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|Community Leadership and Self-help Housing (HABITAT, 1988, 50 p.)
142. Potential sources of conflict in leader-agency interaction having been identified in chapter V, the present chapter addresses the issues relating to leadership that institutions involved in housing and upgrading schemes should bear in mind when intervening in low-income settlements, and suggests ways of dealing with the obvious questions and uncertainties that arise in the course of that intervention. These include: methods of identifying leaders and different types of leadership structures; making contact with leaders and on-going liaison; how to make a decision about when to work alongside existing leadership structures or to create new ones; how to respond to changes in the community and leadership structure engendered by intervention and, finally, how to react to overtures made by other outside institutions once the community is opened up to external pressure.
A. Low to identify leaders and different types of leadership
143. As pointed out in the previous chapter, spending sufficient time to identify key leaders in the community is vitally important. Yet it is also difficult to achieve since agencies usually have limited time and finance. However, short-cuts at this stage may result in alienation from leaders, a subsequent lack of cooperation and major obstacles to project implementation.
144. The process of identifying leaders can be difficult for three main reasons. First, agency staff often have preconceived notions as to who are likely to be community leaders. For example, in the Kampung Improvement Programme in Indonesia the implementing agency felt that only those people with an academic education were capable of adopting leadership roles.(85) Rigid preconceptions held by agency personnel may lead them to approach the wrong people in the settlement and to alienate those in power. Secondly, there are considerable difficulties associated with making enquiries within the community. In many cases community members are reluctant to identify their leaders to outsiders, and, further more, leaders may resent the fact that preliminary enquiries have been made without their approval or permission. Thirdly, in some settlements there is more than one leader and the agency may miss the most influential one.
145. Where a project has arisen from a "bottom-up" initiative, it may be slightly easier to identify community leaders since the key personnel of the settlement are usually, though not always, involved in making the overtures to the agency. The way in which the approach is made may provide pointers to the type of leadership it is. For example, if leaders come accompanied by committee members with a formal petition signed by residents then leadership is more likely to be community representational rather than authoritarian. If the leader makes contact through personal introduction from a patron, then he is more likely to be either a positional or cacique-type figure. One must also be wary that the leader of a small or marginal faction may have made the approach.
146. When the approach is "top-down", the process of leader identification is more difficult, except where there is an immediate and obvious contact. On the whole, it is recommended that the agency research into local leadership structures from a distance in order that an inappropriate move is not made at a stage which might jeopardize the programme altogether. Agencies should probably work with a combination of the following methods.
147. Newspaper scans are probably the best method of identifying local leaders without setting foot in the settlement.(103) Coverage of issues relating to local irregular settlements are likely to yield pointers to leaders and other influential people within the community, and their contacts with outside authorities, and to highlight sensitive issues that have been important in the past. The advantage here is that the external agency runs no risk of compromising itself until actual contact is made with relevant personnel.
148. Consultation with other agencies which have been involved with the community in the past may be useful to find out who the leaders are, provided that the discussions do not become public knowledge. This approach is most appropriate where there is easy informal access to an agency, especially if it has had a good relationship with the settlement. However, there is a danger that the external institution will become tainted if it is seen to associate with a body which has had problems with the community in the past. Hence the need for discretion in making this sort of approach.
149. Consultation by means of socio-metric tests among local influential people who are relatively "neutral" such as the local priest, ward chief, municipal delegate, mayor, or public works engineers could prove useful. Sociometric techniques were used in a survey of local power structures in rural communities in Mexico. Groups of people were asked two questions: (a) "Who do you believe are the five most important people in the region/settlement in order of importance'?", and (b) "Of the people whom you know, who is the most capable and respected so that at any given moment they could represent the region/settlement to the general public/city?" Replies were presented in terms of a "sociogram" displaying a series of lines between the respondent and the nominee.(7) Obviously the technique has limitations, not least because of the subjective nature of the responses, but it is probably useful as a first step in identifying potential leaders. As a last resort, sociometric techniques could be used among residents within the community, especially in cases where there is an apparently weak organizational structure - often the case in a recently established sites-and-services scheme for example. However, as mentioned previously, leaders may resent direct contact at this stage between the agency and the community and the other methods should probably be tried first.
B. Making contact with leaders and on-going liaison
150. No two settlements are exactly alike and the final decision about whom to approach, the form in which contact is made, on whose territory and so on can only be taken by the agency bearing in mind local conditions. The following check-list is offered as a guide to the points that should be considered. The "types of leader" refer to those identified earlier in chapter 11 - authoritarian, positional, traditional and community-representational.
151. There are several ways in which to meet local leaders. Making contact is a sensitive issue, however, and none of the methods described below is completely satisfactory. Selection of the most appropriate method will depend on the type of leadership structure in the settlement and local socio-political conditions.
152. One of the least problematic methods is to contact the leader through a locally-respected figure, such as a teacher or settlement priest. This may work best where the leader is community-representational or political, since a "neutral" contact may be the most appropriate starting point for building up honest dialogue and cooperation.
153. Another method is to use an "honest broker" to make the introductions. This might be more suitable where the community has a traditional leadership structure, and someone who has the ability to relate each side's point of view might be desirable, especially where there are marked cultural and ethnic differences between the agency and the residents. The broker method was used in a project to introduce white change agents into Black communities in the southern United States.(67) However, the range of criteria specified for a successful broker, such as acceptability to a wide range of political and social interests, personal integrity, respect, being above individual gain, and compatibility with the aims of the change agents are probably very difficult to fulfil.
154. Finally, another method more applicable for authoritarian leaders where direct access may be very difficult, is to use the leader's patron. Naturally, there will be considerable difficulties with this approach, not least because the agency may also have to justify its objectives to the patron. If the patron happens to follow a particular political ideology which is not compatible with the aims of the agency, then he, too, is likely to present obstacles to the programme.
155. Whichever method of initial contact is used, it is important that it be made personally. Letters, messages or telephone calls are likely to alienate and to threaten. It is important that the initial contact, therefore, be made by someone with authority from the agency, who can satisfy the leader's initial curiosity and who is able to alleviate any disquiet that might become apparent.
156. In cases where there are multiple leaders, it is probably advisable to seek out the strongest first, since he or she will have the greatest capacity to influence community opinion and support for the aims of the programme.(103) However. the aim is to avoid alienating the leaders of minority factions within the settlement since they might represent the feelings of those who are normally excluded from community-level decision-making. If there is discernible tension between rival groups, it may be better to hold individual, and as far as possible, concurrent meetings with the different leaders initially, but to inform them that the others have also been contacted. If factions are not particularly competitive, it may be better to invite all the leaders to meet at one time which could even provide a platform for future cooperation between them.
157. The most appropriate locality for an initial meeting is probably on "neutral" territory within or just outside the settlement. Outside locations, such as a cafe or a local church hall, may be preferable in cases where individual meetings are being held with different leaders; in/M-settlement sites, such as a church, school or social hall may be more appropriate where there is a collective meeting of all leaders or in situations where there is only one leader or committee. Meetings at the external agency's headquarters are better avoided since they might give the impression that the agency is unwilling to recognize that the community already has an adequate organizational structure. Moreover, if the agency takes the trouble to come to the settlement it shows its personnel are willing to make an effort to cooperate and to compromise from the start.
158. The agency should avoid dictating the contents and aims of the meeting in advance since detailed issues should only be discussed after opinions about the project have been expressed and some level of trust has been built up. The institution should merely state that it wishes to hold informal discussions with the settlement leaders and committee and to invite their possible participation in a scheme. Some detail must be given, but it should not be presented in such a way as to suggest: (a) a fait accompli; or (b) that proposals are decided and immutable. In cases of multiple leadership a policy of honesty, discretion and confidentiality is probably best. Agency staff should avoid becoming involved in discussions about other leaders where they may accidentally be drawn into making a value judgement or stating an opinion, thereby undermining their image of professional integrity. Neither is there any point in lying.
159. Agencies should consider carefully the issue of selecting personnel to make the approach to the leader, specifically whether to use male or female staff. This will depend on both the local cultural context and the type of leader.
160. This issue will also depend on the sexual division of labour and responsibilities in the agency. A key point is that the person should be someone in authority, so that leaders do not feel slighted. Where the agency wishes to present an "informal" profile, it may be better to use women rather than men, since in many cultures women will be seen as less "threatening" by vested interest groups. This may apply particularly in cases of authoritarian or positional leaders who might have to be approached very cautiously. Traditional leaders, however, may interpret a visit from a woman agency representative as an insult or lack of respect, so it is probably better in this case to use men. As far as community representational leaders are concerned, either men or women could be used, although if the leader is a woman she may achieve a more sympathetic dialogue with a female rather than a male representative.
1. On-going liaison
161. Having established initial contact with leaders, how should on-going liaison be organized? Walton mentions the need to have both formal and informal in-depth meetings with leaders.(102) Indeed, extensive contact is required to build up trust and the possibility of meaningful dialogue over programme aims, especially where the agency decides to work with the existing structure. In this case, it is probably advisable for agency staff to meet with leaders as regularly and as often as possible. This is, first, because the leader will feel he is actively included in the programme and may develop a commitment to it, and secondly, because it will allow the implementing agency to maintain a watch on the leader's activities with regard to the handling of funds, accuracy of announcements to the community, and so on. To a certain extent it is also important to build up some kind of identity with leaders, since the scope for cooperation in certain cultural contexts may be affected by the size of the socio-economic divide between leaders and agency staff.(27) This problem was recognized in the Saemaul Undong Movement in the Republic of Korea, where leaders were given certain privileges such as free postage and the opportunity to travel to Movement conferences and projects in an attempt by the State to indicate their appreciation of leaders' efforts and responsibility in programme implementation.(11) However, there are likely to be problems over balancing the need for the agency to stimulate some kind of identification with leaders and going so far that the leader becomes resented by the community, especially where community members do not feel they have been sufficiently involved. For example, in Ibadan, Nigeria, students from the African Regional Health Education Centre nearly alienated residents from an incinerator project established with the cooperation of the local Parent-Teacher Association. They spent too much time discussing project initiatives with teachers, rather than with ordinary community members.(12)
162. Again, the location of these meetings should normally be on "neutral" territory near or within the settlement. Regular meetings within the agency headquarters or district office will give the appearance of a "summons" from on high and would be counter-productive.
2. Leadership compatibility with project aims
163. It is not always possible at the start of a project to predict the likely outcome of leader involvement, but over time it should become more apparent whether leaders are assisting the community-development process. It is up to the agency to look out for warning signs and to react to them sensitively. Relevant issues here would be to evaluate whether the programme is benefiting all sectors of the community, and whether the agency's objectives are being upheld over and above the personal interests of the leader. It might be useful to set up an on-site project "suggestions" department staffed by lower-level agency personnel where initiatives and grievances can be registered confidentially. If leaders are working to the detriment of programme objectives, the agency should devise means to reduce the impact of that individual's influence on the project. This might, for example, take the form of facilitating greater collective responsibility among ordinary residents by setting up sub-committees for specific branches of the programme.
C. Working with existing structures or creating new ones
164. In sites-and-services schemes, when residents have had no previous contact with one another, external agencies have to encourage the creation of a community organizational structure. However, in most upgrading schemes where leadership patterns already exist, the agency has to decide whether to work with, or independently of, the existing structure. This section identifies the principal problems and advantages of different approaches and recommends appropriate steps for implementing agencies to take in various contexts. The point is that it is not the role of the agency to deform existing leadership, but it is reasonable for them to facilitate a more community representation/collective style of leadership if existing leadership poses serious obstacles to programme success. Indeed, it has been argued that formal leadership patterns are perhaps more easily changed than most other aspects of the local social structure.(27)
165. On balance, working with existing leaders is recommended except where they are: (a) highly exploitative; (b) where the majority of residents desire a change in leadership; or (c) where leadership may abuse project resources to the extent that certain groups within the community are excluded from programme benefits. How the agency reaches a decision will depend on its evaluation of leadership which itself requires close observation and analysis.
1. Working with existing leaders
166. The previous chapter drew attention to the pitfalls and advantages of working with existing leadership. Drawbacks of working with self-interested authoritarian, traditional or political leaders include delays in programme implementation, subjugation of the community in favour of personal priorities, and/or limited representation of minority groups within the community.(76,102,108) When the agency works with these kinds of leaders it is in effect legitimizing and reinforcing traditional patterns of inequality. However, despite these difficulties, several authors advocate working with and through existing leaders.(76,89, 109) Not only are existing leaders often popular, but they may also be highly motivated for communal activity.(109) In many respects, strong, representative leaders make the job of the external agency easier since responsibility for stimulating interest and encouraging support and commitment amongst residents will lie with someone who can draw upon trust and loyalty built up over a number of years.(106) However, where leaders abuse the trust and responsibility vested in them by the agency, staff should act as quickly and decisively as possible in order to save the programme from further deterioration.
167. One response aimed at reducing leader monopoly is to encourage leaders to accept other forms of representation within the community.(41) The agency should try to promote a shift towards more collective responsibility for the project without initially arousing the suspicion of leaders. For example, it might ask the leader's approval for a training programme in management and administration for community residents. A move like this would indicate that the agency still respects the leader since it requests his or her permission to go ahead with it, but at the same time it will initiate a process whereby other residents could gain a foothold in programme management. This would have to be played down to an extent that existing leaders would not feel they were being betrayed or ousted. Another way is to introduce development staff from outside the community. Professional community development workers were introduced successfully into the Lusaka project.(45) In Botswana, a woman agency worker was placed in a rural community development project and had a fairly harmonious relationship with the existing council of elders.(106)
168. However, if introducing more collective forms of leadership or outside control proves very difficult in certain settlements, other methods of reaching those residents excluded from the project should be devised. For example, to cope with the fact that women were normally excluded from community decision-making in Oke Foko, Ibadan, students from the African Regional Health Education Centre visited women in their homes to find out their opinions about the project.(12) If traditional leadership patterns are markedly hierarchical and/or exploitative, the agency should also carefully consider whether the project itself in its existing form is likely to modify those structures or reinforce them. If the latter is true, it might he hefter to change the project radically, if not abandon it altogether and start again with an alternative structure.
169. Another, if rather extreme, action would he to shift agency support firmly behind a rival leader and to encourage residents to support him or her. Once again, full reasons for the move should be given publicly and openly by the agency in order to minimize unfounded rumour and speculation. This approach represents a considerable risk for the agency and should usually only be employed as a last resort.
2. Creating, new structures where other structures already exist
170. The drawbacks of creating new structures alongside existing ones are mainly that they usually arouse opposition from existing leaders.(103,108) Furthermore, where leadership patterns are determined by cultural and historical influences, residents may not recognize or respect new leaders.(76) In Awgu, East-Central Nigeria, for example, local people only respected project workers who were "sons of the soil".(64) When leaders come from outside the settlement and have attachments elsewhere, the programme may collapse when they leave the project (76) - although this can also happen when charismatic leaders come from within the community.(80) However, the main advantage of setting up a new structure for the specific purposes of the project is that it may facilitate a more equitable distribution of benefits to the rest of the community.
171. In order to ensure that resistance from existing leadership structures is not too intense, a low-key role should be adopted when setting up an alternative structure. It is also perhaps wise to establish a collective or committee-based leadership structure rather than using individuals, so existing leaders do not feel they are being personally slighted or replaced by other people.
172. One "discreet" tactic for introducing new project-specific community structures is to work through those groups in the settlement which normally have only a limited role in local decision-making, and therefore do not greatly undermine existing leaders. For example, in some cases, women could be used to implement agency objectives without stimulating an undue amount of hostility from existing (male) leaders. In many traditional communities, there is a custom of separate but complementary men's and women's organizations.(55,65) Not only are women "closer to the community" than men and thus probably better- equipped for involvement in local development projects, but involvement also provides them with skills that can be used elsewhere, for example, in income generation. Over time, the experience derived from women's active inclusion in specific project-related activities can develop their willingness and capacity to occupy leadership positions, as has been the case with the katiwalas (primary health care workers) of the Philippines,(7) and in an integrated community development programme in Guayaquil, Ecuador.(90) The key point here is that, at the outset, existing leaders do not feel threatened since they will not perceive any competition from what are regarded as weaker groups.
3. Creating community organizational structures where none exist
173. Creating community organizational structures in sites-and-services projects is often problematic since there is little "community spirit" among beneficiaries and "natural" leaders will not have had a chance to come to the fore. The three main issues that agencies have to confront in this instance are:
(a) What are the optimum leadership structures in the project context?
(b) How should one identify potential leaders?
(c) How should community organization and leadership for the project become operational?
174. With regard to deciding which kind of leadership structure would be most appropriate for the project, agency staff must draw on both previous experience and the opinions of community members. People will have different needs and expectations of leadership in different cultural contexts and it is the job of the agency to find out what kind of structure would be most effective in that situation. On the whole, agencies should opt for creating a collective and/or rotational leadership structure whereby responsibility is shared between many members of the community and particularly by key representatives of minority factions. While a collective, committee-based style of leadership may have drawbacks in terms of either slowing down the decision-making process (in order to account for extensive discussion and reconciliation of a wider number of opinions), or reducing the positive impact of individual psychological factors, such as charisma and dynamism, at least the excesses of a monopoly by an individual leader, such as personal financial gain and unrepresentiveness, may be minimized. Sociometric techniques, such as those described in the section on identifying leaders, could be used to single out local people who might make a success of leadership or committee work.
175. The actual establishment of a community organizational structure should probably be largely left to the residents themselves; otherwise it may seem that the structure is being imposed from outside and therefore not be a good basis for future community participation. However, the agency should provide some kind of building which could be used as headquarters and also oversee elections to ensure fair play and prevent the emergence of self-imposed leaders.
D. How to respond to changes in leadership resulting from intervention
176. How should agencies respond to the side-effects of project intervention on leadership structures? Several difficulties can arise from leader involvement in community development projects, but probably the two most important are: (a) the reinforcement of socio-economic differences between leaders and the majority of residents; and (b) progressive alienation of the leader from the rest of the community, which is in part related to the above. The example of Mathare Village 2 in Nairobi is an illustration of the first point. Here leaders ended up with considerable financial benefits by using the support of the agency effectively to exploit the rest of community.(88) With regard to the second, leaders may become distanced from other residents because of a psychological divide created by their position itself. Individual leaders are a priori in some sense different from other residents. The leadership position demands a code of conduct that is possibly paternalistic, disciplinary or authoritarian.
177. Over time, residents' attitudes towards the leader can become distorted by their perception of what the leadership role means rather than who the person occupying that role is. This latter problem is very difficult for agencies to deal with directly, although if they deliberately seek to gain leader identification with themselves rather than the community, they must recognize that they are likely to intensify what is perhaps anyway an inevitable process of alienation. One way of combating this tendency may he to institute a system of rotational leadership, whereby responsibilities are shared by different individuals over time. However, this may have equally unfavourahle repercussions in teens of continuity. With regard to direct abuses of leadership positions. such as financial gain, internal "checks" may have to be established to prevent this leading to project failure and the alienation of the community from the institution. The agency must not play a formal disciplinary or watchdog role, but it could try to help the local community members to supervise leadership themselves. To an extent the dual system of traditional and New Community leaders achieved a degree of balance and control "from below" in the Saemaul Undong Movement in the Republic of Korea.(11) In Mexico, areas of communally-farmed agrarian land, known as ejidos, consist of two committees: one, an executive committee (Comisariato Ejidal) which is charged with overall management and decision-making on the ejido, and a second watchdog committee (Comite Vigilancia), whose job it is to oversee the former. This is a quite commonly accepted dual structure of organization in Latin America.
E. How to respond to other external institutions which try to contact leaders
178. Finally, there are severe risks involved in the process of opening up communities to intervention in the sense that other external institutions may try to take advantage of the opening created by the agency. For example, a political party or rival agency might try to foster support within the settlement through the leader, resulting in confusion for residents. Sometimes this may be solved by direetor-director negotiations, but it is difficult where institution heads represent different power groups. Other, more practicable alternatives include the agency following a policy of honesty and widespread dissemination of information from the outset. If people are kept informed of what the external institution is, or is not, doing, at least there is a chance of minimizing the risks associated with misinformation. Furthermore, if the agency adopts a policy of contracting staff from within the community then it is more likely that ordinary members will believe reports from them rather than feeling they have to rely on less than fully trusted agency personnel or leaders. Of course. in some instances, a leader may be coopted by another institution to the extent that the project is unworkable. In this case, agency staff should make sure that they have kept channels open for approaching leaders of other factions who may be more willing to cooperate on behalf of the community.
F. Some concluding remarks
179. It is important to note that the issues of agency-leadership interaction which have been raised in this report are points for consideration rather than policy prescriptions. Institutions involved in community development should take into account the issues addressed in chapters II to VI, attempt to understand the structure and function of leadership in different cultural contexts, and make informed decisions about how to proceed on the basis of chapters V and VI. and decision-making in low- income communities. One of the main problems in preparing this document was that there was little specific information about leadership in the literature, and even less analysis and interpretation of leadership functions, or accounts of past experiences. Therefore, UNCHS (Habitat) would benefit from, and appreciate, feed-back to this report.
181. The hope is that a wide range of agencies will give greater consideration to the question of the nature of leadership structures in different cities in terms of its emergence, its links to the wider governmental and political apparatus, its basis for legitimacy - in short, the various issues that have been discussed in this report. UNCHS (Habitat) would also welcome written evaluations of how agency staff have fared in their interaction with leaders; of techniques that worked well; and, equally important, of the failures and errors that were made; the outcomes of those failures; attempts to rectify them; and again, success or failure. UNCHS (Habitat) will not divulge information that will allow identification of these agencies, unless specifically authorized to do so.
182. The DANIDA/UNCHS Training Programme for Community Participation in the Improvement of Human Settlements is engaged in establishing courses and training activities for project staff, managers, community leaders and residents of upgrading settlements and sites-and-services schemes. In order to carry this out effectively a clear understanding of the communities and the role of their leadership is essential. This report is part of a more general attempt to reach such an understanding. The feedback which is sought can only make this attempt more successful.
Contact address:
DANIDA/UNCHS Training Programme for Community
United Nations Centre for Human Settlements (Habitat),
P. O. Box 30030,NAIROBI,Kenya


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Sex Trafficking Alaska in Action: Terra Burns of Community United for Safety and Protection (CUSP) in Juneau.
Public Testimony for HB 112 Thanks to [public] letters of support for House Bill 112, which will make it illegal for police to sexually penetrate or have sex with people they are investigating, it has been scheduled for a hearing on Tuesday March 14th at 3pm in [Juneau, Alaska] House State Affairs.
Pennsylvania Supports House Bill 112
Dear Representative Claman -Thank you for drafting Alaska H.B. 112, an effort to end allowing sexual interaction between police and sex trafficking… Full text.
Alaska House Bill 112 / Senate Bill 73
- Haven't written a letter of support for HB 112/SB 73 yet? Do it here.
CUSP is busy in Juneau! You can watch a lot of what they've done by following the links:
- CUSP testimony on Alaska SB 54
- Dr. Alix Lutnick, author of Domestic Minor Sex Trafficking came to the Capitol to educate the legislative community about policy around sex trafficked youth.
CROWDRISE to Support CUSP:
- Your donations are seriously needed to keep CUSP in Juneau doing this important work. Click here to donate!
Wondering why I care about Alaska when I live in Pa? Besides similar realities in our region which we – as workers and also survivors – need to learn how to address since our representatives do not include us in General Assembly research findings or affiliated legislative process, I was in Alaska observing – and experiencing first hand – the civil and human rights violations addressed in CUSP and allied testimonies and senate presentations.
Best wishes, Terra, for success with your CUSP / community efforts in Juneau. – X M
"Leave safety behind. Put your body on the line. Stand before the people you fear and speak your mind–even if your voice shakes. When you least expect it, someone may actually listen to what you have to say. Well-aimed slingshots can topple giants."
–Maggie Kuhn. Activist for human rights, social and economic justice, global peace, integration, urban renewal, and an improved understanding of mental health issues.


text: Attollo (Latin: Rise Up) is a forward-thinking, yet historically informed organization that unifies high school students from all backgrounds to build a pipeline of diverse leaders. Through educational empowerment, we aim to play our part in ensuring a world whose fabric has been rewoven with threads of equity and inclusion. Current Attollo Scholars School Partners Alumni Student Hours Learn More Subscribe to our email list to receive updates on programming as well as upcoming events. Success! First Name Last Name Email Subscribe


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By Vann Marlo M. Villegas, Reporter
THE DEPARTMENT of Health (DoH) expects more coronavirus infections by mid-January as testing laboratories become fully operational after the holidays.
Some labs failed to submit data because these were closed during the holidays, Health Undersecretary Maria Rosario S. Vergeire told an online news briefing on Monday. Fewer people also got tested last month, she added.
Average laboratory submissions during the holidays fell to about 22,000 from 36,000 daily, she said.
"We are expecting, if and when this surge really happens, that it will materialize in mid-January," Ms. Vergeire said in mixed English and Filipino.
She said that positive cases nationwide during the holidays dropped by 5%, while cases in Metro Manila declined by 4%.
"We expect normalcy to come back and we will witness a real trend in the number of case because all laboratories will become fully operational starting today," Ms. Vergeire said.
She also said DoH suspended the license of one laboratory for failing to submit coronavirus test results. "We were able to suspend the license of one of the big laboratories last Dec. 29 because of its continuous noncompliance with our reportorial requirement."
She added that four other laboratories could face similar suspensions. She did not identify the labs.
DoH reported 959 coronavirus infections on Monday, bringing the total to 478,761.
The death toll rose to 9,263 after six more patients died, while recoveries increased by 26 to 448,279, it said in a bulletin.
There were 21,219 active cases, 81.7% of which were mild, 7.9% did not show symptoms, 6.4% were critical, 3.4% were severe and 0.57% were moderate.
Quezon City reported the highest number of new cases at 73, followed by Davao City at 70, Rizal at 58, Agusan del Sur at 44 and Laguna at 41.
DoH said five duplicates had been removed from the tally, while one recovered case was reclassified as a death. Three laboratories failed to submit their data on Jan. 3, it added.
Meanwhile, DoH urged local governments to work with the National Government in procuring and deploying coronavirus vaccines.
Ms. Vergeire said only the National Government can order vaccines that were given emergency use authority (EUA) by the local Food and Drug Administration (FDA).
"We urge local governments to work with us, because we can pool the funds and the National Government can procure and we can have an effective distribution system," she said.
The city of Manila has started a pre-registration for free vaccines, allotting P200 million, while Makati City has allotted P1 billion for free vaccines, while San Juan City has allocated P50 million, according to news reports. Pasig City Mayor Victor Ma. Regis N. Sotto said the city had allocated P300 million.


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614 Torrington Dr – Demolition is Done
Just a tip to remember for you home-gamers, destruction is always easier than construction. You may want to remind me of that when I start complaining of how slowly we are going putting this place back together!
The 30 yard debris box arrived, and we promptly managed to fill it up and ask for another; which by this writing is basically full as well believe it or not. But the transformation is already starting to take place.
The sun room is gone, the metal storage shed is gone, and the kitchen is out. All the owner belongings have been donated or thrown away, and we've taken out all the "junk".
As we were pulling apart some of the gutters outside, we discovered a bird family being raised in one gutter so the crew transferred it to the roof and even covered it so the birds could continue at peace. I'm proud to say that just like in the movies, no animal was harmed in the remaking of this Eichler!
Categories: 614 Torrington Dr, Eichlers for Sale in Sunnyvale


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Notice something weird about DesignsFauxReal.com? This site selling counterfeit luxury goods is 100% fake. It was designed by the ad agency KraftWorks for U.S. Immigration and Customs Enforcement, the U.S. Department of Homeland Security, and the International Anti-Counterfeiting Coalition, a nonprofit.
It's impossible to buy anything on the site — but the product descriptions are pretty amusing. A Lacoste polo shirt is described as "LOOK! Low quality, counterfeit product. On closer inspection, alligator may resemble a tadpole." Next to the "Buy Now" button is a friendly reminder in bright red letters: We're anxious to collect all of your credit card information!! The site warns of credit card fraud and identity theft, which can be a risk of transacting with sites that sell counterfeit luxury goods, and warns that many counterfeiting rings sell goods produced with child and slave labor and are associated with organized crime and sometimes even terrorist groups. The site "is completely fake and made to both scare and amuse people," says Neil Kraft of KraftWorks.
Though counterfeit goods are still regularly seized at U.S. ports and at the point of sale — it was reported just today that $14.1 million worth of fake Hermès products were seized by authorities in Los Angeles this week — the battle against fakes has largely moved online. The Web sites that offer fake products are mostly run from China, making it much more difficult for U.S. authorities to combat the trade in counterfeit goods. When a company whose intellectual property has been infringed wins a lawsuit against such retailers, the judge typically orders the seizure of the domain names involved — sometimes hundreds of domains per case. Kraft says the idea is for those seized domains to redirect to DesignsFauxReal.com. The company also took a leaf out of the counterfeiters' book and bought some Google ad keywords: "our site is supposed to show up on Google if you type 'fake [brand name] handbags,'" says Kraft. "Notice the fake pop-up if you try to leave the site."
DesignsFauxReal.com Raises Awareness About Online Fakes [WWD]


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This is the other piece I did earlier, another of that deck I'm now calling the World Goddess Oracle. It's of Vanth, an Etruscan underworld Goddess Who was often depicted on tombs and sarcophagi carrying a torch to help guide the souls of the dead. Because that's what Her presence signified, that someone's death was near. She is, however, a neutral force. She does not bring death, I don't think, but is there to guide the spirit on its new journey.
Here she is:
I've depicted Her in a very typical pose from one of the Etruscan tombs, where She is shown on one side of a door.
Saturday, August 31, 2013
Posted by Thalia at 2:29 AM 3 comments:
Labels: Goddess Oracle Deck, Vanth, World Goddess Oracle
I suppose I should let everyone here know that Sir Isaac Mewton has died, since I mentioned it earlier. He died the Monday before last, in the early morning. He had been up and walking around as late as that Friday, but declined over the weekend.
He was a good, good, kitty.
He was a good, good, kitty.
Posted by Thalia at 2:23 AM 2 comments:
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Lives meet. Hearts crash.
Now available for the first time on DVD, Grandview, U.S.A. joins together unforgettable stars in a quirky romantic comedy set in a town like no other. Golden Globe award winner Jamie Lee Curtis is Michelle "Mike" Cody, proprietor of a demolition derby. Three-time Golden Gold nominee Patrick Swayze is her star driver "Slam" Webster, who's just as fast as he is reckless. Everything changes when recent high school graduate Tim Pearson (C. Thomas Howell) crashes into their lives, leading to an unlikely romantic triangle with hilarious and heart-wrenching consequences. Randal Kleiser, the director of Grease, unties a brilliant cast of familiar faces including Jennifer Jason Leigh, Troy Donahue, John Cusack and Joan Cusack. Together, they make ~~Grandview, U.S.A. the kind of place you never want to leave.
- Length
- Rating R
- Released:
- Added Jul 19 2011
- Production Year 1984
- Empire SKU 1581177
- UPC Code 097361437644
- Studio Paramount Pictures
- Packaging Keep
- Number of Discs 1
- Disc SS-DL
- Subtitles English
Features Not Specified
- Audio
English Dolby Digital Stereo
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Widescreen 1.85:1 Color (Anamorphic)


text: While traversing a deep, narrow ravine, the traveling companions discovered an anomalous opening in the face of one wall. The dimensions of the passage were oddly uniform— not the result of natural erosion processes. The light from outside quickly dimmed to a murky gloom. "Should we proceed with documenting this passage?" asked one. "No," replied the other. "My batteries are not fully charged. Let's get into the sun so we can fully charge and then return."


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What Tools Did the Colonial Cooper Use?
Colonial coopers used an abundance of carpentry tools to cut and shape wood. These included a variety of saws, knives, pincers and tongs, bladed tools such as the adze, billhook and froe, as well as augurs and mallets. To support or shape the wood, they used blocks, a jointer, a shaving horse, windlass, slings and tackles.
Coopers make staved vessels out of wood bound with hoops, such as barrels, buckets, casks and tubs. Coopers often use hand, crescent and whip saws in their work, and they carve and shave the wood though the use of a planing tool, as well as with knives such as the drawknife and cleaving knife.
Colonial coopers specialized in various types of containers. Dry or slack coopers made vessels to contain dry goods such as tobacco, fruit, vegetables, cereals and nails. Tight coopers made containers designed to keep out moisture for more sensitive products such as flour and gunpowder. White coopers made straight containers meant to be used in households but not shipped, such as butter churns, washtubs and buckets. Wet coopers crafted casks for transportation and storage of liquids such as beer, wine, rum, cider and molasses.
In colonial times, the craft of coopering was learned during an apprenticeship of seven years. During this time, the apprentice would normally sleep in the workshop, called a cooperage, and learn by example of the master craftsman. In some parts of colonial America, there were more coopers than practitioners of any other profession. One of the first exports from the colonies were barrels made by coopers. Casks and barrels were in such a high demand that many plantations had slaves who had learned how to be coopers. Farmers would earn extra money by clearing their land and supplying coopers with wood fit for barrel staves.


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Staff Directory
Seattle Historical Sites
New Search
Summary for 4311 14th AVE / Parcel ID 3959400240 / Inv #
Historic Name:
Common Name:
Beacon Hill
Built By:
Year Built:
Built in 1928, the building was owned by F. Cameron. Daniel Massilotti occupied the building by 1938. The Massilotti's resided in the building through 1961. William Pizzello bought the house in August of 1962 for $16,500. George R. Stilnovich purchased the building in May of 1966 for $18,950 and remained in the house through 1968. P. C. Gaylord bought the building in December of 1971 for $25,500. A neighborhood of Italian immigrants and their businesses developed in the North Rainier Valley and northeast Beacon Hill. Starting around 1900, Italian immigrants came to Seattle to work in coal mines and as construction laborers and farmers. The Italian immigrants may have settled in this area because of its inexpensive housing, convenient location near downtown, and potential for small farm plots in the North Rainier Valley. This neighborhood, which became known as "Garlic Gulch" or "Little Italy," centered on South Atlantic Street and Rainier Avenue South. In 1915, about 200 families lived in a 90-square-block area along Rainier Avenue from Lane Street on the north to Mount Baker Park on the south. Many Italian-owned businesses were located in the area, including food imports, Borracchini's Bakery, Oberto Sausage Company, produce stands, grocery stores, a nursery (Malmo's), drug stores, and other shops. Our Lady of Mount Virgin Catholic Church at 1531 Bradner Place South, built in 1913, was the hub of the Italian community and operated a Catholic School that offered Italian lessons. Most of the remaining structures in the Italian neighborhood were razed during construction of I-90 in the 1970s and 1980s. Beacon Hill is a long north-south tending ridge located southeast of downtown Seattle and stands 350 feet at its highest point. The hill's steep topography deterred substantial Euro-American settlement through the early 1880s. Then, development of the area was stimulated by the introduction of streetcar lines in the 1890s, its proximity to Seattle's main industrial area to the west, and the regrading of the hill's north end in the early 1900s. Originally acquired by the City in 1898, Jefferson Park was integrated into Seattle's Olmsted system of parks, and the Olmsted Brothers prepared a plan for the park in 1912. The first public golf course west of the Mississippi opened at Jefferson Park in 1915. Jefferson Park has exerted a profound positive influence on the development of the Beacon Hill neighborhood. Because of its proximity to the International District, Japanese and Chinese families moved to Beacon Hill starting in the 1920s. World War I and II stimulated a surge in housing development associated with wartime industry. The construction of Interstate 5 in the 1960s and Interstate 90 in the 1980s sliced through the neighborhoods and contributed to Beacon Hill's relative isolation. Today, Beacon Hill is an ethnically diverse working class community, which has a mixed Asian, Chicano, African American, and Caucasian population.
Built in 1928, this modest, Tudor Revival style, single-family dwelling stands on a rectangular lot. The building is oriented to Fourteenth Avenue South on a flat site above street level. This 1302 square foot, one-and-a-half story house with a full basement features a rectangular plan, measuring approximately 43' by 27', with a small front stoop. A poured concrete foundation supports the wood frame, brick-clad superstructure. Asphalt composition roofing covers the cross gable roof. Flush gables with bargeboards and flush eaves define the roofline. Wood sash multiple-pane windows with flat arch brick headers provide day lighting. A short flight of stairs leads to the front entrance. A brick pier supports the extended roofline over the stoop. A brick chimney services the building.
Detail for 4311 14th AVE / Parcel ID 3959400240 / Inv #
Yes - Inventory
District Status:
Brick, Brick - Clinker
Concrete - Poured
Roof Type(s):
Roof Material(s):
Clay Tile
Building Type:
Structural System:
Balloon Frame/Platform Frame
No. of Stories:
one & ½
Unit Theme(s):
Changes to Windows
Changes to Plan
Changes to Original Cladding
Major Bibliographic References
City of Seattle DCLU Microfilm Records.
King County Property Record Card (c. 1938-1972), Washington State Archives.
Polk's Seattle Directories, 1890-1996.
City of Seattle. Survey of City-Owned Historic Resources. Prepared by Cathy Wickwire, Seattle, 2001. Forms for Ravenna Park structures.
Tobin, Caroline. (2004) "Beacon Hill Historic Context Statement."
Nicandri, David L. Italians in Washington State: Emigration 1853-1924. Olympia, WA: Washington State American Revolution Commission, 1978.
Roe, Nellie Virginia. "The Italian Immigrant in Seattle," Master of Arts Thesis, University of Washington, 1915.
Photo collection for 4311 14th AVE / Parcel ID 3959400240 / Inv #
Photo taken
© Copyright 1995-2022
City of Seattle
Privacy and Security Policy
App v


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This week's IPO of Beyond Meat (BYND) was a flashback to the dot-com boom as the company's shares soared 167% on its debut. The valuation: a hefty $3.8 billion.
Even more impressive is that Beyond Meat is, well, a food company (it develops plant-based meat products) and the sales for 2018 were only $87.9 million (and yes, the company has yet to post a profit).
But then again, Beyond Meat is a New Age food company that is disrupting a massive industry. Keep in mind that the global spending is roughly $1.4 trillion.
So how did the founder and CEO -- Ethan Brown – pull this off? What are the lessons for disrupting an industry?
Let's take a look:
Mission-Based Focus: In his shareholder letter, Ethan writes: "Beyond Meat's story begins on farmland. Through my father's love of farming and the natural world, my urban childhood was interwoven with time spent on our family's farm in Western Maryland where we were partners in a Holstein dairy operation. As a child, I was fascinated by the animals surrounding us: the companions at our sides, the livestock in the barns and fields, and the wildlife in the woods, streams, and ponds. As a young adult, I enjoyed a career in clean energy but continued to wrestle with a question born of these early days: do we need animals to produce meat? Over the years, the question knocked more loudly and I set out to understand meat."
Having a story is critical. It's a way to get investors excited, inspire employees and to build loyalty with customers.
But Ethan's story was more than just making healthy food that's tasty. Through his research, he realized that his product has a positive environmental impact, such as with 90% fewer greenhouse gas emissions, 99% less water, 93% less land and 46% less energy. Oh, and there is also the benefit of animal welfare.
As a testament to Ethan's vision, his company has amassed 1.2 million followers across social media and newsletters as well as 9.9 billion earned media impressions in 2018.
Market: When it comes to mission-based companies, there is always the issue of focusing on niche opportunities. For example, with plant-based meats, the market for vegetarians and vegans is less than 5% of the US population.
This is why one of the key strategies for Ethan has been to market to meat-loving consumers. Interestingly enough, he requests that his product be sold in the meat case at grocery stores.
Investors: Selecting the right ones is absolutely essential. To this end, Ethan received investments from top VCs like Kleiner Perkins Caufield & Byers and Obvious, which have deep experience with scaling startups.
But Ethan also looked to investors – like Bill Gates, Leonardo DiCaprio and Seth Goldman (the founder of Honest Tea) -- who are influencers that can evangelize his story.
Product Innovation and Distribution: Getting this balance right is challenging. It's common for companies to emphasize one over the other.
But so far, Ethan has been able to manage the process. When he founded the company in 2009, he started in a small commercial kitchen and experimented with different recipes. He also sought the help from researchers at the University of Missouri's Bioengineering and Food Science Department at the College of Agriculture and Natural Resources and faculty and students at the University of Maryland's Nutrition & Food Science Department. Ethan wanted to make sure his product was amazing, which would create a flywheel with distribution.
His first major partner was Whole Foods. Then over the years, he was able to get buy-in from Target, Kroger, Del Taco, Carl's Jr., and T.G.I. Friday. Currently, there are about 30,000 distribution points across retail locations and restaurants.
According to the IPO prospectus: "[P]opular restaurants have approached us directly to carry our branded product, despite already carrying our competitors' products. This type of demand for our products has been a driving force in building strong ties with customers who have been continuously impressed by the impact our brand can make on their business."
Tom serves on the advisory boards of tech startups and can be reached at his site.


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I've been plugging away at my lonely skirt matchmaking project and have some things cut out, but it was feeling like work and you know I am a giddy butterfly that hates such things in my leisure time! So I needed some almost instant gratification- welcome Mccalls 7028. Another pattern that the tech drawing sells it.
The top has a slight mullet to the hem and I made sure that it wasn't a leggings/crotch view event- cuz thats just wrong, you know? I have to be careful with these styles- I keep thinking it would look lovely with my black floral DMs but that is a ticket to toddler town dressing with leggings if I'm not careful!
The fashion pic is very nice, but none of the hip detail shows at all. They could have at least mocked up the contrast version to give us a hint, right? Anyhoo. I like it. Hmm…swishy skirted, girly tunic. Of course I love it. I keep a box of cut out 'I will love this, make it and shush' patterns ready for my short attention span to take over. This was in it in a fabric that I'm not sure why I bought- the colors aren't my go-tos at all. Well, ok, it had tiny hidden Mickeys. What could I do but buy?
This will sound weird, I'm not saying I'm not a big girl, but I need to stop buying WOMENS patterns and just add tweaks to size 20 MISSES. I get swallowed in the added dimensions of a Womens pattern. I think I am a delicately framed fattie. I ended up scaling this down a good bit and tapering it. I have 2 basic alterations I never skip when I do without a muslin, which I admit, that I rarely do unless it's a very special fabric, pattern or scarey shape!
1- I angle the upper bodice in to remove a 1-2 inch wedge for my sloping shoulders
2- I remove about an inch from the height of one shoulder
3- Oh, look, I have 3- huh, well, ok, not 2…… I lower the back neckline about 1 inch.
I've been told by an industry insider that these are also the standard alterations another superstar uses! I have star quality!
Anyhoo. The angled fancy neckline on this pattern daunted me regarding my tucking of said neckline, so I thought I'd wing it and make a 'Gauderation' later. Sure enough, the neckline- it did gape like a tourist at a nude beach, so I did a cutesy tuck and decorative button recovery.
Other than this- I had no real issues and it is definitely a win for me. An easy to wear work acceptable top that is very comfortable. Now, this is obviously a black pants or leggings moment. But I feel like if I can keep the black to occasional statement piece wearing, I won't be giving in!
This week my photohusband and I are snot-plagued. These runny eyes will get no photo documentation, so I hope you forgive me for leaving you with Ms Holloways vague charms!
photo credits: pattern review, meadhawg. All images remain the property of their original owners.


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Lighting upgrades that do not occur in a building or structure, or a public space are 'non-building based upgrade activities' under the Victorian Energy Upgrades (VEU) program.
Non-building based lighting upgrades
Non-building based lighting upgrades eligibility
Non-building based lighting upgrades are lighting upgrades undertaken in a place, other than an upgrade undertaken in a building or structure under activity 34 or in a public space under activity 27 of the program. For example, a non-building based lighting upgrade may be undertaken on an eligible:
- private road
- public or outdoor space
- open air carpark
- sports field.
Find out about the program requirements for creating Victorian energy efficiency certificates (VEECs) for non-building based lighting upgrades (activity 35).
See the activity resources tab on this page for a detailed activity guide for the program requirements for creating Victoria energy efficiency certificates (VEECs) for non-building based lighting upgrades, together with supporting documentation which must be completed for this activity.
Get involved
If you are interested in undertaking building based lighting activities you can either:
- work with an accredited person who is accredited to undertake non-building based lighting upgrades
- apply for non-building based lighting activity approval (see resources tab).
Find out more about your obligations as an accredited person and how to create VEECs in the VEU registry.
Get lighting products approved
Any product installed as part of this activity must be listed on our Register of Products at the time of certificate creation.
Go to the product applicants page for information on how to apply for a product to be listed on our register of products.
Activity resources
Use following documents only for activities undertaken under the 2018 VEET Regulations (i.e. for activities undertaken from 10 December 2018).


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You are here: Home > Information > Awards > MTV Movie Awards 1999
MTV Movie Awards 1999"Blowin'..."
By BCDavis
Carreyholics finally got to watch the 1999 MTV Movie Awards, which were given out June 10, 1999 and taped June 5.
Jim Carrey was nominated as "Best Male Performance" for his portrayal of Truman Burbank in the dramatic film, "The Truman Show." Carrey won the MTV award for that category, as voted upon by viewers of MTV, via phone and the World Wide Web.
Carreyholics always look forward to the MTV Movie Awards, as Carrey is a favorite attendee. His acceptance speeches are always an enjoyment, and this year's was no exception. However, there was a major question circulating among Carreyholics leading up to the MTV Movie Awards ceremony:
As Carrey is currently filming his next comedy film in Vermont, "Me, Myself and Irene," would he be able to attend the ceremony should he win?
Fans were hoping he would indeed attend, especially if he won for "The Truman Show." Also, Carreyholics have been intensely curious as to what Jim Carrey looks like in costume for "Irene." As a few pictures have hit the Web, fans wanted to get a better look at the currently, often talked about "buzz cut" he sports.
Carrey effectively foiled fans' plans when he came on stage wearing a long-hair wig, long beard and moustache and tinted glasses.
Most fans weren't disappointed at all. As for me, I found it hilarious. The jibe at the Oscars was great, and the mention of just being himself - yet being hidden under that get-up as he said it was funny as all-get-out. But then, there I was, waiting to get a good look at the Rhode Island State Trooper influenced buzz-cut, and he comes out under all that hair! Thanks, Jim! I guess we'll have to wait until the "Irene" trailer is released.
Video: 1 © MTV


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A drone's eye view of the club taken this (Saturday) morning.
A drone's eye view of the club taken this (Saturday) morning.
Here are three of the videos we presented at the 2015 Glutton Christmas Party.
It's the Glutton Christmas Party
Glutton Club Reservations
Looking Back On 2015
Jonco has a drone and did a test flight around the club. ?The video shows the new fence that our neighbor installed that will necessitate the moving of the volleyball court nearest the fence. ?We will create a new next to the one court back there that will encompass the area now occupied by the golf green. ?Best when viewed full screen.
Here are links to the videos from the 2014 Christmas Party.
It's the Glutton Christmas Party ?? Pictures from last years Christmas party
2014 ? The Year In Pictures? ?? The year in pictures
Christmas Through The Years?? A look back at Christmases past
Celebration ? 50 ?? Remembering or 50th Anniversary Celebration weekend
50 Years of Gluttony ?? A variety of photos from the first 50 years of Gluttony


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'Project delays weaken our assets'
HIS Majesty the Sultan and Yang Di-Pertuan of Brunei Darussalam yesterday told the public sector to heighten its efforts to ensure that there are no delays and failures in implementing the government's programmes, as these can weaken the Sultanate's competitiveness in attracting foreign investments.
Delivering his titah in conjunction with the country's 27th National Day, the monarch said that public service is the machinery and facilitator for the government to chart development.
The scope and level of demands from the public have increased, the monarch said, adding that public service has to keep up with such expectations on speedy and effective implementation of policies.
"Civil service is responsible for identifying any existing weaknesses, and to prepare mechanisms on how to solve them," said the monarch.
The benevolent ruler added: "Delays and failures in implementing the government's programmes by right must not happen, because they have a high risk of weakening our competitiveness in attracting foreign investments."
Brunei already has its own strengths, amongst them are peace and political stability, and a steady economic base blessed by Allah (SWT), said the monarch.
"These have become our important assets in attracting more foreign investors to come to our country," His Majesty added.
"The only thing left (for Bruneians to do), is to know how to maintain and protect them (the assets)."
His Majesty called on all parties, both from the public and private sector, to act in concert to preserve these invaluable assets.
"InsyaAllah, these efforts will not only boost the confidence of foreign investors, but also enable us to sustain the nation's prosperity," the monarch said.
His Majesty also underscored the importance of investing in human capital through education.
"For a small country with a small population, we need citizens who are highly educated and possess strategic skills."
It is for this reason that the country erected schools, training centres and higher learning institutes, not neglecting to award scholarships to more qualified students as the main investment in improving human capital, His Majesty explained.
The ruler also called for a change in Bruneian's overall mentality and attitude to start practising moderation in enjoying the government's subsidies.
His Majesty added that Bruneians must have balance in acting and thinking, by being thankful and knowing how to optimise the benefits, without being wasteful and abusive.
The pious ruler also reminded Bruneians to remember Allah (SWT) in celebrating the country's national day.
"Don't we want to go back to that historical moment of our independence proclamation during which we glorified Allah in it? Together we pronounced "Allahu Akbar" with the intention of obtaining the Almighty's blessings and protection," the king said.
This intention has been met with 27 years of independence that has proven fruitful and productive for the country, His Majesty added.
Finally, the monarch asked Bruneians to continue to pray for the country's everlasting protection and blessings from Allah (SWT).
The Brunei Times


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Museum of Capitalism
Competition organization: Museum of Capitalism, California, U.S.A.
Year: 2016
Project: Mattia Darò
Project Statement
The capitalism now is spreading all over the world.
The idea for the museum is not to choice a specific place but to do a museum/cruise that can arrive in any country with the sea.
To visit the museum there are two possibilities:
1) get on the cruise and make a trip above the boat, for an immersive visit.
2) have a short visit when the boat stops in a city harbor.
Entering in the boat you will enter in a country of nobody, receiving a new identity, a fictitious name, and you will automatically accept the new social rules (a sort of game, as the David Fincher movie "The Game"), accepting behaviors often linked to the capitalist activities not allowed outside as the possibility to kill the others (as in the Elio Petri movie "The 10th victim"), or for some sexual transgressions between persons unknown with masks to remain anonymous (as the swingers club in Stanley Kubrick "Eyes Wide Shut"), or for the consumption of each type of drugs (as the "squid", the illegal electronic device as a new form of drug in Kathryn Bigelow movie "Strange Days") or strange monsters or iconic myths, as cult movie characters living in the areas (as in a mix between a Tolkien story or a hollywood party).
The boat is organized as an old modernist hotel or a cruise ship (show rooms, casino, entertainment areas with exhibit or events equipments or private rooms for visitors cruising).
The structure is based with 4 stairs/pillars that support the different slabs ribbed, a sunscreen system characterizes the façade.
ENJOY in the museum/cruise of capitalism!


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Beth Levine
Restaurant News
Early Morning Fire Damages Heights Restaurant Presidio
Trend Report
What's the Deal with Magnetic Lashes?
The New Year
Houston Foodie Resolutions For a Better 2018
'Tis The Season
Where to Go to Get Your Eggnog Fix in Houston
Put a Fork In It
7 Trends We're Leaving Behind in 2017
Strike a Pose
5 Tips to Slay Your Holiday Photo Ops
Dining in Style
Want a Couture Dinner? Try These Six Chef's Tables
Shop Til You Drop
Collaborations to Die for This Holiday Season
Treat Yo' Self
Nails in Need of Low-Cost TLC? We've Got You Covered
Now Open
First Bite: Cactus Cove
Boozy Breakfast
It's Not Brunch Without a Bloody Mary
Blowing It Out
Cream Soda Blonde and Other Fall Hair Trends to Try Now


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How to Protect Yourself from Identity Theft Online
Identity theft is a huge problem nowadays. Only in the United States, more than 9 million people per year are affected by this issue. The number is much higher if we include the rest of the world. Due to the social media, online shopping and chat providers, losing your identity is more than just possible. You never know when this may happen, so protecting yourself is a must. Here, we will help you by teaching you about precautions, apps, and services you should use.
1. Antivirus software on your computer, tablet, and a smartphone
All of your data can be accessed by a computer, tablet, and a smartphone. Using these devices without antivirus protection will make you suitable for identity theft. In essence, antivirus protects them from hacking attacks, malware and tiny software that should steal your data. You can even use free antivirus software, such as Avast. Keep in mind that all your devices must be protected with it!
2. Use On Guard Online or equivalent programs
Identity thieves are constantly advancing, so it is important to stay ahead. Programs such as this, we have just mentioned are maintained by the government and they will teach you about the precautions you should take. All seminars are held online, but there are some in real life. The bottom line with this service is that you will actually be capable of complete private data protection. After just one seminar, you will see how many threats there are in your home.
3. Amazing Life Lock app
Life Lock is one of the best apps for identity theft victims. It is powerful, advanced and simple to use. In essence, all your private data will be secured, so a thief won't be able to access them. You will be alerted each time your account has been accessed, so you can take any action if needed. In addition, the app will also keep all of the data organized, making it easy to use.
4. Credit Sesame
The app is developed to monitor all your credit cards data and alerts you if there is something problematic with them. You can check it every day and you can use the app as long as you want. There are no specific limitations. A great addition is the tips implemented into the app. All of them are made to help you improve your protection every day. Eventually, you will completely improve the protection of your credit cards and make you immune to the online thieves. The app is small, practical and it can run on all smartphones.
5. Identity Guard app
The app in question is a completely different than the previous one. First of all, it is highly rated as one of the safest identity-protecting apps on the Google Play. It is simple but highly efficient. The main feature is account monitoring. In simple words, all identity theft victims are aware when their data has been stolen. The app will monitor all of your accounts and alert you if some unusual activity occurs. By knowing this, you can disable or inspect the account in question.
6. Checking the credit card account with Credit Karma
Credit Karma is an interesting app that doesn't require a lot of time to be used. It has been approved by credit biro and it is very popular across the planet. We liked the fact it allows you to keep track of all your credit card usages. You will have a complete insight in each transaction, each payment and etc. The best addition is the fact you have right to use this app free of charge. Yes, you can check all your credit cards on a daily basis. In addition, the app will alert you if the unapproved or increased expense is requested, making it perfect for parents.
7. Secure your Wi-Fi connection
Nowadays, we all have Wi-Fi routers and we all use this type of connection. Using it without password may be noble, but isn't really safe. The biggest problem is the connection between the router and your devices. Hackers and thieves can get access to all your devices through the Wi-Fi connection. The only way to protect it is to use a password. Make sure you choose the strongest password that cannot be hacked (it should include letters and symbols). Change the password, simply when a high number of people get it.
8. Anti-Theft Cerberus
There are a lot of apps on this principle, but this one is slightly different. The first advantage is in alerting you to fake hotspots. In a case your smartphone is stolen, the app will lock it and locate it. You can even send messages to your smartphone (communicate with the thief). All the private data on a smartphone cannot be accessed until you unlock the device. Let's add the feature that makes all logins secure.
9. Try Trusted ID
There are a lot of companies such as Trusted ID, but this one is a bit special. The first thing to remember is that the company is based on the high-security server and all the data is held under encrypted protection. In a matter of fact, you can even notice that the website requires as low info as possible. On the other side, the company will monitor your credit activity and check for various treats daily. If detected, you will be alerted, your credit cards protected, your private data re-checked and then secured. The bottom line is that they are useful, more than most of you believe.
10. Anti-theft-Secret Control
Anti-theft Secret Control app protects your smartphone in order to keep all your data secured. In a case you lose your device, it will help you locate it with the phone locator. It also features strong passwords and complete smartphone lock. The main benefit of the app is that it eliminates the risk of an identity theft through your smartphone. Important: Even when you delete private information of the smartphone, they can still be recovered!


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It's been 2 weeks since Microsoft released the new Skype for Business iOS app (https://blogs.office.com/2015/10/14/skype-for-business-ios-app-now-available/). This article answers common questions, summarizes the important points you need to know, and includes some tips to get the most out of it.
Basics you Should Know
- This is a one-way upgrade from the Lync 2013 iOS application. There is no going back. It replaces the Lync 2013 app in the Apple Store. It will co-exist with the Lync 2010 app if it is on the device.
- The version works against Skype for Business Server 2015, Lync Server 2013, and Office 365 Skype for Business Online.
- The app requires iOS 8.1 or later and is 121 MB (iPhone app).
- The icon is called "Business" as shown below (not to be confused with the consumer "Skype" app):
- The dial pad automatically adds a country code prefix to the number being dialled. This is determined by the regional setting on your device. You can manually use the backspace button to delete the prefix if need be.
- During the initial app setup you are asked to enter your Mobile Number. This is the number that will be used in the "Call via Work" scenario, or anytime that you to do make an outbound audio or video call by having the Skype4B server call you.
- If setting server-side client policies or need to identify this client in reports, the user agents are:
- iPhone: UCWA/18.104.22.168 iPhoneLync/6.0.1445.0000 – 6.0.1447.0000
- iPad: UCWA/18.104.22.168 iPadLync/6.0.1445.0000 – 6.0.1447.0000
- If you are running against a Lync 2013 Server is will be UCWA/184.108.40.206 instead of "6".
- 1445 was the original release; 1447 was released on Oct 22nd and addressed several bugs.
- There have been reports of the client crashing during the meeting join process. Make sure you upgrade to the latest release (6.0.1447 on Oct 22nd) if you are experiencing this.
Useful App Settings in the iOS Device Settings
I usually don't venture into the device settings for applications. For the Skype for Business App there are some useful ones you should consider.
The Contacts settings controls whether contacts from you iOS device are shown in the Search Contacts results in the app. If this is settings is OFF, the contact search results will just contain results from the Global Address List (GAL).
I have been experimenting with the "Background App Refresh" and so far, having it on appears to have little affect on the batter – which is good.
Viewing a Contacts Profile
The profile of any contact can be viewed by just tapping on the contacts name as shown here:
Note : that you cannot access a participant's Contact Card from the Participant List from the IM chat screen.
Saving Battery Life
With the older Lync iOS clients, signing out was a good idea to save battery life if the client was not going to be used for awhile. This is anecdotal, but I am finding the new Skype for Business iOS app much more battery-friendly while staying signed-in.
Swipe Right & Swipe Left
One of the best pieces of functionality I have discovered is the ability to swipe Left and Right for recent activity under the "recent" group on the main search bar for locating contacts.
A swipe Right and you can immediately launch communication with the recent contact as shown here:
A swipe Left and you can remove the entry from your recent listings as shown here:
What's Missing?
One of the most obvious pieces of functionality missing in this initial version (that was available in previous iOS versions) is sharing a PowerPoint presentation during a conference. Application and screen-sharing are still possible – you can share a ppt through screen-sharing.
A number of people have reported missing the ability to control Simultaneous Ring and to set Call Forwarding options.
Microsoft has detailed other pieces of functionality that are missing in this KB article: Some Lync 2013 for iPhone/iPad features are missing in Skype for Business for iOS (https://support.microsoft.com/en-us/kb/3102247).
Meeting Join Crashes?
There were many reports of the app crashing on meeting joins in preview and the initial release. Since the latest release on Oct 22nd, I have personally not had any crashes on or during meeting joins.
The Ability to Make Calls to Skype Users
The new app offers the capability to communicate with anyone who uses Skype (consumer). The other users Skype ID is all the is required. In my experience this is buggy. I did get it to work with one Skype consumer accounts but not another's. I think this speaks to the Lync/Skype4b and Skype consumer integration issues that have been present for a long time and is not related to the app.
The new iOS is a good, and a better experience than it's predecessor – a noticeable improvement in UI usability and aesthetics. The in-call and in-meeting experiences are much improved over the Lync 2013 app and it is a well worth the few missing features and bugs which will be addressed in subsequent releases.
Links to More Information
Microsoft Skype for Business for iOS Productivity Guide (http://www.microsoft.com/en-us/download/49185)
– a step-by-step guide to installing and using the iOS guide
Some Lync 2013 for iPhone/iPad features are missing in Skype for Business for iOS (https://support.microsoft.com/en-us/kb/3102247)
Microsoft's "Skype For Business" iOS App Now Available To All (http://techcrunch.com/2015/10/14/microsofts-skype-for-business-ios-app-now-available-to-all/)


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Financing & Insurance
For your convenience, we accept cash, personal checks, money orders and major credit cards. Payment is expected at the time services are performed. When more extensive dental care is necessary, financial arrangements can be made with our office.
Forms of accepted payment include:
Visa, Mastercard, Discover, Care credit, Cash, Personal checks, or money orders
Our accounting staff will prepare all the necessary forms for your dental benefits even if we are not a provider. However, we remind you that your specific policy is an agreement between you and your insurance company. Please keep in mind that you are responsible for your total obligation should your insurance benefits result in less coverage than anticipated. Our staff will gladly submit a pre-treatment estimate to your insurance company so that you will know what your benefits will be.
Assurant Employee Benefit
Blue Cross/Blue ShieldCareington Care PPO* Care 15 PPO* 500 Series
CareingtonCare 15 Discount
Cigna *PPO * DDPO
Connection General
Connection Dental
Dental Network of America
DHA * Dental Health AlliancesDental Save
Delta DentalDelta Dental RetireesDental Benefit ProvidersD N O A SelectEmpire Blue Cross/Blue ShieldEmpire Federal Employee ProgramEmblem PreferredEmblem Preferred PlusEmblem Exchange
GHI Federal Employee ProgramGuardian PPO/Guardian Dental GuardHealthplex PPOHorizon Healthcare of NJHumanaLocal 1199 NBFLincoln FinancialMedicare AdvantageMetlifeOxford * United HealthcarePBAPrincipal DentalQualidentSelf Insure DentalSunlifeUnited Health CareUnicareUnited ConcordiaWellpoint
We combine experience with the latest in dental technology to deliver the best patient experience possible.


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Dec-Feb La Niña Precip in the SW
Winter precipitation (Dec-Feb (DJF)), during most weak La Niña events (ENSO Index Value between -0.5 and -1.0) has been below average, although a few years (1968, 1985) were notable outliers (Figs. 5-6). The monthly breakdown of weak, moderate, and strong La Niña events reveals that while the DJF totals for Tucson, AZ and Las Cruces, NM have been mostly below average (Figs. 7-8), there have been individual months that recorded precipitation above the monthly average (represented by black lines on the plots). The most likely outcome for the Southwest this year is below-average precipitation totals for the winter season, but the way that these events unfold will have an impact on how residents perceive and experience this La Niña event.
Online Resources / Image Credits
- Figures 5-6 - UA Climate Science Applications Program - www.cals.arizona.edu/climate
- Figure 7-8 - CLIMAS: Climate Assessment for the Southwest - www.climas.arizona.edu


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|Go back
|Fig. 6. A simple capability system. Program A is in control of the processor. Note that there is no way for the processor to address Smith's catalog or data base Y. On the other hand, data base X could be accessed by loading capabUity C~ into a protection descriptor register. CapabUity C' is loadable because it is stored in a segment that can be reached from a capabUity already loaded in protection descriptor register 2. Note also that the former function of the privUeged state bit has been accomplished by protecting the capabilities. The privileged state bit also has other uses and wUI be reintroduced later.
|Previous: Figure 5
|Next: Figure 7


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Birding Cape Henlopen State Park, Delaware
10,000 Birds
Over Memorial Day weekend (23-25 May) my family and I spent the weekend along the Delaware shore enjoying the beaches, natural areas, and tourist traps that make visiting the shore such a delight. And then there were the birds that made me remember for sure that I was in Delaware and not in New York. " Trips Cape Henlopen State Park Delaware


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Paul Manafort's homes destined to be sold
Forfeited as part of a plea deal and estimated to be worth $22 million
An 1890s Brooklyn brownstone with gilded details. A Soho loft with picture windows. A Lower Manhattan apartment with an automated garage. A house in the Hamptons with a pool, tennis and basketball courts — even a chipping green.
When Paul Manafort, President Donald Trump's former campaign chairman, reached a plea deal with federal prosecutors last month, he agreed to forfeit New York real estate worth about $22 million to the government.
It's a list of resplendent homes, some purchased with ill-gotten gains, prosecutors said.
And one day, they may all be for sale. They might even go cheap.
"The government, they don't like to wait years for the best price, they want to move it," said David B. Smith, a former deputy chief of the Justice Department's asset-forfeiture office. "With a unique property, that may be stupid, but they want to do it."
The U.S. Marshals Service will hire local brokers to sell off the properties, proceeds of which will go to Uncle Sam — after, that is, all debts are paid. (Manafort and his family borrowed heavily against the properties.)
It is too soon to know when the properties may come to market because formal forfeiture proceedings have not yet begun.
But here's a sneak peek:
Manhattan: 123 Baxter St., Apartment 5D
Manafort's daughter, Andrea, using money from her father's holding company, purchased this three-bedroom apartment in 2007 for just over $2.5 million.
The property is attached to New York City's first automated parking garage, where a robotic attendant puts away your car.
Apartments there are still a good deal because the building is on the border of Chinatown and Little Italy, said Ari Harkov, a broker with Halstead, who has sold two other units in the building. The price per square foot of comparable apartments in the area, he said, is significantly less than similar apartments just a few blocks north in Soho.
Still, Harkov said some liberal-leaning clients are unwilling to buy apartments linked to Trump — including 184 Kent in Brooklyn, which is owned by his son-in-law, developer Jared Kushner. That could affect the price, he said.
"I have had people who will say no to that building because they don't want to line his pockets," Harkov said.
Manhattan: 29 Howard St., 4th Floor
This Soho apartment has a wood-burning fireplace, more than 2,000 square feet of open loft space, a steam shower and a soaking tub — not to mention an elevator that opens directly into the home.
It cost Manafort $2.85 million in 2012, money funneled through a shell company to hide income from lobbying work on behalf of pro-Russian political factions in Ukraine, according to the indictment.
But wait, there's more.
"The view is ridiculous," said Meris Blumstein, a broker with Corcoran.
Though it is only on the fourth floor, the building sits where Crosby Street hits a dead end, giving it an unobstructed view.
"You're looking north at everything, at the entire city," she said.
Brooklyn: 377 Union St., Town house
When Manafort's family bought this turn-of-the-century town house on a wide, tree-trimmed block in Carroll Gardens, it still had all its original glamour, said Lindsay Barton Barrett, a broker at Compass.
She sold it to the family for just under $3 million in 2012.
There were encrusted mantle pieces, delicate plasterwork and stippled floral wall coverings spread across its more than 4,000 square feet.
It has since undergone extensive renovation, some of which began in October 2017 — just a few days after prosecutors accused Manafort of misappropriating a $5 million loan for construction to instead buy another property in California.
Long Island: 174 Jobs Lane, Water Mill, New York
Ten bedrooms! A tennis court! A little patch of green and a sand trap to practice your chipping and putting!
Those amenities, plus its proximity to the Atlantic Ocean, make Manafort's forfeited Long Island mansion a pretty desirable property, said Paul Brennan, Douglas Elliman's executive manager for sales in the Hamptons.
But Brennan said the estimated $7 million value assigned by real estate websites like Trulia seems high.
"If you want a high price on a tainted guy's house, you are not going to get it," Brennan said.
For example, the house owned by Bernard L. Madoff in nearby Montauk sold for $9.41 million in 2009 after it was seized by the government.
Now, it is on the market for more than twice as much, perhaps as its criminal connection has receded with the past.
Manhattan: Trump Tower, Apartment, 43rd Floor
Manafort used his apartment in the building where his future boss lived, and from which the campaign was run, as a selling point when he pitched himself to Trump to work on the campaign. Manafort purchased it in 2006 for $2.6 million.
It's 1,500 square feet and on the 43rd floor.
Despite the pink marble lobby and plum location, apartments in the tower seem to have lost some of their selling power.
Manafort told prosecutors that it was worth $6 million during bond negotiations last year. In fact, it had lost a fourth of its value over the past two years, according to the most recent available data from the property website Zillow.


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If you have a machine to sell – send us details
Maybe you have bought a new machine and now have now a surplus used machine to sell? Maybe you are changing or updating your machinery?
We have enquiries from all over the world and may be able to sell the machine for you. We can also provide valuations for your planning:


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This is a once in a lifetime chance to work with one of the industry's leaders in the social entrepreneur space. We are looking for an incredibly special person to fill this role.
Are you an organizational wizard? Do you love being the right hand to a visionary? Can you commit yourself around the clock to ensure the success of your boss? Are you ready to learn? Then we are looking for you!
Please have at least 3+ years of HIGH PRESSURE EA experience working for a senior level executive in the tech, business, entertainment industry or hopefully, a social entrepreneur or anyone that has needed a top tier EA! You should be tech savvy, always thinking ahead, understand how to prioritize for your boss, fantastic written and oral communication skills, ability to work independently and on a team, great research skills and a great work ethic.
Salary is 50-65k plus medical, dental, vision benefits, and a 401k.


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Articulation Agreements
Southwest Baptist University
Carson-Newman University and the Doctorate of Physical Therapy Program at Southwest Baptist University in Bolivar, MO, have established an articulation agreement whereby C-N students who complete the baccalaureate degree in any major and meet the minimum eligibility requirements for admission into the DPT at SBU will automatically receive preference points and be eligible for the interview phase of the selection process. The specific admission requirements can be obtained from an HPAC pre-PT adviser or at the SBU website: http://www.sbuniv.edu/PT/Admissions-Process.htm
University of St. Augustine
Carson-Newman is a participating institution in the Ambassador Program involving the Doctor of Physical Therapy (www.usa.edu) and both the Master and Doctor of Occupational Therapy at the University of St. Augustine (FL). Students who meet all requirements for admission (see listed websites) at St. Augustine and all local requirements at Carson-Newman will gain preferred admission status. Students are expected to work closely with their HPAC Advisor and to identify their desire to participate in the Ambassador Program to the Director of Health Pre-Professions as soon as possible but before the start of their junior year.
Financial Aid is available: Students enrolled full-time in the certificate program may be eligible for loans and financial aid. Please contact our Financial Aid Office at (865-471-3247)
Pre-Pharmacy Options
NO C-N DEGREE - A student can study at C-N for a minimum of 2 years to complete the professional school entry requirements. The student will take the PCAT and gain admission to the professional school during their second year. Thus this option would consist of 2 + 4 = 6 total years for the Pharm.D. degree. Note that the general education requirements (such as 2 semesters of foreign language and religion) are not necessarily requirements since a C-N degree is not awarded.
4-YEAR C-N DEGREE - A student can stay at C-N for the normal 4 years to obtain an undergraduate degree in any area of their choice. Care must be taken to include all required courses for the professional school. Thus this option would consist of 4 + 4 = 8 total years for the Pharm.D. degree. General education, C-N residency, and departmental major requirements must of course be met.
BINARY 3+1 DEGREE - Carson-Newman University has agreed to accept the first year of an accredited pharmacy school toward the BA degree in either biology or chemistry. Students will complete 3 years at C-N (minimum 96 semester hours) and one year (minimum 32 semester hours with a C average) at the professional pharmacy school. Students are expected to complete the basic general education requirements for the BA degree, to satisfy C-N residency requirements, and to satisfy departmental requirements. Special precaution should be taken to avoid duplication of courses such as biochemistry, microbiology, immunology, and anatomy and physiology which are normally taken during the first year at some pharmacy schools. The PCAT exam should be taken prior to application for admissions to pharmacy school when required.
Pre-Physical Therapy Options
BA DEGREE BEFORE ENTRANCE - Most PT programs require students to have earned the BA/BS degree before entrance. Students in this track should plan to graduate from C-N with a suggested major in biology, psychology, or exercise science.
NO BA DEGREE - A few PT programs accept students after 3 years of undergraduate work and award the MS in PT after completion of an additional 3 years of professional school. Pre-PT students in this track never earn a BA/BS degree and need only satisfy the admission requirements and gain admission to one of these PT programs (i.e. UT-Memphis, UT-Chattanooga).