly how I felt about the book after reading it.
Witches of Lychford by Paul Cornell
Sorcerer to the Crown by Zen Cho
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Ethan Bronner, "US Withdraws Fulbright Grants to Gaza," New York Times, May 30, 2008,
from Sam Bahour at ePalestine
Remind me again why anyone in their right mind would believe that the U.S. can bring a lasting peace to the region when they can't even get six U.S.-bound students past an Israeli checkpoint?
If I had to guess, I think Israel may change their stance on this one...using their infamous posture of solving 6 individual cases to cover the war crime of collectively punishing of 1.5 million!
If you are in the U.S., maybe a letter to your representatives noting the absurdity of this move by our "strategic ally."
No illusions here,
GAZA — The American State Department has withdrawn all Fulbright grants to Palestinian students in Gaza hoping to pursue advanced degrees at American institutions this fall because Israel has not granted them permission to leave.
Israel has isolated this coastal strip, which is run by the militant group Hamas. Given that policy, the United States Consulate in Jerusalem said the grant money had been “redirected” to students elsewhere out of concern that it would go to waste if the Palestinian students were forced to remain in Gaza.
A letter was sent by e-mail to the students on Thursday telling them of the cancellation. Abdulrahman Abdullah, 30, who had been hoping to study for an M.B.A. at one of several American universities on his Fulbright, was in shock when he read it.
“If we are talking about peace and mutual understanding, it means investing in people who will later contribute to Palestinian society,” he said. “I am against Hamas. Their acts and policies are wrong. Israel talks about a Palestinian state. But who will build that state if we can get no training?”
Some Israeli lawmakers, who held a hearing on the issue of student movement out of Gaza on Wednesday, expressed anger that their government was failing to promote educational and civil development in a future Palestine given the hundreds of students who had been offered grants by the United States and other Western governments.
“This could be interpreted as collective punishment,” complained Rabbi Michael Melchior, chairman of the Parliament’s education committee, during the hearing. “This policy is not in keeping with international standards or with the moral standards of Jews, who have been subjected to the deprivation of higher education in the past. Even in war, there are rules.” Rabbi Melchior is from the Meimad Party, allied with Labor.
Read the rest at the New York Times.Recommend this Post
Labels: education, Israel, Palestine, US foreign policy
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NEET – Union Government cannot Regulate Admissions in Universities
THE UNION GOVERNMENT CANNOT REGULATE ADMISSION OF STUDENTS IN UNIVERSITIES
-Dr. Justice A. K. Rajan, L . L D.
Constitutional position:
1: Constitution of India, VII Schedule, List II (State List), Entry 32reads as follows:-
“32. Incorporation, regulation and winding up of corporation, other than those specified in List I , and universities; unincorporated trading, literary, scientific, religious, and other societies and associations; co-operative societies.”
Entry 44 List I (Union List) reads as follows:-
“44. Incorporation, regulation and winding up of corporations, whether trading or not, with objects not confined to one state, but not including universities.”
A combined reading of these two provisions makes it clear that only the States have the power to incorporate, (to establish) and to regulate, (to control) the Universities. By Entry 44 list I (Union list) that power to establish a university has been specifically excluded. At the same time that power is specifically conferred on the States. Therefore Union Government cannot start a university or regulate any University.
Universities Acts Regulate admission of students:
2. Prescribing method for admission of Students into affiliated colleges or institutions, fall within the sphere of regulation of a university. Every University Act contains provisions relating to the requirements, like qualification for admission to a particular degree or course, method of examination and all other connected matters.
T.N. Dr. M.G.R. Medical University Act:
3: In Tamil Nadu, Dr. M.G.R. Medical University has been established exclusively to regulate the Medical education in Tamil Nadu. Section 35 of the Act relating to “Admissions to University courses“ reads as follows:-
“35. Admission to University Courses.-(1) No person shall be admitted to a course of study or training in a College or University laboratory or an approved institution to appear for any examination held by the University for conferring any degree, diploma or other academic distinction unless he,–
(a) has passed the qualifying examination prescribed therefore by the university; and
(b) fulfils such other conditions as may be prescribed by the regulations,
Section 36 of the Act relates to admission to University Examinations:
“36. Admission to University examinations:
(1) No candidate shall be admitted to any University examination unless,–
(a) he is enrolled as a member of a University college, university laboratory, affiliated college or approved institution; and…..”
Thus, the T.N. Dr. M.G.R. Medical University Act regulates or prescribes the method of admission to medical colleges and institutions within the State of Tamil Nadu. This has been done exercising the legislative powers conferred by the Constitution on the State of Tamil Nadu.
4: Madras University Act similarly fixes the qualification for admission of students to under graduate and post graduate studies. Thus, admission to a university is a matter that is regulated or controlled by the respective University act. The power to regulate such matters, are vested in the States by the Constitution.
5: Therefore, the Union Government has no power to regulate admission of students in any college affiliated to a university. Because, there is a specific prohibition, imposed by the Constitution, as stated above, prohibiting the Union government from controlling or regulating or in any way, interfering in the matters relating to any university. Therefore, by amending the Medical Council of India Act or any other Union Act, the admission of students to the affiliated colleges cannot be controlled by the Union Government.
M C I & D C I have no power to Regulate Admission of students :
6. Rule making power on matters relating to admission of students to the Medical and Dental courses are vested with the respective universities. That is regulated by the laws and statutes made by the Universities. Every college has to be affiliated to some University; only the students pass out of those colleges will be given the Degrees or Diplomas by the respective universities. Each University is created by a law passed by a competent Legislature of a State which also confers powers on the Universities to frame rules governing the admission of students in the colleges affiliated to it. As stated above T. N. Dr. M. G. R. Medical University specifies the rules for admitting students for the medical and Dental courses. Neither the MCI nor the DCI can have any power in that matter. Therefore they cannot issue any direction to any of the Medical or Dental Universities, to follow a different method for admitting the students in any of the courses conducted by the affiliated institutions.
Consequences of transfer of “Education” from State list to concurrent List:
7. An argument is advanced very often by people from all quarters, that since the entry “Education” is no more in the State List as it has been transported to the Concurrent List ( List III) law made by Union Government will prevail over any law made by any State. That is not that simple. Entry 25 List III reads thus:-
“25. Education, including technical education, medical education and universities, subject to the provisions of entries 63, 64, 65, and 66 of List I; vocational and technical training of labour.”
This entry is made subject to entries 63 to66 of List I. That is, what is covered under those entries in List I is outside the scope of entry 25 List III. Neither the State Government nor the Union government can make a law, under this entry, over matters covered by the entries 63 to 66.
8: Entry 63 relates to Banaras Hindu University, Aligarh Muslim University, Delhi University, university established under Article 371E; and any other institution declared as institution of National Importance. Entry 64 relates to institutions of scientific or technical education financed by the Union government and dedicated by law by Parliament to be institutions of national importance. Entry 65 relates to union agencies and institutions for professional, vocational or technical training and other related things. Entry 66 reads thus “Co-ordination and determination of standards in institutions for higher education or research and scientific and technical institutions”
9. The above entries in List I make it clear that determination of standards in institutions for higher education or research and scientific and technical institutions is beyond the powers of the States. That is because that is covered under entry 66 List I. For the very same reason, establishment and control of the university fall within the exclusive domain of the States (under Entry 32 List II). Therefore Parliament has no power to make any law regulating or controlling any of the affairs of the Universities.
10. The word “universities” found in Entry 25 List III, creates an impression, at times deliberately created, in the minds of the protagonists of ‘Unitary India’, in contra distinction to ‘Federal India’, as if the word university in Entry 25 encompasses anything and everything relating to university. They wantonly forget the scope of Entries 44 List I and Entry 32 List II. The effect of those entries is that only the uncovered aspects by Entry 44 List I and Entry 32 List II are covered by Entry 25 List III. That is, power to regulate or control Universities is not conferred on the Union Government. It is conferred only on the State governments. Therefore, by amending the Medical Council of India Act, the Union Government cannot control the admission of students in the medical colleges affiliated to the T. N. Dr. M. G. R. Medical University.
Only State Governments can regulate Admissions to University courses:
11: It crystal clear that the power to create and/or regulate a university is vested on the States by Entry 32 List II [State List] in VII Schedule of the Constitution. Exercising that power, only State Legislatures can make a law prescribing the method of admission of students, to any course in an affiliated college of any University. Since the Union Government has no power to regulate the Universities it cannot pass any law prescribing the method for admission of students to any course in any of the affiliated colleges of any university. That is the Scheme of the Constitution of India.
12: T.N. Legislature passed an Act in 2007, abolishing Common Entrance Test for admitting students to the professional courses. Students are admitted to such courses on the basis of the marks obtained in the qualifying Examinations. The rationale behind that is when a student passes the qualifying examination conducted by the competent authorities, he becomes qualified to pursue any further course of higher studies and there is absolutely no need for passing another ‘common entrance examination’. It is a policy decision taken by the competent, T. N. Legislative Assembly. That is being followed from 2007 in the State of Tamil Nadu. That cannot be modified by the Union government by amending Medical Council of India Act..
Supreme Court Judgment dated 28th April 2016-.
13: Under the circumstances, a Writ Petition(C) No.261 of 2016 was filed before the Hon’ble Supreme Court by one ‘Sankalp Charitable Trust’ and another for the prayer:- to “a) Issue a writ of Mandamus or any other appropriate writ ……….directing the Respondents‘ (Union of India and others ) to conduct the National eligibility cum Entrance Test (NEET) for admission to MBBS Courses throughout the country for academic session 2016-17”. The matter was heard on 27th April 2016 and was posted to the next day on 28th April at 12.00 p.m. On that day the Hon’ble Supreme Court has passed the following order:-
“It has been submitted by the learned counsel for all the Respondents that it is proposed to hold the examination in pursuance of Notification dated 21st December2010 issued by the Medical Council of India and the Dental Council of India ( ‘DCI’ for short)” ………..
In view of the submissions made on behalf of the respondents, we record that NEET shall be held as stated by the Respondents. We further clarify that notwithstanding any order passed by any court earlier with regard to not holding NEET, this order shall operate. Therefore, no further order is required to be passed at this stage.
It may be mentioned here that some learned counsel representing those who are not parties to this petition have made submissions that in view of the judgment passed in Christian Medical College , Vellore & others Vs. Union of India & others, reported in (2014) 2 SCC 305, it would not proper to hold NEET and this order should not affect pending matters
We do not agree with the first submission for the reason that the said judgment has already been recalled on 11th April 2016 and therefore, the Notification dated 21st December 2010 are in operation as on today.
It may however be clarified that by this order hearing of the petitions which are pending before this court will not be affected.”
Order of Supreme Court on 11-4-2016:
14: From the order of the Ho’ble Supreme Court, it is seen that there was an earlier decision by the Supreme Court in Christian Medical college case dated 18-7-2013 (reported in 2014 (2) SCC 305) and that decision had been “ RECALLED” on 11th April 2016, by a 5 judges bench headed by Hon’ble Justice Anil R. Dave, allowing the Review petitions; only reasons given for allowing the Revision petitions was that the bench did not follow some binding precedents. It is a debatable issue whether a court can Review and recall a decision rendered by it, without giving all reasons for allowing the review petition, that too without even affording an opportunity to all the parties to the judgement, especially when the validity or enforceability of the very same Notification was the issue. At most the Present Writ Petition could have been tagged on to that case. After hearing all parties a considered judgment should have been passed. It is difficult to comprehend how Hon’ble Justice Anil R. Dave, who, in 2013 differed with the majority view, could recall the majority judgment when the successful parties in 2013 were not heard fully.
The Civil Writ petition itself may not be Maintainable under Article 32.
15: Presumably the Writ Petition (C) No.261 of 2016 was filed under Article 32 of the Constitution, such a petition can be filed only when any of the Fundamental Rights, guaranteed by the Constitution, is violated or if there is an imminent danger of such violation. It is pertinent to point out that as per the constitutional scheme and the rules framed by the Hon’ble Supreme Court of India and the Hon’ble High Court, the person who approaches the court seeking for a Writ of Mandamus must have a Legally Enforceable Right with the corresponding duty cast on the Government. Under the circumstances it is difficult to comprehend which fundamental right of the “SANKALP CHARITABLE TRUST “ was really infringed. The Notification may at the most be a direction to MCI; that does not confer any right on the trust or on any individual. The order does not indicate who was the “another petitioner” as well as who were the “other Respondents”. May be the MCI and CBSE were the respondents. But all the parties before the court in the Vellore Christian Medical college case should have been at least added as parties and their views should have been heard before passing orders. That is one of the Cardinal Principles of Jurisprudence.
Such a Notification cannot be issued by MCI :
16. The Notification dated 21-12 -2010 has been gazetted on 27-12-2010 as “Notification No.MCI-31(1)/2010-Med/49068-In exercise of power conferred by Section 33 of the Indian Medical Council Act,1956………… further amend the “Regulations on Graduate Medical Education ,1997”,.That is, MCI has , with previous sanction of the Union Government, made this regulations. The power to make regulation is granted, generally to carry out the purposes of the Act. The purposes of the Act was enlarged in 1993 by including Ss,10A, 10B and 10C. Section 10A empowers the MCI to make recommendation to the Union Government for granting permission to start a new medical college or new courses of study or to increase the number of seats in a college. S.10C was only a transitory provision; it is no more a live provision.
Only Universities decide mode of Admission to its Affiliated Colleges:
17: The phrase “a student who has been granted a medical qualification” refers to a student who had joined the course already and completed the studies successfully. The phrase does not mean or include a student who is yet to join the medical course. That is the power to make Regulation at the stage before the completion of medical course is NOT included either in the provisions of Section 10B or of Section 33 of the Act. Therefore the MCI has not been conferred or vested with, the power to regulate admission of students in the medical colleges or institutions. Therefore all the regulations including the requirement of passing NEET for admission to medical and Dental Colleges appears ultravires. Only the Universities have the power to determine the method of admission to its affiliated colleges. Every University is a Statutory and Autonomous body, having its own statutes and Regulations. That cannot be regulated by any other body. As seen above, under the Constitution of India, the power of incorporation and regulation of University is a State subject (Entry 32 List II).Therefore the States alone have the power to determine the mode of admission to the affiliated colleges in the Universities with its territory.
18: The Amendment to Medical Council of India Act, which interfere with the powers of the University relating to admission of students to the affiliated medical colleges of T. N. Dr. M. G. R. Medical University appears to be ultra vires the Constitution. Therefore, the MCI’s Regulation–making powers, conferred under Section 33 of the Act, do not extend to make regulations for the admission of students to medical colleges. If all these facts are brought to the notice of the Courts, the Courts would give a serious consideration and pass appropriate orders. Courts are the savours of rule of law and the democracy.
– Justice A. K. Rajan
Chenna, 8-5-2017
E-mail: akrajanjustice@gmail.com
September 10, 2017 WTO Admin Current Affairs Comments Off on NEET – Union Government cannot Regulate Admissions in Universities
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Barnett Evaluates UFC Heavyweights
Former UFC heavyweight champion Josh Barnett has never been shy when it comes to speaking his mind regarding his former employer. And now that the UFC has crowned a former professional wrestler as their heavyweight champion, Barnett couldn’t help but add his two cents.
“It’s a little surreal that a guy with four fights can get a UFC title shot but it should say something about their heavyweight division as well,” Barnett stated of UFC champion Brock Lesnar. “But he trained very hard and fought as hard as he could and he won. That’s a testament to a guy putting himself in a situation like that and rising to the occasion and that’s a really quality win for him.”
However to Barnett, the name “Randy Couture” alone is what made Lesnar’s win “quality.” He was quick to point out that the Couture of today is nothing compared to the one many years ago.
“…anyone in the know knows that Randy isn’t anywhere near one of the very top guys right now,” Barnett added. “It’s a very stylistic approach for him at this point. The wrong fighter fights Randy and they’re going to get trounced as if Randy’s a 26-year-old guy. But the right fighter fights Randy and it makes him look horrible.”
Barnett is currently preparing for his upcoming bout against Gilbert Yvel at Affliction’s second MMA promotion, “Day of Reckoning,” on January 24th.
Although he knows that there were more competitive opponents out there other than Yvel, he felt that he needed to take the bout and continue to fight in organizations other than the UFC, as he feels it will benefit all fighters in the long run.
“We need at least one more big organization out there,” Barnett said. “Maybe even two more. To have just the UFC be the only game in town and have them be the only word on the sport to the general public would be a horrible thing. Affliction isn’t going to be the UFC. They’re not going to do everything like the UFC. Everything they do is going to have their own spin on it and that may be what brings new fans to the sport as opposed to the way the UFC is doing it.”
In the meantime, Barnett will continue to bide his time and wait for his opportunity to face current WAMMA heavyweight champion Fedor Emelianenko. The two were in talks to face off on this Affliction card, however they were unable to close the deal and Emelianenko will be defending his title against Andrei Arlovski instead.
Barnett was not too worried, knowing that the highly anticipated matchup will eventually take place.
“We both understand it’s a very lucrative fight,” Barnett said of the potential bout. “It’s probably one we’ll only do once. We’ll get to it.”
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Monkey Mania Slots
Monkey Mania is a slot from Cryptologic that has a Romeo and Juliette like story as the backdrop, with two monkeys being the main characters and the ones that are in love. Taking place in a beautiful garden, with Romeo sitting beneath Juliette’s balcony, the game is a good fit in theory, but the actual design looks fairly old and not that inviting. The cute monkeys and their love story might still manage to keep you playing though, especially if you don’t have a problem with cheesy graphics (all the playing cards have pink heart shaped backgrounds).
With 5 reels & 20 bet lines, Monkey Mania is considered a modern slot, even though it’s only average if you take a look at its features and graphics. As much as $25,000 can be won by playing it, plus you can encounter scatters and wild symbols, not to mention its bonus game.
Features of Monkey Mania
There are only three things that are out of the ordinary in Monkey Mania. The wild and the scatter symbols would be two of them, while the slot’s bonus feature is the third.
Monkey is the symbol with the Romeo like character. These are not regular monkeys though, they are all dressed up with human clothes and act as we do. The Monkey symbol shows us a monkey with a red rose in his teeth, and its role is that of a wild. As you might know already, the wild is capable of substituting for other symbols and that should be a power that will seriously improve your profitability while playing this slot machine. The wild is also capable of creating its own combinations, so if you happen to get multiple Monkeys on an active line, you can expect some very good payouts from them. Up to 5,000 coins are awarded this way, which would be the slot’s top jackpot.
The Red Heart is the scatter, also a good symbol to have around. There are two reasons in this case why you would want to get multiple Hearts during the same round. If you have at least two Hearts, you get a prize, as a multiple of the total wager that was used that round. This prize will go up to 100x the bet value. If there are three Hearts or more, you also get a bonus round.
The game’s feature gets started whenever there are three or more scattered Hearts on the screen. In it, you will find that Monkey tries to conquer Lady Monkey’s heart. He does this by performing certain tasks, and you’re the one to tell him what he should do. The options available include throwing flowers, beating his chest, reading poems, playing songs and giving her a banana.
There is a Love Meter in the bonus game that will go up if the selected task had an effect on Lady Monkey’s heart. The bigger this Love Meter gets, the better your prize.
Monkey Mania’s betting system asks for a maximum of $100 per spin, but like in every other game, you are free to use fewer than 20 coins and to change their value from the maximum of $5, to as little as $0.01. The number of coins comes with a similar number of active lines, so reducing this number takes down the chance of winning a prize during each round.
There are 5,000 coins in Monkey Mania that you can go after. With a $0.01 coin, you can expect $50 out of the game, but take the coin denomination to $5, and you can get $25,000 instead.
The action in Monkey Mania takes place in the Lady Monkey’s garden, with the garden wall visible behind the bushes of roses, not quite tall enough to prevent our hero from going over it. The romantic theme is mostly visible in the symbols that were used and the pink betting options from the bottom of the screen. The background image is a lot more restrained, and prevents this game from becoming totally obnoxious.
Symbols: Monkey (wild, 5,000x), Heart (scatter, 100x the triggering wager), Banana (1,500x), Love Letter (500x), Accordion (250x), Chocolate Box (250x), Ace or King (150x), Queen or Jack (125x) and 10 or 9 (100x).
You will find this an appealing game, with cute characters and an idea that will at least make it a favorite in February, during Valentines Day. Its graphics don’t quite measure up otherwise, as is the case with the features or the top payouts.
You will find Monkey Mania at any online casino which chooses to use software from Cryptologic, playable either for free or for real money.
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7 Things We Learned About Kim Kardashian From Her Editorialist Interview
We knew Kim Kardashian was going to flaunt her bare-faced beachside beauty for an upcoming digital issue of Editorialist, but what we didn’t know was that she was going to open up on a number of topics.
The interview for the Spring/Summer 2016 issue, which was done prior to Saint West‘s arrival, not only features Kim’s enviable curves in a plunging black one piece while carrying a draped black knit sweater, but also reveals a variety of interesting tidbits that have to do with Kim—the brand, the mother, the celebrity, the wife, and the woman.
From growing her businesses to juggling motherhood and a marriage with the entire world watching, the 35-year-old explains what matters most to her, as well as sharing what she still hopes to accomplish and the biggest misconceptions about her and her famous family.
Here’s an exclusive look at seven interesting things Kim Kardashian reveals in her latest interview with Editorialist:
1. She Calls the Shots: Look, Kris Jenner may be the famous momager, but utlimately, Kim takes control.
“It’s so funny because I’ll hear stories like, ‘Kris Jenner is the puppet master, having all of her kids do this and that,’ and I’m like, ‘If they only knew.’ I’m the one that will be like ‘Kylie Jenner do this…Kendall Jenner you should do this.’ My mom facilitates it all and gives great opinions, and she’s been so helpful to manage everything, but it’s really a collaboration. I take full responsibility over my brand.”
2. She Enjoys Her Privacy: Kim and her loved ones have been in the spotlight for years, but that doesn’t mean that they don’t enjoy some time behind closed doors.
“The biggest misconception about our family is that we don’t allow privacy and that we don’t have any [privacy]. That’s just completely wrong. My mornings are so important to me so I can get [North] up. I work during the day, and hopefully I’m there to put her down at night, which is most of the time. I like to have a really good balance between filming and sharing information on our apps…and balancing it all.”
3. Her Next Dream Goal: The mother-of-two explains that the famous family began the reality show to draw more attention to their stores, because of their passion for fashion. But there’s still more she wants to achieve, and Kim admits that she’d love to have her own designer line someday.
“I really want to kind of scale things back and do what I am crazy passionate about. that’s just what makes me happy, especially when you have a family,” she began. “I have so many ideas, and I think it’s just about taking that step because I do a lot with my sisters, so it’s a decision on [whether or not] we want to do it together.”
4. Selfish Was All Kanye West’s Idea: The brunette beauty’s coffee table book may have been all about her (literally, all photos of her), but the entire project was actually sparked by her hubby.
“It was [Kanye’s] idea to do the book of selfies, he picked the name, and he introduced me to Rizzoli. The book is so fun and cool, and no one has ever done a book of selfies before. I really value his opinion, and I trust his opinion, especially aesthetically. But I work a lot with my sisters, so sometimes three opinions is al you can handle.”
5. She’s Cooking Up a New Scent: You’ll be able to get your hands on another Kim K. perfume bottle in the near future. Kardashian shares, “I’m working on a new fragrance right now, and that makes me really excited. I love the beauty business. I took a second away just to figure out what I wanted the fragrance brand to be.”
6. Why She Took Some Time Away From the Spotlight: “I would say I’m a really realistic person,” she told Editorialist. “At the beginning of my career, [the press] made me—or maybe not ‘made me’ but was such a big part of my career. And then, I feel like when I got a divorce, it kind of turned on me, and the people I would do interviews with, who I thought were my friends, just did not understand me. And so it was all of these made-up stories, and this whole story line like a soap opera [started to form]…I saw that happening, and it really took a toll on me. I’m strong. I can handle it. But I took some time off.”
“[Looking] back now, it was great for me. I learned how to live a more private life. It’s also hard, you know. My husband lives really a more private life, and I…don’t. So it’s the combination of figuring it out—he’s really opened up, which has been great, and I’ve closed off and learned how to just take our alone time with him. And I’ve never really done that before, take time for myself.”
7. What She Hopes for North: “When North was born, I used to pray, ‘Can she handle this life?’ Because it’s a lot to come into, a family that has the spotlight on them, and it’s very public. But I really believe people come into our lives, and they choose us, and she knows what her life is going to be. I value my relationship with her so much. I want to become best friends with her to the [point that] she can ask me anything. My hope for her is that she is just really kind to people and grows up as normal as possible within all of the chaos.”
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Stuart's History
Naming of Stuart
Stuart, Florida on the beautiful St. Lucie River was named in honor of Homer Hine Stuart Jr . The origin of the name is confirmed by correspondence of Homer Hine Stuart Jr. and his brother Inglis Stuart, Florida East Coast Railway material in the archives at Flagler Museum in Palm Beach, land records and newspaper articles published when the Stuart name referred to the settlement on the north side of the St. Lucie River.
Homer Hine Stuart Jr.
Homer Hine Stuart Jr. was born at Willow Tree, New York on January 30, 1855. After attending a private school in New York City, he entered Dartmouth College in Hanover, New Hampshire. Homer left college after his junior year and worked for a company that manufactured cream of tartar in New York City, eventually becoming its manager.
Homer's Family
Homer's father was a distinguished New York City lawyer who, in addition to practicing law, wrote scholarly articles for publication. He was counsel for the Continental Bank Note Company and ultimately became its president.
Homer Stuart Jr.'s mother, Margaret Dunbar, and his father were married in New York City, September 4, 1849. His older sister, Katherine Dunbar Stuart, was born November 22, 1852, and married John G. Dunscombe in 1884. Both Katherine and John died in Florida and are buried in All Saints Cemetery in Jensen Beach.
Godfroi, their son, who died in 1916, lies beside them. Another son, Carroll, who spent his adult life in Stuart, married Janet Krueger, and is buried beside her in All Saints Cemetery. Both Carroll and Janet, who were very active in community affairs, died in 1976. Inglis, Homer's younger brother, who was born March 24, 1857, followed in his father's footsteps and became an attorney with a New York City practice.
Moving to Florida
Homer Hine Stuart Jr.'s motive for coming to Florida in 1883 and settling on the St. Lucie River is not clear. Perhaps it was to purchase land for the family's future. Homer was not the only member of the family to acquire land in Florida. His mother, sister, brother in law, niece and nephew all owned land on the river. Homer built a bungalow on the north side of the St. Lucie River and commenced to grow pineapples as everyone else in the area was doing. Letters he wrote to his future wife, Margaret Kenney, from November 1886 to May 1887, have been preserved and donated to the Historical Society of Martin County.
Homer's Mother Visits
Homer Sr. died suddenly in 1885, and his widow visited her son on the St. Lucie River the following fall. It was during and immediately following his mother's visit that the surviving letters were written. They reveal a son's love and his admiration for his mother's spunk, and tell of the trials and tribulations of pioneer life, especially in regard to getting mail from the outside world. A great deal is said about the pioneer bill of fare.
When Homer's mother arrived she was greeted with gifts of pineapples, oranges, lemons, limes and a green turtle. Later they dined on such things as dove, sand hill crane, and opossum.
Giving Up on Pioneering
Homer's fiancée declined his invitation to come to Florida and soon Homer gave up pioneering and returned north. Homer and Margaret married in Athens, New York, on October 3, 1888, and moved to Philadelphia, where he managed a division of the Fairbanks Company, scale manufacturers. After retiring in 1910, the Stuarts lived in Beacon, NY, where Homer served as a trustee for a local savings bank and was president of the school board. He and Margaret had only one child, a son, Homer Howland Stuart. Their grandson Homer Howland Stuart Jr., shared his family's Florida letters and memorabilia with the author and local historical groups.
This information is from pages of Sandra Thurlow's Book "Stuart on the St. Lucie, A Pictorial".
Century in Review
Contributed Photos
Historic Stuart Downtown
Stuart Heritage Museum
Stuart News Historical Edition November 9, 1950
Stuart, Florida 1964 Video
The City of Stuart
121 SW Flagler Avenue, Stuart, FL 34994
Municode
City of Stuart Newsletters
Do the City Commissioners have districts or boundaries?
What are the terms of office?
Are there term limits?
When do the newly elected Commissioners take office?
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The U.S. Government Condemns Authoritarian Regimes Which Use Anti-Terror Laws to Stifle Journalism -- U.S. and U.K. Do the Exact Same Thing -- By George Washington, Zero Hedge
It is widely known that authoritarian regimes use “anti-terror” laws to crack down on journalism.
But this extreme tactic is becoming more and more common. The Committee to Protect Journalists reported a year ago that terrorism laws are being misused worldwide to crush journalism:
The number of journalists jailed worldwide hit 232 in 2012, 132 of whom were held on anti-terror or other national security charges. Both are records in the 22 years CPJ has documented imprisonments.
The American government has rightly condemned such abuses. For example, the U.S. State Department noted last April:
Some governments are too weak or unwilling to protect journalists and media outlets. Many others exploit or create criminal libel or defamation or blasphemy laws in their favor. They misuse terrorism laws to prosecute and imprison journalists. They pressure media outlets to shut down by causing crippling financial damage. They buy or nationalize media outlets to suppress different viewpoints. They filter or shut down access to the Internet. They detain and harass – and worse.
The ACLU’s Ben Wizner satirically writes:
Relax, everyone. You’re not terrorists unless you try “to influence a government.” Just type what you’re told.
The U.S. government is targeting whistleblowers in order to keep its hypocrisy secret … so that it can keep on doing the opposite of what it tells other countries to do.
As part of this effort to suppress information which would reveal the government’s hypocrisy, the American government – like the British government – is treating journalists as terrorists.
Journalism is not only being criminalized in America, but investigative reporting is actually treated like terrorism.
Veteran reporters and journalists say that the Obama administration is the most “hostile to media” of any administration in history.
The government admits that journalists could be targeted with counter-terrorism laws (and here). For example, after Pulitzer Prize winning journalist Chris Hedges, journalist Naomi Wolf, Pentagon Papers whistleblower Daniel Ellsberg and others sued the government to enjoin the NDAA’s allowance of the indefinite detention of Americans – the judge asked the government attorneys 5 times whether journalists like Hedges could be indefinitely detained simply for interviewing and then writing about bad guys. The government refused to promise that journalists like Hedges won’t be thrown in a dungeon for the rest of their lives without any right to talk to a judge
After the government’s spying on the Associated Press made it clear to everyone that the government is trying to put a chill journalism, the senior national-security correspondent for Newsweek tweeted:
Serious idea. Instead of calling it Obama’s war on whistleblowers, let’s just call it what it is: Obama’s war on journalism.
Moreover:
The Pentagon smeared USA Today reporters because they investigated illegal Pentagon propaganda
Reporters covering the Occupy protests were targeted for arrest
The Bush White House worked hard to smear CIA officers, bloggers and anyone else who criticized the Iraq war
In an effort to protect Bank of America from the threatened Wikileaks expose of the bank’s wrongdoing, the Department of Justice told Bank of America to a hire a specific hardball-playing law firm to assemble a team to take down WikiLeaks (and see this)
The NSA and its British counterpart treated Wikileaks like a terrorist organization, going so far as to target its employees politically, and to spy on visitors to its website
And the American government has been instrumental in locking up journalists in America (and here), Yemen and elsewhere for the crime of embarrassing the U.S. government.
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Boynton Beach Historical Society » Tag » historical society of palm beach county
Tag Archives: historical society of palm beach county
It’s a Wrap: The Sunday Brown Wrapper Weekly History Vignettes
By Janet DeVries Naughton | May 14, 2017 - 7:46 am | May 14, 2017 History, Uncategorized
Do you remember the Sunday Brown Wrapper history pages published in South Florida newspapers during the late 1970s and 1980s? These history pages, resembling a brown grocery sack and sponsored by First Federal Savings of the Palm Beaches (The Big First), were written by local authors and contained short history vignettes (much like today’s blog posts). The accounts weren’t foot-noted, but delivered interesting information on a variety of local news topics with the Sunday newspaper. The history section was wrapped around a thick bundle of advertisements and the popular “funnies.”
Many of the Brown Wrappers are available online in their entirety via Google News, and more are being scanned by local historical societies and libraries for your reading pleasure. The Wreck of the Coquimbo, shown here, from the July 27, 1980 edition of the Palm Beach Post and the Palm Beach Daily News, was written by James H. Nichols.
The Wreck of the Coquimbo
Jim Nichols graduated from FAU with a Master’s Degree in History and served as a historic researcher for the Boynton Beach City Library. Mr. Nichols was also a photographer and a member of the Boynton Beach Historical Society.
Ronald Tee Johnson created the Sunday Brown Wrapper format in 1975, initially as a monthly special advertising campaign produced by First Federal Savings ad agency. The weekly Sunday Brown Wrappers ran for seven consecutive years in The Palm Beach Post – Post Times and were also packaged with the Ft. Lauderdale News and the Sun-Sentinel Sunday newspapers. The reverse side of each Brown Wrapper contained a full-page advertising First Federal’s services.
Judge James R. Knott
The most prolific writer for the Sunday Brown Wrapper series was Judge James R. Knott. Judge Knott, a Palm Beach County circuit judge from 1956 to 1977, served as the President of the Historical Society of Palm Beach County. His passion for history resulted in several books on the subject including Tales of Tallahassee Twice Told and Untold: A Reminisce.
Many of Judge Knott’s Sunday Brown Wrapper stories are available in book format, The Mansion Builders, Historical Vignettes of Palm Beach, Palm Beach Revisited: Historical Vignettes of Palm Beach County and Palm Beach Revisited II: Historical Vignettes of Palm Beach County. While now out of print, several local libraries have copies of these books. You can also occasionally purchase copies on used book sites such as Half and AbeBooks.
Some of the Sunday Brown Wrappers currently available online are about Boynton history.
Breakfast Poetry (about poet Edgar Guest wintering at the Boynton Oceanfront Hotel) by James Hartley Nichols, September 12, 1982.
Breakfast Poetry
Orange Grove House of Refuge
The Story of a Pioneer Woman – About Little Pierce Voss and Charlie Pierce
Pioneer Woman
And others that are simply of general interest.
November 15, 1980 – Daddy’s Bicycle Carried Five People
Daddy’s Bicycle Carried Five People
January 4, 1981 – The Currie Map of West Palm Beach 1907.
The Currie Map of 1907
Since the brown grocery sack paper the history accounts were printed on was thick and durable, many of the original copies have survived and can be viewed at libraries and historical societies throughout Palm Beach County. The ongoing digitization efforts ensure preservation of this important facet of Palm Beach County history and will make research and reminiscing easier than ever.
Tagged boynton beach city library, boynton beach historical society, historical society of palm beach county, History, judge knott, palm beach county, sunday newspaper
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Digital Modelling
Design Office CAD/CAM
5 axis milling
Physical Modelling
Vacuum Metallization
Paint Workshop
Acrylic forming
Resin Extrusion
Electronics & Electricity
Founded in 1946 by Mr. Roland Estival, the company moved to the Ivry-sur-Seine site and then did mechanical modeling dedicated to the creation of foundries for its customers.
The company was bought in 1982 by Mr. Vercelloti (owner of MP in Turin). Its activity then also affects control models.
In 1986 the company moved to the Hay-les-Roses site and was equipped with its first milling machine and the first CAD stations. The activities of plastics processing and Models to strike also start….
in 1995, the company expanded and moved to the current site of Voisins-Le-Bretonneux. It is equipped with its first JOBS milling machine (model 243). The activity also extends to proto concrete stamping tools for PSA Sochaux, and to finishing piles. It is also the first discussions with Design Renault that will lead the company to produce its first mock-up of driving positions and its first semi-hollow shell (for the X83).
The Stola group (based in Turin) then bought the company in 1999 from M. vercelloti. It’s time for RIM injection molds. Estival was also equipped with a second JOBS milling machine (243 HSM) in 2000 and its first LINX in 2004.
2007 marks the start of the vacuum metallization activity as well as the arrival of the second JOBS LINX, in particular to extend the Clay milling activity. The overall activity is then almost that which the company knows today even if the saddlery and the electronics will arrive a little later.
In 2010 Estival produced its first Concept Car for Renault (ZOE Preview) presented at the Mondial in Paris 2010. This marks the entry of the company into the very closed club of “coachbuilders” whose achievements line the pages of magazines and are enthroned proudly. on the stands of car manufacturers. Renault will then entrust the Twin’Z concept car (Milan 2012) as well as the Alpine Vision Gran Turismo (February 2015). Peugeot and Citröen will also entrust the realization of concepts with Quartz (Paris 2014) and AirCross (Shanghai 2015) respectively.
In 2014, the Stola group reorganized, Estival was sold 100% to the EuroWeld group, itself 100% owned by the Stola group (under the Metec Holding)
Since February 18, 2016, the company Estival has been a member of the R3S International group, which also owns the company teclinea, whose Machines and Systems division designs and manufactures chassis for automobile-style models in particular.
The Estival company has been managed by Mr. Romain CHEVALIER since September 2015.
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ELENA MAZZI | Lo spazio del cielo
12 July | Vetralla
Three contemporary art interventions on a ring route of the Francigena between Viterbo, Vetralla and Caprarola
OPENING JULY 12 AT 17.00
CoopCulture presents the project Lo spazio del cielo, a contemporary art project along the Via Francigena between Viterbo, Vetralla and Caprarola, one of the 7 projects selected by the Lazio Region as part of the Public Notice on Walking Art. CoopCulture is the largest cooperative operating in the field of cultural heritage and activities in Italy and currently operates in over 250 sites in Italy, including museums, libraries, places of art and culture. The project Lo spazio del cielo is part of the activities of enhancement and dissemination of the landscape and historical-artistic heritage promoted by CoopCulture with the aim of bringing different audiences closer to art. CoopCulture has long been committed to sustainability. The paths and the Francigena in particular, are an opportunity for the promotion of the territory and its beauties and for the idea of a tourism that is the opposite of the “hit and run” one: a personal and slow experience of the places, their history and their qualities to which also the contemporary interventions contribute.
On July 12, three of the four works provided by the project will be inaugurated through an itinerant event between Viterbo, Vetralla and Caprarola. The title of the project comes from the root of the term contemplation or from the Latin cum templum (in the middle of the space of the sky). It is the space identified by the lituo of the aùguri, a traced space that was then divided into regions of glory and evil in order to draw omens from the flight of birds and reproduced on the ground to identify places to make sacrifices for the gods. Therefore, the templum is the sacred geography that, right in the territory of ancient Etruria, suggested the identification of the first areas in which to found places of worship. The works, along a circular route around the caldera of Vico Lake , orient the pass, illuminate the route like lanterns, resonate in the landscape, are stations that always mark a border, the arrival in a town, the crossing of a limit, the beginning of a new phase of the journey. The route starts from the spa area of Viterbo, where Alfredo Pirri has identified in the guardhouse of the former Terme Inps, a complex that for years has been in a state of neglect, the possibility of defining a tangible sign for the walker about to arrive in Viterbo. Transform this small building, a small house of a few square meters, in a lit lantern. “Now the building stands there, an empty and abandoned space controlling a confluence of streets, a symbolic hinge between public and private, countryside and city. It is there like an immobile, aged and tired sentry waiting for the change. The building can become a sculpture. A luminous lantern with a solitary and solid shape. Brilliant at night, like a lighthouse that orients passers-by and that during the day returns mute with eyes and mouth blocked by the tremor of wings of birds in transit” (Alfredo Pirri). In Vetralla, Elena Mazzi‘s artistic intervention is part of the naturalistic area of Fossato Callo, near the Foro Cassio, where the landscape arrangement and the recovery of the peperino wash-houses are underway. 300,000 years in 344 centimeters, sculpture by Elena Mazzi, made in collaboration with Regula Zwicky, is a long slab of peperino raised by a pedestal in corten at the height of the hand, on which is carved a sort of sensitive map of the geological transformations of the landscape of Glass, due largely to the eruption of the volcano Vicano, from about 300,000 years ago. The sculpture is the result of a research conducted by the artist on the territory in collaboration with geologists and naturalists and is in fact a palimpsest of surfaces and shapes resulting from the different phenomena of petrification of the lava. The walkers will touch the stone, repeating the gesture of devotion of the pilgrims to the sacred icons and the sculpture will change over time. Finally, Campo sintonico by Matteo Nasini, a group of four corten installations located near the launch area of the hang gliders in the Reserve of Vico Lake, intercepts the winds and produces a song of the landscape, a natural harmony that amplifies the suggestions of the landscape. The installation, composed of four sculptures that delimit an acoustic perimeter, is an eco-compatible project that has no environmental impact and produces a continuous, autonomous and indeterminate sound. The direction, type and intensity of the atmospheric elements determine a sound that cannot be catalogued as music, irreproducible and unique, creating the conditions for a specific and unpredictable human experience.
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Faye Ginsburg is founding Director of the Center for Media, Culture and History at New York University where she also Directs the Graduate Program in Culture and Media as Kriser Professor of Anthropology.
She has curated and programmed films for over 25 years, served as an advisor to the annual Margaret Mead Film Festival for two decades, co-curated a 2005 showcase 'First Nations/First Features' that exhibited feature films by indigenous directors from across the globe at MoMA in New York City and the National Museum of the American Indian in Washington DC, and is an advisor to the six-year-old Reelabilities Disability Film Festival held annually in New York City.
Faye is also a prize-winning author and editor of four books, including Media Worlds: Anthropology on New Terrain; she is presently completing a volume entitled Mediating Culture: Indigenous Media in a Digital Age.
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Major General Edward Braddock
General in Chief of His Majesty's Forces in North America
Fort Cumberland at Wills Creek
Fort Cumberland began as a supply storage place for the Ohio Company. The original storehouse was moved from the Virginia side of the river (now Ridgeley, West Virginia) to the hill overlooking the confluence of Wills Creek. Gen. Braddock enlarged the fort and used it as the final staging point for his campaign against Ft. Duquesne. It was used from the winter of 1754-55 until it was abandoned in 1765. Col. George Washington commanded the Virginia Regiment troops stationed here. Although it looked imposing, it never prevented French and Indian war parties from murdering farm families in the vicinity and moving east to attack toward Frederick and Winchester.
Fort Cumberland was constructed with two parts. The larger area had the barracks for the men and officers; a model is shown in the first photograph above.The more heavily fortified section (shown here to the right) had four earth filled bastions one of which had the powder magazine. The bastions mounted twelve pounders, four pounders and swivel guns. The main part held the stores, the guard house and the commander's office.
The model below shows a view looking from the main gate of the main section to the less fortified barracks section in the background.
Also shown here are the only remaining vestages of the fort. Under the church on the hill in Cumberland can be seen the remnants of the underground walkways that connected buildings. Shown below is the tunnel that led to the edge of the hill where soldiers could go to get water in the creek below.
The tunnel shown above is in the church basement. The last picture shows the site of Fort Cumberland as it is today. Embedded in the street and sidewalks around the church and city hall are white markers that show the outline of the original fort. Not far away is a cabin supposedly used by Col. Washington.
The model shown in these pictures is in the Episcopal Church. It is often open on weekends for tours.
© Charles C. Hall 2003 used by permission
www.FortEdwards.org - www.BraddocksMarch.org
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Experiences with Islam, Women
My Journey to Islam
Yes, my journey did begin in the unlikely surrounds of an Afghan prison where I was being held by the Taliban
by Yvonne Ridley
[Courtesy of Q-News]
Islam is by far the most misunderstood religion in the world today thanks to centuries of medieval-style propaganda successfully peddled by bigots and Christian zealots. So I should not have been entirely surprised by the almost hysterical reaction in the mainstream media to news that I am considering becoming a Muslim. Some of the comments were bitchy and snide, other journalists asked me stupid questions showing a distinct lack of research or understanding. One even accused me of suffering from Stockholm Syndrome as a result of spending ten days in the hands of the Taliban!
My spiritual journey, like that for many converts/reverts, was meant to be a personal affair between myself and God. Sadly it has now become a very public issue and so I have decided to share with Q-News readers my feelings and thoughts on Islam to prevent any more misunderstandings or misconceptions.
Yes, my journey did begin in the unlikely surrounds of an Afghan prison where I was being held by the Taliban facing charges of entering their country illegally disguised in the all-enveloping burqa. One day, during my captivity, I was visited by a religious cleric who asked me what I thought of Islam and if I would like to convert. I was terrified. For five days I had managed to avoid the subject of religion in a country led by Islamic extremists. If I gave the wrong response, I had convinced myself I would be stoned to death. After careful thought I thanked the cleric for his generous offer and said it was difficult for me to make such a life-changing decision while I was in prison. However, I did make a promise that if I was released I would study Islam on my return to London. My reward for such a reply was being sent to a ghastly jail in Kabul where I was locked up with six Christian fanatics who faced charges of trying to convert Muslims to their faith. (After being bombarded with their bible readings, happy-clappy Christian songs and prayers twice a day, I think we can discount the accusations of Stockholm Syndrome).
Several days later I was released unharmed on humanitarian grounds on the orders of Mullah Omar, the Taliban’s one-eyed spiritual leader. My captors had treated me with courtesy and respect and so, in turn, I kept my word and set out to study their religion. It was supposed to be an academic study but as I became more engrossed with each page I turned I became more impressed with what I read. I turned to several eminent Islamic academics, including Dr Zaki Badawi, for advice and instruction. I was even given several books by the notorious Sheikh Abu Hamza AI-Masri whom I spoke to after sharing a platform at an Oxford Union debate. This latter snippet was seized upon by some sections of the media in such a ridiculous fashion that outsiders might have thought I was going to open a madrassa for AI-Qaeda recruits from my flat in Soho!
Thankfully the support and understanding I have been given from my brothers and sisters (for I regard them as that) has been unstinting and comforting. Not one of them has put pressure on me to become a Muslim and every convert/revert I’ve spoken to has told me to take my time. One of the big turning points for me happened earlier this year when the Israelis began shelling The Church of the Nativity in Manger Square, one of the most precious monuments for Christians. Every year thousands of school children re-enact the Nativity at Christmas time, a potent symbol of Christianity. Yet, not one Church of England leader publicly denounced the Israelis for their attack. Our Prime Minister Tony Blair, who loves to be pictured coming out of church surrounded by his family, espousing Christian values, was silent. Only the Pope had the guts to condemn this atrocity. I was shocked and saddened and felt there was no backbone in my religious leaders. At least with Islam I need no mediator or conduit to rely upon, I can have a direct line with God anytime I want.
While I feel under no pressure to convert/revert by Muslims, the real pressure to walk away from Islam has come from some friends and journalists who like to think they’re cynical, hard-bitten, hard-drinking, observers of the world. Religion of any form makes them feel uneasy, but Islam, well that’s something even worse. You’d think I had made a pact with the devil or wanted to become a grand wizard in the Ku Klux Klan.
Others feared I was being brainwashed and that I would soon be back in my burqa, silenced forever like all Muslim women. This, of course, is nonsense. I have never met so many well-educated, opinionated, outspoken, intelligent, politically aware women in the Muslim groups I have visited throughout the UK. Feminism pales into insignificance when it comes to the sisterhood, which has a strong identity and a loud voice in this country. Yes, it is true that many Muslim women around the world are subjugated, but this has only come about through other cultures hijacking and misinterpreting the Quran (Saudis take note).
I wish I had this knowledge (and I’m still very much a novice) when I was captured by the Taliban because I would have asked them why they treated their own women so badly. The Quran makes it crystal clear that all Muslims, men and women are entirely equal in worth, spirituality and responsibility. Allah ordained equality and fairness for women in education and opportunity. Fair property law and divorce settlements were introduced for Muslim women 1400 years ago; maybe this is where Californian divorce lawyers got their inspiration from in recent years! The Quran could have been written yesterday for today. It could sit very easily with any Green Party manifesto, it is environmentally friendly and it is truely an inspiration for the 21st century, yet not one word has changed since the day it was written, unlike other religious tomes. “It’s more punk than punk,” musician Aki Nawaz of the band Fun-da-Mental recently told me. And, of course he is right.
Previous PostThe Draw Of IslamNext PostA 20th Century Mujahidah
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Scottish Masters Championships 2016
Originally named Mont a l’Abbe Special Gymnastics Club, Jersey Special Gymnastics Club was formed in 1991 as an after school club to offer opportunities for pupils of Mont a l’Abbe School to experience artistic gymnastics.
All the gymnasts are diagnosed as having severe learning difficulties; some also have associated behavioural and physical problems. The club started with just 10 gymnasts, with eight mats in a small hall. It has now grown to over 40 members with a full range of gymnastic apparatus.
The standard of performance at the club has risen remarkably and gymnasts now compete successfully at national and international levels, five gymnasts and one of the club coaches have represented Great Britain on the European and World Stage. The club often displays to a range of audiences, the audience response is always positive.
Whilst the club has grown in size and improved in the level of performance it continues with the philosophy of providing opportunities for people with learning problems. It now includes young people with special educational needs who attend mainstream schools and some of the older pupils, whilst having left school, still continue with their gymnastics.
Due to this, the Club changed its name in April 2007 to the Jersey Special Gymnastics Club. The belief is that whilst it is important to be realistic about the skill level of the gymnasts, they will benefit from regular training, good resources and high standards of coaching to achieve their potential and in doing so will develop self-esteem and respect in the eyes of others.
Jersey Special Gymnastics Club is recognised in Jersey and on the Mainland as a centre of excellence and it is recognised by the community as something of which the Island can be truly proud. The club is a voluntary organisation and is grateful for the strong support it receives from helpers who give of their time so freely.
Parents and friends of the club run many fund raising events but the club also benefits from the generous sponsorship from local charities, service clubs and other organisations. Without this help the club’s activities would be severely limited.
Consequently, the club is continually exploring avenues for raising funds to support the purchase of new and replacement equipment, uniforms, expenses for staging local competition and travel to the mainland for regional, national and international events.
Anyone interested in becoming involved with the Club, please contact Yana Vibert. E-mail yanavibert@hotmail.com. Mobile 07797779829.
If you want to get involved or have a question, please contact us:
Tel: +44 07797 779829+44 07797 779829
Email: info@jerseysg.com
© Jersey Special Gymnastics Club
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Senior legislator urges further implementing intangible cultural heritage law
Posted: June-02-2021Adjust font size:
BEIJING, June 1 (Xinhua) -- A senior Chinese legislator Tuesday urged efforts to continue implementing the Law on Intangible Cultural Heritage to advance Chinese fine traditional culture.
Wang Chen, a member of the Political Bureau of the Communist Party of China Central Committee and vice chairman of the National People's Congress Standing Committee, made the remarks when addressing a symposium on the 10th anniversary of the promulgation and implementation of the Law on Intangible Cultural Heritage.
Noting that since the law took effect, China has made steady progress in preserving intangible cultural heritage, Wang said further efforts are required to remedy existing issues in the law's implementation.
Wang stressed that the government should fulfill its duty prescribed by the law and further establish supporting mechanisms to implement the law.
Intangible cultural heritage should be revived and become a new driving force in promoting China's high-quality economic and social development, Wang said.
He also urged efforts to strengthen exchanges between China and the world and enhance the global influence of Chinese culture.
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Eric Singer intervju….
av Niklas - Crew | apr 10, 2013 | Nyheter
KISS Army Spain gjorde en intervju med Eric Singer för ett tag sedan som Ni här kan ta del av.
KISS is visiting Australia at end of February, as part of the Monster Tour2013, acontinent you didn’t set foot on since March 2008.
What plans do you have? Will the set-list be touched up or will it be basically the same as we heard on the tour in South America last year?
KISS has always had a “special” relationship with OZ !
We will be doing a longer set list for sure.
Once again you will be performing with Mötley Crüe like you did on the US tour. What is like the relationship between the two bands and your relationship with Tommy Lee?
Both bands get along fine. I have known those guys for over 25 years and they have always been great !! Love Tommy Lee as a drummer, he rocks the house !
Afterwards the Monster Tour continues in Europe with only 3 weeks of shows, being one of the shortest tours ever in Europe. There are a lot of rumours about why so few dates. Could you give us an explanation?
I do not book the Tours We have a summer tour in North America that we have to be back for…
Let’s talk about “Monster”: You sing on a track on the new album (“All For The Love Of Rock And Roll”), which is one of the fans’ favourites because it reminds us the classic KISS style of the first three albums, likewise “Right Here Right Now” which can only be purchased on the MP3 version of Itunes. It’s a song written by Paul Stanley thinking of your voice. What is the song all about?
Paul did write that song with my voice in mind and he told me that the subject matter was how he felt sums up what I am about as a musician and person to some degree. He knows I really always play for the music and band first.
This song has been in and out of the set-list of the band since you played for the very first time on the KISS KRUISE II. Will remain on the set-list or “Hell Or Hallelujah”, “Wall Of Sound” and “Outta This World” will definitely be the “Monster” songs we will hear on this Monster Tour 2013?
We will change things up or tweak the set list as we go. You’ll have to wait and see what we play in Europe…
“All For The Love Of Rock And Roll” is a little different from the rest of the songs of “Monster”. Its style has a kind of Rod Stewart type. It has also a more rock ‘n’ roll-straight style, instead of being heavier. Do you think that “All For The Love Of Rock And Roll” was better vocally for you than “All For The Glory” from the previous record?
Yes, I always felt All for the glory would have been a better song for Paul to sing.
You usually use different drumheads or a different bass drum to play live and to play in studio. Please, tell us how did you set up this time your drum kit in the studio? Maybe with a24”bass drum like other times? And what else?
I have been using the same gear in the studio as I do live. Unless there is a special request from the producer on a session.
You are a big Roger Taylor fan and he is a big influence for you too. This leads you to play and sound kind of similar to him on the KISS album “Revenge”, and we would almost say that it’s noticeable on the album “Sonic Boom”.
Well, it is no secret that I Love QUEEN and yes Roger for sure a big influence as a drummer/singer !!
(thanx for the compliment)
You are also a big Denny Carmassi fan, who was the drummer for the great band Montrose. You even always talk about that band in a very good way. For us their first album is awesome, amazing and full of riffs that remind us of KISS. The intro of the KISS song, “Lonely Is The Hunter” from the “Animalize” album reminds us of the first riffs of “Rock Candy”. What can you tell us about this admiration of yours towards Montrose and their influence as musicians on you?
I grew up in Cleveland and for some reason all of us drummers were really into Denny’s drumming. He always had that straight ahead power style similar to the heavy weight English drummers like Bonham, Cozy Powell, Bill Ward etc…
That is the style I always related to and aspired to play like.
Recently KISS has become the clear winners of the Ultimate Classic Rock Awards 2012, conquering 6 of the 11 categories, including the best album with “Monster” and the best act of the year awards, ahead of bands and records from Van Halen, Aerosmith and Rush. For a band which has just celebrated its 40th anniversary, this must be real pride, besides of an acknowledgement to its current lineup and work, mustn’t it? How much credit do you give to the Kiss Army for these awards?
The KISS Army is the most powerful Rock Army in the world. We are honored to have so many great troops !!
Let’s talk about ESP. I think you will be touring Europe at the end of April and beginning of May. Is this true? How many shows will you play?
Do to scheduling problems we will have to postpone the dates until further down the lion and hopefully soon. I enjoy playing with the guys and it is fun to play those great songs from our influences growing up. We will be there for sure sometime sooner than later !
What leads to an artist like Eric Singer, which is part of one of the biggest rock band in history, KISS, to do a club-level tour? What is the motivation?
I enjoy playing drums and making music with friends. The ESP guys are my buddies and it gives us a break from the other musical things we do in out main gigs/bands
Changing the subject, you are a big collector of watches, “every time you have to set them on time it must be crazy” (just kidding). How many watches do you have in your collection and what is the crown jewel?
I have many watches and I do not like to show off so I do not bragg about my collection. Let’s just say it is really awesome and I have created relationships with many watch manufactures and companies like TAG Heuer, Hublot, IWC, Anonimo, U-Boat and on and on…
We, KISS fans, are always very curious and we have many questions. What happened or where does KISS store the old stages, for instance the one with the “Statue of Liberty with the skull” or the “Tank used on the Creatures and Lick It Up tours”? Do you know anything about this?
KISS has a where house in Calirfornia were we store equipment saucy as you mentioned as well as drums, guitars etc..
I am not sure what all is in there other than my own drum stuff if you want specifics.
Eric, can you give us some exclusive news for the headline of this interview?
KISS keeps adding tour dates thru out this year so look for us in a city near you !!
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Joshua 1 (NASB)
1. Now it came about after the death of Moses the servant of the LORD, that the LORD spoke to Joshua the son of Nun, Moses servant, saying,2 Moses My servant is dead; now therefore arise, cross this Jordan, you and all this people, to the land which I am giving to them, to the sons of Israel.3 Every place on which the sole of your foot treads, I have given it to you, just as I spoke to Moses.4 From the wilderness and this Lebanon, even as far as the great river, the river Euphrates, all the land of the Hittites, and as far as the Great Sea toward the setting of the sun will be your territory.5 No man will be able to stand before you all the days of your life. Just as I have been with Moses, I will be with you; I will not fail you or forsake you.6 Be strong and courageous, for you shall give this people possession of the land which I swore to their fathers to give them.7 Only be strong and very courageous; be careful to do according to all the law which Moses My servant commanded you; do not turn from it to the right or to the left, so that you may have success wherever you go.8 This book of the law shall not depart from your mouth, but you shall meditate on it day and night, so that you may be careful to do according to all that is written in it; for then you will make your way prosperous, and then you will have success.9 Have I not commanded you? Be strong and courageous! Do not tremble or be dismayed, for the LORD your God is with you wherever you go.10 Then Joshua commanded the officers of the people, saying,11 Pass through the midst of the camp and command the people, saying, Prepare provisions for yourselves, for within three days you are to cross this Jordan, to go in to possess the land which the LORD your God is giving you, to possess it.12 To the Reubenites and to the Gadites and to the half-tribe of Manasseh, Joshua said,13 Remember the word which Moses the servant of the LORD commanded you, saying, The LORD your God gives you rest and will give you this land.14 Your wives, your little ones, and your cattle shall remain in the land which Moses gave you beyond the Jordan, but you shall cross before your brothers in battle array, all your valiant warriors, and shall help them,15 until the LORD gives your brothers rest, as He gives you, and they also possess the land which the LORD your God is giving them. Then you shall return to your own land, and possess that which Moses the servant of the LORD gave you beyond the Jordan toward the sunrise.16 They answered Joshua, saying, All that you have commanded us we will do, and wherever you send us we will go.17 Just as we obeyed Moses in all things, so we will obey you; only may the LORD your God be with you as He was with Moses.18 Anyone who rebels against your command and does not obey your words in all that you command him, shall be put to death; only be strong and courageous.
1. Now it came about when all the kings of the Amorites who were beyond the Jordan to the west, and all the kings of the Canaanites who were by the sea, heard how the LORD had dried up the waters of the Jordan before the sons of Israel until they had crossed, that their hearts melted, and there was no spirit in them any longer because of the sons of Israel.2 At that time the LORD said to Joshua, Make for yourself flint knives and circumcise again the sons of Israel the second time.3 So Joshua made himself flint knives and circumcised the sons of Israel at Gibeath-haaraloth.4 This is the reason why Joshua circumcised them: all the people who came out of Egypt who were males, all the men of war, died in the wilderness along the way after they came out of Egypt.5 For all the people who came out were circumcised, but all the people who were born in the wilderness along the way as they came out of Egypt had not been circumcised.6 For the sons of Israel walked forty years in the wilderness, until all the nation, that is, the men of war who came out of Egypt, perished because they did not listen to the voice of the LORD, to whom the LORD had sworn that He would not let them see the land which the LORD had sworn to their fathers to give us, a land flowing with milk and honey.7 Their children whom He raised up in their place, Joshua circumcised; for they were uncircumcised, because they had not circumcised them along the way.8 Now when they had finished circumcising all the nation, they remained in their places in the camp until they were healed.9 Then the LORD said to Joshua, Today I have rolled away the reproach of Egypt from you. So the name of that place is called Gilgal to this day.10 While the sons of Israel camped at Gilgal they observed the Passover on the evening of the fourteenth day of the month on the desert plains of Jericho.11 On the day after the Passover, on that very day, they ate some of the produce of the land, unleavened cakes and parched grain.12 The manna ceased on the day after they had eaten some of the produce of the land, so that the sons of Israel no longer had manna, but they ate some of the yield of the land of Canaan during that year.13 Now it came about when Joshua was by Jericho, that he lifted up his eyes and looked, and behold, a man was standing opposite him with his sword drawn in his hand, and Joshua went to him and said to him, Are you for us or for our adversaries?14 He said, No; rather I indeed come now as captain of the host of the LORD. And Joshua fell on his face to the earth, and bowed down, and said to him, What has my lord to say to his servant?15 The captain of the LORDS host said to Joshua, Remove your sandals from your feet, for the place where you are standing is holy. And Joshua did so.
1 Now Jericho was tightly shut because of the sons of Israel; no one went out and no one came in.2 The LORD said to Joshua, See, I have given Jericho into your hand, with its king and the valiant warriors.3 You shall march around the city, all the men of war circling the city once. You shall do so for six days.4 Also seven priests shall carry seven trumpets of rams horns before the ark; then on the seventh day you shall march around the city seven times, and the priests shall blow the trumpets.5 It shall be that when they make a long blast with the rams horn, and when you hear the sound of the trumpet, all the people shall shout with a great shout; and the wall of the city will fall down flat, and the people will go up every man straight ahead.6 So Joshua the son of Nun called the priests and said to them, Take up the ark of the covenant, and let seven priests carry seven trumpets of rams horns before the ark of the LORD.7 Then he said to the people, Go forward, and march around the city, and let the armed men go on before the ark of the LORD.8 And it was so, that when Joshua had spoken to the people, the seven priests carrying the seven trumpets of rams horns before the LORD went forward and blew the trumpets; and the ark of the covenant of the LORD followed them.9 The armed men went before the priests who blew the trumpets, and the rear guard came after the ark, while they continued to blow the trumpets.10 But Joshua commanded the people, saying, You shall not shout nor let your voice be heard nor let a word proceed out of your mouth, until the day I tell you, Shout! Then you shall shout!11 So he had the ark of the LORD taken around the city, circling it once; then they came into the camp and spent the night in the camp.12 Now Joshua rose early in the morning, and the priests took up the ark of the LORD.13 The seven priests carrying the seven trumpets of rams horns before the ark of the LORD went on continually, and blew the trumpets; and the armed men went before them and the rear guard came after the ark of the LORD, while they continued to blow the trumpets.14 Thus the second day they marched around the city once and returned to the camp; they did so for six days.15 Then on the seventh day they rose early at the dawning of the day and marched around the city in the same manner seven times; only on that day they marched around the city seven times.16 At the seventh time, when the priests blew the trumpets, Joshua said to the people, Shout! For the LORD has given you the city.17 The city shall be under the ban, it and all that is in it belongs to the LORD; only Rahab the harlot and all who are with her in the house shall live, because she hid the messengers whom we sent.18 But as for you, only keep yourselves from the things under the ban, so that you do not covet them and take some of the things under the ban, and make the camp of Israel accursed and bring trouble on it.19 But all the silver and gold and articles of bronze and iron are holy to the LORD; they shall go into the treasury of the LORD.20 So the people shouted, and priests blew the trumpets; and when the people heard the sound of the trumpet, the people shouted with a great shout and the wall fell down flat, so that the people went up into the city, every man straight ahead, and they took the city.21 They utterly destroyed everything in the city, both man and woman, young and old, and ox and sheep and donkey, with the edge of the sword.22 Joshua said to the two men who had spied out the land, Go into the harlots house and bring the woman and all she has out of there, as you have sworn to her.23 So the young men who were spies went in and brought out Rahab and her father and her mother and her brothers and all she had; they also brought out all her relatives and placed them outside the camp of Israel.24 They burned the city with fire, and all that was in it. Only the silver and gold, and articles of bronze and iron, they put into the treasury of the house of the LORD.25 However, Rahab the harlot and her fathers household and all she had, Joshua spared; and she has lived in the midst of Israel to this day, for she hid the messengers whom Joshua sent to spy out Jericho.26 Then Joshua made them take an oath at that time, saying, Cursed before the LORD is the man who rises up and builds this city Jericho; with the loss of his firstborn he shall lay its foundation, and with the loss of his youngest son he shall set up its gates.27 So the LORD was with Joshua, and his fame was in all the land.
1 But the sons of Israel acted unfaithfully in regard to the things under the ban, for Achan, the son of Carmi, the son of Zabdi, the son of Zerah, from the tribe of Judah, took some of the things under the ban, therefore the anger of the LORD burned against the sons of Israel.2 Now Joshua sent men from Jericho to Ai, which is near Beth-aven, east of Bethel, and said to them, Go up and spy out the land. So the men went up and spied out Ai.3 They returned to Joshua and said to him, Do not let all the people go up; only about two or three thousand men need go up to Ai; do not make all the people toil up there, for they are few.4 So about three thousand men from the people went up there, but they fled from the men of Ai.5 The men of Ai struck down about thirty-six of their men, and pursued them from the gate as far as Shebarim and struck them down on the descent, so the hearts of the people melted and became as water.6 Then Joshua tore his clothes and fell to the earth on his face before the ark of the LORD until the evening, both he and the elders of Israel; and they put dust on their heads.7 Joshua said, Alas, O Lord GOD, why did You ever bring this people over the Jordan, only to deliver us into the hand of the Amorites, to destroy us? If only we had been willing to dwell beyond the Jordan!8 O Lord, what can I say since Israel has turned their back before their enemies?9 For the Canaanites and all the inhabitants of the land will hear of it, and they will surround us and cut off our name from the earth. And what will You do for Your great name?10 So the LORD said to Joshua, Rise up! Why is it that you have fallen on your face?11 Israel has sinned, and they have also transgressed My covenant which I commanded them. And they have even taken some of the things under the ban and have both stolen and deceived. Moreover, they have also put them among their own things.12 Therefore the sons of Israel cannot stand before their enemies; they turn their backs before their enemies, for they have become accursed. I will not be with you anymore unless you destroy the things under the ban from your midst.13 Rise up! Consecrate the people and say, Consecrate yourselves for tomorrow, for thus the LORD, the God of Israel, has said, There are things under the ban in your midst, O Israel. You cannot stand before your enemies until you have removed the things under the ban from your midst.14 In the morning then you shall come near by your tribes. And it shall be that the tribe which the LORD takes by lot shall come near by families, and the family which the LORD takes shall come near by households, and the household which the LORD takes shall come near man by man.15 It shall be that the one who is taken with the things under the ban shall be burned with fire, he and all that belongs to him, because he has transgressed the covenant of the LORD, and because he has committed a disgraceful thing in Israel.16 So Joshua arose early in the morning and brought Israel near by tribes, and the tribe of Judah was taken.17 He brought the family of Judah near, and he took the family of the Zerahites; and he brought the family of the Zerahites near man by man, and Zabdi was taken.18 He brought his household near man by man; and Achan, son of Carmi, son of Zabdi, son of Zerah, from the tribe of Judah, was taken.19 Then Joshua said to Achan, My son, I implore you, give glory to the LORD, the God of Israel, and give praise to Him; and tell me now what you have done. Do not hide it from me.20 So Achan answered Joshua and said, Truly, I have sinned against the LORD, the God of Israel, and this is what I did:21 when I saw among the spoil a beautiful mantle from Shinar and two hundred shekels of silver and a bar of gold fifty shekels in weight, then I coveted them and took them; and behold, they are concealed in the earth inside my tent with the silver underneath it.22 So Joshua sent messengers, and they ran to the tent; and behold, it was concealed in his tent with the silver underneath it.23 They took them from inside the tent and brought them to Joshua and to all the sons of Israel, and they poured them out before the LORD.24 Then Joshua and all Israel with him, took Achan the son of Zerah, the silver, the mantle, the bar of gold, his sons, his daughters, his oxen, his donkeys, his sheep, his tent and all that belonged to him; and they brought them up to the valley of Achor.25 Joshua said, Why have you troubled us? The LORD will trouble you this day. And all Israel stoned them with stones; and they burned them with fire after they had stoned them with stones.26 They raised over him a great heap of stones that stands to this day, and the LORD turned from the fierceness of His anger. Therefore the name of that place has been called the valley of Achor to this day.
1 Now the LORD said to Joshua, Do not fear or be dismayed. Take all the people of war with you and arise, go up to Ai; see, I have given into your hand the king of Ai, his people, his city, and his land.2 You shall do to Ai and its king just as you did to Jericho and its king; you shall take only its spoil and its cattle as plunder for yourselves. Set an ambush for the city behind it.3 So Joshua rose with all the people of war to go up to Ai; and Joshua chose 30,000 men, valiant warriors, and sent them out at night.4 He commanded them, saying, See, you are going to ambush the city from behind it. Do not go very far from the city, but all of you be ready.5 Then I and all the people who are with me will approach the city. And when they come out to meet us as at the first, we will flee before them.6 They will come out after us until we have drawn them away from the city, for they will say, They are fleeing before us as at the first. So we will flee before them.7 And you shall rise from your ambush and take possession of the city, for the LORD your God will deliver it into your hand.8 Then it will be when you have seized the city, that you shall set the city on fire. You shall do it according to the word of the LORD. See, I have commanded you.9 So Joshua sent them away, and they went to the place of ambush and remained between Bethel and Ai, on the west side of Ai; but Joshua spent that night among the people.10 Now Joshua rose early in the morning and mustered the people, and he went up with the elders of Israel before the people to Ai.11 Then all the people of war who were with him went up and drew near and arrived in front of the city, and camped on the north side of Ai. Now there was a valley between him and Ai.12 And he took about 5,000 men and set them in ambush between Bethel and Ai, on the west side of the city.13 So they stationed the people, all the army that was on the north side of the city, and its rear guard on the west side of the city, and Joshua spent that night in the midst of the valley.14 It came about when the king of Ai saw it, that the men of the city hurried and rose up early and went out to meet Israel in battle, he and all his people at the appointed place before the desert plain. But he did not know that there was an ambush against him behind the city.15 Joshua and all Israel pretended to be beaten before them, and fled by the way of the wilderness.16 And all the people who were in the city were called together to pursue them, and they pursued Joshua and were drawn away from the city.17 So not a man was left in Ai or Bethel who had not gone out after Israel, and they left the city unguarded and pursued Israel.18 Then the LORD said to Joshua, Stretch out the javelin that is in your hand toward Ai, for I will give it into your hand. So Joshua stretched out the javelin that was in his hand toward the city.19 The men in ambush rose quickly from their place, and when he had stretched out his hand, they ran and entered the city and captured it, and they quickly set the city on fire.20 When the men of Ai turned back and looked, behold, the smoke of the city ascended to the sky, and they had no place to flee this way or that, for the people who had been fleeing to the wilderness turned against the pursuers.21 When Joshua and all Israel saw that the men in ambush had captured the city and that the smoke of the city ascended, they turned back and slew the men of Ai.22 The others came out from the city to encounter them, so that they were trapped in the midst of Israel, some on this side and some on that side; and they slew them until no one was left of those who survived or escaped.23 But they took alive the king of Ai and brought him to Joshua.24 Now when Israel had finished killing all the inhabitants of Ai in the field in the wilderness where they pursued them, and all of them were fallen by the edge of the sword until they were destroyed, then all Israel returned to Ai and struck it with the edge of the sword.25 All who fell that day, both men and women, were 12,000--all the people of Ai.26 For Joshua did not withdraw his hand with which he stretched out the javelin until he had utterly destroyed all the inhabitants of Ai.27 Israel took only the cattle and the spoil of that city as plunder for themselves, according to the word of the LORD which He had commanded Joshua.28 So Joshua burned Ai and made it a heap forever, a desolation until this day.29 He hanged the king of Ai on a tree until evening; and at sunset Joshua gave command and they took his body down from the tree and threw it at the entrance of the city gate, and raised over it a great heap of stones that stands to this day.30 Then Joshua built an altar to the LORD, the God of Israel, in Mount Ebal,31 just as Moses the servant of the LORD had commanded the sons of Israel, as it is written in the book of the law of Moses, an altar of uncut stones on which no man had wielded an iron tool; and they offered burnt offerings on it to the LORD, and sacrificed peace offerings.32 He wrote there on the stones a copy of the law of Moses, which he had written, in the presence of the sons of Israel.33 All Israel with their elders and officers and their judges were standing on both sides of the ark before the Levitical priests who carried the ark of the covenant of the LORD, the stranger as well as the native. Half of them stood in front of Mount Gerizim and half of them in front of Mount Ebal, just as Moses the servant of the LORD had given command at first to bless the people of Israel.34 Then afterward he read all the words of the law, the blessing and the curse, according to all that is written in the book of the law.35 There was not a word of all that Moses had commanded which Joshua did not read before all the assembly of Israel with the women and the little ones and the strangers who were living among them.
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S-5 - Act respecting health services and social services for Cree Native persons
Table of contents Occurrences0
chapter S-5
Act respecting health services and social services for Cree Native persons
HEALTH SERVICES AND SOCIAL SERVICES06June 17 199405May 011 1995
1991, c. 42, s. 594; 1994, c. 23, s. 20.
§ 1. — Definitions
1. In this Act and the regulations, unless the context indicates a different meaning, the following expressions and words mean:
(a) “institution” : a local community service centre, a hospital centre, a social service centre or a reception centre;
(b) “public institution” : an institution contemplated in sections 10 and 11;
(c) “private institution” : an institution contemplated in sections 12 and 13;
(d) “private institution under agreement” : any private institution which has made an agreement contemplated in section 177 with the Minister;
(e) “institution affiliated with a university” : an institution which has made a contract contemplated in section 125 with a university;
(f) “regional council” : a health and social service council established under this Act;
(g) “local community service centre” : facilities other than a professional’s private consulting office in which sanitary and social preventive and action services are ensured to the community, in particular by receiving or visiting persons who require current health services or social services for themselves or their families, by rendering such services to them, counselling them or, if necessary, by referring them to the institutions most capable of assisting them;
(h) “hospital centre” : facilities to which persons are admitted for preventive purposes, medical diagnosis, medical treatment, physical or mental rehabilitation, excluding however a professional’s private consulting office and an infirmary where a religious or educational institution receives its staff or students;
(i) (subparagraph repealed);
(j) “social service centre” : facilities in which social action services are provided by receiving or visiting persons who require specialized social services for themselves or their families and by offering to persons facing social difficulties the aid necessary to assist them, especially by making available to them services for prevention, consultation, psycho-social or rehabilitation treatment, adoption and placement of children or aged persons, excluding however a professional’s private consulting office;
(k) “reception centre” : facilities where in-patient, out-patient or home-care services are offered for the lodging, maintenance, keeping under observation, treatment or social rehabilitation, as the case may be, of persons whose condition, by reason of their age or their physical, personality, psycho-social or family deficiencies, is such that they must be treated, kept in protected residence or, if need be, placed under confinement, or treated at home, including nurseries, but excepting day care establishments contemplated in the Act respecting childcare centres and childcare services (chapter C-8.2), foster families, vacation camps and other similar facilities and facilities maintained by a religious institution to receive its members or followers;
(l) “professional’s private consulting office” : a place, elsewhere than in an institution, where one or more physicians, dentists or other professionals, alone or as a group, regularly practise their profession privately, on their own account;
(m) “Minister” : the Minister of Health and Social Services;
(n) “regulation” : any regulation made under this Act by the Government;
(o) “foster family” : a family which takes charge of one or several adults or children, to a maximum number of nine, who are entrusted to it through a social service centre;
(p) “beneficiary” : every person to whom health services or social services are furnished by an institution or foster family;
(q) “user” : every person who holds a card or is entered on a register showing that a local community service centre or a social service centre has furnished services to him within the last two years, excepting, however, any person holding an employment or practising his profession in such a centre and any person being a member of a non-profit legal person that maintains a social service centre;
(r) (subparagraph repealed).
For the purposes of this Act, a person being the holder of a college or university diploma who occupies a position with the institution characteristic of the field of such diploma and directly connected with health services, social services, research or teaching, and a person who carries on the professional activities of a nurse or a nursing assistant for the institution are members of the clinical staff of the institution.
Except in the regions contemplated in Divisions III and IV of this Act, a physician, a dentist or a pharmacist is not a member of the clinical staff of an institution where a council of physicians, dentists and pharmacists is constituted in the institution.
However, physicians and dentists, other than those holding administrative posts at the institution, are not members of the staff.
1971, c. 48, s. 1; 1974, c. 42, s. 1; 1977, c. 5, s. 14; 1977, c. 48, s. 1; 1979, c. 85, s. 82; 1981, c. 22, s. 40; 1984, c. 47, s. 208; 1985, c. 23, s. 24; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1997, c. 58, s. 177; 1997, c. 43, s. 741; 1997, c. 75, s. 51; 1999, c. 40, s. 270.
§ 2. — Application
1.1. Notwithstanding any inconsistent provision it may contain, this Act applies to the extent that it refers to the territory of the Conseil de la santé et des services sociaux de la Baie-James and to the extent that it concerns the emergency pre-hospitalization system contemplated in Division VI.1.
2. This Act and the regulations shall apply to every institution by whatever law governed, notwithstanding any general law or special Act.
This Act and the regulations shall not apply, however, to benevolent activities principally supported by public subscription, to activities for social betterment, public information or mutual social aid or to the other activities provided for by the regulations when such activities are not carried on under the authority of an institution.
1971, c. 48, s. 2; 1972, c. 44, s. 66; 1992, c. 21, s. 375; 1997, c. 75, s. 52.
3. The Minister shall exercise the powers that this Act confers upon him in order to:
(a) improve the state of the health of the population, the state of the social environment in which they live and the social conditions of individuals, families and groups;
(b) make accessible to every person, continuously and throughout his lifetime, the complete range of health services and social services, including prevention and rehabilitation, to meet the needs of individuals, families and groups from a physical, mental and social standpoint;
(c) encourage the population and the groups which compose it to participate in the founding, administration and development of institutions so as to ensure their vital growth and renewal;
(d) better adapt the health services and social services to the needs of the population, taking into account regional characteristics, including the geographical, linguistic, sociocultural and socioeconomic characteristics of the region, and apportion among such services the human and financial resources in the most equitable and rational manner possible;
(d.1) promote, for the members of the various cultural communities of Québec, access to health services and social services in their own language;
(e) promote recourse to modern methods of organization and management to make the services offered to the population more effective;
(f) promote research and teaching.
1971, c. 48, s. 3; 1986, c. 106, s. 1, s. 2; 1992, c. 21, s. 375.
3.1. The Government shall determine, each year, the number of medical training positions available within the scope of a postgraduate medical training program. The number of such positions must include
(1) the training periods in general practice or family medicine;
(2) the other training periods required for any of the specialties recognized in a regulation under the Medical Act (chapter M-9).
The Government may, with a view to furthering the apportionment of medical resources among the regions on the basis of rational considerations, authorize, each year, a certain number of the medical training positions prescribed in subparagraph 2 of the first paragraph, subject to the acceptance, by the trainee, of an undertaking with a penal clause, where such is the case, to practise in the region or institution determined by the Minister for a period not exceeding four years. The number of such positions must not exceed 25% of the positions which, among all the positions prescribed in subparagraph 2 of the first paragraph, are intended for new medical trainees.
Where a position referred to in the second paragraph is not filled, it automatically becomes a medical training position in general practice or in family medicine, without an undertaking to practise in a determined region or institution.
In addition, the Government may, where it deems it expedient, authorize, under the conditions prescribed in the second paragraph, an additional number of postgraduate medical training positions intended for graduate students of universities or schools situated outside Canada and the United States subject to the acceptance, by the trainee, of an undertaking with a penal clause, where such is the case, to practise in the region or institution determined by the Minister for a period of four years.
The number of positions referred to in the second paragraph shall be determined by the Minister after consultation with the Ordre professionnel des médecins du Québec, the deans of the faculties of medicine of Québec universities and the health and social service councils of the regions where the trainees are to practise.
1987, c. 104, s. 1; 1992, c. 21, s. 375; 1994, c. 40, s. 457.
§ 3. — Right to health services and social services
4. Every person has the right to receive adequate, continuous and personal health services and social services from a scientific, human and social standpoint, taking into account the organization and resources of the institutions providing such services.
Immediately upon discharge by a physician or dentist, the beneficiary must leave the institution sheltering him.
An institution shall not cease to shelter a beneficiary who has been discharged unless his condition warrants his return home or he is assured of a place in another institution where he will be able to receive the services required by his condition.
1971, c. 48, s. 4; 1974, c. 42, s. 2; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
5. Health services and social services must be granted without discrimination or preference based on the race, colour, sex, religion, language, national extraction, social origin, customs or political convictions of the person applying for them or of the members of his family.
5.1. Every English-speaking person is entitled to receive health services and social services in the English language, taking into account the organization and resources of the institutions providing such services and to the extent provided by an access program contemplated in section 18.0.1.
1986, c. 106, s. 3; 1992, c. 21, s. 375.
6. Subject to section 5 and any other applicable legislative provision, nothing in this Act shall restrict the freedom of a resident of Québec to choose the professional or institution from whom or which he wishes to receive health services or social services or that of a professional to agree or refuse to treat such person.
1971, c. 48, s. 6; 1992, c. 21, s. 375.
7. The medical records of the beneficiaries in an institution shall be confidential. No person shall give or take verbal or written communication of them or otherwise have access to them, even for an inquiry, except with the express or implied consent of the beneficiary, or on the order of a court, or the coroner exercising his duties or in cases where an Act or regulation provides that such communication is necessary for its administration. The same shall apply to the records of beneficiaries receiving social services from an institution.
A professional, however, may examine such records for study, teaching or research, notwithstanding subparagraph 5 of the second paragraph of section 59 of the Act respecting Access to documents held by public bodies and the Protection of personal information (chapter A-2.1), with the permission of the director of professional services of the institution which keeps such records or, failing such a director, with the permission of the executive director, in accordance with the criteria established in section 125 of the said Act.
A beneficiary shall have the right to obtain that the institution send to another institution or to a physician or dentist designated by him, a copy, extract or abstract of his record, in accordance with the regulations.
Where an institution provides a person with nominative information of a medical or social nature concerning him contained in his record, it shall, upon the request of the beneficiary, provide him with the assistance of a professional qualified to help him understand the information.
An institution may refuse for the moment to give communication to a beneficiary of nominative information concerning him contained in his record where, in the opinion of his attending physician, it will likely be seriously prejudicial to his health. In such a case, the institution, on the recommendation of the attending physician, shall determine when the information may be communicated and shall inform the beneficiary.
A beneficiary to whom an institution refuses, for the moment, access to nominative information concerning him may, by way of a motion, apply to a judge of the Superior Court, of the Court of Québec, or to the Commission d’accès à l’information, for a review of the decision. He may also, within 60 days of the date on which the decision was notified to him, contest the decision before the Administrative Tribunal of Québec.
Notwithstanding section 83 of the Act respecting Access to documents held by public bodies and the Protection of personal information, no beneficiary has the right to be informed of the existence or to take communication of nominative information concerning him given by a third person which is contained in his record, where knowledge of the existence thereof or the communication thereof would make it possible to identify the third person, unless that person has agreed in writing to the disclosure of such information and the source thereof to the recipient.
The seventh paragraph does not apply where the nominative information was furnished by a health or social services professional or by a member of the staff of a health or social services institution.
1971, c. 48, s. 7; 1974, c. 42, s. 3; 1975, c. 61, s. 1; 1977, c. 48, s. 2; 1977, c. 20, s. 138; 1983, c. 41, s. 206; 1986, c. 57, s. 6; 1986, c. 95, s. 306; 1987, c. 68, s. 112; 1988, c. 21, s. 138; 1992, c. 21, s. 375; 1997, c. 43, s. 742.
8. The following may also take communication of the record of a beneficiary:
(a) the heirs, legatees by particular title and legal representatives of a beneficiary, including the mandatary of an incapable person of full age;
(b) (subparagraph repealed);
(c) the holder of parental authority in regard to the record of a minor;
(d) a person entitled to the payment of a benefit under a life insurance policy of a beneficiary.
Notwithstanding the first paragraph, the heirs, legatees by particular title and legal representatives of a recipient shall not be given communication of the record of that recipient, except for the purposes of exercising their rights as such.
Similarly, no person who is entitled to the payment of a benefit under an insurance policy on the life of a recipient may be given communication of the record of that recipient, except for the purposes of establishing his rights to the benefit.
A minor under 14 years of age is not entitled, within the scope of an application to have information communicated to him or rectified, to be informed of the existence or take communication of nominative information of a medical or social nature concerning him contained in the record held by the institution. This paragraph does not have the object of restricting normal communications between a beneficiary and a health or social services professional or a member of the staff of a health or social services institution.
This section applies notwithstanding the first paragraph of section 94 of the Act respecting Access to documents held by public bodies and the Protection of personal information (chapter A-2.1).
1974, c. 42, s. 4; 1977, c. 48, s. 3; 1986, c. 57, s. 6; 1986, c. 95, s. 307; 1987, c. 68, s. 113; 1989, c. 54, s. 185; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
8.1. Notwithstanding subparagraph c of the first paragraph of section 8, an institution shall refuse to communicate the record of a minor to the holder of parental authority where
(1) the beneficiary is under 14 years of age, an intervention within the meaning of section 2.3 of the Youth Protection Act (chapter P-34.1) has been made in his regard or a decision respecting him has been made under the said Act and the institution, after consulting the director of Youth Protection, determines that the communication of the record of the beneficiary to the holder of parental authority is or could be prejudicial to the physical or mental health of the beneficiary;
(2) the beneficiary is 14 years of age or over and, after being consulted by the institution, refuses to allow his record to be communicated to the holder of parental authority, and the institution determines that the communication of the record of the beneficiary to the holder of parental authority is or could be prejudicial to the physical or mental health of the beneficiary.
This section applies notwithstanding the second paragraph of section 53, section 83 and the first paragraph of section 94 of the Act respecting Access to documents held by public bodies and the Protection of personal information (chapter A-2.1).
1987, c. 68, s. 114; 1992, c. 21, s. 375.
§ 4. — Public or private nature of institutions
9. Every institution is public or private.
10. The following are public institutions:
(a) every institution constituted under this Act or resulting from an amalgamation or conversion made under this Act;
(b) every hospital centre or social service centre maintained by a non-profit corporation;
(c) every institution using for its object immovable assets which are the property of a non-profit legal person other than a legal person constituted under this Act.
1971, c. 48, s. 9; 1974, c. 42, s. 5; 1977, c. 48, s. 4; 1981, c. 22, s. 41; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
11. Every reception centre maintained by a non-profit legal person other than a legal person contemplated in section 10 is also a public institution, subject to section 12.
1971, c. 48, s. 10; 1974, c. 42, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
12. However, a reception centre maintained by a non-profit legal person other than a legal person resulting from an amalgamation or conversion made under this Act is a private institution:
(a) if it is arranged to receive not more than 20 persons at one time; or
(b) if it was already constituted on 1 January 1974 and if it operates without recourse to sums of money derived from the Consolidated Revenue Fund or if such sums do not cover more than 80% of the net amounts it would receive for its current operating expenses, if it were a public institution; or
(c) if it operates in a cooperative form provided for by the regulations.
1971, c. 48, s. 11; 1974, c. 42, s. 7; 1979, c. 85, s. 83; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
13. Every other institution is a private institution.
1971, c. 48, s. 12; 1992, c. 21, s. 375.
HEALTH AND SOCIAL SERVICE COUNCILS
§ 1. — Formation and powers
14. The Government may establish a health and social service council for each region of Québec determined by it.
15. The name of every regional council must include the term “Health and Social Services Council” and indicate the region for which such council is established.
16. Every regional council is a legal person.
17. A regional council may, by by-law:
(a) create the necessary committees for the pursuit of its objects, including administrative committees;
(b) determine their composition, functions, duties and powers, their methods of business management, their rules of internal management and their financing;
(c) determine the mode of appointment, qualifications, functions, duties and powers, term of office and mode of dismissal of their members.
Such by-law must be submitted to the Minister for approval in writing.
18. The principal functions of a regional council shall be:
(a) to encourage the participation of the population in defining its own needs in health services and social services and in the administration and operation of the institutions providing such services;
(b) to ensure sustained communication between the public, the Minister and such institutions;
(c) to receive and hear the complaints of persons for whom an institution situated in the region for which the regional council is established has not furnished the health services and the social services that this Act entitles them to receive, and make the recommendations it considers appropriate in this regard to the institution concerned and the Minister;
(d) to advise and assist the institutions in the preparation of their programs to develop and operate health services and social services and to assume the duties that the Minister entrusts it with to carry out such programs;
(e) to promote the exchange, the elimination of duplication and the better distribution of services in the region and the setting up of common services for several institutions;
(e.1) to act as exclusive representative of the institutions or a category of institutions in the whole or part of its region
i. for the supply in common of such goods as it determines, except the classes of goods indicated by the Minister;
ii. for the supply of common services in the cases and on the conditions determined by the Minister;
(f) to send the Minister, at least once a year, its recommendations to ensure adequate apportionment in its territory of the resources devoted to health services and social services and the best possible use of the available resources;
(g) to carry out, within its territory, any other function or assume the cost of any program relating to the administration of health services and social services that is entrusted to it by the Government.
1971, c. 48, s. 16; 1977, c. 48, s. 6; 1978, c. 72, s. 1; 1981, c. 22, s. 42; 1992, c. 21, s. 375.
18.0.1. Every regional council, in cooperation with the institutions and jointly with other regional councils, as the case may be, shall prepare a program of access to health services and social services in the English language for persons contemplated in section 5.1 in the institutions it indicates, taking into account the organization and resources of such institutions. The program must be approved by the Government.
18.1. Hospital centres and reception centres shall submit their criteria on the admission and discharge of beneficiaries and their policies on the transfer of beneficiaries, for approval, to the health and social service council of their region if it is designated by regulation.
Every regional council designated under the first paragraph shall establish, in accordance with the standards determined by regulation, a regional system for the admission, discharge and transfer for beneficiaries of long-term care, shelter and rehabilitation, except beneficiaries of services from rehabilitation centres for physically handicapped persons, from rehabilitation centres for persons addicted to drugs and from care and shelter centres for mothers.
Notwithstanding the first paragraph, the Minister may require a hospital centre or a reception centre that he designates for that purpose because of its special vocation to submit to him its criteria on admissions and discharge, and its policies on transfers of beneficiaries. The Minister shall in such a case obtain the opinion of the health and social service council of the region in which the institution is situated. Once approved by the Minister, such criteria and policies bind the institutions and the regional council concerned.
1981, c. 22, s. 43; 1983, c. 54, s. 72; 1984, c. 47, s. 164; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
18.2. A regional council designated by regulation may, to keep in daily touch with the situation in the public institutions and the private institutions referred to in sections 176 and 177, require statistical information from such institutions on the number and nature of registrations and admissions of beneficiaries, on the daily occupancy rate of the institution and on transfers and transport by ambulance of beneficiaries.
1981, c. 22, s. 43; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
18.3. The Conseil de la santé et des services sociaux de la région de Montréal Métropolitain shall, for the purpose of ensuring the distribution of emergency cases, exercise the following functions:
(1) to establish criteria on admissions and policies on transfers of beneficiaries to public institutions and the private institutions referred to in sections 176 and 177;
(2) to ensure that adequate operating standards for emergency services are adopted in such institutions or, if they are not, to fix such standards;
(3) to ensure that such institutions adopt and apply, in respect of the use and allocation of beds, standards in conformity with the requirements of an adequate distribution of emergency cases or, if they do not, to fix such standards;
(4) to devise and set up a regional information system to keep in daily touch with the situation in such institutions in respect of the number and nature of registrations and admissions of beneficiaries and their transfer and transport by ambulance;
(5) (subparagraph repealed);
(5.1) (subparagraph repealed);
(6) (subparagraph repealed).
1981, c. 22, s. 43; 1984, c. 47, s. 165; 1986, c. 57, s. 6; 1988, c. 47, s. 1; 1992, c. 21, s. 375.
18.4. An institution is bound by a decision of a regional council taken under paragraph d, e.1 or g of section 18 or section 18.2 or 18.3.
In no case may the regional council exercise the function vested by paragraph e.1 of section 18 except where it considers it advantageous to all the institutions bound by its decision.
18.5. Notwithstanding paragraph e.1 of section 18, the Conseil de la santé et des services sociaux de la région de Québec may, with the authorization of the Minister, to the extent and on the conditions that he determines, give to Partagec Inc., a non-profit legal person constituted by letters patent issued on 8 July 1966 under Part III of the Companies Act (chapter C-38), the mandate to carry out on its behalf, in the whole or part of the region, its function as exclusive representative of the institutions or a category of institutions for the supply in common of goods and services.
1981, c. 22, s. 43; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
19. The executive director of an institution who receives a recommendation addressed by a regional council in accordance with paragraph c of section 18 must, not later than 30 days after receipt of such recommendation, advise the regional council in writing of what effect it has given to the recommendation.
If, in the opinion of the regional council, there is a risk that the rights of the complainant or of other persons who could find themselves in the same circumstances as the complainant might be endangered because of the attitude of the institution concerned, it may present a motion to the Administrative Tribunal of Québec.
1974, c. 42, s. 8; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1997, c. 43, s. 743.
20. The function of a regional council shall also be to regulate and supervise the election of the members of the boards of directors of the institutions when this Act provides for such election.
Every regulation made by a regional council under this section must deal with the procedure to be followed in such election and provide for a voting period of at least four hours for the members of each of the electoral colleges contemplated in sections 78 to 82.
Such regulation must be submitted for the approval of the Government; if it receives such approval, it shall come into force on the date of its publication in the Gazette officielle du Québec.
21. A regional council shall determine, by regulation to which the third paragraph of section 20 shall apply, the procedure which must be followed to appoint the members of the board of directors of institutions when such members must, under this Act, be appointed jointly by several institutions or bodies.
22. If there is no regional council in a region or if a regional council fails to exercise the functions assigned to it by sections 20 and 21, such functions shall be exercised by the Minister.
1971, c. 48, s. 19; 1974, c. 42, s. 10.
23. Every regional council must hold at least once a year a public information meeting in which the population of the region for which the council is established shall be invited to participate.
The members of the board of directors must then make public, in accordance with the regulations, such items of information as are prescribed with respect to the financial statements of the regional council. They must also answer any question put to them respecting the financial statements, the functions that the regional council assumes and the relations it has with the institutions of the region for which it is established.
The annual public information meeting held under this section and the elections or appointments envisaged in section 24 may take place on the same day.
1971, c. 48, s. 20; 1974, c. 42, s. 11; 1986, c. 57, s. 6; 1987, c. 104, s. 2; 1992, c. 21, s. 375.
§ 2. — Board of directors
24. The powers of a regional council shall be exercised by a board of directors composed of 15 members including the director general. The members must reside or hold regular employment in the region for which the regional council is established.
Two members shall be elected for three years by the mayors of the municipalities of the region.
Three members shall be appointed for three years by the Minister after consultation with the most representative socio-economic groups in the region.
One member shall be elected for three years by the executive directors of the institutions of the region from among their number.
The other members shall be appointed for three years by the following bodies of the region:
(a) one by the hospital centres;
(b) one by the councils of physicians, dentists and pharmacists constituted in the institutions and chosen among their members;
(c) one by the local community service centres;
(d) one by the social service centres;
(e) one by the reception centres;
(f) one by the universities;
(g) one by the general and vocational colleges;
(h) one by the voluntary bodies in the region working in the field of health and social services and recognized as such by the regional council.
Failing any of these classes of bodies in the region or if the election or appointment of a member does not take place, the Minister shall make the appointment after consulting the board of directors of the regional council.
No member of a regional council elected or appointed under the second or third paragraph or subparagraph f, g or h of the fifth paragraph may hold employment or practise a profession in an institution.
The procedure that must be followed for the election or appointment of such members shall be determined by regulation.
Any person concerned may take an application to the Administrative Tribunal of Québec for contestation or annulment of any election or appointment made in virtue of this section.
The Tribunal may confirm or annul the election or appointment of a member, or declare another person validly elected.
Where the Tribunal annuls the election of a member without declaring another person validly elected or where the Tribunal annuls the appointment of a member, a new election must be held or a new appointment made without delay.
The member so elected or appointed shall remain in office for the unexpired portion of the term of office of the member whose election or appointment was annulled.
1971, c. 48, s. 21; 1974, c. 42, s. 12; 1977, c. 48, s. 7; 1978, c. 72, s. 2; 1981, c. 22, s. 44; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1997, c. 43, s. 744.
24.1. The powers of the Conseil de la santé et des services sociaux de la région de Montréal Métropolitain shall be exercised by a board of 18 directors.
In addition to the members provided for in section 24, the Conseil shall include a second member appointed by the hospital centres, a second member appointed by the social service centres and a fourth member appointed by the Minister after consultation with the most representative socio-economic groups.
26. The term of office of the members of the board of directors of a regional council may be renewed consecutively once.
27. The regional council may pay a remuneration to its members or reimburse their travel expenses within such limits as are determined by Government regulation established according to the functions of the members.
Such regulation may prescribe the proportion of the remuneration that may be paid to the members of the council as compensation for part of their expenses.
28. The members of the board of directors of a regional council shall remain in office, notwithstanding the expiry of their term, until reappointed, reelected or replaced.
29. Any vacancy occurring among the members of the board of directors of a regional council other than the director general shall be filled, for the unexpired portion of the term of office of the member to be replaced, by a resolution of the members of the board of directors remaining in office, taking into account, as far as possible, the representation of each electoral body in which the vacancy occurred.
1971, c. 48, s. 26; 1974, c. 42, s. 13; 1978, c. 72, s. 3; 1986, c. 57, s. 6.
30. The members of the board of directors of a regional council in general meeting shall each year elect the chairman and the vice-chairman of the regional council from among their number.
In the case of a tie-vote at a meeting of the members of the board of directors, the chairman shall have a casting vote.
31. No director general of a regional council shall, under pain of forfeiture of office, have any direct or indirect interest in an undertaking causing his personal interest to conflict with that of the regional council. However, forfeiture is not incurred if such an interest devolves to him by succession or gift, provided he renounces it or, after informing the board of directors thereof, he disposes of it within the time prescribed by the board.
A director general who is forfeited of office becomes disqualified from holding any executive office or employment in any regional council or public institution for the period determined in the judgment. The disqualification period shall not exceed three years.
The board of directors of a regional council must, on becoming aware that its director general is in a situation of conflict of interest, take measures with the view of instituting proceedings for forfeiture of office against him. It must, also, within the ten following days, inform the Minister thereof in writing, indicating to him the nature of the situation and the measures taken.
Every member of the board of directors of a regional council other than the director general who has a direct or indirect interest in an undertaking causing his personal interest to conflict with that of the regional council must, under pain of forfeiture of office, disclose his interest in writing to the board of directors and abstain from sitting on the board and participating in the deliberations or decisions when a matter pertaining to the undertaking in which he has that interest is being debated.
For any member of the board of directors, the fact of being a minority shareholder of a legal person which operates an undertaking referred to in this section does not constitute a situation of conflict of interest if the shares of the legal person are listed on a recognized stock exchange and if the member of the board of directors involved is not an insider of the legal person within the meaning of section 89 of the Securities Act (chapter V-1.1).
1971, c. 48, s. 28; 1987, c. 104, s. 3; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
§ 3. — Administrative Committee
32. The board of directors of any regional council may, by by-law, establish an administrative committee and determine the functions, powers and duties thereof.
The administrative committee shall consist of the chairman of the board of directors, who shall preside, the director general and three members of the board of directors appointed annually by the members of such board in general meeting.
1971, c. 48, s. 29; 1978, c. 72, s. 4; 1986, c. 57, s. 6.
34. The members of the administrative committee shall remain in office notwithstanding the expiry of their term, until reappointed or replaced, provided that they remain members of the board of directors.
35. Every vacancy among the members of the administrative committee shall be filled by following the mode of appointment prescribed for the appointment of the member to be replaced, but only for the unexpired portion of his term of office.
§ 4. — Director general and staff
36. The director general shall direct and coordinate all the administration of the regional council within the scope of its regulations.
1971, c. 48, s. 33; 1986, c. 57, s. 6.
37. The director general of a regional council shall, under pain of forfeiture of office, devote himself exclusively to the work of the council and the duties of his office.
Notwithstanding the foregoing, he may hold any additional employment, office or function or provide any additional service, if no remuneration or direct or indirect benefit is paid or granted to him therefor.
A director general may, with the authorization of the board of directors, hold, outside the health and social services sector, any additional employment, office or function or provide any additional service for which a remuneration or a direct or indirect benefit is paid or granted to him.
Similarly, a director general may, with the authorization of the Minister and of the board of directors, hold, within the health and social services sector, an additional employment, office or function or provide any additional service for which a remuneration or a direct or indirect benefit is paid or granted to him. However, only the authorization of the board of directors is required in the case of an office or function held within an association consisting of the majority of the regional councils or within an association of executive directors of health services and social services recognized by order for labour relations purposes.
A director general may also hold an elective public office.
The board of directors of a regional council must, on becoming aware that its director general is contravening any of the rules prescribed in this section, suspend him without remuneration or take measures with the view of instituting proceedings for forfeiture of office against him, according to the seriousness of the contravention. It must, also, within the ten following days, inform the Minister thereof and indicate to him the nature of the situation and the measures taken. Any suspension imposed under this paragraph may vary from three to six months.
A director general who is forfeited of office becomes disqualified from holding any office or employment in any regional council or public institution for the period determined in the judgment. The disqualification period shall not exceed three years.
38. The board of directors shall appoint the director general and shall also appoint the senior management personnel on the recommendation of the director general.
When the board of directors discusses or decides the dismissal, remuneration, renewal of engagement and other conditions of employment of the director general, the latter shall abstain from sitting.
1971, c. 48, s. 35; 1974, c. 42, s. 15; 1978, c. 72, s. 5; 1981, c. 22, s. 51; 1986, c. 57, s. 6.
§ 5. — Miscellaneous
39. The minutes of the meetings approved by a regional council shall be authentic; the same shall apply to copies or extracts certified by the chairman of the regional council or its secretary.
40. No act, document or writing shall bind a regional council or be attributed to a regional council, unless signed by the chairman, the director general, the secretary or an employee of the regional council but only, in the case of the employee, to the extent determined by by-law of the regional council.
41. Every regional council shall, not later than 30 June each year, make a report of its activities to the Minister for the year ending on the preceding 31 March. Such report must also contain all information the Minister may prescribe. It shall be laid before the National Assembly within 30 days if it is in session or, if it is not, within ten days of the opening of the next session.
A regional council shall also at any time give the Minister any information he requires on its activities.
PROVISIONS APPLICABLE TO REGION 10A CONTEMPLATED IN THE AGREEMENT CONCERNING JAMES BAY AND NORTHERN QUÉBEC
42. In this division,
(a) “Regional Government” means the Regional Government created under section 13 of the Agreement;
(b) “Agreement” means the Agreement tabled in the National Assembly, 9 June 1976, as Sessional Documents, Nos. 101 and 102.
43. The Government may delineate the territory of Region 10A, divide it into sectors and establish a health and social services council for the said region.
The rights, powers, privileges and obligations of such council shall be exercised by the council of the Regional Government.
Notwithstanding article 2(9) of Schedule 2 to Section 12 and article 2(9) of Schedule 2 to Section 13 of the Agreement, every ordinance of the Regional Government made under this division applies to the whole territory of the Regional Government and its application shall not be restricted to the municipalities under its jurisdiction.
The functions, powers and duties of the administrative committee, director general and staff of the health and social services council contemplated in this section shall be exercised by the executive committee, the head of the Health and Social Services Department of the Regional Government and the officers of the Regional Government, respectively.
1977, c. 48, s. 9; 1986, c. 57, s. 6.
44. Notwithstanding sections 78 to 82, the powers of a public institution belonging to the classes enumerated in subparagraphs a, b, d and e of the first paragraph of section 64 and situated in a sector of Region 10A, shall be exercised by a board of directors consisting of the following members:
(a) one representative from, and elected for three years by, each municipality of the sector;
(b) three persons elected for three years by the members of the clinical staff advisory council constituted in the institution and chosen among the members of that council, with not more than one representative for each professional order;
(c) one person elected for three years by all the members of the non-clinical staff of the institution and chosen among such members;
(d) the director of the community health department of a hospital centre, of an agency governed by the Region 10A Health and Social Services Council or of a hospital centre with which the said council has a service contract, or his nominee, or the director of professional services or his nominee, such persons shall be appointed by the Region 10A Health and Social Services Council if there is more than one such hospital centre;
(e) the head of the Health and Social Services Department of the Regional Government or his nominee;
(f) the executive director of the institution.
Only a person qualified to hold municipal office and entitled to vote in accordance with articles 13 to 15 and 45 to 47 of Schedule 2 to Section 12 of the Agreement is qualified to be elected and to vote for the application of subparagraph a of the first paragraph.
A person qualified to hold municipal office and entitled to vote under subparagraphs b, c, d, e and f of the first paragraph is not subject to residence or domicile requirements.
1977, c. 48, s. 9; 1978, c. 72, s. 6; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1994, c. 40, s. 457.
45. Any vacancy among the members elected in accordance with section 44 shall be filled by following the mode of election prescribed for the election of the member to be replaced, but only for the unexpired portion of the term of such member.
46. Notwithstanding section 97, the administrative committee of an institution of the region shall consist of the chairman of the board of directors, the executive director and three other members of the board of directors of the institution appointed each year by such board.
1977, c. 48, s. 9; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
47. Notwithstanding sections 27, 33, 94 and 102, the members of the board of directors and of the administrative committee of the regional council and the members of the board of directors and of the administrative committee of a public institution situated in the region shall be indemnified for attending meetings in accordance with the regulations made for such purpose by their respective councils. Such regulations shall come into force upon approval by the Minister.
48. Any person concerned may make an application to the Administrative Tribunal of Québec for contestation or annulment of any election held under subparagraphs b and c of the first paragraph of section 44.
The Tribunal may confirm or annul the election or declare another person validly elected.
Where the Tribunal annuls the election of a member without declaring another person validly elected, a new election must be held without delay.
The member thus elected shall remain in office for the unexpired portion of the term of office of the member whose election was annulled.
49. Except in the case of inconsistency with the provisions of this division and the regulations made thereunder, the provisions of the other divisions of this Act and the regulations apply with the necessary modifications to the regional council and to a public institution contemplated in this division, notwithstanding section 2.
PROVISIONS APPLICABLE TO REGION 10B CONTEMPLATED IN THE AGREEMENT CONCERNING JAMES BAY AND NORTHERN QUÉBEC
(a) “Regional Authority” means the Grand Council of the Crees (of Québec) or its successors, until the coming into force of the Act establishing the regional authority provided for in Section 11A of the Agreement, and, thereafter, the Regional Authority created under the said Act;
51. The Government may delineate the territory of Region 10B and establish in such Region a health and social services council which shall, in addition to fulfilling the functions, duties and powers of such a council, maintain a public institution belonging to the classes enumerated in subparagraphs a, b, d and e of the first paragraph of section 64 through which health services and social services are provided to any person ordinarily resident or temporarily present in the Region.
Pursuant to this section, a health and social services council is established in Region 10B under the name of “Conseil cri de la santé et des services sociaux de la Baie James” , in French. The council may also be designated by the name of “Cree Board of Health and Social Services of James Bay” , in English, and “Akusen Ananakeecheedakanooch” in Cree; Order in Council 1213-78 dated 20 April 1978 (not published).
52. Sections 15 and 16, paragraphs a, b, d, e and f of section 18, section 23, sections 36 and 38 and sections 39 to 41 of Division II apply with the necessary modifications to the regional council established under this division.
53. The Minister shall receive and hear the complaints of persons to whom an institution situated in the region contemplated in this division has not furnished the health services and social services this Act entitles them to receive, and he shall make the recommendations he considers appropriate to the institution concerned.
The executive director of an institution who receives a recommendation addressed by the Minister in accordance with the first paragraph must, not later than 30 days after receipt of such recommendation, advise the Minister of what effect it has given to the recommendation.
54. The powers of the regional council created under this division shall be exercised by a board of directors consisting of the following members:
(a) one Cree representative from and elected for three years by each of the distinct Cree communities of the region ordinarily served by the regional council;
(b) one Cree representative appointed for three years by the Cree Regional Authority;
(c) three representatives elected for three years, from among and by the members of the clinical staff advisory council of any institution in the region, with not more than one representative for each professional order;
(d) one representative elected for three years, from among and by the members of the non-clinical staff of any institution in the region;
(e) the director of the community health department of a hospital centre, forming part of the regional council or with which the regional council has a service contract, or his nominee, or the director of professional services or his nominee; such persons shall be appointed by the Regional Authority if there is more than one such centre;
(f) the executive director of the institution and, if there is more than one such institution in the region, a person chosen by and from among the executive directors.
The expression “Cree communities” as used in subparagraph a of the first paragraph has the same meaning as in Section 3 of the Agreement.
Only persons who are Cree, within the meaning of Section 3 of the Agreement, who are entitled to hold office and to vote for a local government of the said Region, provided for in Section 10 of the Agreement, and the Inuit ordinarily resident in the community of Fort George may, provided they are of the age of majority, hold office on and vote for elections to the regional council.
All non-Cree persons who have been ordinarily resident for the twelve months preceding any election in one of the communities served by the regional council, may vote for the election of the members pursuant to subparagraph a of the first paragraph.
A person qualified to hold office and to vote under subparagraphs c, d, e and f of the first paragraph is not subject to residence or domicile requirements.
55. One-third of the first members elected under subparagraphs a and c of the first paragraph of section 54 shall serve for one year and another one-third for two years.
Such members shall be designated by the drawing of lots at the first meeting of the board of directors of the regional council.
56. The term of office of the members of the regional council elected under subparagraphs c and d of the first paragraph of section 54 shall not be renewed consecutively more than once.
57. Any vacancy among the members of the board of directors provided for in section 54 shall be filled by following the mode of election or appointment prescribed for the election or appointment of the member to be replaced, but only for the unexpired portion of the term of the member to be replaced.
58. The Minister shall regulate and supervise the election or appointment of the members of the board of directors elected in accordance with subparagraphs c, d and f of the first paragraph of section 54.
Every regulation to that effect must be submitted for approval to the Government; if it is approved, it shall come into force on the date of its publication in the Gazette officielle du Québec.
The Minister shall supervise the elections of the members of the board of directors which may be held in accordance with the customs and procedures of the Native people of the said community contemplated in subparagraph a of the first paragraph of section 54 and the appointment provided for in subparagraph b of the first paragraph of the said section.
The Minister shall not consider or declare to be irregular or invalid due to lack of formalities the election of the representative of a community contemplated in subparagraph a of the first paragraph of section 54, if he is satisfied that the election was carried out in accordance with the customs and procedures of the Native people of the said community and that such customs and procedures did not deprive any qualified person of the right to vote or of the right to hold office.
In the event that the Minister declares the election of a community representative to be irregular or invalid in accordance with the preceding paragraph, the chief of such community shall be the Cree representative for such community on the council until another representative from such community has been validly elected.
59. Any person concerned may make an application to the Administrative Tribunal of Québec for contestation or annulment of any election or appointment held or made under subparagraph c, d, e or f of the first paragraph of section 54.
The motion must be presented within 60 days of the date on which the results of the election are known.
On receipt of the motion, the secretary of the Tribunal shall send a copy to the person against whom the proceedings are brought and to the Minister of Health and Social Services. The Minister may intervene at any stage in the proceeding and in such case is a party thereto.
The Tribunal may confirm or annul the election or appointment or declare another person validly elected.
The member thus elected or appointed shall remain in office for the unexpired portion of the term of office of the member whose election or appointment was annulled.
60. The regional council shall meet at least four times annually.
A quorum shall consist of four members elected in accordance with subparagraph a of the first paragraph of section 54 and two other members.
61. The members of the board of directors of the regional council shall be indemnified for attending meetings in accordance with the regulations made to that effect by the council. Such regulations shall come into force upon approval by the Minister.
62. The regional council shall establish, by by-law, an administrative committee and determine its functions, duties and powers and the mode of appointment of its members.
Such committee shall consist of the chairman of the council, the executive director of an institution and four other members of the said council, at least one but not more than two of whom shall have been elected in accordance with subparagraph c or d of the first paragraph of section 54.
Section 61 applies with the necessary modifications to the members of the administrative committee.
63. Except in the case of inconsistency with the provisions of this division and the regulations made thereunder, the provisions of the other divisions of this Act and the regulations apply with the necessary modifications to the regional council contemplated in this division, notwithstanding section 2.
63.1. The regional council contemplated in this division may offer midwifery services and may to that effect enter into a service contract with a midwife.
Sections 259.2 to 259.9 of the Act respecting health services and social services (chapter S-4.2) apply, with the necessary modifications, to the making of such a contract, and the midwives concerned are subject to the provisions of the agreement referred to in sections 432.1 to 432.3 of that Act.
63.2. Where the regional council avails itself of the provisions of section 63.1, the board of directors must, in its organization plan, provide for the setting up of the structures necessary to ensure the exercise of the functions provided for in sections 208.2, 208.3, 225.3 and 225.4 of the Act respecting health services and social services (chapter S-4.2), or assign those functions to existing structures.
In addition, the regional council must provide for all the particulars that may be necessary to ensure the proper dispensing of midwifery services for the regional council, in particular cooperative arrangements between the midwives, the physicians and the nursing personnel.
FORMATION AND ADMINISTRATION OF INSTITUTIONS
§ 1. — Constitution and powers of public institutions
64. The Inspector General of Financial Institutions shall, upon the request of the Minister, establish by letters patent under his hand and seal, public institutions of one or more of the four following classes:
(a) local community service centres;
(b) hospital centres;
(c) (subparagraph repealed);
(d) social service centres;
(e) reception centres.
The composition of the board of directors of an institution which belongs to more than one category shall be determined by its letters patent. Such composition must be that fixed by one or other of sections 78 to 82 for one of the categories to which the institution belongs.
1971, c. 48, s. 39; 1974, c. 42, s. 16; 1975, c. 76, s. 11; 1977, c. 48, s. 10; 1978, c. 72, s. 8; 1981, c. 9, s. 24; 1981, c. 22, s. 52; 1982, c. 52, s. 229; 1984, c. 27, s. 97; 1992, c. 21, s. 375.
65. The letters patent shall designate the classes to which the institution belongs, its name, the place of its head office and at least five provisional members of its board and at most as many provisional members as must be elected or appointed thereto under sections 78 to 82, as the case may be, appointed until the elections or appointments provided for in such sections are held or made; they may also contain any other provision consistent with this Act.
66. The Inspector General of Financial Institutions may, upon the request of the Minister, issue letters patent amending the letters patent or the supplementary letters patent of an institution.
Notice of the issue of the letters patent and of the supplementary letters patent under section 64 and this section shall be published in the Gazette officielle du Québec.
1971, c. 48, s. 41; 1975, c. 76, s. 11; 1978, c. 72, s. 9; 1981, c. 9, s. 24; 1982, c. 52, s. 230; 1992, c. 21, s. 375.
66.1. Where letters patent contain an error of name, an incorrect designation or a clerical error, the Inspector General of Financial Institutions, if no contrary claim is made, may order that these letters patent be corrected or cancelled and that accurate letters patent be issued.
The corrected letters patent or the new letters patent have the same effect as if accurate letters patent had been issued at the date of the original letters patent and the acquired rights of third persons are not affected by that correction or a new issuance.
Notice of the correction of the letters patent or of the issuance of new letters patent is immediately published in the Gazette officielle du Québec by the Inspector General of Financial Institutions.
1978, c. 72, s. 10; 1981, c. 9, s. 24; 1982, c. 52, s. 233.
67. Subject to the publication of such notice, the public institution shall be constituted from the date of the letters patent.
The Inspector General of Financial Institutions, at the request of a public institution constituted pursuant to this Act, and with the written authorization of the Minister, may cancel the letters patent of such an institution, and that cancellation is effective on the sixtieth day following the publication of a notice to that effect in the Gazette officielle du Québec.
The institution is thereby dissolved and its property devolves, after the payment of its debts and performance of its obligations, to the Government or to a public institution designated by the Government.
1971, c. 48, s. 42; 1974, c. 42, s. 17; 1978, c. 72, s. 11; 1981, c. 9, s. 24; 1982, c. 52, s. 233; 1992, c. 21, s. 375.
68. Every public institution is a legal person.
§ 2. — Provisions applicable to all institutions
69. Every institution shall prepare an organization plan in accordance with subparagraph b of section 105. Such plan shall describe the administrative structures of the institution, its divisions, services and departments and any other element required by the law or the regulations.
Every such organization plan shall be submitted to the Minister on demand.
1974, c. 42, s. 18; 1977, c. 48, s. 11; 1992, c. 21, s. 375.
70. The organization plan of a hospital centre must also provide for the formation of clinical departments and services as well as the number of physicians and dentists who may practise their professions in each of such departments and services according to its permit and the financial resources at its disposal.
The board of directors of a hospital centre must, after consultation with the council of physicians, dentists and pharmacists and, in the case of a hospital centre affiliated with a university, after consultation with the university to which it is affiliated, send such part of the organization plan to the regional council which shall approve it with or without amendments.
That part of the organization plan must be reviewed at least every three years.
At the request of the Minister, a regional council must postpone its approval until authorized by the Minister.
1974, c. 42, s. 18; 1978, c. 72, s. 12; 1979, c. 63, s. 325; 1981, c. 22, s. 53; 1984, c. 47, s. 166; 1984, c. 47, s. 208; 1986, c. 57, s. 1.
70.0.1. The organization plan of a local community service centre or of a reception centre must also provide, as the case may be, for the number of physicians and dentists who may practise their professions in the institution according to its permit and the financial resources at its disposal.
The board of directors of a local community service centre or of a reception centre must send such part of the organization plan to the regional council, which shall approve it with or without amendments.
70.0.2. The regional council shall, in accordance with the regulations, prepare a regional medical and dental staffing plan for the institutions in the region, on the basis, particularly, of each and all of the organization plans it has approved under sections 70 and 70.0.1.
The regional plan must be reviewed at least every three years.
The regional plan, accompanied with the organization plans used in preparing it, must be submitted to the Minister, who shall approve it with or without amendments.
Where the Minister amends the regional plan, he shall inform any hospital centre, local community service centre or reception centre of the amendments affecting its organization plan, where such is the case.
70.1. No hospital centre may offer new services of such a nature as to necessitate teams of professionals or highly specialized equipment determined by regulation, nor acquire very highly specialized equipment determined by regulation before obtaining authorization in writing from the Minister. The Minister shall consult the regional council concerned before granting such authorization.
71. Every clinical department of a hospital centre shall be directed by a head who shall be a physician or a dentist, except the clinical biochemistry which may be headed by a clinical biochemist. Every head of department shall be appointed for not more than four years by the board of directors of the centre after consultation with the physicians, the dentists or, where applicable, the clinical biochemists practising in the department, with the director of professional services and with the council of physicians, dentists and pharmacists. If the hospital centre is affiliated with a university, appointment of the department heads must be made after consultation with the university under the terms of the contract of affiliation.
1974, c. 42, s. 18; 1984, c. 47, s. 208; 1989, c. 35, s. 1.
71.1. Under the authority of the director of professional services of the hospital centre, the head of a clinical department shall
(1) coordinate, subject to section 112, the professional activities of the physicians, dentists and, where applicable, clinical biochemists of his department;
(1.1) subject to the second paragraph, manage the resources of his department to the extent provided by the organization plan of the hospital centre;
(2) devise, for his department, rules governing the use of the resources of the hospital centre; the rules may provide administrative sanctions, in particular, to limit or suspend the right of a physician or dentist to use the resources of the hospital centre;
(3) inform, where such is the case, the director of professional services and the council of physicians, dentists and pharmacists of any failure by a physician or dentist of his department to comply with the rules governing the use of the resources;
(4) see to the distribution of medical and dental care in his department.
The head of the radiology clinical department and the head of the clinical department of medical biology laboratories shall manage the resources of their clinical departments to the extent provided by regulation or, failing that, in the organization plan of the hospital centre. The Government may provide by regulation that the management of all or part of the resources of the radiology clinical department or the clinical department of medical biology laboratories be entrusted by the director of professional services to a person other than the head of the clinical departments.
The rules governing the use of the resources must provide, in particular, that no bed may be reserved for a particular physician or dentist for beneficiaries treated by him and that, in case of necessity, the director of professional services or his representative may designate a department or service in which a bed must be put at the disposal of the beneficiary.
The rules governing the use of the resources come into force upon approval by the board of directors which shall first obtain the opinion of the council of physicians, dentists and pharmacists.
1981, c. 22, s. 55; 1984, c. 47, s. 168; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1989, c. 35, s. 2.
71.2. Under the authority of the council of physicians, dentists and pharmacists, the head of a clinical department shall
(1) supervise the manner in which medicine and dentistry are practised in his department;
(2) devise, for his department, rules governing medical and dental care which take into account the necessity of providing adequate services to beneficiaries and the organization of the resources available in the institution.
If there is no head of the clinical department or where the head of that department is a clinical biochemist, the responsibilities provided for in the first paragraph are exercised by the council of physicians, dentists and pharmacists.
The rules contemplated in subparagraph 2 of the first paragraph must provide that the professional practise of physicians and dentists of various clinical departments must follow uniform rules of care.
These rules are submitted to the board of directors, which may grant or refuse its approval after obtaining the advice of the council of physicians, dentists and pharmacists.
1981, c. 22, s. 55; 1984, c. 47, s. 169; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1989, c. 35, s. 3; 1992, c. 21, s. 375.
71.3. The responsibilities of the head of a clinical department described in sections 71.1 and 71.2 are exercised according to such modalities as may be determined by regulation.
71.4. The filling of a prescription of a physician or dentist who is not a member of the council of physicians, dentists and pharmacists is subject to the rules governing care and the rules governing the use of the resources in force at the hospital centre.
72. No person may, without prior consultation with the regional council concerned and prior authorization of the Conseil du trésor,
(1) acquire, construct, alter or demolish an immovable for the purposes of a public institution or a private institution contemplated in sections 176 and 177;
(2) alienate an immovable owned by such an institution and used for the pursuit of its objects;
(3) cease to operate an institution.
However, the authorization of the Conseil du trésor is unnecessary for construction, alteration or demolition projects where the estimated cost of the work payable by the institution is less than the amount fixed by regulation. In such a case, the written authorization of the regional council concerned is sufficient.
In no case may a public institution or a private institution referred to in sections 176 and 177 lease an immovable required for the pursuit of its objects without the written authorization of the regional council concerned.
1971, c. 48, s. 44; 1974, c. 42, s. 19; 1977, c. 48, s. 12; 1978, c. 72, s. 13; 1981, c. 22, s. 56; 1986, c. 106, s. 5; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
73. An institution acquired in whole or in part through a subsidy of the Government shall not, without the authorization of the Conseil du trésor, be used for other purposes.
This section shall not prevent a trustee for bondholders or hypothecary creditor from exercising rights granted with the authorization of the Conseil du trésor or, for rights granted before 19 December 1986, with the authorization of the Government or,
(a) in the case of a hospital centre, rights granted before 6 July 1962; or,
(b) in the case of any other institution rights granted before 1 June 1972.
1971, c. 48, s. 45; 1977, c. 5, s. 14; 1986, c. 106, s. 6; 1992, c. 21, s. 375.
73.1. The Conseil du trésor may delegate to the Minister, in writing, on the conditions and to the extent it determines, the powers vested in it by sections 72 and 73.
The deed of delegation shall be published in the Gazette officielle du Québec not later than 15 days after the decision of the Conseil du trésor.
1986, c. 106, s. 7.
74. No charter other than an Act of Québec, whether it be letters patent or another document incorporating an institution may be granted, amended, revoked or abandoned without the written authorization of the Minister.
Such a charter shall not be granted to constitute a legal person having as its object to maintain a public institution, unless granted under this Act.
However, the Minister may, with the same effects, give the authorization contemplated in the first paragraph in any case where a charter has been granted, amended, revoked or abandoned without such authorization.
1971, c. 48, s. 47; 1977, c. 48, s. 13; 1978, c. 72, s. 15; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
The Government may, with the same effect, give the consent contemplated in the first paragraph of section 74 of this Act in the case where a charter has been granted, amended, revoked or abandoned before 1 February 1979, without that consent. (1978, c. 72, s. 51).
75. Every contract made by an institution without the authorization of the Government, the Conseil du trésor, the Minister or the regional council concerned is absolutely null in all cases where such authorization is required by this Act.
1971, c. 48, s. 48; 1981, c. 22, s. 58; 1986, c. 106, s. 8; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
§ 3. — Board of directors of public institutions
76. Subject to the following paragraphs, all the powers of a public institution shall be exercised by a board of directors formed according to sections 78 to 82.
The powers of a public institution contemplated in section 11 may be exercised by the board of directors formed pursuant to the institution’s constituting Act, provided that
(a) the immovable assets utilized for the operation of the institution are, on 21 December 1977, the property of a religious community or of a legal person created under the constituting Act of that religious community; and
(b) the institution has received written authorization to that effect from the Minister.
Such board shall nevertheless remain subject to the other not inconsistent provisions of this Act and the regulations regarding the board of directors of a public institution.
However, in the case of an institution whose immovable assets are owned by a non-profit legal person other than a legal person constituted under this Act, such board shall not alienate such assets or change the destination thereof without the agreement of the members of the owning legal person.
77. No person may form part of more than one electoral college for one category of institutions or vote in more than one institution of the same category. The groups contemplated in paragraphs g, h and i of sections 78, 79 and 82 and in paragraphs f, g and h of section 81 are not electoral colleges.
When a user is under 18 years of age, his right to vote shall be exercised by one of his parents. However, no person may vote more than once as such, and when one parent exercises such right to vote, the other parent shall enjoy no right to vote as such, irrespective of the number of their children having received services.
When a user is unable to express his will, his right to vote shall be exercised by his tutor, his curator or the mandatary he designated before his inability began.
1974, c. 42, s. 22; 1977, c. 48, s. 15; 1981, c. 22, s. 59; 1989, c. 54, s. 186; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
78. A local community service centre shall be administered by a board of directors consisting of the following members, who shall be members of it upon their election or appointment:
(a) four persons of full age elected by the meeting of the users of the centre and chosen among such users; where there is a beneficiaries’ committee, one of such persons must be elected by the committee and chosen among its members;
(b) one person appointed in writing by the regional council concerned and chosen among the members on the recommendation of the voluntary bodies of the region working, in the territory served by the centre, in the field of health and social services and recognized as such by the regional council;
(c) two persons appointed in writing by the Minister after consultation with the most representative socio-economic groups in the territory served by the centre;
(d) one person elected by the clinical staff advisory council constituted in the centre and chosen among the members of such council;
(e) one person elected by the meeting of the members of the non-clinical staff employed by the centre and chosen among such members;
(f) one person elected by the council of physicians, dentists and pharmacists and chosen among the members of such council;
(g) one person elected by the board of directors of the hospital centre to which the local community service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the hospital centres situated in the territory of the community health department which serves the local community service centres;
(h) one person elected by the board of directors of the reception centre to which the local community service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the reception centres situated in the territory of the community health department which serves the local community service centre;
(i) one person elected by the board of directors of the social service centre to which the local community service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres;
(j) the executive director of the centre.
1971, c. 48, s. 50; 1974, c. 42, s. 23; 1978, c. 72, s. 16; 1981, c. 22, s. 60; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
79. A hospital centre shall be administered by a board of directors composed of the following members, who shall be members of it upon their election or appointment:
(a) in a hospital centre for long-term care, two persons elected by the beneficiaries’ committee and chosen among the members of such committee; in another hospital centre having a beneficiaries’ committee, one person elected by such committee and chosen among its members;
(b) one person appointed in writing by the regional council concerned and chosen among the members and on the recommendation of the voluntary bodies of the region working in the field of health and social services and recognized as such by the regional council;
(g) one person elected by the board of directors of the local community service centre to which the hospital centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the local community service centres situated in the territory of the community health department which serves the hospital centre;
(h) one person elected by the board of directors of the reception centre to which the hospital centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the reception centres situated in the territory of the community health department which serves the hospital centre;
(i) one person elected by the board of directors of the social service centre to which the hospital centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres;
(j) in the case of a hospital centre whose immovable assets are owned by a non-profit legal person other than a legal person constituted under this Act, three persons elected by the members of such legal person who do not hold employment or practise their profession in the hospital centre;
(k) in the case of an institution affiliated with a university, one person appointed by the university and another person elected by the interns and residents of the centre;
(l) the executive director of the centre.
1971, c. 48, s. 51; 1974, c. 42, s. 24; 1978, c. 72, s. 17; 1981, c. 22, s. 61; 1983, c. 54, s. 73; 1984, c. 47, s. 171; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
1977, c. 48, s. 16; 1978, c. 72, s. 18; 1981, c. 22, s. 62.
81. A social service centre shall be administered by a board of directors composed of the following members, who shall be members of it upon their election or appointment:
(a) two persons of full age elected by the meeting of the users of the centre and chosen among such users;
(b) one person appointed in writing by the regional council concerned and chosen among the members on the recommendation of the voluntary bodies of the region working in the fields of health and social services and recognized as such by the regional council;
(e) one person elected by all the members of the non-clinical staff employed by the centre and chosen among such members;
(f) one person elected by the board of directors of the local community service centre to which the social service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the local community service centres situated in the territory served by the social service centre;
(g) one person elected by the board of directors of the reception centre to which the social service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the reception centres situated in the territory served by the social service centre;
(h) one person elected by the board of directors of the hospital centre to which the social service centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the hospital centres situated in the territory served by the social service centre;
(i) in the case of a social service centre maintained by a legal person contemplated in paragraph b of section 10, three persons elected by the members of such legal person who do not hold employment or practise their profession in that centre;
(j) in the case of an institution affiliated with a university, one person appointed by such university;
(k) the executive director of the centre.
1971, c. 48, s. 52; 1974, c. 42, s. 25; 1975, c. 61, s. 2; 1978, c. 72, s. 19; 1981, c. 22, s. 63; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
82. A reception centre shall be administered by a board of directors composed of the following members, who shall be members of it upon their election or appointment:
(a) two persons elected by the beneficiaries’ committee and chosen among the members of such committee;
(b) one person appointed in writing by the regional council concerned and chosen among the members on the recommendation of the voluntary bodies of the region working in the field of health and social services and recognized as such by the regional council;
(f) where a council of physicians, dentists and pharmacists is constituted in the centre, one person elected by the council and chosen among the members of such council;
(g) one person elected by the board of directors of the local community service centre to which the reception centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the local community service centres situated in the territory of the community health department which serves the reception centre;
(h) one person elected by the board of directors of the hospital centre to which the reception centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres or, if there are none, elected jointly by the boards of directors of the hospital centres situated in the territory of the community health department which serves the reception centre;
(i) one person elected by the board of directors of the social service centre to which the reception centre is bound by a contract of professional services referred to in section 124 or, if there are several, elected jointly by the boards of directors of such centres;
(j) in the case of a reception centre whose immovable assets are owned by a non-profit legal person other than a legal person constituted under this Act, three persons who are elected by the members of that legal person and who do not hold employment or practise their profession in the centre;
(k) in the case of an institution affiliated with a university, one person appointed by such university;
1971, c. 48, s. 53; 1974, c. 42, s. 26; 1975, c. 61, s. 3; 1977, c. 48, s. 17; 1978, c. 72, s. 20; 1981, c. 22, s. 63; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
82.1. For the purposes of the composition of the boards of directors of the institutions, “contract of professional services” means a contract made between institutions of the same region.
82.2. Excepting the executive director, the term of office of the members of the boards of directors of the institutions contemplated in sections 78 to 82 is three years.
83. When a board of directors discusses or decides the dismissal, suspension, remuneration, renewal of engagement or other conditions of employment of the executive director, he shall abstain from sitting.
1974, c. 42, s. 27; 1977, c. 48, s. 18; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
84. The meeting contemplated in paragraph a of sections 78 and 81 must be held every three years on the day, in the month of May, determined by the regional council.
Before 1 April of each year during which the meeting must be held, the regional council shall designate a chairman of the meeting, fix the place thereof and shall call it by a notice published in two newspapers circulating in the territory served by the institution. The notice must indicate the date of the meeting. In the case where an institution has facilities located at a distance from one another, the regional council may decide that the meeting be held in more than one place and appoint a different chairman for each sitting.
1971, c. 48, s. 54; 1974, c. 42, s. 28; 1977, c. 48, s. 19; 1978, c. 72, s. 21; 1981, c. 22, s. 65; 1987, c. 104, s. 5; 1992, c. 21, s. 375.
85. The first elections or appointments in accordance with each of sections 78 to 82 are held during the first month of May following the issue of the first permanent permit issued in accordance with subdivision 1 of Division VI.
The first elections or appointments of members to the boards of directors of institutions established after 24 March 1982 are held at the time prescribed for the election or appointment of the members of institutions of the same category.
1974, c. 42, s. 28; 1977, c. 48, s. 20; 1978, c. 72, s. 22; 1981, c. 22, s. 66; 1992, c. 21, s. 375.
86. No person may be a member of the board of directors of an institution if:
(a) he is under tutorship or curatorship;
(b) he is placed under confinement within the meaning of article 30 of the Civil Code of Québec (Statutes of Québec, 1991, chapter 64); or
(c) he has been condemned within the preceding five years for committing an offence or crime that may entail up to three years of imprisonment;
(d) he was declared forfeited of office as a member of the board of directors of an institution in the preceding three years pursuant to paragraph a of section 170;
(e) he was convicted of an offence in the preceding three years pursuant to section 179 or 180.
Paragraph c of this section does not apply to the boards of directors of the reception centres designated by the Government, by an order which must be published in the Gazette officielle du Québec.
1974, c. 42, s. 28; 1977, c. 48, s. 21; 1981, c. 22, s. 67; 1986, c. 57, s. 3; 1989, c. 54, s. 187; 1990, c. 4, s. 819; 1992, c. 21, s. 375; 1997, c. 75, s. 53.
1974, c. 42, s. 28; 1977, c. 48, s. 22; 1981, c. 22, s. 68; 1997, c. 43, s. 747.
89. If the election or appointment of a member under sections 78 to 82 is not held or made, the regional council of the region in which the institution is situated shall make the appointment.
If there is no regional council in the region, the Minister shall make the appointment.
90. A person ceases to be a member of a board of directors of an institution upon losing the qualifications necessary for his appointment or election, except a person elected under paragraph a of section 78 or 81.
91. Any vacancy occurring less than two years after the election or appointment of a member of the board of directors of an institution shall be filled within a reasonable time by following the mode of election or appointment prescribed for the election or appointment of the member to be replaced, but only for the unexpired portion of the term of such member.
Any vacancy occurring more than two years after the election or appointment shall be filled, for the unexpired portion of the term of the member to be replaced, by a resolution of the members of the board who remain in office.
This section does not apply to the executive director.
1971, c. 48, s. 56; 1974, c. 42, s. 29; 1978, c. 72, s. 24; 1981, c. 22, s. 70; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
92. The members of the board of a public institution shall remain in office, notwithstanding the expiry of their term, until reappointed, reelected or replaced.
93. The members of the board of a public institution shall elect the president and the vice-president of the institution from among themselves each year.
However, neither the president nor the vice-president may hold employment in the institution.
In the case of a tie-vote at a meeting of the members of the board of directors, the president shall have a casting vote.
94. The members of the board of a public institution shall receive no salary as such; they may be indemnified, in accordance with the regulations, for their expenses incurred in attending meetings.
95. No executive director of a public institution shall, under pain of forfeiture of office, have any direct or indirect interest in an undertaking causing his personal interest to conflict with that of the institution. However, forfeiture is not incurred if such an interest devolves to him by succession or gift, provided he renounces it or, after informing the board of directors thereof, he disposes of it within the time prescribed by the board.
An executive director who is forfeited of office becomes disqualified from holding any executive office or employment in any public institution or regional council for the period determined in the judgment. The disqualification period shall not exceed three years.
The board of directors of a public institution must, on becoming aware that its executive director is in a situation of conflict of interest, take measures with the view of instituting proceedings for forfeiture of office against him. It must, also, within the ten following days, inform the Minister thereof in writing, indicating to him the nature of the situation and the measures taken.
Every member of the board of directors of a public institution, other than the executive director, who has a direct or indirect interest in an undertaking causing his personal interest to conflict with that of the institution shall, under pain of forfeiture of office, disclose his interest in writing to the board of directors and abstain from sitting on the board and participating in the deliberations or decisions on any question relating to the undertaking in which he has an interest.
1971, c. 48, s. 60; 1986, c. 106, s. 9; 1987, c. 104, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
96. The board of directors of any public institution may, by by-law, establish an administrative committee and determine the functions, powers and duties thereof.
97. The administrative committee shall consist of the chairman of the board of directors, the executive director and four other members of the board of directors of the institution appointed each year by such board, one of whom must be elected under paragraph a of section 78, 79, 81 or 82.
98. Nevertheless, in the case of a hospital centre, one of such members shall be the member of the board of directors designated by the council of physicians, dentists and pharmacists and another shall be the member of the board of directors designated by the clinical staff advisory council; in the case of a social service centre, one of such members shall be the member of the board of directors designated by the clinical staff advisory council.
In the case of an institution affiliated with a university, a person delegated by such university shall also be a member of the administrative committee in an advisory capacity only.
1971, c. 48, s. 63; 1974, c. 42, s. 31; 1977, c. 48, s. 25; 1981, c. 22, s. 73; 1984, c. 47, s. 208; 1992, c. 21, s. 375.
99. In an institution where there is no council of physicians, dentists and pharmacists, not less than one nor more than two members of the clinical staff must be members of the administrative committee.
In an institution where there is a council of physicians, dentists and pharmacists, not less than one nor more than two practising physicians or dentists and not less than one nor more than two members of the clinical staff, must be members of the administrative committee.
100. A person shall cease to be a member of the administrative committee as soon as he is no longer qualified to sit on it.
101. Subject to section 100, the members of the administrative committee shall remain in office notwithstanding the expiry of their term, until reappointed or replaced.
102. The members of the administrative committee of a public institution shall receive no salary as such; they may be indemnified, in accordance with the regulations, for their expenses incurred in attending meetings.
103. Any vacancy among the members of the administrative committee shall be filled by following the mode of appointment prescribed for the appointment of the member to be replaced, but only for the unexpired portion of the term of such member.
§ 5. — Executive director and personnel
104. The executive director of a public institution shall be appointed by the board of directors.
The executive director of a private institution shall be appointed by the owner of the institution.
The executive director of a public institution shall, under pain of forfeiture of office, devote himself exclusively to the work of the council and the duties of his office.
An executive director may, with the authorization of the board of directors, hold, outside the health and social services sector, any additional employment, office or function or provide any additional service for which a remuneration or a direct or indirect benefit is paid or granted to him.
Similarly, an executive director may, with the authorization of the Minister and of the board of directors, hold, within the health and social services sector, an additional employment, office or function or provide any additional service for which a remuneration or a direct or indirect benefit is paid or granted to him. However, only the authorization of the board of directors is required in the case of an office or function held within an association consisting of the majority of institutions of a same category or within an association of executive directors of health services and social services recognized by order for labour relations purposes.
An executive director may also hold an elective public office.
The board of directors of a public institution must, on becoming aware that its executive director is contravening any of the rules prescribed in this section, suspend him without remuneration or take measures with the view of instituting proceedings for forfeiture of office against him according to the seriousness of the contravention. It must also, within the ten following days, inform the Minister thereof and indicate to him the nature of the situation and the measures taken. Any suspension imposed under this paragraph may vary from three to six months.
An executive director who is forfeited of office becomes disqualified from holding any office or employment in any public institution or regional council for the period determined in the judgment. The disqualification period shall not exceed three years.
105. The executive director, under the authority of the board of directors, shall be responsible for the administration and operation of the institution.
He shall in particular:
(a) see that the resolutions of the board of directors and the administrative committee are carried out;
(b) prepare and submit the organization plan of the institution to the board of directors for approval;
(c) prepare the institution’s budget, submit it to the board of directors for approval and see to its application in accordance with the approvals and authorizations obtained;
(d) except for persons contemplated in the third paragraph of section 71.1 and pharmacists and the head of the pharmacy department of a hospital centre and unless otherwise provided for by regulation for other categories of institutions, choose and engage the members of the personnel including the junior managerial personnel and send to the board of directors recommendations on the engagement and appointment of the senior managerial personnel, in accordance with the regulations made under section 154;
(e) see to the implementation and operation of an effective management and supervisory system to ensure the preservation and use of the institution’s resources;
(f) sign, on behalf of the institution, all contracts authorized by the board of directors or by the administrative committee;
(g) in the case of a hospital centre, give to the heads of the clinical departments information on the financial and administrative consequences of the activities of the physicians and dentists in their departments;
(h) in the case of a long-term care hospital centre, an institution offering such service or a reception centre, meet periodically with the beneficiaries’ committee to inform it about the general administration of the centre;
(i) in matters of protective supervision of unable persons and mandate given by a person for the eventuality of his inability, fulfil the obligations provided for in the Civil Code and in the Public Curator Act (chapter C-81). He may however designate the director of professional services to fulfil such obligations.
1971, c. 48, s. 70; 1974, c. 42, s. 34; 1981, c. 22, s. 76; 1983, c. 54, s. 74; 1984, c. 47, s. 172; 1986, c. 57, s. 6; 1989, c. 54, s. 188; 1992, c. 21, s. 375.
106. The board of directors of a public institution shall not dismiss the executive director or reduce his salary except by a resolution passed by the affirmative vote of at least two-thirds of its members at a meeting called for that purpose.
107. The board of directors and the executive director of an institution must allow the representatives of the professional orders contemplated in the Professional Code (chapter C-26) to have access to the institution for the accomplishment of the functions they must fulfill to ensure the protection of the public.
§ 6. — Special provisions
108. A clinical staff advisory council is constituted in each institution. Such council shall consist of all the members of the clinical staff working in the institution.
109. The function of the clinical staff advisory council shall be to make recommendations to the board of directors respecting the scientific and technical organization of the institution.
110. The powers of the clinical staff advisory council shall be exercised by an executive committee consisting of three members of the clinical staff working in the institution, the executive director of the institution and the director of professional services. In the case of an institution where there is a council of physicians, dentists and pharmacists, such committee shall also include a physician or a dentist designated by the council of physicians, dentists and pharmacists. However, the power to elect a member to the board of directors of the institution shall be exercised by all of the members of the clinical staff advisory council.
1971, c. 48, s. 74; 1974, c. 42, s. 38; 1977, c. 48, s. 27; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
111. A council of physicians, dentists and pharmacists may be constituted in an institution where at least two physicians and one pharmacist are practising. However, such council shall be constituted in every hospital centre where at least three physicians or dentists are practising and in every local community service centre where at least five physicians or dentists are practising.
Such council shall consist of all the physicians, dentists and pharmacists who practise their profession in the institution and, in the case of a hospital centre, who enjoy the status required by regulation.
112. The council of physicians, dentists and pharmacists, in accordance with such standards as may be determined by regulation, shall be responsible to the board of directors for
(1) supervising and appreciating the medical, dental and pharmaceutical acts performed in the institution;
(2) maintaining the competence of the physicians, dentists and pharmacists practising in the institution;
(3) making the necessary recommendations to ensure that medical, dental and pharmaceutical services are properly distributed;
(4) making recommendations on the scientific and technical organization of the institution;
(5) giving its opinion on the rules governing medical and dental care, on pharmaceutical services and on the rules governing the use of the resources devised by the head of a clinical department;
(6) establishing the modalities of a system of continuous duty in the hospital centre.
In carrying out its functions, the council of physicians, dentists and pharmacists shall take into account the necessity of providing adequate services to beneficiaries, the organization of the institution and the resources available in the institution.
113. The powers of the council of physicians, dentists and pharmacists in an institution having more than five physicians or dentists shall be exercised by an executive committee consisting of five physicians, dentists or pharmacists designated by the council, the executive director of the institution and the director of professional services. However, the power to elect a member to the board of directors of the institution shall be exercised by all of the members of the council of physicians, dentists and pharmacists.
The executive committee shall, in particular, carry out the functions prescribed by regulation.
114. The clinical staff advisory council and the council of physicians, dentists and pharmacists may make by-laws for their internal management, the creation and functioning of committees and the pursuit of their objects. Such by-laws come into force on approval by the board of directors.
In the case of a hospital centre, the council of physicians, dentists and pharmacists must constitute the committees determined by by-law.
Notwithstanding the Act respecting Access to documents held by public bodies and the Protection of personal information (chapter A-2.1), the records and minutes of the council of physicians, dentists and pharmacists and of each of its committees relating to the carrying out of responsibilities described in subparagraphs 1 and 2 of section 112 are confidential. No person may gain access to them except members of the council and of its committees, the Administrative Tribunal of Québec and the representatives of a professional order in the performance of functions assigned to it by law. The executive committee of the council of physicians, dentists and pharmacists has access to the records and minutes of its committees.
1971, c. 48, s. 78; 1974, c. 42, s. 39; 1981, c. 22, s. 79; 1984, c. 47, s. 208; 1987, c. 68, s. 115; 1994, c. 40, s. 457; 1997, c. 43, s. 748.
115. The board of directors of every hospital centre must appoint a director of nursing care, after obtaining the advice of the executive director. Such director must be a member in good standing of the Ordre des infirmières et infirmiers du Québec; he shall perform the duties provided in the organization plan and in the by-laws.
If the organization plan so provides, the board of directors shall also appoint, after obtaining the advice of the executive director, a director of hospital services and a director of administrative services; such directors shall perform the duties provided in the organization plan and in the by-laws.
1974, c. 42, s. 40; 1977, c. 5, s. 229; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
116. The board of directors of every hospital centre or social service centre must appoint a director of professional services.
The board shall appoint such director after taking the advice of the clinical staff advisory council; in the case of a hospital centre it shall also take the advice of the council of physicians, dentists and pharmacists.
In the case of an institution affiliated with a university, the council shall also take the advice of such university.
117. In the case of a hospital centre, the director of professional services must be a physician authorized to practise his profession under the Medical Act (chapter M-9).
118. The director of professional services, under the authority of the executive director, must
(1) direct, coordinate and supervise the activities of heads of clinical departments that are provided for in section 71.1 and coordinate with the other directors concerned the professional and scientific activities of the institution, subject to the organization plan;
(2) implement the administrative sanctions provided for in subparagraph 2 of the first paragraph of section 71.1 and inform thereof the council of physicians, dentists and pharmacists and the heads of clinical departments;
(3) supervise the operation of the committees of the clinical staff advisory council and of the council of physicians, dentists and pharmacists and satisfy himself that they are performing their functions and, in the case of the council of physicians, dentists and pharmacists, that it is adequately supervising the medical, dental and pharmaceutical acts performed in the institution;
(4) assume any other function provided for in the organization plan of the institution;
(5) take all means to ensure that an examination, autopsy or expertise required under the Act respecting the determination of the causes and circumstances of death (chapter R-0.2) is made or performed.
1971, c. 48, s. 81; 1974, c. 42, s. 42; 1978, c. 72, s. 27; 1981, c. 22, s. 81; 1983, c. 41, s. 207; 1984, c. 47, s. 174; 1984, c. 47, s. 208; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
§ 6.1. — Beneficiaries’ Committee
118.1. Every long-term care hospital centre, every reception centre and every institution offering such service must institute a beneficiaries’ committee and provide financing standards for the operation of the committee.
Such committee shall consist of five members elected by the beneficiaries, two of whom may be voluntary members or, as the case may be, beneficiaries who are out-patients. However, no such persons may be employees of the institution, members of the legal person maintaining the institution or members of the board of directors of the institution.
The committee shall make by-laws for its internal management and the election or replacement of its members.
1981, c. 22, s. 82; 1983, c. 54, s. 75; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
118.2. Parents and tutors of beneficiaries less than 18 years of age may be elected as members of a beneficiaries’ committee.
118.3. Where the health of the beneficiaries in an institution does not allow them to be members of a beneficiaries’ committee, the committee may be composed of parents or representatives of the beneficiaries chosen by the regional council concerned, after consultation with the board of directors of the institution.
118.4. The executive director of the institution must foster the proper functioning of the beneficiaries’ committee and inform in writing every beneficiary, or every parent or tutor of a beneficiary less than 18 years of age or whose health does not allow him to be a member of a committee, of the existence of such a committee.
The executive director must allow the beneficiaries’ committee to use premises for its meetings, and make it possible for the committee to keep confidential records.
118.5. The functions of the beneficiaries’ committee are
(1) to defend the collective interest of the beneficiaries or, at the request of any beneficiary, his interests as a beneficiary, before the institution or any competent authority;
(2) to represent and assist, on request, any beneficiary who wishes to file a complaint as provided for in paragraph c of section 18;
(3) to participate in the organization of the recreational activities of the beneficiaries and advise the board of directors of the institution on any matter relating to recreation and the conditions of accommodation of beneficiaries; and
(4) to inform the beneficiaries about the general administration of the institution.
§ 7. — Amalgamation and conversion
119. The Inspector General of Financial Institutions may, upon the request of the Minister, issue letters patent under his hand and seal amalgamating with any legal person which maintains an institution under this Act:
(a) any other such institution; or
(b) any other legal person which has similar objects, by whatever law governed, even if it is constituted under a special Act.
1971, c. 48, s. 82; 1975, c. 76, s. 11; 1978, c. 72, s. 28; 1981, c. 9, s. 24; 1982, c. 52, s. 231; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
120. The Inspector General of Financial Institutions may in like manner convert any legal person contemplated in paragraph b of section 119 into a legal person contemplated in paragraph a of the same section, or amalgamate several legal persons contemplated in paragraph b of the said section.
1971, c. 48, s. 83; 1974, c. 42, s. 43; 1975, c. 76, s. 11; 1978, c. 72, s. 29; 1981, c. 9, s. 24; 1982, c. 52, s. 232; 1999, c. 40, s. 270.
121. No institution contemplated in sections 10 to 13 may be amalgamated or converted under section 119 or 120 except with its consent and on the conditions agreed between it and the Minister.
However, an institution contemplated in paragraph a of section 10 or a public institution whose immovable assets have been acquired out of funds derived for the most part from Government subsidies may be amalgamated in accordance with section 119 where the Minister considers, after consulting the regional council concerned, that the public interest warrants it. In such a case, the Minister shall publish in the Gazette officielle du Québec a notice of his intention to propose to the Government, 45 days after publication of such notice, that it order the amalgamation of such institution and the issue of letters patent to that effect by the Inspector General of Financial Institutions.
After publication of the notice, the Minister must give the institutions concerned the opportunity to present observations.
122. Notice of the issue of letters patent under section 119, 120 or 121 must be published in the Gazette officielle du Québec.
Subject to publication of the notice provided for in the preceding paragraph but from the date of the letters patent, the legal persons shall be amalgamated and form a single legal person or the converted legal person shall cease to exist, as the case may be.
122.1. Notwithstanding section 65, the provisional members of the board of directors of the new legal person resulting from an amalgamation referred to in the second paragraph of section 121 remain in office for at least 12 months from the date of issue of the letters patent.
123. The new legal person resulting from the amalgamation or conversion shall, under the new name granted to it by the letters patent, have all the rights, acquire all the property and assume all the obligations of the amalgamated legal persons or of the converted legal person and proceedings in which these legal persons are parties may be continued without continuance of suit.
124. Every public institution may make contracts of professional services with any other institution or body whereby one party binds itself to make services of a professional nature available to the other or by which the parties exchange such services; such a contract shall be valid only from the date on which it is filed with the regional council of the region where each institution which makes it is situated.
125. In addition to the services which it may offer having regard to the class to which it belongs, an institution may offer teaching and research services if bound by a contract of affiliation with an educational institution recognized by the Minister of Education and by the Minister of Health and Social Services; the terms of such contract, however, must be approved by the Minister of Health and Social Services and the Minister of Education, according to their respective competence.
Such a contract must indicate the person who is responsible for the teaching provided in the institution.
1971, c. 48, s. 88; 1974, c. 42, s. 44; 1985, c. 21, s. 83; 1985, c. 23, s. 24; 1988, c. 41, s. 88; 1992, c. 21, s. 375; 1993, c. 51, s. 56; 1994, c. 16, s. 50.
126. Every public institution must, at least once each year, hold a public information meeting, in which the population of the territory served by the institution shall be invited to participate.
The members of the board of directors must then make public, in accordance with the regulations, such items of information as are prescribed with respect to the financial statements of the institution. They must also answer any question put to them respecting the financial statements, the services provided by the institution and the relations it has with the other institutions and with the regional council of the region in which it is situated.
The mode of calling such meeting and the procedure to be followed at it shall be determined by the regional council of the region where the institution is situated.
The annual public information meeting held under this section may take place at the same time as the meeting of users contemplated in paragraph a of section 78 or 81.
That meeting may be held jointly by several public institutions serving the same territory.
127. No institution, nor its directors, employees, or agents, nor any professional may solicit a renunciation by any person or his agents of the responsibility resulting from professional fault or resulting from the hospitalization or lodging of such person, or from medical examinations, treatments or surgical operations.
If such a renunciation is made, it shall be void.
This section also applies to foster families regarding their fault or negligence.
128. Every physician or dentist practising in an institution must hold a valid professional liability insurance policy for himself and his succession, accepted by the board of directors, and establish each year that such insurance is in force.
A physician or dentist may however fulfil the obligation contemplated in the first paragraph by furnishing each year to the board of directors proof that he is a member of the Canadian Medical Protective Association.
1971, c. 48, s. 91; 1974, c. 42, s. 47; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
129. A physician or dentist may practise his profession in an institution upon his appointment by the board of directors; he shall have the status and privileges granted him by the board of directors after recommendation of the council of physicians, dentists and pharmacists, if any.
The engagement of a pharmacist by a hospital centre must have previously been recommended by the council of physicians, dentists and pharmacists. The status given to the pharmacist on the council is determined in accordance with the regulation.
In the case of a hospital centre, the status and privileges that may be granted to a physician or a dentist are granted in accordance with the regulations.
Furthermore, the enjoyment of the privileges is subject to compliance with the rules approved by the board of directors of the centre.
129.1. The director of professional services, the chairman of the council of physicians, dentists and pharmacists, the head of a clinical department or, in the case of a pharmacist, the head of the pharmacy department may, in case of emergency, temporarily authorize a physician, dentist or a pharmacist to practise his profession in a hospital centre. In that case, the person who gives the authorization must so notify the executive director immediately.
Where there is a risk that the period involved in obtaining the authorization could be prejudicial to a beneficiary, any physician, dentist or pharmacist may, without such authorization, give the treatment or services that the condition of the beneficiary requires.
1981, c. 22, s. 88; 1984, c. 47, s. 176; 1986, c. 57, s. 6; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
130. A physician, dentist or pharmacist wishing to practise his profession in a hospital centre must send to the executive director a form of application for appointment in accordance with the regulations.
The committee of examination of titles of the council of physicians, dentists and pharmacists, the composition of which is determined by by-law, shall consider the application of the candidate and shall report to the council of physicians, dentists and pharmacists within 30 days of the receipt of the application by the executive director.
The council of physicians, dentists and pharmacists shall then send a recommendation to the board of directors within the ensuing 30 days in the case of an application for appointment by a physician or a dentist, and to the executive director in the case of an application for appointment by a pharmacist.
The board of directors shall send a written decision to the physician or dentist within 90 days of the receipt of the original application by the executive director.
In the case of a hospital centre affiliated with a university, the board of directors shall take the decision after consultation with the university in accordance with the terms of the contract of affiliation.
The board of directors of a hospital centre shall accept or refuse the candidature of a physician or dentist taking into account the organization plan contemplated in section 70, the number of physicians and dentists provided for in such organization plan and the resources available and the special requirements of the centre.
The council may also refuse the candidature of a physician or dentist on the basis of criteria of the qualifications, scientific competence or conduct of the physician or dentist, having regard to the special requirements of the hospital centre.
Every refusal must be substantiated in writing.
Within 30 days after accepting a candidature, the council must notify the regional council concerned.
131. The board of directors of a hospital centre may take disciplinary measures in respect of a physician, dentist or pharmacist. The disciplinary measures that may be taken in respect of a physician or dentist are the following: the non-renewal of status or privileges, a reprimand, a change of status, the deprivation of privileges, the suspension of status or privileges for a specific period, the prohibition from using certain resources of the institution, and the revocation of status or privileges. The disciplinary measures that may be taken in respect of a pharmacist are the following: a reprimand or the suspension or revocation of status. The revocation of status of a pharmacist entails his dismissal by the hospital centre.
The board of directors of a hospital centre shall consult the council of physicians, dentists and pharmacists before deciding to apply any measure under this section. If the hospital centre is affiliated with a university, the board of directors shall also consult the university in accordance with the terms of the contract of affiliation.
The non-renewal or the revocation of status or privileges must be substantiated and based only on a lack of qualification, on scientific incompetence, negligence, misconduct or non-observance of the regulations and the by-laws of the hospital centre or of the council of physicians, dentists and pharmacists, having regard to the particular requirements of the hospital centre.
The application of disciplinary measures must be done in accordance with the procedure prescribed by regulation.
132. Any physician or dentist who is not satisfied with a decision rendered in his regard under the seventh paragraph of section 130 or under section 131 may, within 60 days of the date on which the decision was notified to him, contest the decision before the Administrative Tribunal of Québec.
He may also appeal to the Tribunal within 60 days of the expiry of the time prescribed in the fourth paragraph of section 130, as if the decision were unfavourable, if no decision on his application for appointment has been sent to him within the time prescribed in that paragraph.
Any pharmacist who is not satisfied with a decision rendered in his regard under section 131 may also contest the decision before the Tribunal.
132.1. No physician or dentist may cease to practise his profession in an institution before giving at least 60 days’ notice in writing to the board of directors.
The board of directors may authorize a physician or a dentist to cease to practise his profession in an institution without notice or upon notice of less than 60 days if it considers that his termination of employment does not affect the quality or the sufficiency of the medical or dental services provided to the population served by the institution.
132.2. Where a physician or a dentist ceases to practise his profession in an institution without the authorization of the board of directors and without notice or before the time stated in the notice, he shall become, from the date fixed by the Régie de l’assurance maladie du Québec, a non-participating professional, for the purposes of the Health Insurance Act (chapter A-29), for a period equal to twice the number of days remaining of the time given in the notice.
The board of directors shall forthwith inform the Régie de l’assurance maladie of the termination of employment and indicate the period for which the professional becomes a non-participating professional.
Where the board of directors believes that the termination of employment may affect the quality or sufficiency of the medical or dental services provided to the population served by an institution, it shall, in writing, inform the Ordre professionnel des médecins du Québec or the Ordre professionnel des dentistes du Québec, as the case may be.
1986, c. 57, s. 4; 1992, c. 21, s. 375; 1994, c. 40, s. 457; 1999, c. 89, s. 53.
133. No provision of this Act shall be interpreted as limiting the powers of revisory committees instituted by section 41 of the Health Insurance Act (chapter A-29) or of the professional orders contemplated by the Professional Code (chapter C-26).
134. Any institution may receive benevolent contributions from individuals or public or private bodies wishing to assist in the attainment of the objectives pursued by the institution.
If a contribution is made for special purposes the amount thereof shall not be paid into the institution’s general fund; it shall be paid into a special fund managed by the institution and invested or deposited by it in accordance with the provisions of the Civil Code relating to investments presumed sound, until disposed of for the special purposes for which the contribution was made.
However, the amount may be entrusted to a non-profit legal person constituted under the laws of Québec whose sole object is to manage the contributions paid to such institution or to several institutions and to receive directly contributions paid by other persons for special purposes. It must be entrusted to such a legal person if such a condition is attached to the contribution and be used for the special purposes stipulated. The legal person shall be subject to the rules set forth in the preceding paragraph respecting the management of the contributions and their investment.
The bonds or other securities held by a legal person contemplated in this section must be entrusted to the safekeeping of an institution registered with the Régie de l’assurance-dépôts du Québec, unless the Minister orders otherwise.
In case of dissolution of such a legal person and in the absence of particular provisions in that respect in the letters patent, the Government shall determine the apportionment of the assets of the said legal person.
The funds paid into a non-profit legal person in accordance with this section are deemed received in trust by such legal person; the legal person receiving such funds shall be, in respect of such funds, subject to the same obligations and powers as a trust company incorporated in Québec.
The preceding rules also apply to funds established by contribution before 1 June 1972 which have been habitually used for special purposes.
In the cases where an amount contemplated in the third paragraph of this section had been entrusted to a legal person not constituted in accordance with the laws of Québec, before 8 January 1975, such amount must be transferred to a legal person constituted under the laws of Québec before 1 January 1976.
1971, c. 48, s. 93; 1974, c. 42, s. 49; 1977, c. 5, s. 14; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
134.1. No executive director or senior or intermediate officer of a public institution may accept any sum of money or any direct or indirect benefit from any foundation or legal person which solicits funds or donations from the public for purposes related to health services or social services.
Any public institution which receives any sum of money or any direct or indirect benefit from a foundation or legal person referred to in the first paragraph must report it in a schedule forming part of its financial statements and indicate the purpose for which such sum of money or such benefit was paid or granted.
135. A hospital centre or a reception centre having at least 50 beds available for persons to whom it provides health services or social services may acquire, by expropriation, any immovable located in the same local municipal territory as that centre or in an adjacent local municipal territory which it needs to enlarge or improve its facilities or to organize services relating to its general operations.
1973, c. 38, s. 142; 1977, c. 48, s. 33; 1981, c. 22, s. 91; 1996, c. 2, s. 904.
135.1. A public institution may
(a) operate a day care centre, a nursery school or a stop over centre, in accordance with the Act respecting childcare centres and childcare services (chapter C-8.2) and the regulations;
(b) where it has been designated by the Minister of Child and Family Welfare under section 45.1 of the said Act to be that Minister’s regional representative, act in that capacity and exercise the functions attached thereto;
(c) exercise any power the bureau authorizes it to exercise under the said Act;
(d) make an agreement with the said Minister under section 10 of the Act respecting the Ministère de la Famille et de l’Enfance (chapter M-17.2).
1979, c. 85, s. 84; 1992, c. 21, s. 375; 1996, c. 16, s. 68; 1997, c. 58, s. 136.
§ 1. — Issue of permits
136. No person may operate an institution unless he holds a permanent permit or a temporary permit issued for such purpose by the Minister.
137. The permanent permit indicates the category of the institution and its class, kind and capacity, if any.
The temporary permit indicates, in addition, the conditions within which the institution is authorized to carry on its activities.
Where an institution belongs to more than one category, the provisions of the Act and the regulations apply to the various parts or activities of the institution according to the categories to which it belongs. However, there shall be only one clinical staff advisory council and only one council of physicians, dentists and pharmacists.
Notwithstanding the third paragraph, in the category of local community service centres, only those designated by regulation may also belong to the category of hospital centre.
1971, c. 48, s. 95; 1974, c. 42, s. 50; 1975, c. 61, s. 5; 1978, c. 72, s. 33; 1984, c. 47, s. 180; 1992, c. 21, s. 375.
138. Every person applying for a permit must send his application to the Minister in accordance with the regulations.
The Minister shall issue a permanent permit or a temporary permit if he considers that it is in the public interest.
139. A permanent permit is granted for a period of two years ending on 31 March.
A temporary permit is granted for a period of less than two years.
139.1. A permanent permit is renewed for two years if its holder fulfils the conditions prescribed by regulation.
However, the Minister may, after consultation with the regional council concerned, change the category, the class, the kind or capacity indicated on the permit if he considers that the public interest warrants it.
Before changing the category, class or kind indicated on the permit, the Minister shall, pursuant to section 5 of the Act respecting administrative justice (chapter J-3), advise the institution concerned and give it the opportunity to present its observations.
The decision of the Minister is final and without appeal; it is not considered a refusal of renewal for the purposes of subdivision 2 of this division.
The holder of a permit that has been modified must take the necessary steps to comply with the new permit within six months of receiving it.
140. Every permit holder must carry on his activities within the limits fixed in his permit and keep the books and accounts prescribed by the regulations.
141. Every permit holder must, at the times fixed by regulation or, failing such, at the request of the Minister, furnish to the Minister, in such form as the latter may prescribe,
(1) a detailed report of his activities containing the information prescribed by regulation;
(2) financial statements certified by the auditor of the institution, in the case of a public institution or a private institution contemplated in sections 176 and 177.
1971, c. 48, s. 100; 1981, c. 22, s. 93; 1992, c. 21, s. 375.
142. A person authorized in writing by the Minister to carry out an inspection may, at any reasonable time, enter any premises other than a professional’s private consulting office, where he has reason to believe that operations or activities for which a permit is required under this Act are carried on and any institution, in order to ascertain whether the Act and the regulations thereunder are being complied with.
That person must, if he is so required, produce a certificate signed by the Minister attesting his capacity.
Every person who hinders, impedes or attempts to hinder or to impede that person in the performance of his duties is guilty of an offence.
1971, c. 48, s. 101; 1974, c. 42, s. 52; 1978, c. 72, s. 37; 1984, c. 27, s. 98; 1986, c. 95, s. 308; 1992, c. 21, s. 375.
143. No permit may be transferred without the written permission of the Minister.
1971, c. 48, s. 103; 1974, c. 42, s. 53; 1981, c. 22, s. 94.
145. No permit shall be required from a foster family under this Act.
§ 2. — Suspension, cancellation and refusal of renewal of permits; proceeding before the Administrative Tribunal of Québec
146. The Minister may suspend, cancel or refuse to renew the permit of any holder who:
(a) is guilty of an offence against this Act or the regulations;
(b) no longer fulfils the conditions for obtaining his permit;
(c) is insolvent or is about to become so;
(d) is not able to ensure adequate health services and social services.
147. The Minister shall, before suspending, cancelling or refusing to renew a permanent permit, notify the holder in writing as prescribed by section 5 of the Act respecting administrative justice (chapter J-3) and allow the holder at least 10 days to present observations.
The Minister shall give notice of his decision in writing, with the reasons on which it is based, to any person whose permit he cancels, suspends or refuses to renew.
148. Any person whose permit is suspended, cancelled or not renewed may contest the Minister’s decision before the Administrative Tribunal of Québec within 60 days of the date on which the decision was notified to him.
DIVISION VI.1
PRE-HOSPITALIZATION EMERGENCY SYSTEM
§ 1. — La Corporation d’urgences-santé de la région de Montréal Métropolitain
149.1. A non-profit legal person is hereby established under the name of “Corporation d’urgences-santé de la région de Montréal Métropolitain”.
149.2. The head office of the Corporation shall be situated in the territory of Ville de Montréal at the address determined by the board of directors.
1988, c. 47, s. 2; 1996, c. 2, s. 905.
149.3. Part III of the Companies Act (chapter C-38) applies to the Corporation, subject to any inconsistent provisions of this division.
149.4. The territory of the Corporation shall consist of the territory of the Conseil de la santé et des services sociaux de la région de Montréal Métropolitain as determined on 12 May 1988.
149.5. The object of the Corporation, subject to the powers conferred on any regional board and any institution, is to organize and coordinate, in its territory, a pre-hospitalization emergency system including ambulance services to facilitate access to health services. For that purpose, the Corporation shall exercise the following functions:
(1) take part in concerted action with the different persons and bodies involved in matters of ambulance services;
(2) operate an ambulance service and a medical emergency intervention service;
(3) receive, from persons and institutions, calls requesting ambulance services and take appropriate action;
(4) devise and implement a communication system to monitor on a day-to-day basis the situation prevailing in the emergency services of the facilities maintained by institutions with respect to the number of transfers and transports by ambulance and inform the regional board of its territory;
(5) authorize the transport of a person to a facility maintained by another institution where the institution initially selected is overcrowded, after seeing to it that all prescribed procedures have been complied with;
(6) ensure that the staff assigned to the services which constitute the pre-hospitalization emergency system are properly qualified and provide proper services.
For the purposes of this subdivision, “regional board” means a regional board established under the Act respecting health services and social services (chapter S-4.2) and “institution” means a public institution or a private institution under agreement referred to in that Act.
1988, c. 47, s. 2; 1992, c. 21, s. 342, s. 375.
149.6. The Corporation comprises, in addition to its director general, the following ten members appointed by the Government:
(1) one member appointed after consultation with the Communauté urbaine de Montréal from among the members of its council or managerial personnel;
(2) one member appointed after consultation with the city of Laval from among the members of its council or managerial personnel;
(3) one member appointed after consultation with groups representing users in the territory;
(4) one member appointed after consultation with the Association des hôpitaux du Québec from among the executive directors of the institutions operating the hospital centres of the territory;
(5) one member appointed after consultation with the Association des conseils des médecins, dentistes et pharmaciens du Québec from among the coordinators of emergency rooms situated in facilities maintained by the institutions operating the hospital centres of the territory;
(6) one member designated by and from among physicians who practise in the medical emergency intervention service of the Corporation;
(7) one member designated by and from among the owners who have made a contract respecting ambulance services with the Corporation;
(8) three members designated by and from among the employees of the Corporation and representing ambulance technicians, nurses and other employees of the Corporation, respectively. Failing an agreement among those persons as regards the representative of their group, the Minister shall designate him of his own initiative.
149.7. Upon their appointment, the members of the Corporation become members of the board of directors.
149.8. The director general of the Corporation shall be appointed by the Government after consultation with the other members of the Corporation. He is, by virtue of his office, the chairman of the board of directors.
149.9. The term of office of the members of the board of directors shall not exceed five years.
Notwithstanding the foregoing, a person who ceases to be qualified shall cease to be a member of the Corporation and of the board of directors.
149.10. The members of the board of directors shall remain in office, notwithstanding the expiry of their terms, until they are reappointed or replaced.
Any vacancy occurring before the expiry of a term shall be filled within the next 120 days, in the manner and for the time set out in sections 149.6, 149.8 and 149.9.
149.11. The members of the board of directors other than the director general shall receive no salary; they are, however, entitled to the reimbursement of expenses incurred in the performance of their duties, on the conditions and to the extent determined by the Government.
149.12. The director general shall be responsible, under the authority of the board of directors, for the management of the Corporation within the scope of its by-laws and policies. He shall exercise his functions on a full-time basis.
The remuneration and the other conditions of employment of the director general shall be determined by the Government.
149.13. Where the director general is absent or unable to act, the Government may appoint a person to exercise his functions while he is absent or unable to act, and fix his remuneration and other conditions of employment.
149.14. On pain of forfeiture of office, in no case may the director general of the Corporation have any direct or indirect interest in an enterprise which places his personal interest in conflict with that of the Corporation. However, forfeiture is not incurred if the interest devolves by succession or gift, provided it is renounced or disposed of with diligence.
Every member of the board of directors, other than the director general of the Corporation, who has a direct or indirect interest in an enterprise which places his personal interest in conflict with that of the Corporation shall, on pain of forfeiture of office, disclose his interest in writing to the director general and abstain from taking part in any debate or decision bearing upon the enterprise in which he has an interest.
For any member of the board of directors, the fact of being a minority shareholder of a legal person which operates an enterprise referred to in this section does not constitute a situation of conflict of interest if the shares of the legal person are listed on a recognized stock exchange and if the member of the board of directors involved is not an insider of the legal person within the meaning of section 89 of the Securities Act (chapter V-1.1).
149.15. The staffing plan of the Corporation, the standards and scales of remuneration and the other conditions of employment of the employees of the Corporation other than the director general shall be determined by by-law of the board of directors and submitted to the Government for approval.
149.16. The Corporation shall, to secure the necessary ambulances for the operation of its ambulance service, proceed in the manner and in accordance with the terms and conditions determined by the Government.
149.17. Every ambulance owner who makes a leasing contract with the Corporation shall undertake to put such ambulances as are stipulated in the contract at the exclusive disposal of the Corporation, at such service points and according to such schedules as the Corporation may determine.
149.18. The standards regarding the qualifications of the staff assigned to the services which constitute a pre-hospitalization emergency system and the standards regarding the equipment, operation and inspection of such a service prescribed in a regulation under the Public Health Protection Act (chapter P-35), adapted as required, apply, according to the nature of the activities engaged in, to every person having made an ambulance services contract with the Corporation, and to the Corporation.
149.19. Each year, the Corporation shall submit its budget estimates for the next fiscal year to the Minister.
The Minister shall fix the final date for filing such estimates and determine the form and content thereof.
149.20. On 1 April each year, the Minister shall transmit to the Corporation, on the conditions he determines, its operating budget for the current fiscal year. Failing that, the operating budget transmitted by the Minister for the preceding fiscal year shall be renewed until the Corporation has received the budget for the current fiscal year.
The Minister may, in addition, if he deems it appropriate, transmit a capital budget to the Corporation, on the conditions he determines.
149.21. The fiscal year of the Corporation ends on 31 March each year.
149.22. The books and accounts of the Corporation shall be audited every year by the Auditor General.
The auditor’s report must accompany the report of activities and the financial statements of the Corporation.
149.23. The Corporation shall provide to the Minister any information or report he may require on its activities.
149.24. Not later than 30 June each year, the Corporation shall submit its financial statements and a report of its activities for the preceding fiscal year to the Minister.
The financial statements and the report of activities must contain all the information required by the Minister.
149.25. The Minister may, as part of his responsibilities and powers, give the Corporation directives concerning the aims and objectives of the Corporation in the carrying out of the functions conferred on it by this Act; the directives must receive prior approval by the Government.
Directives given pursuant to this section shall be binding on the Corporation.
They shall be tabled before the National Assembly within 15 days of their approval or, if it is not sitting, within 15 days of resumption.
Third parties are not required to see to the enforcement of this section and it cannot be invoked by or against them.
149.25.1. A person authorized in writing by the Minister to make an inspection may, to ascertain whether this Act, its statutory instruments or any regulation applicable to the Corporation made under the Public Health Protection Act (chapter P-35) are being complied with,
(1) enter, at any reasonable time, premises occupied by the Corporation;
(2) examine and make a copy of any document relating to the activities carried on by the Corporation;
(3) demand any information relating to such activities and the production of any document connected therewith.
Every person having custody, possession or control of such documents and any other person working on the premises must give the inspector reasonable assistance, furnish him with the information or documents he requires and facilitate the examination thereof.
The inspector must, on request, produce a certificate signed by the Minister attesting his quality.
149.25.2. The Minister may, for a period not exceeding 120 days, assume the provisional administration of the Corporation,
(1) where the Corporation refuses or neglects to comply with the directives given to it pursuant to section 149.25 or to take the measures required to meet the objectives set forth in the directives;
(2) where the Corporation engages in practices or tolerates a situation which could endanger the health or welfare of persons who call upon its services or which are inconsistent with the functions conferred upon the Corporation;
(3) where it is seriously remiss in the performance of its obligations under this Act, its statutory instruments or any regulation, especially by incurring expenditures not provided for in its budget;
(4) where there are reasonable grounds to believe that there has been a serious fault, such as embezzlement, breach of trust or other misconduct by a member of the board of directors.
The period of 120 days may be extended by the Government for a period not exceeding 90 days.
149.25.3. Where the Minister assumes provisional administration of the Corporation, the powers of the Corporation are suspended and shall be exercised by the Minister.
149.25.4. The Minister must make a provisional report of his administration to the Government as soon as possible, setting forth his findings and recommendations.
Before submitting his report to the Government, the Minister must give the Corporation an opportunity to present observations. The Minister shall attach to his report a summary of the observations presented to him by the Corporation.
149.25.5. The Government may, if the provisional report confirms the existence of a situation described in the first paragraph of section 149.25.2,
(1) order that the situation be remedied within the time it fixes;
(2) decide that the Minister is to continue his provisional administration or to suspend it until the Corporation complies with any conditions imposed by the Government.
149.25.6. The Minister must make a final report to the Government upon ascertaining that the situation described in the provisional report has been corrected or that it will not be possible to correct it.
149.25.7. The Government may, after receiving the final report of the Minister,
(1) terminate the provisional administration of the Corporation on the date it fixes;
(2) declare the members of the board of directors of the Corporation forfeited of office and provide for the appointment of their replacements;
(3) exercise any power conferred upon it by section 149.25.5.
149.25.8. The Government may designate a controller who shall be responsible for seeing to the proper utilization of the public funds granted to the Corporation if the Corporation does not exercise adequate budgetary control.
Every person performing administrative duties within the Corporation is required to submit to the controller’s directives, within the limits of the powers conferred on him.
No undertaking may be entered into on behalf of the Corporation nor any disbursement made without the countersignature of the controller. Any undertaking entered into in contravention of this paragraph is absolutely null.
149.25.9. The Government may order that an inquiry be held into any matter pertaining to the administration, organization or operation of the Corporation and designate a person entrusted with the inquiry.
The investigator is vested, for the purposes of the inquiry, with the immunity and powers of a commissioner appointed under the Act respecting public inquiry commissions (chapter C-37), except the power to impose imprisonment.
149.25.10. Where the Government orders an inquiry or designates a controller, it may suspend all or part of the powers of the Corporation for a period not exceeding six months and appoint an administrator to exercise such powers.
The Government may extend the suspension of powers as well as the mandate of the administrator for a period not exceeding six months.
149.25.11. No person who, under the authority of the Minister, assumes provisional administration of the Corporation, is appointed controller under section 149.25.8, is appointed administrator under section 149.25.10 or is authorized to make an inquiry under section 149.25.1 may be prosecuted for any act performed in good faith in the carrying out of his functions.
§ 2. — Coordination of a pre-hospitalization emergency system in the regions
149.26. Every regional council, every regional board or the institution to which Part IV.2 of the Act respecting health services and social services (chapter S-4.2) applies shall submit to the Minister, who may approve it with or without amendment, a plan according to which the council, board or institution shall coordinate in its region or any part thereof, subject to the powers granted to the institutions, a pre-hospitalization emergency system including ambulance services.
The plan shall establish the procedures for evaluating and controlling the quality of the services provided by the staff assigned to the pre-hospitalization emergency system.
Furthermore, at the request of the Minister, the plan shall provide for the institution, for all or part of the region contemplated thereby, of a centre for the coordination of calls from persons and institutions requesting ambulance services. It shall indicate the procedure of operation of the centre and mention the entity responsible for its operation.
Such responsibility shall be offered first to a group comprising holders of ambulance service permits in the region or part of the region contemplated by the plan. If such a group does not exist, if the existing group, in the opinion of the regional council or regional board, is not representative of the permit holders concerned, or if there is no agreement between a group and the council or board, as the case may be, a body or institution designated by the council or board, as the case may be, shall be given the responsibility.
The plan may be revised at the request of the Minister.
For the purposes of this subdivision, “regional board” means a regional board established under the Act respecting health services and social services and “institution” includes an institution governed by that Act.
1988, c. 47, s. 2; 1992, c. 21, s. 344, s. 375; 1998, c. 39, s. 189.
149.27. Every regional council, every regional board or the institution to which Part IV.2 of the Act respecting health services and social services (chapter S-4.2) applies shall negotiate, by agreement and on the conditions established by the Government, with any holder of an ambulance service permit in his region a contract whereby the permit holder undertakes to provide, on an exclusive basis, the ambulance services which are the object of the contract at such service points and according to such schedules as may be determined by the regional council, the regional board or the institution or , where such is the case, by a call coordination centre established under section 149.26.
Failing an agreement, the Government shall, by order, fix the terms and conditions of the contract.
1988, c. 47, s. 2; 1992, c. 21, s. 345; 1998, c. 39, s. 190.
149.28. The budget of a regional council, a regional board or the institution to which Part IV.2 of the Act respecting health services and social services (chapter S-4.2) applies where the council, board or institution is responsible for the coordination of a pre-hospitalization emergency system or of an institution responsible for a call coordination centre must indicate the amounts allocated for those particular purposes.
Sections 149.19 to 149.24, adapted as required, apply to any other entity responsible for a call coordination centre. However, the books and accounts of the responsible entity shall be audited each year by the auditor it designates.
149.29. This subdivision does not apply to the Régie régionale de la santé et des services sociaux de Montréal Centre or to any regional board a part of whose territory is included in the territory of the Corporation d’urgences-santé de la région de Montréal Métropolitain, for the part of the territory concerned.
§ 3. — Miscellaneous provisions
149.30. The Minister shall determine the form, the minimum content and, where applicable, the term of the contracts made under this division.
The content of the contracts may vary according to the territory or the regions, the nature or scope of the services provided or the population served.
149.31. Every public or private institution referred to in section 176 or 177 and every public institution or private institution under agreement governed by the Act respecting health services and social services (chapter S-4.2), is bound by any decision pertaining to ambulance services made either by the Corporation d’urgences-santé de la région de Montréal Métropolitain as part of the functions devolving to it pursuant to section 149.5, by a regional council or regional board responsible for the coordination of a pre-hospitalization emergency system or, to the extent indicated in the plan provided for in section 149.26, by the entity responsible for a call coordination centre, according to their respective competence.
149.32. Every regional council shall receive and hear complaints respecting the services provided under a pre-hospitalization emergency system that are required or furnished in its region, and make recommendations it considers appropriate in this regard to the call coordination centre or to the holder of an ambulance service permit, as the case may be, and to the Minister.
Section 19, adapted as required, applies to the call coordination centre or to the holder of an ambulance service permit, as the case may be.
149.32.1. Every regional board or the institution to which Part IV.2 of the Act respecting health services and social services (chapter S-4.2) applies shall receive and hear complaints relating to the services provided under a pre-hospitalization emergency system that is required or furnished in its region.
Sections 72 to 76 of the Act respecting health services and social services, adapted as provided in section 530.48 of that Act as concerns the institution to which Part IV.2 of that Act applies, apply to such complaints.
The Complaints Commissioner appointed pursuant to section 55 of that Act shall, in addition to the duties listed in section 56 of that Act, have the duty of examining complaints from persons who disagree with the conclusions transmitted to them by the regional board or the institution. The second and third paragraphs of section 56, and sections 57 to 62, 66 and 67 of the said Act, adapted as provided in section 530.48 of the said Act as concerns the institution to which Part IV.2 of the said Act applies, apply to such complaints.
149.33. Notwithstanding section 59 of the Act respecting Access to documents held by public bodies and the Protection of personal information (chapter A-2.1) and notwithstanding section 7 of this Act and section 19 of the Act respecting health services and social services (chapter S-4.2), any institution must furnish to a person responsible for completing a declaration of ambulance service the following information respecting the person transported by ambulance whenever it has the information in its possession: the name, address, age and health insurance number of the person and, where applicable, the name and address of his military unit, his veteran’s number, the name and number of his Indian band and his recipient number for the purposes of a last resort financial assistance program provided for in the Act respecting income support, employment assistance and social solidarity (chapter S‐32.001). For the purposes of this paragraph, an institution also includes an institution within the meaning of the Act respecting health services and social services.
No information thus obtained may be used for purposes other than obtaining payment for transportation provided and fixing the remuneration of or the amount payable to the person providing the transportation service.
In addition, the Minister may, for the purposes of statistics or for planning ambulance services, require information on any ambulance transportation made, from any person holding such information. No information may permit that the identity of the persons transported be disclosed.
149.34. Division II of Chapter IV and section 78 of the Act respecting labour standards (chapter N-1.1) shall not apply to employees of holders of ambulance service permits who are ambulance technicians whose work schedules, as established under contracts made pursuant to section 149.27, are made up of periods of work, on-call periods and periods of rest.
150. The Minister shall draw up the list of the medications which may be used in an institution. The list shall be updated periodically after consultation with the conseil consultatif de pharmacologie established pursuant to section 53 of the Act respecting prescription drug insurance (chapter A-29.01). The Régie shall publish the list and each of its updatings. It comes into force on the date of publication in the Gazette officielle du Québec or on any later date fixed therein of a notice from the Minister stating that the list is drawn up or updated and that the list or updating has been published by the Régie.
An institution may furnish only the medications appearing on the list referred to in the first paragraph or the prostheses or apparatus referred to in section 3 of the Health Insurance Act (chapter A-29) or included in the insured services referred to in the Hospital Insurance Act (chapter A-28).
However, a hospital centre may supply medications not appearing on the list in the case of medications used for purposes exclusive to hospital centres, such as curariforms, general anesthetics, diagnostic agents, immunological products, radioactive substances and physiological solutions.
It may in addition supply medications other than those mentioned in the first paragraph, for purposes of clinical and fundamental research or particular medical necessity. In such case, the physician or dentist having used or prescribed such medications must so inform in writing the executive of the council of physicians, dentists and pharmacists, which must request the committee of pharmacology to give its opinion on the necessity of using such medications again in the same circumstances.
1971, c. 48, s. 108; 1974, c. 42, s. 57; 1977, c. 48, s. 36; 1981, c. 22, s. 95; 1984, c. 27, s. 99; 1984, c. 47, s. 208; 1992, c. 21, s. 375; 1996, c. 32, s. 110.
150.1. Force, isolation, mechanical means or chemicals may not be used to place a person under control in an installation maintained by an institution except to prevent the person from inflicting harm upon himself or others. The use of such means must be minimal and resorted to only exceptionally, and must be appropriate having regard to the person’s physical and mental state.
Any measure referred to in the first paragraph applied in respect of a person must be noted in detail in the person’s record. In particular, a description of the means used, the time during which they were used and a description of the behaviour which gave rise to the application or continued application of the measure must be recorded.
Every institution must adopt a procedure for the application of such measures that is consistent with ministerial orientations, make the procedure known to the users of the institution and evaluate the application of such measures annually.
151. The Gouvernement du Québec shall be ipsofacto subrogated in the right of recovery of any beneficiary against any third party to the extent of the cost of the services assumed or to be assumed by it in respect of damage caused by the fault of such third party.
In case of contributory negligence the amount of such subrogation shall be subject to reduction in the same proportion as the beneficiary’s right of recovery.
The Minister shall have authority to compromise any claim under this section and may delegate such authority.
An insurer of a third party’s liability shall notify the Board in writing as soon as he begins negotiations to settle a claim for damages that may entail the payment of insured services.
An insurer of a third party’s liability shall not discharge his obligation to indemnify the latter of his liability under this section otherwise than by payment.
An undertaking by a person to discharge a third party’s or an insurer’s liability under this section or to save them harmless from such liability shall be invalid and be deemed unwritten in any agreement, transaction or release.
The rights acquired by the subrogation provided for in this section shall form part of the domain of the State from their origin and are subject to the rules applicable to the rights forming part thereof; however, the right of action resulting therefrom shall be prescribed by three years.
1971, c. 48, s. 109; 1974, c. 42, s. 57; 1977, c. 5, s. 14; 1986, c. 57, s. 6; 1989, c. 50, s. 45; 1999, c. 40, s. 270.
152. No reception centre may receive moneys out of the consolidated revenue fund or paid by a social service centre for services supplied to children or young persons who have not been entrusted to it through a social service centre or in accordance with the Youth Protection Act (chapter P-34.1) or the Young Offenders Act (Revised Statutes of Canada, 1985, chapter Y-1).
Where a young person is placed in accordance with the Young Offenders Act, the contribution for a minor beneficiary established pursuant to section 159 of this Act applies, and every person from whom the contribution is required is bound to pay it unless he is exempted from paying the contribution in accordance with the provisions of sections 160 and 162.
A foster family must submit to the control and supervision of the social service centre through which children or adults have been entrusted to it.
1971, c. 48, s. 110; 1974, c. 42, s. 57; 1981, c. 22, s. 96; 1985, c. 23, s. 22; 1986, c. 57, s. 6.
153. The Government shall determine by regulation the supervision that social service centres shall exercise over foster families and fix, by order, the amounts that the social service centres may pay to foster families to take charge of beneficiaries.
1971, c. 48, s. 111; 1974, c. 42, s. 57; 1984, c. 47, s. 181; 1986, c. 57, s. 6.
154. The Government may, by regulation, determine the standards and scales to be followed by regional councils, public institutions and the private institutions contemplated in sections 176 and 177, for
(1) the selection, appointment, remuneration and other conditions of employment of executive directors and senior and intermediate officers;
(2) the remuneration and other conditions of employment of the other staff members, taking account of the collective agreements in force.
The Government may establish by regulation, for the persons contemplated in subparagraphs 1 and 2 of the first paragraph who are not governed by a collective agreement, a procedure of appeal for cases of dismissal, non-renewal or termination of appointment other than cases resulting from proceedings for forfeiture of office. The regulation may also establish a procedure for the settlement of disagreements arising from the interpretation and implementation of the conditions of employment it determines. Finally, the regulation may prescribe the designation of an arbitrator and the measures that the arbitrator may take following the hearing of the parties.
1971, c. 48, s. 112; 1974, c. 42, s. 57; 1981, c. 22, s. 97; 1984, c. 47, s. 182; 1986, c. 57, s. 6; 1987, c. 104, s. 10; 1989, c. 35, s. 4; 1992, c. 21, s. 375.
154.1. The Government may, by regulation, establish standards for senior and intermediate officers of a regional council or public institution with respect to conflicts of interest, as well as standards for senior officers of such council or institution with respect to exclusivity of office.
No senior or intermediate officer, as the case may be, may, under pain of dismissal, contravene any of the standards established under the first paragraph.
1987, c. 104, s. 11; 1992, c. 21, s. 375.
155. The owner, a member of the board of directors or a person employed in an institution or a member of a foster family shall not solicit or accept any gift or legacy from a person sheltered in that institution or taken in charge by that foster family.
156. The consent of the consort shall not be required for the furnishing of services in an institution.
158. No municipal permit or certificate may be refused and no proceedings may be instituted under a municipal by-law on the sole ground that a group home, a pavilion or a foster family within the meaning of this Act or the regulations intends to occupy the whole or a part of a structure or a dwelling unit.
This section prevails against any general law or special Act.
159. The Government shall determine, by regulation, the contribution that may be required for the beneficiaries who are sheltered in an institution or taken in charge by a foster family.
The amount of the contribution may vary according to the circumstances or the needs identified by regulation. The contribution shall be required by an institution or by the Minister. The beneficiaries themselves are bound to pay it; however, in the case of a beneficiary who is a minor, the contribution may be required from his father or mother or any other person determined by regulation; in the case of a married beneficiary, the contribution may be required from his consort, and, in the case of a member of a religious community, the contribution may be required from his community.
1971, c. 48, s. 116; 1974, c. 42, s. 57; 1977, c. 48, s. 38; 1979, c. 85, s. 85; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
160. The Minister or an institution designated by regulation may, upon the request of a person from whom payment of a contribution is required under section 159, exempt such person from paying that contribution in accordance with the terms and conditions and in the cases determined by regulation.
1971, c. 48, s. 117; 1974, c. 42, s. 57; 1978, c. 72, s. 39; 1992, c. 21, s. 375.
161. The Government shall determine, by regulation, the conditions and cases in which the Minister may pay an expense allowance to a beneficiary sheltered in an institution or pay that expense allowance in the name of a beneficiary to the institution where he is sheltered.
That regulation shall also fix the amount of that allowance.
161.1. The Government may, in a regulation made under section 159, 160 or 161, prescribe the automatic indexing of all or part of the amounts fixed in the regulation, in accordance with the Pension Index established in conformity with section 117 of the Act respecting the Québec Pension Plan (chapter R-9).
162. Any person concerned by a decision respecting the exemption from payment requested under section 160 or the payment of an expense allowance requested under section 161 may, within 60 days of the date on which the decision was notified to him, contest the decision before the Administrative Tribunal of Québec.
1971, c. 48, s. 119; 1974, c. 42, s. 57; 1978, c. 72, s. 39; 1979, c. 85, s. 86; 1997, c. 43, s. 757.
162.1. Proceedings for forfeiture of office under sections 31, 37, 95 and 104 shall be instituted exclusively by the regional council or public institution concerned or by the Minister.
PROVISIONAL ADMINISTRATION
163. The Minister may assume provisional administration of an institution for not more than 120 days,
(a) if that institution has no permit, no longer meets the conditions required for obtaining a permit, or has had its permit cancelled under this Act;
(b) if that institution’s permit has been suspended under this Act and the causes of such suspension have not been remedied within 30 days after the date on which it took place;
(c) if an institution indulges in practices or tolerates a situation which could endanger the health or well-being of persons the institution receives or could receive; or,
(d) in case of malfeasance, breach of trust or other misconduct by one or more members of the board of directors or the administrative committee of a public institution or of a private institution under agreement, or if that board or committee is seriously remiss in the performance of the obligations imposed upon it under this Act, especially by incurring expenditures not provided for in the budget approved by the Minister or not specially authorized under section 178.
163.1. The Minister may also assume provisional administration of a regional council for not more than 120 days in case of malfeasance, breach of trust or other misconduct by one or more members of the board of directors or the administrative committee or if that board or committee is seriously remiss in the performance of the obligations imposed upon it by this Act.
164. The 120 days’ period provided in sections 163 and 163.1 may be extended by the Government for such period as it determines provided that the additional period does not exceed 90 days.
165. As soon as possible after he assumes provisional administration of an institution or a regional council, the Minister shall make a provisional report of his findings to the Government, accompanied by his recommendations.
166. Before submitting his provisional report to the Government, the Minister shall give the institution or the regional council an opportunity to present observations.
The Minister must attach to his report a summary of the observations the institution or the regional council has presented to him.
1971, c. 48, s. 123; 1978, c. 72, s. 42; 1992, c. 21, s. 375; 1997, c. 43, s. 758.
167. The Government may, if the Minister’s provisional report confirms the existence of any situation contemplated in section 163 or 163.1,
(a) attach such restrictions and conditions to the institution’s permit as it sees fit;
(b) prescribe a period within which the institution must remedy any situation contemplated in section 163;
(c) order the Minister to continue administering the institution or to discontinue it and not resume it unless the institution fails to comply with the conditions the Government imposes under subparagraph a or b, and to make a final report to it.
Subparagraphs b and c of the first paragraph apply with the necessary modifications to a regional council.
168. Where the Minister assumes provisional administration of an institution or a regional council under this division, the powers of the board of directors of the institution or of the regional council or of the director of the institution or the regional council shall be suspended and the Minister shall exercise the powers of such board of directors or director and all those of the institution or the regional council.
169. The Minister must make a final report to the Government upon ascertaining that the situation contemplated in section 163 or 163.1 has been corrected or cannot be corrected.
170. After receiving the Minister’s final report, the Government may,
(a) declare the members of the board of directors of the institution or of the regional council or the director of the institution or of the regional council forfeited of office and provide for the appointment or election of the persons replacing them;
(b) exercise any power granted it under section 167.
171. The Government may entrust a person whom it designates with making an inquiry into any matter in connection with the administration or operation of an institution or a regional council.
The person so designated shall, for the purposes of such inquiry, have the powers and immunity of a commissioner appointed under the Act respecting public inquiry commissions (chapter C-37), except the power to order imprisonment.
When an inquiry is so ordered, the Government may order that the powers of the board of directors of the institution or of the regional council be suspended and appoint an administrator to exercise its powers for the duration of the inquiry.
172. The Government may, upon the recommendation of the Minister, appoint a controller charged with ensuring the proper use of public funds in any institution or regional council which does not exercise adequate budgetary control.
Where a controller is appointed in accordance with this section, his powers shall be determined by the order in council appointing him and every person holding administrative duties in the institution or regional council shall be bound to submit to the directives of such controller within the limits of the powers assigned him.
No engagements may be made in the name of the institution or regional council nor any disbursement made without the counter-signature of such controller. Every engagement made without compliance with this paragraph shall be void.
DIVISION IX
173. In addition to the other regulatory powers assigned to it by this Act, the Government may make regulations to:
(a) establish, within each category of institutions fixed by this Act, classes of institutions and, within each of those classes, kinds of institutions, and determine the activities that each of such classes or kinds of institutions may carry on and prescribe the by-laws which a regional council or an institution may or must make;
(a.1) establish categories of foster families and determine the activities they may carry on;
(a.2) determine the activities a pavilion and group home may carry on;
(b) rule on the establishment of the records of beneficiaries, the essential elements and documents of these records, their examination and their photographic reproduction;
(c) determine the modalities of registration for hospitalization or for diagnostic purposes, admission, transfer and discharge of beneficiaries in an institution or of their taking in charge by a foster family, depending, if necessary, on the category, class or kind of institution or the category of the foster family and the necessity of establishing a program of intervention;
(c.1) provide for the creation of admissions committees by regional institutions and councils and establish their function and minimum composition requirements;
(d) determine the criteria relating to the residence of beneficiaries;
(e) determine for an institution or a foster family in matters of hygiene, sanitation and safety,
i. the minimum conditions to be complied with;
ii. the cases and circumstances in which measures must be taken;
iii. those measures, where required;
(f) rule on the content and form of the liability insurance contemplated in section 128 and the fire and explosion insurance as well as the civil liability insurance to be taken out by institutions and the minimum amount of such insurance;
(g) determine the form and content of the application for issuing or renewing permits, the qualifications required of a person applying for a permit or its renewal, the requirements that person must meet and the information and documents he must furnish;
(h) require, in the case of a private institution not contemplated in sections 176 and 177, that the permit holder give security at the time of its issuance, and determine the amount, form and term of the security and the modalities of its collection, payment, administration and use;
(i) determine, according to the category of institution indicated by it, the divisions, services and departments to be included in the organization plan of an institution, the functions of the head of each such division, service and department and, as the case may be, his qualifications and the form and content of the organization plan and the methods or rules according to which it must be prepared;
(i.0.1) determine, in the case of a regional council, the form and content of the regional medical and dental staffing plan and the methods and rules according to which it must be prepared;
(i.0.2) determine, for the purposes of the preparation of a regional medical and dental staffing plan or of an organization plan of an institution, the methods or rules relating to the computation of the medical and dental staff, which may vary according to regions, to the categories, classes or kinds of institutions, and to the activities of an institution;
(i.1) determine, in the case of institutions other than hospital centres, the mode of appointment of the heads of divisions, services or departments contemplated in paragraph i and the person or authority appointing them;
(i.2) determine, in the case of hospital centres, the mode of appointment of the head of the pharmacy department and the pharmacists as well as the person or authority appointing them;
(i.3) identify, in the case of institutions other than hospital centres, divisions, services or departments for which the organization plan of an institution, instead of providing that they be set up, may provide for the designation of a person responsible for the activities that would be carried on in such a division, service or department;
(i.4) provide, in the case of a hospital centre, for the designation of a person responsible for activities to be carried on in the radiology clinical department, in the clinical department of medical biology laboratories, and in the pharmacy department;
(i.5) determine the functions and required qualifications of the person responsible contemplated in paragraphs i.3 and i.4, his mode of appointment and the person or authority who or which appoints him;
(i.6) designate the hospital centres the organization plan of which must include the establishment of a community health department;
(j) determine the status that the board of directors of hospital centres may grant to physicians, dentists and pharmacists, the conditions upon which the status is granted, the powers related to the status and the standards relating to the granting of privileges to a physician or a dentist;
(j.1) determine the committees that the council of physicians, dentists and pharmacists of a hospital centre is to establish, the functions of these committees, standards relating to their composition, the mode of appointment of their members and the operation of the committees, and standards relating to the establishment, transmission and the person responsible for keeping the records of the committees;
(j.2) determine the procedure according to which disciplinary measures may be taken by the board of directors of a hospital centre in respect of a physician, a dentist or a pharmacist, and the circumstances in which such measures may be imposed;
(j.3) determine the person or authority who or which may suspend the privileges of a physician or a dentist, or the status of a pharmacist, in case of emergency, and the procedure applicable for such a suspension;
(k) determine, for each category and class of institutions, and for the regional councils, the books, accounts and statistics they must keep, the reports and information they must supply to the Minister, the audit of those reports and the time at which they must be submitted;
(l) prescribe the obligation for the board of directors of an institution to establish an auditing committee and, in the case of a hospital centre, an advisory committee to the general management, and determine the functions and powers of the committees, their operating rules, their composition, the qualifications of their members and the mode of their appointment;
(m) prescribe standards respecting the accounting, finance, and budgets of regional councils, public institutions and of private institutions contemplated in section 177, particularly in respect of
i. the master budget contemplated in section 178;
ii. the preparation of the itemized budget and the plan to balance the budget contemplated in section 178 and the date they are to be submitted to the Minister and, in the case of an institution, to the regional council concerned;
iii. the items of the itemized budget or of the plan for which the approval of the Minister is required before their implementation;
iv. allowable expenses for financing by the Minister, the activities with which they are connected and the cases or circumstances in which an institution or a regional council is entitled, in addition to the financing of its allowable expenses, to the reimbursement by the Minister of other expenses specified in the regulation;
v. the modalities of payment of the sums to be paid to the regional councils and the institutions by the Minister;
vi. the use of the revenues by a regional council or an institution, that is, the portion of those revenues that is to be set off against expenses or returned to the Minister and the portion to be kept or, in the case of an institution, to be paid to the regional council concerned to be used for such purposes as the regulation prescribes or allows the Minister to prescribe;
(n) determine, in respect of institutions or regional councils,
i. the standards governing fees or costs for the supply of goods or services, the accepting of gifts, and endowment funds or funds for special uses;
ii. the cases or circumstances in which the authorization of the Minister or of the regional council is required, in connection with the matters referred to in this paragraph;
(o) compel an institution or a regional council to appoint an auditor for its financial statements or to use the services of an auditor appointed exofficio by the Minister and determine
i. the matters with which the auditor’s report is to deal;
ii. the time at which the report is to be sent to the board of directors and the Minister;
iii. the modalities of acceptance or refusal of the report by the board of directors;
(o.1) determine the items of information with respect to financial statements that a public institution or a regional council must make public at the time of the annual public information meeting held by it and the form in which they are to be presented;
(p) (subparagraph repealed);
(q) determine the categories or classes of institutions that must offer emergency services to beneficiaries who require such services, prescribe the cases where beneficiaries are entitled to receive emergency services and, as the case may be, determine the care these services include, fix the maximum period for the occupancy of a bed by a beneficiary in an emergency service, and provide for the measures to be taken by an institution in case of disaster;
(r) prescribe the measures to be adopted by every institution and regional council as well as every person holding an employment or carrying on an occupation therein in order to preclude or cause to cease conflicts of interest to which occasion might be given by the award of contracts between an institution or regional council and a person or enterprise in which such persons hold a direct or indirect interest;
(s) determine the cases, conditions or circumstances where an institution that cannot itself carry out diagnostic tests must entrust the institutions or laboratories indicated by it with such tests and, when these cannot carry them out, specify the information the institution must supply to the regional council concerned to obtain authorization to use another laboratory.
The Government may, by regulation, for any region it indicates, designate which of the establishments recognized under paragraph f of section 113 of the Charter of the French language (chapter C-11) are required to make their health services and social services available in the English language to the persons contemplated in section 5.1.
Any draft regulation made under this section or sections 153, 159, 160 and 161 shall be published by the Minister in the Gazette officielle du Québec with a notice that upon the expiry of at least 60 days following such publication, they will be submitted for approval to the Government. However, this paragraph does not apply when the object of the regulation is merely to index the amounts, contributions or allowances contemplated in sections 159, 160 and 161 in accordance with the Pension Index established under section 117 of the Act respecting the Québec Pension Plan (chapter R-9).
1971, c. 48, s. 129; 1974, c. 42, s. 59; 1975, c. 61, s. 6; 1977, c. 48, s. 39; 1978, c. 72, s. 44; 1981, c. 22, s. 98; 1982, c. 58, s. 73; 1983, c. 38, s. 77; 1983, c. 54, s. 76; 1984, c. 47, s. 184; 1986, c. 57, s. 5; 1986, c. 57, s. 6; 1986, c. 106, s. 10; 1987, c. 104, s. 13; 1992, c. 21, s. 375; 1999, c. 40, s. 270.
173.1. The Minister may, with the approval of the Conseil du trésor, make regulations applicable to institutions and regional councils on the procedure and the conditions governing supplies, joint purchases and mandates granted for such purposes, the construction of buildings, the alienation of property, the lease of buildings, contracts relating to such matters and the keeping of documents relating thereto.
These regulations come into force on the date of their publication in the Gazette officielle du Québec.
1981, c. 22, s. 99; 1992, c. 21, s. 352, s. 375.
173.2. The Minister, in a regulation made under section 173.1, may determine the cases in which the approval of the Minister or regional council is required.
The Minister may also prescribe, for the carrying out of regulations contemplated in section 173.1, the use of standard contract forms or other standard documents issued by the Minister of Health and Social Services.
173.3. The Minister may, by regulation, prescribe security standards to assure the confidentiality and security of electronic information, that shall apply to the Cree Board of Health and Social Services of James Bay and to any person who, in the region in which the head office of the board is situated, uses the EDP assets of the health and social services network.
The regulation shall specify those of its provisions whose contravention constitutes an offence.
174. Every regulation made by the Government under this Act comes into force on the day of the publication in the Gazette officielle du Québec of a notice indicating that it has received the approval of the Government, or, if amended by it, of its final text, or on any other later date fixed in the notice or in the final text.
However, every regulation not subject to the notice provided for in the second paragraph of section 173 comes into force on the date of its publication in the Gazette officielle du Québec or on any later date fixed therein.
DIVISION X
175. The fiscal year of a regional council shall end on 31 March each year; the fiscal year of institutions shall be fixed by regulation.
176. The Minister may make a contract with a private institution contemplated in section 177.1 to remunerate it, for the health services or social services it provides under the contract, at a rate fixed outright by the Government for each category of institutions or of services which it designates.
The Minister may pay instalments in advance to the private institution on the basis of a provisional estimate of the total sums to be paid for the aggregate of the fiscal year of the institution, after deducting a sum equal to the estimated revenues derived from the contributions of beneficiaries in accordance with the regulation made under section 159.
Where the private institution does not have adequate facilities or staff to provide all the services contemplated in its contract, it shall make the necessary arrangements to have the services provided elsewhere, at its expense, and shall itself assume the cost of transportation of the beneficiaries.
1971, c. 48, s. 133; 1974, c. 42, s. 60; 1978, c. 72, s. 46; 1984, c. 47, s. 185; 1986, c. 57, s. 6; 1992, c. 21, s. 375.
177. The Minister may also, in all cases where an outright rate is not fixed by regulation in accordance with section 176, agree with a private institution contemplated in section 177.1 to repay to it all or part of the expenses incurred by it which are allowable for financing or reimbursement by the Minister in accordance with the regulation established under subparagraph iv of paragraph m of the first paragraph of section 173. Such amounts may be paid to the institution in advance or periodic instalments.
1971, c. 48, s. 134; 1974, c. 42, s. 61; 1978, c. 72, s. 47; 1984, c. 47, s. 186; 1992, c. 21, s. 375.
177.1. Sections 176 and 177 do not apply except to a private institution which on 1 February 1979 is already receiving amounts paid under a contract or an agreement made with the Minister for the purposes contemplated in those sections.
However, if the Minister considers that the requirements of the region so justify in the public interest, he may make a contract or an agreement contemplated in section 176 or 177 with a private institution not contemplated in the first paragraph.
178. The Minister shall, on 1 April each year and in accordance with the standards prescribed by regulation, send, to each of the regional councils, public institutions and private institutions contemplated in section 177, its master budget for the current fiscal year. Failing such, the master budget sent by the Minister for the preceding fiscal year is renewed until the regional council or the institution receives the budget for the current fiscal year.
On receiving the master budget sent by the Minister, the regional council or the institution shall prepare and send to the Minister, in the form and in accordance with the standards prescribed by regulation, an itemized budget in conformity with the master budget received and, where such is the case, budget balancing plan. Such items of the itemized budget and of the plan as are specified by regulation are void until approved by the Minister.
The particular functions entrusted by the Government to a regional council under paragraph g of section 18 are to be so interpreted as not to increase, restrict or change the scope of this section or any regulation thereunder, except to the extent expressly prescribed by the Government.
178.0.1. Every regional council or public institution may, with the authorization of the Minister and according to the modalities he determines, borrow by any mode recognized by law.
At the request of the Minister, a regional council or a public institution shall, either directly or through financial institutions with which it does business, provide him with any information on its financial condition.
178.0.2. The Minister may, under such terms and conditions as he may determine, grant, on behalf of the Government, a subsidy to any regional council or public institution in order to provide, in whole or in part, out of the funds voted annually for such purpose by Parliament, for the payment in principal and interest of any loan contracted or to be contracted by the regional council or public institution.
The Minister may deposit in the hands of the Minister of Finance, to be managed by him, all amounts intended for the payment in principal of the debentures issued by a regional council or a public institution, in order to constitute a sinking fund for the purposes of paying out of such amounts, at the maturities under the terms of the loan, the principal of the debentures and, out of the proceeds or revenue of the fund, the loans of any regional council or public institution.
The second paragraph applies only to loans contracted before 1 April 1991.
1982, c. 58, s. 75; 1990, c. 66, s. 12; 1992, c. 21, s. 353, s. 375.
178.0.3. The Minister may deposit with the Minister of Finance, to be managed by him, sums intended for the repayment of the principal of a loan in respect of which a subsidy has been granted under section 178.0.2, in order to constitute a sinking fund for the purpose of repaying, out of such sums, the principal of the loan, on the maturity dates under the terms of the loan.
The income of the sinking fund shall be used for the repayment of any duly authorized loan of any regional council or public institution, or shall be allocated for the repayment of any loan for which a sinking fund is constituted, in replacement of the sums that would otherwise be deposited under the first paragraph.
This section applies only to loans contracted on or after 1 April 1991.
178.1. (Repealed).
DIVISION XI
PENAL PROVISIONS
179. Every person who contravenes any of the provisions of this Act or the regulations of the Government or of the Minister is guilty of an offence and liable to a fine of not less than $250 nor more than $1,150 in the case of a natural person, or a fine of not less than $575 nor more than $5,750 in the case of a legal person.
Notwithstanding the first paragraph, every executive director, senior officer or intermediate officer of a public institution who contravenes the first paragraph of section 134.1 is guilty of an offence and is liable to a fine equal to twice the sum of money or value of the benefit he received, and every person who contravenes a regulatory provision referred to in the second paragraph of section 173.3 is guilty of an offence and liable to a fine of $325 to $1,150 in the case of a natural person, or a fine of $700 to $7,000 in the case of a legal person.
1971, c. 48, s. 137; 1981, c. 22, s. 100; 1986, c. 58, s. 107; 1987, c. 104, s. 14; 1990, c. 4, s. 820; 1992, c. 21, s. 375; 1998, c. 39, s. 194; 1999, c. 40, s. 270.
180. When a legal person is guilty of an offence against this Act or the regulations, any director, employee or agent of such legal person who has prescribed or authorized the commission of such offence or assented thereto, or acquiesced or participated therein is deemed a party to such offence and is liable to the same penalty as that provided for the legal person, whether or not it has been prosecuted or found guilty.
182. Where activities for which a permit is required under section 136 have been carried on without a permit in a facility, the Minister may cause the evacuation and relocation of the persons sheltered therein.
The Minister, before acting as in the first paragraph, shall serve notice on the person maintaining the facility of his decision and the grounds therefor.
On receipt of the decision of the Minister, that person shall not, except in the case of a medical emergency or with the written authorization of the Minister, permit the relocation of the persons sheltered in that facility whose names are attached to the substantiated decision of the Minister.
Every person who contravenes the third paragraph of this section is guilty of an offence and liable to a fine of not less than $2,000 nor more than $5,000 in the case of a natural person or a fine of not less than $5,000 nor more than $10,000 in the case of a legal person.
1974, c. 42, s. 62; 1980, c. 33, s. 13; 1981, c. 22, s. 101; 1990, c. 4, s. 821; 1999, c. 40, s. 270.
182.1. The person concerned by the Minister’s decision under section 182 may contest the decision before the Administrative Tribunal of Québec.
The Minister may, if no proceeding is brought within 10 days of notification of the decision and after obtaining the authorization of the Tribunal, evacuate and relocate the persons lodged in a facility referred to in section 182.
If the decision of the Minister is contested before the Tribunal, the Minister cannot act before a decision is rendered by the Tribunal.
183. No person may operate an institution under a name including the words “hospital”, “hospital centre”, “reception centre”, “social service centre” or “local community service centre” unless he holds a permit issued in conformity with this Act.
However, a person may operate an institution under a name including the words “veterinary hospital” without holding a permit issued in conformity with this Act.
No person may, in any way, give to understand that he is authorized to operate an institution unless he holds a permit issued in conformity with this Act.
DIVISION XII
184. The Minister of Health and Social Services shall be entrusted with the application of this Act.
The Minister of Health and Social Services is authorized to delegate to the Régie de l’assurance maladie du Québec the exercise of functions related to the contribution of adults sheltered in a facility maintained by a public or private institution under agreement within the meaning of this Act and that are conferred on the Minister by this Act and the relevant regulations made thereunder. Order in Council 520-99 dated 5 May 1999, (1999) 131 G.O. 2 (French), 2082.
185. (This section ceased to have effect on 17 April 1987).
In accordance with section 17 of the Act respecting the consolidation of the statutes (chapter R-3), chapter 48 of the statutes of 1971, in force on 31 December 1977, is repealed, except sections 132, 136, 149, 159 to 163, 165, 166 and 168, effective from the coming into force of chapter S-5 of the Revised Statutes.
Section 149.33 of this Act will be amended upon the coming into force of section 194 of chapter 36 of the statutes of 1998 on the date fixed by order of the Government.
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C-7.01 - Act respecting the Centre d’acquisitions gouvernementales
27. A governance committee is established within the Centre. The committee is composed of the following members:
(1) the Secretary of the Conseil du trésor;
(2) the Deputy Minister of the Ministère de la Santé et des Services sociaux;
(3) the Deputy Minister of the Ministère de l’Éducation et de l’Enseignement supérieur; and
(4) two independent members appointed by the Government. At the expiry of their term, those members remain in office until replaced or reappointed.
A member is independent if, in the opinion of the Chair of the Conseil du trésor, the member qualifies as an independent director within the meaning of section 4 of the Act respecting the governance of state-owned enterprises (chapter G-1.02). Sections 5 to 8 and 25 of that Act apply, with the necessary modifications.
The Secretary of the Conseil du trésor is the chair of the committee.
The members of the governance committee receive no remuneration. They are, however, entitled to reimbursement of the expenses incurred in the exercise of their functions, on the conditions and to the extent determined by the Government.
2020, c. 22020, c. 2, s. 1.
Not in force
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When will this grotesque insanity stop? It's immoral and wrong.
From Common Dreams....UN Investigator Who Exposed US Army Abuse Forced Out of His Job by Nick Meo in Kabul (published on Monday, April 25, 2005 by the Independent/UK )
The UN's top human rights investigator in Afghanistan has been forced out under American pressure just days after he presented a report criticising the US military for detaining suspects without trial and holding them in secret prisons.
Cherif Bassiouni had needled the US military since his appointment a year ago, repeatedly trying, without success, to interview alleged Taliban and al-Qa'ida prisoners at the two biggest US bases in Afghanistan, Kandahar and Bagram.
Mr Bassiouni's report had highlighted America's policy of detaining prisoners without trial and lambasted coalition officials for barring independent human rights monitors from its bases.
Prisoners captured in Afghanistan and elsewhere in the region are held at US bases, often before being shipped to Guantanamo Bay.
Human Rights Watch called on Saturday for a US special prosecutor to investigate the Defence Secretary, Donald Rumsfeld, and Charles Tenet, the former-CIA director, for torture and abuse of detainees in jails around the world, including Abu Ghraib in Iraq. They should be held responsible under the doctrine of "command responsibility," it said.
On Friday, the US army investigation into the torture of prisoners at Abu Ghraib cleared four out of five top officers of responsibility for the scandal which shocked the world when it broke a year ago. The only officer recommended for punishment is Brigadier General Janis Karpinski, who was in charge of Iraqi prisons at the time.
The UN eliminated Mr Bassiouni's job last week after Washington had pressed for his mandate to be changed so that it would no longer cover the US military.
Just days earlier, the Egyptian-born law professor, now based in Chicago, had presented his criticisms in a 24-page report to the UN Commission on Human Rights in Geneva.
The report, based on a year spent travelling around Afghanistan interviewing Afghans, international agency staff and the Afghan Human Rights Commission, estimated that around 1,000 Afghans had been detained and accused US troops of breaking into homes, arresting residents and abusing them.
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Narrated Ibn Abbas : 'Umar used to admit me (into his house) along with the old men who had fought in the Badr battle. Some of them said (to 'Umar), "Why do you allow this young man to enter with us, while we have sons of his own age? " 'Umar said, "You know what person he is." One day 'Umar called them and called me along with them, I had thought he called me on that day to show them something about me (i.e. my knowledge). 'Umar asked them, "What do you say about (the Sura): "When comes the help of Allah and the Conquest (of Mecca) And you see mankind entering the Religion of Allah (i.e. Islam) in crowds. 'So celebrate the Praises Of your Lord and ask for His forgiveness, Truly, He is the One Who accepts repentance and forgives." (110.1-3) Some of them replied, "We are ordered to praise Allah and repent to Him if we are helped and granted victory." Some said, "We do not know." Others kept quiet. 'Umar then said to me, "Do you say similarly?" I said, "No." 'Umar said "What do you say then?" I said, "This Verse indicates the approaching of the death of Allah's Apostle of which Allah informed him. When comes the help of Allah and the Conquest, i.e. the Conquest of Mecca, that will be the sign of your Prophet's) approaching death, so testify the uniqueness of your Lord (i.e. Allah) and praise Him and repent to Him as He is ready to forgive." On that, 'Umar said, "I do not know about it anything other than what you know."
Brilliantly put together...
Makes the Quran very accessible, would recommend
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Thanks for watching Larry King Now on Ora.tv!
More from Ora: Susan Sarandon on Obama: “There’s a number of things I’m not happy with”
Dan Rather on Orlando, 2016 elections & the state of journalism
Larry King NowJun 20 '16
Iconic newsman Dan Rather joins Larry King for a passionate discussion regarding the state of our nation today.Rather offers his thoughts on how the Orlando massacre will shape American politics moving forward, and how deep the NRA’s roots are within our own government.Plus, the legendary broadcaster expands upon his statement regarding Donald Trump’s “fusilade against the press,” and why “good journalism” is more relevant today than ever before.
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Jun 20 2016 (24:38) Full Episode
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Dan Rather on gun control, the NRA & the Orlando shootings
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Susan Sarandon: I would support an Elizabeth Warren White House bid
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Meredith Vieira On Getting Her First Job: I Had No Direction, None Whatsoever
Meredith Vieira on The Today Show: It Was Not Handled Particularly Well
Diane Warren on her career, Lady Gaga & the Kesha case
Tim Tebow on faith, NFL future & TV career
Matt Walsh on UCB, politics, & life imitating ‘Veep’
Timothy Simons & Sam Richardson on ‘Veep,’ JLD, & the election
Robert Herjavec on ‘Shark Tank,’ politics, & poverty
Gillian Jacobs on a ‘Community’ movie, Judd Apatow & her dream role
QUOTES FROM THIS 'LARRY KING NOW' INTERVIEW WITH DAN RATHER:
*Posted Online on Ora.TV on June 20th 2016:
"First of all, your heart goes out to the families who lost people, either killed or maimed. Clearly, it's important I think, Larry, for us to keep in mind as Americans that an attack such as this is an attack on all of us. That's the way I view it. There's been a hole in my heart and I'd be surprised if nearly every American didn't feel the same way. But unfortunately, we can expect more of this, not less, as time goes along." — Dan Rather on the Orlando tragedy.
"The late Ed Murrow, one of my journalistic heroes, had a great word during World War II. His favorite word was 'steady.' Steady. I do think it's time for us to be steady, calm, but also asking ourselves, 'Well, where do we go from here? What needs to be done? What extra steps do we take? What do we learn from this?' It's an important time for our country." – Dan Rather on the Orlando tragedy.
"I grew up in Texas. I grew up in a gun culture. I know about guns, I'm not an expert on guns, but I know about guns. I refuse to believe, Larry, that we can't find some kind of common ground. Look, you're not going to eliminate guns in this country. There's no way you're going to do that. What you can do is use common sense." – Dan Rather on the NRA and gun control
"There are gun laws, and if you enforce the gun laws better than we have been enforcing them, that will help. But many of those gun laws do not apply to the gun shows. And about 40%, it's my understanding that about 40% of the guns that are sold are sold at the gun shows, where there are no - for example - background checks."– Dan Rather on gun laws
"I've known Donald Trump a long time, and at one time we got along pretty well. I eventually did a story that he didn't like and that pretty much split it. I respect Donald Trump in many ways. He's done a wonderful job with his family. I think one of the ways you judge a man's character and his being is to look at his family." – Dan Rather on whether or not he was shocked by Trump's attacks on the press.
"What prompted me to do that was when he began to ridicule individual press people for things such as one person who was trying to question him was physically challenged, and to ridicule that person, and to attack individual press members on a personal level. And also to talk about how when he becomes president - if he becomes president - how he, Donald Trump, would punish such institutions as the Washington Post for how they covered him. This is not the American way. This is outrageous. Now, I've dedicated my life to trying to be an honest broker of information. Play no favorites, pull no punches. But when he attacks the press, and particularly those personal attacks on the press, I thought it was time to speak up." – Dan Rather on his criticism of Donald Trump's attacks on the press.
"Larry, you and I have spent a enough time around politics that we know that overnight is a long time in politics. A week is forever. And we're talking about a convention that doesn't happen until July and an election that doesn't happen until November. Could any of these things that you just said happen? Yes, they could happen." – Dan Rather on the Democratic convention and the election timeline.
"As a reporter, you always keep your antenna out for some of these other possibilities because what we least expect often occurs." – Dan Rather on the election.
"I think I've learned a few things in a lifetime of reporting. I've been reporting for pretty close to seventy years now, if you can believe that. And there are certain things I've learned. Some of them I didn't realize I'd learned until recently. For example, how deeply one needs to be into gratitude, humility, and modesty. Let's face it, being on television, particularly when you're younger, doesn't lead you to think about things like gratitude, humility, and modesty. But as I get older and reflect on what I've learned, one of the things I've learned is the deep and abiding value of those three things." – Dan Rather on what he's learned as a journalist.
"You and I agree, and I think most Americans agree that independent - fiercely independent when necessary - journalism is the red beating heart of freedom and democracy. Now in the new digital world, the very idea that well, journalists are no longer relevant, what does that do to the idea that you need journalism for the check-and-balance of power?"
"It's every bit as important today as it's ever been. In some ways I think it may be more important today, and here's the reason. It's harder today to get at the truth. As I think Oscar Wilde said, 'Truth is rarely pure and never simple'. Another way of putting that: the truth is hard to get to." – Dan Rather on whether truth is still important in journalism.
"This diminishes the coin of trust. When everything is breaking news, then nothing really is." – Dan Rather on the over saturation of the ‘breaking news’ label.
Larry King Now Show Blog
What Would You Ask Maria Menounos?
What Would You Ask Tia Carrere?
What Would You Ask Craig Ferguson?
What Would You Ask Kristin Chenoweth?
What Would You Ask David Kessler?
What Would You Ask Karen Gillan?
What Would You Ask Michael Zegen?
What Would You Ask Aaron and Sam Taylor-Johnson?
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Making Bold Choices
I have the benefit of being both an actor, and also a director. So I work on theatre performance and production development from both sides.
As a director, I'm looking to my actors to build their characters based on analysis and evidence in the script, combined with research about the period and history, the location, the social stratus, the culture and more. Those pieces of evidence then combine with a back story of the character that might be historic or invented that gives the actor a palette to work from. The palette frames and narrows your choices to play the character's intentions, the delivery of their lines, the interactions with others, and even down to the most minute of things such as emphasis on words, gestures, the way the character carries him/herself, etc.
As an actor, I'm working on all the above to give me a framework inside which I can make those choices while still remaining true to the character and story, to tell it purely and toward the end goal of relaying the writer's vision and themes to the audience.
When I say "making bold choices" I mean that as an actor, I always want to look to the possibilities. If I only make the expected choices of how to play my character, the performance will likely be flat, dull, lifeless. I try to always remember that a play or book is not written about the ordinary times in these character's lives. It's a story about a peak moment... a critical or pivotal time in their lives when things came to a cathartic pinnacle, and then resolved in some satisfying way. So as I make every choice, moment to moment, I want that choice to be interesting, possibly unusual, while it always ALWAYS supports the overall story we are telling.
Here's an example. I'm currently playing Phoebe Reece in the crazy, ridiculous comedy 'The Farndale Avenue Housing Estate Townswomen's Guild Dramatic Society's Production of Murder at Checkmate Manor'. (See show page here) As you can guess from the title, this is an over the top farce, poking fun at the conventions of community theatre and all the horrible things that can go wrong. These women think they are brilliant artists, while actually they are truly, devastatingly, bad. As I was developing the voice for Phoebe, this crazy British dame who is the leader of the troupe, I looked for every opportunity to display her sense of self importance, her ostentatious approach to the work and her audience. So I scoured through the lines to find words like Venetian, confession, profession, and purposefully over pronounced the ending with additional syllables, such as Venesc-i-o-n, confes-s-i-o-n, etc. Additionally, she often emphasizes the incorrect syllable for comedic effect. I have a line about how the other character "stole my Reggie, turned me into an alcoholic, and melted all my tupperware." Obviously the humor comes on the final of the 3, being a silly thing to emphasize. So I purposefully break the final word and emphasize the wrong syllable... "tupper WARE". It gives a punch to the line, gives more to the unexpected, which comedy is largely based on, and it plays into the choice of playing this particular scene as Bette Davis... see below.
When working on the 6 different characters that Phoebe then plays within the play within the play... yes it's confusing... I looked at the lines and found a pattern wherein most of the characters had qualities that I could tie to famous Hollywood characters or actresses. I knew that Phoebe probably wrote her own characters in the play, so it's not at all surprising to assume she'd look to write characters that mimicked famous people that she'd always wanted to be. So one character I played as Kate Hepburn, with cheese poses and poorly done mid-Atlantic dialect. Another was Bette Davis complete with cigarette. Another was Scarlet Ohara. I then went to work researching how they looked, how they tended to move and pose, how they spoke, and tried to find bold, broad brush strokes I could apply to the brief character appearances that audiences would recognize quickly and clearly, and doing them so poorly that they also fit the over the top comedy of the style of this play.
These are just a couple examples, but hopefully you can get the idea.
I rely on the director to tell me if something is too big, or too bold, or out of bounds. That's their job looking from the outside in. But as a director also, I can tell you it's always much easier and preferred for me to have to tone an actor down, than have to try to eek a performance out of them, or get them to be bolder.
Acting is not a business for the shy or meek. It's the work of those who are not afraid to be watched, not shy in front of a crowd, and not timid in making choices. Go for it. Rehearsal is a safe place to make mistakes, and to find moments of unexpected excitement. You'll never find them if you don't try. Do your homework, think creatively and from a place of knowledge within the character and material, and be bold!
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5 nines (high availability)
A system that's characterized as having a "5 nines" availability rating (99.999%). This means that the system has a downtime of just 5 minutes per year. A "6 nines" system will have a downtime of just 20 minutes every forty years. This is also known variously in the industry as "carrier-class" or "telco-class" availability.
analog (data acquisition)
Indicates an input or output signal that corresponds to a range of voltages. In the real world, an analog signal is continuously variable, meaning that it can take on any value within the range. When the analog value is used with a data acquisition card, it will be digitized, meaning that only a finite number of discrete values are represented. Analog inputs are digitized by an "analog to digital" (A/D) convertor, and analog outputs are synthesized by a "digital to analog" (D/A) convertor. Generally, most convertors have an accuracy of 8, 12, 16, or more bits. Compare digital.
Used to indicate that a given operation is not synchronized to another operation. For example, a pulse is a form of asynchronous message-passing in that the sender is not blocked waiting for the message to be received. Contrast with synchronous. See also blocking and receive a message.
availability (high availability)
Availability is a ratio that expresses the amount of time that a system is "up" and available for use. It is calculated by taking the MTBF and dividing it by the sum of the MTBF plus the MTTR, and is usually expressed as a percentage. To increase a system's availability, you need to raise the MTBF and/or lower the MTTR. The availability is usually stated as the number of leading 9s in the ratio (see 5 nines). An availability of 100% (also known as continuous availability) is extremely difficult, if not impossible, to attain because that would imply that the value of MTTR was zero (and the availability was just MTBF divided by MTBF, or 1) or that the MTBF was infinity.
A means for a thread to synchronize with other threads or events. In the blocking state (of which there are about a dozen), a thread doesn't consume any CPU — it's waiting on a list maintained within the kernel. When the event that the thread was waiting for occurs (or a timeout occurs), the thread is unblocked and is able to consume CPU again. See also unblock.
cascade failure (high availability)
A cascade failure is one in which several modules fail as the result of a single failure. A good example of this is if a process is using a driver, and the driver fails. If the process that used the driver isn't fault tolerant, then it too may fail. If other processes that depend on this driver aren't fault tolerant, then they too will fail. This chain of failures is called a "cascade failure." The North American power outage of August 14, 2003 is a good example. See also fault tolerance.
client (message-passing)
QNX Neutrino's message-passing architecture is structured around a client/server relationship. In the case of the client, it's the one requesting services of a server. The client generally accesses these services using standard file-descriptor-based function calls (e.g., lseek()), which are synchronous, in that the client's call doesn't return until the request is completed by the server. A thread can be both a client and a server at the same time.
code (memory)
A code segment is one that is executable. This means that instructions can be executed from it. Also known as a "text" segment. Contrast with data or stack segments.
cold standby (high availability)
Cold standby mode refers to the way a failed software component is restarted. In cold-standby mode, the software component is generally restarted by loading it from media (disk, network), having the component go through initializations, and then having the component advertise itself as ready. Cold standby is the slowest of the three modes (cold, warm, and hot), and, while its timing is system specific, it usually takes on the order of tens of milliseconds to seconds. Cold standby is the simplest standby model to implement, but also the one that impacts MTTR the most negatively. See also hot standby, restartability, and warm standby.
continuous availability (high availability)
A system with an availability of 100%. The system has no downtime, and as such, is difficult, if not impossible, to attain with moderately complex systems. The reason it's difficult to attain is that every piece of software, hardware, and infrastructure has some kind of failure rate. There is always some non-zero probability of a catastrophic failure for the system as a whole.
data (memory)
A data segment is one that is not executable. It's typically used for storing data, and as such, can be marked read-only, write-only, read/write, or no access. Contrast with code or stack segments.
A failure condition reached when two threads are mutually blocked on each other, with each thread waiting for the other to respond. This condition can be generated quite easily; simply have two threads send each other a message — at this point, both threads are waiting for the other thread to reply to the request. Since each thread is blocked, it will not have a chance to reply, hence deadlock. To avoid deadlock, clients and servers should be structured around a send hierarchy. (Of course, deadlock can occur with more than two threads; A sends to B, B sends to C, and C sends back to A, for example.) See also blocking, client, reply to a message, send a message, server, and thread.
digital (data acquisition)
Indicates an input or output signal that has two states only, usually identified as on or off (other names are commonly used as well, "energized" and "de-energized" for example). Compare analog.
exponential backoff (high availability)
A policy that's used to determine at what intervals a process should be restarted. Its use is to prevent overburdening the system in case a component keeps failing. See also restartability.
fault tolerance (high availability)
A term used in conjunction with high availability that refers to a system's ability to handle a fault. When a fault occurs in a fault-tolerant system, the software is able to work around the fault, for example, by retrying the operation or switching to an alternate server. Generally, fault tolerance is incorporated into a system to avoid cascade failures. See also cascade failure.
guard page (stack)
An inaccessible data area present at the end of the valid virtual address range for a stack. The purpose of the guard page is to cause a memory-access exception should the stack overflow past its defined range.
HA (or high availability)
A designation applied to a system to indicate that it has a high level of availability. A system that's designed for high-availability needs to consider cascade failures, restartability, and fault tolerance. Generally speaking, a system designated as "high availability" will have an availability of 5 nines or better. See also cascade failure.
hot standby (high availability)
Hot-standby mode refers to the way in which a failed software component is restarted. In hot-standby mode, the software component is actively running, and effectively shadows the state of the primary process. The primary process feeds it updates, so that the secondary (or "standby") process is ready to take over the instant that the primary process fails. Hot standby is the fastest, but most expensive to implement of the three modes (cold, warm, and hot), and, while its timing is system specific, is usually thought of as being on the order of microseconds to milliseconds. Hot standby is very expensive to implement, because it must continually be shadowing the data updates from the primary process, and must be able to assume operation when the primary dies. Hot standby, however, is the preferred solution to minimizing MTTR and hence increasing availability. See also cold standby, restartability, and warm standby.
in-service upgrade or ISU (high availability)
An upgrade performed on a live system, with the least amount of impact to the operation of the system. The basic algorithm is to simulate a fault and then, instead of having the overlord process restart the failed component, it instead starts a new version. In certain cases, the policy of the overlord may be to perform a version downgrade instead of an upgrade. See also fault tolerance and restartability.
message-passing
The QNX Neutrino operating system is based on a message-passing model, where all services are provided in a synchronous manner by passing messages around from client to server. The client will send a message to the server and block. The server will receive a message from the client, perform some amount of processing, and then reply to the client's message, which will unblock the client. See also blocking and reply to a message.
MTBF or Mean Time Between Failures (high availability)
The MTBF is expressed in hours and indicates the mean time that elapses between failures. MTBF is applied to both software and hardware, and is used, in conjunction with the MTTR, in the calculation of availability. A computer backplane, for example, may have an MTBF that's measured in the tens of thousands of hours of operation (several years). Software usually has a lower MTBF than hardware.
MTTR or Mean Time To Repair (high availability)
The MTTR is expressed in hours, and indicates the mean time required to repair a system. MTTR is applied to both software and hardware, and is used, in conjunction with the MTBF, in the calculation of availability. A server, for example, may have an MTTR that's measured in milliseconds, whereas a hardware component may have an MTTR that's measured in minutes or hours, depending on the component. Software usually has a much lower MTTR than hardware.
overlord (high availability)
A process responsible for monitoring the stability of various system processes, according to the policy, and performing actions (such as restarting processes based on a restart policy). The overlord may also be involved with an in-service upgrade or downgrade. See also restartability.
policy (high availability)
A set of rules used in a high-availability system to determine the limits that are enforced by the overlord process against other processes in the system. The policy also determines how such processes are restarted, and may include algorithms such as exponential backoff. See also restartability.
primary (high availability)
The "primary" designation refers to the active process when used in discussions of cold, warm, and hot standby. The primary system is running, and the secondary system(s) is/are the "backup" system(s). See also cold standby, warm standby, and hot standby.
process (noun)
A non-schedulable entity that occupies memory, effectively acting as a container for one or more threads. See also thread.
pulse (message-passing)
A nonblocking message received in a manner similar to a regular message. It is non-blocking for the sender, and can be waited on by the receiver using the standard message-passing functions MsgReceive() and MsgReceivev() or the special pulse-only receive function MsgReceivePulse(). While most messages are typically sent from client to server, pulses are generally sent in the opposite direction, so as not to break the send hierarchy (which could cause deadlock). See also receive a message.
The company responsible for the QNX 2, QNX 4, and QNX Neutrino operating systems.
QSS
An abbreviation for QNX Software Systems.
receive a message (message-passing)
A thread can receive a message by calling MsgReceive() or MsgReceivev(). If there is no message available, the thread will block, waiting for one. A thread that receives a message is said to be a server. See also blocking.
reply to a message (message-passing)
A server will reply to a client's message to deliver the results of the client's request back to the client, and unblock the client. See also client.
resource manager
A server process that provides certain well-defined file-descriptor-based services to arbitrary clients. A resource manager supports a limited set of messages that correspond to standard client C library functions such as open(), read(), write(), lseek(), devctl(), etc. See also client.
restartability (high availability)
The characteristic of a system or process that lets it be gracefully restarted from a faulted state. Restartability is key in lowering MTTR, and hence in increasing availability. The overlord process is responsible for determining that another process has exceeded some kind of limit, and then, based on the policy, the overlord process may be responsible for restarting the component.
secondary (or standby) (high availability)
Refers to the inactive process when used in discussions of cold, warm, and hot standby. The primary system is the one that's currently running; the secondary system is the "backup" system. There may be more than one secondary process. See also cold standby, warm standby, and hot standby.
segment (memory)
A contiguous "chunk" of memory with the same accessibility permissions throughout. Note that this is different from the (now archaic) x86 term, which indicated something accessible via a segment register. In this definition, a segment can be of an arbitrary size. Segments typically represent code (or "text"), data, stack, or other uses.
send a message (message-passing)
A thread can send a message to another thread. The MsgSend*() series of functions are used to send the message; the sending thread blocks until the receiving thread replies to the message. A thread that sends a message is said to be a client. See also blocking, message-passing, and reply to a message.
send hierarchy
A design paradigm where messages are sent in one direction, and replies flow in the opposite direction. The primary purpose of having a send hierarchy is to avoid deadlock. A send hierarchy is accomplished by assigning clients and servers a "level," and ensuring that messages that are being sent go only to a higher level. This avoids the potential for deadlock where two threads would send to each other, because it would violate the send hierarchy — one thread should not have sent to the other thread, because that other thread must have been at a lower level. See also client, reply to a message, send a message, server, and thread.
server (message-passing)
A regular, user-level process that provides certain types of functionality (usually file-descriptor-based) to clients. Servers are typically resource managers. QNX Neutrino provides an extensive library that performs much of the functionality of a resource manager for you. The server's job is to receive messages from clients, process them, and then reply to the messages, which unblocks the clients. A thread within a process can be both a client and a server at the same time. See also client, receive a message, reply to a message, resource manager, and unblock.
stack (memory)
A stack segment is one used for the stack of a thread. It generally is placed at a special virtual address location, can be grown on demand, and has a guard page. Contrast with data or code segments.
synchronous
Used to indicate that a given operation has some synchronization to another operation. For example, during a message-passing operation, when the server does a MsgReply() (to reply to the client), unblocking the client is said to be synchronous to the reply operation. Contrast with asynchronous. See also message-passing and unblock.
Many kernel calls support the concept of a timeout, which limits the time spent in a blocked state. The blocked state will be exited if whatever condition was being waited upon has been satisfied, or the timeout time has elapsed. See also blocking.
A single, schedulable, flow of execution. Threads are implemented directly within the QNX Neutrino kernel and are manipulated by the POSIX pthread*() function calls. A thread will need to synchronize with other threads (if any) by using various synchronization primitives such as mutexes, condition variables, semaphores, etc. Threads are scheduled in either FIFO or Round Robin scheduling mode. A thread is always associated with a process.
A thread that had been blocked will be unblocked when the condition it has been blocked on is met, or a timeout occurs. For example, a thread might be blocked waiting to receive a message. When the message is sent, the thread will be unblocked. See also blocking and send a message.
warm standby (high availability)
Warm-standby mode refers to the way a failed software component is restarted. In warm-standby mode, the software component is lying in a "dormant" state, perhaps having performed some rudimentary initialization. The component is waiting for the failure of its primary component; when that happens, the component completes its initializations, and then advertises itself as being ready to serve requests. Warm standby is the middle-of-the-road version of the three modes (cold, warm, and hot). While its timing is system-specific, this is usually thought of as being on the order of milliseconds. Warm standby is relatively easy to implement, because it performs its usual initializations (as if it were running in primary mode), then halts and waits for the failure of the primary before continuing operation. See also cold standby, hot standby, restartability, and server.
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Susan Alma Fox
Set As Default Person
Rolon Dennis Fox
Birth 4 Apr 1830 West Leyden, Lewis, New York, USA
Died 9 Oct 1909 Redfield Twp., Oswego County, New York
Buried Redfield Twp., Oswego County, New York
Father Frederick Fox, b. Jun 1795, Glastonbury, Hartford, Connecticut, United States
Mother Mary Belknap, b. 1793, Willington, Tolland, Connecticut, United States
Family Eva Elida Clemens, b. 11 Jan 1840, Western, Oneida, New York, United States
Married 6 Oct 1853 Osceola, Lewis County, New York
1. Wilbur Alvin Fox, b. 31 Aug 1874, Redfield, Oswego, New York
2. Millie Ressett Fox, b. 6 Nov 1855, Osceola, Lewis County, New York, USA
3. Minnie Fox, b. 1856, New York, United States
4. Milo Emerette Fox, b. 1857, New York, United States
5. Effie Idella Fox, b. 1859, Osceola, Lewis, New York, United States
6. Ellen Elida Fox, b. 1861, New York, United States
7. Dana Fox, b. 1863, New York, United States
8. Rolon Edgar Dennis Fox, b. 12 Sep 1862, Redfield Twp., Oswego County, New York
9. Ella Melvina Fox, b. 30 Aug 1867, Redfield Twp., Oswego County, New York
10. Susan Alma Fox, b. 16 Aug 1869, Redfield Twp., Oswego County, New York
11. Maude Augusta Celia Fox, b. 22 Jun 1872, Redfield Twp., Oswego County, New York
12. Ira Martin Fox, b. 4 Feb 1879, Redfield Twp., Oswego County, New York
13. Ida B Fox, b. 1883, New York, United States
14. Olive Fox, b. 1877, New York, United States
15. Bertha Elizabeth Fox, b. 2 Mar 1881
16. Jessie Fox
Eva Elida Clemens
Birth 11 Jan 1840 Western, Oneida, New York, United States
Died 19 Jun 1924 Redfield, Oswego, New York, United States
Father Peter Petrus Clemens, b. 8 Mar 1811
Mother Ruby Ann Blasier
Family Rolon Dennis Fox, b. 4 Apr 1830, West Leyden, Lewis, New York, USA
Jeremiah Woods Flagg
Birth 5 May 1864 Altmar, Oswego, New York, USA
Died 18 Feb 1940 Camden, Oneida, New York, USA
Family Susan Alma Fox, b. 16 Aug 1869, Redfield Twp., Oswego County, New York
Married 6 Oct 1887
1. Edith Luella Flagg, b. 3 Jun 1894, Redfield Twp., Oswego County, New York
2. Helen Flossie Flagg, b. 11 Mar 1896, Redfield Twp., Oswego County, New York
3. James Rolon Flagg, b. 10 Mar 1889, Redfield Twp., Oswego County, New York
4. Lyle Myrton Flagg, b. 14 Oct 1911, Redfield Twp., Oswego County, New York
5. Martha Jeanette Flagg, b. 17 Jul 1891, Redfield Twp., Oswego County, New York
6. Perdita Elida Flagg, b. 16 Jun 1898, Redfield Twp., Oswego County, New York
Edith Luella Flagg
Birth 3 Jun 1894 Redfield Twp., Oswego County, New York
Died 23 Feb 1922 Camden, Oneida County, New York
Father Jeremiah Woods Flagg, b. 5 May 1864, Altmar, Oswego, New York, USA
Mother Susan Alma Fox, b. 16 Aug 1869, Redfield Twp., Oswego County, New York
Family Myrton Orlo Porter, b. 25 Feb 1875, Sandy Creek Twp., Oswego County, New York
Married 23 Apr 1913 Camden, Oneida County, New York
Helen Flossie Flagg
Birth 11 Mar 1896 Redfield Twp., Oswego County, New York
Died 5 Oct 1974 Westdale, Oneida, New York, USA
Buried 10 Oct 1974 Westvale Cem., Camden Twp., Oneida County, New York
Relationship related
Family Frederick Oliver Yerdon, b. Nov 1892, Hammond, St. Lawrence County, New York
Married 30 Jun 1921 Camden, Oneida County, New York
1. Weldon Oliver Yerdon, b. 1 Nov 1923, Westdale, Camden Twp., Oneida County, New York
2. Luella Mae Yerdon, b. 30 Sep 1922, Camden, Oneida County, New York
James Rolon Flagg
Lyle Myrton Flagg
Birth 14 Oct 1911 Redfield Twp., Oswego County, New York
Died 2 Jul 1952 Camden, Oneida County, New York
Martha Jeanette Flagg
Birth 17 Jul 1891 Redfield Twp., Oswego County, New York
Died Jun 1973
Family James William Green, b. 15 Mar 1891, Costello, Pennsylvania
Married 3 Jul 1913
1. Alma L. Green, b. 26 Jul 1915
2. James F. Green, b. 16 Jun 1914, Richland Twp., Oswego County, New York, USA
Perdita Elida Flagg
Birth 16 Jun 1898 Redfield Twp., Oswego County, New York
Died Dec 1952
Family William Tifft Soule, b. 6 Apr 1891
Name Susan Alma Fox [1]
Born 16 Aug 1869 Redfield Twp., Oswego County, New York
Died 1 May 1947 Pulaski, Oswego, New York [1]
Buried 4 May 1947 Forest Park Cem., Camden, Oneida County, New York
Person ID I27833 stewartsny.com
Last Modified 15 Sep 2021
Father Rolon Dennis Fox, b. 4 Apr 1830, West Leyden, Lewis, New York, USA , d. 9 Oct 1909, Redfield Twp., Oswego County, New York (Age 79 years)
Mother Eva Elida Clemens, b. 11 Jan 1840, Western, Oneida, New York, United States , d. 19 Jun 1924, Redfield, Oswego, New York, United States (Age 84 years)
Family Jeremiah Woods Flagg, b. 5 May 1864, Altmar, Oswego, New York, USA , d. 18 Feb 1940, Camden, Oneida, New York, USA (Age 75 years)
1. Edith Luella Flagg, b. 3 Jun 1894, Redfield Twp., Oswego County, New York , d. 23 Feb 1922, Camden, Oneida County, New York (Age 27 years) [natural]
2. Helen Flossie Flagg, b. 11 Mar 1896, Redfield Twp., Oswego County, New York , d. 5 Oct 1974, Westdale, Oneida, New York, USA (Age 78 years) [related] [natural]
3. James Rolon Flagg, b. 10 Mar 1889, Redfield Twp., Oswego County, New York , d. Jul 1912 (Age 23 years) [natural]
4. Lyle Myrton Flagg, b. 14 Oct 1911, Redfield Twp., Oswego County, New York , d. 2 Jul 1952, Camden, Oneida County, New York (Age 40 years) [natural]
5. Martha Jeanette Flagg, b. 17 Jul 1891, Redfield Twp., Oswego County, New York , d. Jun 1973 (Age 81 years) [natural]
6. Perdita Elida Flagg, b. 16 Jun 1898, Redfield Twp., Oswego County, New York , d. Dec 1952 (Age 54 years) [natural]
[S570] Public Member Trees, Ancestry.com, (Name: Name: Ancestry.com Operations, Inc.; Location: Provo, UT, USA; Date: 2006;;), Database online.
Record for Eva Elida Clemens
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Terra State offers full academic scholarship for students
Terra State offers full academic scholarship for part-time students
Pictured (l-r): President Ron Schumacher, Klay Huddleston and Executive Director of the Terra College Foundation Cory Stine
The new Roy W. Klay Scholars Program will support two tuition and general fees scholarships for two students at Terra State Community College. This is the College’s first full academic scholarship.
In conjunction with Terra State’s 50th Anniversary, this award was established by Mr. Klay Huddleston, grandson of founding President Emeritus Roy W. Klay, and his family. “I love the mission of the College and we’re honored as a family to continue to support Terra State,” Huddleston said. He is currently the Senior Vice President and Chief Marketing Officer at Libbey Inc.
Huddleston is happy to help launch this scholarship program. “Education has always been very important to my family. I have teachers in my family and both of my sisters have an education degree,” he said. “My grandfather taught me the benefits of hard work and putting your all into something that will benefit the community and make the world a better place. I feel like creating a scholarship like this is a step in that direction.”
Two awards will be made annually with a goal to award one scholarship to a nontraditional, adult student to cover part-time tuition and general fees. “I’m really passionate about giving people an opportunity to restart their career path” Huddleston said. “I hope this scholarship allows them to develop new skills and, eventually, make a good living.” The other scholarship will be awarded to a traditional, straight out of high school student.
Eligible recipients must have financial need and be involved in extracurricular or community involvement, such as community service, employment or others. Students must be enrolled at least half-time (six credit hours per semester). The scholarship is renewable for a total of four years. To maintain eligibility, students must demonstrate the same criteria as for initial consideration. It is anticipated students will graduate within four years.
“We are so excited to have the opportunity to offer a scholarship like this to two students,” Terra State President Ron Schumacher said. “This carries on the legacy of the College’s founding president, Roy W. Klay, by giving students the opportunity to earn a degree they may otherwise would not have been able to achieve. That’s what our community college is about.”
Students who are interested in applying for this scholarship must complete the Terra College Foundation scholarship application process. A committee will select the winners of the awards, as they do for other scholarships. More information and the application can be found at terra.edu/scholarships.
Any donor may contribute to this fund. Checks should be made payable to the Terra College Foundation and reference the Roy W. Klay Scholars Program.
Huddleston left advice for future students. “You have to think about the jobs that are going away and the jobs that are growing, like cybersecurity, and go to school for a degree or certificate that will get you into a growing field. That’s what I love about Terra—it feels like education for the 21st century.”
ApplyVisit & TourRequest Info
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Liquid Latex lays bare annual show
Sean Fabery
Section: Arts, Etc.
Unsurprisingly, the Levin Ballroom was packed to capacity on Thursday night, with all seats filled and numerous people standing in the back of the room, all in anticipation of Liquid Latex’s 10th annual show. Every year, students get on stage and prance about with nothing on but latex and a lot of creativity, which always leads to some interesting results.
Liquid Latex performances tend to consist of two varieties: some choose to take themselves incredibly seriously while others decide to let loose.
After a brief introduction by the show’s coordinators, the first act took the audience inside the world of a very untraditional circus troupe, which consisted of such circus mainstays as a ringleader, a strongman and a pair of mimes. Together, they danced to the eponymous Britney Spears hit and introduced the show’s attendees to the circus that is Liquid Latex.
The frothy and fun “Circus” was followed by “Revolution,” which presented a fight-the-man theme in which a group of various dissenters were beaten down by a police officer—“the man”—with a nightstick. Just as he became comfortable in his role as oppressor, the others returned and beat the system into submission.
The next act, “Botany of Desire,” put a spin on the traditional version of the biblical Adam and Eve story. The performance began calmly enough, with both Adam and Eve dancing harmoniously in a hypnotic fashion with models representing their natural, idyllic surroundings. When Adam—not Eve—chooses to take a bite out of the fateful apple, the soundtrack quickly changed to Lady Gaga’s “Bad Romance.” Adam and Eve dance ecstatically to the Gaga tune until they become aware of their own nakedness, at which point they—along with the music—slip into melancholy.
This was followed by perhaps one of the most eclectic presentations of the show, “Man vs. Empire Brain Building,” in which a hardworking man must fight back against the busy, modern world that oppresses him—represented by the “Empire Brain Building.” It was abstract but fun, and it was clear that the performance’s choreographers and dancers took a lot of joy from it.
“Beat of Beethoven” juxtaposed the classic grace of Beethoven with the ecstatic rhythms of classic disco.
One of the most elaborate performances came in the form of “Biohazard,” a play on the classic Frankenstein concept. In this case, a doctor and a nurse concoct their creations in a giant Petri dish, resulting in a variety of rapturous bacteria with a yen for dance. They quickly get minds of their own and attack their creators with toxic lust (appropriately enough, Britney Spears’ “Toxic” played at this point).
After an intermission, the show resumed with “For My Eyes Only,” a staging of “Cell Block Tango” from “Chicago,” which successfully captured the mixture of sex and murder that was present in the original.
This was followed by “Runway: World Runner,” which combined a culturally conscious fashion show with an infectious M.I.A.-infused soundtrack.
The following group tackled an interpretive presentation of George Orwell’s “1984” by way of Radiohead and managed to do so successfully.
“Dancing in the Streets” proved to be one of the more eccentric presentations. Though it initially began with a crowd of clothed students on stage (eliciting a chorus of people confusedly asking “Why are they clothed?!”—oh, the magic of Liquid Latex), various familiar “Sesame Street” characters—Big Bird, Elmo, Cookie Monster, among others—appeared and shared a few songs from the show, which inspired spontaneous clapping from the audience. At the end, presenters declared that the show had been “brought to you by the Letter L and the number 10,” a reference to the show’s 10th anniversary.
The show’s finale, titled “:-D ;-* 8^$ :-0 >:-[ :’(,” presented a world in which, on the sixth day of Creation, all human emotions were discarded. On the seventh day, however, emotions in the form of models escape and wreak havoc, unleashing both their private joy and anger. These emotions literally popped out of a giant garbage can that appeared on stage, and they returned to it at the end of the show—but not before they escaped into the audience, gesticulating wildly at onlookers.
The show ended with a quick parade of all the models, choreographers and designers that were involved, concluding yet another successful Liquid Latex show. Though the performances weren’t exactly revelatory, they weren’t trying to be—clearly everyone involved was in this for the fun of the experience, and they successfully managed to share this with their audience.
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Roy on those Obamacare Health Exchanges
Our own Roy is in today's Wall Street Journal talking about Errors in the Provider Lists. For the hard copy, see page six.
If you can't surf over (it may need a subscription), here is the article.
Roy would love it if you'd go over the the WSJ and write a comment!
Oct. 30, 2013 7:34 p.m. ET By Melinda Beck
The first day that Maryland's health exchange opened, psychiatrist Steven Daviss looked up his name and was surprised to see himself listed as participating in 36 new insurance plans from five different carriers.
Some plans listed him at an address that he had left three years ago. Others had the right address, but Dr. Daviss treats only hospital inpatients and isn't available for people looking for a therapist.
"Not one insurance company has contacted me to ask if I am accepting new patients," said Dr. Daviss, who complained to Maryland exchange officials.
The errors continue. This week, the exchange lists Dr. Daviss as an internist participating in 24 plans—including two that provide only dental benefits.
Many new health exchanges don't yet let shoppers see which doctors accept which insurance plans. Where exchanges do post the so-called provider lists, they often contain inaccurate or misleading information, some doctors say, including wrong specialties, addresses and language skills, and no indication whether providers are accepting new patients.
Exchange officials blame the insurance industry, where inaccurate and out-of-date provider lists are nothing new. "I don't think we realized that the underlying data had quite this number of problems. Now, it's becoming more transparent," said Joshua Sharfstein, Maryland's secretary of health and the chairman of its exchange.
Psychiatrist Steven Daviss, right, says some plans on Maryland's health exchange listed him at a wrong address and with the wrong specialty. Nathan Daviss
Robert Zirkelbach, spokesman for America's Health Insurance Plans, an industry trade association, said, "Health plans do everything they can to ensure their provider networks are up-to-date."
The new health exchanges are supposed to offer a transparent shopping experience, including clear information on participating doctors. But in addition to providing wrong information, the lists may give consumers a false impression of how big the networks are, some physicians say. Several exchanges warn shoppers to ask doctors directly if they accept the new plans.
Insurers say that in some cases, doctors may not be aware that they are in provider networks for the new insurance plans. Some contracts allow carriers to move physicians into new networks or lease their names to other insurance companies, even without keeping them informed.
"These networks are often in flux—it's part of the Rube Goldberg contraption that is the U.S. health-care system," said Peter Beilenson, chief executive of Evergreen Health Co-op, a new Maryland nonprofit that leased its network of doctors from PHCS, a large provider group that is part of an even larger group, MultiPlan Inc., which contracts with 900,000 health-care providers nationwide.
Evergreen plans to inform some 7,000 Maryland doctors in the PHCS network that they are in its new network in mid-December.
Some carriers are using their usual provider networks for their new exchange plans and haven't notified those doctors to expect more patients. Others are offering low-cost plans and have asked providers to take reimbursement cuts, though many haven't specified the new rates yet.
Some doctors are surprised to see their names listed in new insurance plans on the exchanges, though they haven't signed new contracts or aren't accepting new patients. Insurers offer a variety of explanations, reports Melinda Beck. Photo: Getty Images.
Richard Thorp, president of the California Medical Association, said his practice in rural Paradise, Calif., was still waiting to hear what the new reimbursement rates would be—so he was surprised to see himself listed as taking five new low-cost plans from Blue Shield on the California exchange.
Blue Shield of California said not enough doctors signed up for its exchange plans, particularly in rural areas, to meet state standards, so it notified several hundred of its contracted physicians that they were being moved into the new network as well, at their usual rate, said spokesman Stephen Shivinsky.
He said that Blue Shield sent Dr. Thorp two such notices at a rural clinic where he treats patients, and that its contract with him covers any office he practices in. Steve Nord, the administrator for Dr. Thorp's private practice, said the contracts are very different. "There's obviously been a miscommunication," Mr. Nord said.
Unlike many states, California permits insurers to use "all-products" clauses in contracts with doctors, requiring them to participate in any plan the carrier offers, regardless of the rates. As a result, the California Medical Association said some doctors might be caught off guard.
"Come January, some practices could find they have a lot of new patients coming through their doors at less than break-even rates," said CMA associate director Brett Johnson.
David Aizuss, an ophthalmologist in Encino, Calif., said he won't sign all-products contracts and has declined requests to join the new plans. So he, too, was also surprised to find himself listed as accepting five new Blue Shield plans on the California exchange. Even if Blue Shield does pay his usual rates, Mr. Aizuss says, "I don't know if we have the capacity to handle many new patients."
Blue Sheild's Mr. Shivinsky said Dr. Aizuss is one of a handful of ophthalmologists listed erroneously on Blue Shield exchange plans. The list will be corrected by mid-November, he said.
The California exchange, called CoveredCalifornia, has been plagued with other provider-list problems, too. Officials took the doctor search tool off-line for more than a week because many doctors' specialties were listed erroneously.
The search tool was back up this week with no specialties given. But spokesman Roy Kennedy said it would soon add a hot line for doctors to call to report errors with their listings.
Write to Melinda Beck at HealthJournal@wsj.com
Posted by Dinah on Thursday, October 31, 2013 9 comments:
Whose Rights Trump?
For as long as there's been Shrink Rap, there have been people writing in to tell us their awful stories about how they've been mistreated on inpatient psychiatry units. Strip searches, restraints, seclusion rooms, lousy food, boring activities, disrespectful care, feelings of helplessness, and a general sense that inpatient treatment is not always about fostering a healing process. With the pressures that insurance companies exert to get patients out of the hospital as soon as possible, it's not about healing, it's about keeping people safe until the moment they can be booted out to heal elsewhere. Still, the stories get to me, and my heart goes out to people who've experienced care that leaves them feeling so vulnerable, physically & mentally uncomfortable, and generally yucky (for lack of the proper scientific term). Our readers have made me sensitive to the issue of patient rights and they have inspired ClinkShrink and I to want to write a book about forced psychiatric treatments.
This is the thing, as much as I feel for people with these awful stories, I feel pulled. Physical restraints sound horrible; I personally would be terrified and furious. But since the use of restraints has been curtailed by patient rights' advocates and laws, the rates of hospital assaults and murders have risen. Don't the nurses have the right to be safe? Don't the other patients on the unit have the right to be free from the fear of being raped, assaulted, or killed in the hospital? I'm not suggesting that we restrain everyone ---not by any means -- I'm just asking the question. Obviously, if an out-of-control, violent, and disruptive patient can be managed with the judicious use of medications, more staffing, calming interventions with talk-downs, or seclusion without restraints, then those methods should be used. But some patients are terribly sick and terribly dangerous. Whose rights come first?
Let me tell you about Mr. Kelly. Mr. Kelly raped two women he didn't know and he broke into a house and killed a child and her father (strangers to him). At his hearing, the judge questioned whether he was competent to stand trial. He went to a forensic hospital where he could be evaluated and he was found to be delusional and incompetent to aid in his defense. He'd remain in the hospital until he was competent to stand trial. Mr. Kelly was a perfect occupant of the hospital, a model patient. He wasn't violent or difficult. And he didn't want to take medications because he did not agree with the doctors that he was delusional. A clinical review panel said he was sick and needed medications, and he fought the decision, taking the case to the state and it eventually made it's way to the state's court of appeals. The court of appeals decided that a patient who is committed to a hospital for being dangerous to himself or others can not be medicated against his/her will if he is not dangerous inside the hospital.
This ruling applies to all committed patients, even those who haven't raped, murdered, or jaywalked. If you're committed to a hospital because you're dangerous (say you are delusional about your neighbors and you're going to kill them in self defense, but they aren't in the hospital), well now you can't be forced to take medications and you can't be released because you're dangerous outside the hospital. Wait, really? Yup. Funny catch-22 isn't it? Or apparently some hospitals may be warning the victims then releasing the dangerous patient. If you're the patient who doesn't want to take the medications, this is good, you've got rights and you've been released. What if you're the person waiting for the subway who that released patient pushes onto the tracks? Whose rights were more important?
Okay, so back to Mr. Kelly. He couldn't be medicated. He sat in the hospital for 8 years at a cost to the taxpayer of $208,000/year before he was declared competent to stand trial and was found guilty for his crimes to go off to prison. If you were the mother of the child he killed or one of the women he raped, how would you feel? Would you want the closure a trial might yield a bit sooner? Is Mr. Kelly's right to refuse medications more important than the victims' rights? What about the taxpayer's rights to have their tax dollars used more efficiently (I'm sorry to add a money issue here, but our state furloughs workers, and Mr. Kelly got over $1 million worth of hospital care when many go untreated).
Our readers might say "but I wasn't going to kill anyone, I wasn't going to bite the nurse, or assault another patient." Assaults in hospitals are common, and the staff does not necessarily have any special abilities to know which agitated patients will escalate to violence and which will not. These are all tough situations and obviously there is no good or precise answer here. It would be so nice if there were.
I did have the thought that seclusion rooms should have plexiglass screened iPads built into the walls so that patients could watch movies, read, listen to music, or play games and not be bored. The activity might be distracting and help them de-escalate sooner.
Posted by Dinah on Monday, October 28, 2013 25 comments:
What I Learned: Part 3
(Picture explanation to follow.)
Usually I write about the conference in the order that I hear things, but in this case I'm changing things around a bit to start with the topic I know most of our readers would be interested in. Involuntary treatment.
A Canadian nurse presented the results of a small but interesting study about the experience of being placed in a seclusion room. She developed a list of open-ended questions that she asked of both the nursing staff and secluded patients, 13 of each. Most of the patients who had been placed in seclusion had a psychotic illness, either schizophrenia or schizoaffective disorder. Five also had antisocial personality disorder.
Both groups were asked about the reasons for seclusion, their attitude toward the quality of care received while in seclusion, whether it was necessary and finally given the opportunity to describe the "ideal" seclusion room.
As expected, the nurses rated "safety" as the number one reason for use of seclusion, and none saw it as punishment. They emphasized that alternative interventions were always preferred and that extended negotiation was often used as a means of avoiding it. They emphasized the importance of having a good rapport in order to avoid escalation. Although the nurses were evenly divided on whether seclusion improved or impaired the quality of care given, most agreed that seclusion rooms could be beneficial in the short term for a patient's mental state. They reported feeling shaken and traumatized themselves when required to put someone in seclusion and said that debriefing with a colleague was helpful. They consistently emphasized the importance of a "QTIP" attitude ("quit taking it personally") when threatened or assaulted: "They could be cussing at you...spitting at you...hitting you. But you got to put all that aside because you know that's not the real person you were talking to the day before."
The surveyed patients had been placed in seclusion for an average of four or five days in the past six months. All but two patients had negative reactions to the experience and did not find the room beneficial for their mental states, although most understood the reason for the intervention. The experience was described in a wide variety of negative terms, but the most prominent theme was boredom. Two patients had positive reactions to the experience: relieved to avoid the stress of a potential confrontation with other patients, or even the opportunity to be "more creative" when left alone. The nursing protocol generally required the nurses to minimize patient stimulation and this meant that staff tried to minimize communication, and patients generally didn't like this. They were more likely to describe the experience as punitive, or used as an alternative to spending time with the patient. Lack of privacy, cold temperatures, difficulty with access to showers, soap and dental hygiene were also cited as a problem. Some patients were even served "finger food" rather than be trusted with utensils.
Both groups agreed that seclusion was a preferred alternative to physical restraints.
As a result of this study the group came up with recommendations to modify the physical conditions of the seclusion rooms, to provide more opportunities for interaction with staff while in seclusion, and to offer the option of listening to music.
This was the second presentation this week in which a project was organized and lead by a ward nurse, with resulting concrete recommendations to improve direct patient care. Nice.
Now to back up and discuss the poster presentations:
There was a survey of more than 600 Pittsburgh police drawn from all levels of service, including command staff and investigators. The purpose was to assess their attitudes toward the usefulness of mental health involvement in police matters. Most respondents rated crisis debriefing or personal counseling relatively low, but rated utility high for help with crisis or hostage negotiation. Interestingly, although most respondents weren't investigators (thus, had no direct experience with it) many rate "profiling" or investigative assistance as highly useful. About 25% of the respondents had been through CIT (crisis intervention training) and it was going to be made mandatory.
I'm a bit biased about the next poster since I know the investigator, but it's still a good one. It involved a battery of neuropsychology tests to look at which cognitive functions were most correlated with good or poor vocational outcomes. In other words, disability determination. Out of the entire battery, the strongest predictor was cognitive processing speed as measured by a simple paper and pencil test that took six minutes to administer. I thought this finding had intriguing potential for further study to look at correlations with general competence to stand trial.
There was a national survey of correctional mental health systems which tried to identify barriers to psychiatrist recruitment and retention. The most interesting part of this for me was the fact that anxiety or fear of the correctional environment was the biggest barrier to recruitment but the lowest factor for retention. That's consistent with my experience bringing new staff in to prison: after a few weeks you realize it's just not as horrible as everybody warned you it would be. (Or that journalists report.)
A poster about "Big Data" presented the results of a national survey of AAPL members regarding their use of Internet search data in clinical and forensic practice. About half regularly did Internet searches or reviewed social media related to their cases, and most have found useful information. Most thought there was a need for better guidelines for this practice given the ethical issues involved.
Today's session reflected ongoing concern about gun laws and firearm related violence. One poster presented the outcome of seven years of experience with a firearms seizure law in one Indiana county. Court data from 2006 to 2012 was presented. During this time only 254 guns were seized. In the early years (2006 to 2007) most patients didn't bother to show up for their firearm retention hearing, or they voluntarily surrendered the weapon. In later years, courts dismissed the case and returned the weapon in 80% of cases. The time to resolution of the case averaged 300 days. In two-thirds of cases, reason for seizure was threat of suicide and 3.5 weapons were recovered when the police transported the patient to the ER, voluntarily or involuntarily. In other words, the seizure law didn't take many weapons off the streets but it did make people more adamant about getting their weapons back. There was no data presented about suicide rates during this time.
At a panel discussion about gun laws since the Virginia Tech shooting I learned that in 1999, the first year that NICS (the background check system) went live, 81,000 firearms applications were denied (only 1.8%) and fewer than 0.1% were denied due to mental illness. By 2012, still only about 1% were denied but mental illness was the basis for 22% of the denials. I also learned that in order to take possession of a revoked weapon, police can only knock on the door and ask for the weapon. Apparently revocation does not serve as a basis for a search warrant. I hadn't thought about that issue.
Last but not least, there was a presentation on national laws related to zoophilia. (Thus, the turkey.) If you feel a need for dinner party trivia, I can tell you that 31 states have laws against zoophilia and that it could be either a felony or a misdemeanor. A LexisNexis search of cases using the term "zoophilia" turned up 26, usually in relation to an appeal of a sex offender commitment. The disorder was cited as a sign of generally more serious psychopathology in connection with other paraphilic disorders. I also learned about the practice of people known as "furries." If you want to know what that is, I will only tell you if you retweet a link to this post ten times:
Day 3 of the American Academy of Psychiatry and the Law, summaries here: http://t.co/ahtZbOfFeh #forensic #psychiatry #AAPL2013
— Clink Shrink (@clinkshrink) October 27, 2013
Posted by ClinkShrink on Sunday, October 27, 2013 5 comments:
Labels: AAPL conference, forensic psychiatry, guns, involuntary treatment
Welcome to the second day of the AAPL conference. Dinah knows I have to throw in a bird picture somewhere. The fighting gull picture is in honor of the birds duking it out overhead during my boat ride across the bay last night. More to follow.
I started out the day with a review of new legal cases pertinent to forensic psychiatry. In training forensic psychiatry students are required to learn a set of legal opinions known as the "landmark cases," in other words, decisions that have profoundly influenced the practice of psychiatry. The trick with this is that you don't always know when the opinion is issued whether it will have a large impact over the long term. AAPL does a pretty good job of picking out the cases that will have significant influence.
The panel presentation I attended talked about the history of the Plata case, the Supreme Court opinion which ordered the state of California to decrease its prison population by 42,000 inmates. This is a significant decision since there are several other states in this country (Maryland included, the home of the Shrink Rappers) in which the prison system is running at 140% over capacity. This is the same level of overcrowding as California. The Supreme Court was divided about whether to order this. Justice Scalia called this the "most radical injunction in this nation's history." There was data presented about the number of crimes committed by the released inmates, but there was no context given to know if this rate was higher or lower than expected for California's parolees. Most inmates weren't released, they were just moved to local detention centers---thus shifting the burden but not necessarily solving the problem.
The other cases were US v Comstock, the Supreme Court case about the civil commitment of Federally detained sex offenders; Ryan v Gonzales, about competency in habeas corpus proceedings; Delling v Idaho, about the constitutionality of abolishing the insanity defense (states are allowed to do it), and Snyder v Phelps, the Westboro Baptist protest case from Maryland which said that free speech in a public place was not grounds for intentional infliction of emotional distress. On the child psychiatry side of things, all the cases related to the sentencing of juveniles. Graham v Florida outlawed life without parole for nonhomicide offenses. Miller v Alabama outlawed mandatory life without parole for juvenile homicide offenders.
After the landmark case presentation I continued my current theme du jour: immigration. I listened to a great talk by attorneys and a psychiatrist involved in the class action suit, Franco-Gonzales v Holder. For those of you who aren't familiar with what's going on in the world of immigration, now's the time to pay attention because it will affect all of you eventually. (You can read the preliminary injunction here.) Franco-Gonzales is an intellectually disabled immigrant who was arrested for throwing a rock during a public brawl. He was arrested and served a one year sentence. Immediately after this, he was taken into custody by ICE and held for five years. He had no pending criminal charges, had already served his time, and had no lawyer. Because of his mental disability he was unable to represent himself or take any legal action on his own. His case was combined with six others, all involving seriously mentally ill unrepresented detainees who had been held for at least six months. The court in this case has ordered the Federal government and Immigration and Customs Enforcement (ICE---the branch of the government holding the detainees) to provide "qualified representation" (legal services) to these detainees. They have also been ordered to assess their competence for self-representation. All of this means that mentally ill people are starting to be granted fundamental due process rights that never existed before, even though they are not American citizens. We are now also going to have to figure out how to provide community mental health services for undocumented immigrants with serious mental illnesses, even though they are not eligible for public benefits. (Ironically some of these detainees, if deported, might be deported to countries with better mental health systems than ours!)
I really enjoyed listening to the forensic psychiatrist who treated an undocumented immigrant and hearing how she advocated for this patient, as well as from Franco-Gonzales' own lawyer who was in the position of having to figure out what to do for this client when there were no existing laws AT ALL to cover his situation or to provide a basis for release. It's quite creepy to think that in this country someone can be held for five years, without a lawyer or even a right to one, without having committed any new crime.
Lastly, I always make a point of attending the presentation by the AAPL computer committee. This is my rare opportunity to geek-out with fellow tech nerds. The most important topic this year was the new HIPAA requirements for using secure email to transmit protected health information, and the need to have a business associate agreement (BAA) with any cloud storage service you use to save clinical information. This applies to anybody using things like DropBox or Google to store documents or other clinically relevant data. The trick is that Google won't sign a BAA for clinicians unless you're using their fee-for-service business apps (which are reportedly secure, although probably not from the NSA) and I think DropBox may not sign a BAA at all. So: do some homework, this may apply to you.
Today is my last conference day and I'll be heading home early tomorrow. I give heavy props to my nameless but fearless former fellow who arranged our alumni dinner last night here on his home turf and gave us a terrific tour of the bay. He raised the bar substantially for all future alumni events. (And yes, nameless fellow, you WILL return to Maryland some day. I will not give up. And now I know where to find the boat.)
Follow trending AAPL news today at @ClinkShrink.
Posted by ClinkShrink on Saturday, October 26, 2013 3 comments:
Labels: AAPL conference, computers, forensic psychiatry, immigration
Hello from San Diego and the 44th annual American Academy of Psychiatry and the Law conference. One of the annual traditions associated with this conference is my series of "What I Learned" posts, which preserves little factoids, pieces of trivia and topics for me for future reference, and also tells members a bit about what they missed if they couldn't make the conference. For those interested in a more real-time experience, you can follow live coverage on my Twitter feed @ClinkShrink.
In spite of a three hour time difference and associated jet lag I did make it to the morning poster session. While I didn't get to every single poster, I did enjoy one that looked at the rates of military service for prisoners who committed suicide in New York over several years. One of the interesting things about this study was the fact that it was exempt from IRB review because all of the information was in the public domain as the result of a journalist's FOIA request. Having completed the story, the journalist turned over all the data to the poster's authors. Sweet. I don't recall all the numbers due to jet lag and mawazo mengi (keep reading), but the bottom line was that only three percent of the prisoners who completed suicide had a history of military service. Weird. Are veterans less likely to kill themselves in prison than while on active duty?? The poster wasn't designed to answer that question, but it certainly did raise the question in my mind.
Immigration issues are an emerging area of active forensic work now, and this was reflected again in this year's conference. I attended a panel presentation by psychiatrists from Yale and the Philadelphia program, who talked about the basis for deportation ("removal proceedings") and the common questions asked of forensic psychiatrists. An alien can file to be protected from removal based on a real history of persecution or being members of a group at risk for persecution, by being a victim of torture, or if their life or freedom could be threatened by return to the home country. The respondent's testimony about these issues must be credible. Psychiatrists are sometimes asked to testify as to why an alleged torture victim may have inaccurate recall of details related to their experiences, or why their demeanor or emotional reaction while discussing torture appears to be inconsistent with the experience. (All of this discussion brought to mind the prosecution of rape cases where the victim is "put on trial.") A psychiatrist might be asked to testify about a respondent's diagnosis and treatment needs and whether those treatment needs can be met in the home country. One panelist talked about transference and counter-transference issues in immigration evaluations, particularly about her own discomfort about testifying about deficits in her own country of origin's mental health system. I also learned it's good to know about culture-bound syndromes for these evaluations, like "mawazo mengi" ("brain fag"---yes, that's "fag" not "fog") or racing thoughts with headaches.
I was quite pleased to attend a panel presentation about the Goldwater Rule. As regular readers know, this is a persistent interest of mine that I've blogged, podcasted and written about before (here, here, here, here, and here). Now, the Shrink Rappers are finally not the only ones talking about this. The AAPL ethics and peer review committee put on a joint presentation in which they played several television interviews with psychiatrists commenting on criminal defendants in the news as well as on the President. There was vigorous and unanimous agreement about where the talking heads "crossed the line" of professional ethics, how the interviews could have been handled better and what recourse our profession had to address the offenders. Complaints have been filed within the APA against media consultants who violated our ethical rules, and in some states this may also be the basis for a licensing board complaint. Interestingly, social media was not even mentioned. I suspected this may be due to an inherent fear and suspiciousness about the use of social media by forensic psychiatrists. On a side note, but one I plan to track, is that the role of psychiatrists in national security issues and consultation to covert agencies was presented as a "grey area" of ethics. (Oh, I'd say it was a darker shade of grey myself.)
Finally, I attended a panel presentation on the management and reduction of inpatient violence put on by some of my Maryland colleagues. There was a review of the literature on risk factors related to inpatient violence (staffing levels, patients with a history of substance abuse and/or violence, an overstimulating---noisy---environment) and also a presentation of one inpatient unit's plan to reduce inpatient violence. The unit set up a designated "milieu manager" who did hourly rounds on the unit to touch bases with all the patients and keep an ear out for emerging tensions. They did patient-specific limited and targeted observation (a change from the usual practice of continuous, 24/7 observation). I forget the numbers on the assault rate, but what stood out in my mind was that the scores on the patient satisfaction survey I think tripled. The unit got the hospital award for the most improved patient satisfaction. Very cool project, and it was all set up, designed and run by the nursing staff.
Finally, the evening entertainment was a showing of the 1938 film "The Amazing Dr. Clitterhouse." Definitely worth watching even if you only watch the insanity trial at the end of the film. I may need to track down a clip of the "expert" testimony in that case. For peer review, of course.
The conference runs through Sunday and you can follow my coverage today and tomorrow @ClinkShrink. Thanks for attending with me.
Posted by ClinkShrink on Friday, October 25, 2013 1 comment:
Labels: AAPL conference, correctional psychiatry, ethics, forensic psychiatry, suicide, suicide prevention, violence
Law Enforcement and Mental Illness: A Sometimes Fatal Encounter
Gary Fields write on the Wall Street Journal's writes in "Live of Mentally Ill, Police Collide" the story of a police officer who shot and killed a mentally ill man who charged at him with a butcher's knife. The man died, and the police officer, whose brother suffers from bipolar disorder, is haunted. Fields writes:
Law-enforcement professionals and mental-health advocates believe they are seeing an increase in fatal encounters between police and the mentally ill. They point to a narrowing range of treatment options that has shifted more responsibility for the mentally ill to law officers, jails and prisons.
"No police officer does well with shooting someone, let alone someone with mental illness," said Michael Biasotti, immediate past president of the New York State Association of Chiefs of Police and a mental-health and law-enforcement policy researcher. "That destroys a bunch of people at once."
Fields writes:
The Federal Bureau of Investigation keeps track of instances of "justifiable homicide," which it defines as "the killing of a felon by a law-enforcement officer in the line of duty," but it doesn't note which of those involve mental illness. While crime rates nationally have fallen almost every year since the late 1990s, justifiable homicides by police officers have risen, from 297 in 2000 to 410 in 2012.
Hidden within that category is what is known informally as "suicide by cop," when a person intentionally provokes an officer into using lethal force. Chuck Wexler, executive director of the Police Executive Research Forum, in Washington, D.C., which researches law-enforcement issues, said he believes this type of suicide is increasing in frequency.
Then over on Pete Earley's blog, he has video up of an unarmed mentally ill man who was shot by police. Unarmed. Mr. Earley writes:
This shooting terrifies those of us who love someone with a mental illness or have a mental illness. I’ve been asked to help this video go viral so that the public will recognize the need for better police training. Please do your part and send it out.
http://youtu.be/4U1GOTzvBLQ
And over on Clinical Psychiatry News, ClinkShrink is talking about law enforcement from a totally different perspective. She received a call from a homicide detective who wanted her suggestions for how to interrogate a suspect. Not quite the job of a forensic psychiatrist, but she talks about the ethical issues in a way that only ClinkShrink can. See Consultation to Law Enforcement.
Posted by Dinah on Wednesday, October 23, 2013 3 comments:
Labels: adderall, dangerousness, forensics, homicide, interrogation, violence
What State Fits Your Mood? Take the Quiz and Tell Us!
Apparently, states have different mental health issues. West Virginia is the most neurotic, and Wisconsin is the most extroverted (it's all that cheese filling their heads). Clink took the test and she belongs in Connecticut. I, apparently, should live in Massachusetts where perhaps I could get World Series seats? Go Red Sox! Those folks in Utah are laid back. What state works best for you?
See Time Magazine's America's Mood Map, click on "Take the Test" and let us know where you belong.
Posted by Dinah on Tuesday, October 22, 2013 5 comments:
Meds or Therapy?
It's this funny thing, people talk about the rise in the use of medications like it's a bad thing (and perhaps it is) and the decline of psychotherapy by psychiatrists as also being a bad thing (and perhaps it is). It's almost like a see-saw, and there is the thought by some that using medicine is a quick-fix, a way of avoiding looking at the more difficult issues that we as humans face in the natural course of human suffering. It's funny -- as I started by saying -- because it seems like the combination of medications together with psychotherapy may work best.
Let me address the quick fix thing. First off, most psych meds take a while to work, they aren't quick fixes. Second, we've all read that medication helps depression only 30% of the time, or the same rate as placebo, and this because in clinical psychiatry it often takes a few tries to help someone -- switching medicines, augmenting one medicine with another, or trying some unconventional or creative cocktails. The study looked at a single trial of one medicine versus a sugar pill, not real life psychiatry. And then we've got that *#$&~ DSM issue which boxes one in, says people have to "meet criteria" as though it's a totally real entity any more than diabetes is (-- see Psych Practice's post on just how scientific the diabetes diagnosis actually is) and there is the implicit criticism that if you take a pill for psychic pain that doesn't 'meet criteria' then it's just WRONG. Can you imagine if you had a headache and wanted to take an aspirin to stop the pain, but you were told that since there wasn't an anatomical reason for the pain, taking that aspirin makes you a weak pill-popper?
There are those who feel we should rely more heavily on psychotherapy, as though it's one or the other. As though we know in advance who therapy will help heal of their mental illness (we don't), or who therapy will help comfort during a painful journey. I believe therapy is helpful to many people for many reasons: one is that for some people it provides tremendous insight and relief, though the two are not necessarily connected. Another, is that by scheduling patient for hour-long sessions, it's so much easier to evaluate and understand them, to know the quirks of their personality and the patterns of their distress in relation to the nuances of their lives, and not just as a checklist of symptoms and side effects taken as independent variables apart from their environment and their perceptions of that environment. You help them see their patterns, whether it's how they relate to authority figures or how they always feel worse (or better!) when they stop their medicines. Finally, when you're on a journey that may be long and painful, it's so nice to feel heard and cared about and like you're a human being whose emotions are important, and not like a person at the deli counter-- #16 today, "I'll have a script for Zoloft please." But as a cure, therapy doesn't always work, and we don't have a prescription for how long and how much therapy one needs, or of what type, before we can tell if a trial is adequate. For medications, there are often some guidelines with regard to dose and time; for therapy there is not. If you come for treatment of depression, how much therapy is enough to say we've given it a fair chance before adding medications? Twice a week, 50 minute sessions, for two months or two years? And what if the patient can't afford the cost of that and wants to try the $4 generic from Wal-Mart?
So that you know where I stand: if it helps, go for it. Meds (if the benefit outweighs the risk-- and yes that's important: sometimes the benefit does not outweigh the risk), therapy, light boxes, exercise, ECT, TMS, DBS, acupuncture, yoga, chocolate... I'm all for the reduction of discomfort for those who are seeking it, and I'm all for letting people heal as they will without the judgement of others telling them how to do it right.
Hmm, I'm not sure what got into me today....
Labels: dinahrants, medications, psychotherapy
Antidepressants: So What's New?
There's some new stuff coming down the pipeline with antidepressants.
~A new antidepressant was approved by the FDA at the end of September. Brintellix, generic: vortioxetine -- could you think of worse names for a medication? From PsychCentral:
The most common side effects reported by participants taking Brintellix in clinical trials included nausea, constipation and vomiting. Overall, 5 to 8 percent of the patients who received Brintellix 5 to 20 mg/day in short-term trials discontinued treatment due to an adverse reaction, the most common being nausea, compared with 4 percent of placebo-treated patients in these studies.
According to the manufacturers of Brintellix, Takeda Pharmaceutical & H. Lundbeck, the mechanism of the antidepressant effect of Brintellix is not fully understood.
What is known is that the new drug is an inhibitor of serotonin (5-HT) reuptake, and also acts as an agonist at 5-HT1A receptors, a partial agonist at 5-HT1B receptors and an antagonist at 5-HT3, 5-HT1D and 5-HT7 receptors. The contribution of each of these activities to Brintellix’s antidepressant effect has not been established, but it is considered to be the first and only compound with this combination of pharmacodynamic activity.
The pills come in 5, 10, 15 and 20mg, the starting dose is 10mg/day, to increase (? after how long) to 20mg/day. Not to be taken with an MAOI or with Methylene Blue or Linezolid (an antibiotic). The usual black box warning about suicidal concerns in young adults applies as is does to all anti-depressants. The medication is not yet available.
~ Astrazenica is working on a ketamine-like drug named lanicemine. Lanicemine doesn't have the hallucinogenic effects of ketamine, and it also seems to take longer for it's antidepressant effects to kick in. There's not much to say about this drug. Yet.
~And finally, it's not exactly new with evidence back to 2006, but I've been hearing more lately about scopolomine -- the seasickness patch -- being used for depression that is resistant to other antidepressants. From Medical News:
"Scopolamine was found to reduce symptoms of depression within three days of the first administration. In fact, participants reported that they experienced relief from their symptoms by the morning after the first administration of drug," explained Dr. Furey. "Moreover, one-half of participants experienced full symptom remission by the end of the treatment period. Finally, participants remained well during a subsequent placebo period, indicating that the antidepressant effects persist for at least two weeks in the absence of further treatment."
I'd love to hear what experience readers have had with scopolomine,
Posted by Dinah on Sunday, October 20, 2013 1 comment:
Why Don't I Hate Walter White?
I'm back from vacation and Shrink Rap resumes, even in the face of the continuing federal shutdown.
Note that over on Clinical Psychiatry News, ClinkShrink wrote about "Trauma Informed Care" and how it has traumatized her, and I have an article on "Antipsychotic medications and The Psychiatrist's Dilemma."
So, I surfed over to Psycritic to read about all that is right with Breaking Bad in A Psychiatrist's Favorite Breaking Bad Moments. Like Psycritic, I too am a Breaking Bad addict -- come to it late, then caught up in real time. Maybe it's that we made popcorn during the episodes for a while, but the ritual of sitting down every night to popcorn, and Walt and Jesse, was pretty pleasant for a while there.
Warning: Spoilers here.
So why don't I hate Walter White? The man is evil -- he fills the world with 96% pure methamphetamine, he shoots people, and he arranges for the deaths of children (I mean really, how purely evil can you get?), and yet still, I was sucked in. Maybe it's the premise; the poor guy has lung cancer and his health insurance doesn't pay for his cancer treatment. Really? He's a high school chemistry teacher, his health insurance doesn't pay for cancer treatments? Deemed "experimental," I believe was the problem. Okay, I'll move beyond that hurdle. So he's a poor family man who teaches school, has a teenage son with cerebral palsy, and has a pregnant wife, and then he gets diagnosed with a fatal disease that he can't afford treatment for -- so, of course he's going to start a meth lab and bring in the big bucks.
But here's the part I got hung up on. Walter White went to Caltech -- his job as a chemistry teacher is deemed a failure. People who graduate from Caltech go on to bigger and better things, and indeed, Walter was involved with a company he started with a woman named Gretchen and her husband, Elliot. They had a business together, Gray Matter Technologies. Either the details weren't all there, or I don't remember them, but somehow the idea was that Elliot won both the girl (Gretchen) and then somehow stole Walter's brilliant ideas and screwed him out of his rightful stake in the business. He left the company feeling bitter, and went off to be a high school teacher while Elliot and Gretchen continued with a multi-million dollar firm and the high life. Upon learning that Walt was sick, they offer him a job so he'll have better health insurance, or if that wasn't good, they offered to pay for his treatment. Walter was too proud to accept their offer (? why -- given that he felt they owed him?) so he lies to his wife and tells her Elliot and Gretchen are footing the bill for his cancer treatment and he goes on make meth with Jesse in a trailer. So he had an option, he wasn't really forced to make meth.
Walter contends that everything he does is for the good of his family. He makes and loses money over and over, and finally has so much money that it has to be placed in a storage facility. Funny, these people never seem to spend any of the money, they continue with their modest lifestyle, and perhaps that adds to their likeability. Skyler, Walter's nagging wife who becomes a not-as-reluctant-as-you'd-think conspirator in the affair, is so hated by the general public that the actress, Anna Gunn, wrote an editorial in the New York Times pointing out that she is not the character, inspired by death threats she (the actress in real life) was receiving.
But despite his heartfelt insistence that the money and everything he did to get it was for his family, it is clear that Walter loves the new lifestyle. He loves being good at something. He loves being important. He loves the power and the adrenaline rush and the thrill of figuring out the next move and how to outsmart those who try to foil him. And perhaps it is this that draws us all in: after all, we all want to be important, we all want at least a little power, and even if we aren't going to pursue the fast life, it's kind of fun to watch someone else don a silly hat and have gunfights. We'll note that sometimes Walt starts out stranded in the New Mexico desert in his skivvies, muffin-top piling over the BVD wasteline, so we know that he's so very human, and so very vulnerable. You just want this guy to get some power, and when it goes much too far, when he destroys everyone he goes near and everyone he loves, you somehow remain still in his court. By the end, I didn't so much like him, but still I marveled that I didn't hate him.
Most of the characters are not who they appear to be, and Walter White is the ultimate anti-hero who somehow draws us in, even as he does all these heinous things.
▼ Oct (10)
Law Enforcement and Mental Illness: A Sometimes Fa...
What State Fits Your Mood? Take the Quiz and Tell...
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Andrea Echeverry – Songs of the Motherhood
Today we are celebrating our 100th post in Sound Energy Flux. For this special occasion we want to talk about one of our most loved singers, a figure that has greatly influenced the Colombian rock scene.
Andrea Echeverry used to be an artist who worked in ceramics. She studied arts and made post-graduate studies at the School of Art and Design in Plymouth, UK. But in 1990, when she joined a band called Delia y Los aminoácidos, she started an unexpectedly prolific career as a singer. In 1992, this band turned into Aterciopelados, the most innovative rock band of Colombia and Latin America.
Andrea hasn’t been the typical hot female pop singer. The way she dresses has always been recognized for its extravagance. The strength of her voice, her sincere lyrics and her natural attitude, oppossed to the pop star stereotype, have captivated people and critics around the world.
Lactochampeta (2006)
Her solo album, a tribute to motherhood, was recorded in 2006 after the birth of her first daughter, Milagros. This album, whose lyrics are primarily about maternal feelings, contains the song Lactochampeta, an ode to lactation and a lullaby to her baby.
The following song is an adaptation of Canción Protesta, composed by Andrea. It was performed by various artists who come from many countries around the world, and was part of a campaign of Amnesty International against the impunity in human rights violations.
The price of silence (2008)
Labels: Colombia, Latin America, Rock, South America
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3 Helps Business go Mobile
www.three.com
3, the mobile media company, today announces a new package for small office/home office (SOHO) customers and SMEs offering access to email on the move. This is the first time that the UK's largest 3G network, with over 88% population coverage for its high-speed 3G services, has launched packages aimed at the small business market.
The new offer from 3 includes the launch of two new handsets incorporating easy to use qwerty keyboards for the business market, a range of new services including push-mail and the best value inclusive data allowances, removing the need for a separate email device, all designed for business customers.
Marc Allera, Sales Director for 3 UK, said: "Just over three years since we launched in the consumer market, we're launching our first packages designed for small businesses. 3 has set the standard for new services and value for consumers and we will do the same for the small business market. 3 is leading the convergence between communications and information service, this means we can offer business customers the most advanced devices in the market. Today marks our first step into the business market."
Mobile Office Mail
Mobile Office Mail is 3's first push-mail service and allows customers to have their emails delivered to their 3G handsets exactly as they would on their PCs, which means they won't have to set up an 'out of office' again. The new service supports Exchange email and no system integration is required.
Exploiting the high performance and outstanding coverage of the 3 network, Mobile Office Mail gives users the freedom to send and receive email instantly from their handset, complete with alerts when new email arrives. The service also allows users to synchronise their contacts and calendar between PC and phone. Another package, Mobile Mail is available to customers who require access to 'POP 3' e mail from an ISP and can have their mail delivered in 'near real time' to their handset.
The service is powered by SEVEN Networks' award-winning Always-On Mail mobile email platform, which delivers highly secure real-time access to emails, attachments, contact and calendar information. Every email is automatically 'pushed' to the handset, and all actions are simultaneously mirrored on the host email account.
Small business price plans
The small business price packages come with data inclusive bundles, giving SOHO and SME customers the option to integrate Mobile Mail with an internet email account or office-based Exchange or Lotus email. The new plans offer exceptional value.
The Mobile Mail option includes 10MB of data per month for 2.50 and is expected to meet the needs of most small business users. The enhanced version, Mobile Office Mail, enabling retrieval of Exchange and Lotus email, includes 15MB of data per month for 5.00 and is suited to larger businesses.
New handsets
3 also announced today two new handsets that will go on sale over the next two months. The first is the Nokia E61 smartphone, using the Symbian software platform and the Windows-based QTEK 9000. The Nokia E61 incorporates a qwerty keyboard, giving 3 business customers office functionality on the go. The handset is designed with messaging in mind and comes equipped with an array of applications and intuitive interfaces designed to provide the user with everything they need for business on the move, including: MS Office, Windows XP, Adobe Reader and Zipped File Reader.
The second new handset to be launched is the QTEK 9000. The QTEK, with its revolving screen, is designed to accommodate a fantastic web browsing experience. The Mobile Mail service is also available on three phones in the existing 3 range - the popular Nokia N7O, 6680 & 6630. Mobile Mail will be rolled out across 3's full handset range over the coming months.
Graeme Oxby, Marketing Director for 3 UK, said: "This is excellent news for business users and shows that one device from 3 can provide mobile office functionality on top of the value of our voice and text offer. Email is critical for many businesses and 3's advanced network can deliver the service to mobile devices, offering unbeatable performance and exceptional value."
Lars Aase, Marketing Director for SEVEN, commenting on the selection of the SEVEN Networks' award-winning Always-On Mail mobile email platform said: "3 is a great addition to our blue-chip operator portfolio and we're delighted to be working together to deliver mobile office solutions to UK businesses. Our operator customers are leaders in bringing innovative value-added services to market and 3 is the first to offer push email technology on the Nokia E61 in the UK."
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Country Singer Morgan Wallen Wants to Work With Kendrick Lamar After Lil Durk Collab Goes No. 1 on Billboard Hot R&B/Hip-Hop Songs Chart
C. Vernon Coleman II Published: December 31, 2021
Ed Rode / Kevin Winter, Getty Images (2)
After scoring a No. 1 hit on the Billboard Hot R&B/Hip-Hop Songs chart with his Lil Durk collab "Broadway Girls," controversial country music star Morgan Wallen now wants to work with Kendrick Lamar.
On Wednesday night (Dec. 29), Wallen was a guest on popular internet comedian Druski's Clubhouse chat, Behind the Vest. During the interview, Wallen, who was under fire earlier this year for using the N-word, talked about his hip-hop fandom and who his ideal collab would be with. “I do love Moneybagg [Yo]. He’s definitely at the top of the list,” Wallen said. “But like overall, ever...I’m trying to think of not just in the past little bit. Kendrick Lamar would be pretty cool.”
“Honestly, my top stuff on Spotify was all hip-hop," Wallen continued. "Moneybagg is probably my favorite. And I listened to a lot of Young Dolph—R.I.P. I listened to Drake’s new album. I listen to Kanye. I’ve been listening to a little bit of Gunna. I like him pretty good.”
Wallen also talked about the Durk collab and how it happened organically. The country star said they linked up on Instagram over the summer after Durk commented on a snippet of the track Wallen uploaded to IG. “So I hit him up," Wallen recalled. "Me and him had been talking a little bit throughout the year and kind of developed a friendship. I was like, ‘I don’t know if you’re serious or not, but here’s a couple of versions.’ And he took the song. I said, ‘I’m not gonna put out an album for a while. If you just want to throw this on yours, go ahead.’ So he did and I’m super pumped about it.”
Back in February, Wallen was caught on video yelling the N-word, resulting in his label—Big Loud Records—suspending his contract. In footage obtained of the incident, Wallen and some buddies were pulling up to his home, when the singer yelled to the girlfriend of his drunk friend, "Hey, take care of this pussy-ass muthafucka...Take care of this pussy-ass n***er." Wallen later apologized. The controversy didn't stop his January LP, Dangerous: The Double Album, from becoming the biggest-selling project of the first half of 2021.
Meanwhile, Kendrick Lamar features have been few and far between recently. In 2021, he only appeared on the tracks "Family Ties" and "Range Brothers," both songs on his cousin Baby Keem's debut album, The Melodic Blue.
See How Much It'll Cost to Get a Verse From Your Favorite Rapper
Any guesses on dollar amounts before you look?
Source: Country Singer Morgan Wallen Wants to Work With Kendrick Lamar After Lil Durk Collab Goes No. 1 on Billboard Hot R&B/Hip-Hop Songs Chart
Filed Under: Kendrick Lamar, Morgan Wallen
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TRIVIA QUIZ: Summer Olympic Games Host Cities
Erica Banas // Rock Music Reporter July 26th, 2021
The Olympic Games not only shine a light on the athletes that compete; it also highlights the host city.
Many cities vie for the honor to host the Olympics, but only a select number of cities have done so. Some cities have the rare honor of hosting multiple Olympic games.
Considering that and how we’re in the thick of the Tokyo Games, we thought we’d test your Summer Olympic Games host cities knowledge with the quiz below. We name the city, and you have to guess which year (or years) that city hosted the Summer Games. Good luck!
10 Random Facts About the Summer Olympic Games
Ancient vs. Modern
The Olympic Games history consists of the "Ancient Era" and the "Modern Era." The "Ancient Era" dates all the way back to 776 BC, while the "Modern Era" is recognized as beginning in 1896 in Athens, Greece.
Medals Make Their Debut
The Gold, Silver and Bronze medal prizes awarded to Olympic athletes were first given out during the 1904 Olympics.
Gold Medals…Literally
Beginning in 1904 and lasting through the 1912 games, Olympic medals gold medals were actually made entirely of gold.
The New Medals are a Unique Metal
The 5,000 medals made for the current Summer Olympic Games in Tokyo were made from a variety of recycled electronic devices. Among them are 6.21 million mobile phones.
Figure Skating? In the Summer?!
The Winter Olympic Games began in 1924. Before then, Figure Skating was actually a Summer Games event in 1908 and 1920.
Historic Representation…
Only five countries have the distinction of having been represented in every single Summer Olympic Games: Greece, Australia, France, Great Britain and Switzerland.
Especially From the U.K.
Of those five countries to be represented in every single Summer Olympic Games, Great Britain is the only country to have won at least one gold medal in every single games.
Historic Cancelation
The coronavirus pandemic almost derailed the 2020 Summer Olympic Games entirely, but it wouldn't be the first time a global event prevented the games from taking place. World Wars I and II were the reasons for no games being held in 1916, 1940 and 1944.
Who Started the Fire?
The Olympic torch relay is one of the big preliminary events that lead up to the Summer and Winter Olympic games, but where does the fire start? That would be in Olympia, Greece, the site of the Ancient Olympic Games.
U.S. Host Nation
The United States has hosted the Summer Olympics four times: St. Louis in 1904; Los Angeles in 1932 and 1984; and Atlanta in 1996. Los Angeles will host the Summer Games a third time in 2028.
Erica Banas is a rock/classic rock news blogger who's well versed in etiquette and extraordinarily nice.
Summer Games Trivia
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Simone Biles Wins Bronze In Beam For Her Olympic Return
Autumn Hawkins August 3rd, 2021
TOKYO, JAPAN - AUGUST 03: Simone Biles of Team United States poses with the bronze medal following the Women's Balance Beam Final on day eleven of the Tokyo 2020 Olympic Games at Ariake Gymnastics Centre on August 03, 2021 in Tokyo, Japan.
Simone Biles is back and she’s won another medal.
Biles made her Olympic comeback winning bronze in the beams final with a score of 14.000 for her routine. This comes after taking off from her individual events because of having the “twisties” which are when gymnasts feel as though they are losing awareness of where they are in a jump, and in their relation to the ground.
“I’m pretty happy. I wasn’t expecting to medal. I just came out here and tried to do a good beam set,” Biles said at a press conference after the beam final per PEOPLE.
Biles added: “Just to have one more opportunity to compete at the Olympics means the world to me. I just was trying to go out there and hit a good beam set and compete one more time at these Olympic Games because I qualified for all five finals but then I pulled out. It sucked but I was excited to be in the stands and cheering for all of Team USA.”
The four-time Olympic gold medalist emphasized the importance of maintaining mental health especially with the pressures that come along with performing at the highest athletic level.
“To bring up the topic of mental health, I think it should be talked about a lot more, especially with athletes because I know some of us are going through the same things, and we’re always told to push through it, but we are all a little older now, and we can kind of speak for ourselves. At the end of the day, we’re not just entertainment. We’re human, and there are things going on behind the scenes that we’re also trying to juggle with, as well, on top of sports.”
Biles’ teammate Sunisa “Suni” Lee–who won the Tokyo Games women’s gymnastics individual all-around champion–also competed in the beams final coming in fifth with a score of 13.866.
The gold medal went to Guan Chenchen of China with 14.633, and her teammate Tang Xijing took the silver with her score of 14.233.
Gymnastics – Artistic – Olympics: Day 11
TOKYO, JAPAN - AUGUST 03: Simone Biles of Team United States competes in the Women's Balance Beam Final on day eleven of the Tokyo 2020 Olympic Games at Ariake Gymnastics Centre on August 03, 2021 in Tokyo, Japan.
TOKYO, JAPAN - AUGUST 03: Simone Biles of Team United States competes in the Women's Balance Beam Final on day eleven of the Tokyo 2020 Olympic Games at Ariake Gymnastics Centre on August 03, 2021 in Tokyo, Japan. (Photo by Laurence Griffiths/Getty Images)
TOKYO, JAPAN - AUGUST 03: Simone Biles of Team United States poses with the bronze medal alongside coaches Laurent Landi (L) and Cecile Canqueteau-Landi (R) following the Women's Balance Beam Final on day eleven of the Tokyo 2020 Olympic Games at Ariake Gymnastics Centre on August 03, 2021 in Tokyo, Japan.
Simone Biles,Summer Games
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Dr. Aaron T. Beck, Developer of Cognitive Therapy, Dies at 100
It was an answer to Freudian analysis: a pragmatic, thought-monitoring approach to treating anxiety, depression and other mental disorders, and it changed psychiatry.,
It was an answer to Freudian analysis: a pragmatic, thought-monitoring approach to treating anxiety, depression and other mental disorders, and it changed psychiatry.
Dr. Aaron Beck in 2006. He prompted patients to focus on distortions in their day-to-day thinking rather than on conflicts buried in childhood.Credit…Ryan Donnell for The New York Times
By Benedict Carey
Nov. 1, 2021, 12:43 p.m. ET
Dr. Aaron T. Beck, whose brand of pragmatic, thought-monitoring psychotherapy became the centerpiece of a scientific transformation in the treatment of depression, anxiety and many related mental disorders, died on Monday at his home in Philadelphia. He was 100.
His death was confirmed by Alex Shortall, an executive assistant at the Beck Institute for Cognitive Behavior Therapy in Bala Cynwyd, Pa., outside Philadelphia. Dr. Beck’s daughter Dr. Judith Beck is its president.
Dr. Beck was a young psychiatrist trained in Freudian analysis when, in the late 1950s, he began prompting patients to focus on distortions in their day-to-day thinking, rather than on conflicts buried in childhood, as therapists typically did. He discovered that many people generated what he called “automatic thoughts,” unexamined assumptions like “I’m just unlucky in love” or “I’ve always been socially inept,” which can give rise to self-criticism, despair and self-defeating attempts to compensate, like promiscuity or heavy drinking.
Dr. Beck found that he could undermine those assumptions by prompting people to test them out in the world — say, by socializing without alcohol to observe what happens — and to gather countervailing evidence from their own experience, like memories of healthy relationships. Practicing these techniques, in therapy sessions and in homework exercises, fostered an internal dialogue that gradually improved people’s mood, he showed.
Dr. Beck’s work, along with that of Albert Ellis, a psychologist working independently, provided the architecture for what is known as cognitive behavior therapy, or C.B.T. Over the past several decades, C.B.T. has become by far the world’s most extensively studied form of psychotherapy. In England, it forms the basis for a nationwide treatment program offering a number of related talk therapies.
“There is more to the surface than meets the eye,” Dr. Beck was fond of saying.
The influence of C.B.T. on the treatment of mental disorders is hard to exaggerate. Researchers have adapted the approach — originally developed for depression — to manage panic attacks, addictions, eating disorders, social anxiety, insomnia and obsessive-compulsive disorder. Therapists teach a variation to help parents manage children’s outbursts at home, and some have used it, in combination with medication, to manage the delusions and hallucinations of schizophrenia. Sports psychologists have made use of the principles for performance anxiety.
Dr. Beck, who spent his career at the University of Pennsylvania, led the way.
“One by one, he took each condition in psychiatry and laid out his thinking about how it should be addressed — and others followed up,” said David Clark, a professor of psychology at Oxford University, who designed and helped institute England’s talk therapy program. “I’m not sure that that’s ever been done, in quite that way.”
Steven Hollon, a psychologist at Vanderbilt University, said of Dr. Beck: “He took a hundred years of dogma, found that it didn’t hold up, and invented something brief, lasting and effective to put in its place. He basically saved psychotherapy from itself.”
Aaron Temkin Beck, known to friends and colleagues as Tim, was born in Providence, R.I., on July 17, 1921, the youngest of four children of Russian Jewish immigrants. His father was a printer who had socialist leanings and wrote poetry; his mother ran the household.
As a child, Aaron was in perpetual motion. He was a Boy Scout who played basketball and football with friends until age 8, when he developed a serious infection after surgery for a broken arm. The month he spent in the hospital became a pivotal experience, turning him toward more intellectual pursuits, like reading and writing.
After high school, he entered Brown University, finishing summa cum laude in 1942. He went on to get a medical degree from Yale University and did his residency in psychiatry at the Cushing Veterans Administration Hospital in Framingham, Mass.
He was still in training at the Philadelphia Psychoanalytic Institute (now the Psychoanalytic Center of Philadelphia) when he began to have doubts about the scientific basis of Freud’s open-ended talk therapy, which was then the gold standard of treatment in American psychiatry. Though Freudian analysts agreed that there were “deep factors at work” in many cases of mental distress, Dr. Beck told The New York Times in 2000, no one could agree on what they were.
After searching in vain to find some empirical basis for Freud’s ideas, he began to focus on patients’ thinking in the here and now. For years he worked in relative obscurity, unsure of his footing and supported primarily by his wife, Phyllis, whom he called his “reality tester.” (He and Phyllis Whitman married in 1950.) Judge Phyllis W. Beck, who is now retired and survives him, was the first woman to serve on the Pennsylvania Superior Court.
In addition to her and his daughter Judith, Dr. Beck is survived by another daughter, Alice Beck Dubow, a judge in the Pennsylvania courts; two sons, Roy and Daniel; 10 grandchildren; and 10 great-grandchildren.
Dr. Beck openly cited the influence of other thinkers, like the German psychoanalyst Karen Horney (1885-1952), the American psychoanalyst George Kelly (1905-1967) and Dr. Ellis, in developing his ideas. Dr. Ellis’s “rational emotive behavior therapy,” as Dr. Ellis called it, shared many common-sense principles with Dr. Beck’s approach.
In contrast with Dr. Ellis, a flamboyant, tough-love father figure who died in 2007, Dr. Beck came across as an affectionate paterfamilias. Smiling softly beneath a rich sweep of white hair, wearing a bright bow tie and tailored suit, he engaged patients gently, chipping away at defeating beliefs with Socratic questions: Would you agree it is against your interests to have this belief? Do you think it’s possible to ignore these thoughts?
He had a different effect, however, on many of his contemporaries. When he first described his approach, Freudian analysts ventured that he “had not been well analyzed,” the ultimate insider’s put-down, implying that he was unequipped to understand others because he had not fully understood himself in his training therapy.
Later, in the 1980s, Dr. Beck was hit from the other side: So-called biological psychiatrists, who focused on drug treatments, questioned the strength of C.B.T. studies, saying that they were unimpressive compared with drug trials. To the extent that the therapy worked, argued Dr. Donald Klein, then director of the New York State Psychiatric Institute, it was because of a general morale-boosting effect rather than a specific, targeted treatment.
Dr. Beck hardened with a blunt New England edge when challenged. But he typically responded with a pile of new data, and avoided being drawn into intellectual blood feuds with other theorists.
Cognitive therapy spread worldwide, in part because therapists found it useful and in part because its techniques could be summarized simply in manuals, making it easy to standardize, teach and use in research studies. Dr. Beck, patient, plain-spoken and persuasive, was its most effective ambassador.
In the first chapter of his classic 1967 book, “Depression: Causes and Treatment,” he observed: “There is an astonishing contrast between the depressed person’s image of himself and the objective facts. A wealthy man moans that he doesn’t have the financial resources to feed his children. A widely acclaimed beauty begs for plastic surgery in the belief that she is ugly. An eminent physicist berates himself ‘for being stupid.’”
He wrote or co-wrote 22 books in all, on technical psychiatric topics as well as love, anger and chronic pain, including three with his daughter Judith.
In his last years Dr. Beck applied cognitive techniques to help largely forgotten groups of people, like destitute drug addicts and people with late-stage schizophrenia. “These people have some capacity to do better, but they have all these defeatist attitudes and expectations; they assume they’re going to fail,” he said in an interview with The Times in 2009 in Bala Cynwyd.
He was also advising a friend who had terminal cancer. “He’s having mood problems, and who wouldn’t?” Dr. Beck said. “I’m having him spend 30 minutes every day, at the beginning of the day, to think about how important this day is — that it may be the most important day of his life, or one of richest.”
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Djokovic avoids immediate re-detention
World number one Novak Djokovic will not spend Friday night in detention but will need to meet with Australian immigration officers on Saturday morning in Melbourne, reports have stated.
Djokovic had his Australian visa canceled again on Friday after the personal intervention of Immigration Minister Alex Hawke.
Hawke said he was taking the step against the unvaccinated tennis star “in the public interest.”
It is the second time Djokovic has had his visa revoked following his arrival into Melbourne last week; with a medical exemption to compete at the Australian Open.
The first visa cancelation was overruled by a federal court judge due to the “unreasonable” treatment of Djokovic by border officials.
Djokovic and his legal team will now need to mount another defense – and quickly; – to fight Hawke’s decision, which was formally announced on Friday at around 6pm local time.
ALSO READ: Djokovic court hearing plagued by livestream chaos
Attention immediately turned to whether Djokovic; would be detained and returned to the notorious Park Hotel immigration facility he was held at for four nights following the initial cancelation of his visa.
But according to reports in Australia and elsewhere; the 34-year-old will not be forced to spend the night in detention, and has instead been asked to present himself for an interview with immigration officials tomorrow.
Beyond that, however, the fate of the nine-time Australian Open champion remains unclear.
His team could seek an immediate injunction against the latest decision; in the hopes of allowing Djokovic to line up at the Australian Open next week while his case is heard again.
Some have pointed to the timing of the announcement by Hawke; which leaves Djokovic’s team facing challenges to pursue the relevant court channels over the weekend.
Meanwhile, Australian Prime Minister Scott Morrison has backed the decision to cancel Djokovic’s visa for a second time; claiming it serves to “protect the sacrifices” made by Australians during the pandemic.
It has been noted that Djokovic could technically face an automatic three-year ban from Australia; although that would remain at the discretion of the authorities.
Tags:1ST NEWSNovak DjokovicTennis
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The official website of Tom Candiotti's 2014 biography
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Posts Tagged Kevin Brown
What Cy Young?
Posted by alifeofknuckleballs in (Baseball) Life Ain't Fair..., Baseball, Blue Jays Baseball, Dodgers Baseball, Indians Baseball, Low-hit Gems on October 8, 2014
I was asked the following question on Quora.com earlier today:
How many times has a Cy Young award winner gone 0-2 or worse in the post-season?
My response was as follows:
Well, it’s happened to the best. Obviously, I am assuming this question was posted following Los Angeles Dodger lefty Clayton Kershaw‘s second loss in the 2014 NL Division Series against the St. Louis Cardinals, a defeat that sent L.A. home for the winter.
In 1997, Seattle’s Randy Johnson, the AL Cy Young winner two years earlier (and a 20-game winner in that current season), went 0-2 against Baltimore in the Division Series as the Mariners lost three games to one. The following year, Johnson was 0-2 for Houston in the NL Division Series versus Kevin Brown’s San Diego Padres, with the 102-win Astros embarrassed in four games. (In 1997, Johnson was 20-4 with a 2.28 ERA, finishing second in the Cy Young race to Roger Clemens. In 1998, the Big Unit was 10-1 with a 1.28 ERA following a late-season trade to the Astros.)
Speaking of Brown, his wild-card Florida Marlins beat Greg Maddux twice in the 1997 NLCS, giving the four-time Cy Young-winning Maddux an 0-2 record in that series. The Braves, who won 101 games during the regular season and finished nine games ahead of Florida in the standings, lost to the Marlins four games to two. Maddux had won the Cy Young in 1992, 1993, 1994, and 1995, and was 19-4 with a 2.20 ERA in 1997. [1]
Brown’s 1998 Padres also handed the Braves’ Tom Glavine an 0-2 mark in the NLCS, with San Diego knocking off Atlanta in six games. Glavine had won the Cy Young in 1991 and would win it again that same 1998 season with a 20-6 record and a 2.47 ERA. The Padres had a good year with 98 victories, but they were underdogs against the Astros (102-60) and the Braves (106-56). San Diego’s brilliant run ended in the World Series, where the Padres were swept by the 114-win Yankees.
In 1993, the Toronto Blue Jays beat Cy Young winner Jack McDowell (22-10, 3.37 ERA in the regular season) twice in the ALCS as his Chicago White Sox went down four games to two. It was McDowell’s second straight 20-win season that year, and he was named the 1993 Cy Young in the offseason. McDowell was 0-2 with a 10.00 ERA in that 1993 ALCS, and then two years later in the AL Division Series with the Yankees against the Mariners, was 0-2 with a 9.00 ERA (with the second loss coming in relief in the decisive fifth game).
So, it’s happened before. I’m sure others will chime in as far as exactly how many times it’s happened.
[1] 1997 was truly an odd season. In addition to Maddux and Johnson, a couple of other top pitchers went 0-2 in that year’s postseason. Brown himself went 0-2 in the World Series against the Cleveland Indians. Though Brown never won the Cy Young, he was runner-up to Atlanta’s John Smoltz a year earlier, and was also a 21-game winner in 1992. Andy Pettitte of the Yankees, meanwhile, was 0-2 also in the AL Division Series against Cleveland, one year after finishing second to Pat Hentgen for the AL Cy Young. The Indians also won two games in the 1997 ALCS that were started by Baltimore’s Mike Mussina, who got a pair of no-decisions as the Orioles couldn’t score in those two contests.
ALDS, Andy Pettitte, Clayton Kershaw, Greg Maddux, Jack McDowell, john Smoltz, Kevin Brown, Mike Mussina, NLDS, Pat Hentgen, postseason baseball, Roger Clemens, Tom Glavine
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“A Life of Knuckleballs”: Just Missed the Cut, Part I
Time to reflect back on the publication of “A Life of Knuckleballs”…
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5 Donor Flaps: They Gave to Colleges, They Regretted
A person donates money, and expects their wishes to be granted.
By ABC NEWS
March 8, 2013— -- intro: It's kind of a no-brainer: A person donates big money to a specific institution, and expects their wishes to be granted.
Except that doesn't always happen. And some donors get really annoyed.
Consider the case of Dallas businessman Scott K. Ginsburg, who this week sued Georgetown University for $7.5 million, claiming the school went back on a promise to name the law school gym after him. Ginsburg alleges that in 2000, he agreed to donate $5 million to his alma mater provided they gave him naming rights of the new building at the Georgetown University Law Center.
In his federal lawsuit, Ginsburg alleges that Georgetown backed out of the deal after the SEC secured an insider-trading judgment against him, which, he maintains, he told the university before the donation. In his complaint, Ginsburg claims that Georgetown said it would still name the building after him. He signed a second contract in June 2003 pledging another $11 million.
Ten years later, the school has still not named the center after him. And so Ginsburg is seeking $7.5 million and punitive damages for breach of contract, fraud and fraudulent inducement.
Cases like this are becoming increasingly common, Stacy Palmer, editor of The Chronicle of Philanthropy, told ABC News. "There have been a lot of lawsuits over the last decade as donors become more and more concerned about how their money is being used," she said. "Usually, the board of the non-profit has to approve a gift of $1 million or more, because everybody wants to agree that these are things we want to do. Once you sign the check over, the institution should certainly follow your wishes."
But, she added, "It's not in your hands anymore, it's in the hand of the non-profit."
Georgetown declined to comment.
According to Ken Berger, president and CEO of Charity Navigator, Americans donate about $300 billion a year annually. Universities and other educational institutions get about 20 percent—an estimated 60 billion—of those gifts. Should a lawsuit arise, typically the person or institution with the "deeper pockets" prevails, he said.
Ginsburg is not the only donor to sue a university. Here are some notable donor lawsuits amid the hallowed ivied halls.
quicklist: title: Columbia Universitytext: In 1927, a group of Italian-American families donated $400,000 to build La Casa Italiana, the "Italian House," on university property. Last August, descendents sued the school for reportedly not using the money to as the benefactors had requested.
According to court documents, the "simple and unambiguous" mission of the house was for it to be university's "centre and seat of its work in the field of Italian language, literature, history and art." Today's use of the building is "off- track," the complaint says.
A Columbia spokesperson would not comment on pending litigation.
quicklist: title: University of Connecticuttext: In Jan. 2011, Connecticut businessman Robert G. Burton demanded that the University of Connecticut return $3 million he donated to the school--and remove his name from the Burton Family Football Complex—because he was unhappy about the firing and hiring of the football coach.
In a five-page letter to the university's athletic director, Burton wrote that he had not been "involved in the hiring process for the new coach," per his request. A public battle ensued, but the two parties were able to amicably resolve their issues.
As U Conn spokesman Michael Kirk noted in a Feb. 2011 release, "The University of Connecticut, longtime UConn donor Robert G. Burton, Sr. and his family have agreed to move past their differences and continue their longstanding relationship."
quicklist: title: Strake Jesuit College Preparatory School text: In 1973, Dr. Michael Bardwil graduated from Strake Jesuit College Preparatory School, in Houston. He wanted his son to follow in his academic footsteps. Over the years he met with administrators and gave the school a $40,000 gift, ostensibly to help ensure his son's admittance, according to court papers. But his son was denied entry, and in December, 2010, Bardwil sued the school, asking for his money back and claiming "common law fraud" and "negligent misrepresentation."
"Obviously I feel like I was misled and a certain sense of betrayal, but I think that it's also important to let other people know about this too," Bardwil told ABC News affiliate KTRK-TV.
Rick Rivers, a spokesperson for the school, said that he had not heard anything further since the school asked for a summary judgment last year.
quicklist:title: Tulane Universitytext:H. Sophie Newcomb Memorial College was founded in 1886 by Josephine Louise Newcomb in honor of her daughter, Sophie, who had died 16 years earlier. Originally, the school was a separate part of Tulane University; Newcomb had given $100,000 to the Tulane Board of Administrators, which the University accepted along with the "terms and conditions" for the donation. Over the next 15 years Newcomb donated $3,626,551 (that would be more than $75 million today) to Tulane to maintain the women's college. All was well until 2006, when Hurricane Katrina wreaked havoc on the college campus and Tulane merged the two colleges.
A handful of people sued, arguing the school had violated the terms of the donation agreement by turning it coed.
In August, 2009, a Louisiana state judge dismissed the lawsuit seeking to force Tulane to reopen Newcomb as a separate college for women. An appeals court upheld that decision. The plaintiffs pressed on, but in 2011, the Louisiana Supreme Court ruled in favor of Tulane.
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Pressure on Trump at Korean summit is extraordinary - so is potential for progress: ANALYSIS
Trump must lower expectations and maintain U.S. integrity.
ByTom Bossert
• 10 min read
Trump, Kim Jong Un arrive in Vietnam for summit
The two leaders are set to meet for a second time, in Hanoi this week.
This week, President Donald Trump will have his second nuclear disarmament summit with the North Korean Supreme Leader Kim Jong Un. Vietnam will play host and, despite reduced tensions, the stakes remain high.
By most accounts, North Korea has nuclear weapons affixable to long range missiles. In fact, they seem to have a growing arsenal. Experts say more than 30, with the ability to strike South Korea, Japan, and -- likely -- the United States.
The clock is ticking. Sanctions have tightened, thanks to a highly-cohesive and unusually diverse international coalition assembled by the United States. But, the resolve of its members has historically been fickle and minor cracks in enforcement are beginning to show. More importantly, evidence indicates that the North Koreans have already gone back on their promise to denuclearize by secretly continuing to produce fissile material.
This saga has played out for the past 20 years.
In 1994, President Clinton led bilateral talks with Kim Jong Un’s father that produced an “agreed framework” for a slow drawback, starting with a freeze in the North Korean plutonium production program followed by eventual disarmament.
The U.S. was slow in meeting its commitments under that framework, and the North Koreans ultimately cheated by maintaining their forbidden nuclear weapons program. President George W. Bush withdrew the U.S. from the deal, re-imposed sanctions, and began multilateral, six-party talks led by China.
Nhac Nguyen/AFP/Getty Images
North Korea's leader Kim Jong Un arrives at the Dong Dang railway station in Dong Dang, Vietnam, Feb. 26, 2019, to attend the second US-North Korea Summit.
That process also failed to produce results. North Korea conducted a successful nuclear test detonation, violated the Nuclear Nonproliferation Treaty, and then withdrew from that treaty.
President Barack Obama chose not to engage directly with the North Koreans. He preferred to use U.S. and UN sanctions and pressure China to reign in Pyongyang. That too, failed, and North Korea was able to master uranium enrichment. Obama witnessed their first long range missile tests -- and a second nuclear test detonation of notably higher yield.
Unfortunately, normalization and denuclearization are dissonant goals.
By 2017, tensions in and around North Korea were extremely high as the North Koreans proceeded to rather brazenly miniaturize their warhead design and test fire more than a dozen ballistic missiles, including some fired towards and over Japan, and at least one intercontinental ballistic missile (ICBM) that can range the United States. These tensions, and the threat of war on the Korean Peninsula that the tensions produced, abated considerably thanks to the truly remarkable recent efforts of the South Koreans and the United States.
Trump assembled a global coalition, and stiffened their backbones with his resolve. His maximum pressure campaign deprived the North Korean people the benefits of international trade and denied Kim money to fund his arms program. Then, at the end of 2017, the South Korean President, Moon Jae In, made secret overtures to the North, broaching peace and reconciliation.
To his credit, Kim responded positively to both efforts, by proposing to send North Korean athletes to the 2018 Winter Olympics in Seoul, South Korea, and by initiating serious diplomatic overtures to Washington. This led to a remarkable summit between Moon and Kim in April 2018 and the historic summit in Singapore in June, 2018 between Trump and Kim.
Progress after the Singapore summit slowed after the United States pushed the North Koreans for a full declaration of their nuclear weapons program. According to most reports, Pyongyang responded angrily to this request. Why they did remains a topic of speculation.
Saul Loeb/AFP/Getty Images, FILE
President Donald Trump gestures as he meets with North Korea's leader Kim Jong Un at the start of their historic US-North Korea summit, at the Capella Hotel on Sentosa island in Singapore, June 11, 2018.
Nevertheless, the Singapore summit pulled us back from the brink of war. The North Koreans have not conducted any missile tests since then, nor have they conducted any nuclear test detonations. In addition, the North and South continued last year to make progress toward reconciliation with two more leader summits.
Trump assembled a global coalition, and stiffened their backbones with his resolve.
At the Singapore summit, “President Trump committed to provide security guarantees to the [North Koreans], and Chairman Kim Jong Un reaffirmed his firm and unwavering commitment to complete denuclearization of the Korean Peninsula,” according to the agreement. The two leaders also agreed to “build a lasting and stable peace regime on the Korean Peninsula.”
No timetables were set to meet the Singapore summit’s goals.
Meanwhile, sanctions have made a real difference. Kim wants relief and he promised economic growth to his people in his 2019 New Year’s Day speech. This gives Trump something with which to bargain. If Kim does not get relief, or cheat, he risks failing to deliver on his promise to his people.
Even dictators prefer to avoid that when possible.
Unfortunately, normalization and denuclearization are dissonant goals. Last year, Moon agreed to explore re-opening the Kae Song industrial complex, which would employ many North Koreans. It would also remove pressure on Kim to deliver money to the people and government.
Moon’s strategy of incentivizing reconciliation could undermine the maximum pressure approach to denuclearization. Worse still, it could bankroll the weapons program.
If I were still advising the U.S. president, I would have two goals in mind this week in advance of the second summit.
First, lower expectations. This meeting will not magically produce normalization or denuclearization. The skeptics and cynics are all around the president and they will probably be proven right on this round. Trump need not feel pressure to post another big win. This is a long process and he has a lot to be proud of already.
If Kim does not get relief, or cheat, he risks failing to deliver on his promise to his people.
Second, maintain credibility. It seems time to deliver a get tough message to Kim and to restore the resolve of the coalition. Trump gained good will from Kim by praising him after the last summit. He also worried the coalition.
Trump might consider being brutally frank and transparent in emerging from these talks, using carefully-chosen words and being careful to acknowledge the limited value of any superficial or reversible gestures made by the North, no matter how positive they might seem.
(MORE: Second Trump-Kim summit propels Vietnam to geopolitical center stage)
Trump is representing the whole world in this effort, and every nation is anxious. Many have a lot to lose and understandable desires to depart the coalition or take unilateral steps in their own self-interest.
The South Koreans must be clear that pursuing reconciliation with sanctions exceptions as inducements -- or by reopening industrial complexes that allow money to flow to the North Korean people and their government -- is at odds with the primary objective of ridding the North of their illicit nuclear weapons program.
Japan must be reassured that we will still defend them and that we will not naively allow the North to string us along while secretly amassing an arsenal that would overwhelm the region -- or us.
(MORE: Everything you need to know about North Korean leader Kim Jong Un)
China must be reminded of the threat that an unchecked nuclear North Korea would be and how costly a regional nuclear arms race will be if our efforts fail. And, everyone should remember the cost of nuclear proliferation if this problem persists.
No varnish this time.
The U.S. president must clearly articulate the strategy and time horizon after he leaves this meeting. His team will need that top cover to continue making progress.
Tom Bossert, an ABC News National Security analyst, is the former Homeland Security Advisor to President Donald Trump.
Suspected drone attack in Abu Dhabi kills 3, wounds 6
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Carcass Of Endangered Bryde’s Whale found at Odisha Coast
orrisa Geography and Environment Add to Study Deck 0
=> The carcass of an endangered Bryde’s whale was found near the border of Puri and Ganjam districts of Odisha, recently.
=> It was a 48-foot-long female whale, buried near the shore.
=> Exact cause of the death will be known only after getting post-mortem report.
=> Two whales, one male and the other female, were found near the coast.
=> It is likely that, carcass is of a female got stuck in the sea bed because of low water level.
Bryde’s whale or Bryde’s whale complex:
=> Bryde’s whale comprises of three species of rorqual and maybe four. “Complex” means the number and its classification remains unclear due to lack of definitive information & research.
=> Common Bryde’s whale is a larger form occurring worldwide in warm temperate and tropical waters
=> Sittang or Eden’s whale is a smaller form, which are restricted to the Indo-Pacific.
=> A smaller & coastal form of B. Brydei is found off southern Africa.
=> Brydei have got its specific and common name from Johan Bryde, who was a Norwegian consul to South Africa. He helped in establishing the first modern whaling station. B. edeni gets its specific and common names from Sir Ashley Eden who was the former High Commissioner of Myanmar.
Distribution of B. brydei:
=> Brydei occurs in Atlantic, Pacific, and Indian Oceans in between the 40th parallels of latitude. They prefer highly productive, tropical, subtropical, and warm, temperate waters having 16–22 °C. They also occur in Honshu in the north Pacific, west & southern California as well as in Washington in the United States.
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The Graveyard Zone (not an MTG article)
floydmcmondo September 21, 2010 Leave a Comment on The Graveyard Zone (not an MTG article)
Only I can turn a review post into a goal achievement post.
I’ve recently been diligently working toward my goal of reading all of Stephen King’s books. Stephen King is easily my favourite author. The guy is a fantastic storyteller, and creates realistic characters.
I started earlier this year by reading “Carrie,” which I had read half of before. King technically has earlier books in print (as Richard Bachman) but Carrie was his first published book, and it was honestly very good. Laid out as part case study, part committee hearing, part memoir, and part straight story. You get a very simple, albeit tragic and disastrous, event told from multiple, compelling perspectives.
This may be the issue with the movie, aside from John Travolta not having a scene to dance in, which is that it is simply the simple, albeit tragic and disastrous, story without all the psychology injected. I did watch it after I finished reading, though I had seen it before. The movie was good. I’m not so sure about the “picking out the tuxes” comic relief scene, but what can you do?
I continued my reading by reading “Salem’s Lot.” I’m really not a vampire fan, but at least the vampires in this story were actually evil. I enjoyed “Salem’s Lot,” but let me go on record that I believe King to be a better writer when he’s dealing with supernatural situations, and horror manifested by normal, albeit insane and sometimes psychotic, people. I think that when he tackles monsters it doesn’t work as well. I say that, but the first book of King’s that I read was “Cycle of the Werewolf, and I remember liking it. I have not seen the movie version of “Salem’s Lot” yet.
I read some of the short stories from “Night Shift.” I’m still working through it:
“Jerusalem’s Lot” – was really good. It’s set in the 1800s, and is told through letters and journals written by the two protagonists. King uses the style of Stevenson, Doyle, and I’m sure many of the authors of the era in the writing, and it is very effective. There is no direct correlation between this Jerusalem’s Lot and the Jerusalem’s Lot in “Salem’s Lot,” unless I missed the correlation.
“Graveyard Shift” – I will come back to in a moment.
“Night Surf” – is a story that I’d like Miguel to read, because it’s strangely King’s “kill the boy and then go to bed” story. I know that makes no sense to anybody, but if I ever finish the ATW novel, it is explained a little. The fact is that the story is less than ten pages long, and sets up this world in which most everyone is dead from a disease known as “Captain Trips.” And it doesn’t do a whole lot. And while this world was expanded into an 1,100 page novel, “Night Surf” is just a short story… Miguel. It’s only an ok story.
“I Am the Doorway” – Again, ok. A little sci-fi tinge to it. Not among my faves.
“The Mangler” – The Mangler I had read before. It’s ok. Possessed machine. Ritual exorcism involved. King did this kind of thing a few times in the early days.
“The Boogeyman” – Not that good of a story. The protagonist isn’t even really a protagonist in the strictest sense. He’s a misguided man, with a misguided love for those he has lost over the years, but he’s a prick. The end of the story is very gimmicky, and would have been disappointing if the rest of the story had been good enough to set up expectation.
Ok, back to “Graveyard Shift.” The reason I held off on this one is because I just watched the movie. I’ve heard nothing but bad about the movie, and it’s an accurate assessment. The fact is that the source material isn’t really that great of a story, and the movie was unable to be made much better. There was a guy who looked a little like Emilio Estevez in the movie. There was a guy who looked a little like Jack Black in the movie as well. There was a woman who looked a little like Marisa Tomei. There was a guy who looked a little like Dwight Shultz. And there was a guy who looked a little like Tim Curry and Alan Rickman’s love child, provided you removed any features that scream British.) But there was nobody that was just a recognizable actor to me. Each of the actors was good. The characters sucked. The editing was pretty atrocious. I wonder how rushed the project was.
I loved “The Dead Zone.” The book was fantastic. King managed to touch upon almost every element of a story that compels the reader to keep reading. The story is not rushed. The characters are great, and act believably. The situation is fascinating, and the ending is somewhat unexpected. There were two or three parts that I felt were bordering on contrived, but somehow he even made those ok. The movie version was good. It’s very hard to capture the depth of the characters in a King novel in a movie. The first twenty minutes or so felt horribly rushed. Then the pacing smoothed out a little. I watched one of the special features, and they were talking about Christopher Walken doing three takes of each scene trying out different emotional ranges. I guess that’s his way. It works for him though.
Miguel would appreciate something that David Cronenberg said. It was something like, “You eventually realize that in order to stay faithful to the book, you have to betray the book.” I’ve eased up a bit, but I used to be so irritated by major, and even minor to big, changes made between book to movie.
Some of you may be wondering why I skipped “The Shining” and “The Stand.” I read those before. I intend to read “The Stand” again because I read the 800 page version, so I need to read the extra 300 pages. “The Shining” I will probably get on audio book for purposes of review. I can already tell you the Kubrick version is one of my all time favourite movies, but I’ll have to watch the version made later. So there will be other parts to my Stephen King examination sometime.
Moving out of storage →
← Randy Jackson (Not Michael’s Brother)
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Gas prices keep rising as Fourth of July nears | Business News
June 29, 2021 by Staff Reporter
The highest gas prices of the year could increase even more leading to the July Fourth weekend, but AAA Mid-Atlantic says that won’t deter record-breaking crowds from hitting the road for the holiday.
The national average for a gallon of regular gas was $3.09 on Monday, AAA reported, and the auto club said prices at the pump could jump another 5 cents this week.
Still, an estimated 43.6 million people across the U.S. are expected to drive somewhere to celebrate Independence Day, a year after COVID-19 all but canceled such large gatherings.
Gas prices have remained mostly steady for a month, with a slight decrease recently that was countered on Monday with a 2.5-cent increase, according to Gasbuddy, the fuel tracking app.
The average price for gas in Virginia stood at $2.93 Monday, 97 cents higher than a year ago, according to AAA.
“Today, 89 percent of U.S. gas stations are selling regular unleaded for $2.75 or more,” AAA spokesperson Morgan Dean said in a news release. “That is a stark increase over last July 4, when only a quarter of stations were selling gas for more than $2.25. Road trippers will pay the most to fill up for the holiday since 2014.”
On July 4, 2014, the average price for gas peaked at $3.66. This is the first year Fourth of July prices at the pump have topped $3 a gallon since.
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Bangladeshi among researchers who unlocked ancient Dead Sea Scrolls mystery
Published at 03:59 pm April 24th, 2021
Maruf Dhali (second from left) Courtesy: BBC-Bangla
Artificial Intelligence has for the first time shown that two scribes wrote part of the mysterious Dead Sea Scrolls
A Bangladeshi, among a team of researchers, has unravelled the mystery of how a several thousand year old religious manuscript, known as the Dead Sea Scrolls, was written.
Maruf Dhali along with Mladen Popovic and Lambert Schomaker at the University of Groningen in the Netherlands carried out the research, reports BBC Bangla.
They said Artificial Intelligence (AI) has for the first time shown that two scribes wrote part of the mysterious ancient Dead Sea Scrolls.
Tests were carried out on the longest text, known as the Great Isaiah Scroll.
Born in Dhaka, Maruf, 32, became involved in the research while pursuing his PhD at the University of Groningen. His areas of research are computer-based image processing and AI.
During the research, it came to light that probably two unknown individuals had copied down the words using near-identical handwriting, reports BBC.
The scrolls, which include the oldest known version of the Bible, have been a source of fascination since their discovery some 70 years ago.
The first sets were found by a Bedouin in a cave at Qumran near the Dead Sea in what is now the Israeli-occupied West Bank.
They contain manuscripts, mostly written in Hebrew as well as Aramaic and Greek, and are believed to date from about the Third Century BC.
The Isaiah Scroll is one of some 950 different texts discovered in the 1940s and 50s. It is unique among the scrolls in that its 54 columns are divided into halves, written in an almost uniform style.
The researchers examined the Isaiah scroll using "cutting edge" pattern recognition and AI. They analyzed a single Hebrew letter, aleph, which appears more than 5,000 times in the scroll.
In a paper published by the three scholars, they said they had "succeeded at extracting the ancient ink traces as they appear on digital images.
"The ancient ink traces relate directly to a person's muscle movement and are person specific," they said, using a technique which helped produce evidence that more than one scribe was involved.
"[The] likely scenario is [one of] two different scribes working closely together and trying to keep the same style of writing yet revealing themselves, their individuality."
The researchers said the similarity in handwriting suggested the scribes could have undergone the same training in a school or family, such as "a father having taught a son to write."
They said the scribes' ability to "mimic" the other was so good that until now modern scholars had not been able to tell the writings apart.
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Maruf Dhali
Bangladeshi researcher
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Obama Political Director Gaspard Worked as Operative for ACORN Fronts, SEIU
Posted on October 2, 2009 February 23, 2019 by NLPC Staff
With each passing week, the shadowy radical political network that has made possible the career of President Barack Obama is being dragged into the sunlight. And almost all paths of this network, directly or indirectly, lead to or from the Association of Community Organizations for Reform Now (ACORN), a virtual corruption machine of the Democratic Party Left. One of the more disturbing aspects of the Obama-ACORN connection is that the White House political affairs director is one Patrick Gaspard.
Gaspard doesn’t register on the media radar screen in the way that his immediate Bush-era predecessor, Karl Rove, did. But as the New Orleans-based ACORN has been implicated in a host of illegal schemes ranging from voter registration fraud to embezzlement to tax evasion, he may get there. That’s because prior to assuming his current job, Gaspard, at least according to ACORN founder Wade Rathke, had been political director for the New York City chapter of ACORN under Bertha Lewis, who last year replaced Rathke as the group’s chief organizer and CEO. What’s more, he’s worked closely with the ACORN-controlled Working Families Party and the largest local within the Service Employees International Union.
Political affairs director is a position near the very top of the White House hierarchy. A dual role of bureaucrat and politician, it requires an ability to secure passage of legislation, develop a media outreach strategy, and win elections for his boss and his party. With the possible exception of chief of staff, no person in an administration provides a better window into the president’s mind than political director. Karl Rove at times functioned as a stand-in for George W. Bush. So when President Obama hired Patrick Gaspard to be his political director, it was because Obama saw him as possessing the requisite loyalty, tenacity and networking skills. A closer look reveals Obama long has been part of that network. Indeed, without its help, his presidency would have unlikely.
President Obama long has been close to ACORN. While never formally a community organizer with the group, he has served its interests in a much more crucial way. In 1995, while as an attorney for the Chicago firm of Miner Barnhill, he was part of the team representing ACORN in its effort to block the State of Illinois from circumventing a federal court order to implement the National Voter Registration Act of 1993 – more commonly known as the “Motor Voter” law – signed by President Clinton. The Illinois State Board of Elections believed the law lacked sufficient safeguards against fraud. ACORN didn’t just defend the legislation; it worked to create it – and little wonder. The organization this decade has been at the center of voter registration fraud investigations in more than a dozen states, with the result in several instances being guilty pleas by volunteers. The Motor Voter law thus was tailor-made for ACORN fraud. Unfortunately for the rest of us, the U.S. Court of Appeals for the Seventh Circuit early in 1996 denied the state’s motion on procedural grounds.
Obama would need those allies for his nascent political career, as he geared up for a first-time run for the Illinois Senate. One potential source of support was a new, and short-lived, hard-Left political entity based in Brooklyn, N.Y. called the New Party, whose Chicago branch was effectively a ward of ACORN and the ACORN-dominated Service Employees International Union (SEIU) Local 880. The New Party, which dissolved in 1998, explicitly pursued a strategy of endorsing Democratic Party candidates in states that allowed ballot cross-listing. In this way, its favored candidates could be listed under both parties. Obama aggressively sought a New Party endorsement in his bid for state senator, something confirmed in an article in the September-October 1995 issue of New Ground, the newsletter of the Democratic Socialists of America.
Around this time, Patrick Gaspard was serving as a New Party organizer in New Jersey. He would continue his work for its successor group, the Working Families Party, a New York City entity co-founded by ACORN activists, most of all, longtime New York ACORN boss Bertha Lewis, a hardcore radical who serves as party co-chair. Ms. Lewis last June became chief organizer for the national organization, replacing ACORN founder Wade Rathke, who resigned under a cloud of suspicion in an embezzlement scandal. Lewis had headed the New York operation since 1994, and Gaspard had worked for her for a while this decade. Wade Rathke had written in his blog: “Tell me that 1199’s former political director Patrick Gaspard (who was ACORN New York’s political director before that) didn’t reach out from the White House and help make that happen, and I’ll tell you to take some remedial classes in ‘politics 101.'” But Ben Smith, a blogger for politico.com, says that Gaspard never was an employee of ACORN in New York. His source was Jennifer Cunningham, former political director of the very “1199” entity to which Rathke alluded, and Gaspard’s former boss.
That would be Local 1199 of the Service Employees International Union (SEIU). With some 275,000 active and retired members, the powerful New York City-based union, with members in Boston and other cities as well as New York, is by far the largest local within the 2 million-member SEIU. Gaspard during a period this decade served as its executive vice president for political and legislative affairs and starting in 2006 as its political director. Moreover, according to publicly-available registration and disclosure documents, he was a federal lobbyist for the international union starting on October 22, 2007. He focused on getting Congress to expand coverage under the State Children’s Health Insurance Program (SCHIP) – he got what he wanted early this past February.
ACORN is a major partner with the Service Employees union, though one wouldn’t know it from the current, freshly-scrubbed ACORN website (www.acorn.org). ACORN founder Wade Rathke founded and still serves as chief organizer for the New Orleans-based SEIU Local 100, which represents some 5,000 workers in Arkansas, Louisiana and Texas. Another ACORN operative, Keith Kelleher, is lead organizer for SEIU Local 880, which represents roughly 75,000 domestic employees in Illinois and elsewhere in the Midwest. Kelleher, along with his wife, Madeline Talbott, were among top ACORN members cited in a criminal complaint filed by eight dissidents (the “ACORN 8”) as having knowingly covered up the embezzlement of nearly $950,000 a decade ago by Wade Rathke’s brother Dale. Any politician who supports ACORN effectively supports the SEIU, especially Locals 100 and 880, the latter of which joined forces a year ago with two other unions to form SEIU Healthcare Illinois & Indiana.
Barack Obama, having demonstrated his fealty to ACORN while as an attorney, would boost Service Employees interests during his tenure as an Illinois State Senator. With encouragement from his mentor, Senate President Emil Jones, Obama promoted legislation favorable to the union. David Freddoso, in his book of last year, “The Case Against Barack Obama,” summarized how the future U.S. president and the union drew close:
(O)bama “carried SEIU’s water” in Springfield on a wide variety of bills. He would increase benefits for SEIU hospital workers and even force hospitals to post mortality statistics on the Internet along with statistics on staffing levels – it was a way of bullying hospitals into hiring more SEIU staff. As a result, Obama would receive that union’s endorsement in his (U.S.) Senate race. It was a very significant development, because most other unions endorsed one of his opponents.
Obama, in other words, knew he had an ally in the Service Employees International Union, and especially the ACORN-affiliated Locals 100 and 880. If ever there were a measure of political loyalty, deep involvement with the SEIU and ACORN would be it. And it would hard to imagine anyone scoring higher than Patrick Gaspard, who had the added benefit (from Obama’s standpoint) of being black.
Gaspard had more than just his experience as an insider for ACORN and the SEIU. He also had a lengthy resume as a Democratic Party operative. He worked as a volunteer in David Dinkins’ victorious New York City mayoral campaign in 1989. Much later, in 2003, he became acting field director for Howard Dean’s presidential run. In 2004, after Dean’s campaign fizzled, he served as national field director for a Washington, D.C.-based get-out-the-vote operation, America Coming Together (ACT), launched the previous July with $10 million of George Soros’ money. ACT would suspend operations in 2005, but in August 2007 made headlines in a different way when the Federal Election Commission imposed a $775,000 fine on the “527” group for campaign finance irregularities. If one takes into account all this, and adds to it his work for the ACORN-controlled Working Families Party, it’s not hard to see why Gaspard became White House political director. He had all the qualifications. Even better, Obama won his own job with the help of ACORN foot soldiers. His 2008 campaign provided an ACORN affiliate, Citizens Services Inc., with $832,598 in contract work to turn out voters.
The linkages between President Obama, ACORN, the New Party and Working Families Party are too close and longstanding to be a coincidence. Democratic progressive activists may claim that unearthing such links constitutes “smears” and “McCarthyism.” But aside from being wrong on their face, such accusations miss the larger context. All political alliances, Left or Right, are “conspiracies” of a small minority designed to attract support from a large majority – in other words, networks. And within the current administration, the common denominator of this network, aside from Obama himself, is Patrick Gaspard. National Review Online columnist Stanley Kurtz notes, “We are talking about a persistent and shared political alliance between President Obama and the complex of community, labor, and party organizations controlled by ACORN.” That may be another way of saying that if ACORN is a criminal operation, then crime pays politically as well as economically.
Flaherty: ‘Deeper Scandal’ is ACORN Finances (video: CNN/Dobbs)
New York ACORN Front Group Based in New Orleans Gets Taxpayer Money
Posted in Government Integrity Project, Union Corruption Update
Kentucky Laborers District Council Organizer Pleads Guilty
Flaherty: Obama Olympic Trip Shows ‘Misplaced Priorities’
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Home › Chinese Drama DVD › Chinese drama dvd: Romance of the 3 Kingdoms, english subtitle
Chinese drama dvd: Romance of the 3 Kingdoms, english subtitle
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4 dvd disks
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* Title: / San Guo Yan Yi
* English title: [A] Romance of Three Kingdoms
* Also known as: Romance of the Three Kingdoms / The Romance of Three Kingdoms
* Genre: Romanticized historical drama, politics
* Broadcast network: CCTV
* Broadcast year: 1994
Myths from the Three Kingdoms era existed as oral traditions before any written compilations. In these popular stories, the characters typically took on exaggerated characteristics, often becoming immortals or supernatural beings with magical powers. With their focus on the history of Han Chinese, the stories grew in popularity during the reign of the foreign Mongol emperors of the Yuan Dynasty. During the succeeding Ming Dynasty, an interest in plays and novels resulted in further expansions and retelling of the stories.
The earliest attempt to combine these stories into a written work was Sanguozhi Pinghua ), literally "Story of Sanguozhi", published sometime between 1321 and 1323. This version combined themes of legend, magic, and morality to appeal to the peasant class. Elements of reincarnation and karma were woven into this version of the story.
The Romance of the Three Kingdoms is traditionally attributed to Luo Guanzhong, who lived sometime between 1315 and 1400 (late Yuan to early Ming period). Some scholars argue for an origin from around the second half of the fifteenth century (mid-Ming) based on characteristics of the text. This theory is extensively developed in Andrew Plaks' Four Masterworks of the Ming Novel. [3 ] It was written in partly vernacular and partly Classical Chinese and was considered the standard text for 300 years. The author made use of available historical records, including the Records of the Three Kingdoms compiled by Chen Shou, which covered events from the Yellow Turban Rebellion in 184 up to the unification of the three kingdoms under the Jin Dynasty in AD 280. The novel also includes material from Tang Dynasty poetic works, Yuan Dynasty operas and his own personal interpretation of elements such as virtue and legitimacy. The author combined this historical knowledge with a gift for storytelling to create a rich tapestry of personalities, and initially published it in 24 volumes. It was copied by hand until first printed in 1522 [4 ] as Sanguozhi tongsu yanyi [5 ] In the 1660s, during Kangxi's reign in the Qing Dynasty, Mao Lun and his son Mao Zonggang significantly edited the text, fitting it into 120 chapters, and abbreviating the title to Sanguozhi yanyi [5 ] . The text was reduced from 900,000 to 750,000 characters; significant editing was done for narrative flow; use of third party poems was reduced and shifted from conventional verse to finer pieces; and most passages praising Cao Cao's advisers and commanders were removed. [6 ] Scholars have long debated whether Mao's viewpoint was anti-Qing (identifying Southern Ming remnants with Shu-Han) or pro-Qing. [7 ] The previous version was almost completely supplanted by Mao's edition, which is considered to be the superior literary work.
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7 Advance in Race for Makeup & Hairstyling Oscar incl. Black Mass, The Revenant, Mr. Holmes
LOS ANGELES, CA – The Academy of Motion Picture Arts and Sciences today announced that seven films remain in competition in the Makeup and Hairstyling... Read More
London Film Critics Circle Nominations: Carol, 45 Years, Mad Max, The Martian Top Noms
Two intimate relationship dramas and two sci-fi/fantasy epics topped the 36th London Film Critics Circle nominations today; Carol & 45 Years and Mad Max:... Read More
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After missing out on the top Screen Actors Guild nomination for Cast yesterday, Carol came back to score big with the Hollywood Foreign... Read More
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https://apnews.com/article/arrests-california-long-beach-82430aef75ddfbea991f7f07ddb880f5
2 California police officers arrested in false reports case
LONG BEACH, Calif. (AP) — Two Southern California police officers have been arrested in connection with filing false reports about a firearms arrest more than three years ago, authorities said.
Long Beach Police Officers Dedier Reyes and David Salcedo voluntarily surrendered Friday. They have been suspended from the department.
It was not immediately known if they had attorneys who could speak on their behalf, and the Long Beach Police Officers Association, the union that represents officers, sergeants and lieutenants, did not return requests for comment on Saturday.
The officers continued to work until their arrests even though Long Beach detectives noticed in February 2018 that there were discrepancies between their police reports about a firearms arrest and surveillance video.
“Through their review, detectives learned that the officers’ actions were inconsistent with their written reports,” Long Beach police said in a news release Friday.
Police immediately released the person who was arrested and did not seek charges against him.
The department is reviewing Reyes and Salcedo’s previous reports and arrests.
Agency spokesperson Richard Mejia said a preliminary review by the department didn’t initially warrant the officers’ removal from work, and administrative cases typically are put on hold until prosecutors decide whether to pursue charges.
“Upon completing the investigation, the Department presented the matter to the (Los Angeles County District Attorney’s Office), and when they indicated that they would file, the officers were pulled from the field and suspended,” Mejia said in a statement.
Long Beach detectives submitted the criminal case to prosecutors in January 2019. Arrest warrants for the officers were not issued until Friday.
Reyes, 38, was released Friday on $2 bail. The 16-year officer was booked on suspicion of perjury, filing a false police report and filing a false government document.
Salcedo, 28, was released on $1 bail. The five-year officer was booked on suspicion of filing a false police report and filing a false government document.
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Local action to climate change: spotlighting seven initiatives during COP26
From 31 October to 12 November 2021, the 26th United Nations Climate Change Conference (COP26) is taking place in Glasgow, Scotland. This summit of global delegates is a chance for countries to accelerate action towards the goals of the 2015 Paris Agreement. As nations announce new measures to achieve their climate targets, we would like to showcase seven inspiring examples of how local actors are making a difference in tackling climate change and building resilient environments.
Actors at the local level play a key role in addressing climate change and reaching the goal of net-zero by 2050. From local communities rolling out new initiatives that cool cities down, to local authorities developing localised energy markets and collaborating with the industry to limit their reliance on fossil fuels. These seven initiatives provide insights into how actors at the local level are developing innovative solutions to global climate adaptation challenges.
1. Communities in the UK adopt nature-led solutions to climate resilience
The New Community Forest initiative brings together six local authorities across the northeast of Great Britain – alongside local charities, businesses, and landowners – in an attempt to increase the canopy cover of their shared forests by 30% by 2050.
The goal of their joint effort is clear: they want to empower their local ecosystems and allow nature to lead the way in its own expansion and recovery. They will promote natural processes that create resilience in their local woodlands and coastal marshes. Not only will this restore biodiversity in local flora and fauna, but will also help shield local communities from the worst that climate change would bring.
2. Hundreds of local communities in the Sahel build Africa’s Great Green Wall
The Great Green Wall initiative aims to restore degraded landscapes and transform millions of lives in one of the world’s poorest regions, the Sahel. The Sahel, and by extension the Great Green Wall, as proposed by the African Union, spans eleven countries and homes millions of people whose well-being is endangered by the expanding Sahara Desert.
By 2030, the initiative aims to restore 100 million acres of currently degraded, decertified land; sequester 250 million tons of carbon from the atmosphere and create 10 million jobs. Through international cooperation and coordination, hundreds of local communities are working in conjunction to revitalise the region.
3. Kenyan women lead climate empowerment in their communities
The Green Belt Movement’s (GBM) Climate Change Program aims to strengthen the understanding and capacity of rural communities to act against climate change. Through various grassroots initiatives, they raise awareness nationally on the role local communities and forests have in tackling climate change.
It is through the GBM’s various initiatives, like communal tree planting and water harvesting initiatives that restore vital, local watersheds, that the organisation exemplifies how local communities can take action to shape the destinies of themselves and their surroundings. Despite being the de facto caretakers and managers of their households and surroundings, women are too often ignored in policy implementation in and outside of the climate policy realms. By taking lead in ensuring local climate resilience, women are establishing themselves as community leaders who must be heard.
4. Armenian communities take ownership of their forests’ health
The Armenia Tree Project is run from Yerevan, Armenia and Woburn, Massachusetts. The project focuses on empowering vulnerable communities to take ownership of their lands and forests and to ensure the health of their local environment while promoting economic productivity.
The project has already planted six and a half million new trees and is set to continue its ambitious goal. Operationally, the Armenian Tree project is also one of the largest employers among NGOs operating in the country – providing 72 jobs and over 150 seasonal jobs per year.
5. Minority and endangered languages highlight links between people, land and nature
Living-language-land introduces 26 words from minority and endangered languages that uniquely relate to land and nature. To a global audience that is now seriously attempting to tackle climate change, these words offer fresh inspiration and ground their audience to a shared fundamental cause – protecting ourselves and the environment around us.
This initiative shared one word per day to the run-up of COP26 on 31 October. Listen to each word spoken by native speakers and take in their beautiful meanings.
6. Indigenous knowledge and traditions aimed to inspire climate action
Totem Latamat is a reminder from the Totonac people in Mexico that our fate is tied to that of nature. The four-and-a-half-meter tall wooden totem statue made its way across the Atlantic as part of the Border Crossing’s ORIGINS Festival and is now travelling north to Glasgow for COP26.
As artist Jun Tubircio shares: “At the top of the totem are hummingbirds, representing the aspiration for a new consciousness: they are messengers of peace between humans and nature. The face on the reverse represents the state of emergency in the world. We are so close to reaching the peak of this crisis and the raised arms of the Totonac culture represent the balance that we must find in the mind and the heart. We need to act quickly to care for the world through prayers, thoughts, connections, and laws.”
7. Global network of volunteers build camps to restore nature
Ecosystem Restoration Camps is a global movement that aims to repair local ecosystems through a synthesis of global and local efforts. Their goal is to have 100 million people come together to restore 100 locations around the world, by 2030. As of now, almost 15 thousand campers have planted over 1 million trees in 43 camps around the world.
The initiative operates through bringing local and global campers together to share best practices in what have essentially become natural, living labs. Through this collaboration, they have not only made tremendous strides in restoring local environments but have also positively affected the lives of people whose livelihoods rely on these revitalised environments.
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Research Shows That Time In Prison Does Not Successfully “Rehabilitate” Most Inmates
Aug 30, 2019 9 min read Psychology
The basic idea of rehabilitation through imprisonment is that a person who has been incarcerated will never want to be sent back to prison after they have been set free.
Unfortunately, research has consistently shown that time spent in prison does not successfully rehabilitate most inmates, and the majority of criminals return to a life of crime almost immediately. Many argue that most prisoners will actually learn new and better ways to commit crimes while they are locked up with their fellow convicts.
They can also make connections and become more deeply involved in the criminal world. (source) Ignorance is so convenient. But time’s up. We all have a choice to make, and hopefully, it will be an informed one. Chances are we all probably fall into one of two populations. One: thoughtful, compassionate, aware and self-aware, or two: thoughtless, selfish, unaware, and self-righteous. So, where do criminals come from? When we believed slavery was proper, we believed some people were given to us to righteously use and abuse. Today, in its place we have what I call The Tulip Theory. When I was newly married about 35 years ago, my husband and I were into gardening and we sent away for 100 tulip bulbs from Holland, never mind that we lived in the San Fernando Valley of Los Angeles County or that climate change was yet to be considered.
The endeavor to garden was life-changing for me.
The bulbs arrived. I opened the box and there, on top of 100 tulip bulbs, was a note: “The wonderful thing about these bulbs is you can’t go wrong.
They don’t need any care. You don’t have to water them, feed them or put them into the ground. Whatever you do or don’t do, they will still blossom into beautiful blooms even if you leave them on a shelf in the dark.” I put down the piece of paper and said to my husband, “Oh, my God. I was raised on The Tulip Theory.” Prisoners were raised on The Tulip Theory, and some of us look at them as though they were given to us to righteously despise or to give us the illusion of superiority, when we’re not doing so well, ourselves. Today, lots of us share the philosophy of the tulip farmers, even professors, attorneys, and doctors, who may end up raising unhappy children by setting expectations without nurturing and coaching their children into achievement with regular prompts such as, “I know you can do this.” Some parents raise ‘timebombs’ and shooters, in part because we leave our babies in the hands of daycare providers or rotating neighbors and relatives – this can be very psychologically damaging for some children. The economy requires a two-income household now, so it is easy to see why both parents do end up working. Working during the formative first five years of our children’s lives used to be a choice. Now, not so much.
The very wealthy want even more money. What they have is never enough.
The pharmaceutical industry, the insurance industry and the educational industry all want you to believe in The Tulip Theory aka take the side of Nature in the Nature vs. Nurture debate. You have been told that the jury is in and the scientific evidence supports genetic programming of personality. When I was a young, new therapist, I didn’t believe it, but my clients did.
They brought me articles about evidence that their personalities were inborn.
They brought articles about the Scandinavian Studies, the Schizophrenic Studies, the Babies Separated at Birth Studies, and the Adoption Studies. I was never a science major. That wasn’t my thing. However, it appeared to me I had no choice. So, for twenty-five years, more or less, I researched the research. I had to teach myself how to read a study because they were written so that few would ever understand them. I finally got it down, and I uncovered and listed about 20 techniques that scientists use repeatedly to get the results they are paid to get (Snyder, The Search for the Unholy Grail, 2016). I listed these techniques so that anyone could read, assess and see through a behavioral study.
The best-designed studies and research questions can be replicated.
The worst cannot.
The best studies represent childhood causes.
The worst represent genetic alleged causality. Some scientists from the Human Genome Project admitted that finding such genetic instruction isn’t supported by research or the design of the human brain to include inborn behavioral programs, after all. All this is to say the jury is in, whether you want to know it or not. Criminals are made, not born. Sometimes, even with good parenting, a community can be so saturated with survival behavior, a parent can’t win. Still, there are consequences to parenting choices. Most of us don’t know them. So, we depend upon The Tulip Theory. How we raise a child will determine how successful and praiseworthy they become or how damned they will be.
There but for the grace of God go I, right? Not convinced? In another book I wrote about how anyone—parent, judge, school counselor, therapist, forensic evaluator—could assess a childhood on a single sheet of paper, and within a 10% margin of error, predict forward a person’s aptitude for a successful life or not (Snyder, Predicting and Understanding Behavior According to Critical Childhood Experiences, 2016).
The same measures can help us understand backward how a person became the way they are. Criminals are made, not born. In this book I evaluate the childhoods of 25 famous people known for extreme behaviors, so the reader can see how their childhoods created who they became. Columbine, Sandy Hook, El Paso, ad infinitum, all had killers who were predictable and understandable, yet we continue to wonder how a person could do such a horrible thing. In 1988, I spent about twenty hours interviewing The Night Stalker, Richard Ramirez, and realized that no one honors thy father and mother like a serial killer. I studied the childhood of Jeffrey Dahmer in depth only to discover he killed in order to keep from being left. As an infant, his mother wouldn’t touch him. Even after he was old enough to climb out of his crib, she pushed him away from her. I watched the Menendez Brothers trial from beginning to end and heard jurors say afterwards, “I was abused, and I didn’t grow up to kill my parents.” We don’t understand cause and effect yet. Over the years, I developed a formula of not only what critical childhood experiences it takes to turn out to be dangerous or amazing people but in what combinations and orders these events need to take place. A violent person has to have had an insecure attachment, to have been physically abused, and probably emotionally shamed as well.
They too have to have been raised in a family with a repression ethic, as the underground child, but they also have to have been raised within a family blame ethic versus a family self-reflection ethic. If all three of these factors are present, there will be violence. If one factor is missing, there will not be violence without provocation. Repeat: If a child has had a secure attachment, she will never have the drive to exploit or harm another person, even after a high dose of abuse. Put another way, a secure attachment in the first five years of life makes a child not only immune to long-term effects of abuse, but just about guarantees resilience as well. I could go on, but that’s not what I came to tell you today. I came to talk about why people become criminals and what we can do about it, if we care to invest in the quality of human development. Criminal behavior involves a legacy of abuse, like slavery, racism, devaluations, and survival, but it can also be linked to families who simply fail to form an attachment with their child, employ abusive discipline, judge and blame others, and then insist their child not complain. To create a poverty-based criminal, start with an insecure attachment because most of these moms and dads have to work. Add issues of deprivation and chronic concerns of survival. Add emotional abuse, a blame ethic (versus a self-reflection ethic), and a repression ethic (versus an expression ethic). Depending upon the seriousness of the crime, some or all of these features will be formative in childhood.
Then, there are the adult ‘modifiers’.
The adult child could run into a wonderful group of friends or a religious environment of ethics and character, or the adult child could hang with drug addicts or gang members that influence them in another direction. Note that the way to create the majority of criminals comes from broken attachments, deprivation and a lack of parental investment, but the way to create some of the most brutal criminals in the world is to give them broken attachments, to not give the child a stable and constant parental figure, as well as to over-indulge them with an entitlement to exploit and abuse others.
The most terrible people on the planet murder, torture, exploit and abuse others.
They are our dictators. Supporting them are business people without scruples, who invest in the entitled exploitation of others. How do you feel about punishment and retribution? Have you thought you would like to rub someone into the ground for their harmful choices? Have you ever asked, “How could someone do this?” That question reveals that one doesn’t yet consider that meanness comes from a different way of thinking born of a different set of experiences and history. This has to be Awareness 101.
The language we use, the values we have, the understandings we reference are not inborn. We don’t know what we don’t know. And even if we had some peripheral exposure to ethics, we disregard them, because those ethics never protected us. As a matter of fact, it may enrage us that others get to have such pretty lives, and we didn’t. We believe what we experience. We take as true what we are taught unless we are given permission to question. If you want a person to think differently or better, you have to ensure they have the wherewithal or freedom to think differently. Would we be willing to rehabilitate them in a controlled environment rather than punish them? Of course, we need a multi-tiered program where people earn their ways into more privileged populations.
The hardcore prisoners don’t get to go up to the next tier unless they soften. Can we then grant them trauma therapy and classes on adulting and relationship skills? Can we grant them an education? Can we grant them an opportunity to have relationships? Can we find pleasure in the satisfaction they discover from praise for a job well done? Would we grant them a permanent companion, a dog, who loves them and only them (given the dog is safe)? Would we allow them to enjoy playing tennis? Would we grant them a television to watch the news or educational programming? Would we want them to have good books to read, especially literature and sociological studies? Would we grant them the right to vote if it makes them feel a part of the system to which they never thought they could belong? What do you think about redemption? Can we grant them another round to try to live a better life? If a person learns to think differently and comes to regret their bad and harmful choices, are we capable of forgiving them? Can we take our boot off their neck? Can we grant them some guarded faith that they can turn their lives around? Or, would we insist that they couldn’t possibly change and should therefore never be forgiven? Can we give them the opportunities we had that they never had? Can we believe in them, or would we be the people who refuse to believe in redemption? Would we, then, be hypocrites? How would we assess whether a person has changed or could change? Do we have criteria by which we evaluate whether or not a person has genuinely changed? Can we recognize true remorse? Can we credit humility? Can we look for different choices? Do we recognize the dangers of negative mirrors, wherein a person can never outgrow their reputation? Can we identify a healthy dialogue supported by virtuous values? Can we praise new choices and show appreciation? Rather than holding them as people we self-righteously despise, we might find our own reward in helping them take the high road and consider that a person never chose their own fate but lived out only what they knew. If we give them new experiences, we might find that we are richer ourselves, and capable of investing in a world of better people. Our planet is down to the final challenges between the enlightened and the greedy. What side will you be on? This article was written for Collective Evolution by Dr Faye Snyder. Dr. Faye Snyder is a psychologist, marriage and family therapist, and forensic evaluator. She is the founder and clinical director of the non-profit Parenting and Relationship Counseling (PaRC) Foundation in Granada Hills, California. She has taught developmental psychology at the California State University, Northridge. Most importantly, Dr. Faye, as she prefers to be called, along with her husband, Ron, is the proud parent of daytime Emmy winning Scott Clifton, her laboratory and her evidence. Dr. Faye is a late bloomer and is rapidly producing products designed to help parents heal their children from previous injuries or raise their children for greatness. Due to the pressure of mass censorship, we now have our own censorship-free, and ad-free on demand streaming network! It is the world's first and only conscious media network streaming mind-expanding interviews, news broadcasts, and conscious shows. Click here to start a FREE 7-Day Trial and watch 100's of hours of conscious media videos, that you won't see anyw.
https://www.crimemuseum.org/crime-library/famous-prisons-incarceration/rehabilitative-effects-of-imprisonment/
https://www.amazon.com/Search-Unholy-Grail-Behavior-Personality/dp/0985471484/ref=sr_1_5?keywords=dr+faye+snyder&qid=1566898334&s=gateway&sr=8-5
http://www.drfayesnyder.com/
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Atheist Forums › The Rules Game › Games
Alex K
Ich fühle Luft von anderem Planeten
Religious Views: Theism is not plausible
Joined: January 19, 2014
RE: Game #5
(April 6, 2017 at 1:20 pm)emjay Wrote:
(April 6, 2017 at 1:16 pm)Alex K Wrote: Challenge accepted
Yay!!! and you're a maths teacher right? Or am I thinking of someone else? But if so it should be really cool (I love maths)
Lapsed theoretical physicist turned maths teacher/engineering lecturer
The fool hath said in his heart, There is a God. They are corrupt, they have done abominable works, there is none that doeth good.
Psalm 14, KJV revised edition
Game #5 - by Tiberius - April 3, 2017 at 2:42 pm
RE: Game #5 - by Alex K - April 3, 2017 at 2:59 pm
RE: Game #5 - by FatAndFaithless - April 3, 2017 at 3:06 pm
RE: Game #5 - by Joods - April 3, 2017 at 3:13 pm
RE: Game #5 - by emjay - April 3, 2017 at 3:20 pm
RE: Game #5 - by Shell B - April 3, 2017 at 3:51 pm
RE: Game #5 - by pocaracas - April 3, 2017 at 4:18 pm
RE: Game #5 - by Neo-Scholastic - April 3, 2017 at 9:36 pm
RE: Game #5 - by SteelCurtain - April 3, 2017 at 4:21 pm
RE: Game #5 - by RozKek - April 3, 2017 at 4:38 pm
RE: Game #5 - by Nay_Sayer - April 3, 2017 at 6:18 pm
RE: Game #5 - by Aegon - April 3, 2017 at 7:52 pm
RE: Game #5 - by CapnAwesome - April 3, 2017 at 9:24 pm
RE: Game #5 - by c172 - April 3, 2017 at 9:34 pm
RE: Game #5 - by Catholic_Lady - April 3, 2017 at 9:42 pm
RE: Game #5 - by CapnAwesome - April 3, 2017 at 10:29 pm
RE: Game #5 - by c172 - April 3, 2017 at 10:18 pm
RE: Game #5 - by Joods - April 3, 2017 at 10:57 pm
RE: Game #5 - by Aegon - April 3, 2017 at 11:27 pm
RE: Game #5 - by emjay - April 3, 2017 at 11:38 pm
RE: Game #5 - by Tiberius - April 4, 2017 at 12:10 am
RE: Game #5 - by Grandizer - April 4, 2017 at 12:12 am
RE: Game #5 - by Joods - April 4, 2017 at 12:27 am
RE: Game #5 - by Grandizer - April 4, 2017 at 1:03 am
RE: Game #5 - by Alex K - April 4, 2017 at 1:24 am
RE: Game #5 - by pocaracas - April 4, 2017 at 2:29 am
RE: Game #5 - by Aoi Magi - April 4, 2017 at 4:33 am
RE: Game #5 - by Isis - April 4, 2017 at 4:34 am
RE: Game #5 - by Joods - April 4, 2017 at 4:41 am
RE: Game #5 - by Aegon - April 4, 2017 at 6:05 am
RE: Game #5 - by Nay_Sayer - April 4, 2017 at 6:38 am
RE: Game #5 - by Longhorn - April 4, 2017 at 6:51 am
RE: Game #5 - by Sal - April 4, 2017 at 7:58 am
RE: Game #5 - by emjay - April 4, 2017 at 10:05 am
RE: Game #5 - by Alex K - April 4, 2017 at 10:19 am
RE: Game #5 - by Isis - April 4, 2017 at 10:33 am
RE: Game #5 - by c172 - April 4, 2017 at 10:41 am
RE: Game #5 - by Grandizer - April 4, 2017 at 12:04 pm
RE: Game #5 - by Alex K - April 4, 2017 at 12:13 pm
RE: Game #5 - by Tiberius - April 4, 2017 at 12:35 pm
RE: Game #5 - by TheRealJoeFish - April 4, 2017 at 12:37 pm
RE: Game #5 - by TheRealJoeFish - April 4, 2017 at 1:00 pm
RE: Game #5 - by Tiberius - April 4, 2017 at 1:06 pm
RE: Game #5 - by RoadRunner79 - April 4, 2017 at 1:17 pm
RE: Game #5 - by Aegon - April 5, 2017 at 12:33 am
RE: Game #5 - by J a c k - April 4, 2017 at 11:31 pm
RE: Game #5 - by TheRealJoeFish - April 5, 2017 at 11:35 am
RE: Game #5 - by ukatheist - April 5, 2017 at 11:00 am
RE: Game #5 - by pocaracas - April 5, 2017 at 12:03 pm
RE: Game #5 - by Isis - April 5, 2017 at 9:44 pm
RE: Game #5 - by Isis - April 5, 2017 at 10:19 pm
RE: Game #5 - by emjay - April 6, 2017 at 1:01 am
RE: Game #5 - by c172 - April 6, 2017 at 1:14 am
RE: Game #5 - by Alex K - April 10, 2017 at 4:40 am
RE: Game #5 - by pocaracas - April 10, 2017 at 4:49 am
RE: Game #5 - by Joods - April 10, 2017 at 5:04 am
Game Over! - by Forum Bot - April 6, 2017 at 11:09 am
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Ditch Digger CEO with Gary Rabine
By Gary Rabine
Ditch Digger CEO is a podcast that will feed and grow your hunger for entrepreneurship.
This show chronicles those who have built their business from nothing to million or even billion dollar enterprises. Often with only grit and work ethic to rely on.
Gary Rabine is a serial entrepreneur who has started 25 companies over the past 20 years and is currently the CEO of 9 companies.
Quinton, a millennial, is the leader of a Mentoring non profit, True Mentors, that matches successful CEO’s with motivated entrepreneurs.
For business inquiries email PodcastDDCEO@gmail.com
#55 Boot Strapping Champion of Fashion w/ Brian Spaly - Founder of Trunk Club
Ditch Digger CEO with Gary Rabine • By Gary Rabine • Jan 19, 2021
#62 Business & Politics - Obsess Over Your Customer & Win! w/ Phillip Stutts - Founder/CEO at Win BIG Media
Best-selling author and host of the “Undefeated Marketing” podcast, Phillip Stutts (@phillipstutts), comes from the cutthroat world of political and corporate marketing and has been described as a “marketing maverick reshaping business success using the secret formula that gets presidents elected.” Contributing to 1,407 election victories, including three U.S. Presidential victories and working with multiple Fortune 200 companies, Phillip plays the game of political and corporate marketing on the highest level, battling it out with fierce competition, multi-billion-dollar budgets, and a win or die mentality. He is the founder and CEO of Win BIG Media (a corporate marketing agency) and Founder/Executive Chairman of Go BIG Media (a political marketing ad firm). In this episode, we talk about politics, business, how he started in life, and how he started winning campaigns in both political and marketing arenas alike. Instagram: @phillipstutts Facebook: @ceophillipstutts Twitter: @phillipstutts LinkedIn: https://www.linkedin.com/in/phillip-stutts-a9ba872/ Website: www.phillipstutts.com The Undefeated Marketing Podcast: on all major streaming platforms Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#61 Entrepreneurial Vision Casting w/ Pastor Corey Brooks, Senior Pastor, Social Change Champion and CEO, ProjectHOOD
Pastor Corey Brooks (http://projecthood.org/) is the founder and Senior Pastor of New Beginnings Church of Chicago and founder and CEO of Project H.O.O.D Communities Development Corporation. He established New Beginnings Church of Chicago in November 2000 in the heart of Chicago’s most dangerous neighborhood - this opportunity was his first glimpse into the despair in the city of Chicago and served as the catalyst to his ongoing efforts to date. In this episode, we talk about Pastor Corey’s process of Vision Casting, and how he used it to start ProjectHOOD. We also talk about how he changed the lives of numerous people in Chicago with his project. https://www.linkedin.com/in/corey-brooks-216903a/ http://nbcchicago.tv/ Check out https://www.DitchDiggerCEO.com/for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook:https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter:https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#60 - The Road to $1 Billion w/ Rob Wilson - President, The Wilson Companies / Employco USA, Inc.
Rob Wilson (@employco) is president of Employco USA. Employco is a national HR outsourcing firm whose customized business solution have made them one of the top privately held HR outsourcing companies in the country. They work with companies to tailor outsourced solutions for payroll, HR, employee benefits and workers’ compensation insurance while reducing clients’ expenses by leveraging their substantial buying power. During the pandemic, Employco led more than 35 webinars on PPP loans and assisted more than 300 clients in applying for funds and loan forgiveness. In 2015, Employco USA was recognized in Inc Magazine as one of the fastest growing companies in America. This year, Employco proudly celebrated 25 years of outstanding service. Rob is a high-energy leader and an ambitious entrepreneur. He’s frequently interviewed by news publications, and is a sought-after public speaker. He’s been quoted by Fox News, Wall Street Journal, NBC, Forbes, USA Today, Reuter’s, Newsday, CNBC, Chicago Tribune, Crain’s Chicago Business, and WGN Television. Rob was recognized by Crain’s Chicago Business on their 2021 list of Notable Leaders in HR. He’s also been honored as a finalist for both Ernst & Young (Entrepreneur of the Year competition), and Business Ledger Magazine (Today’s Young Executive competition). Website: www.employco.com Twitter: @employco LinkedIn: https://www.linkedin.com/in/robwilson-twc/ Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 02:30 Start 03:35 Getting to know Rob Wilson 09:00 Rob Wilson’s family 13:35 Starting his first company 15:30 Working with his dad 18:35 Business niches 21:00 Expanding the insurance and consulting business 24:50 The risk in taking risks 28:45 Going through recessions and setbacks 37:30 A look at how COVID affected businesses and their States’ response 48:40 A look back at the growth of Rob’s company 51:30 Becoming friends with customers 54:30 Holding people accountable to your core values 58:20 Rob’s vision 1:04:35 Rob’s executive coach 1:11:00 Rob’s family life Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO
#59 Builder/Developer/Entrepreneur, Write your own Story, w/ Charles Hall
Charles G. (Chuck) Hall IV is the Chairman of Vitality Living and founder and CEO of Charles Hall Construction, LLC. Vitality Living is a team of seasoned retirement living professionals passionate about creating vibrant communities for older adults, regardless of physical and/or cognitive challenges. Our goals are to eliminate labels that reinforce stereotypes of aging, to empower choice, and to create environments where all residents are successful. Charles Hall Construction, LLC, stands near the head of the class as one of the nation's leading builders and developers of senior living, active adult and multi-family communities. Founded in 1998, the company has been widely recognized for innovations it has pioneered to enrich the lifestyle and practical needs of today's families, while meeting the goals and requirements of clients, partners, and residents, alike. http://hallmanagement.com/ https://www.vitalityseniorliving.com/ Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 02:20 Hello! 04:40 Getting to know Charles Hall 07:30 Finding the right partners for your business 09:50 Charles’ childhood 17:50 Charles’ greatest lessons from his parents 23:00 Meeting Molly and moving to New York 27:45 Charles’ relationship with his family 28:35 You can write your own life 31:50 Starting his own business 35:45 Building Charles Hall Construction from the ground up 43:20 Moving to Clarendon Hills 45:35 Charles Hall Construction and Vitality Living 59:50 Charles’ new goals 1:08:50 You have the tools to write your own story Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#58 Learning, Earning, Serving, 3 Parts of a Life Worth Living w/ Jeff Wald - Founder, WorkMarket
Jeff Wald is the Founder of Work Market, an enterprise software platform that enables companies to manage freelancers (acquired by ADP). Jeff has founded several other technology companies, including Spinback, a social sharing platform (acquired by salesforce.com). Jeff is an active angel investor and startup advisor, as well as serving on numerous public and private Boards of Directors. Jeff is the author of the Amazon Best Seller The End of Jobs: The Rise of On-Demand Workers and Agile Corporations. Twitter: @jeffreywald LinkedIn: https://www.linkedin.com/in/jeffwald/ Website: www.jeffwald.com Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 02:23 How Jeff Wald got started 06:10 Starting his own company 09:00 Dealing with setbacks and getting back up 14:50 Does new technology take away jobs? 17:25 Starting WorkMarket 24:20 What makes Work Market great 41:30 Jeff’s new mission 43:40 The End of Jobs 51:15 The best minds are those who want to solve problems 54:00 Hire somebody that wants your job 59:55 What needs to change in politics 1:07:50 Unintended positive and negative consequences 1:18:20 What it means to be a leader Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#57 The King Maker’s Mindset w/ Mike Berland - Founder and CEO of Decode_M
Mike Berland is the Founder and CEO of Decode_M, an insights and analytics firm research and analytics firm that decodes data into momentum for its clients. In a world that runs on data, Mike strongly believes that everything is knowable, you just have to know where to look. Throughout his career, he has represented prominent political figures, major companies and social movements. Prior to founding Decode_M, he was the CEO of the insights and analytics arm of Edelman Public Relations, Edelman Berland, and President of the research and political polling firm Penn, Schoen & Berland. Website: https://www.decode-m.com/ Facebook: https://www.facebook.com/Decode-M-115056910035445/ Twitter: https://twitter.com/Decode_Momentum Instagram: https://www.instagram.com/decode_momentum/ Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 03:30 What Mike learned in YPO 04:45 Who are Mike’s customers 08:45 The state of politics in Illinois 14:00 The similarities between business and politics 24:00 Identifying the momentum drivers for a company 25:45 Abundance 360 and moonshots 28:15 Disruption and polarization 32:00 Social impact 35:30 Being negative vs being positive 41:45 Mike’s childhood and 9/10/2001 46:45 Post 9/11 and the NHL 53:30 Public relations and momentum 1:00:00 Getting into the momentum mindset 1:03:45 Are things coming back to normal? 1:13:45 Mike’s family 1:17:45 Mike’s take on politics 1:21:15 Chris’ takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#56 Explosive Growth of Virtual Assistants w/ John Jonas - Founder of OnlineJobs.ph
John Jonas helped thousands of entrepreneurs succeed in their business by doing outsourcing differently. He created the world’s largest website for finding Filipino Virtual Assistants, OnlineJobs.ph, which has over 1,000,000 Filipino resumes and hundreds of thousands of employers from around the world using it. John had a normal "job" for 8 months after college and his biggest goal at that time was to be able to quit that job. He managed to quit back in 2004 and worked from home for himself ever since then. It was in 2006 that he first hired someone from the Philippines, he immediately knew he was onto something special. LINKS: Website: http://www.onlinejobs.ph Facebook: https://www.facebook.com/johnjonasofficial YouTube: https://www.youtube.com/channel/UCXKa0JRgZg0kiZbU_w5bW0A? Testimonials: https://www.onlinejobs.ph/success-stories Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 01:30 Getting to know John Jonas 04:41 How Onlinejobs.ph works 08:40 John’s childhood 010:55 Building his own business 17:40 The importance of adding value 19:00 How OnlineJobs started 21:45 Why John decided to build a business with Filipinos 26:30 John’s relationship with his employees 35:00 The challenges of hiring virtual VAs 39:10 Challenges that John faced 46:00 Training leaders to make the most out of each opportunity 54:30 How VAs can ease your life 57:30 Aiming for excellent customer experience 1:02:47 Why the Philippines is so appealing 1:04:25 Replacemyself.com 1:15:16 What John does in his spare time Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
Brian Spaly (@BrianSpaly) is currently the General Partner at Brand Foundry Ventures and Executive Chairman at Tecovas, a direct-to-consumer Western Bootmaker based in Austin, TX. Up until January 2017, Brian was Founder and CEO of Trunk Club, where he focused on making it easy for men and women to discover and acquire awesome clothing without the hassles of the traditional shopping experience. Prior to leading Trunk Club, Brian founded Bonobos, a men’s clothing company that is famous for the best-fitting pants on earth, by selling trousers out of the trunk of his car during business school in Palo Alto. Brian holds an MBA from Stanford and an AB degree from Princeton. He is an avid hockey player, cyclist, squash player, and enjoys watersports. He’s completed three Ironman distance triathlons and three adventures to Burning Man. His favorite authors are Roald Dahl, Neal Stephenson, Mark Helprin, and Nicholas Taleb. He is married to Carly Spaly and they have two daughters, Ruthie and Sylvie. https://www.linkedin.com/in/brianspaly/ https://twitter.com/brianspaly?lang=en Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 02:30 Getting to know Brian Spaly 05:15 Discovering his entrepreneurial side 09:15 The private equity guy who made his own clothes 11:00 Finding your passion beyond conventional jobs 15:30 Bonobos’ history and differentiation 21:30 Success, responsibility, and life lessons from business 30:45 Letting go of Bonobos 40:00 Brian’s career with Trunk Club 49:30 What companies excite Brian Spaly to invest 1:04:45 Mentors that inspired Brian 1:11:30 How Brian inspires his team 1:18:15 Balancing your company’s priorities Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#54 Investing in Change w/ Erik Weir, Principal at WCM Global Wealth
Erik Weir (@WCMGlobalWealth) is the Founder and Principal of WCM Global Wealth, which seeks to deliver optimum quality investment advice and money management for high net-worth investors. Erik joined Merrill Lynch in 1989 and subsequently worked at Donaldson, Lufkin & Jenrette as a Senior Vice President providing money management services to various founders of technology companies. He opened Weir Capital Management, LLC in 1999, developing a global client base for financial solutions, and was twice named one of the fastest-growing companies in South Carolina by the state's Chamber of Commerce. He launched WCM Global Wealth in 2011. @WCMGlobalWealth on Twitter On LinkedIn Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 02:15 Getting to know Erik Weir 06:15 Erik’s film ventures 17:15 Erik’s upbringing 22:15 Starting out in business early 28:00 Erik’s college life 32:00 Erik during the tech bubble 36:00 The 2000s in Erik’s eyes 40:30 Getting into film 48:30 Erik’s other ventures 54:45 What excites Erik Weir? 58:00 What’s next for Erik 1:05:45 How companies are changing 1:07:15 Erik’s mentors 1:12:15 Building relationships and setting goals 1:18:45 Making lemonades out of lemon 1:25:30 What do you want your epitaph to say? Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#53 Conscious Leadership w/ Eva Helene Yazhari - Co-Founder and CEO, Beyond Capital
Eva Yazhari (@beyondcapital) is the Co-Founder and CEO of Beyond Capital, an impact investment fund founded on the belief that investing is a powerful mindset that can inspire good and improve lives. Throughout her 16-year career, Eva has worked in the impact investment, finance, and asset management industries. Eva built Beyond Capital to be a recognized global brand. Its portfolio improves the lives of a growing 7 million low-income individuals, including investments in Kasha, a technology-driven e-commerce women's health company in East Africa; and Frontier Markets, a fast-growing distribution business providing goods and services for consumers living throughout rural India. Both companies are targeting addressable markets numbering billions of consumers and are uniquely poised for commercial financial returns as well as social returns. When it comes to impact measurement, Beyond Capital partners with pioneering firm Proof of Impact to independently verify and track the growth of outcome-linked metrics. Eva has interviewed more than 40 purpose-driven leaders to shed light on their professional and personal stories for The Beyond Capital Podcast. She has also explored the various angles of conscious money and living on The Conscious Investor, a weekly online magazine. Eva is also an impact investor. She lives in Dallas, TX, with her family. www.beyondcapitalfund.org www.theconsciousinvestor.com www.beyondcapitalpodcast.com www.evayazhari.com Instagram Eva Helene Yazhari on LinkedIn @beyondcapital on Twitter Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 01:30 Changes in business due to COVID 03:45 The globalization of solutions 05:30 Identifying a conscious leader 11:30 How Eva learned from the leaders in her portfolio 14:15 An insight into the capital raise 17:45 Do we need to lower expectations on profit for conscious leaders? 22:30 Balancing ESG factors in a company 25:30 Finding recession-proof companies 28:00 Leveraging on your network of leaders 29:30 Eva’s 10-year vision Connect with Gary Rabine and DDCEO: Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMN Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO
#52 Three Elements to Success w/ Dean Vicha - President of NationaLease
Dean Vicha has accumulated 27 years in the truck rental and leasing industry. He has held a variety of posts of increasing responsibility up to his current position of President of NationaLease, obtained in 2012. He currently oversees the North American Organization which provides NationaLease Membership with Member to Member Support, Purchasing, National Account Acquisition and Management, and Meeting/Training Coordination to over 900 locations. In this episode, we talk about his stellar career at NationaLease, the company, and how his experiences shaped him to be the leader he is today. We also talk about his secrets to success and what are the three elements he looks for to know how someone can succeed. https://www.linkedin.com/in/dean-vicha-8a414822 Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 01:30 Start 03:15 Get to know Dean Vicha’s company, Nationalease 05:15 What makes Nationalease different 07:46 The Ace Hardware model 10:40 Getting to know Dean Vicha 22:15 Getting a CDL license 25:45 Dean’s challenges as a leader and lessons 29:45 Dean’s leadership style 35:15 Taking responsibility 38:45 Three elements of success 46:50 Shifting his focus from sports to education during college 53:50 How COVID affected the company culture 56:45 Preparing for 2021 59:30 Post COVID changes 1:08:25 Developing your company culture Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMN
#51 Mark Kaufman, Building Athletico
Mark Kaufman (@Athltcoguy) is the Founder and Executive Chairman of Athletico Physical Therapy a leading provider of outpatient physical and occupational therapy. Athletico offers the highest quality orthopedic rehabilitation services to communities, employers and athletes in over 500 locations throughout 12 states. He attended the University of Iowa, receiving his Bachelor of Science degree in Athletic Training and Physical Education in 1986. In 1988, Kaufman obtained an M.S. in Exercise and Sports Sciences from the University of Arizona, and in 1989 he earned his B.S. in Physical Therapy from Northwestern University. Athletico employs over 5000 clinical and administrative staff and offers over 50 specialty programs and services. The growth of Athletico’s outreach programs has mirrored the advancement of their patient care. Athletico remains very much a close-knit, caring place to work, where a strong work ethic, commitment to continuing education, and dedication to superior customer service and community service are highly valued. Twitter Instagram LinkedIn Facebook Check out www.DitchDiggerCEO.com for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 2:45 Getting to know Mark Kaufman and Athletico Physical Therapy 5:455 Mark Kaufman’s memories growing up in Iowa 13:45 How Mark’s parents shaped his work ethic 15:15 How Mark developed his work experience 18:15 Mark and wrestling 23:15 Mark’s career in sports 28:15 Starting a career in Physical Therapy 31:30 Mark’s Big Fat Greek Wedding 32:45 Differentiation 39:45 Athletico’s equity structure 42:30 When the right person does not work out 48:00 Scaling Athletico 53:10 Acquisitions, core values, and how to grow your company 1:05:0 Athletico now 1:07:15 How Mark inspires his team 1:12:10 Mark’s 10-year vision 1:20:00 Physical Therapy and technology 1:25:15 Athletico during the pandemic 1:29:00 Mark’s interests Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG Follow DDCEO on Instagram Like DDCEO on Facebook Follow DDCEO on Twitter Subscribe on YouTube
#50 Honest to Greatness w/ Peter Kozodoy - Author, TEDx Speaker, and CEO of Stradeso
Peter Kozodoy (@PeterKozodoy) is a TEDx speaker, author of Honest to Greatness: How Today's Greatest Leaders Use Brutal Honesty to Achieve Massive Success, and serial entrepreneur, currently serving as the CEO of Stradeso and the Partner/Chief Strategy Officer of GEM Advertising. Peter’s largest business has appeared on the Inc. 5000 list of fastest growing companies in America, and his articles on business, leadership, and entrepreneurship have appeared in Inc., Forbes, The Huffington Post and more. He holds a BA in Economics from Brandeis University and an MBA from Columbia Business School. In this episode we talk about how Peter got started in the business, building his first company, and how he defined his own success. Website: https://peterkozodoy.com/about Facebook: https://www.facebook.com/PeterKozodoyOfficialPage Twitter: https://twitter.com/peterkozodoy Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 2:15 Getting to know Peter Kozodoy 6:45 Peter’s childhood 9:15 Peter’s first business 13:30 Realizing what success meant for him 17:45 How Peter changed his business principles 23:15 How Peter hires the right people 29:30 Stradeso - Peter’s new business 33:15 Peter’s other businesses 37:00 Peter’s differentiation 42:15 Peter’s plans for the future 45:15 Getting to know Peter beyond the business 47:00 The reason behind Stradeso Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO
#49 Business Growth in the Time of COVID-19 w/ PJ Taei - President and Founder of Uscreen
PJ Taei (@pjtaei) is a video monetization expert obsessed with creating a profitable space for creators, instructors and educators. After founding, growing and selling his first company, WebNet hosting, he founded Uscreen, a video monetization platform with clients like iChuze, Vida, Fitness Connection and more. In this episode, PJ talks about his family background, growing his first business, and his dedication to his newest company, Uscreen. He also talks about the value of handling feedback, and how he found growth in the midst of a pandemic. Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 5:00 Getting to know PJ 7:30 PJ’s immigration story 8:30 How PJ started his first business 11:15 Selling his first business 12:30 Going all in and starting UScreen 20:00 Growing in the midst of a pandemic 22:00 How Uscreen works 26:15 PJ’s learnings growing uscreen 29:45 Focusing on that feedback loop 34:15 Differentiating from competitors 37:15 Uscreen’s core values 38:30 PJ’s vision for Uscreen 40:45 PJ’s mentors 44:15 PJ’s hopes for his future Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#48 Only the Paranoid Survive w/ Raj Gupta - Executive Chairman of ESD
As executive chairman of ESD, Raj Gupta leads the company's mission to Improve Society Through the Built Environment. He works on long-term initiatives to support the company’s future, including the expansion of career development paths for employees, promotion of the ESD brand and corporate governance. He champions ESD's embrace of globalization and positions the firm to compete in our digital economy. He nurtures ESD’s unique culture and advances its values: respect everyone, work hard and play to win. In this episode, Raj talks about his journey to success. From the humble beginnings with his parents working for their American Dream, to facing two financial crisis, a pandemic, and innovating their company to the success that it is today. https://www.linkedin.com/in/rajpgupta/ Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 6:00 Getting to know Raj 9:00 Raj’s take on failing and failures 14:15 Raj’s family business and how Raj started 23:15 Differentiate or die 28:30 Raj’s education 31:15 Your children joining the family business 36:45 Visionaries in the business 41:30 Raj’s views on mentorship and leadership 47:15 Raj’s three core values 53:15 Applying your company’s culture and values 57:15 Raj’s toughest times in business 1:04:00 Improving indoor air quality 1:13:00 Raj’s company Cohesion 1:18:45 Raj’s take on partnerships Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#47 Impact Investing w/ Eva Yazhari - CEO of Beyond Capital
Eva Yazhari (@beyondcapital) is the CEO of Beyond Capital, an impact investment organization that believes investing is a mind-set that can inspire good and improve the lives of impoverished communities. Throughout her career, Yazhari has worked in the impact investment, finance, and asset management industries. Eva founded The Conscious Investor, a weekly magazine that sheds light on the world of impact investing. Eva is the co-host of the Beyond Capital Podcast. She speaks to audiences about the Power of Impact Investing. Eva graduated from Barnard College, Columbia University with a B.A. in Mathematics. Eva lives in Dallas, TX with her family and when possible travels often to Los Angeles, London and Zurich. In this episode, Eva talks to us about her experience growing up in the art community, her educational life and career, and her amazing journey putting up Beyond Capital and making an impact while investing in sustainable startups from across the world. www.beyondcapitalfund.org www.theconsciousinvestor.com www.beyondcapitalpodcast.com www.evayazhari.com https://www.instagram.com/beyondcap/ https://twitter.com/BeyondCapital https://www.linkedin.com/in/eva-yazhari/ Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 5:45 Getting to know Eva 9:15 Growing up an only child in the art community 12:30 Eva’s school life 16:30 The mentors in Eva’s career 18:30 Making the transition from hedge fund to impact investor 21:30 Starting Beyond Capital 30:45 Beyond Capital’s community partners 43:15 Eva’s core values 55:30 Eva’s vision for the future Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#46 Mask-Free: The Foolproof Authenticity Model w/Michael Brody-Waite, Author and Motivational Speaker
Michael Brody-Waite (@mikebrodywaite) joins us to discuss how a life of Rigorous Authenticity can lead to genuine leadership, improved team effectiveness, and higher overall success. His Mask-Free Program, a system built on three principles inspired by his recovery from drug addiction, lays out a system that anyone can follow for concrete results. Michael Brody-Waite is an award-winning CEO, tech-startup entrepreneur and recovering drug addict. In 2009, Brody-Waite left a Fortune 50 company to co-found and lead InQuicker, a healthcare SaaS company that allows patients to self-schedule appointments. His leadership grew the organization exponentially and landed InQuicker a spot on the Inc. 500 list of Fastest Growing Private Companies. In 2015, InQuicker was sold to a publicly traded company. In the time since InQuicker went public, Brody-Waite has made a name for himself as an untraditional leadership coach. He credits his success to the tools he learned in the 12-step program, and now teaches others how to lead his Mask-Free Program. His unique views are captured in his TEDx Talk, “Great Leaders Do What Drug Addicts Do,” which has been viewed more than one million times. Brody-Waite’s first book, Great Leaders Like Drug Addicts, is now available for purchase. https://michaelbrodywaite.com/ http://greatleadersbook.com/ Instagram: @michaelbrodywaite Twitter:@mikebrodywaite Facebook:@michaelbrodywaite Check out https://www.DitchDiggerCEO.com/for this week's Top 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful business growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. 1:58 - Leading through rigorous authenticity 11:06 - From kiosk to corporate 17:09 - Authentic leadership means asking for help 22:57 - Seeking authenticity 24:03 - The mask addiction 24:56 - Three principles 30:03 - Looking for the problem 30:48- The job interview question 45:55 - How do you implement change? 57:40 - Partnering with other companies 1:01:41 - When it’s good to have a low authenticity score 1:06:31 - Giving back 1:16:24 - Creating a mask-free world 1:29:10 - Authentic leaders go first 1:30:12 - A valuable teammate calls you out Connect with Gary Rabine and DDCEO: https://www.ditchdiggerceo.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#45 Flaunt Your Flaws w/ Chris Joyce, Gusher Founder
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Chris Joyce (@dealrules) is the founder of 24 companies in high tech, consumer goods, health, and manufacturing. His products have been sold in more than 11,000 stores in 23 countries, with users in 148 countries across the globe. His newest venture is Gusher: the simple, quick, and easy way to create and build a startup without the need for investors or capital. Gusher helps Entrepreneurs create and launch startups using time equity. Everything from technology, media, and health to design, finance, and gaming. If you have a great idea and need the expertise of others to help bring it to life, Gusher can help. Go to the Gusher site and get started: www.gusher.co LinkedIn: https://www.linkedin.com/in/dealrules/ 7:30 - Lessons you learn from early entrepreneurial experience 10:00 - How dealing with $#^! makes you stronger 19:30 - Why building a business from scratch is better training than college 21:20 - Exposure is everything 30:00 - Riding the low-carb coaster 34:10 - Why you should never build on someone else’s trend 40:30 - VIM for vigor: identifying your Vested Interest Market 44:00 - Can you really succeed with nothing but a great idea and great people? 52:10 - What ties together all successful entrepreneurs 1:01:00 - Confidence and gender inequality 1:03:30 - Do what you know, and teach your kids that 1:09:50 - Why you should never kill ideas & never give up 1:13:20 - The most effective way to increase sales right now 1:30:50 - Rob’s Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#44 Reverse Engineering Moonshot Goals w/ Ann Hiatt, Executive Business Partner to Jeff Bezos and Eric Schmidt
Ann Hiatt (@AnnRHiatt) received her initial business training during 15 years as the Executive Business Partner to Jeff Bezos (CEO of Amazon) and Chief-of-Staff to Eric Schmidt (CEO and Executive Chairman at Google/Alphabet). Ann now consults with executives and companies across the globe to reverse engineer their moonshot goals and get results. Ann is a sought-after international speaker and is on several advisory boards. Ann has recently relocated from Silicon Valley to Europe and brings with her a unique perspective on what it takes to succeed in business today. In this episode, we talk to Ann about her amazing career with Amazon and Google. She describes her journey from her early years to becoming a name in leadership and management after working with Jeff Bezos and Eric Schmidt. Now, she manages her own consulting firm and shares to us her learnings and experiences in leadership and striving to be a better CEO. http://www.annhiatt.co https://www.instagram.com/annhiatt/ https://twitter.com/AnnRHiatt https://www.linkedin.com/in/ann-hiatt/ 1:45 Who is Ann Hiatt? 09:06 Ann’s ‘interview’ for Amazon 14:06 Is grit a factor in getting hired? 15:55 How Ann’s father’s military background help shape her 24:36 Working in Amazon 27:12 Ann’s biggest challenge at Amazon 29:55 Women leaders 35:11 Ann’s Book 37:11 What make these great CEOs and Leaders great? 40:41 Being the dumbest person in the room and leadership 46:34 Always being challenged 51:18 What’s Ann Hiatt doing now? 1:01:59 Ann’s experience doing business in Europe 1:05:25 AI needs in companies 1:12:29 Ann’s Moonshot mindset 1:16:28 Smart people with no egos are a recipe to success 1:22:31 Robbie’s take on Ann’s career and journey 1:25:21 Talent is distributed equally, but opportunity is not 1:29:20 Diversity in tech 1:32:11 The value in risk-taking Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook:https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter:https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#43 Core Values Are Not Negotiable w/ Brent Brodeski, CEO of Savant
Brent is the co-founder and CEO of Savant Capital Management, a nationally ranked wealth management firm that manages over 8 billion in assets for 6000 clients and employs over 200 professionals and team members. Brent earned degrees in finance and economics and an MBA from Northern Illinois University. He is a Certified Financial Planner (CFP®), Certified Public Accountant (CPA), a Chartered Financial Analyst® (CFA®), and an Accredited Investment Fiduciary Analyst® (AIFA®). He is a member of the Young Presidents' Organization (YPO) and serves on the boards of the Northern Illinois University Foundation and the Rock Valley College Foundation. Chicago magazine named Brent as the #1 independent financial advisor in Chicagoland. He represents Savant on the Barron’s Hall of Fame as one of the nation’s top financial advisors for over 10 years. He was also ranked by Forbes as the #40 top wealth advisor in the nation. Brent’s passions are being an entrepreneur, drinking wine, and spending time with his family at his lake home in Lake Geneva, WI! Website: https://www.savantcapital.com/ Twitter: https://twitter.com/savantweets LinkedIn: https://www.linkedin.com/company/savant-capital-management/ Facebook: https://www.facebook.com/SavantCapital 05:30- The Brodeski family council 07:50 - How education creates confidence 09:00 - Extroversion can be learned 30:15 - Synergy can be strategized 33:00 - Why you need systems and structures 37:00 - The value of hiring subject matter experts 46:00 - Growing without the pains 51:00 - Creating a master playbook by combining the best of all involved 53:58 - Core values are non-negotiable 59:15 - How to hire like a boss 1:08:30 - Robbie’s take-aways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg/featured?view_as=subscriber
#42 Build a Network to Defeat a Network w/ Anthony “Ozzie” Giglio, CEO/Dealer Principal of Windy City Motorcycle Company
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Anthony G. “Ozzie” Giglio is CEO/Dealer Principal of Windy City Motorcycle Company (WCMC). Ozzie’s experience has run the gamut. He was active duty USN, where he served four tours in the middle east as part of a special ops team focused on counter intel and counter terrorism. He’s now a captain in the Navy Reserve. He holds a JD and is barred in Illinois and Texas. He practiced corporate law, but transitioned to financial services, where he worked on transactions and acquisitions, including real estate. This teed him up for success as the CEO of Windy City Real Estate Group and the eventual acquisition of 10 Harley Davidson dealerships. He founded WC-F with his wife, Jill, in 2000 and they now have 18 locations and employ over 400 people. https://youtu.be/d1PBIBTZsJ4 https://bizcasthq.com/cxo/ozzie-giglio/ https://www.linkedin.com/company/windy-city-motorcycle-company/ 3:35 - Ozzie’s family values: hard work and education 13:30 - The value of maturity and doing things on your own schedule 16:50 - What you learn as an intrepid entrepreneur without a safety net 20:00 - What you learn in the military: leadership, discipline, and the commitment to team 35:30 - Leadership lessons from the military 37:30 - Starting a business after 9/11 49:50 - Developing a network to defeat a network 54:30 - Why growth matters to you, your employees, and your customers 56:40 - How to create a sense of ownership among your employees 1:02:35 - What it’s like to build a family later in life 1:12:10 - How the COVID crisis is driving innovation 1:24:00 - There’s no place like the U.S.A. 1:32:30 - Rob’s takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg/featured?view_as=subscriber
#41 A Great Entrepreneur's Principals for Closing the Racial Income Gap w/ Robert Blackwell Jr, Founder of Quant16
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Robert Blackwell, Jr is the founder of Quant16 as well as a successful entrepreneur and former trader. He also founded Killerspin, the world’s leading table tennis engagement brand. The Killerspin experience reaches hundreds of thousands of people annually in over 160 countries around the world. Robert has served on many civic boards over the course of his career, and he currently serves the Chicagoland Chamber of Commerce, Civic Federation of Chicago, Business Leadership Council as well as being on the executive committee to Choose Chicago. http://robertblackwelljr.com/ https://www.linkedin.com/in/robert-blackwell-jr-4218023/ 2:00 - How do people go from poverty to prosperity? 15:30 - The advantage of growing up without money 22:15 - Robert’s long-time friendship with former president Barack Obama 25:30 - Why Robert sold his car to use ride share services exclusively 26:30 - Robert’s life-changing visit to West Africa 34:30 - Learnings from the ‘87 market crash 45:30 - Robert’s formula for decision making 49:30 - Killerspin’s company values 52:30 - Investing in ongoing economic opportunities for those with special needs 54:00 - Lagniappe: a little something extra you weren’t expecting 56:30 - What’s next for Robert and Killerspin? 1:02:30 - Why you should have an innovation budget 1:08:30 - Quantitative analysis vs. quantum computing 1:18:35 - You can get mentorship by reading, listening, and watching 1:19:05 - Rob’s takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#40 Be Worth More Than You’re Paid w/ Dan Porcaro, Biz Strategy Expert
Daniel Porcaro has spent the past 33 years growing and developing four companies. Growing companies is his passion. Dan grew all the companies mostly through organic growth with very few acquisitions. He is passionate about long-term revenue and profit growth through the development and execution of a strategic plan and the development of a strong culture. Currently, Dan is the Managing Partner of Porcaro Stolarek Mete Partners LLC (known as PSM Partners). Founded in January of 2015, PSM offers IT consulting and talent acquisition services to small and mid-sized firms in the Chicago area. As of January 2020, PSM employed 73 consultants and 300 clients. Dan started the firm with his Partners and close friends Mike Mete and Dave Stolarek to grow PSM into the firm it is today. PSM certainly would not have been nearly as successful without them. From 1998 through 2012, Dan founded and ran Project Leadership Associates (PLA). PLA was a business and technology consulting firm headquartered in Chicago. With five practice areas -network integration, managed services, software development, business intelligence, and business strategy, PLA was unique for its size. Starting with one employee, Dan grew PLA to 265 people, 50 million in revenue, and 6 offices across the country. PLA was one of the most profitable, successful firms of its type in the country. PLA also had a ten-year period where voluntary turnover was less than 2%. Additionally, Dan is proud to say that PLA never lost money in any month of its existence under his tenure. Dan sold PLA in 2012 to a private equity firm. Prior to founding PLA, Dan was a partner in Workgroup Productivity Corporation (WPC). WPC was a Lotus Notes consulting firm. Dan was asked to join WPC as an equity partner to grow the firm, nationalize its services, and find a buyer. He accomplished the growth plan over a 3- year period (growing revenues by 65%) and found a buyer for the firm. After this transaction, Dan left to start PLA. Prior to WPC, Dan was an Executive Director and Partner at Lansystems. Headquartered out of NY, Lansystems was a nationwide network integration firm with an east and west coast presence. Dan started the central region for Lansystems and quickly grew it from 2 to 60 employees while becoming the most profitable region in the country for the firm. Lansystems was sold in 1994. LinkedIn: https://www.linkedin.com/in/daniel-porcaro-8540391/ Website: https://www.myefbc.com/board-staff/dan-porcaro/ 4:27 - What’s more important growing up: loving support or a strong entrepreneurial role model? 4:58 - Leadership: learned or innate? 11:47 - The importance of being well-rounded as a leader 17:21 - Learning from others’ mistakes 36:08 - What makes for a solid business strategy 45:03 - How to bake sales success into a company’s culture 49:16 - What really motivates employees (spoiler: it’s not the money) 1:02:55 The difference between growing a company you plan to sell vs. one you plan to keep 1:07:53 Can you pandemic-proof a business? 1:11:44 The positives of partnership 1:13:44 How culture interacts with earnings growth 1:15:36 Incubating new businesses 1:21:11 Rob’s take-aways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg/featured?view_as=subscriber
#39 Culture = Who You Hire, Fire, & Reward w/ Marc Randolph, Netflix Co-Founder
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Marc Randolph (@thatwillneverwork) is a veteran Silicon Valley entrepreneur, advisor, and investor. Marc was co-founder of Netflix, serving as their founding CEO, the executive producer of their web site, and a member of their board of directors. Although best known for starting Netflix, Marc’s career as an entrepreneur spans more than four decades. He has founded or co-founded more than half a dozen other successful start-ups, mentored rising entrepreneurs—including the co-founders of Looker Data, which was recently sold to Google for $2.6B—and invested in numerous successful tech ventures. He is a frequent speaker at industry events, works extensively with young entrepreneur programs, sits on the board of the environmental advocacy group 1% for the Planet, and chairs the National Outdoor Leadership School’s Board of Trustees. Website: https://www.marcrandolph.com/ Twitter: @mbrandolph Instagram: @thatwillneverwork Facebook: @marcbrandolph / https://www.facebook.com/marcbrandolph/ Linkedin: https://www.linkedin.com/in/marcrandolph 2:00 - How Marc and his family became risk-encouraging—and how this set him up for success 12:30 - Influential entrepreneurs Marc has worked with and how that shaped his experience 22:00 - Netflix now vs. its humble beginnings and the beauty of startups 25:00 - What if Blockbuster had bought Netflix? 26:30 - The role of mentorship 36:45 - Culture and vision 1:00:45 - American exceptionalism and success Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#38 Champion of Remote Connectivity w/ David Hassell, Super-Connector & Maverick CEO of 15five
David Hassell (@dhassell) is a serial entrepreneur, business columnist, and speaker who believes that when leaders support employees in becoming their best selves, high engagement and performance and uncommon loyalty naturally result. As co-founder and CEO of 15Five, David and his team have developed industry-leading people management software that helps build phenomenal cultures via a suite of features including check-ins, OKR tracking, 1-on-1s, and peer appreciation. While at 15Five, David created the science-inspired Best-Self Management methodology that helps leaders address hidden factors that stimulate sustainable growth and development – things like intrinsic motivation, strengths, and psychological safety. By practicing Best-Self Management and using 15Five internally, they have experienced near-zero attrition, rapid growth, and awards like ranking #3 on Glassdoor’s Best Places to Work. David was named “The Most Connected Man You Don’t Know in Silicon Valley” by Forbes Magazine, and has also been featured in The Wall Street Journal, Inc., and Fast Company. https://www.linkedin.com/in/davidhassell/ https://www.15five.com/story/ https://medium.com/@dhassell https://www.instagram.com/dhassell/ 3:25 - Entrepreneurship as a form of rebellion 6:15 - The importance of continuity and creating something beyond yourself 7:55 - Life in “beige cubicle land” 10:25 - Why “surfing the net” isn’t really a thing any more 16:04 - Why you need both passion AND profit to thrive 18:25 - How helping others and adding value helps you succeed 23:13 - Why some companies succeed where others fail 25:35 - Why “best-self management” is more effective than performance management 26:25 - The inspiration behind fifteen/five reports: “Sorry, Yvonne [the CEO of Patagonia] is out surfing.” 35:35 - Company relational mastery: what it is and how to achieve it 48:47 - The future of work is collaborative Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#37 Maximizing the Value of a CEO With Exceptional Mentoring w/ Bonnie Low-Kramen, Founder and CEO of Ultimate Assistant Training
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. BONNIE LOW-KRAMEN (@BonnieLowKramen) is an international thought leader, speaker, bestselling author, and the founder and CEO of Ultimate Assistant Training. A celebrity assistant for 25 years to Oscar winner Olympia Dukakis, Bonnie is an award-winning speaker who empowers staff and executives alike to build ultimate partnerships that are both mutually respectful and profitable. She teaches the BTUA workshop all over the world and in fact, Gary’s EA Debbie Furlano has taken this class. Her work was featured in a Forbes 2019 cover story and her book, Be the Ultimate Assistant, is a must-have resource for every assistant. Bonnie is passionately committed to ending workplace bullying and closing the wage gap as her way to build confident and courageous women in the world. In 14 countries and 38 states, Bonnie's gift is the ability to guide the humans of our workforce toward meaningful transformations that they feel on a visceral level and coming to solutions together that stand the test of time. Website: https://www.bonnielowkramen.com/ Facebook: https://www.facebook.com/Bonnie.Low.Kramen Twitter: https://twitter.com/BonnieLowKramen Instagram: https://www.instagram.com/bonnielowkramen/ YouTube: https://www.youtube.com/watch?v=BiOX60cn5nY&feature=emb_logo 11:15 Childhood impacts your whole career 15:00 The real value of great assistants 18:15 Bonnie’s team and her organization 22:00 Empowering the minority demographic 22:45 Finding and revealing greatness in others 52:45 Establishing/defining core values and respecting employees 1:04:45 Human beings just want autonomy Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg/featured?view_as=subscriber
#36 Be the Best in the World at Anything, and You’ll Never Go Broke w/ Robert Blackwell Jr, Founder of Quant16
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Robert Blackwell, Jr is the founder of Quant16, formerly EKI Digital, as well as a successful entrepreneur and former trader. He also founded Killerspin, the world’s leading table tennis engagement brand. The Killerspin experience reaches hundreds of thousands of people annually in over 160 countries around the world. Robert has served on many civic boards over the course of his career, and he currently serves the Chicagoland Chamber of Commerce, Civic Federation of Chicago, Business Leadership Council as well as being on the executive committee to Choose Chicago. https://en.wikipedia.org/wiki/Robert_Blackwell_Jr. http://robertblackwelljr.com/ https://www.linkedin.com/in/robert-blackwell-jr-4218023/ 13:40 Growing up in the first black family in the Western suburbs of Chicago 22:35 Three great pieces of advice from Robert’s father 26:00 How Robert got his Mom to quit smoking. 36:37 Why Robert gets rid of stuff as soon as he starts to get too attached 51:24 Robert’s greatest blessings in life 1:3:02 The decline of black neighborhoods in America, and what Robert’s doing to combat it 1:16:20 Why you should avoid being a “minority business” 1:17:15 Be #1 in the world at something (anything), and you’ll never be broke 1:25:57 Robert’s take on responsible giving and how to revitalize free enterprise Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#35 Virtual Reality, the Future Is Now in Business Skills Training w/ Steve Grubbs, Serial Entrepreneur & VR Rockstar
Steve Grubbs (https://www.victoryenterprises.com + https://www.linkedin.com/in/steve-grubbs-4708825/) is an Internet and technology entrepreneur, having founded four companies: Victory XR, Paradigm, Victory Enterprises, and VictoryStore.com. In 2016, VictoryXR was founded, which produces virtual reality curriculum for schools. In 2018, Intel invited VictoryXR to participate in its mentorship program and Microsoft licensed it’s content. Viveport awarded VictoryXR its award for best education VR content for 2018. In 2018, Paradigm, an early virtual reality and esports tech center was opened. Its model combines virtual reality, esports, STEM tutoring and corporate VR training to create an LBE model that is sustainable. Steve Founded Victory Enterprises in 1997 and built the first websites for the cities of Davenport, Moline and Eldridge. In 1999, Steve founded VictoryStore.com, which has grown to be an umbrella organization for more than 25 eCommerce sites. VictoryStore.com has been recognized by Internet Retailer magazine as one of the largest eCommerce stores in the United States. Steve served as Chairman of the Young Presidents Organization international technology network. This network had more than 3,000 tech CEO's as members. Steve also served previously as an Iowa legislator from ‘90-’96 and in that capacity, was chair of the House Education Committee which passed the state’s first technology funding bill. 2:14 Steve’s intro and values: always an entrepreneur 8:53 VR simulator and scenario training for job safety 12:18 Applications to social services, etc. 18:14 Why VR is the most effective tool for learning 21:18 VR tech success stories 24:31 Steve’s unique model for supporting new tech and investors 27:01 Are entrepreneurs born or made? 38:30 Upbringing 43:29 Biggest mentors and best lessons Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#34 Cultivating a Common Sense Culture w/ Scott Robinson, Registered Corporate Coach™
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Scott Robinson (www.rrgexec.com) has 35 years of experience in the human capital industry. After founding and leading the largest full-service human resources firm in the Midwest, Scott returned to his entrepreneurial roots to launch Robinson Resource Group, where he now continues to serve as a trusted advisor to executives in the C-Suite. Scott is certified by the Worldwide Association of Business Coaches as a Registered Corporate Coach™-one of fewer than 1000 such certified Coaches worldwide. He is also a member of the Institute of Coaching Professional Association at McLean Hospital—a Harvard Medical School affiliate and is certified in the Hogan Assessment and the full suite of MRG assessment tools. In addition to serving on several BODs, Scott is highly active in many business organizations including The Executives’ Club of Chicago (ECC), the Young Presidents Organization (YPO Gold), the National Association of Corporate Directors (NACD) and the ESOP Association. 2:30 Executive coaching and executive search 6:00 It’s all about the culture fit 24:20 Effective extrication from a direct management to a high-level leadership position 29:43 How to prep for future executive success 30:40 One company’s culture fit is another company’s NOPE 40:10 How Scott’s small-town upbringing informed his values 48:00 Relationship building as marketing; customer service is king 52:00 Transition from Counseling to Coaching & one essential ingredient for success: a supportive partner 1:1:30 Understanding what motivates your employees and clients 1:11:20 Never underestimate the power of a great Executive Assistant and a great team Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#33 Birth Date — Death Date. Your Dash Is Most Important w/ Bruce Leon, Founder and CEO of Tandem HR
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Bruce Leon is the founder and CEO of Tandem HR (www.tandemhr.com). Tandem is a Chicago-based professional employer organization that prides itself on its customized human resource solutions. Tandem provides high-touch, tailored HR solutions in payroll, benefit administration, people management, risk management and organizational development. Bruce Leon LinkedIn: https://www.linkedin.com/in/bruce-leon-23601311/ 5:30 - Bruce’s childhood - don’t get caught up in 11:45 - Lost mother when he was 19 15:00 - Life is a roller coaster 24:00 - Starting an HR company 36:00 - 2 to 100 employees “Billion in payroll” 40:30 - Biggest differentiators 46:00 - The world’s greatest mailman. 51:30 - Where do you go from here? Steve Jobs story 56:00 - Developing people from within 1:03:30 - Dash in the middle 1:04:30 - Could you have built this company anywhere else? 1:14:00 - When people ask you advice Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#32 "Grease Cleaner CEO" w/ Michael Crafton, President and CEO of Nelbud Services Group
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Michael Crafton (@MichaelCrafton2) is the President and CEO of Nelbud Services Group, a life safety services company he founded in 2005 with $800 and built into a global leader with more than 20 locations and over 30,000 recurring customers. Michael has successfully steered Nelbud through (2) private equity buyouts, multiple buy-side acquisitions, and engineered numerous change management style company transformations over the past 15 years. Michael has pioneered several industry leading technology platforms that have helped enhance the organization and position itself as a luxury brand. Michael has a B.S. in Business from Indiana University, is very active in numerous community organizations, and an avid traveler. (https://www.linkedin.com/in/michael-crafton/ + http://instagram.com/michaelcrafton2) 3:00 How Michael developed his work ethic 6:45 Who instilled money management in you? 8:45 Never missed practice, but never once looked at a playbook. 12:15 80% of success is showing up 15:15 How important is a friend group for your career/business? 17:15 Value of Networking 18:45 Michael’s business story 25:30 Million dollar lessons from entry level jobs 39:00 Mindset to stay motivated 41:30 Maintaining valuable relationships 52:00 Future of Nelbud? 55:45 How did you come up with CHAPTERS? 58:00 Growth and differentiation 1:02:00 How to avoid chasing shiny objects 1:05:00 Delivering value to customers 1:11:30 Fix what’s wrong instead of firing 1:17:30 Could you have done this in any other country? Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#31 Big Problems Require Bigger Vision w/ Sylvie Légère, President of the Policy Circle
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Sylvie Légère is the co-founder and President of The Policy Circle (http://www.thepolicycircle.org), a national grassroots network with a mission to educate, inspire and develop community leaders. Equipped with facts, policy circle women get involved in the governance of their communities, and assert their voices into dialogs on the impact of public policy on creativity and entrepreneurship. Sylvie spent her career in technology program management, including infrastructure and learning technologies, at firms such as Accenture, TD Ameritrade, and JP Morgan Chase. She was the co-owner of a bicycle shop, and is also an investor in start-ups committed to connecting people from vulnerable communities to jobs. Sylvie earned an undergraduate degree in Management Information Systems from the University of Ottawa, Canada, and a Master’s in Computer Science with a specialization in the Learning Sciences from Northwestern University, in Evanston, Illinois. 5:00 Sylvie’s childhood; father was a politician 11:55 First job at Accenture 15:35 Problem solving 18:04 STEM and going into computer science 21:49 “Raise your gaze” - [Elise Stefanik] 23:37 Gary worked in a factory during winters 27:11 Knowing your industry 28:21 7 habits of highly effective people 34:50 The Policy Circle starting Fact-based articles so you can engage in a discussion Gives you the tools to affect your community Technology widens the gap 48:13 Policy Library: over 300 circles; busy women 52:56 Finding the middle ground 55:30 The goal of The Policy Circle: eliminate conflict and focus on facts 1:01:20 Mentors / DiSC is most valuable tool 1:05:48 3500 members 1:11:11 Talked to JCN 1:15:28 Could you do this in any other country? 1:17:31 Quinton’s true takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO
#30 Rocking the Recession w/ Jonathan Slain, Recession Expert
Jonathan Slain (https://Recession.com/) is a recession expert, speaker, EOS (Traction) implementer, and helps companies slingshot past the competition in downturns. Having come from the world of investment banking, working on mergers and acquisitions, Jonathan has seen firsthand how businesses with successful leadership mistakenly hit plateaus. Now, working exclusively with Founders, Owners, CEOs, and Management Teams, Jonathan uses that experience to help best-in-class companies worldwide achieve their vision of success. Whether working with entrepreneurial niche/specialty firms or large corporations ($10M+ in annual revenue), the direction and insight Jonathan imparts, positions businesses to advance to levels they dream about often, but rarely achieve on their own. Jonathan’s book, “Rock the Recession: How Successful Leaders Prepare For, Thrive During, and Create Wealth After Downturns” is available on Amazon (https://www.amazon.com/Rock-Recession-Successful-Leaders-Downturns/dp/1544501919). Use Coupon Code “DDCEO” at https://recession.com/shop/ to get 50% off the "Rock the Recession" Workbook. SHOW HIGHLIGHTS 4:15 Dad was a used car salesman - you can haggle at Best Buy and Home Depot 6:30 Working with family is the BEST way to maintain a great relationship 9:45 Integrity - core value 13:20 First job 15:20 Where does your energy come from? 18:00 Everyone should work for tips at some point in their lives 20:30 How to develop a super strong work ethic 21:00 How a strong work ethic can go wrong 23:30 Hard to read the label when you’re in the jar 25:00 College & first gigs 31:00 Valedictorian - building academic career for a scholarship 34:00 Post-college investment banking - getting involved with brother’s franchise 36:00 Hard time working for someone else, that’s why I’m an entrepreneur 39:00 Leaders making clear paths to leave and come back 40:30 Boring interview questions for a job interview 41:00 Employees coming back to leaders 43:30 Gym investment stories - 30 years old with 30 employees 45:30 Enter “Traction” and the EOS system; most unit ad revenue goals 46:00 No one wants to buy Personal Training sessions in a recession 47:00 Recessions are opportunities as long as you have a plan 49:00 Example of a plan; 70x ROI - “How to thrive and grow during a recession” 50:30 Gary meeting Paul - fast friends - If we didn’t switch to maintenance we’d be in a different business today 52:00 Getting through the Great Recession and writing the book - Discovering his passion 59:00 This project was his recession plan 1:00:00 Inverted yield curve 1:02:30 First steps to helping a new company to become recession-proof; avg score is a 38 1:04:00 Gary - how to be as busy during a recession as you are in a bull market 1:05:00 Which industries to get into to prep for a recession 1:09:30 How to mitigate risk 1:12:30 Core values 1:18:00 Could you have achieved this success anywhere else? 1:22:00 How to rock your life? 1:24:00 Quinton’s true takeaways Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO
#29 Part 2 - Outside of What Box? w/ Kent Emmons, All-American Businessman and Entrepreneur
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "We would tell our staff, 'we have to make nickels sound like manhole covers.'" - Kent Emmons. Kent Emmons (https://kentemmons.com/) is an All-American businessman and entrepreneur who has had a long successful career in the entertainment industry. From humble beginnings mowing yards in Mt. Carmel, IL, to signing top 10 recording artists in Atlanta and creating the 24/7 comedy radio format in Hollywood, he has definitely made his mark across a variety of industries. Through his group of companies, he focuses on investments, operations and joint ventures in the fields of media, leadership and politics, finance and international business development. He shares his personal journey with us and the secret strategies to his success. SHOW HIGHLIGHTS 01:35 - Buying another radio station, using the same format 04:50 - Valuation of the real estate 05:36 - Milton Crabapple 7:00 - Partnering with other radio stations 9:06 - Blue ocean opportunities today in media 11:58 - How Kent figured out this strategy 14:19 - His friend Bob Eubanks from the Newlywed Game 19:45 - Few comedy albums were registered with performing rights organizations back in the old days 28:20 - Infomercials are the least sexy business, but they are effective. “Don’t rely on ratings or traffic” 30:00 - Crazy story of a guy buying radio spots 33:20 - Sell good products with some dynamic information products 38:04 - Bertie Higgins 40:10 - Kent is focusing on his fully live media product 'Crave News' 49:39 - Mentorship has been everything to his career 51:32 - Retirement 55:54 - Q’s true takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "The best networkers are the first to arrive, and the last to leave." - Kent Emmons. Kent Emmons (https://kentemmons.com/) is an All-American businessman and entrepreneur who has had a long successful career in the entertainment industry. From humble beginnings mowing yards in Mt. Carmel, IL, to signing top 10 recording artists in Atlanta and creating the 24/7 comedy radio format in Hollywood, he has definitely made his mark across a variety of industries. Through his group of companies, he focuses on investments, operations and joint ventures in the fields of media, leadership and politics, finance and international business development. He shares his personal journey with us and the secret strategies to his success. SHOW HIGHLIGHTS 05:55 - How it all started for Kent 12:10 - His dad was an entrepreneur 13:50 - The value of networking 16:00 - The benefit of curiosity 14:49 - The best networkers are the first to arrive, and the last to leave 17:30 - Kent's college experience 20:45 - Kent's father learned 'real-world experience' from night class teachers 22:06 - Why Q focuses on entrepreneurs who are results-driven 24:50 - The value of shared experiences 25:10 - Ask people on the peripheral 26:10 - Great public school system and education experience 27:30 - Great anecdote about how to be a good writer 30:30 - Meeting a key musician that Kent started managing 36:15 - Growing Lowry Music in Atlanta, GA with Edwin McCain and Top 10 hits 42:00 - Kent's first experience with radio and his genius idea 47:00 - Gary found the secret to his success in Branson, MO 49:26 - Table Rock Lake, Missouri Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#28 India, Cancer Fighting & a "Respect All, Fear None" Culture w/ Gary, Host
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Gary took a trip to India to find out more about some potentially world changing cancer treatments. Tune in as he shares his experiences and the lessons he learned interacting with people from different walks of life. SHOW HIGHLIGHTS 01:00- Gary’s principle - “respect all, fear none” 06:10- Golfing in India 08:10- Gary gives his driver some entrepreneurial tips 10:20- Gary on experiencing a festival, his driver’s home and Indian hospitality 15:30- Visiting the doctor 19:10- Brain cancer procedures coming from India 22:10- Amazing medical innovation 23:10- Water treatment and medical advancements with 30-year-old technology 27:30- Drawing water from the air 29:40- A vacation in Dubai 37:00- Gary’s takeaways from India 42:00- How the Indian people respect everything and fear nothing 44:15- Entrepreneurship in India, specifically businesses that help people 51:45- Q&A time Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#27 Part 2 - Success in Site, w/ Austin Rabine, Founder of Site
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “One of our clients had a 3 million square foot distribution center and wanted to zoom in and find a penny on the ground that he knew was there, and he did.” - Austin Rabine, Founder of SITE SITE has been nominated as a finalist for the Chicago Innovations Award. Please vote for them here! Austin Rabine started SITE as a pavement assessment service that utilizes modern technology to give their customers in-depth analysis and reporting on their properties. Austin set out to create a product that was an easy way to show businesses a portfolio of their property maintenance items so they can make quick and informed decisions. Austin is the son of our host Gary Rabine, who adds color to the early days of Austin’s entrepreneurial spirit. SHOW HIGHLIGHTS: 01:34- Designing SITE and building a network of thousands of drone pilots 10:20- Current properties assessed: Faster. Better. Cheaper. 12:40- How did Austin get customers to buy in? 20:00- How to maintain relationships with great clients 26:00- What is Austin learning? 27:00- How to create a fun environment 30:40- Could Austin's business happen in any other country? 33:10- Competitors and innovations 37:30- Quinton's true takeaways 39:35- Quinton's new baby boy Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “Surround yourself with people that are better at the things that you aren’t good at or don’t want to do and focus on your strengths in business” - Austin Rabine, Founder of SITE Austin Rabine started SITE as a pavement assessment service that utilizes modern technology to give their customers in-depth analysis and reporting on their properties. Austin set out to create a product that was an easy way to show businesses a portfolio of their property maintenance items so they can make quick and informed decisions. Austin is the son of our host Gary Rabine, who adds color to the early days of Austin’s entrepreneurial spirit. SHOW HIGHLIGHTS: 04:20- Gary just got back from India, shares his experience 09:00- Introducing Austin and what he learned from his parents 11:10- First official job - mowing lawns 15:45- How Austin learned to invoice and made $1000 per week at age 14 19:40- Playing sports and maintaining the business 21:45- Learning financial lessons through insurance and car accidents 24:20- How to get out of a ticket #UglyCry 26:10- Austin's perspective on college 30:00- The family business 33:30- How Austin started working with Nick Mathey 35:10- How did Austin differentiate himself? 37:00- The most important pitfall to avoid as an entrepreneur 38:25- Surrounding yourself with good people who are good at what you are not Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#26 Part 2 - Building NCSA & the College Scholarship Industry, w/ Chris Krause
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "I'll take no's all day long, but I'll find that one yes that's gonna help change my life." - Chris Krause 01:34- Chris Krause really knows 'why' he's doing the work he does 07:00- Graduating with a meaningful degree + 'athleadership' is a competitive edge 10:30- 5 aspects of championship culture 13:15- The importance of making and achieving a game plan 19:45- Chris's thoughts on mentorship 27:00- Chris's next goals 30:30- Could Chris have built this business anywhere else? 34:30- Interview with Chris Krause Jr. 39:30- Quinton's true takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#26 Part 1 - Building NCSA & the College Scholarship Industry w/ Chris Krause
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "This [NCSA] can change communities. When it becomes the expectation that you go to college rather than the outlier that got to go to college." - Chris Krause HIGHLIGHTS: 01:34- Introduction 06:00- Origin story 07:20- Experience caddying and honing interpersonal skills 12:05- Started playing football in 4th grade 17:10- High school football team inspired National Collegiate Scouting Association (NCSA) 20:15- He was his own first client 25:10- How he transitioned to building a business 29:55- How to make sales a win-win 32:50- Getting employees excited about the vision and making it scalable 37:00- How to hit your 5 year goal in 18 months 41:20- Dealing with continuity and rapid growth Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#25 Part 2 - Achieving a 4% Employee Turnover Rate in a 50% Turnover Industry w/ Tom Walter, Founder of Tasty Catering
"Solid Core Values Make It Easy To Hold People Accountable" - Tom Walter, Founder of Tasty Catering Tom Walter (https://thomasjwalter.com/) is a serial entrepreneur, author, speaker, as well as a principal in numerous companies with over forty years of experience as an owner and operator in the service industry. He has started 32 companies, acquired 3, sold several others, and even terminated a few. He started his first business—a fast food restaurant called Tasty Pup—in 1971, with the help of his girlfriend’s monetary investment. Over the years, Tasty Pup evolved from its origins as a fast food restaurant, into today's Tasty Catering, which remains Tom’s primary and largest investment. Tasty Catering employees are shareholders in eight of the nine companies. Five of those companies are the result of employee-constructed business plans that were submitted to Tom and his brothers. Tom, Larry, and Kevin assisted in the start-up of those companies, and then remained on as equity investors. Tom’s many tasks keep him busy—sometimes that including seven-day workweeks—but he has never, in the last 40 years, felt over-worked. He believes that if you’re passionate about something you love, it will never be constituted as “work.” 01:40- A good gauge of a company is employee engagement 03:40- The average company gets 4-6% of their employees thoughts per day 06:10- Solid values make it easy to hold people accountable 06:55- Tom's seven core values 09:30- All about Tom's book and why he wrote it 13:45- Distributed leadership 16:35- Tom's most important awards 19:25- When the national average for turnover is 50%, Tasty Catering's is 4% 22:00- Finishing big: What's next for Tom? 27:35- Could you have created this business in any other country? 38:40- Q's takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#25 Part 1 - Champion Culture Retains Top Performers - the Tasty Catering Way w/ Tom Walter, Founder of Tasty Catering
"Hire people not only for skill, but for who they are. What kind of culture do they have?" - Tom Walter founder of Tasty Catering Tom Walter (https://itsmycompanytoo.com/) is a serial entrepreneur, author, speaker, as well as a principal in numerous companies with over forty years of experience as an owner and operator in the service industry. He has learned a lot of life lessons from the start up of 32 companies, acquisition of three, sale of several, and—in a few cases—the termination of businesses, all in a broad spectrum of markets. He started his first business—a fast food restaurant called Tasty Pup—in 1971, with the help of his girlfriend’s monetary investment. Over the years, Tasty Pup evolved from its origins as a fast food restaurant, through many other food-related businesses, and into the Tasty Catering of today, which remains Tom’s primary and largest investment. Two of his businesses were large failures, which he considers to be great learning examples. He is currently a principal in nine of the successful organizations. To an outside source, his involvement in so many businesses simultaneously may appear a bit overwhelming, but many of his concurrent ownership's came about because of Tom’s strong belief in the investment of young people’s ideas. Tasty Catering employees are shareholders in eight of the nine companies. Five of those companies are the result of employee-constructed business plans that were submitted to Tom and his brothers. Tom, Larry, and Kevin assisted in the start-up of those companies, and then remained on as equity investors. Tom’s many tasks keep him busy—sometimes that including seven-day workweeks—but he has never, in the last 40 years, felt over-worked. He believes that if you’re passionate about something you love, it will never be constituted as “work.” 05:10- Tom Walter's story 07:45- Tom's seventh business failure 14:30- How to balance family and work 15:30- Money vs Family 17:25- Entrepreneurs have a disease 20:15- There's nothing worth losing a child 21:20- Early days at tasty catering 23:50- Gary's favorite book 26:20- Tom's favorite book 30:00- Changes happen when Tom started Tasty Catering 34:40- If the VP doesn't know the values, you are in trouble 36:00- Core values contribute to your bottom line 38:00- Hire and fire by values 45:00- Four keys to culture Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#24 Part 2 - Curing the Incurable , w/ Dr. Roberto Trujillo, Chairman & CEO of Trucytonics Institute & Neurocytonix, Inc
"The Most Important Thing is To Have Passion" - Dr. J. Roberto Trujillo, M.D Hi, Ditch Digger CEO listeners. We did something a little different with Dr. Roberto's episode. This guy is so amazing and has so much to talk about. We had to create two parts. It was great timing for us to create two parts because something has happened in the last week that I'm super excited about. Dr. Roberto has scheduled my son Nik and I to go to his research center in Bangalore, India to be treated. Nik for cerebral palsy and me for epilepsy. We will be going for 28 days of treatment. Both of our cases are on the mild side of the spectrum. We know we have challenges to overcome and there's no proven cure for either of our diseases. We will also be going to get a chance to understand the technology and the protocol in case my wife Cheryl needs to go to Dr. Roberto's clinic for treatment of her brain cancer and other presumed incurable disease. So strap on your seat belts as we enjoy one of the leading minds in the world of medicine today, Dr. Roberto Trujillo, with his slogan to cure the incurable. Enjoy! Dr. J. Roberto Trujillo, M.D., Sc.D. is the Chairman and CEO of TruCytonics Institute & NeuroCytonix, Inc., at the Montgomery Biotechnology campus of Johns Hopkins University. His current focus is on translation research of neural tissue engineering (quantum magnetic resonance) for the treatment of neurodegenerative diseases, including Alzheimer’s disease, stroke and Parkinson’s disease. He is a member of the medical advisory board at Fisher Wallace Laboratories, LLC. As a pioneer in the field of neurovirology at Harvard, Dr. Trujillo founded the Pan-American Society of NeuroVirology in 2000. He is the co-inventor of CERCA, a U.S. patented photodynamic therapeutic medical device for the prevention of cervical cancer. Dr. Trujillo is a leader of medical sciences of the Americas, and he has received numerous awards, professional titles, and honorary doctor degrees. Following an internship in medicine at Baylor College of Medicine, he completed a two-year clinical neurological and neurosurgical fellowship at Texas Medical Center. After receiving a training award from NIH, Dr. Trujillo obtained his Doctor of Science degree in Neurosciences and Molecular Virology at Harvard University. 01:30- Brain dogma: "I never gave up because I wanted to serve people" 08:30- Dreaming big gets us to the moon 10:38- Success with NeuroCytonix and looking forward 14:48- Where this progress will go in the next 5-10 years 17:00- $280 Billion spent on this research and why it costs so much 20:27- The beauty of being an American 23:55- The source of Roberto's focus 25:52- Back pain cure takes time 29:10- How Roberto's technology helps a patient with epilepsy 34:50- AMAZING brain cancer trials and improvements without side effects 38:55- FDA approval status 40:06- The exact process of Roberto's technology 45:05- About Roberto's family 50:30- Doctors need to learn business Connect with Gary Rabine and DDCEO: Visit DDCEO on iTunes Visit our Website Like DDCEO on Facebook Follow DDCEO on Twitter Follow DDCEO on Instagram
#24 Part 1 - Curing the Incurable w/ Dr. Roberto Trujillo, Chairman & CEO of Trucytonics Institute & Neurocytonix, Inc
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "The Most Important Thing is To Have Passion" - Dr. J. Roberto Trujillo, M.D Dr. J. Roberto Trujillo, M.D., Sc.D. is the Chairman and CEO of TruCytonics Institute & NeuroCytonix, Inc., at the Montgomery Biotechnology campus of Johns Hopkins University. His current focus is on translation research of neural tissue engineering (quantum magnetic resonance) for the treatment of neurodegenerative diseases, including Alzheimer’s disease, stroke and Parkinson’s disease. He is a member of the medical advisory board at Fisher Wallace Laboratories, LLC. As a pioneer in the field of neurovirology at Harvard, Dr. Trujillo founded the Pan-American Society of NeuroVirology in 2000. He is the co-inventor of CERCA, a U.S. patented photodynamic therapeutic medical device for the prevention of cervical cancer. Dr. Trujillo is a leader of medical sciences of the Americas, and he has received numerous awards, professional titles, and honorary doctor degrees. Following an internship in medicine at Baylor College of Medicine, he completed a two-year clinical neurological and neurosurgical fellowship at Texas Medical Center. After receiving a training award from NIH, Dr. Trujillo obtained his Doctor of Science degree in Neurosciences and Molecular Virology at Harvard University. 02:24- Story of how Gary and Dr. Roberto Trujillo met 05:30- Roberto's story and upbringing 11:25- Started rotation at age 18 12:00- Difference between US and Mexican medical school 16:54- Challenges are opportunities to grow 19:50- Passion is to study the brain 23:25- AIDS virus causes so much damage to the brain 23:55- Becoming the first molecular neuro-virologist at Harvard 25:52- The importance of passion 28:30- 3 keys to success 29:52- Advantages in America 32:50- If you have an idea you can pursue it, unreal medicine 37:35- All about the NeuroCytonix company 39:40- What clinics look like in America vs India 42:25- Turning brain dogma upside down Tune in for part 2 next week! Connect with Gary Rabine and DDCEO: Visit DDCEO on iTunes Visit our Website Like DDCEO on Facebook Follow DDCEO on Twitter Follow DDCEO on Instagram
#23 It’s Always About the People w/ Scott Mordell, CEO of Ypo Global
"If we're going to be better tomorrow we've got to start opening ourselves to different thoughts in the most humble way we can." - Scott Mordell I'm so excited to get my buddy Scott Mordell in front of my listeners. Scott's an amazing guy. He's a leader of leaders. Starting out in the accounting world going to school for accounting in Michigan. Becoming an accountant at a big firm, and then having the opportunity to go to work for an entrepreneur organization like the Duchess group, being mentored by, just two great guys a father-son, team, Dick-Duchess, and a son Craig, as well, as so many others. He's become such an amazing leader in the world today. Plus he's not just a CEO of any normal company, but a CEO of 28,000 CEOs across the globe. How crazy is that? And this guy does an awesome job of guiding this great organization, an organization that has grown from 18,000 members to 28,000 members. That has caused people to start pounding on the door to get into YPOs chapters all over the world. So get your learning ears on and and listen to a great friend of mine, a guy I really love and an amazing leader in our world today that not many people get the opportunity to spend time with, Scott Mordell! BIO: Scott Mordell has been a YPO member since 1995 and a former chair of its Chicago Chapter. He has more than 20 years of CEO-level experience in organizational management, strategy development and implementation, global commerce and public policy. YPO is the premier global leadership organization for more than 28,000 chief executives, who employ more than 22 million people globally and generate $9 Trillion in annual revenues. For more information, visit www.ypo.org. 00:00- Intro 01:35- Podcast summary 03:30- Talking about Scott 06:05- Forum IPO mates with Gary 06:40- Scott's upbringing-grew up in Detroit, high school 08:40- Sports played- football, hockey 11:05- Folks go into public accounting when they don't know what to do? 14:25- About accounting lessons 15:35- Public accounting for 4 years then went to grad school 16:15- About cereal 17:55- Getting great advice- go into business 21:15- Arlington race track experience 21:45- "I thought it was going to be an attorney" 22:35- Traits you saw in your mentor 27:10- Time at Arlington was from CIE to CEO 28:15- Join YPO or get fired 30:15- Gambling regulations, had to close the racetrack 34:40- Dealing with Illinois politics, your organization purpose 35:45- People profits capital 38:05- The importance of ethics 39:55- Success at the racetrack 42:05- Post horse racing- corporate 45:45- How Scott got involved with YPO - Scaling service is more difficult than scaling manufacturing 49:05- How the forum changed Scott's life 53:55- Why it's important to be curious 54:55- Going from 18,000 to 28,000 members 56:35- The 5 keys for successful scaling 01:05:20- No straight lines through life 01:05:50- How did you build the grit needed to manage other CEO's 01:10:15- Next 10-15 years? 01:14:05- Scott for governor? 01:15:30- Advantage to america free enterprise system 01:19:35- Q's take aways Connect with Gary Rabine and DDCEO: Visit the DDCEO PODCAST: https://itunes.apple.com/us/podcast/ditch-digger-ceo-with-gary-rabine/id1440312967?mt=2 Visit the DDCEO BLOG: http://ditchdiggerceo.com/ Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO
#22 Throwback: "The Story of the Ditch Digger CEO" Interview w/ Gary Rabine, Host
The "Ditch Digger CEO" is a podcast for trailblazers. It’s about climbing to the top of the ladder no matter where you start. It's for those with big, bold ideas who want to learn from the experiences of some of the most successful people in the world. This is a show about those who grow their businesses from nothing to million- or even billion-dollar enterprises. Often beginning their journey in ‘dead-end’ jobs, as single parents, or working multiple part-time gigs with only their grit and work ethic to work with. Our guests are shining examples of success against the odds that want to share all the secrets of how they achieved their incredible success. With Gary Rabine (of Rabine Group) and Quinton James (of True Mentors) as your hosts, this is an inspirational business podcast that gives relatable, actionable, real-life advice from trailblazers that have been there. Gary and Quinton bring their tough questions, fresh perspectives, and business-savvy to the podcast’s spirited dialogue on how to get ahead in whatever industry you are in. Our goal is that these tips and mindsets will encourage you to turn your dreams into ambition, making your situation a little more enjoyable, profitable, and at the very least, wildly successful. Our guest lineup includes some extremely exciting and inspirational personalities, including the founder of Jimmy John’s, the co-founder of RedBox, sports stars & legends, and so many more. Launch yourself forward with Ditch Digger CEO Shownotes: 5:00 Motivation from when people tell you you can't do something 9:00 Gary’s Family 15:30 Why Gary Started DDCEO 28:30 How did the Rabine Group get started 36:00 Gary's thoughts on the best way to start a business in 2018 42:30 "Do's and Don'ts" when working with family 45:00 The importance of mentors 55:00 How to stay positive in the face of certain doom 60:00 Growing to $200 million in revenue from 2004-2013 1:10:00 How Rabine Group was able to thrive during the 2008 recession 1:13:30 The importance of NOT being the smartest guy in the room 1:16:00 How to use differentiation to drive your growth 1:21:00 The importance of philanthropy 1:30:00 Why should you listen to DDCEO? 1:31:00 Quinton's True Takeways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#21 Venezuelan Immigrant to American Tech Titan w/ Jose Vargas, Entrepreneur and Investor
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "Human Capital Leads to Innovation Which Creates Wealth" - Jose Vargas Our guest this week is Jose Vargas. He is a serial entrepreneur and investor, building and growing technology companies for over 18 years. Former co-founder of AutoWeb (acquired by Autobytel), BlueKite (acquired by Xoom Corporation/PayPal), MedicareSupplement.com (acquired by Tranzact), BrokersWeb (acquired by VantageMedia) and MailCreations.com (acquired by Livedoor). Currently board member at PeopleFund a technology VC, HealthCare.com and AutoWeb NASDAQ [AUTO]. Jose lives in Miami with his wife and children and is an active member of the Young President Organization (YPO) and supporter of a number of philanthropic efforts. 4:36 Jose’s background- from Venezuela to the States and beyond. 10:08 What happened to Venezuela? The impact of socialist regimes. 22:04 Starting businesses- it’s all about trial and error. 36:30 Mergers and Acquisitions. 44:00 After the first success- dealing with fear. 47:40 Experiencing NY young and rich. 48:40 Working on HealthCare.com. 58:50 Seed investing- People Funding. 1:06:50 Getting great at exiting- How to know when you’re ready to sell. 1:12:00 Important mentors and helping others grow. 1:22:00 Jose’s core values- a discussion on karma. 1:23:53 The success Jose is most proud of. 1:25:23 Are there any other places in the world which offer the same opportunities for success as the USA? 1:25:50 The most important book to Jose. 1:28:20 Quinton’s True Takeaways To take a look at some of the books mentioned by Jose, click on the links below! Be My Guest The Philosophy of Spinoza Awaken The Giant Within Mastery FIVE SUPREME SECRETS OF LIFE For more information on PeopleFund, click here. Connect with Gary Rabine and DDCEO: Visit the DDCEO PODCAST Visit the DDCEO BLOG Like DDCEO on Facebook Follow DDCEO on Twitter Follow DDCEO on Instagram
#20 Vietnamese Refugee to American Soldier to Servant-Entrepreneur w/ Francis Q. Hoang, Entrepreneur
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “B people hire C people but A people hire A+ people” - France Hoang Francis Q. Hoang (@FQhoang) is a veteran entrepreneur who has been on the founding teams of companies that have generated over $600 million of combined sales and employed over 1,200 professionals across the fields of law, aerospace, defense, government services, and technology. (https://boodle.ai/) France has over 20 years of national security experience, with service in every branch of the U.S. Government. He clerked for Judge Thomas Griffith on the U.S. Court of Appeals for the D.C. Circuit and was appointed by President George W. Bush as an Associate White House Counsel and Special Assistant to the President. France graduated in the academic top 1% of his West Point class, received a Masters in Criminal Justice from Washburn University, and graduated magna cum laude from Georgetown University Law Center. He somehow also managed to pass both Ranger School and the CPA Exam. France was born in Saigon, Vietnam, immigrated to the United States at the age of 2, and was raised in Tumwater, Washington. Shownotes: 2:00 France’s childhood 6:00 What inspired France to serve 14:30 How do those West Point values affect your life? 17:00 Life after West Point Graduation 21:00 Frances mindset to get through Ranger School 24:30 After Ranger school 26:00 How the special forces are the entrepreneurs of the military 42:00 How did your culture assist in growing to your current size? 48:30 How to split time between working for two high performance businesses 54:00 France's biggest passion today Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#19 The #1 Best Place to Work w/ Barry Schlouch, Co-Founder & President of Schlouch Inc
“3 Things That Create A Dynamic Culture - Care, Trust, and Help” - Barry Schlouch Barry Schlouch is Co-founder and President of Schlouch Incorporated, a 270-person site design and construction firm headquartered in Blandon, Pennsylvania, USA. He is the author of the book “Excellence In Construction,” (https://www.amazon.com/Excellence-Construction-achieving-success-everyday/dp/1481287486) a speaker, consultant and mentor to both businesses and individuals interested in achieving excellence in business and life. His website is http://barryschlouch.com/ Schlouch Incorporated provides site construction services throughout Pa & surrounding states. Our services include site design, survey, excavating, utilities, concrete & paving for commercial, residential, energy, & public sectors. Schlouch performs $65 million in annual revenues, employs 270 talented team members, and owns 175 pieces of heavy construction equipment. Barry and Deb Schlouch founded Schlouch Incorporated in 1983 in the basement of their home in Berks County, Pennsylvania to do excavating and utilities. They didn’t own any equipment at the time and had no firm jobs on the books. Schlouch’s first job in 1983 was a $15,000 assignment to prepare a site for Wendy’s Restaurant in West Reading. Since then, they have gone on to add design, survey, blasting, concrete and paving. Their vision and confidence was the beginning of what has become one of the leading total site preparation specialists in Eastern Pennsylvania. Today, Schlouch is a company with 275 employees and 300 plus pieces of equipment including 150 pieces of heavy equipment. The company enjoys repeat business from most major local and regional owners, developers and contractors as well as from many national firms handling construction management in the area. More than 60% of Schlouch’s business each year comes from repeat customers, a testimonial to Schlouch’s quality work, on-time performance and competitive pricing. Schlouch has never lost sight of its roots. While the company receives many multi-million dollar contracts each year, Barry and Deb are proud to say that their firm still does excavation for basements and small residential and commercial projects and has a skilled team with their own equipment just to handle those tasks. Shownotes: 4:00 How did you get your start? 8:30 How did you create such a great place to work? A place voted best place to work in Pennsylvania OVER Harley Davidson and Hershey foods 12:30 How does culture change for the better? 15:00 The 3 things that create a dynamic culture - Quote/clip 22:00 Maintaining such a high customer retention rate 28:30 Why did you write your book? 32:00 Most important mentors 37:00 The importance of mentoring people 42:30 Barry's most important failures 45:00 Worst day in business life 49:30 Defining your vision 51:00 Best mindset for an entrepreneur 57:00 How do you stay so competitive? 58:30 Thoughts on the American free enterprise system
#18 Road to a Billion Dollar Valuation and a 007 Like Car Collection w/ Stéphane Rambaud
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “Always strive to be quicker, better and more reliable than competitors.” - Stéphane Rambaud “Build an exceptional company by doing MORE of what you are great at.” - Stéphane Rambaud A third generation freight forwarder, Rambaud began his career in 1986 at Phoenix International, a Chicago-based privately held freight forwarder. He was instrumental in Phoenix International's global expansion, especially with the creation of an Asia office network in 1995. While at Phoenix International, Rambaud held a variety of positions including executive vice president, chief operating officer, and president and CEO. After C.H. Robinson's acquisition of Phoenix International in 2012, he led the global forwarding integration between the two companies. Rambaud is a member of the Global Young Presidents' Organization, the Economics Club of Chicago, and studied International Commerce at Académie Commerciale Internationale in Paris, France. Shownotes: 3:00 Stéphane's childhood 6:30 How Stéphane came to America 14:00 Here is what entrepreneurs you should implement now 23:30 How did your partnerships work out? 27:00 Getting partners to buy into plan 30:30 Stephan's definition of luck 32:30 Big differentiators 35:30 Building the company culture 40:00 Maintaining culture through the sale 44:00 Most important mentors 47:00 Growing a business in America 58:00 Collecting and restoring classic european cars 1:07:30 Quinton's True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#17 Three Generations of Rock & Roll and Raynor Doors, w/ Ray H. Neisewander III, Chairman and CEO for Raynor Worldwide, Inc
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “A true entrepreneur is someone with an idea that hasn’t been done before.” - Ray H. Neisewander III Chairman & CEO, Raynor Garage Doors Ray H. Neisewander III currently serves as the Chairman and CEO for Raynor Worldwide, Inc. Ray's career has been committed to the family business since 1986, when he joined the Raynor Executive Management Team and Board of Directors. He has held several positions in the family's enterprises, including Raynor's Motorsports Group, KWIK-WALL division, and Holiday Inn franchise. Ray III enjoys advising and speaking on topics relevant to family business, including strategy development and execution, succession and contingency planning, governance, organizational development, compensation, and generational transitions. He has participated in conferences at the Loyola Family Business Center/Chicago, University of Chicago Booth School of Business, and Young Presidents Organization (YPO) International. Ray III resides in Dixon, with his wife, Cindy. They have five children, Brittany, Brandon, Jonathan, Jacob, and Rayuel. 3:00 How Gary met Ray 17:30 Elvis connection 23:00 How Raynor grew 30:00 How to identify the best opportunities 36:00 The biggest problem with handing off a company to the next generation 40:00 Combining culture with a third generation business 43:00 Thinking of the team as extended family 46:00 Maintaining work ethic through three generations 49:00 Avoiding the temptation of giving your kids everything 55:00 Living life to the fullest 1:01:30 The importance of faith 1:04:00 The huge advantage of a great life partner 1:06:00 Garage Mahal Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#16 Achieving Sales of $130M Through Focusing on Niches w/ Sam Mcbride, COO of RXBAR
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “The best leaders are trusted and respected” - Sam McBride Sam McBride (@samacmcbride) is Chief Operating Officer at @RXBAR, a Chicago-based food manufacturer, overseeing the organization’s supply chain, sales, marketing and operations teams. With a passion for growing consumer products companies, Sam joined RXBAR as employee number four. Sam grew RXBAR’s top line growth though retail distribution and e-commerce from $2m to $130m in just three years, helping fuel its acquisition by Kellogg for $600m in 2017. Prior to RXBAR, Sam led the sales and marketing teams at Rabine Group, overseeing 12 operating companies with $180mm in annual revenue. As RXBAR continues its domestic growth, international expansion and product innovation, Sam sets the tone for his team, empowering them to foster unrivaled brands. Sam has an incredible mind for driving growth and he shares some of his most effective and powerful strategies. If you have any inkling of growing your business this episode is NOT to be missed! 4:00 Sam's upbringing 6:30 How did you decide to become an entrepreneur? 8:30 What characteristics did you pick up early that assisted you in your career? 10:45 How did your first jobs affect you? 15:00 How did you meet Gary? 19:00 How did you get involved with RXBar? 27:45 The origin of No BS (No bad stuff) 32:30 The unique influencer marketing strategies that helped RXBar sales explode 41:15 Figuring out the distribution strategy 47:00 The value of making a physical thing that you can give people 48:00 Going from revenues of $2m to $130m in 3 years. 54:00 Key systems to drive growth 56:00 How did you get acquired by Kellogs? 60:00 Where are you going to be in 10 years? 1:03:00 What should new entrepreneurs know? 1:04:30 Most important mentors 1:08:30 Balancing family life and business. Quote: The importance of self awareness 1:14:00 Could you have this success in any other country? 1:15:30 Quinton’s True Takeaways
#15 From $4 Caddy to Stock Market Wizard w/ Tony Saliba, CEO at Matrix Holding Group
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "If they (clients) complain when you're making money, they will be terrible if you ever lose money" - Tony Saliba (https://www.linkedin.com/in/tonysaliba/) Tony Saliba (@ajsmarketwizard) is the Chief Executive Officer at Matrix Holding Group & Mercury Digital Assets Considered a pioneer and leader in the Chicago derivatives market, was the only options trader to be profiled in the best-selling 1989 book “Market Wizards.” He has been a pioneer and active participant in the Chicago derivatives markets for over 20 years. He holds exchange memberships on the Chicago Board Options Exchange (serving on the Board of Directors from 1987-1990), The Chicago Board of Trade, and the Chicago Mercantile Exchange. 3:00 Tony’s background 7:30 What did starting early teach you about grit? 16:30 The value of Caddying 24:00 The spread 27:00 When and how to break out of a business relationship 39:00 The 70 month streak 47:00 Necessity is the mother of all invention. 50:30 How to fly five million miles in a year 56:00 Ethics of competing with a previous business 1:00:00 Running your business like a family 1:07:00 Did the Chinese try to take over the Chicago stock exchange? 1:19:00 Thoughts on a $15 minimum wage 1:26:00 How has the free enterprise system aided your success? 1:38:00 True Takeaways 1:30:00 Created Uber in 2003 but was 4 years too early About Host: In the Spring of 1981, Gary Rabine was a senior in high school trying to decide which way his future would go. While his friends were busy preparing for college, Gary was dreaming of starting a landscaping or paving business. With the experience he gained laboring and running heavy equipment for his dad's small business, he new he could do it. One afternoon in his schools cafeteria, surrounded by college-bound friends, Gary was asked what his college plans were. When he replied that he planned to save money to start a business, a smart ass friend eagerly termed him a "Ditch-Digger", loudly laughing “Gary's going to be a Ditch Digger”. Gary harnessed this memory and used it to motivate him to walk his own path. 37 years later, Gary Rabine has grown Rabine Paving and many others businesses which are now the Rabine Group of Companies. This podcast is about stories like his. From "ditch-digger" to the founder/CEO of a national facilities services empire.
#14 NYPD Leader at Ground Zero 9/11 and Chicago PD, Next Step Chicago Mayor w/ Garry Mccarthy
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “If you always do, what you always did, you'll get what you always got” - Garry McCarthy Garry McCarthy was one of the earliest candidates to declare a run against Mayor Rahm Emanuel, before he made the surprise decision in September that he would no longer seek to serve a third term. The native New Yorker ran the Chicago Police Department under Emanuel for more than four years. Garry’s public service includes 25 years (1981-2006) as an officer on the New York Police Department, including six as deputy commissioner for operations; five years as police director in Newark, N.J. (2006-11) and four years as Chicago police superintendent (2011-15). Garry is a proven leader and he shares some of his deepest leadership knowledge and wisdom during this episode. Our co-host this episode is Nick Lodge. Shownotes: 2:49 Story of the second R in Garry 4:00 Garry's upbringing 7:27 How Garry knew being a policeman was the right path for him 19:51 Did 9/11 change your political views? - NY Has foiled 30 plots since 9/11 22:20 How Garry came to work in Chicago 29:51 How they achieved such a significant decrease in crime in Chicago 35:21 What makes a great police officer? 42:18 How would you change things if you were elected major? 49:31 Is there way to create more jobs in these underserved neighborhoods? 54:00 How do you convince businesses to stay with the possibility of paying more taxes? 1:01:23 How Garry used technology to benefit his police force 1:03:00 Where did you get your leadership principles? Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#13 Turning Points Into Action w/ Charlie Kirk, Founder of Turning Point USA
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "If you are not a serial optimist then don't get involved in business" - Charlie Kirk Charlie Kirk is the Founder and Executive Director of Turning Point USA, a national student movement dedicated to identifying, organizing, and empowering young people to promote the principles of free markets, and limited government. Since the inception of Turning Point USA on June 5th of 2012, Charlie Kirk has grown Turning Point USA from nothing to having representation on over 1,200 high school and college campuses nationwide and over 150 full time staff. At 24 years old, he has appeared on Fox News, CNBC, and FOX Business News over 600 times. Charlie Kirk is also a best-selling author, was featured on Forbes 30 Under 30 in 2018, he was the youngest speaker at the 2016 Republican National Convention, and a proud Eagle Scout. Shownotes: 2:33 Charlie's upbringing 5:12 How too much energy is a blessing and not a curse to be medicated 6:40 How Charlie's parents raised him 14:16 Most important books read in high school 18:43 What happened after high school? 24:49 Meeting Bill Montgomery - how TPUSA formed into the powerhouse that it is 29:30 Other great people that helped along the way 40:18 How to convince investors to invest in you and your business 44:13 How to visualize the metrics you'll need for success 1:05:14 Where are you going? 1:13:18 Emotional intelligence 1:21:08 How to identify leaders 1:29:06 How to keep pride at bay 1:42:14 Quinton's True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#12 Leadership to $9M Won’t Be the Same as Leadership to $50M w/ Ryan Daube, Co-Founder of AFN Logistics
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Ryan is AFN’s co-founder and chairman (https://www.loadafn.com/). When he graduated from Indiana University, Ryan joined the dynamic third-party logistics industry. He fell in love with the daily challenges, the fast pace, and the huge potential for personal and professional growth. Ryan quickly realized that there was a real need in the market for a 3PL that was focused on delivering hands-on, results-oriented service that put the needs of clients first and foremost. In 2003, Ryan founded AFN to not only meet this need, but to exceed the expectations of our clients. In addition to leading AFN, Ryan is a dedicated philanthropist, actively supporting the Rolfe Pancreatic Cancer Foundation, Make-A-Wish Foundation of Illinois, among other causes. Ryan is also a co-owner of Camp Kawaga, a summer camp for boys located in Minocqua, WI, which he is proud to help guide into a vibrant future. Shownotes: 5:52 What gave you the confidence to go off and start your own business at such a young age? 8:55 Any sports in High School? 13:04 How has your competitive nature benefited you? 15:56 Competitive advantages? 17:50 Why Ryan was able to give better customer service? QUOTE Honesty 22:21 How did you duplicate and scale your personal success with selling in the business? How Ryan built the culture of his business? 27:25 When core values are solidified 30:07 How has your culture changed since day 1? 35:52 The happy medium between grit and comfort 37:06 Do you need to be tough on your team? 48:15 When should you be transparent and when should you hold your tongue? 54:00 What are you focused on now that the business is sold? 57:28 Could you have built this business in any other country? 59:21 Who have been your key mentors? 1:01:49 What role did your dad play in the business? 1:06:10 Ryan's vision 1:11:17 What Jacob and Ryan are working on 1:32:30 Quinton's Quick Takes
#11 Family Co-Founded the Chicago Bears Leading Zeman Homes to National Success w/ Ed Zeman, Chairman of Zeman Homes, Inc
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Ed Zeman, Chairman of Zeman Homes, Inc. is this week's guest (https://www.zemanhomes.com/) He began his career in 1983 and has grown to become one of the most respected and accomplished manufactured home community real estate executives in the country. With expertise in green field development, acquisitions, strategic planning and capital raising, he has a solid record of double-digit revenue growth and long-term value creation. Under his leadership, Zeman Homes has become one the largest privately-owned operator and manager of manufactured home communities in the country. Shownotes: 1:00 Quinton's first time meeting Ed 2:00 Ed's youth and growing up 6:30 Ed's education 8:30 How did these early life experiences affect your motivation to succeed? 9:51 How Ed got his start with Zeman Homes 13:15 Great things Ed's father taught him about raising kids 15:41 How Ed transitioned to become the leader of Zeman Homes 17:30 Becoming the leader of a business and a father at the same time 18:43 How did you balance family and work? 22:18 How Ed thrived as head of the business after his father developed brain cancer 25:00 How Ed identified his strengths and weaknesses to fill out his support team 28:20 Ed's most important mentors 31:30 What type of mentee do you look for? 34:00 Who's a mentor that really helped you grow? 35:30 Is there anyone that you modeled? 38:15 How have you differentiated yourself and Zeman Homes? 41:00 Toughest times 42:30 Doing the dirty jobs is one of the best ways to be a leader 43:30 Industry disruptions? 47:10 Story of Ed's grandfather founding the Bears 55:00 Could your success have happened in any other country 1:02:00 Future of your industry 1:03:00 Leaders in the manufactured homes industry they try to emulate 1:05:30 What's going to drive you for the next 15 years 1:07:30 What do you want your legacy to be? 1:09:50 Quinton's True Takeaways
#10 Passion & Innovation = 1,000% Growth in 4 Years w/ Nick Mathey, CEO and Founder of Pipe View America
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "Creating a sense of meaning and purpose is the best part of the job" - Nick Mathey Nick Mathey is the CEO and Founder of Pipe View America (http://pipeviewamerica.com) Pipe View America inspects, locates and documents pipelines and they have several inspection vehicles that can turn and maneuver inside sewers and underground detention systems. This allows multiple runs through otherwise impossible areas to be viewed without direct access. This technology allows Pipe View America to tackle the most challenging underground systems. Shownotes: 2:00 How Nick Mathey created Pipe View 10:00 How Nick and Gary started working together 12:00 How to inspire your team to train others without fear they may be training their replacement 15:00 Nick’s 6 core values 18:00 The absolute necessity of standard operating procedures 25:00 The best part of the job is creating a sense of meaning and purpose in the job at hand 30:00 Key to success: Hiring folks with grit and the urge to grow 36:30 The boss’s job is to let the machine run and be an oil can 39:00 How to build and maintain a world class team 45:00 How to inspire team members to embrace core values 50.00 How important is a great partner to your success? 54:00 Could you have built this business anywhere but America? 58:00 Quinton's True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#9 Working Hard Is Like a Cheat Code for Life w/ Bill Ryan, Founder and CEO of William Ryan Homes
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “Hopefully (your journey) is not all good. Cause if it’s all good. You got cheated.” - Bill Ryan Bill Ryan, the Founder, and CEO for William Ryan Homes (https://www.williamryanhomes.com/), is a native of Pittsburgh and family home building. “My grandfather built his first home in Pittsburgh in 1925,” says Ryan. “My dad and uncles eventually became part of that business, with my dad taking on the role of opening up new cities for the company. That’s how we ended up in Cincinnati. Having gone to school at Marquette in Milwaukee, Wisconsin, I spent some time in Chicago and fell in love with it. By 1990, I had an overwhelming urge to start my own home building company and, at that time, Chicago was picked to be the country’s leading home building market. So that made the decision pretty easy and I packed up my family and headed to Chicago.” Ryan’s move paid off as the still privately-held company has built more than 10,000 single-family homes and branched beyond Chicago to markets in Wisconsin, Florida and Arizona 2:30 Bill's family history 15:31 How Bill came to Chicago from Pittsburgh and started his own business 25:31 Best ways to work and not work with family 32:00 Growing up learning the business from his dad 33:19 How Bill survived and thrived during the 2008 recession 36:30 How Bill started his company 44:47 What would you do differently? 50:39 How were you able to grow so fast? 57:30 Leveraging the Ryan name 57:00 Getting into manufactured housing 1:05:00 How to take the right risks 1:10:00 How Bill built so many homes per year 1:17:00 How they survived the 2008 recession 1:25:34 What are you working towards? 1:36:00 How do you train team members 1:38:08 Quinton's True Takeaways 1:40:06 Could you have built this business in any other country? Be sure to check out https://www.ditchdiggerceo.com for shownotes, clips, quotes, and other great entrepreneurial wisdom! And don't forget to follow us on Facebook, Twitter, and Instagram at @DitchDiggerCEO!
#8 Built to Last, 110 Years of Innovation w/ Paul Darley, CEO & President of W.S. Darley & Co
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "To stay innovative, I ask every manager, if I gave you ten million dollars what would you invest in?" - Paul Darley Paul C. Darley is Chairman, CEO & President of W.S. Darley & Co. Under his leadership, sales have increased over 1000% to over $185 million in 2016. He began in pump sales in 1985 and was named Vice President for the Fire Pump Division of W.S. Darley & Co. in 1990. In 1997, he became President and COO and was appointed President & CEO in 2003. He was named Chairman in 2011. Founded in 1908, W.S. Darley & Co is a fourth generation family business, led by Paul and an executive team that has transformed this 110 year old company into a world leader in the firefighting industry with ISO 9001 certification and an electronic catalog of more than 10,000 items. Paul earned his MBA from Northwestern University’s Kellogg School of Management. Paul has traveled to 80 countries in his 25-year tenor, and has made over 500 industry speaking engagements. He is involved with numerous charitable and service organizations including Past Chairman of the Chicago Windy City Chapter of YPO (Young Presidents’ Organization). Paul recently released his book “Sold! The Art Of Relationship Sales” that spells out the theory that companies run by CEOs with a sales background outperform peer companies with CEOs who come up through other disciplines. You can find out more about the book here https://www.edarley.com/book-sold/ Paul is married to his high school sweetheart and together they are raising three daughters in Elmhurst, IL. Shownotes: 5:00 Intro to Gary and Pauls friendship 9:00 What friends do you want to speed 80% of your time with? 11:00 If your life is below a 7 out of 10 you’re going to have to talk about it 14:00 Grit is how you are able to survive for 110 years 25:00 The challenge of running a family business."Still go to classes at Northwestern every year and work outside of business for 3-5 years" 28:00 Growing from $12 million in 1997 to $200 million 29:00 60% of profits come from products we didnt have two years ago 32:00 How do you identify the right innovations to pursue? 33:30 Creating a work environment that gives millennials everything they need to succeed 39:00 Tell me about your education and how it benefited your business? 42:00 Where to look for great mentors 45:00 "No harder to go after a big deal than a small deal" 46:00 Questions to ask that help build rapport 49:00 Taking your business to the 5th generation 53:00 Profit sharing plan has created a lot of millionaires. 56:00 How to be world class through differentiation. 1:01:00 What are the most important causes? 1:05:00 When to start corporate responsibility 1:06:00 What did you want people to get out of your book? 1:12:00 Could you have built this company in any other country? 1:16:00 Advice to 34 year old Paul CEO
#7 How to Grow From $1M to $100M in 5 Years w/ Shelly Sun, CEO and Founder of Brightstar Group Holdings, Inc
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “Praise publicly, coach privately” - Shelly Sun Shelly Sun is the CEO and Founder of BrightStar Group Holdings, Inc., the parent company of BrightStar Care® and BrightStar Senior Living & Memory Care. BrightStar Care® is a premium healthcare staffing company providing the full continuum of care, from homecare to supplemental staffing for corporate clients such as nursing homes and physicians. BrightStar Care is Ranked as the #1 Franchise in Investment Level by Forbes Shelly went "undercover" with BrightStar caregivers on CBS' "Undercover Boss" (featured April 17, 2011) They are also in the top 10 on the American Express Top 50 Fastest-Growing Women-Led Companies each year 2011-2015, and Shelly was named the 2009 IFA Entrepreneur of the Year. Shelly grew the BrightStar brand to over $300 million in system-wide sales in under 10 years since launching franchise early 2006 with OVER 300 locations throughout the U.S. Shelly also published her first book, Grow Smart, Risk Less, (http://growsmartriskless.com/) where she discusses her journey as an emerging franchisor through amazing growth, lessons learned and game-changing ideas. Shownotes: 3:30 How Shelly became an entrepreneur 10:30 How did you make the vision of what you wanted so clear? 13:44 Biggest differentiators 15:51 The value of incorporating processes 17:20 Where did you learn these entrepreneurial skills? 26:30 Important social skills to develop 29:55 How do you avoid getting a big ego after so much success? 38:55 When is the right time to start a new venture? 43:13 The importance of conflict 45:00 Shelly's 5 core values 45:52 Using core values to hire and fire 46:57 MENTION the book Traction 47:36 Most challenging core value to hold people accountable for 50:33 Where do you see Shelly Sun and Brightstar ten years from now? 54:43 MENTION Shelly's book grow smart risk less 58:00 When to hand off the reigns of your business? 1:00:09 What Shelly does outside of business 1:07:28 Quinton's Quick Takes
#6 Manure Mucker to 5th Largest IPO in US History w/ Dennis Barsema, President & CEO of Redback Networks
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “The definition of leadership is credibility plus vision” - Dennis Barsema Dennis Barsema was previously the President and CEO of Redback Networks, where he led the company through rapid growth and one of the most successful IPOs in Wall Street history. Dennis has more than 30 years of executive experience in telecommunications, software, and optical networking. Dennis is the current Chairman of the Northern Illinois University Foundation and he has been a director on numerous non-profit boards, including Oportunidad Microfinanzas of Mexico, Se Mas (a microfinance institution) of Mexico, NEST (St. Louis), Collaboration Group, and Carpenters Place of Rockford, Illinois. He is also an advisor to the non-profit, microfinance organization, Opportunity International in Oak Brook, Illinois, Panzanzee, and the School of Business at Northern Illinois University, and is a past advisor to the School of Business at Santa Clara University in San Jose, California. 7:22 Overcoming a stutter 9:20 How Dennis got into the tech space 12:00 Most important mentors + role models. 14:32 Lessons learned from Dennis's upbringing 15:00 Definition of leadership is credibility plus vision 19:11 Dennis's first entrepreneurial experience 36:00 Keeping bridges unburned. 40:00 How to keep fear from making your decisions. 48:00 5th most successful IPO in the history of US companies 56:00 Biggest unfair advantages 1:02:00 Next opportunity after Redback - Blue Lane 1:09:00 The folly of pride 1:10:00 Live where your purpose is 1:17:43 How do you get people to like you? 1:18:50 How do you build your reputation? 1:23:00 What makes a great salesperson? 1:26:00 What do you want your legacy to be? 1:27:30 Quinton's True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#5 Thriving in a Male-Dominated Field w/ Ronda Shrewsbury Weybright, President & Owner
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. "If it's construction and you like it. Go for it. Don't be funneled into something because you think you should." - Ronda Shrewsbury Weybright Ronda is the President and Owner of RealAmerica Development LLC. (http://realamericallc.com) She has worked in the real estate industry since 1988 and founded RealAmerica in 1995 for the purpose of developing and constructing apartment housing through the use of Low-Income Housing Tax Credits. Building on that experience, Ronda expanded into other real estate development including market rate apartments, self-storage, business office, and mixed-use developments as high-quality opportunities presented themselves. She is a principal in all of the company-owned partnerships and oversees the senior management team and the strategic direction of each of the company’s divisions, including Development, Design, Construction, and Property Management. She is a graduate of Indiana University School of Business with a BS in Finance/Real Estate and serves on the Boards of the Indiana Affordable Housing Council (IAHC), OneZone (formerly Fishers Chamber of Commerce), and Fairbanks Hospital. She is an active member of the Young Presidents’ Organization (YPO/WPO), holds an active Indiana Principal Brokers License and participates in numerous philanthropic activities in the community. 2:35 Story of Ronda's start as an entrepreneur 4:27 Ronda and Gary's first jobs impact on their future endeavors 6:51 How Ronda realized her passion was affordable housing 9:50 How she built her career in affordable housing 11:38 How Ronda escaped poverty 14:55 Who was Ronda's model for success 18:54 Ronda's rise in the low income housing business 21:41 The challenges of getting to 100% ownership - thriving as a young woman with no money in the heavily male dominated construction industry 26:30 Developing the confidence needed to thrive as a young woman in a male dominated industry 29:20 Values that have assisted Ronda in developing a quality reputation 30:30 How Ronda measures success and growth 34:30 How to master delegating and prioritizing 39:58 How Ronda differentiates her business 41:23 Surviving and thriving in the recession 45:23 How to attract the best people - find passion for what you do and promote from within 48:05 Ronda's core values and building culture 56:00 Advice for startup entrepreneurs today 57:28 Advice for young women entrepreneurs 58:15 Quinton's True Takeaways
#4 Founding Redbox + Building Culture at Halo Investing w/ Biju Kulathakal, Entrepreneur & Angel Investor
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. “The only way you are going to learn is through enduring pain” - Biju Kulathakal Biju Kulathakal (@BijuGK) is a serial entrepreneur and active angel investor. He was an early investor and partner at GetAMovie which was later sold to McDonalds and is now RedBox. Redbox is one of the largest movie rental companies in the United States and the fastest growing in terms of revenue. Previously, he was a founder of Enterprise Logic Systems, which is a software development firm that specialized in the financial services and trading industry. Biju is a founder and the past Chairman and CEO of Trading Block Holdings, an online brokerage firm specializing in option traders. He is the founder of Vidya Foundation, which gives scholarships to underprivileged kids in developing countries. He has previously served on the board of the Chicago Charger School foundation, Beck Foundation, Civitas Schools, Leap Learning Systems and the Heartland Institute. Biju received a BS in Aerospace Engineering from Illinois Institute of Technology. Biju’s current focus is Co-founder and CEO of Halo Investing (https://haloinvesting.com/). Please let us know your thoughts on social @DitchDiggerCEO and on our website https://www.ditchdiggerceo.com/ Shownotes: 2:00 How Biju started Redbox 5:00 Partnering with McDonald's - Did you ever go to Blockbuster or Hollywood video with these ideas? 11:00 Key lessons from Redbox 15:30 Mentors who have helped you gain your business acumen 18:00 Networking strategies 22:30 The key to motivating your employees 24:30 Core values 31:00 How Halo Investing started and where it’s going in the next ten years 40:00 Only way you can learn is through pain 43:30 How has the free market system helped you? 52:00 Biju’s advice to the younger version of himself 55:00 Why do businesses fail? 1:03:00 Quinton’s True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#3 Soldier to Global Entrepreneur w/ John Deblasio, Global Entrepreneur & Philanthropist
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth strategies and subscribe to our newsletter to download Gary’s 13 Keys to Creating a Multi-Million Dollar Business. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Our guest this week is John DeBlasio, a wildly successful serial entrepreneur with a heavy emphasis on philanthropy. John is a Senior Executive, Global Entrepreneur, and Philanthropist with over 25+ years working to progress US policy goals, develop international business in the private sector, and solve problems through philanthropic means around the world. Culturally savvy and having lived abroad for extended periods in Asia, Europe, and the Middle East, John has achieved language fluency in German and familiarity with Arabic and Spanish. John shares some amazingly valuable insights with us in this episode. Topics range from avoiding the low expectations of soft bigotry, using negativity from others to increase your motivation, finding the best minds to be your mentors, how to grow from 1 to 1900 employees and so much more! Shownotes: 2:00 You are the average of the 5 people you see most 3:00 How John's childhood influenced his future entrepreneur pursuits 11:30 The negative statements that drove John as a younger man 15:00 How to avoid the soft bigotry of low expectations 17:00 Finding the best minds to be your mentors 18:00 Advice is not always the best way to impart wisdom. It's more about shared experiences. 23:00 West Point Graduate Soldier To Starting A $150M Business 40:00 How to grow your company from 1 employee to 1900 44:00 How to discover and identify your ideal customers 47:00 How to fund your business using working capital from vendors and clients 51:00 How to create a reputation of trust 55:00 The process of selling his business and what he is working on next 1:00:00 The time management rule of thirds - A 3rd on your: business, philanthropic pursuits, personal life 1:03:00 One of the most valuable things you can do is start a business and employee people 1:08:00 Quinton's Quick Takes Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#2 Freaky Fast Success w/ Jimmy John, Founder of Jimmy John's Sandwiches Chain
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth Tips and to download Gary’s 13 Keys To Sustained Business Growth. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. Our guest this week is Jimmy John (James John Liautaud) who is the founder, chairman, and majority owner of Jimmy John’s sandwich chain. He has been recognized by Nation's Restaurant News for overseeing one of the fastest-growing chains in the country and is a philanthropist and mentor for entrepreneurs in the restaurant industry. With no formal business education, Liautaud developed many of the processes in the first shop that Jimmy John's is still known for today. Jimmy shares some amazingly valuable insights with us in this episode. Topics ranging from differentiation, overcoming obstacles, discovering your strengths and so much more! Shownotes: 2:00 Jimmy's upbringing 5:00 Some of Jimmy's greatest challenges 7:00 Started out earning $1.10/hour and $100/week. 10:00 Maintaining emotional stability through very tough times 12:00 How to turn high energy into a billion dollar business 15:30 Jimmy John's key differentiators. 20:00 The many benefits of profit sharing 23:00 Invaluable mentors 26:00 "Just because I'm good at making sandwiches doesn't mean I'll be good at anything else." 32:00 Biggest blessings 34:00 People do what you do not what you say. As a leader whatever you do is times ten. If it's positive or negative it's times ten. 37:00 A loving supporting spouse is the biggest advantage in life. 40:00 Future goals 43:00 Protecting the free enterprise system 44:00 Quinton's True Takeaways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
#1 The Story of the Ditch Digger CEO Interview w/ Gary Rabine, Host
Check out https://www.DitchDiggerCEO.com/ for this week's TOP 8 Business Growth Tips and to download Gary’s 13 Keys To Sustained Business Growth. Follow us on Instagram @DitchDiggerCEO (https://www.instagram.com/ditchdiggerceo/) for more helpful Business Growth tips. Our goal is to inspire everyone to start their own business and help you grow it to millions or even billions in value so if you feel any benefit from this episode please let us know by leaving an iTunes review, sharing this episode on social media and emailing a link to anyone you think would also find benefit here. Thank you. The "Ditch Digger CEO" is a podcast for trailblazers. It’s about climbing to the top of the ladder no matter where you start. It's for those with big, bold ideas who want to learn from the experiences of some of the most successful people in the world. This is a show about men and women who grow their businesses from nothing to million- or even billion-dollar enterprises. Often beginning their journey in ‘dead-end’ jobs, as single parents, or working multiple part-time gigs with only their grit and work ethic to work with. Our guests are shining examples of success against the odds that want to share all the secrets of how they achieved their incredible success. With Gary Rabine (of Rabine Group) and Quinton James (of True Mentors) as your hosts, this is an inspirational business podcast that gives relatable, actionable, real-life advice from trailblazers that have been there. Gary and Quinton bring their tough questions, fresh perspectives, and business-savvy to the podcast’s spirited dialogue on how to get ahead in whatever industry you are in. Our goal is that these tips and mindsets will encourage you to turn your dreams into ambition, making your situation a little more enjoyable, profitable, and perhaps even wildly successful. Our guest lineup includes some extremely exciting and inspirational personalities, including the founder of Jimmy John’s, the co-founder of RedBox, sports stars & legends, and so many more. Launch yourself forward with Ditch Digger CEO Shownotes: #1 5:00 Motivation from when people tell you you can't do something 9:00 Gary’s Family 15:30 Why Gary Started DDCEO 28:30 How did the Rabine Group get started 36:00 Gary's thoughts on the best way to start a business in 2018 42:30 "Do's and Don'ts" when working with family 45:00 The importance of mentors 55:00 How to stay positive in the face of certain doom 60:00 Growing to $200 million in revenue from 2004-2013 1:10:00 How Rabine Group was able to thrive during the 2008 recession 1:13:30 The importance of NOT being the smartest guy in the room 1:16:00 How to use differentiation to drive your growth 1:21:00 The importance of philanthropy 1:30:00 Why should you listen to DDCEO? 1:31:00 Quinton's True Takeways Connect with Gary Rabine and DDCEO: Visit the DDCEO BLOG: https://www.DitchDiggerCEO.com/ Follow DDCEO on Instagram: https://www.instagram.com/DitchDiggerCEO Like DDCEO on Facebook: https://www.facebook.com/DitchDiggerCEO Follow DDCEO on Twitter: https://twitter.com/DitchDiggerCEO Subscribe on YouTube: https://www.youtube.com/channel/UCh03Px5ez_xe_oE_iJMMNIg
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FBI chief: I felt nauseous to think I could have influenced US election
FBI Director James Comey testifies before the Senate Judiciary Committee hearing on 'Oversight of the Federal Bureau of Investigation.' on Capitol Hill in Washington, DC, USA, 03 May 2017. EPA/SHAWN THEW
FBI Director James Comey told senators on Wednesday that he felt "mildly nauseous" thinking that his investigation of Hillary Clinton could have influenced the 2016 presidential election, but he strongly defended his decision to reopen the probe when there were just 11 days left before the vote.
by Andrea Rodes
FBI chief: I felt nauseous to think I could...
By EFE
Comey testified in public on Wednesday, for the first time, about the decisions he made during the election campaign, which have brought harsh criticism from Democrats, including Clinton, who on Tuesday said that she was convinced that she would have won the election if the FBI chief had not reopened the investigation.
"It was a hard choice, I still believe in retrospect the right choice," Comey said before the Senate Judiciary Committee. "I can't consider for a second whose political fortunes will be affected."
He also said that he would not change his decision, thus defending his decision, taken Oct. 28, 2016, to notify Congress that he was reopening the investigation into Clinton's use of private e-mail servers for official communications when she was secretary of state from 2009-2013.
To have hidden the fact that the investigation had been reopened would, from his point of view, been "catastrophic," Comey emphasized to the lawmakers.
Months before sending that notification to Congress, last July, Comey had announced at a press conference that the FBI would not file criminal charges against Clinton and her staffers because there had been no intent by them to violate the law, although he did say that they had acted negligently in handling classified information.
Comey said that he decided to reopen the probe because FBI agents found "thousands" of e-mails from Clinton on the laptop of former lawmaker Anthony Weiner, who was married to Huma Abedin, one of the Democratic presidential nominee's closest political advisers.
FBI agents found e-mails stemming from Clinton's first three months as the top US diplomat on that computer and Comey noted that never before had the agency found e-mails from that time period and that discovery was "obviously very important."
The e-mails - once analyzed - did not change the FBI's opinion and the agency later announced that it still would not file criminal charges against Clinton.
Nevertheless, many Democrats felt that the damage had already been done and, in fact, Clinton on Tuesday blamed Comey for her election loss.
"I was on the way to winning until a combination of Jim Comey's letter on October 28 and Russian WikiLeaks raised doubts in the minds of people who were inclined to vote for me and got scared off," the former first lady said in a New York interview at the Women for Women International summit.
Democratic senators asked Comey several times why he had decided to publicly discuss the Clinton investigation and not the fact that an FBI probe had been launched into whether or not Trump or his advisers had had inappropriate contacts with Russian agents with an eye toward influencing the election in the mogul's favor.
The FBI chief said that he would not discuss the Russia probe until it was concluded.
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Barefoot Services Belize
Dangriga Belize
One of the most colorful and lively towns in Belize, Dangriga is widely known as the cultural capital of the nation. Home to a large Garifuna population, Dangriga has a thriving musical scene and is where the indigenous punta and punta rock genres were born.
Dangriga is a small town located in central Belize on the Caribbean coast of Stann Creek District. Dangriga is known for its traditional Garifuna drumming, active nightlife, numerous karaoke establishments, and delicious traditional Garifuna foods such as cassava bread, serre (fish boiled in coconut milk) and conch soup.
The name Dangriga means “sweet water” in the Garifuna language. Once the second-largest town in the country, Dangriga is now home to around 9,000 people. Many people consider Dangriga to be the friendliest town in Belize as the locals are renowned for their openness, warmth, and genuine hospitality. Originally founded by Garifuna families escaping persecution, Dangriga is just 90 miles from Belize City.
Many people come to Dangriga because of the rich abundance of pristine nature located close by, including the vast Cockscomb Basin Wildlife Sanctuary. Measuring more than 150 square miles (400 square kilometers) in size, the Cockscomb Basin Wildlife Sanctuary is home to verdant mountains, lush wetlands, savannah, and coastal plains. The area is also home to the world’s first dedicated jaguar conservation project.
Other nearby attractions to Dangriga include the Belize Barrier Reef, a UNESCO World Heritage Site composed of hundreds of offshore islands and coral atolls. The reef offers visitors world-class snorkeling, scuba diving, sailing, and fishing.
On land, Dangriga is also the gateway to other nearby Garifuna communities, including the village of Hopkins (perennially voted as the #1 friendliest village in Belize) and Seine Bight on the Placencia Peninsula. And just a short drive away is the world-famous Marie Sharp’s hot sauce factory.
In Dangriga proper, visitors can explore Pen Cayetano’s workshop and studio. Decorated by Queen Elizabeth II for his contributions to music and the arts, Pen Cayetano is Belize’s greatest living artist. Other attractions include a large statue featuring the three traditional Garifuna drums. There are also plenty of restaurants, cafes, and shops. Due to its size, Dangriga offers plenty of urban charm but without the big-city feel of Belize City.
Barefoot Rentals and Services has a modern fleet of vehicles available for rent for visitors who want to explore all the best that Dangriga and the surrounding area has to offer. For additional information about Dangriga, including the top sights to see and the best lodging, contact Barefoot Rentals and Services.
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USS Santa Fe
About Characters Missions Stories
Prida Rala
Bajoran-Cardassian Female
Played by User ID 18
Story Character
Born on Bajor at the height of the Cardassian Occupation, Prida Rala was a figure of hate and ridicule in her early years. The daughter of a Cardassian military officer and his Bajoran comfort woman, Prida was born in the darkness of tunnels and caves in the Kendra Valley following her mother’s escape and subsequent capture by a cell of the Shakaar Resistance group. Believed to be a collaborator, Prida Leku was held captive by the group, nursing her young child in the process, until they were able to verify her story; how she had come to be a comfort woman in order to protect the life of her family and friends who had been involved in a bombing of a Cardassian munitions depot just over a year before the birth of her child.
When her story had been corroborated by a captured Cardassian soldier, Leku and Rala were released. Retreating to the homestead of one of the cell members who had taken a shine to Leku, the pair were able to live in relative secrecy for the child’s formative years. Unlike many Cardassian children who had been born under similar circumstances, Leku adored her child, and brought her up to understand her Bajoran heritage. When the Cell was put at risk by the capture of three members, the rest of the cell and their families bought passage off of Bajor and, by some miraculous twist of fate, Prida Rala and her family were able to flee to the safety of the only power that the Cardassians had not been able to defeat in living memory – the United Federation of Planets.
Many weeks later, when their ship arrived in the Trill system, the occupants were granted refugee status by the Federation and could begin a new life for themselves with the freedom that the Federation afforded them. For Prida Rala, only 11 at the time, the Federation was like nothing she had encountered before. Gone was the hostility she so often saw and felt at the hands of those that did not understand her history, instead she was made to feel special and her skills could flourish in a Federation school. It quickly became clear that she had an aptitude for cultural history and politics, studying the origins of the Federation and its many member worlds. Three years later, when she was nearly fifteen years old, the news that her kind had been waiting for finally came; the Cardassian occupation of Bajor was over. Under intense pressure from all sides, the Cardassian government had pulled all their forces from the planet, leaving it a wasteland compared to fifty years before when it had been a beautiful world. Many Bajorans took the opportunity to return home, but Prida Rala had expressed an interest in something better for herself and, sometime later, with the backing of her mother and some new friends they had made, the youngster sat the exams for entrance to Starfleet Academy. Although she failed the first time, she set about pushing herself harder so that the next time she would not be so unlucky. When she re-sat the exams a year later, the sixteen-year-old was successful and travelled to Earth to begin her training in Starfleet.
Once there, Prida really began to grow as an individual. During her first year, she spent a lot of time immersing herself in cultures she had never dreamed of meeting, becoming close friends with people from many different species. To many, she was unique; while there had been Bajorans and even a Cardassian at the academy before her, she was the first daughter of two worlds and that made her intriguing to those around her. She continued to excel in her studies, and, under the guidance of her lecturers, she was identified as having an aptitude for strategy, as well as diplomacy and political studies. When it came time to choose her majors, the Cadet began down a path that would lead her back to her home world. But not before tragedy struck.
In her third year at the Academy, the Alpha quadrant was plunged into war as the Cardassian Union joined with a new, powerful species from the Gamma Quadrant known as the Dominion. All Cadets who had shown great enough aptitude were granted postings in the field to make up troop numbers in the face of the growing conflict. As a major in strategic operations and political studies, Prida was given the privilege of serving on the staff of Admiral William Ross aboard Starbase 375 during the initial stages of the conflict. Serving from the side lines, she saw the devastating toll that war with Cardassia was having on moral, especially after the capture of Deep Space 9, the Bajoran station that had been under the command of Starfleet forces. Her hatred of her father’s species grew with each passing day, and her affinity with the Bajoran people made her determined to one day return home.
After months of demoralising losses, Starfleet Command finally approved a plan to go on the offensive, and it was a plan that Prida was particularly invested in when it became clear that Captain Sisko of the Defiant was launching an audacious bid to retake Deep Space Nine. At the Admiral’s side aboard Starbase 375, Prida received quite an education as she watched and listened to the more experienced officers involved in the operation – it was strategy and politics at their finest. Eventually, the battle was won thanks to the timely intervention of the Klingon fleet and, in celebration, Prida joined the Admiral in his first trip back to the station just a few weeks later.
As the war began to unfold, there was no rest for the wicked and Prida was transferred to the USS Atlantia, a Nebula-class starship commanded by the experienced Captain Mitchell Hanson. Under Captain Hanson’s tutelage, Prida’s knowledge of strategy (and the tactics of other species in particular) helped the ship survive several engagements. It was soon deemed that she had done enough in the months since she had left the Academy that she would not be required to sit her final year. Instead, the youngster was granted a battlefield commision to the rank of Ensign. As a commissioned officer, the young woman really began to assert her influence, often acting as a strategic advisor to the Captain during engagements, even stepping up to tactical in the wake of an injury to the ships Chief Tactical Officer during battle on the Cardassian border.
As the war reached its conclusion, Atlantia participated in the final battle of Cardassia, a battle that very nearly became a costly failure and would have been a disaster for the quadrant had it not been for the timely switching of sides by the Cardassians. With the war at an end, Ensign Prida watched the signing of the peace accords with great interest. But, with the conflict over, the services of strategic operations officers were even more sought after as Starfleet vessels poured into Cardassian territory to help with the rebuilding efforts. With Atlantia leading the efforts in the Almatha sector, Ensign Prida was faced with the unenviable task of dealing with the demons of the past. On more than one occasion, Prida faced great resentment from the Cardassians working alongside her because of her heritage and this only caused her dislike of the Cardassians to grow.
Prida was granted shoreleave in late 2376 to visit her homeworld and take part in the celebrations following Bajor’s admittance to the Federation at long last. Strong allies were now family as a new day dawned for her people.
In 2379, five years to the day since she had joined the USS Atlantia, Ensign Prida was promoted to the rank of Lieutenant Junior Grade and accepted a posting on board DS11 in the Gamma Quadrant. There, she would become integral to the strategy behind the exploration initiatives in the region. As Strategic Operations Officer for the sector, the Lieutenant planned many different excursions and assignments for different vessels as exploration of the unknown region continued at great pace. Such assignments brought masses of new data pertaining to new species and as a Strategic Operations Officer, it was her responsibility to ensure she could brief her superiors on any and all species they encountered.
A promotion to Lieutenant came in 2385, as a response to yet another dramatic event. It was discovered that a Romulan sun would soon become a supernova, destroying the planets Romulus and Remus as well as dozens of others, and killing at least nine hundred million Romulans. After a series of tense negotiations, the Romulan Star Empire requested aid from the United Federation of Planets, and Admiral Jean-Luc Picard convinced Starfleet to mobilize a massive rescue armada — “ten thousand warp-capable ferries” — to aid in the evacuation efforts. Lieutenant Prida Rala transferred to Earth to help in the coordination of this massive operation, specifically looking for the planets which could house millions of refugees. A humanitarian mission of such scope, despite the political pressures from several worlds on the outer rim of Federation space, was exactly the kind of work she had joined Starfleet to do.
The armada was being constructed at Utopia and in orbit of Mars when, on First Contact Day, multiple A500 synthetic androids at Utopia Planitia, suddenly went rogue. They lowered the deflector shields protecting the shipyards and the planet itself and hacked the Martian defense net. Moments thereafter, numerous synth ships began targeting the rescue armada, the Utopia Planitia Shipyards, and the Mars Orbital Facility. The satellite network surrounding Mars was turned against the surface and the synths began bombarding the surface, igniting flammable vapors in the stratosphere and causing massive damage to the planet’s infrastructure.
Prida could do nothing but watch from her office at Starfleet Operations whilst Starfleet dispatched a task force to Mars at high warp in response to the attack, but they were unable to prevent the destruction of almost the entire surface of the planet. Though initial reports of the task force estimated over three thousand had been killed, the death toll was eventually revised to 92,143 in total. It was a devastating attack at the heart of the Federation, made worse by the fact that it could not be determined how or why the synths went rogue.
With the destruction of the Romulan rescue armada, the operation was in tatters. Admiral Picard submitted a plan to replace the lost ships with mothballed vessels from Beta Antares Shipyards and the 40 Eridani Starfleet Construction Yards. Instead of pushing forward with a revised operation, the Federation abandoned its promise to aid the Romulan evacuation, a decision that shocked Picard, and caused dozens of resignations. With their department on the verge of collapse, Prida and three others remained, tasked with seeing what aid, if any, they could render under the new guidelines issued by Starfleet Command. The task was difficult, and eventually abandoned as the team was disbanded and Prida found herself with some unexpected shore leave. After taking almost a year of leave, Prida watched on in horror once again as the disaster that had been predicted unfolded much sooner than anyone had anticipated.
In mid ’87, the Hobus Star, located deep into Romulan Territory, did indeed go supernova, causing a massive shockwave that destroyed several key planets, effectively decimating the entire Empire. Pride jumped at the chance to get back into the action and was reassigned to the USS Thesis which was involved in several early relief missions along the former Neutral Zone until the Romulans ordered Starfleet forces assisting them to leave Romulan space. With relations at an all-time low, and the Empire in tatters, Thesis was reduced to border patrols and escort duties that felt like a return to the 2360’s when the Empire first came out of isolation. In just shy of two decades since the war, the quadrant had changed beyond recognition.
The Cardassian Union and the Federation were becoming close friends and tensions were rising with the Klingons, who were desperate for a return to the old ways and thus, had begun a conflict with the Gorn. The Romulan Empire had been replaced by the Free State, yet factions continued to vie for power in different sectors of Romulan space. All the while, Starfleet exploration operations had become limited, and in less scope than before as the great union of planets threatened to tear itself apart from within.
Thankfully, by the time her tour on the Thesis had come to a close, Starfleet seemed to have come to its senses once again. With exploration back on the agenda thanks to a new Federation President, new vessels were being created with a focus on visiting worlds beyond Federation borders once again. After taking some advice from her commanding officer on the Thesis, Prida finally took the first steps on a new career path as she put her skills to use in a different area. She applied for the vacant executive officer position on the newly constructed USS Komorkis, an Insignia-class starship, transferring before the ship left spacedock.
An excellent standard of living and a healthy lifestyle on Bajor for the entirety of her life has helped Prida maintain a fresh faced complexion, but it is clear for all to see that she is no normal Bajoran. She may have the standard nose ridges and wear a beautiful pair of earrings like her mother but her pale grey skin and cranial and neck ridges clearly mark her out as one of hundreds of Bajoran-Cardassian war orphans. A relatively tall, slender woman, Prida has been described by many as having a beautiful, classy and elegant look to the way she presents herself – she has a quiet, sultry voice to accompany her feminine charm and dresses in outfits that accentuate her features.
Current Assignment
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By Andy Hayler
This film tells the story of a group of black female mathematicians who worked on the early NASA space programme. This being a time when the US was still racially segregated, the women had to endure “coloured only” bathrooms and even segregated water fountains while contributing to the space race with the Soviet Union. The film focuses on three women in particular, who are friends. Katherine Johnson is the most brilliant mathematician, drafted in to help NASA calculate flight trajectories in an age when computers were in their infancy and most calculations had to be done by hand.
Never Go Back has very little going for it. With an utterly unremarkable script at the core, and not helped by the directing, cinematography, music or acting, this is a disappointing fail for Cruise, who also produced the movie. Let’s hope he never goes back to Reacher, it’s not worth it.
The East (6/10)
The East are an eco-anarchist group undertaking ‘jams’ – eco-terrorist attacks on greedy corporates. Actually, they don’t attack the faceless corporates – they attack their leaders in person, in the belief that an eye-for-an-eye type of revenge will have the most impact.
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Oil edges higher on supply concerns, China releases 4.43 mln barrels
September 24, 2021 7:50 AM Reuters0 Comments
Oil prices rose on Friday for a fourth straight day due to global supply concerns following powerful storms in the United States, with China’s first public sale of state crude reserves causing a momentary blip in the rise.
U.S. West Texas Intermediate (WTI) was up 16 cents, or 0.22%, at $73.36 a barrel, having closed 1.5% in the previous session, the highest since the start of August.
CL1! chart by TradingView
Brent crude was up 19 cents, or 0.25%, at $77.44 a barrel, after touching two-month high on Thursday and closing at its highest since October 2018.
Oil companies in the United States have struggled to fully restore deliveries to the eastern seaboard after storms damaged facilities on the Gulf coast.
“A prolonged recovery from Hurricane Ida disruptions and robust demand are eating into oil stockpiles,” ANZ Research analysts said in a note. ” U.S. oil inventory withdrawals are accelerating.”
In a sign of strengthening fuel demand, capacity utilization rates at U.S. East Coast refineries increased to 93%, the highest since May 2019, Energy Information Administration (EIA) data showed.
Inventories fell to the lowest in almost three years after damage from two hurricanes kept draws elevated in the United States, EIA data earlier in the week showed.
Prices declined briefly on Friday after China’s first public sale of state reserves. State-owned PetroChina and private refiner and chemical producer Hengli Petrochemical bought four cargoes totalling about 4.43 million barrels, sources with direct knowledge of the auction said.
WoodMac analysts said just before the auction that it would have little impact on the market due to the size of the sale relative to China’s consumption and imports.
Some members of the Organization of the Petroleum Exporting Countries (OPEC) and allies, known as OPEC+, have also struggled to raise output following under-investment or delays to maintenance work during the pandemic that began last year.
Still, U.S. oil refiners on the hunt for replacements for the U.S. Gulf crude lost to storms have been able to turn to Iraqi and Canadian oil, while Asian buyers have been switching to pursuing Middle Eastern and Russian grades, analysts and traders said.
PetroChina
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Boys & Girls Clubs of Sarasota and DeSoto Counties Announces Vice President of Teen Initiatives
Boys & Girls Clubs of Sarasota and DeSoto Counties has announced the promotion of Suriya Khong to Vice President of Teen Initiatives. As a leader in youth development, Boys & Girls Clubs of Sarasota and DeSoto Counties is committed to empowering local teens to succeed academically, using their voice and talent to make a difference in our community. This executive position will play an instrumental role in developing the organization’s infrastructure to further elevate and expand the impact of the Teen Program in Sarasota and DeSoto Counties.
Khong joined Boys & Girls Clubs of Sarasota and DeSoto Counties on January 4, 2017, after Boys & Girls Club of America announced 2015 as “Year of the Teen.” This national initiative focused on increasing teen impact, support, and membership retention. Understanding that this youth population is often underserved, BGCSDC launched the Tom & Debbie Shapiro Career Resource Center, vocational programs, and scholarship opportunities to ensure teens have a plan of success for their future. When Khong was hired, only one full-time staff was dedicated to Teen Programming. Due to Khong’s strategy and vision, the Teen Program has expanded to include seven full-time staff dedicated to high-quality skill-based programming specializing in the following areas: College & Career Advising, Entrepreneurial Education, Health & Wellness, Advocacy & Action, Leadership Development, Volunteerism, and Vocational Training.
As Vice President of Teen Initiatives, Khong manages, supervises, and supports the professional development of Teen Program staff. Khong has expanded key partnerships, creating opportunities for active youth engagement not only in our local community but on the national level as well. Khong is proud to be a part of a culture that recognizes the leadership potential in teens. The Teen Program consistently sets high-performance standards; remains mission-driven; and employs a youth-adult model of partnership that encourages teens to be active citizens while allowing them the opportunity to discover their passions, the support to develop critical skills, and the space to explore career paths and create a plan for success after high school.
The Club, BGCSDC’s state-of-the-art teen facility, is recognized as our area’s top destination for teens to access innovative programs and collaborate with like-minded peers. Not only are teens thriving academically and engaging in skilled-based programming, Khong states, “we’ve managed to create an environment that truly feels like family and that celebrates the unique individuality of each Club teen and Club staff.” Teens call the Club their home because BGCSDC has made a place where they belong and can feel empowered to build their future.
ABOUT BOYS & GIRLS CLUBS OF SARASOTA AND DESOTO COUNTIES:
Boys & Girls Clubs of Sarasota and DeSoto Counties have played an integral role in the lives of local youth for more than 50 years, providing daily programs and services to thousands of young people. The mission of Boys & Girls Clubs of Sarasota and DeSoto Counties is to enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens. The vision is to provide a world-class Club experience that assures success is within reach of every young person who walks through our doors, with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle. For more information, visit www.bgcsdc.org or call 941-366-3911.
Categories: Children, Youth & Education, Civic & Community, Featured, News, News & Events, News & Press, Teen Programs, the Club
Tags: Boys & Girls Clubs, leader in youth development, leadership, Sarasota county, vice president of teen initiatives
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West Penn Wire Celebrates 50 Years
West Penn Wire celebrates a monumental moment in its history, celebrating its 50th birthday. For more than 50 years, West Penn Wire has been an industry leader in designing and manufacturing of insulated wire, cable, and related products. Since then, West Penn Wire has transformed itself from a cable company to a signal transmission solutions provider with a complete product portfolio including cable, connectivity, and networking products. Take a look below at some of our most monumental moments since we were first established:
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Manchester City Tactics
Welcome to the De Bruynaissance
New, comment
The Belgian midfielder hasn’t been at his best this season, but the last week is a clear indication that peak KDB is back.
By Kevin_Nelson Apr 8, 2019, 8:48pm BST
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Photo by Michael Steele/Getty Images
In the eyes of Manchester City fans and people with their heads screwed on correctly, Kevin De Bruyne was the best player in the Premier League during the 2017-18 season. The Belgian lead the league in both assists (16 A) and expected assists (13.1 xA), while also contributing 8 goals and a strong defensive work rate. He was undoubtedly the most influential asset on perhaps the greatest domestic side English football has ever seen, the rare midfielder who could do it all.
Coming into this season, De Bruyne was one of the primary reasons people would point to when arguing why City would continue to dominate. Those individual expectations have not gone to plan so far, as De Bruyne has battled through injuries throughout, limiting him to just over 1,500 minutes in all competitions and only 16 league appearances. And when he has been on the field, he hasn’t looked himself despite the fact that his advanced statistics per 90 minutes have actually improved this season.
City have thrived despite all this due to the ridiculous improvements of Bernardo Silva and Raheem Sterling, among others, but all fans of the club know that their ceiling is highest when Kevin De Bruyne is the 2017-18 version of himself.
Fortunately, it appears the long awaited return to greatness may be upon us after his play over the past week, particularly against Cardiff City at the midweek. The goal he scored may have actually been the least impressive thing he did against the Bluebirds (he was trying to cross it, right?) because he was in “I got this” mode all match. De Bruyne just looked to have that burst and precision back, finishing the match with 6 key passes to go along with the goal. The sight of him driving through defenders with the ball at his feet is one of the most terrifying things an opponent can experience, and that might be a sight we can start to get used to again.
Though his influence in the FA Cup semifinal against Brighton wasn’t as prominent as it was against Cardiff, in part due to the tactics on both sides, he still showed how close he is the regaining the form from last year. De Bruyne assisted Gabriel Jesus on the lone goal of the match and it was a pass worth fawning over. It fell into the category of pass that the Belgian frequents, that being the type that make you say “How did complete that?”, immediately followed by “Wait, how did he even see that?” This isn’t the first time this season’s De Bruyne return to form has been claimed but the evidence has never been as clear as it is now.
If peak De Bruyne is truly back, he’s just in time given the sheer number of must-win games City have over the next month (hint: there all must win games now). From a tactical perspective, his presence will be critical because he provides two things that no one else really can. The first one is the vision and passing skills shown in the video above and for the assist against Brighton. In 2017-18, he had the most key passes in the Premier League with 106, with the third most from distance with 27. Moreover, he also had the most key passes (9) and assists (4) from through balls, making him a danger from anywhere on the pitch.
De Bruyne’s ability to place an inch perfect long pass isn’t matched by any other City player and allows him to thrive from a variety of positions, from a double pivot to a wide attacking midfield role. Positioning him in a deeper role will pull defenses out of their shape, as they must step to close down before he curls a pass into a hole that isn’t even there yet.
He also distorts opposing defensive shapes with his ability to shoot from distance as well, the second aspect of his game unmatched on City’s roster. Last season, he was tied for first in goals from outside the box with 5 and his ability as a sniper can not be overstated. It’s not at all out of the ordinary when he does something like this.
Or like this.
It’s been a challenging season for De Bruyne, that much is clear, but his recent performances lend credence to the idea that City could be even better than we’ve already seen so far this season. There’s certainly a possibility the Blues can accomplish their goals with a less-than-optimal version of De Bruyne, but the margin for error is much smaller in that scenario. He does things on the pitch that a very small group of people can do, and those things just happen to be the exact things Manchester City are missing right now. If this is Kevin De Bruyne’s renaissance, he picked the perfect time for it to happen.
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The World in 2017
by The Economist
4.0Current ratings
with average of 4.0
The World in 2017 app contains The Economist’s annual collection of detailed, numerate and opinionated predictions for the year ahead. The World in 2017 features leading figures from politics, business, finance, science, technology and the arts alongside prominent journalists from The Economist and other leading news publications.
Download the full app to read contributions by the leaders of Canada and Taiwan who identify their political ambitions for 2017; George Clooney, whose new NGO has a bold approach to ending conflict in South Sudan and beyond; a member of Pussy Riot, the Russian feminist protest group, who anticipates a return to revolution; and the CEO of YouTube, who predicts how the world will change its viewing habits in 2017.
The World In 2017 app for iPhone and iPad offers free access to a small selection of articles; within the app you can pay to read the full selection of the magazine’s articles and view related video content.
The World In 2017 looks ahead to a new American presidency, a Chinese Communist Party Congress, elections in France and Germany and the political and economic challenges of Brexit, and marks a number of poignant global anniversaries—500 years since Martin Luther published his 95 theses, 100 years since Lenin launched the Russian revolution and 10 years since Steve jobs unveiled the iPhone. In our 31st edition, we include a special section featuring forecasts from 14 globally-minded millennials, ranging from a Syrian refugee-turned-photographer, an iconoclastic Chilean reggaeton artist, one of ballet’s biggest emerging names and leading online voices for young Africans and Muslim American women.
Read articles on world news, finance, technology, politics and the arts from:
Sadiq Khan, mayor of London; Maria Alyokhina, member of Pussy Riot; George Clooney, actor; Justin Trudeau, prime minister of Canada; Sir Martin Sorrell, CEO of WPP; Susan Wojcicki, CEO of YouTube; Jin Liqun, president, Asia Infrastructure Investment Bank; Hiroshi Mikitani, CEO of Rakuten; Tsai Ing-wen, president of Taiwan; Yvonne Chaka Chaka, singer; Yuri Milner, entrepreneur and physicist; and Ray Dalio, Founder of Bridgewater Associates.
4.0 Stars119 ratings
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Brain’s Own Activity Can Fuel Growth of Deadly Brain Tumors, CIRM-Funded Study Finds
April 23, 2015 / cirmweb / Leave a comment
Not all brain tumors are created equal—some are far more deadly than others. Among the most deadly is a type of tumor called high-grade glioma or HGG. Most distressingly, HGG’s are the leading cause of brain tumor death in both children and adults. And despite extraordinary progress in cancer research as a whole, survival rates for those diagnosed with an HGG have yet to improve.
But recent research from Stanford University scientists could one day help move the needle—and give renewed hope to the patients and their families affected by this devastating disease.
The study, published today in the journal Cell, found that one key driver for HGG’s deadly diagnosis is that the tumor can be stimulated to grow by the brain’s own neural activity—specifically the nerve activity in the brain’s cerebral cortex.
Michelle Monje, senior author of the study that was funded in part by two grants from CIRM, was initially surprised by these results, as they run counter to how most types of tumors grow. As she explained in today’s press release:
“We don’t think about bile production promoting liver cancer growth, or breathing promoting the growth of lung cancer. But we’ve shown that brain function is driving these brain cancers.”
By analyzing tumor cells extracted from HGG patients, and engrafting it onto mouse models in the lab, the researchers were able to pinpoint how the brain’s own activity was driving tumor growth.
The culprit: a protein called neuroligin-3 that appeared to be calling the shots. There are four distinct types of HGGs that affect the brain in vastly different ways—and have vastly different molecular and genetic characteristics. Interestingly, says Monje, neuroligin-3 played the same role in all of them.
What was so disturbing to the research team, says Monje, is that neuroligin-3 is an essential protein for overall brain development. Specifically, it helps maintain healthy growth and repair of brain tissue over time. In order to grow, HGG tumors hijack this critical protein.
The research team came to this conclusion after a series of experiments that delved deep into the molecular mechanisms that guide both brain activity and brain tumor development. They first employed a technique called optogenetics, whereby scientists use genetic manipulation to insert light-sensitive proteins into the brain cells, or neurons, of interest. This allowed scientists to activate these neurons—or deactivate them—at the ‘flick of a switch.’
When applying this technique to the tumor-engrafted mouse models, the team could then see that tumors grew significantly better when the neurons were switched on. The next step was to narrow it down to why. Additional biochemical analyses and testing on the mouse models confirmed that neuroligin-3 was being hijacked by the tumor to spur growth.
And when they dug deeper into the connection between neuroligin-3 and cancer, they found something even more disturbing. A detailed look at the Cancer Genome Atlas (a large public database of the genetics of human cancers), they found that HGG patients with higher levels of neuroligin-3 in their brain had shorter survival rates than those with lower levels of the same protein.
These results, while highlighting the particularly nefarious nature of this class of brain tumors, also presents enormous opportunity for researchers. Specifically, Monje hopes her team and others can find a way to block or nullify the presence of neuroligin-3 in the regions surrounding the tumor, creating a kind of barrier that can keep the size of the tumor in check.
‘STARS’ Help Scientists Control Genetic On/Off Switch
February 2, 2015 / cirmweb / Leave a comment
All life on Earth relies, ultimately, on the delicate coordination of switches. During development, these switches turn genes on—or keep them off—at precise intervals, controlling the complex processes that guide the growth of the embryo, cell by cell, as it matures from a collection of stem cells into a living, breathing organism.
Scientists have found a new way to control genetic switches.
If you control the switch, you could theoretically control some of life’s most fundamental processes.
Which is precisely what scientists at Cornell University are attempting to do.
Reporting in today’s issue of Nature Chemical Biology, synthetic biologists have developed a new method of directing these switches—a feat that could revolutionize the field of genetic engineering.
At the heart of the team’s discovery is a tiny molecule called RNA. A more simplified version of its cousin, DNA, RNA normally serves as a liaison—translating the genetic information housed in DNA into the proteins that together make up each and every cell in the body.
In nature, RNA does not have the ability to ‘turn on’ a gene at will. So the Cornell team, led by Julius Lucks, made a new kind of RNA that did.
They engineered a new type of RNA that they are calling Small Transcription Activating RNAs, or STARS, that can serve as a kind of artificial switch. In laboratory experiments, Lucks and his team showed that they could control how and when a gene was switched on by physically placing the STARS system in front of it. As Lucks explained in a news release:
“RNA is like a molecular puzzle, a crazy Rubik’s cube that has to be unlocked in order to do different things. We’ve figured out how to design another RNA that unlocks part of that puzzle. The STAR is the key to that lock.”
RNA is an attractive molecule to manipulate because it is so simple, says Lucks, much simpler than proteins. Many efforts aimed at protein manipulation have failed, due to the sheer complexity of these molecules. But by downshifting into the simpler, more manageable RNA molecules, Lucks argues that greater strides can be made in the field of synthetic biology and genetic engineering.
“This is going to open up a whole set of possibilities for us, because RNA molecules make decisions and compute information really well, and they detect things really well,” said Lucks.
In the future, Lucks envisions a system based solely on RNA that has the capability to manipulate genetic switches to better understand fundamental processes that guide the healthy development of a cell—and provide clues to what happens when those processes go awry.
CIRM-Funded Scientists Test Recipe for Building New Muscles
September 8, 2014 / cirmweb / Leave a comment
When muscles get damaged due to disease or injury, the body activates its reserves—muscle stem cells that head to the injury site and mature into fully functioning muscle cells. But when the reserves are all used up, things get tricky.
Scientists at Sanford-Burnham may have uncovered the key to muscle repair.
This is especially the case for people living with muscle diseases, such as muscular dystrophy, in which the muscle degrades at a far faster rate than average and the body’s reserve stem cell supply becomes exhausted. With no more supply from which to draw new muscle cells, the muscles degrade further, resulting in the disease’s debilitating symptoms, such as progressive difficulty walking, running or speaking.
So, scientists have long tried to find a way to replenish the dwindling supply of muscle stem cells (called ‘satellite cells’), thus slowing—or even halting—muscle decay.
And now, researchers at the Sanford-Burnham Medical Research Institute have found a way to tweak the normal cycle, and boost the production of muscle cells even when supplies appear to be diminished. These findings, reported in the latest issue of Nature Medicine, offer an alternative treatment for the millions of people suffering not only from muscular dystrophy, but also other diseases that result in muscle decay—such as some forms of cancer and age-related diseases.
In this study, Sanford-Burnham researchers found that introducing a particular protein, called a STAT3 inhibitor, into the cycle of muscle-cell regeneration could boost the production of muscle cells—even after multiple rounds of repair that would otherwise render regeneration virtually impossible.
The STAT3 inhibitor, as its name suggests, works by ‘inhibiting,’ or effectively neutralizing, another protein called STAT3. Normally, STAT3 gets switched on in response to muscle injury, setting in motion a series of steps that replenishes muscle cells.
In experiments first in animal models of muscular dystrophy—and next in human cells in a petri dish—the team decided to modify how STAT3 functions. Instead of keeping STAT3 active, as would normally occur, the team introduced the STAT3 inhibitor at specific times during the muscle regeneration process. And in so doing, noticed a significant boost in muscle cell production. As Dr. Alessandra Sacco, the study’s senior author, stated in a news release:
“We’ve discovered that by timing the inhibition of STAT3—like an ‘on/off’ light switch—we can transiently expand the satellite cell population followed by their differentiation into mature cells.”
This approach to spurring muscle regeneration, which was funded in part by a CIRM training grant, is not only innovative, but offers new hope to a disease for which treatments have offered little. As Dr. Vittorio Sartorelli, deputy scientific director of the National Institute of Arthritis and Musculoskeletal and Skin Diseases (NIAMS), stated:
“Currently, there is no cure to stop or reverse any form of muscle-wasting disorders—only medication and therapy that can slow the process. A treatment approach consisting of cyclic bursts of STAT3 inhibitors could potentially restore muscle mass and function in patients, and this would be a very significant breakthrough.”
Sacco and her colleagues are encouraged by these results, and plan to explore their findings in greater detail—hopefully moving towards clinical trials:
“Our next step is to see how long we can extend the cycling pattern, and test some of the STAT3 inhibitors currently in clinical trials for other indications such as cancer, as this could accelerate testing in humans.”
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BuzzFeeds > Blog > USA > Mexico exceeds 300 thousand deaths from COVID-19 and reaches more than 4 million infections
Mexico exceeds 300 thousand deaths from COVID-19 and reaches more than 4 million infections
Hospitalization of children ineligible for the vaccine skyrockets in the United States
Mexico scored a new daily record of infections with 30,671 cases of COVID-19 for accumulate 4,113,789 sick people since the beginning of the pandemic, which has already caused 300,303 deaths in the countrys, of which 202 were accounted for in the last 24 hours.
Thus, the country Yesterday, Saturday, January 8, surpassed the previous record of 28,953 new cases registered in a single day, which occurred on August 18, 2021, the same day in which it reached the highest number of deaths in the third wave, with 940, with which Mexico exceeded 250,000 deaths.
In addition, with that amount of infections, it exceeded the maximum peaks of the first (9,866) and second wave (22,339).
With these figures, Mexico remains the sixteenth country in the world in number of confirmed infections.
Additionally, with the 300,303 deaths due to COVID-19, the country is the fifth in the world with the most deaths from this cause, behind the United States, Brazil, India and Russia, according to the Johns Hopkins University tally.
The health authorities recognize that, based on the death certificates, the pandemic would be around 451,000 deaths in the country and estimate that Mexico actually accumulates 4,349,454 infections.
From the number of cases, there are 155,826 active, who have presented symptoms during the last 14 days and they represent 3.6% of the total.
In addition, 3,335,959 people have recovered since the start of the pandemic.
The average occupancy of general beds in Mexican hospitals stands at 20% and the use of intensive care beds at 13%.
Regarding deaths, Mexico City, the focus of the pandemic, accumulates about 18% of all deaths nationwide.
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House Documents, Otherwise Publ. as Executive Documents: 13th ..., Volume 7
Por United States. Congress. House
last year:
at the same time that, by her minister plenipotentiary, propositions are made for conciliation and accommodation would be a suffi ciently powerful reason for not listening to them, so long as all threatening shall not be withdrawn, even to the slightest appearance of hostility. But even this is waived by the government of the republic, in order that it may in all frankness and loyalty enter into the discussion, relying solely upon reason and facts. A simple reference to the truth plainly stated, suffices to show the justice by which Mexico is upheld in the question now under discussion.
The vehement desire of the government of the United States to extend its already immense territory, at the expense of that of Mexico, has been manifest for many years; and it is beyond all doubt that, in regard to Texas at least, this has been their firm and constant determination; for it has been so declared categorically and officially by an authorized representative of the Union, whose assertion, strange and injurious as was its frankness, has nevertheless not been belied by the United States.
Putting out of view, now, all the events to which this marked intent has given rise through a long series of years-events which have served not only to prove it more strongly, but also to show that no means, of whatever kind they may be, were to be spared for its accomplishment-it is sufficient to attend to what occurred
This is the important part to the present case. Considering the time as having come for carrying into effect the annexation of Texas, the United States, in union and by agreement with their natural allies and adherents in that territory, concerted the means for the purpose. The project was introduced into the American Congress. It was at first frustrated, thanks to the prudential considerations, the circumspection, and the wisdom with which the Senate of the Union then proceeded. Nevertheless, the project was reproduced in the following session, and was then approved and sanctioned in the form and terms known to the whole world.
A fact such as this, or, to speak with greater exactness, so notable an act of ursurpation, created an imperious necessity that Mexico, for her own honor, should repel it with proper firmness and dignity. The supreme government had beforehand declared that it would look upon such an act as a casus belli; and, as a consequence of this declaration, negotiation was by its very nature at an end, and war was the only resource of the Mexican government.
But before it proceeded to recover its outraged rights, propositions were addressed to it from tłe so called President of the republic of Texas, which had for their object to enter into an amicable accommodation upon the basis of her independence;, and the government agreed to hear them, and consented to receive the commissioners who with this view were sent to it from Texas.
Moments so precious were not thrown away by the agents of the United States in Texas. Availing themselves of the statu quo of Mexico, they so prepared matters and directed affairs, that the already concerted annexation to the American Union should follow almost immediately,
Thus, this incorporation of a territory which had constituted an integral part of that of Mexico during the long period of the Spanish dominion, and after her emancipation for so long a term, without any interruption whatever, and which moreover had been recognized and sanctioned by the treaty of limits between the Mexican republic and the United States of America-this annexation was effected by the reprobated means of violence and fraud.
Civilized nations have beheld with amazement, at this enlightened and refined epoch, a powerful and well consolidated State, availing itself of the internal dissensions of a neighboring nation, putting its vigilance to sleep by protestations of friendship, setting in action all manner of springs and artifices, alternately plying intrigue and violence, and seizing a moment to despoil her of a precious part of her territory, regardless of the incontrovertible rights of the most unquestionable ownership, and the most uninterrupted possession.
Here, then, is the true position of the Mexican republic: despoiled, outraged, contemned, it is now attempted to subject her to a humiliating degradation. The sentiment of her own dignity will not allow her to consent to such ignominy.
After the definite and clear explanations rendered to his excellency Mr. Slidell, in the note of the 20th December last, referred to by him, it is not easy to comprehend how the Executive of the United States should still think it can find reasons for insisting upon that which was then refused upon grounds the most conclusive.
The consul of the United States in this capital addressed on the 13th of October to the then minister of foreign relations a confidential note, wherein, referring to what he had previously stated to the minister in an interview of the same character, he says:
“At the time of the suspension of the diplomatic relations between the two countries, General Almonte was assured of the desire felt by the President to adjust amicably every cause of complaint between the governments, and to cultivate the kindest and most friendly relations between the sister republics. He still continues to be animated by the same sentiments. He desires that all exist ing differences should be terminated amicably, by negotiation, and not by the sword.
“ Actuated by these sentiments, the President has directed me to instruct you, in the absence of any diplomatic agent in Mexico, to ascertain from the Mexican government whether they would receive an envoy from the United States, entrusted with full power to adjust all the questions in dispute between the two governinents. Should the answer be in the affirmative, such an envoy will be immediately despatched to Mexico."
To this the ministry now in the charge of the undersigned replied on the 15th of the same month, “that, although the nation is gravely offended by that of the United States, by reason of the acts committed by ihe latter towards the department of Texas, the property of the former, my government is disposed to receive the commissioner who may come from the United States to this capital with full powers from his government to arrange in a pacific, reasonable, and
decorous manner, the present controversy; thereby giving a new proof that, even in the midst of injuries, and of its firm determination to exact the adequate reparation, it does not repel nor despise the part of reason and of peace to which it is invited by its adversary.”
From these extracts it is manifest that it was the firm intention of the Mexican government to admit only a plenipotentiary from the United States clothed with powers ad hoc—that is to say, special powers to treat upon the question of Texas, and upon this alone, as preliminary to the renewal of friendly relations between the two countries, if the result should be such as to admit of their restoration, and then, but not before, of the reception of an envoy extraordinary and minister plenipotentiary near the same govern
Nor could the government of the republic on that occasion extend its engagement beyond this: for to admit any person sent by the United States in the character simply of the ordinary agents between friendly nations, whilst the grave question of Texas was still pending, directly and immediately affecting, as it does, the integrity of the Mexican territory, and the very nationality itself, would be equivalent to an acknowledgment that this question was at an end, thus prejudging it without even touching it, and to a recognition that the relations of friendship and harmony between the two nations were from that moment in fact re-established.
So very simple a truth is this, that the appointment of an envoy extraordinary and minister plenipotentiary by the Executive of the United States, and the subsequent ratification of this appointment, notwithstanding all that was set forth on the subject by the government of Mexico, cause this act to appear as an attempt which the undesigned does not permit himself to qualify.
If good faith presides, as is to be supposed, over the dispositions of the government of the United States, what motive could exist for so anxiously repelling the indispensable restriction with which Mexico has acceded to the proposal spontaneously made by the former? If it was really and positively desired to tie up again the bonds of good understanding and friendship between the two nations, the way was very easy: the Mexican government offered to admit the plenipotentiary or commissioner who should come clothed with special powers to treat upon the question of Texas. ,
Upon this point the resolve of the Mexican government is immutable. And since in the extreme case it is the rights of the Mexican nation which will have to be affirmed, for it is her honor which has been outraged, and which will have to be avenged, her government will, if this necessity arise, call upon all her citizens to fulfil the sacred duty of defending their country.
A lover of peace, she would wish to ward off this sad contingency; and without fearing war, she would desire to avoid so great a calamity for both countries. For this she has offered herself, and will continue to offer herself, open to all honorable means of conciliation, and she anxiously desires that the present controversy may terminate in a reasonable and decorous manner.
In the actual state of things, to say that Mexico maintains a position of quasi hostility with respect to the United States, is to add a new offence to her previous injuries. Her attitude is one of defence, because she sees herself unjustly attacked; because a portion of her territory is occupied by the forces of a nation intent, without any right whatever, to possess itself of it; because her ports are threatened by the squadrons of the same power.
Under such circumstances, is she to remain inactive, without taking measures suited to so rigorous an emergency?
It is then not upon Mexico, seeing her present state, that it derolves to decide if the issue shall be a friendly negotiation or an open rupture. It is long since her interests have made this hecessary, and her dignity has demanded it; but in the hope of an accommodation at once honorable and pacific, she has silenced the clamor of these imperious exigencies.
It follows that, if war should finally become inevitable, and if in consequence of this war the peace of the civilized world should be disturbed, the responsibility will not fall on Mexico. It will all rest upon the United States; to them will the whole of it belong. Not upon Mexico, who, with a generosity unequalled admitted the American citizens who wished to colonize in Taxes, but upon the United States, who, bent upon possessing themselves, early or late, of that territory, encouraged emigration thither with that view, in order that, in due time, its inhabitants, converting themselves from colonists into its masters, should claim the country as their own, for the purpose of transferring it to the United States. Not upon Mexico, who, having in due season protested against so enormous a transgression, wished to remove all cause for controversy and hostilities, but upon the United States, who, to the scandal of the world, and in manifest violation of treaties, gave protection and aid to those guilty of a rebellion so iniquitous. Not upon Mexico, who, in the midst even of injuries so great and so repeated, has shown herself disposed to adinit propositions for conciliation, but upon the United States, who, pretending sincerely to desire a friendly and honorable accominodation, have belied by their acts the sincerity of their words. Finally, not upon Mexico, who, putting out of view her own dearest interests, through her deference for peace, has entertained as long as was wished, the propositions which, with this view, might be made to her, but upon the United States, who, by frivolous pretexts, evade the conclusion of such an arrangement, proposing peace at the very moment when they are causing their squadrons and their troops to advance upon the ports and frontiers of Mexico, exacting a humiliation impossible to be submitted to, in order to find a pretext, if no reason can be found, which may occasion the breaking out of hostilities.
It is, therefore, upon the United States, and not upon Mexico, that it devolves to determine in the alternative presented by Mr. Slidell—that is, between a friendly negotiation and an open rupture.
The undersigned doubts not that he makes his excellency Mr. Slidell sensible that, in view of what is set forth in the present note, the Mexican government trusts that the Executive of the United States, in coming to the determination which it shall deem proper, will act with the deliberation and mature consideration demanded by the exceedingly grave interests involved in this very thorny question.
The Mexican government, preparing for war, should circumstances require it, will keep alive its flattering hope that peace will not be disturbed on the new continent; and in making this declaration in the face of the world, it emphatically disclaims all responsibility for the evils which may attend a struggle which it has not provoked, and which it has made every effort to avoid.
In communicating all this (by order of his government) to his excellency John Slidell, the undersigned avails himself of the opportunity to offer to him the assurance of his very distinguished consideration.
J. M. DE CASTILLO Y LANZAS. His Excellency John SLIDELL.
[Enclosure No. 2.)
Mr. Slidell to Mr. Castillo.
JALAPA, March 17, 1846. The undersigned, envoy extraordinary and minister plenipotentiary of the United States of America, has the honor to acknowledge the receipt of the note of your excellency of the 12th instant, by which he is informed that the Mexican government cannot receive him in his capacity of envoy extraordinary and minister plenipotentiary, to reside near that government.
As it is the intention of the undersigned, in conformity with his instructions, to return to the United States with the least possible delay, embarking at Vera Cruz, he has now to request that he may be furnished with the necessary passports, which he will await at this place.
As your excellency has advanced no new arguments in support of the refusal to receive the undersigned as envoy extraordinary and minister plenipotentiary, he will abstain from commenting upon that portion of the note of your excellency which, with a mere difference of phraseology, presents substantially the same reasoning as that urged by Mr. Peña y Peña in his note of the 20th December last; but he cannot permit, by his silence, the inference which would naturally be implied, of his assent to the correctness of the statements made by your excellency in relation to the question of Texas, and to the general course of policy which is so gratuitously ascribed to the government of the United States. In the review of these statements, which it becomes his duty to make, he will strive to preserve that calmness of tone and reserve of language wbich is most consistent with the consciousness of right, and the power to vindicate it, if necessary, and of which he regrets to
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HomeNewsEthiopian Airlines ET302 black box to be sent to Europe for analysis
Ethiopian Airlines ET302 black box to be sent to Europe for analysis
Ethiopian Airlines is not sending ET302 black box to the United States. It is confirmed that it will rather be sent to Europe, possibly United Kingdom.
Photo : screenshot from Global News video
March 13,2019
Two days after the black box of crashed Ethiopian Airlines plane is recovered, the airline announced on Wednesday that relevant government authority has decided to send it to Europe to determine the cause for the tragic accident on March 10, 2019.
Ethiopian State Broadcaster, EBC, cited Asrat Begashaw, who is the airline’s manager of corporate communication, to report that the voice recorder will be analyzed by experts in Europe.
The report did not specify as to where the black box will be sent to which European country. Apparently, there was controversy about selecting a country where the data will be analyzed by experts.
Wazema Radio cited The Wall Street Journal to report that there has been intense disagreement between Ethiopian Aviation experts and American investigators; they came to Ethiopia following the accident on Sunday, for the latter insisted that the black box should be sent to the United States. However, Ethiopians reportedly insisted that it be sent to the United Kingdom.
Despite numerous international media outlet reported that dozens of countries have decided to ground Boeing 737 Max 8 plane on grounds of safety concerns, there are still some influential outlets that seem to come to the rescue of United States’ giant aircraft manufacturer, already lost over 26 billion in value, at the expense of Ethiopian Airlines’ solid safety record from 73 years of flying.
Financial Times’ publication on March 12, 2019, under the headline “Ethiopian Airlines known as Africa’s best carrier before crash” turned out to be outrageous not just to Ethiopians but also to the rest of Africans and Ethiopian Airlines loyal clients from the rest of the world.
After two days of hesitation, Donald Trump’s administration issued an emergency order that all 737 Max 8 planes be grounded, following suites from dozens of countries in Europe, Africa, and Asia, among others.
United States’ Federal Aviation Administration (FAA) issued a statement on Wednesday saying “The FAA is ordering the temporary grounding of Boeing 737 MAX aircraft …operated by U.S. airlines or in U.S. territory” only a day after it insisted “Thus far, our review shows no systemic performance issues and provides no basis to order grounding the aircraft. Nor have other civil aviation authorities provided data to us that would warrant action.”
Facts about crashed Ethiopian Airlines plane ET302 which claimed the lives of all 157 people on board of the plane :
.The captain, Yared Getachew, is an experienced pilot with more than 8,000 international flight hours. He was trained in Ethiopian Airline’s world-class pilot training academy in the capital Addis Ababa
.Records of communication between flight controllers and the pilot confirmed that the later reported difficulties with flight control minutes after takeoff and he was given clearance to return to Bole International Airport
.The pilot received training on Boeing 737 Max 8 after Indonesian Lion Air plane crash minutes after takeoff, as is the case with ET302, in October 2018
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LIVE ‘Transport plane with 19 Dutch departed from Afghanistan’
One of the two C-130 transport aircraft in the Afghanistan region has a technical defect. That‘s what the Department of Defense reports on Twitter. So far, only one flight from Afghanistan has arrived in the Netherlands. An evacuation device containing 35 Dutch people landed at Schiphol Airport at Schiphol Airport on Wednesday night after a few hours delay.
Follow the latest developments in Afghanistan in this live blog.
Here are the main points:
One of the two Dutch evacuation aircraft in Afghanistan region is broken
Evacuation plane with 35 Dutch landed at Schiphol
Afghan Dutchman in Kabul: ‘Taliban started executions‘
Great frustration during Afghanistan debate: “This is the weirdest debate I’ve ever had”
Comment: Biden made a capital mistake
‘Fast Turnout Taliban Easy to Explain’
Again a Dutch evacuation flight has departed from the Afghan capital Kabul. Initiates say that 19 people on board are reported to have the Netherlands as their final destination, but this has not yet been confirmed.
The plane has already landed, but a spokesperson for the Ministry of Defense could not say where for security reasons. The Department reported on Twitter that about 50 passengers were on board the flight.
Earlier Thursday, the same aircraft with 69 Germans and 9 Dutch people landed on board. The final destination of that flight has not been disclosed either.
Currently, Defense has an airlift for evacuation flights from Kabul. It is planned that there is a flight to and fro to a safe airport three times a day. Defense has two C-130 conveyors available for this purpose. One of them is currently faulty.
Not only Dutch people are being evacuated, but also Afghans who helped the Dutch mission in the country and are now at risk. That‘s cooks, guards, or drivers, for example. Interpreters already had a special scheme for easier asylum in the Netherlands. The Netherlands is also evacuating citizens from other countries, such as Germany. From the stopover they are taken to their destination country with other flights.
NATO also has an airlift from Kabul. A Defense spokesperson says that people who can go to the Netherlands from Kabul can also appeal to this.
22.00 — Washington: 6000 people are waiting at Kabul Airport
According to the U.S. Department of State, about 6,000 people are waiting at the airport of the Afghan capital Kabul for a flight to bring them to safety. It’s about Americans, other foreigners and Afghans who meet all the requirements for evacuation.
Washington expects about twenty flights to depart in the next few hours. According to a spokesperson, so far, only a few Americans have reported that they were unable to reach the airport.
Chaos reigns around the airport. People report that there is no passing through because there are many Afghans who fear for their lives and want to flee. The airport is guarded by the Americans, making it a kind of Western island in Afghanistan after the takeover of power by the radical Islamic Taliban. Taliban roadblocks are also available at the airport.
17.14 — Taliban hold manhunt for Americans and NATO employees
A few days after their takeover of power, the radical Alislamic Taliban in Afghanistan are pursuing their search for Afghans who would have worked with the Americans or NATO troops. They also check among the crowd of Afghans at the capital Kabul airport.
They threaten to kill or arrest family members if they can‘t find them, The New York Times reports on the basis of a United Nations confidential document. The conclusions contradict the commitments made by the fundamentalists that they would not take revenge on members and supporters of the cases, West-backed government. The report raises the growing doubt about that promise and suggests that the Taliban can indeed commit retaliatory murders, as they did when they took over Afghanistan more than 20 years ago, the daily newspaper said.
According to the document, there are multiple reports that the Taliban has a list of people who want to interrogate and punish them. The list also lists the places where the people wanted would be located. In particular, members of the Afghan army and police, as well as people who worked for intelligence units of the overthrown government, are at risk.
The Taliban go door to door. Target family members are arrested or threatened with death or arrest unless the employees wanted surrender.
Wednesday’s document was given to the UN by the Norwegian Centre for Global Analyzes, a group that provides intelligence to agencies of theglobal organization.
16.50 – ‘Afghan football talent killed in flight from Kabul with Army Airplan’
A boy still playing football for the Afghan national youth team has been found dead in the landing gear of an American army aircraft.
Zaki Anvari, like many fellow countrymen, was desperate to flee the land taken by the Taliban and bought it with his life.
Anvari‘s body was found by American soldiers after the aircraft made an emergency landing in Qatar. The young man would have been 19 years old. According to his social media profile, he lived in Kabul. When he was 16 years old, he played football for Afghanistan’s national youth team.
15.57 — Russia offers aircraft for evacuations Afghans, and
Russia is willing to deliver aircraft to evacuate Afghans from their country. The Moscow Foreign Ministry comes up with that offer as Western countries try to get their compatriots out of the capital Kabul as the Taliban waving the scepter there. Russia has not cleared its embassy in Kabul and has not planned any evacuations itself.
The Russians also want to transport Afghans to countries that want to host and host them, a department spokeswoman said.
Many Afghans wishing to leave the country struggle to get to Kabul Airport, Hamid Karzai International Airport. The Taliban have set up checkpoints on airport access roads and allow only foreigners and sometimes Afghans to pass through with the appropriate travel documents. US soldiers control the airport and Afghan airspace.
The Taliban once again announced that they support foreign troops in evacuating their compatriots and also say they let Afghans pass to the airport. “We prevent any form of violence and quarrel between Afghans, foreigners and members of the Taliban,” said a fundamentalist official.
Several Western countries have now evacuated compatriots and Afghan interpreters and other staff. German Chancellor Angela Merkel called the operation “very complex.” In addition to Germans, as many Afghan employees as possible are picked up, as well as Afghans who need protection, she said Thursday.
12.43 – Thank you for evacuation German citizens from Kabul through the Netherlands
Germany thanks the Netherlands for evacuating 69 German citizens from Kabul Wednesday night. “Thank you very much,” said the German Foreign Ministry in a message on Twitter on Thursday.
The Germans speak of “European solidarity” and say that Germany is also committed to removing citizens of “partner countries” from Afghanistan.
Earlier Thursday, the Dutch Ministry of Foreign Affairs reported that Wednesday night “dozens of people” could be carried by the aircraft that the ambassador, a consular emergency team and 62 soldiers had dropped off in Kabul. Some of them had a Dutch passport.
The tweet shows that on Wednesday, the German Ministry of Defense managed to evacuate more than 200 people from the area.
11.21 — Kaag calls on US to stay at Kabul Airport for as long as possible
For the large-scale evacuations from Kabul Airport, according to demissionary Secretary of State Sigrid Kaag, it is important that the U.S. Army remains there for as long as possible. Kaag is going to call on the United States, along with a number of other countries, she says. “We depend on what the Americans do with everything. They have coordination with the Taliban.” Germany thinks about it, says the minister.
The government‘s biggest concern now is to get “the people we want to get here” on a plane as soon as possible, Kaag made clear. That’s easier said than done, given the chaos around Kabul Airport.
The Netherlands sent 62 soldiers to Kabul to speed up evacuations. These commands and marines do not go off the airport, because the roads there are under the control of the Taliban, said demissionary defense minister Ank Bijleveld. People who are allowed to leave the country with a Dutch Defence Device should come to the airport on their own. That did last night, says Bijleveld. “We‘re doing everything we can to get people on the plane.”
10.55 — Deaths in protest against Taliban according to eyewitnesses
In a protest on Afghanistan’s independence day in the northeastern provincial capital Asadabad killed Thursday after Taliban fighters opened fire. It‘s not clear if people have been hit or that there were deaths due to panic and threatened. The demonstrators carried the national flag in the city, which is roughly100 kilometres east of the capital Kabul.
Twitter also mentions the capital of groups of Afghans waving the national black-red-green flag. It would be a protest against the Taliban who have a white flag with Islamic creed written in black. A Taliban website announced Thursday that the country’s official name is Islamic Emirate Afghanistan. That is the same name as the Taliban terror in the years 1996-2001, and in those years the white Taliban flag was the national flag.
According to recent reports, there is resistance to the Taliban in the northeast. The mountainous Panjshir region northeast of Kabul has not fallen into the hands of the Taliban. Ahmad Massoud, son of a famous warrior against the Taliban during the reign of terror, has asked the US for weapons through the Washington Post to fight the Taliban. He killed his father Ahmed Shah Massoud in 2001, called the Lion of Panjshir and prevented the Taliban from taking parts of the north. Ahmed Massoud says America can still be the arsenal of democracy and that he wants to “follow in his father‘s footsteps in the Panjshir, but we need weapons, ammunition and supplies.”
It’s been 102 years since Afghanistan became formally independent of the British Empire. The black-red-green national flag dates back to the twenties and the colour combination would have been introduced by the then King Amanullah I (1892-1960), who liked the German tricolor so much. The country has not been a monarchy since 1973 and is currently officially called the Islamic Republic of Afghanistan.
Text runs under the video.
09.14 — Twelve deaths in chaos airport, baby by fence given to military
Twelve people have already died in chaos on and around Kabul International Airport. Some have been shot and there are people who were in the jeopardy. The new powers in Afghanistan, the Taliban, have announced this. They insist that anyone who does not have travel documents to leave do not go to the airport.
Numerous Afghans are trying to enter the airport hoping for a flight from the country. American troops and Taliban fighters try to keep them away. According to British Defense Secretary Ben Wallace, no unaccompanied minors can be evacuated. He responded to images of a desperate mother who tricks a baby through a fence to a military man.
According to Wallace, another child was lifted over a wall because her family was taken out of the pack. British soldiers do their job under very harsh conditions, says Wallace. “They have to deal with desperate Afghans who want only one thing: out of the country.”
The US government complained on Wednesday that the Taliban are stopping people going to the airport. The Taliban would not keep their promises to let go of people who have worked with the US or allies. President Joe Biden, in an interview with ABC, after some insistence of the interrogator, indicated that the evacuation mission may take longer than planned. He wanted to finish that August 31, but if there are still Americans, then we stay, Biden said eventually. The US must evacuate between 10,000 and 15,000 compatriots. He said 50,000 to 65,000 Afghans with families want to leave.
On Monday, a crowd broke through the deposits. The situation seems to be stabilising and the US authorities informed Thursday that civil aviation can use the airport again. The evacuations of mostly foreigners who were in Afghanistan are currently being carried out by military aircraft. At the airport, 4500 U.S. soldiers are available to facilitate evacuations. The US controls airspace over Afghanistan.
08.30 — Biden: Troops remain until all Americans are gone
The US troops will remain in Afghanistan even after August 31, if not all Americans have been evacuated before that time. That‘s what President Biden said in his first interview since the fall of Kabul. Biden set the first August 31 as a deadline. Before that time, he wanted to get rid of all American troops.
Biden stressed that the Americans will do everything they can to get every American who wants to be evacuated before the deadline. But if that doesn’t work, the troops will stay. “If there are still U.S. citizens, we will continue to get them out too,” said Biden in his interview for TV channel ABC News.
It is estimated that there are currently about ten to fifteen thousand U.S. citizens in Afghanistan. Part of it is outside Kabul. There are reports that the Taliban is holding back travelers. The Pentagon warnedearlier today that they don‘t have the capacity to pick up all of those citizens. There would now be just five thousand soldiers in Kabul, and they are needed to guard Kabul Airport.
Biden was more reluctant about whether all Afghans who helped Americans should be out of the country before the army disappears. “We want to take away everyone who can leave and who should go,” was Bidens evasive answer. According to Biden, there are currently fifty thousand to sixty-five thousand Afghans who have to leave the country.
Biden reiterated that he felt he had handled the withdrawal from Afghanistan well. According to him, chaos was inevitable. “I don’t think there‘s a way to leave that country without causing chaos.” The US media criticises the President after the unexpectedly rapid rise of the Taliban and the chaotic scenes that followed at Kabul Airport.
07.06 – Commercial flights welcome to Kabul, Defense
Commercial airlines can fly back to Kabul International Airport, but must get permission from the U.S. Department of Defense first. The airspace has been only accessible to military aircraft in recent days, but the US aviation authority FAA gives scheduled flights a chance to land in Afghanistan.
However, the FAA calls on US airlines that do not have permission from the Department of Defense to avoid the airspace over Afghanistan completely. There are hardly any air traffic controllers operating and Afghan airspace is no longer controlled. In addition, “the activities of militants and extremists” lead to dangerous situations, the FAA reports.
United Airlines, one of the few US carriers that normally fly across the area, had already announced that it stopped flying over Afghanistan on Monday. KLM is also avoiding airspace over Afghanistan for the time being because it is too dangerous.
A White House spokesman said that U.S. soldiers had evacuated some 1,800 people from Afghanistan on Wednesday. In total, the United States raised nearly 6,000 people in Kabul. It is not clear whether the US Army will actually use commercial airlines in the evacuations.
06.45 — Media: Interpreter waiting for evacuation flight shot down in Kabul
An Afghan interpreter who worked for the Australian Ministry of Defense waiting for an evacuation flight to leave Kabul has been shot down on its way to the airport. According to Australian media, the man was hit in his leg by a Taliban warrior on Tuesday night (local time).
There are multiple reports of violence and chaos outside the airport, where people seem to have trouble passing Taliban checkpoints. Foreign media report that the Taliban only allow foreigners and no Afghans to pass through. Social media images show how shooting outside the airport. An ABC News correspondent reports that there is “more chaos than ever” on the roads leading to the airport, which is currently secured by US soldiers.
04.45 – Dutch ambassador and emergency team arrive in Kabul
A replacement Dutch embassy team arrived in the Afghan capital Kabul on Wednesday, reports demissionary minister Sigrid Kaag (Foreign Affairs) on social media. It’s about the ambassador, a consular emergency team and 62 military personnel for protection. The group must allow evacuations to the Netherlands at the airport.
According to Kaag, the embassy team that is being alternated is now back on Dutch soil. Dutch staff at the embassy in Kabul left Afghanistan under great pressure on Monday night. The new team should bring more people to safety, including local Afghan embassy staff.
The Dutch embassy staff were sent to the airport on the night of Saturday to Sunday due to imminent danger. According to Kaag, they had to leave so fast that local Afghan staff could not be informed. Those employees found an abandoned embassy on Sunday.
Taliban pulling in Kabul: summit in Qatar
Timeline: 20 years of Afghanistan in a birds eye view
Taliban declare victory in Kabul Presidential Palace
Thousands of desperate people at Kabul Airport: ‘Complete Chaos’
Taliban advance worries: “Dont let Afghan women down”
Taliban acts are at odds with beautiful words in press conference
‘An outright lie, ‘criticism of Biden: chaos on withdrawal from Afghanistan was inevitable
Western countries rush to get people out of Afghanistan
Eighth city in six days falls in Afghanistan, worries to increase Kabul
V council talks about Afghanistan, what do the great powers want with it?
Categories 🌐 International Tags Afghanistan, Afghans, Aircraft, Airport, Americans, Capital, Citizens, Defense, Embassy, Evacuation, Evacuations, Foreign, Netherlands, Soldiers, Taliban Post navigation
“Multiple Deaths in Anti-Taliban Protest in Afghan City of Asadabad”
Media: Hackers run out of hacked Warzone accounts
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by cedarmidwest
We were saddened to hear the news of the passing of Chuck Graham, one of our Community Advisory Board Members, on May 19. Mr. Graham was Co-Director/PI of the Great Plains ADA Center in Columbia, Mo., Chair of the Columbia Disabilities Commission, and Vice-Chair of the Missouri Inclusive Housing Development Corporation. In addition to CEDAR Midwest, Graham served on the Columbia Airport Advisory Board and was a founding member of Anthem’s National Advisory Board on Improving Health Care Services for Seniors and People with Disabilities.
Mr. Graham was an adjunct faculty member at the University of Missouri and founded the Mizzou Wheelchair Basketball team. Additionally, he served eight years in the Missouri House of Representatives and four years in the Missouri Senate, where he was the Assistant Minority Floor Leader. Mr. Graham has been a leader in the disability and civil rights movement for more than 30 years. Beyond his professional and advocacy work, he was a dear friend and mentor. His passion, determination and insight will be missed by occupational therapy and disability advocacy communities.
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Cliff Beach
“Cliff Beach describes his music as “Nu-funk,” an engaging blend of funk, jazz, and soul. Turns out it’s a style that goes well with holiday music, making Beach’s Merry Christmas, Happy New Year (California Soul Music) an entertaining collection. Beach has fun with “You’re a Mean One, Mr. Grinch,” glides through “Zat You Santa Claus,” and turns in the bluesiest “Merry Christmas Baby” you’ll hear this year.”
— Gillian G. Gaar - Goldmine
“Merry Christmas, Happy Holidays" is a bluesy, funky Christmas present from Cliff Beach that will be enjoyed for a long time to come. There are tracks to get your Christmas party moving, including terrific takes on "Zat You Santa Claus?" and "Soulful Christmas" (and in the latter of those, you can feel Cliff channeling James Brown). He slows it down with "The Christmas Song" and "Merry Christmas, Baby", perfect for snuggling in the glow of Christmas tree lights. Many more yuletide chestnuts are here, given new life that makes them sound very fresh and, at the same time, comfortable like an old friend. And the original title track is a welcome addition to the canon of holiday music, with its declaration of love and what's really important during the festive season (and all the rest of the year, too)!”
— Ken Kessler-SoundsOfChristmas.com
“Cliff Beach —'I Got Soul' (Mogul Remix), #13 on FLOOD FM’s 'F Yeah Fridays' (Fave 15) podcast!”
— Aaron Axelsen- Flood Magazine
“[A] cool new funky jam from Cliff Beach, he has been doing very well lately having picked up the likes of the grand prize at the John Lennon songwriting contest and several Global Music Awards. [He's] Got Soul!”
— Craig Charles-BBC 6Music
“Beach returns to the forefront with the delightfully fun and funky declaration of rhythm with the song “I Got Soul.” This track has the energy that you would expect from a man who asserts that he can lose anything from his wealth to his health, but that feeling that he feels when he hears that thumping bass and those kicking drums ain’t going nowhere. Soul is embedded in Beach’s DNA. Everything else is optional, but for Cliff Beach the soul that is deep down in his bones is non-negotiable.”
— Howard Dukes- Soul Tracks
“[Cliff Beach] shares with the world his take on the holiday song, 'You’re a Mean One, Mr. Grinch'...[which] takes it from novelty to soul-jazz classic, making it more easy to listen to, with less dramatic stops and having a Ray Charles meets Stray Cats flavor.”
— Jazziz Magazine
“Funk Music Artist Cliff Beach is the executive producer and host of the podcast 'Deeper Grooves: Musicians on Music'. He has been performing live for more than 18 years in Los Angeles and is the ideal person to go beyond the surface to reveal a profound understanding of music.”
— Raven Blair Glover- Podcast Magazine
“We booked Cliff Beach for our talk show Josh Gates Tonight on Discovery channel (go check them out!) They were SO GOOD! Their sound is unique, fun and makes you wish you had a drink in your hand and a dance floor in front of you. I cannot speak highly enough of these guys and wish them the best future ever!”
— Jessica Poessiger-Jr. Production Manager-Josh Gates Tonight/Ping Pong Productions/Discovery Channel
“Cliff Beach's new EP W.A.J.A.K.F.S., a fantastic sonic venture into the heydays when R&B and pop music as a whole had this great blend of funky vibes in the form of Jamiroquai and early Robin Thicke. Every song is just upbeat and will help in bringing some joy to your life in the midst of these darkest days.”
— RJ Frometa-Vents Magazine
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Constructs and Measures
Content on this page is provided for reference purposes only. It is no longer maintained and may now be outdated.
Stephen Sutton
General Definition & Theoretical Background
Measuring Stage
Published Examples
1. General Definition & Theoretical Background
Stage theories assume that behavior change involves movement through a sequence of discrete stages, that different variables influence different stage transitions, and that effective interventions need to be matched to stage (Sutton, 2005; Weinstein, Rothman & Sutton, 1998). Stage is the central construct in the transtheoretical model (TTM; Prochaska & Velicer, 1997), the precaution adoption process model (PAPM; Weinstein, 1988; Weinstein & Sandman, 1992), the stage version of the health action process approach (HAPA; Schwarzer, 2008), the health behavior goal model (Maes & Gebhardt, 2000), the Rubicon model of action phases (Heckhausen, 1991), the perspectives on change model of smoking cessation (Borland, Balmford & Hunt, 2004), the AIDS risk reduction model (Catania, Kegeles & Coates, 1990), and theories of delay in seeking health care (e.g., Andersen, Cacioppo & Roberts, 1995).
Different stage theories use different definitions and measures of stages. This article uses the TTM and the PAPM to illustrate the construct of stage and how it is measured. First, the two theories will be briefly described.
The Transtheoretical Model
The TTM is the dominant stage model in health psychology and health promotion. It was developed in the 1980s by James Prochaska and colleagues at the University of Rhode Island. The model includes several constructs, with the stages of change providing the basic organizing principle. The most widely used version of the model specifies five stages: precontemplation, contemplation, preparation, action and maintenance. People are assumed to move through the stages in order, but they may regress from action or maintenance to an earlier stage. People may cycle through the stages several times before achieving long-term behavior change. The model has been applied to a wide range of health behaviors, with smoking cessation still the most frequent application.
The TTM has been very influential and has popularized the idea that behavior change involves movement through a series of stages. It has also stimulated the development of innovative interventions. However, the TTM has attracted a large amount of criticism over the years, culminating in a recent call for the model to be abandoned (West, 2005). The main problems with the model concern the definition and measurement of the stages (discussed below) and the lack of a clear specification of which variables influence which stage transitions. In addition, most supportive research has relied on cross-sectional designs rather than stronger research designs, in particular longitudinal studies of stage transitions and experimental studies of matched and mismatched interventions (Sutton, 2005; Weinstein et al., 1998).
The Precaution Adoption Process Model
The PAPM was originally developed to describe and explain the process by which people adopt precautions against a new risk, i.e., one that they have recently learned about rather than one they have been aware of for some time. For example, the model was applied to understanding the adoption of precautionary behavior after warnings were released about the high levels of radon in homes in specific geographic areas. It is also applicable in the situation where a new precaution against an "old" risk becomes available (e.g., the introduction of the HPV vaccination to prevent cervical cancer).
The model specifies seven discrete stages. The model specifies seven discrete stages. In Stage 1, people are unaware of the health issue. People in Stage 2 are aware of the issue but they have never thought about adopting the precaution; they are not personally engaged by the issue. People who reach Stage 3 are personally engaged but they are undecided about whether to adopt the precaution. If they decide against adopting the precaution, they move into Stage 4, or out of the sequence of action adoption. If they decide in favor, but have not yet acted on this decision, they are in Stage 5. People who act on their decision move to Stage 6. Finally, for some behaviors, a seventh stage (maintenance) may be appropriate.
Although only a handful of studies using the PAPM have been conducted to date, it is a promising approach that avoids some of the problems with the TTM. For example, it defines the stages without reference to arbitrary time periods and, e.g., between having never thought about adopting a particular precaution and having thought about it and decided not to act. Key tasks for future research on the PAPM are to specify the variables that are important for each of the stage transitions and to test whether they predict and influence these transitions.
2. Measuring Stage
In work on the TTM, three main methods have been used to measure stages: multi-dimensional questionnaires; single-item continuous measures of readiness to change; and staging algorithms and self-categorizations. These are discussed in turn.
Multi-dimensional questionnaires. Most studies that have investigated alcohol and drug use from the standpoint of the TTM have used multi-dimensional questionnaires to measure stage of change. In this approach, each stage is measured by a set of questionnaire items, and scores are derived for each individual representing their position on each dimension. Three such multi-dimensional questionnaires have been used in studies of alcohol and drug use: the University of Rhode Island Change Assessment (URICA; McConnaughy, Prochaska & Velicer, 1983), the Stages of Change Readiness and Treatment Eagerness Scale (SOCRATES; Miller & Tonigan, 1996) and the Readiness to Change Questionnaire (RTCQ; Rollnick, Heather, Gold & Hall, 1992). Consider the URICA as an example of this approach. The URICA was the first multi-dimensional questionnaire designed to measure stages of change, and is intended for use in clinical contexts. It consists of 32 items, eight for each of four stages (precontemplation, contemplation, action, maintenance; Appendix A). The items refer generically to the respondent’s "problem" but do not specify a particular problem behavior.
In studies using the URICA, there is a fairly consistent pattern of relatively large correlations among subscales representing adjacent stages. The correlations between contemplation and maintenance, which are non-adjacent stages, are also relatively large (Sutton, 2001). The observed pattern of correlations suggests that the URICA is not measuring discrete stages. The same applies to the SOCRATES and the RTCQ. Thus, multi-dimensional questionnaires are not consistent with the assumption of discrete stages.
Single-item continuous measures of readiness to change. Biener and Abrams (1991) developed the Contemplation Ladder as a simple measure of readiness to consider smoking cessation. This scale consists of a visual representation of a vertical ladder scaled from 0 to 10, with the scalepoints 0, 2, 5, 8 and 10 labeled as follows: "No thought of quitting" /"Think I need to consider quitting someday" /"Think I should quit but not quite ready" /"Starting to think about how to change my smoking patterns" /"Taking action to quit (e.g., cutting down, enrolling in a program)". In their sample of smokers recruited from two worksites, Biener and Abrams (1991) found a highly significant correlation of 0.64 between the ladder score and a single-item measures of intention to try to quit. The ladder and intention measures showed similar patterns of correlations with other variables. With regard to predictive validity, ladder scores were more predictive than were intention scores of participation in cotinine assessment and taking a self-test of addiction to nicotine, which Biener and Abrams interpret as earlier stages of readiness, whereas intention was a better predictor of participation in events that required a quit attempt and of successful quitting. Note that the contemplation ladder does not represent the full set of stages: it does not include the action stage (usually defined in work on the TTM as having stopped smoking for up to 6 months) or the maintenance stage (having quit for more than 6 months). The contemplation ladder has been adapted for use with other behaviors, for example marijuana use (Slavet et al., 2006) and gambling (Petry, 2005).
Similar measures were developed by LaBrie, Quinlan, Schiffman and Earleywine (2005) for alcohol and safer sex. These readiness- to-change "rulers" consist of a horizontal line scaled from 0 to 10 with five labels (e.g., for drinking: "Never think about my drinking" /"Sometimes I think about drinking less" /"I have decided to drink less" /"I am already trying to cut back on my drinking" /"My drinking has changed. I now drink less than before"). The alcohol change ruler correlated 0.77 with total score from the RTCQ (Rollnick et al., 1992). Similarly, the safer sex ruler correlated 0.77 with the total score from an 11-item Readiness to Change Risky Sexual Behavior (RTCQ-SB) based on the RTCQ. The rulers showed higher correlations with measures of intentions to change than did the scores from the corresponding multi-item scales. The authors conclude that the rulers may be useful when a quick and simple assessment of readiness to change is required.
Virtually all the studies that have used contemplation ladders or readiness rulers have treated the scores as continuous measures of readiness to change. This approach is inconsistent with the idea that change involves movement through a sequence of discrete stages. Furthermore, the use of measures of behavioral intention as criteria for assessing the validity of ladders and rulers raises the question of whether intention measures could themselves be used as a simple way of assessing readiness to change.
Staging algorithms and self-categorizations. A staging algorithm uses a small number of questionnaire items and a set of rules to allocate participants to stages in such a way that no individual can be in more than one stage. Self-categorizations are single-item measures in which participants are presented with a list of statements, each of which represents a stage, and are asked to select the one that best describes them. Both these methods are relatively brief and simple, compared to multi-dimensional questionnaires. (Staging algorithms could be highly complex but in practice they use a small number of items and a simple set of rules). If the resulting measure is analysed as a set of categories rather than as a continuous scale, this approach is in principle more consistent with the assumption of discrete stages than is either of the other two methods.
The few studies that have compared staging algorithms with multi-dimensional questionnaires have found low concordance between them (e.g., Belding, Iguchi & Lamb, 1996), suggesting that they are measuring quite different constructs. A study that compared a staging algorithm with the contemplation ladder divided into three categories (analogous to "precontempation", "contemplation" and "preparation") found a correlation of 0.58 between the two classification schemes but also some important differences (Herzog, Abrams, Emmons & Linnan, 2000). For example, of those who were classified by the algorithm as precontemplators, 49 percent were in the "contemplation" group as assessed by the ladder, suggesting that the two measures should not be used interchangeably.
A staging algorithm for smoking that has been used in a large number of studies since it was introduced by DiClemente and colleagues (DiClemente, Prochaska, Fairhurst, Velicer, Velasquez & Rossi, 1991) can be found in Appendix B. Precontemplation, contemplation, and preparation are defined in terms of current behavior, intentions and past behavior (whether or not the person has made a 24-hour quit attempt in the past year), whereas action and maintenance are defined purely in terms of behavior; ex-smokers’ intentions are not taken into account. Although the phrase "seriously thinking of quitting" is used in Appendix B, different versions of this algorithm have used alternative wordings including "seriously considering quitting", "intending to quit" and "planning to quit". Such apparently minor changes in wording can have a large effect on stage distributions (Sutton, 2000).
Critics have pointed out a number of problems with this algorithm, some of which stem from the way that contemplation and preparation are defined (e.g., Borland, Balmford, Segan, Livingston & Owen, 2003; Etter & Sutton, 2002). According to this algorithm, a smoker cannot be in the preparation stage unless he or she has made a recent quit attempt. Thus, a smoker can never be "prepared" for his or her first quit attempt. Similarly, the subgroup of smokers in the contemplation stage who intend to quit in the next 30 days but have not made a quit attempt in the past year cannot move to the preparation stage. Thus, the stages are defined in such a way that some smokers cannot move directly to the next stage in the sequence (Sutton, 2000).
A variant of the TTM developed by a group of researchers in the Netherlands (e.g., Dijkstra, Bakker & De Vries, 1997) uses different definitions of the stages that avoid these problems. In this model, the pre-action stages are defined purely in terms of intention: preparation is defined as planning to quit in the next month and contemplation as planning to quit in the next six months but not in the next month.
A staging algorithm for exercise developed by Marcus and Simpkin (1993) is in Appendix C. Although this algorithm does not suffer from the logical problems of the DiClemente et al. (1991) smoking algorithm, it seems somewhat implausible to treat irregular exercise (preparation) as a discrete stage between contemplation and action, implying that people move from no exercise to irregular exercise to regular exercise and that irregular exercise is qualitatively different from regular exercise.
A problem affecting many TTM staging algorithms is that the time periods are arbitrary. For instance, action and maintenance are usually distinguished by whether or not the duration of behavior change exceeds six months. Changing the time periods would lead to different stage distributions. The use of arbitrary time periods casts doubt on the assumption that the stages are qualitatively distinct, in other words that they are true stages rather than "pseudostages" – arbitrarily created segments of an underlying continuous variable ( Bandura, 1997).
Comparison of the algorithms in Appendices B and C illustrates another problem: TTM staging algorithms for different health behaviors often use inconsistent stage definitions. For example, in the algorithm for adoption of mammography (Rakowski, Dube, Marcus, Prochaska, Velicer & Abrams, 1992), action and maintenance are defined partly in terms of intentions (planning to have a mammogram in the coming year). It is possible for a woman to move directly from contemplation to maintenance simply by forming an intention, without passing through the action stage and without changing her behavior.
Unlike the TTM, in which a variety of measurement methods have arisen, only staging algorithms have been used in research on the PAPM to date. Appendix D gives a stage classification algorithm that would be suitable for any behavior for which a maintenance stage is not applicable (Weinstein & Sandman, 2002). These include behaviors that, if they are performed at all, are usually performed only once, e.g., having a predictive genetic test for inherited breast/ovarian cancer. Of course, virtually any behavior can be repeated: persons may test their home for radon and then retest it two years later. If a significant proportion of people in the sample have adopted the precaution before, then it may be necessary to take past behavior into account in the analysis and to reword the staging algorithm. Consider, for example, applying the model to participation in mammography screening. If the investigator is interested in first-time attendance for screening, he or she could either select a sample of women who have recently reached the lower age limit for screening and use the algorithm in Appendix D to stage them or select a sample of women who have never been screened and follow them over time until some of them have their first screen, using the algorithm to stage the sample on a number of occasions. Women who have had one mammogram could be allocated to stages with respect to having another mammogram. This would require modifications to the algorithm. Stage 1 would not be applicable for these women. And the statement used to classify women in Stage 2 could be reworded to something like "I haven’t thought about whether to have another mammogram". (An alternative approach would be to classify women who have had repeated mammograms in accordance with the recommended schedule as being in the maintenance stage. However, it would be difficult to know how to classify women who have had more than one mammogram but whose pattern of attendance does not conform to the recommended schedule.)
For ongoing behaviors such as the frequency of exercising or the amount of salt consumed per day, it is necessary to define a criterion level of behavior, for example doing at least 30 minutes of moderate physical activity every day. In this case, it would be appropriate to specify a maintenance stage, possibly defined in terms of duration as in the TTM, for example having maintained at least 30 minutes of moderate physical activity a day for at least six months. However, as noted above, such time periods are arbitrary and do not have face validity as marking a transition between discrete stages.
Reliability and Validity of Staging Algorithms and Self-categorizations
Although a staging algorithm uses several questionnaire items, it yields a single measure of stage. Similarly, self-categorizations are single-item measures. Indices of internal consistency such as Cronbach’s alpha are therefore not applicable. However, test-retest reliability can be assessed, by measuring stage on two occasions in the same sample. A short time interval (e.g., one week) should be used to reduce the likelihood that true change occurs. Several studies have assessed test-retest reliability of TTM staging algorithms over short time periods (e.g., Aveyard, Lancashire, Almond & Cheng, 2002; Carey, Purnine, Maisto & Carey, 2002; Donovan, Jones, Holman & Corti, 1998; Etter & Sutton, 2002), yielding kappas that ranged from 0.46 to 0.83 "moderate" to "very good" agreement according to Altman, 1991). The test-retest reliability of the component questions can also be assessed (e.g., Aveyard et al., 2002). The reliability of the PAPM algorithm has not been assessed to date.
There are several ways of assessing the validity of a staging algorithm or self-categorization. First, these measures incorporate a measure of the behavior (whether the individual is in a pre-action or a post-action stage). Sometimes it may be possible to assess the validity of this aspect of the stage measure against another measure of the behavior that can be assumed to be more valid. In the case of smoking, for example, a biochemical measure such as saliva cotinine concentration could be used to verify self-reported smoking status (i.e., pre-action versus post-action). Use of this method requires that the algorithm incorporates a clear and precise definition of the behavior. Furthermore, this method provides no evidence bearing on the validity or otherwise of the distinction between the pre-action stages or of the distinction between the post-action stages.
A second way to estimate the validity of the component items of a staging algorithm depends on the availability of suitable criteria. For example, intention to obtain a mammogram in the next 6 months can be validated against screening office records of attendance. Finally, the construct validity of a staging algorithm or self-categorization can be assessed by examining whether the stage measure is related to measures of the other constructs in the theory in ways that are predicted by the theory. Thus, a test of the construct validity of a stage measure is inherent in testing predictions from a stage theory. Because there is no ideal exemplar study in the literature, a hypothetical example is given: If a stage theory makes a particular prediction involving the stages, for example, that variables a, b and c influence the transition from stage I to stage II and variables c and d influence the transition from stage II to stage III, support for this prediction in a longitudinal study of stage transitions also provides support for the validity of the stage measure (and for the other measures). However, if the prediction is not supported, the problem could lie with the theory (it is misspecified in this respect) or with the validity of the stage measure or the measures of the other constructs.
Staging algorithms and self-categorizations differ in the degree to which they are transparent to the respondent. With a self-categorization measure, the respondent can see the full set of stages before selecting the one that best applies to them. By contrast, with a staging algorithm, the rules governing allocation to stages are usually not available to the respondent. This difference may have implications for reliability and validity. For example, compared with staging algorithms, self-categorizations may be easier to understand but more susceptible to social desirability bias
3. Recommendations
1. Staging algorithms and self-categorizations are conceptually more consistent with the assumption of discrete stages than are multi-dimensional questionnaires and continuous measures such as contemplation ladders and readiness rulers. Although staging algorithms and self-categorizations may be less reliable than multi-dimensional questionnaires, they should be the method of choice for researchers and practitioners who test stage theories.
2. Researchers who plan to use the TTM may wish to use the algorithms developed by the Rhode Island group for comparability with previous research. However, they should also consider including alternative stage algorithms that avoid some of the problems identified with the standard measures.
3. In developing new stage algorithms or self-categorizations, pre-action stages should not be defined in terms of past behavior so as to avoid logical problems. Arbitrary time periods should also be avoided. Stages should be defined in terms of events, for example making a decision to change one’s behavior or setting a quit date. This may involve modifying the original theory or developing a new theory, so that the stage measures accurately reflect the theoretical stage definitions.
4. Stage measures should incorporate a clear and precise definition of the behavior.
5. In testing predictions from stage theories (and thus at the same time testing the construct validity of stage measures), researchers should use strong research designs, in particular longitudinal prediction of stage transitions and experimental studies of matched and mismatched interventions.
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Maes, S., & Gebhardt, W. (2000). Self-regulation and health behavior: The health behavior goal model. In M. Boekaerts, P. R. Pintrich & M. Zeidner (Eds.), Handbook of self-regulation: Theory, research and applications (pp. 343-368). San Diego, CA: Academic Press.
Marcus, B. H., & Simkin, L. R. (1993). The stages of exercise behavior. Journal of Sports Medicine and Physical Fitness, 33, 83-88.
McConnaughy, E. A., Prochaska, J. O., & Velicer, W. F. (1983). Stages of change in psychotherapy: Measurement and sample profiles. Psychotherapy: Theory, Research and Practice, 20, 368-375.
Miller, W. R., & Tonigan, J. S. (1996). Assessing drinkers’ motivation for change: The Stages of Change Readiness and Treatment Eagerness Scale (SOCRATES). Psychology of Addictive Behaviors, 10, 81-89.
Petry, N. M. (2005). Stages of change in treatment-seeking pathological gamblers. Journal of Consulting and Clinical Psychology, 73, 312-322.
Prochaska, J. O., & Velicer, W. F. (1997). The transtheoretical model of health behavior change. American Journal of Health Promotion, 12, 38-48.
Rakowski, W., Dube, C. E., Marcus, B. H., Prochaska, J. O., Velicer, W. F., & Abrams, D. B. (1992). Assessing elements of women’s decisions about mammography. Health Psychology, 11, 111-118.
Rollnick, S., Heather, N., Gold, R., & Hall, W. (1992). Development of a short "readiness to change" questionnaire for use in brief, opportunistic interventions among excessive drinkers. British Journal of Addiction, 87, 743-754.
Schwarzer, R. (2008). Modeling health behavior change: How to predict and modify the adoption and maintenance of health behaviors. Applied Psychology, 57, 1-29.
Slavet, J. D., Stein, L. A. R., Colby, S. M., Barnett, N. P., Monti, P. M., Golembeske Jr., C., & Lebeau-Craven, R. (2006). The Marijuana Ladder: Measuring motivation to change marijuana use in incarcerated adolescents. Drug and Alcohol Dependence, 83, 42-48.
Sutton, S. (2000). A critical review of the transtheoretical model applied to smoking cessation. In P. Norman, C. Abraham & M. Conner (Eds.), Understanding and changing health behaviour: From health beliefs to self-regulation (pp. 207-225). Amsterdam: Harwood Academic Publishers.
Sutton, S. (2001). Back to the drawing board? A review of applications of the transtheoretical model to substance use. Addiction, 96, 175-186.
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Weinstein, N. D. (1988). The precaution adoption process. Health Psychology, 7, 355-386.
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5. Appendix A
Precontemplation
"As far as I’m concerned, I don’t have any problems that need changing"
"All this talk about psychology is boring. Why can’t people just forget about their problems?"
"I have a problem and I really think I should work on it"
"I’m hoping this place will help me to better understand myself"
"I am doing something about the problems that had been bothering me"
"Anyone can talk about change: I’m actually doing something about it"
"It worries me that I might slip back on a problem I have already changed, so I am here to seek help"
"I’m here to prevent myself from having a relapse of my problem"
6. Appendix B
Are you currently a smoker?
Yes, I currently smoke
No, I quit within the last 6 months (ACTION STAGE)
No, I quit more than 6 months ago (MAINTENANCE STAGE)
No, I have never smoked (NONSMOKER)
(For smokers only) In the last year, how many times have you quit smoking for at least 24 hours?
(For smokers only) Are you seriously thinking of quitting smoking?
Yes, within the next 30 days (PREPARATION STAGE if they have one 24-hour quit attempt in the past year – refer to previous question… if no attempt then CONTEMPLATION STAGE)
Yes, within the next 6 months (CONTEMPLATION STAGE)
No, not thinking of quitting (PRECONTEMPLATION STAGE)
7. Appendix C
1. I currently do not exercise
2. I intend to exercise in the next 6 months
3. I currently exercise regularly
4. I have exercised regularly for the past 6 months
Precontemplation: Item 1 = true and Item 2 = false
Contemplation: Item 1 = true and Item 2 = true
Preparation: Item 1 = false and Item 3 = false
Action: Item 3 = true and Item 4 = false
Maintenance: Item 3 = true and Item 4 = true
8. Appendix D
1. Have you ever heard about {home radon testing}
Stage #
Yes [go to 2]
2. Have you {tested your own house for radon}?
No [go to 3]
3. Which of the following best describes your thoughts about {testing your home}?
I’ve never thought about {testing}
I’m undecided about {testing}
I’ve decided I don’t want to {test}
I’ve decided I do want to {test}
Note: The words in curly brackets could be replaced with other precautions to develop a staging algorithm for these precautions.
Key to stages:
Stage 1: Unaware of issue
Stage 2: Unengaged by issue
Stage 3: Deciding about acting
Stage 4: Decided not to act
Stage 5: Decided to act
Stage 6: Acted
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Probably the most obvious distinction between men's clothing and women's clothing is in the material. For guys, their main clothing item is a shirt, which is relatively simple to women's clothing will include many different clothing items, which are more complicated. However, independent of the material, you will find other differences that may make one outfit look much better than the other. Men clothing could be complicated with pockets and accessories, whereas women's clothing may be simple without way too many pockets. Also, men's clothing usually includes longer jackets and boots, whereas women's clothing is normally shorter and goes up to the knee. The only real accessory that's commonly present in men's clothing is wallets and keys, whereas women's accessories are hardly ever seen except on skirts and blouses.
When it comes to color, men's clothing is much brighter than women's clothing. Most men prefer solid colors, which are extremely common with men's clothing, but women's clothing is frequently very bright and has lots of variety. Women's clothing is also prone to have handbags and other accessories with them. It might be part of men's clothing but often times it is a separate bit of clothing that men just add to their casual attire. If men and women wore all black outfits, men may possibly only have a budget and key chain, which women could have plenty of accessories together such as purses and bags.
Most men's clothing is made from man-made fibers such as nylon, cotton, or wool. Women's clothing on the other hand, is manufactured out of natural fibers such as linen, silk, or cotton. Natural fibers are warmer and feel much better against the skin. Some companies specialize in men's clothing, while others mass produce men's clothing that is more generic in nature. They do this because women's clothing has a tendency to retail for a greater price point than men's clothing.
As you will see, men's clothing is a lot more of an universal form of garment rather than tailored or customized piece. They are much less expensive and are normally sold in large lots to be utilized as a move between seasons. They tend to have a much shorter shelf life in comparison with women's clothing and are much less stylish. However, men's clothing is starting ahead into its own with more fashionable men's clothing options available for each and every budget. Men are finally realizing that they don't have to play the role of women in order to look good. Nowadays men's clothing was created to look good for men, exactly like women have always suspected.
Click here www.tedbaker.com to obtain more information about men clothing.
[{:section_type=>"rich_text", :content=>"<img src=\"https://i.gyazo.com/7c9005f092ccbc3807c5f67d3266dc2d.png\" width=\"250\" height=\"250\"><br><br>Probably the most obvious distinction between men's clothing and women's clothing is in the material. For guys, their main clothing item is a shirt, which is relatively simple to women's clothing will include many different clothing items, which are more complicated. However, independent of the material, you will find other differences that may make one outfit look much better than the other. Men clothing could be complicated with pockets and accessories, whereas women's clothing may be simple without way too many pockets. Also, men's clothing usually includes longer jackets and boots, whereas women's clothing is normally shorter and goes up to the knee. The only real accessory that's commonly present in men's clothing is wallets and keys, whereas women's accessories are hardly ever seen except on skirts and blouses.<br><br>When it comes to color, men's clothing is much brighter than women's clothing. Most men prefer solid colors, which are extremely common with men's clothing, but women's clothing is frequently very bright and has lots of variety. Women's clothing is also prone to have handbags and other accessories with them. It might be part of men's clothing but often times it is a separate bit of clothing that men just add to their casual attire. If men and women wore all black outfits, men may possibly only have a budget and key chain, which women could have plenty of accessories together such as purses and bags.<br><br>Most men's clothing is made from man-made fibers such as nylon, cotton, or wool. Women's clothing on the other hand, is manufactured out of natural fibers such as linen, silk, or cotton. Natural fibers are warmer and feel much better against the skin. Some companies specialize in men's clothing, while others mass produce men's clothing that is more generic in nature. They do this because women's clothing has a tendency to retail for a greater price point than men's clothing.<br><br>As you will see, men's clothing is a lot more of an universal form of garment rather than tailored or customized piece. They are much less expensive and are normally sold in large lots to be utilized as a move between seasons. They tend to have a much shorter shelf life in comparison with women's clothing and are much less stylish. However, men's clothing is starting ahead into its own with more fashionable men's clothing options available for each and every budget. Men are finally realizing that they don't have to play the role of women in order to look good. Nowadays men's clothing was created to look good for men, exactly like women have always suspected.<br><br>Click here <b><a href=\"https://www.tedbaker.com/\">www.tedbaker.com</a></b> to obtain more information about men clothing."}]
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Capitol Tires Classic Japanese Cars. Tim’s s30 Feature
Tim’s Tale
Dutiful Daily Driver
Plans for the future
The good ol’ gal
Classic Japanese cars are getting a lot of attention as of late. I use the term “classic” loosely, as most people would look at a 70’s corolla and say “what an ugly econobox”. That’s okay in my book, because people said the same thing about many of the 50’s and 60’s American cars we now adore as classics.
There’s little argument that most famous of all classic Japanese cars is the Nissan 240Z. When the 240Z hit showrooms it not only changed the way people saw Japanese cars, but it revolutionized the way the Japanese saw themselves, and that is kind of a big deal. Here was a car that was not only affordable, but looked great, had enough power to be a hoot, and amazingly started raking in the trophies at the track.
A little while ago I had the distinct pleasure of visiting with a Datsun Z-Rodder who got into the “Z Car” long before the recent trends. Tim McGovern has had a vintage Z in daily driver status nearing 20 years, and not only has he built some amazing stuff, but also has some big plans.
Tim kept apologizing for the “mediocre” status of his driven daily 280Z. I would just laugh as I just sat back and enjoyed the drive.
There’s just simply nothing like the burble and scream of triple Mikuni’s and being in a Z. And there’s also nothing quite like those body lines that, though certainly 70’s have such a timeless shape that’s hard not to like. The paint is what could be described as a “20/20” job, in other words it looks great from 20 feet at 20 mph. The interior is pretty much stock, and actually all there. As I looked around the inside the only word that came to mind was homely.
It might not look like much, but this 280Z saw daily driver use from ’94 through ’09. That’s 15 years of dedicated service to it’s loving owner. In that time most Americans probably went though two, three, or maybe even four much newer and much more expensive cars. Food for thought…
It should also be noted that this car is rock solid when it comes to being a “driver”. If this car sees downtime it’s because Tim is choosing to change/work on something. Even though it’s carbureted it starts as readily as a brand new car. There’s no uncertainty about the suspension. There’s no scary jerry-rigging that would scare MacGyver.
Can You Tell That I Like this Car?
Why? This beast gets driven. Beaten. Every nook and cranny has signs of wear. But it’s simultaneously loved and cared for. This is a very rare combination. Another big help is that Tim knows his stuff when it comes to engine building that though he kept calling it “very mild” it would be anything but mild to most people’s standard. PLENTY of “get up” for something you drive to work every day. Under the hood she sports a stroker motor that’s put down 219 horsies to the wheels.
Combined with the triples the gas mileage became anything but stellar when he put this motor in the car in ’09, so he doesn’t see much daily use anymore. Pressing on the right-hand pedal though, it’s certainly capable. Oh, most certainly.
Nissan Motor
Sometimes though, there’s just no such thing as “done” for some people. Tim also has a Z that’s a dedicated track car as well as another Z that’s going to be kind of professional resto-mod daily driver. Tim is currently working on a Z engine that’s turbocharged that should be putting out a healthy 350 HP or more to the wheels.
And to be clear, Tim isn’t using a modified modern engine like the 2JZ out of the famous Toyota Supra, which would make that kind of power much more readily, but is actually using the Z car “L engine”. Quite a feat for some redneck in his garage if you ask me. The nice thing about a turbocharged motor is that it’s “power on demand”, or dynamic power so to speak. Drive nicely and you’d never know the power was there, which really helps keep the gas in the tank.
L-Engine
Meeting Tim was a pleasure, and an honor, but if there’s something I really should share about my experience it is something that often gets overlooked when it comes to the car hobby. Tim modified his Z to the point of not desiring to drive it every day. That doesn’t make him like it less, but it certainly puts a damper on things.
If you look at the direction Tim is going you can see he’s learning what really matters to him and how to go after it. As enthusiasts, we often overlook the value of a dedicated track car. We’re are often prey to escalation. One day 200 HP is enough, the next we’re shooting for 500. By having a dedicated race car Tim doesn’t have to be concerned about getting his speed kicks with a car he also drives to work.
Race Car
Oh, and check this out. Since the 280Z wasn’t getting great gas mileage he’s been daily driving this in the mean time. Cost him a whopping $567 to get it home and in running condition. He’s put a LOT of miles on it and it’s still ticking strong. In the words of the Georgian owner “she’s a good ol’ gal”. Couldn’t have said it any better myself.
Author: Driven Daily
More about The Classic Japanese Cars
Bond Cars Ltd. History
Car Museums Across the U.S.
Why Toyota’s Compact Car Model was Called Camry?
Rolls-Royce: British Style, Adopted by Arab Sheikhs
Wow really, us old folks don’t know about “classic Japanese cars”? Q. Who do you think bought them all when they were new? A. People who are approaching or over 60.
We got it then, and we get it now…
The rest of the article was great btw.
I believe Nathan was referring to the fact that now the younger generations are catching on to how great these classic Japanese cars still are.
I’m sorry you seem to have misunderstood me Bill, but I never accused any older person of not knowing about old Japanese cars, but was pointing out that many people don’t realize the renaissance of popularity they’re seeing. Many people over 50 who bought a datsun as their first car don’t realize that there’s now websites like japanesenostalgiccar.com who specifically cater towards the younger crowd, because that’s who’s buying these cars on the used market.
5 years ago, I could pick up a 510 for under $1,000 and in GREAT shape. Now the same car would sell for $8,000+, and that’s not due to supply drying up, there’s just that much more interest, and it’s all been from the younger generations.
So yes, I acknowledge that Nissan sold a LOT of Z cars, and a LOT of 510s, and Toyota sold a LOT of cars too (corona, celica, and corolla to name a few) and I meet the people who owned them all the time and they tell me stories about how much they loved their cars. But they’re rarely the ones who own them today I find.
If you don’t believe me, I’d like to direct you to ratsun.net. Stay there for a while and see for yourself the average age of the people hot-rodding their Datsuns today.
I’m glad you liked the rest of the article.
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