text:
The Professional Development Institute
Harvard University Global System™
Harvard® Planner Group
"When in doubt, tell the truth."
Mark Twain
Overhauling The UNESCO
Funded by The Department of External Affairs and International Trade of Canada, this report is
based on interviews with senior executives of UNESCO and the Canadian Commission to UNESCO. I
wish to thank these decision-makers for their expertise and insights, and the Government of
Canada for its assistance. I am also grateful to Mark Kohout (now with Ogilvy & Mather, Prague)
for his valuable suggestions and never-failing support. However, the views and opinions contained
herein are mine and should not be construed as a position or policy of UNESCO, The Canadian
Commission to UNESCO, the University of Quebec, the Government of Canada or its Public Service
Advisory Committee1.
A. BackgroundIn May 1997, I met senior executives of UNESCO including the Director General, Mr. Federico Mayor. In June, I studied further the culture and the people of UNESCO and prepared the first draft of this report. I returned to Paris in July to discuss information technology issues with the Chief Information Officer2 and to finalize the report.
B. The IssuesThe focus of the Paris meetings was on the following substantive and process issues bound to greatly impact the future of UNESCO:
1. Principle-Based Leadership, Work Ethics & Entrepreneurial IntegrityThroughout the world, a limited number of schools and universities have addressed the issue of governance, moral conduct, principle-based leadership and professionalism in their curricula. Yet, unscrupulous leaders, decision-makers and professionals have adversely affected the lives of their constituents, impoverishing countless communities and bankrupting a host of nations, frequently with the complicity of powerful foreign allies3. Furthermore, the notion that business is a noble pursuit is alien to a large number of citizens in too many parts of the world. In traveling throughout Africa, the Americas, Asia and Europe, I have repeatedly been shocked to discover that the only models of Western Hemisphere businesspeople known to millions of primary school children are Dallas' J.R. Ewing and similar mischievous characters who thrive on prejudice, intolerance, exclusion and other forms of irresponsible behavior. These images of eternal warriors who star on secrecy and surprise run far deeper than those of leaders whose accomplishment are founded on openness and trust4.
When we consider the damage inflicted to society by irresponsible professionals and decision-makers in small and large companies (Bre-X, Sumitomo's Hamanaka, Barings' Leeson, Kidder Peabody's Jett, Adidas' Tapie, Albanian pyramidal scam promoters, negligent advertisers), the public service (Cambodia's Pol Pot, Zaire's Mobutu, Algerian clientelists, agents of narco-traffickers, Taliban misogynists) and the voluntary sector (Oxfam and Red Cross scandals), one cannot help but deplore the absence of a gestaltist approach to bringing ethical leadership to the forefront of educational institutions universally. Today, the opportunities for mischief are even greater with the proliferation of nuclear materials, terrorism and drugs, cyber- and white collar crime.
In the Educational Mission of UNESCO, the subject of Principle-based Leadership and Entrepreneurial Integrity is addressed in philosophical and general terms but not translated into practical interventions to change behavior, even though the need for trustworthy leaders, professionals and entrepreneurs is a global concern. Ethics are certainly debated and discussed in research papers, speeches and conferences5 and Mr. Mayor is a sincere champion who spares no efforts to plead for the cause. Various international commissions6 have brought new insights and suggested a series of ethical norms based on shared global values that transcend religious beliefs and cultural diversity.
These important initiatives in addressing values and attitudes are necessary but not sufficient to implement lasting changes in behavior. This assignment capitalizes on the findings and recommendations of these commissions and aims to add value by addressing work ethics, behavior and related implementation issues. It recommends that UNESCO works to universalize skills training in principle-based leadership as a key lever for lasting economic growth7 and pre-requisite for extirpating irresponsible behavior including prejudice, intolerance, ethnocentrism and oppression. This approach also works toward eliminating two growing calamities that know no borders: corruption and fraud.
Without a rigorous action plan for implementing interventions to change behavior and attitudes, efforts will be in vain as we have witnessed in Canada and the U.S. for years in the case of Affirmative Action and Equal Opportunity programs for women, blacks and minorities. The strategy for behavior modification must integrate interventions to impart new knowledge and know-how. It must then be supported by appropriate coaching, formative evaluation mechanisms and an intrinsic merit framework8. The ultimate goal is to go beyond behavior and belief and to integrate professional work ethics into a way of life.
Our universities have developed case studies on entrepreneurs and organizations such as Bertelsmanns' Reinhard Mohn and Walter Gersgrasser, Jacques Benquesus9, Alphonse Desjardins10, Mohammad Yunus11, Power's Desmarais, L.L. Bean and Steve Mariotti12 whose inspiring behavior is governed by high ethical standards and a low need for extrinsic rewards (public approbation). These governance stories, which are now discussed in business colleges, should be accessible to primary and secondary school educators.
Since the ethical reflex is not, alas, a prerequisite for survival in a Darwinian context, developing an ethical mindset must take place before a competing mindset takes over. Building a strong character with absolute integrity takes a long time and is best achieved during the formative years at home and in the classroom. Otherwise, even idealists remain fragile as demonstrated by an extensive study of MBA students13. Many succumb to the array of temptations that are ubiquitous in adult power circles.
Early life exposure to ethical leadership dilemmas is more paramount than ever for teenagers to develop a pattern of responses to the variety of situations they are bound to face later as adults14. Being ethical can be either by choice or by necessity. The first, motivation by choice, results from learning and guided interaction with the environment we face in early childhood and adolescence. Adults deprived of that interaction frequently act by necessity: compliance to authority (law enforcement), avoidance of penalty, image and group pressure. But these instruments of influence and control are merely substitutes for self-motivation. Enforcement tends to be costly and frequently inadequate as a means of dissuasion.
While the OECD, WTO, OAS and other international organizations should continue to work downstream on deterrents and anti-corruption measures, UNESCO should intervene upstream in a preventive role by helping Member States integrate ethical leadership and entrepreneurship into their educational curriculum and economic development agendas. The ultimate goal is to train future generations about the vital role of ethics, openness and trust in business, government, the military and the voluntary sector.
The first step in addressing the global need for Ethical Leadership and Entrepreneurial Integrity is to help UNESCO staff truly appreciate the problematique, formulate implementation strategies with various stakeholders and produce detailed guidelines and educational materials modeling exemplary decision-makers with a clear track record in principle-based leadership. Canada's experience and valuable case studies offer an abundant source of talent, knowledge and real-life expertise with important multinational and multicultural dimensions.
The second step is to propagate the program to field offices and commissions and to work with each Member State to bring the know-how to educators, aspiring leaders, entrepreneurs and military officers before January 1999. Note that the participation of the military is vital in many countries. "In virtually every new democracy - in the former Soviet Union, in Central and Eastern Europe, in South America, and in Asia - the military is a major force. In many cases it is the most cohesive institution in the country, occupying a large percentage of the educated elite and controlling important resources. In short, it is an institution that can help democracy or subvert it."15
The third step is to monitor performance and establish a continuous improvement program with a tri-annual sunset clause.
With respect to funding this initiative, UNESCO should seek complete financial support from national and international foundations, private enterprises and the voluntary sector. The unaffordable price of policing already points to the need for prevention; the demand for resources to enforce compliance with laws and standards has grown immensely to exceed the means of most Members States.
The universal appeal of the cause makes it a perfect case for third-party financing. The precedents established by McGill, Oxford, Harvard and other leading universities in financing principle-based ventures offer a rich tapestry of innovative and ethical revenue-generation models that should inspire the money managers of UNESCO. When we add the considerable economic rewards that can be reaped from a business world operating with an ethical conscience, UNESCO has a compelling case for calling on the business community. In order to make the case even stronger, we should borrow from the experience of Total Quality (ISO 9,000) strategists to convey to decision makers in business and governments that "ethics does not cost, it pays". If well managed, the project will help trustworthy corporations who are facing ethical challenges all over the world.
2. The Transition to a High-performing OrganizationIdeas about alternative futures for UNESCO and the strategic choices for getting there abound. This flow of ideas is valuable. What is overlooked is a common framework or a systematic methodology for funneling these ideas to build a valid portfolio of objectives. Even when they are very valid, the objectives tend to be watered down in the face of transition problems, political expediency or resource constraints. The focus should be on formulating the best implementation strategy to achieve lasting goals, rather than opting for the easy route toward a second-rate objective. Currently, considerable work seems to be performed based on what the DG would appreciate rather than on the professional judgment of managers and performers, even though the DG would be the first to object to such a form of allegiance.
UNESCO needs to do better, not necessarily more, with less. In this context, downsizing should not be a means but rather a logical outcome of applying the best practices in management, technology and work processes. It is indeed counter-productive in the long run to translate downsizing policies into across-the-board staff reductions. Even when they produce short-term gains, such arbitrary cuts ultimately destroy the spirit of survivors and have a devastating impact on effectiveness.
The re-engineering process to build a better and leaner UNESCO cannot succeed without a new management paradigm adapted from organizations with long-standing track records in high performance, transparency and community service. With present and future beneficiaries always kept in mind, such high-performing organizations focus on managing competing interests concurrently without compromising on the following rigorous benchmarks or equilibrium indicators (7E's):
Wherever feasible based on the above seven benchmarks, UNESCO should consider alternative delivery methods where higher performance can be achieved without compromising on values and quality. The UNESCO can draw on the experience of governments which have experimented with a variety of alternative delivery options including devolution to other levels of government, outsourcing, privatization, special operating agencies, community enterprises and public-owned/privately-operated franchises.
In this context, UNESCO must privilege teaming up with other UN establishments to exploit common capabilities (e.g. the UN Staff Training College), share administrative and back-office costs and achieve unparalleled synergy. Within the World Bank for example, a responsibility chart is required in the Education value chain to avoid dysfunctional role conflicts and to improve policy formulation upstream along the chain and delivery downstream. These arrangements should be sufficiently flexible to permit constant upgrading.
At UNESCO, downsizing is severely handicapped by the current priority-setting practices, micro-management approaches, a poorly-trained work force and the duplicate decision structure (bi-cephalous matrix) at the top. We are therefore confident that a thorough re-engineering based on the framework described herein would permit UNESCO to perform much better with a smaller workforce. Through consolidation of functions and streamlining of activities, reduction should also be sought out in both middle- and senior-management ranks without a substantial increase in the current span of control. Further precisions on the magnitude of the downsizing would require additional consultations with UNESCO executives.
With a limited amount of coaching and clear delegation of authority, the decision-makers the author met at UNESCO would be capable of playing an instrumental role in the re-engineering process. However, the reform project team should be led by an impartial de bono executive with a long-standing interest in public service and proven experience in nurturing healthy organizations, managing change and orchestrating large-scale corporate turnarounds. The names of management practitioners like Earl Joudrie, Frank Schrontz, Maurice Strong and Peter Uberrolt readily come to mind.
UNESCO can perform much better with a smaller workforce. Through consolidation of functions and streamlining of activities, reduction should also be sought out in management without a substantial increase in the current span of control. The reform team should be led by an impartial executive.
UNESCO needs to further concentrate on core mission goals. These goals are the key levers for significant gains; they are the few objectives where UNESCO can truly make a difference in building a better future. It should privilege outsourcing and partnerships with international organizations and UN establishments to share costs and achieve synergy.
The remaining sections of this report illustrate the important changes required to bring UNESCO to the level of a high-performing organization.
2.1. Need for a Valid Priority-Setting ProcessBefore addressing the priority-setting process of UNESCO, let us review the state of the art on the subject:
Furthermore, what is considered a priority can be either mission-related or an unavoidable obligation. Working on career goals adds value to our personal mission while doing our personal income tax return does not, yet the latter is part of our collective obligations to society. In the business world, unavoidable obligations designate work that neither generate revenue nor improve productivity but which must be done for safety, security, compliance, humanitarian endeavors or for the enterprise to pay its due to its community. At the far end of the unavoidable obligation spectrum are demands imposed by some senior executives on their organizations to respond to outside pressure, cultivate personal image or advance pet objectives. These futile demands are colloquially called stay-out-of-jail obligations. Performers should be alerted to these cases in the hopes of finding a graceful exit or expediting the task by doing the minimum to stay out of trouble"16.
The current hybrid system for priority setting at UNESCO is dysfunctional. It does not distinguish between unavoidable obligations and mission-related priorities. By not differentiating between urgency and importance, the system is also prone to data reduction losses and to costly biases in policy- and decision-making. These impediments result in substantial time wasting and flawed decisions, which must be frequently reconsidered. Moreover, they are a growing source of needless controversy between the Director General, the staff, the Executive Board and Member States.
A simpler priority-setting system reflecting the state-of-the-art is overdue. All decision-tree-based systems currently used by leading corporations like ABB, Boeing, GE and Kawasaki distinguish between mission-related and unavoidable obligations at the apex - regardless of urgency.
As an illustration, the renovation of UNESCO buildings must be done at least for safety reasons. It should be classified, managed and evaluated as an unavoidable obligation with its budget totally separated from the program budget. In the corporate world, management discretion to reallocate funds between unavoidable obligations and mission-related goals is rarely permitted without the permission of the Board of Directors which retains full veto at the apex of the priority-setting agenda.
Within mission-related goals, three classes of generic priorities should be sufficient to speed-up decision-making: vital, important and nice-to-do.
The first priority class is reserved for the vital few; it designates mission-critical objectives that bring the highest value to Member States and that are essential for UNESCO to excel in its raison d'etre. By the same token, the failure to accomplish these objectives could permanently handicap UNESCO. The vital few are the kernel of value17 that clearly distinguish UNESCO from others. The second category groups high-leverage activities and objectives considered important but not vital for fulfilling UNESCO's mission. These objectives would yield high value in the short- and medium-term but comparatively less than the vital few in the long term. Both the vital few and the important objectives are considered "must" work. The third category concerns nice-to-do work or discretionary work that has the potential to add an undetermined value to the mission of UNESCO. Nice-to-do work should: a) be treated as fill-in work during slack periods, or, b) be given the necessary resources to review its contribution to mission in order to either move it higher on the priority scale or discard it altogether.
So far, we have covered the importance or weight of each goal regardless of its urgency. As an illustration, getting a Ph.D. can considered vital, important or nice-to-have for an individual's career. Even when it is vital, the time frame for obtaining a doctorate can vary from one person to another. Likewise, UNESCO management must establish a time line for each goal, regardless of its priority. Note that a time line implies more than one deadline. Every project can have multiple deadlines: a ceremonial, a functional, a fiscal and a total operational deadline. Just differentiating between these deadlines can result in saving millions of dollars as demonstrated by a number of PDI's clients.
UNESCO should discard its dysfunctional priority-setting system that is a source of growing controversy and flawed decisions. It should adopt a decision-tree based system differentiating between unavoidable obligations and mission-related goals at the apex and breaking the latter further into three generic categories: the vital, the important and the nice-to-do.
The single-deadline practice of UNESCO should be reviewed to permit better management and further savings with flexible schedules. Target dates for each deliverable should take into account local ceremonial, functional and fiscal requirements. Judging from the experience of clients like Hydro-Québec, Nortel and Environment Canada, differentiating between these deadlines can result in saving millions of dollars.
2.2. Need for Re-engineering the Current Training ProgramIn a fast-changing world, competency is a moving target. The needs for training, coaching and mentoring grow accordingly - particularly during a re-engineering exercise. UNESCO's training program has improved over the years, but not sufficiently to meet current and emerging demands. The need for better project management, time management and strategic thinking weigh heavily on the priority scale. Most executives interviewed cited missed deadlines, endless meetings, fragmented work processes, inadequate deliverables and the absence of planning tools, as well as the desire for a common framework for formulating strategy and managing daily work. In nearly every meeting, they stressed the high demand for a better professional development program with preference given to short seminars that focus on practices directly applicable to the issues and challenges facing UNESCO. Consequently, UNESCO should establish a continuous learning organization built on the following guiding principles.
UNESCO should establish a continuous learning organization. UNESCO employees should take responsibility for their own future. Management and HR specialists should team up to assist employees in developing their full potential and making informed decisions about their career choices - inside and outside UNESCO. They should help each employee produce a balanced portfolio of professional development activities including training, coaching, counseling and career assignment tasks.
With respect to management, UNESCO must follow the lead of GE, the Bank of Montreal and Credit Agricole in establishing a mandatory Executive Development Program and outsourcing the delivery to keep a firm grasp on quality and cost. UNESCO should consider virtual campuses linked to the UN Staff College, CCMD and other leading training establishments. World-class mentors from leading universities, governments, UN agencies and business establishments should be sought to counsel UNESCO executives on either a retainer or voluntary basis.
Regarding the training curriculum, UNESCO should upgrade its seminars to reflect the state of the art in strategic thinking, project management, authentic leadership, principle-based negotiation, time management, partnering and strategic alliances. As an illustration, the current project management program requires a complete overhaul. It should phase-out PERT/CPM techniques which date back to the fifties and incorporate proven tools for validating objectives, analyzing stakeholders' dynamics, formulating project strategy, anticipating and mitigating risks, negotiating clear mandates, building teams and partnerships, assigning responsibility and accountability, estimating and scheduling with multiple inelastic deadlines and managing tight multi-currency budgets. Estimating, scheduling, resource allocation, budgeting and progress control must integrate modern stochastic processes, innovative heuristics and other instruments recently adopted by leading corporations and high-performing public- and third-sector organizations.
The implementation of these recommendations and practices should result in higher performance, help minimize brain drain, facilitate mobility and alleviate the succession problems now emerging due to the worldwide demand for highly skilled professionals and to the aging workforce. Inaction in this area will translate into lost opportunities and stall the transition of UNESCO to a high-performing organization.
2.3. Need for Effective Planning and Decision-Making InstrumentsAttracting, mobilizing and retaining strong team builders to lead projects are vital for UNESCO to leverage its global champion role in education, science, communication and culture. But skilled resources cannot perform adequately without a minimum set of working instruments. To this end, UNESCO is virtually flying blind because it lacks the practical tools considered essential by multinational corporations to track and improve the performance of their decision makers and professionals.
UNESCO staff and managers require affordable work-simplification instruments such as strategy guides, change definition grids, responsibility charts, project definition charters, project estimating and scheduling instruments, activity-based interpreters, time logs and proven time management organizers specifically designed for international organizations.
The application of these instruments would speed up the re-engineering process and provide a proven approach to strategy formulation, risk management, scheduling and allocation of scarce resources under tight deadlines. We estimate the immediate productivity gains in this area alone at approximately US$4.5 million per annum for an investment of less than $500,000.
2.4. Need for a Flexible and Ultra-light StructureWhen decisions are still based on traditional command rather than knowledge and information, re-organizations from centralization to decentralization or from functional to a program-based structure merely replace one set of hierarchical silos with another.
All organization structures are bad. No one likes to have a boss. We therefore structure by necessity. Since, in designing an organization, form follows function, the important question is to find the minimum structure that is necessary to get the job done and to ensure that decisions are knowledge based. The answer is frequently an ultra-light structure driven by robust logic and trans-disciplinary work requirements rather than authority or job descriptions. Under this quasi-flat structure, innovators are nurtured through extensive networks, front-line team leaders are empowered and all employees are given the opportunity to participate directly in charting the future (objective setting, planning, organizing, implementing).
Responsibility and accountability should be clear and reflected in a responsibility chart. A strict limit should be imposed on the number of hierarchical levels and on heavyweight structures (such as matrix) where an individual may report to multiple bosses. Innovators and high-performing teams should be given high visibility, be encouraged to excel and be highly rewarded. Achievers tend to value non-monetary rewards for their accomplishments; these should be privileged. The trans-sector approach proposed in October 1995 to manage projects with resources from different sectors is a good step toward an ultra-light structure.
UNESCO resources span a wide range from knowledge-intensive to transaction-intensive and repetitive work groups. Managing such a diverse workforce is a challenge. The environment conducive to performance in one setting can be counter-productive in another. Detailed rules, norms, standards and direct order giving can be dysfunctional for knowledge workers who value flexibility and autonomy. However, they are vital for those employees who process large volumes of transactions and strive for the "doable" everyday. Controlling independent minds, particularly by managers who are not professionally trained in advanced management, leadership and team-building skills, rarely stimulates innovation and talent. In controversial situations, the perception of getting a fair hearing count in both cases but weighs heavily on the behavior and attitude of knowledge workers.
On its journey toward the ultra-light organization, UNESCO should immediately eliminate the parallel duplicate structure recently built on the top of the functional and program hierarchy. Borrowing from the experience of leading foundations, businesses and Ivy League universities, an experienced Chief Operating Officer should be appointed to lead the HQ and field operations and permit the Director General to focus on charting the future, building allies, securing sponsorships and grass-root constituencies.
Furthermore, UNESCO should consider restructuring work based on the differentiation/integration paradigm. This concept differentiates to maximize effectiveness before consolidating based on economy, efficiency and esprit de corps. Teams with distinct goals should function as autonomous operating units or ad hoc task forces in the field while drawing heavily from the same back-office resources within the United Nations family. Even the reward structure should be differentiated based on the best practices elsewhere. The purpose is to get higher productivity and clear managerial accountability for progress and results.
Activities that can be planned and managed in a businesslike manner should be structured as an autonomous operating agency. In this context, a World Alphabetization and Literacy Agency consolidating UNESCO and UNICEF units should be created to focus strictly on this narrow but challenging mandate and to free-up UNESCO to address other urgent educational priorities such as Ethical Leadership and Entrepreneurial Integrity. With a lower profile and a respectable distance from the political machinery of the UN, the new Agency should be structured as a self-financed global cooperative offering fiscal and other incentives (e.g. R&D tax credits where appropriate) to partners. It should mobilize financial resources from global philanthropists like the Bertelsmann, Hitachi and Intel Foundations. Currently subsidizing public libraries in North America for nearly one hundred million dollars, Microsoft should also be interested to contribute. With the impending retirement of baby-boomers, thousands of professionals among them would gladly volunteer at least five hours18 a week through the Internet to combat illiteracy.
2.5. Need for Leveraging the Expertise of the Office of Public InformationCommunicating value is a difficult but vital task in most UN establishments - particularly in the knowledge-intensive fields of education, science, communication and culture. This cannot be achieved by the Director General and the Office of Public Information alone. Nor can it be accomplished by relying on traditional press releases and dinner speeches that have a marginal and ephemeral impact in the era of networking, relationship building and surprise events.
Armed with a deep appreciation of the value of UNESCO to the world community, every employee and partner must be prepared and eager to go the extra mile to advance the cause, deliver the message and achieve the goals of this noble institution through networking. In this context, the Office of Public Information is already trying to operate at a strategic level and to steer the Executive away from operating in a reactive mode. It should receive management support in its efforts to leverage its expertise by propagating the best know-how throughout the organization, delegating responsibility while retaining accountability, and playing a supporting role to the workforce at large.
UNESCO Publications require a major overhaul. Consideration should be given to grouping OPI and Publications staff. The consolidation should embody a greater emphasis on outsourcing and be preceded by a review of the viability and editorial strategy of each publication.
Currently, flagship magazines are not targeted. Without a clear focus and a specific audience, readers tend to waste substantial time looking for pertinent information and ultimately lose interest in the publication. As an example, a recent issue of the UNESCO Courier features an odd mélange of children's comic strips, popular stories, geopolitical statements and scholarly papers.
UNESCO is paying a high premium for producing major publications (29 C/5) and flagship magazines either in-house or primarily in its host country. Opening the bidding process for international competition guarantees better value for money. Furthermore, UNESCO should privilege electronic publishing on the Internet, limit the production on paper of expensive specialized magazines and subject all publications to a sunset audit.
The Office of Public Information should broaden its communication strategy and leverage its expertise by coaching UNESCO executives and professionals to:
2.6. Need for Executive Commitment to InformaticsDesigning a telecommunication and information infrastructure is not a standalone process. It can neither lead nor follow corporate strategy.
The strategic thinking and complete re-engineering exercise must permit UNESCO to build a distributed information technology network to improve strategic policy formulation and staff productivity, reduce paperwork, benchmark performance and speed up communication to permit personnel to interact within the organization and with external partners, clients, suppliers, Member States and their respective constituencies.
However, bringing about this revolution is easier said than done. Informatics is clearly the Achilles heels of UNESCO and will remain so as long as the strategic role of Information Technology (IT) is not understood by senior management and the above issues of priority setting and micro-management practices are not addressed.
In addition to having to face top executives who underestimate the value of IT services, the current Chief Information Officer is burdened with outdated systems and a workforce with an alarming skills deficit. UNESCO's informatics did not migrate from standalone systems to interactive architectures promptly and were caught off-guard by the arrival of disruptive technologies19. These technologies include business process re-engineering (BPR), object-oriented computing, relational data base management systems (RDBMS), work-group software, software agents and quasi-open systems architectures (Middleware) which permit products from different vendors to interconnect. These technologies are called disruptive because they require a complete re-engineering rather than simply an improvement of existing systems.
A relative newcomer to UNESCO and the UN family, the existing Chief Information Officer has a sound vision about the role of IT. He has developed a number of promising avenues ranging from outsourcing to partnering with the OECD and the UN. He possesses the technical know-how and clearly understands the risks associated with each alternative. With a minimum of coaching in strategic negotiation skills, he can rapidly acquire the business acumen to formulate and execute a smooth transition strategy. The need for strategic negotiation skills exists in program areas and can be easily accommodated with a short training workshop followed-up by ad hoc one-on-one coaching sessions, if necessary.
But above all, the Chief Information Officer needs the immediate commitment of the Director General and senior management to take the time to learn about the emerging direction of IT in leading organizations and the critical strategic leverage it can bring to UNESCO.
UNESCO should embrace IT as a virtually unavoidable and irreplaceable tool for excelling in policy formulation (modeling, strategic intelligence, bench-marking), project management, operational productivity and community development. IT is a cost-effective way of dealing with UNESCO's scope and allowing UNESCO workforce and partners to securely operate throughout the world in real time as a virtual community.
The first step is to invite a panel of leading authorities such as Joel Birnbaum, Dr. Michael Cowpland, Dave Croot, Andy MacDonald, Dr. James Martin (no relationship to the author) and Dr. John Sviokla to discuss with UNESCO executives the state of the art of IT20 and its potential for positioning UNESCO in a complex and changing world.
Armed with experience, perspective, context and the new IT knowledge, UNESCO executives should embark on the second step: actively participating in an IT re-engineering and continuous improvement strategy.
The third step is for the Chief Information Officer to seek a partner such as the OECD, the UNDP or the World Bank to work together on a common IT network, mitigate the risks and form a synergistic alliance on technical intelligence gathering, technology applications and information sharing.
With respect to the migration to open systems, the partners can chose a strict adherence to emerging standards, opt for a pragmatic approach that tolerates a mix of open and proprietary systems or negotiate a turn-key deal with a leading vendor (EDS or IBM) who can provide all users (both IT neophytes and experts) globally with affordable, reliable, secure and prompt access to information and multimedia services.
Regardless of the route chosen to build the new framework, the change must be part of a continuous business improvement process driven by users of each partner organization. The CIO should orchestrate the project on the UNESCO side. In any case, UNESCO requires new system integrators. These professionals must be talented in networking, relational databases (RDMS), intelligent systems and rapid application development. They must also be skilled in harnessing the power of the new technologies to enable affordable and user-friendly automation of complete business processes.
2.7. Emphasis on Grass-Root Constituency & Virtual CommunitiesIn addition to National Commissions that will continue to further UNESCO's mission, more emphasis should be placed on direct contact with and between members of the UNESCO network of clubs, centers and associations.
The United Nations Associations should play a greater role in UNESCO activities, as they tend to have wider networks and greater visibility than the UNESCO Commissions. There is also a vast reservoir of potential allies who can champion the objectives of UNESCO in their respective constituencies, locally, nationally and internationally. However, without strategic thinking, negotiation skills and business acumen, building allies can be costly, time consuming and fruitless.
Choosing the right allies is half the battle. Except for the well-known polluters and alcohol and tobacco manufacturers, UNESCO seems to be acquiescing to almost any first-comer. This is dangerous in that it establishes precedents and neglects potential risks. Since the process of choosing worthy partners is often counter-intuitive, professional expertise should be sought to formulate a viable policy on partner selection and strategic alliances.
As an example of a solid source of potential candidates, UNESCO would do well to consider the cooperative movement that includes agricultural, commercial, educational and financial cooperatives, credit unions, caixas and mutual banks. Its tradition of bringing members closer together to foster interdependence and mutually-reinforcing relationships is very much in line with the vision of UNESCO. With concerns that are far deeper than profit, power and financial clout, the cooperatives' values set them apart from the mainstream business world and make their future inseparable from that of their local communities. UNESCO should find in this movement a natural ally to work with to improve the well being of communities toward a more humane, prosperous and just global society. However, the best way to reach this movement would be to build the critical mass with the leading members of the group such as Crédit Agricole, Deutsche Genossenschaft (DG Bank), Raiffeisenbank, Caisses Desjardins and Grameen Bank before going after the membership at large or to the world secretariat in Geneva. Among other contenders, employer federations, the International Federation of Societies for Association Executives (CSAE, ASAE), the Council of Foundations and their counterparts in most nations can also advance UNESCO aims.
Furthermore, UNESCO should also seek the active participation of the general public, as UNICEF has done. By donating time or money, citizens identify with UNICEF and give it high profile and community presence. This position in society consolidates bonds with local leaders who provide protection and valuable resources, two essential ingredients for carrying out a demanding mandate and engaging in frontier research. Unlike UNICEF, UNESCO relies heavily on intergovernmental relations, which are not a sufficient prerequisite for building a caring world. Therefore, stronger ties at the interpersonal level are vital. These ties begin with direct contact between citizens as demonstrated by the long-standing success of People-to-People and Citizen Ambassador programs. Created by the Eisenhower Administration during the fifties to bridge the deep postwar gaps between Americans, Germans and Japanese, both programs were widened to permit members of various U.S. professional associations to meet their counterparts in other countries. Similarly, a limited number of scholars from the Soviet Bloc and the West went to work and live together for one year at the International Institute for Applied Systems Analysis in Laxemburg (Austria), established in the sixties to foster détente.
Furthermore, the Internet revolution is gradually extending our ability to network and build allies. The first online real-time virtual communities arrived in the eighties. Among these forerunners of the present day Internet, The Well brought thousands of passionate scientists and educators to debate issues of interest in domains ranging from science and technology to economics and culture. Today, the Internet is both an alternative to and a stimulator of face-to-face contact.
Guided by the lessons from many such experiments, UNESCO should capitalize on the immense networking opportunities in cyberspace to consolidate and expand its partnership base. Since UNESCO's challenges cut across borders and solutions can be shared, cyberspace offers a powerful vehicle for uniting in facing these challenges through shared experiences, deeper and broader relationships and direct control over destinies.
Rather than reacting to ad hoc demands, UNESCO should target new allies based on its long-term strategic interests. It should capitalize on the vast reservoir of candidates such as the cooperative movement to champion the objectives of UNESCO in their respective constituencies (locally, nationally and internationally).
UNESCO should take advantage of the immense networking opportunities in cyberspace to consolidate and expand its partnership base through virtual communities, thereby significantly advancing its mission. UNESCO should foster the creation of affordable and self-supporting virtual communities to complement the conventional forums for direct personal contact between educators, scientists, professionals, youth and other citizens of different cultures and backgrounds. By bringing individuals and remote communities into direct contact, UNESCO establishes itself as a dynamic presence and leveraging its scarce resources in a very cost-effective way.
Judging from our experience in positioning large banks and multinational enterprises in cyberspace, this issue is sufficiently important to merit further coverage in a separate assignment. UNESCO should sponsor a project devoted to the creation of self-sustaining virtual communities with their own capital base. UNESCO would add great value by providing context and relying on others for content and technological infrastructure.
3. Geopolitical Issue: U.S. ParticipationThe tensions that characterized and nearly crippled UNESCO under the previous Administration have subsided and the circumstances have changed vastly... UNESCO is focusing on helping Member States build a peaceful world for current and future generations. It is also providing a useful context for advancing education and sciences and for understanding societies, cultures and languages, all of which are of great strategic value in a "knowledge-driven" world.
As a key architect of the global peace enterprise, the United States can now serve its long term interests better by participating to shape the new UNESCO than by sitting on the fence. The return of the United States to this pluralistic UN institution is important for at least two additional reasons. Firstly, exclusion favors the type of forces that have unsuccessfully tried to turn Americans inward21 twice during this century. We therefore have a moral obligation to support individuals and constituencies who are democratically struggling to steer their country away from this regressive path. Secondly, without this global power on board, UNESCO is shortchanged in capability and will always be working uphill. With American guidance, know-how and support, UNESCO has a better chance of fulfilling its daunting missions in education, science, communication and culture. The issue of Ethical Leadership and Entrepreneurial Integrity illustrates this point. Both UNESCO and the U.S. have far more to gain by working together on the roots of the ethical problems now unduly taxing the interests of every trading nation.
Moreover, U.S.-based companies such as Boeing, GE, Hewlett-Packard, Intel, Microsoft and Procter & Gamble would welcome and support sound initiatives that would bring more fairness and discipline to the international market place. In order to gain the support of these powerful players, UNESCO must demonstrate to their satisfaction that while the Cold War is over, the path to peace - and better business - can only be irreversible once it exists in the minds of people. In other words, "investing in the ethical mission of UNESCO does not cost, it pays." In short, U.S. participation should be seen as an important factor in turning this type of important global citizen into UNESCO partners.
As close friends, Canada and the U.S. cannot endure the status quo, particularly now that the United Kingdom is returning to UNESCO. I am confident that the Government of Canada would welcome the opportunity to play a constructive role in getting the U.S. and UNESCO to resolve their differences and build new trust. However, given the current resistance to change, it should be stressed that we must first work on finding substantive ways of making it worthwhile for the Administration to reconsider its position and secure congressional support.
With the help of Canada and other allies, UNESCO should build on the recommendations of this report, particularly those on Ethical Leadership and Entrepreneurial Integrity, third-party financing and managerial practices. These topics go part of the way in inviting the U.S. back to the UNESCO family under new covenants. Many current adversaries have legitimate concerns and could turn into conditional allies once they endorse the merits of the change and trust the negotiation process. With openness and unconditional goodwill, an olive branch can weather many a storm and encourage intelligent discussions from all sides...
C. What Can Canada Do?Canada can share its experience. We are a leader in distance learning through the integration of two-way video-conferencing and the Internet.
Canada's RADIAN has substantially reduced the time and cost of distance learning and saved several millions of dollars since its inception in 1994. Through SchoolNet and The TeleLearning Network (National Centres of Excellence), researchers in several universities (Laval, UBC, Montreal, York and McGill) are creating "a relevant, responsive and information-rich learning environment for teaching professionals". The Executive MBA of Queen's University comprises campuses in every Canadian province and in the North-West Territories. TV Ontario and Télé-université of the University of Québec are among the pioneers of cable-TV education. PDI trains executives, managers, professionals and trainers to upgrade their skills and support major change efforts. These educational institutions should team up with their counterparts around the globe to share their knowledge and know-how under the auspices of a virtual UNESCO campus.
CCMD Management Resource Centre produces learning packages on a range of topics related to the public service. The International Governance Network tracks the public sector reforms taking place in the industrial world. Finally, Canada is undertaking a complete re-engineering of Government machinery with due consideration of the human dimension. Its lessons are worth sharing.
D. Summary of Recommendations and ConclusionUnder the leadership of Mr. Federico Mayor, UNESCO has made significant progress in building a better organization, in bridging the gap between policy and action and in facing tough challenges. Mr. Mayor brought greater accountability to UNESCO drawing on his own ministerial and academic experience and remarkable communication skills. This renaissance took place in a relatively short period of time and with fewer levers of motivation and control found in organizations of comparable size.
However, UNESCO has some way to go to become a high-performing organization. There is no shortage of plans and ideas but they lack the rigor and measure that are essential for implementation. Also, priorities are in constant flux; they seem to be driven by surprise events rather than by long-term strategic thinking and concentration of effort. As a result, both resource allocation and creativity suffer. Important assignments get less than adequate resources and attention. A major overhaul to strengthen UNESCO is required based on the following recommendations:
In summary, this report demonstrates once more that the need for UNESCO is greater than it has ever been. The Organization labored for global security under the East-West threat, the dominant issue for the better part of this century. A host of nations were conditioned to face a menace now less likely to present itself. Yet, we still live in dangerous times with other serious threats on the horizon. UNESCO plays an essential role in our lives. Its core mission is to deploy the most peaceful means to thwart current and emerging threats, build a better world for current and future generations and celebrate cultural diversity. We should therefore spare no effort to preserve the best of this noble institution. In cooperation with the Canadian Government and the Canadian Delegation at UNESCO, the author of this report would gladly put his expertise and the resources of PDI at the service of UNESCO to implement any of the above performance improvement recommendations and help make UNESCO a pacesetter in principle-based leadership and progressive management.
Alain Paul Martin
Paris, August 1997
Toll-free: USA & Canada: 1-800-HARVARD (1-800-427-8273). +1-819-772-7777
Monday through Thursday: 9 AM to 4:00 PM, EDT. Voicemail: 24 hours 7 days
European Distribution Centre for Harvard Planners: WH Smith, 248, rue de Rivoli, Paris,75001
Dorothée Ben Tahar: +33 1 44 77 88 99 Extension 1 (Stationery). Concorde Metro Station.


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SCLYN BBQ Cook-off & Pie Baking Contest
The 2018 event will be held this year on September 15 at the Buggy Wheel Pavilion. The contests will all remain the same except for the pie baking contest. The pie this year will be apple! If you would like to participate, volunteer or sponsor this event please contact firstname.lastname@example.com or call 219-766-3851.

subset: commoncrawl


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One day you see your neighbour beating a dog. Of course you rush to intervene, calling for your neighbour to stop. "Here - you take the dog," says your neighbour. "No one wants him anyway." So you take the dog and spend the rest of the day having him seen by a vet and working to find him a new home.
The next day, your neighbour is there again. You are shocked to see he is beating another dog! You again demand he leave the poor animal alone. "Here - you take it," says your neighbour. So you take this dog also and spend your day finding him a new home to go to.
The next day, you're horrified, but not surprised, to see your neighbour beating yet another dog. You take your leash over and again take the dog. The vet is on speed dial and you place this new dog with a family too.
Now, imagine this happens every day for a year.
All your personal money goes on vet work. You have set up a small charity. You have a social media following. You and your neighbour have a pretty good working relationship. You know where and when the beating will start, so you make sure to be there to step in.
Now, of course this story makes no sense. Why would anyone want to help a dog beating neighbour continue to beat dogs at all, let alone for many months or years? Surely after the first dog, you would be reporting them to the authorities. If the authorities wouldn't act, you'd start lobbying other neighbours to try and get assistance. You might even go to the local media.
But that's not what happens.
In fact, when another pet-lover from the community tries to step in and draw attention to situation, you beg them to stop. You figure if the neighbour gets the shits on, he will stop giving you the dogs. Maybe he will start beating the dogs in private. You tell other pet lovers in the community not to get involved, because they will make the situation worse.
- - - - - - - - -
This is not a story about dog beating, obviously.
It is about a much worse and much more extreme violence - a purposefully inflicted death.
And this story isn't about a neighbour - but actually a vital service in your community; your local council pound.
Rescues every day prevent violence being perpetrated against pets, by stepping in and saving pets who will be killed. Pounds can threaten the safety of pets every single day, and will still be defended as one of the 'good guys' - as long as they let rescues save animals.
Why do we work so hard to make pets safer in the pound, by stepping in and intervening in the violence; rather than making the pound safe by removing killing as an acceptable outcome for pets?
We need safe pounds who work with rescue, not violent pounds being tempered by the goodwill of a few hardworking pet-lovers.


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2018 F-150 SuperCrew Cab 4x4, Pickup (Stock #18F1179)
More PhotosPhotos may be library images.
Vehicle Notes
Find It @ Ferman Ford, F-150 XLT, 4D SuperCrew, 5.0L V8 Ti-VCT, 10-Speed, 4WD, Oxford White, Medium Earth Gray, 10-Way Power Driver & Passenger Seats,… 2-Bar Style Grille w/Chrome 2 Minor Bars, 4.2 Productivity Screen in Instrument Cluster, 4x4 FX4 Off-Road Bodyside Decal, Auto-Dimming Rear-View Mirror, Chrome Door & Tailgate Handles w/Body-Color Bezel, Chrome Step Bars, Class IV Trailer Hitch Receiver, Cloth 40/20/40 Front Seat, Equipment Group 302A Luxury, Fixed Backlight w/Privacy Glass, FX4 Off-Road Package, Heated Front Seats, Hill Descent Control, Leather-Wrapped Steering Wheel, LED Box Lighting, Off-Road Tuned Front Shock Absorbers, Power Glass Heated Sideview Mirrors, Power-Adjustable Pedals, Power-Sliding Rear Window, Radio: Single-CD/SiriusXM w/7 Speakers, Rear Under-Seat Storage, Rear Window Defroster, Remote Start System, Reverse Sensing System, Single-Tip Chrome Exhaust, SYNC, SYNC 3, Wheels: 18 Chrome-Like PVD, XLT Chrome Appearance Package, XLT Power Equipment Group.We Save You THOUSANDS Utilizing Internet Value Pricing! Our mission at Ferman Ford is to save you thousands on any vehicle in inventory by presenting market-based Internet Value Pricing to all of our guests. We do not artificially inflate our preowned vehicle prices with the hope of winning a negotiation contest with our guests! We do not play pricing games. Whether you are purchasing a new or pre-owned vehicle you will be treated like family. Contact our team now or visit us at 24825 US Highway 19N in Clearwater for your VIP experience. Ferman- Service, Selection and Value since 1895! Not all customers qualify for all rebates. Price includes. : $7,000 - Alternative Choice Retail A/X/Z/D Plan Customer Cash. Exp. 07/01/2019
Chassis Details
Stock Number
Stock Type
Drive Train
Cab Type
Vehicle Body
Crew Cab Pickup
Interior Color
Exterior Color Description
Oxford White
Engine Cylinder Count
Regular Unleaded V-8 5.0 L/302
Transmission Type
Rear Wheels
Fuel Type
Vehicle Options
- SYNC CONNECT -inc: Remotely start lock and unlock vehicle schedule specific times to remotely start vehicle locate parked vehicle check vehicle status all included in service for 5 years from the vehicle sale date as recorded by the dealer Wi-Fi hotspot connects up to 10 devices includes a trial subscription of 3 months or 3 gigabytes whichever comes first wireless service plan required after trial subscription ends
- FX4 OFF-ROAD PACKAGE -inc: 4x4 FX4 Off-Road Bodyside Decal Hill Descent Control Off-Road Tuned Front Shock Absorbers Skid Plates (Fleet) fuel tank transfer case and front differential
- ENGINE: 5.0L V8 -inc: auto start-stop technology and flex-fuel capability 3.31 Axle Ratio GVWR: 7 000 lbs Payload Package
- VOICE-ACTIVATED TOUCHSCREEN NAVIGATION -inc: pinch-to-zoom capability SiriusXM Traffic and Travel Link Note: SiriusXM Traffic and Travel Link includes a 5-year prepaid subscription SiriusXM Traffic and Travel Link service is not available in Alaska or Hawaii SiriusXM audio and data services each require a subscription sold separately or as a package by Sirius XM Radio Inc If you decide to continue service after your trail the subscription plan you choose will automatically renew thereafter and you will be charged according to your chosen payment method at then-current rates Fees and taxes apply To cancel you must call SiriusXM at 1-866-635-2349 See SiriusXM customer agreement for complete terms at www.siriusxm.com All fees and programming subject to change Sirius XM and all related marks and logos are the trademarks of Sirius XM Radio Inc
- TRANSMISSION: ELECTRONIC 10-SPEED AUTOMATIC -inc: selectable drive modes: normal/tow-haul/snow-wet/EcoSelect/sport
- FRONT LICENSE PLATE BRACKET -inc: Standard in states requiring 2 license plates optional to all others
- Four Wheel Drive
- Power Steering
- 4-Wheel Disc Brakes
- Brake Assist
- Aluminum Wheels
- Conventional Spare Tire
- Tow Hooks
- Power Mirror(s)
- Intermittent Wipers
- Variable Speed Intermittent Wipers
- Privacy Glass
- Power Door Locks
- Daytime Running Lights
- Automatic Headlights
- Fog Lamps
- AM/FM Stereo
- CD Player
- MP3 Player
- Steering Wheel Audio Controls
- Bluetooth Connection
- Telematics
- Auxiliary Audio Input
- Smart Device Integration
- Split Bench Seat
- Driver Adjustable Lumbar
- Passenger Adjustable Lumbar
- Pass-Through Rear Seat
- Rear Bench Seat
- Adjustable Steering Wheel
- Power Windows
- Keyless Entry
- Cruise Control
- Driver Vanity Mirror
- Passenger Vanity Mirror
- Floor Mats
- Engine Immobilizer
- Security System
- Traction Control
- Stability Control
- Front Side Air Bag
- Tire Pressure Monitor
- Driver Air Bag
- Passenger Air Bag
- Passenger Air Bag Sensor
- Driver Restriction Features
- Front Head Air Bag
- Rear Head Air Bag
- Child Safety Locks
- Back-Up Camera
- View All
|Ferman Price
|Call For Pricing
Pricing Details
|Dealer Discount
|- $11,459
|Ferman Price
|Total Savings
|Additional Upfit Cost
Contact Ferman Ford Countryside for more info.(727) 475-1362
Vehicle available NOW in Clearwater, FL
Disclaimer: The efficiencies of e-commerce permit us to sometimes offer e-commerce consumers pricing benefits. Therefore, prices on this site may only be available to consumers who initiate their transactions via email or via this site's contact mechanism. Vehicle prices listed are plus tax, tag and title. Dealer also charges a pre-delivery service fee in the amount of $799.95, which charge represents cost and profit to the dealer for items such as cleaning, inspecting and adjusting new and used vehicles and preparing documents related to the sale, or lease.Special advertised offers reflect specific vehicle stock numbers listed in the supporting information for each offer and are available for well-qualified consumers with approved credit, may require financing or leasing through a particular financial services vendor, are for a limited time and subject to change without notice. All vehicles are subject to prior sale. Ferman is not responsible for internet malfunctions or typographical errors associated with online offers. Vehicle art depicted for the purpose of advertising and may not be representative of actual vehicle(s) in stock. Please see dealer for complete details.


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Considerations To Know About super greens powder
Green smoothies appear to be in all places as of late, but purchasing a bottle per day can quickly incorporate up! Give oneself a health Increase at home Using these simple smoothie recipes—from kale to spinach and much more. You'll need a slimmer waistline in no time—without the substantial hole in the wallet.
Rinse the wheatgrass. Since the wheatgrass was developed from organic seeds in organic and natural soil or compost, it would not require a major washing. Give it a lightweight rinse to wash absent any particles or dust it can have gathered in the air.
The Soilless choice. Little one Blanket and Tencel will dry out a lot more promptly than soil in the majority of conditions, so you need to both water more typically or experiment with our fairly risky trick:
As I have reported elsewhere on the internet site, we hate dogma, so get my dogma by using a grain of salt. It is possible to improve in trays without drainage (the incredible folks for the Hippocrates Health and fitness Institute have lengthy accomplished so), however you do must be ready to drain extra drinking water away. Tipping is usually a likelihood, but we think it risky - especially for the amateur grower, that's why my dogma.
Time the growing and harvesting cycle so that you've got a different batch of seeds soaking whilst the previous batch is in the whole process of taking root. If you have two or a few seeds at a variety of phases in rotation, you ought to be able to supply ample wheatgrass to have a shot of juice every day.
Lemon juice assists in curing respiratory complications, as well as respiratory issues and revives anyone suffering from asthma. Lemon, being a abundant wealthy source of vitamin C, allows in managing respiratory Problems.
Astounding Grass Green SuperFood can be a blend of alkalizing greens, antioxidant prosperous complete food fruits and veggies, immune support herbs, and helpful pre & probiotics.* Our powder mixes so simply with water; you may wonder how critical green nutrition could style this fantastic.
To manage Along with the i was reading this forthcoming write-up-war population boom in The usa and in other places, researchers decided to tap into the unexploited sea sources. First screening from the Stanford Investigation Institute confirmed Chlorella (when rising in warm, sunny, shallow situations) could transform 20% of photo voltaic Power into a plant that, when dried, is made up of fifty% protein.[three] In addition, Chlorella has Fats and natural vitamins. The plant's photosynthetic efficiency makes it possible for it to produce additional protein for every unit location than some other plant—a single scientist predicted 10,000 lots of protein a year could be produced with just 20 staff staffing a just one-thousand-acre (four-square kilometer) Chlorella farm.
Coconut Coir would be the best medium, in terms of h2o retention is concerned - if you'd like to Opt for many cuttings, but Coir or soil enriched with Earthworm Castings is perhaps a more sensible choice mainly because it provides the Grass nutrients to draw upon. Whichever you use, It really is really worth a test if just for the encounter.
A latest examine also reveals that specific protein compounds in spinach are effective in reducing large hypertension.
Think about developing wheatgrass in the attractive container and bordering your wheatgrass with other crops, so like it that you could delight in The fantastic thing about wheatgrass and its health and fitness Gains.
We use marketplace-standard, 256bit SSL encryption to guard your own details on line, and we also take numerous measures to protect your own facts inside our facilities. By way of example, after you pay a visit to the web site, you entry servers which have been saved inside a protected physical surroundings, driving a locked cage and also a components firewall. Following a transaction, your bank card data will not be saved on our servers.
[three] The pilot investigation carried out at Stanford and somewhere else brought about enormous press from journalists and newspapers, however did not produce significant-scale algae manufacturing. Chlorella appeared like a feasible selection due to technological innovations in agriculture at some Website time as well as popular acclaim it bought from professionals and scientists who examined it. Algae researchers experienced even hoped so as to add a neutralized Chlorella powder to conventional foods merchandise, as a way to fortify them with vitamins and minerals.[3]
Luggage We offer a few sorts of baggage. A Hemp Bag (which is made by hand below in San Francisco) which is a superb issue to increase sprouts in, plus a Generate Storage Bag which extends the shelf lifestyle of one's completed crop and also other veggies.


text: Hi, I'm new to ISPConfig and I used website tutorial to setup. I have installed ISPConfig 3 on a vmware VM with CentOS 6.3. I use static IP for guest OS. After installing ISPConfig 3, I went to host OS and tried to open ISPConfig webpage in browser. I used https://[guest-ip]:8080, but test page for apache was shown instead of ISPConfig 3 main page. How can I fix this or how can I reach ISPConfig 3 control panel?


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I found this photo of confirmation in Gällstad 1902 th.
The priest named Clas Alfred Lönnerblad
and the house is called Bondegärde and that is where the priest lived.
My grandmother Judith is on this photo.
From left to right, front, Judith is No. 1 in row 4.
I had not observed this picture until now, I am so happy I found it!
This is Judit from the photo above.


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Some great deals on Business Class fares to Europe
As I've mentioned before, in spring you can often find great deals Business Class fares for summer travel to Europe. Some years, like last year, they're harder to find, but I just now snagged a June round trip from New York to Berlin on Scandinavian for $2200. It's a one-stop itinerary via Oslo, with the long leg in their new(ish) lie-flat seat on an A330. I bought directly from SAS's website using my Amex Gold card for the 3x airfare bonus.
|SAS lie-flat Business Class
Furthermore, I'll earn nearly 20,000 miles for this flight (split between Amex and United), and I wouldn't have if I'd redeemed miles instead of paying. That effectively lops another $300-ish off the price. I don't chase status, but this would also move you closer to your next elite tier and the reward seat wouldn't.
I just priced out several other dates throughout the summer and there's lots of seats in low $2k's – in August there were even cheap seats on direct flights on United and Delta. I tried a few other destinations and from New York it looks like Prague, Paris, Madrid and Warsaw had flights around the $2500 mark. Again, good but not great.
If you've been thinking about going to Europe this summer, you might want to poke at Google Flights for a few minutes and see if you find a Business Class bargain.
Also, for the life of me I couldn't get the Amex travel portal to show these fares so I won't get the extra point for booking through them.


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In this session, Nick Finck will explore the topic of content strategy and its role in relation to the overall user experience. This is a high-level talk on seeing the bigger picture of what it means to ensure your customers have a good experience and what is necessary to achieve that be it for websites, mobile apps, in-store, in-car, or in the living room. He will explain how to integrate content strategy into your existing digital design practice and beyond.
Lavacon 2013 Keynote 8: Nick Fink: How Content Strategy Fits Into the User Experience from LavaCon Conference on Vimeo.
Slide Deck: Nick Finck: How Content Strategy Fits Into the User Experience – LavaCon 2013 on Speaker Deck.
Nick Finck (NickFinck.com) is a user experience professional who has worked in the web industry for over a decade. He specializes in information architecture, interaction design, usability and user research for web and mobile.
Nick has created web and mobile experiences for Fortune 500 companies including Adobe, Intel, REI, Boeing, Google, and Oprah.com. He lives and plays in Seattle, Washington, where he's now the Senior Manager of User Experience at Amazon AWS.
Prior to working at projekt202 Nick was the User Experience Director at Ubermind, and before that a founder of Blue Flavor, a user experience consultancy that launched one of the very first web applications for the iPhone.
Nick was the publisher of Digital Web Magazine (Digital-Web.com), an online publication for web professionals, for ten years. He is actively involved in the web community, helping as adviser to such events as SXSW Interactive, the Information Architecture Summit, WebVisions, and InfoCamp Seattle. Nick has also judged The Webby Awards and the SXSW Web Awards.
He has built a reputation as a community volunteer, promoting growth within the web industry both locally and abroad. You can find Nick giving workshops for leading organizations such as Microsoft, Bill and Melinda Gates Foundation, and the Seattle Public Library. He has presented at most major conferences including SXSW, CHI, MIX, and more. Nick has also helped create an open source curriculum for web professionals and has lectured for and advised universities on their educational programs.


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All-in-one Design The S70 Digital DJ Workstation is a dual USB player and a high performance mixer, all-in-one design in an elegant unit. Setting the S70 is easy and fast because you don't need to waste time connecting cables. You just need to bring the S70 and USB storage and you can DJing. It's perfect for DJs working events, clubs that need to be able to pack away their system quickly, and any other DJ on the move. Moreover, the S70 also is a MIDI controller can fully control any DJ software, the comprehensive MIDI compatibility all of the 98 control elements can be applied as MIDI control device.
USB Player
In this digital era, USB devices become the most convenient for music collection. The S70 support 2 external USB mass storage devices. Connect an MP3 player, thumb drive and large hard drives for easy access to small or extensive MP3/WAV libraries up to 999 folders and each folder 999 files.
Two Decks Share the Same USB Device
Two decks can share a single external USB mass storage device from just one USB device. DJs don't need to have several USB storage devices for different players and can easy manage your music resource from one storage device.
MIDI Interface Controller (PC/MAC)
In this new era of DJing, more and more DJs utilize computer and DJ software for their performances. In order to satisfy DJs requirement, the S70 is also designed to interface and control a variety of popular DJ software applications that support USB MIDI interface. DJs can assign virtually every button to trigger functions of various DJ software programs.
It comes bundled with VirtualDJ, Audio/Video/Karaoke mixing software. The S70 is MIDI-mapable and compatible with other popular DJ programs. The unit interfaces seamlessly with Mac® OSX and Windows XP, Vista and Windows 7 operating systems.
VOXOA TUNEBOX Software
Support the VOXOA TUNEBOX software makes reading and searching fi les much quicker and easier. The VOXOA TUNEBOX can scan all of music fi les in your USB mass storage devices and then create database fi les to locate the files in your music library.
SLIP Mode
When turned on, normal playback continues in the background with the original rhythm during scratch play, auto beat loop and loop roll playback. When scratch play or loop roll play is canceled, normal playback resumes from the position playing in the background at that time.
BMP SYNC function
Press this button to automatically synchronize the tempo (BPM) to the other deck based on
BPM counter or manual BPM.
1. BPM SYNC function only active under both decks BPM are displayed.
2. The BPM difference of two deck must under 16%.
Hot Cues with 4 Trigger Pads
Every track can be saved 4 memo points for Hot Cues and Loops. The S70 can store your Hot Cues and Loops on any audio track and recall them at a later time when that track is cued in USB drive. The memo points are unlimited. It is all depend on your USB memory capacity. This memo function can be used like a mini sampler for vocals, stabs, or breaks, adding that touch of creativity to any DJ set.
Loop Roll mode
Press this button to active the HOT CUE buttons as "LOOP ROLL" buttons. Under the LOOP ROLL mode hold the HOT CUT 1 as 1/16 beats loop roll, hold the HOT CUE 2 as 1/8 loop roll, hold the HOT CUE 3 as 1/4 loop roll, and hold the HOT CUE 4 as 1/2 loop roll.
Real-time Loop Out Point Adjustment
The loop-out point can be real time adjusted by pressing the Out point button while in the loop playback and turning the jog wheel to adjustment.
Auto Beat Loop
Loops can be set automatically without breaking the beat by pressing the AUTO BEAT LOOP control knob. The loop's number of beats can be changed by turning the AUTO BEAT LOOP control clockwise or counterclockwise. Turn: set the length of the auto beat loop's length in units of beats. The loop length can be changed by 1/32,1/16, 1/8, 1/4,1/2,1,2,4,8,16,32 beats. Press: Turns loop playback on and off.
Notice: You can't active the Auto Beat Loop function till the BPM is displayed.
DSP Digital Effects
The S70 supplies the DJ with four different types of DSP digital effects to enhance creativity and performance. Including ECHO, FLANGER, FILTER and SKID. Moreover, DJs can independently adjust effect's parameters "TIME " and "DEPTH" via the JOG WHEEL.
Tempo Control and Range
A 100mm linear high precision slider gives DJs total control and ensures that the tempo adjustment is easy and accurate. The range of tempo +/- 6%, +/-10%, +/-16% and -100% can be assigned to the TEMPO ADJUST slider.
Key Lock
The Key Lock function locks the pitch of the track even when you adjust the speed of the track. You can speed up or slow down the beat without any noticeable difference in how the vocal and music sound.
USB Player
‧ 2 USB sockets for external USB device support
‧ Two USB player share one external USB Device
‧ All control elements are MIDI compatible
‧ Automatic and manual tap beat counter
‧ Optional rack-mount adaptor
‧ Instant playback from cue point
‧ Fader start to control playback on fader move
‧ Single and Continuous play modes
Data Search
‧ Tracks and folders searching system
‧ Advanced cueing with track searching by frame
‧ Support VOXOA TUNEBOX software for fast searching massive USB device
‧ Onboard fi le and folder browsing
‧ ID3 TAG support
‧ Auto Cue function cues track to start of music
‧ Seamless Loop function / reloop function
‧ Loop Out point adjustment
‧ Hot Loop function
‧ Real-time cut and extend l Auto Beat oop
‧ 4 independent hot cue/loop banks with real-time adjustment
‧ Every track can save 4 hot cues and unlimited memos for USB drive
Pitch Control
‧ Adjustable pitch range ±6%, ±10%, ±16% and -100%
‧ High quality 100 mm long pitch fader
‧ Micro pitch with a resolution up to 0.02%
‧ Pitch bend control buttons
‧ Pitch bend up to +/- 16%
‧ Key Lock allow a track's tempo to be changed without affecting the original key of the track
Jog Wheel
‧ Touch sensitive JOG WHEEL for scratching
‧ Multifunctional JOG WHEEL for search, pitch bend and effects adjustment
‧ 3 modes for JOG WHEEL: CDJ, VINYL, AUTO CUE SCRATCH (A. CUE)
‧ A. CUE Scratch mode – touch WHEEL return-to-cue function
‧ JOG WHEEL control for pitch bending and frame searching
DSP Effects
‧ 4 superb beat synchronized DSP effects
‧ Build-in Effects: ECHO, FLANGER, FILTER and SKID
‧ Auto beat sync effects
‧ Effect parameters "TIME" and "DEPTH" adjustable via JOG WHEEL
‧ Large extra bright dot-matrix VFD display for all functions
‧ Display playing address
‧ Display ELAPSED/REMAIN time mode
‧ Displays text for ID3 tags and folder names for easy navigation
‧ Text display for navigating folders on USB fl ash drives
‧ Input: Line x 2 (RCA), Phono x 2 (RCA), MIC x 2 (XLR/1/4 inch Combo x 1, 6.3mm x1),USB x2
‧ Output: Balanced (XLR) x 1, Unbalanced (RCA) x1, Unbalanced Booth (RCA) x1, USB MIDI x 1
‧ 3 USB jacks, 2 for USB playback, one for PC MIDI connection
‧ Three-band EQ with Full output kill for each channel
‧ 2 MIC with level control, tone adjust and talkover
‧ Effect auto beat sync function
‧ Effect X & Y parameter adjustable
‧ Replaceable Crossfader with 3 curve switch
‧ Crossfader with fader start function
‧ Headphone with level control and cue mixing
‧ Booth Out with level adjust
‧ Dual 10 LEDs monitor display (selectable PFL or Master output)
|Model S60
|AC100-240V, 60/50Hz, 21W
|482mm (W) X 300mm (D) X 90.5mm (H)
|4.1 kg


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JAPAN: Toyota's Daihatsu recalls 892,000 cars
Daihatsu Motor said it was recalling a record 892,000 vehicles, mostly in Japan, over an engine sensor glitch.
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TODAY we can reveal the special guest star in the stage show charting Susan Boyle's astonishing rise to fame…SuBo herself.
The singing sensation has agreed to make a cameo appearance at the end of I Dreamed A Dream, which stars Elaine C. Smith as the singing superstar.
SuBo and Elaine – best known for playing Mary Doll, the wife of TV's Rab C. Nesbitt – have struck up a real rapport while putting together the musical.
Elaine said: "Susan has become a great pal and I'd do anything for her.
"We are similar in many ways – two Scottish lasses from mining villages who were supposed to get married, have kids and be quiet.
"But Susan and I didn't quite turn out like that. I'm so honoured to be able to tell the story of her amazing life."
Susan added: "I am thrilled to be part of the musical and I'm looking forward to stepping on stage.
"It is an honest portrayal of my life and has been a cathartic process to be involved in."
Elaine was first linked with the SuBo role 18 months ago when the Britain's Got Talent star revealed Elaine was her favourite actress.
Months later, when Susan was stranded in the US, Elaine was asked to provide the voice for an audio-version of the singer's autobiography.
She said: "It meant I read Susan's life story before anyone else. It was so inspirational and I kept thinking this would make such a great play."
Elaine approached long-time friend and theatre producer Michael Harrison with the idea. They then made an official approach to Susan's management team to make the show.
Elaine said: "I thought Simon Cowell would say no but the response was very positive.
"Susan gave the idea her blessing and asked me to give her a ring. I phoned and said, 'I am going to pop round for a cup of tea if that's OK.'
"She replied, 'That would be lovely but I've got two houses.'
"I immediately cut in telling her to stop bragging and she laughed. From that moment we became friends.
"Susan even jokes that she looks like Mary Doll when she's at home with her pinny on doing the cooking or cleaning."
The pair have become such good friends, Elaine has even invited Susan's relatives round to her house for tea.
She attended Susan's 50th birthday party last year and the shy superstar even agreed to a guest appearance in Rab C. Nesbitt last December. Elaine, Susan and a team of writers have spent the past six months putting the musical together.
It will look at Susan's early life in Blackburn, West Lothian, and what has happened to her since she became famous.
The warts-and-all account will include poignant sections on childhood bullying, the deaths of her parents and Susan's failure to find love.
Elaine said: "We are aiming for a Billy Elliot-style story which tells the rags-to-riches tale of Susan's life.
"When I first read the script to Susan, she got upset but then she said, 'You've made me cry…but you've made me smile more'."
Susan's fragile mental health saw her being admitted to the Priory Clinic after the BGT final in 2009.
But with just weeks until the curtain raises on the SuBo musical, Elaine has no concerns about her co-star's ability to cope.
She said: "Susan's not nervous. I have joked to her that she'll need to get me out of the toilet on the first night.
"I was a singer before I was anything else but I will not be trying to impersonate her. There's only one Susan and there's no point trying to take her voice on."
The musical will be the first time that Susan has embarked on a gruelling nationwide tour.
Her management team hope it will pave the way for her to appear in a money-spinning worldwide concert tour.
Elaine says: "It is about trying to get Susan ready for the next stage in her career.
"There's a big part of Susan's story still to be told."
But does Elaine think she'll land the role of Susan in any Hollywood remake?
Not really. She laughed: "They'll probably stick Michelle Pfeiffer in a fat-suit and she'll win an Oscar."


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Pledge Faith in Action
In humility, value others above yourselves, not looking to your own interests but each of you to the interests of the others.
Philippians 2:3-4
What is the Mission: Pledge: Faith in Action is Divine Child High School's annual all-student fundraiser focused on Christian service. At Divine Child, we are committed to developing in our Falcons a lifelong, Christ-like dedication to serving others. Pledge: Faith in Action provides our students an opportunity to live out their faith and make service to their community a central and authentic part of their lives.
How it Works: Our students are asking you, their family, friends, and members of the Divine Child community, to make a pledge to sponsor them for a day of service. All of the money raised through pledges is donated to St. Vincent de Paul, this year's selected charity, to further its mission to provide food assistance, emergency support, and disaster relief services to the less fortunate in our Southeast Michigan region. Then, on their designated service day, students have the opportunity to put their faith into action and serve at a variety of community locations such as All Saints Soup Kitchen, Motor City Blight Busters, Cass Community Center, Dearborn Animal Shelter, Vista Maria, and many more. Our students see firsthand how their time, talent and treasure can have a positive impact on their community.
How to Give: Go to the DONATE button which will direct you to our dedicated Everyday Hero site. To make a pledge on behalf of a student, type the student's name in the search box in the top right hand corner, select the student's page, and then click "Give Now." To make a general pledge to Divine Child Pledge: Faith in Action, click "Donate" at the top of the homepage. Please consider sharing this page with your own network via social media and email by clicking "Share this page".


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Painting Contractor Directory For > Kansas > Roeland Park
Painters in Roeland Park, Kansas
Find Roeland Park, Kansas KS local painter, painting companies, and painting contractors near you for residential and commercial painting repair or new painting. Get free estimates, bids, and quotes.
Use the painter directory below as a guide to compare, shop, and find a commercial or residential painter to paint your house, business, or home improvement project. Use the Nearby Cities links to find additional painters near you in your area.
Use the Submit Project button above for the fastest, most efficient way to get free estimates. Instead of wasting time contacting painting contractors individually, take 2 minutes to fill out our simple form, and anonymously email it to multiple painting contractors simultaneously. Then you will start receiving free quotes from multiple painting contractors in your area. You can also click on Login to edit your project(s), and manage the bids you receive. There is no better way to do your comparison shopping.
Preferred Painters in Roeland Park, Kansas
Cuzco Painting
Phone: 913-620-7559, Ask For: Jessica
Fax: 913-829-0933
Description: Interior and Exterior Residential and Commercial
Painting, Woodrot, Staining and Refinishing.
A. T. Switzer Company
Phone: 816-861-1700, Ask For: Tom Switzer
Fax: 816-861-1702
Description: A. T. Switzer Company
Commercial, Industrial, Institutional, and Retail Painting.
Painting Contractors Since 1911.
"Just A Shade Better."
Poor Boys Painting
Phone: 816-612-1151, Ask For: chris/jennifer goodner
Description: 1200
Van Keuren Painting
Phone: 816-508-0398, Ask For: Tammy Van Keuren
Fax: 816-569-2115
Description: *Licensed Lead Abatement with the State of Missouri.
*23 years experience with 15 years in the painters union.
*Residential/Commercial Interior/Exterior Painting.
*Drywall finishing.
*Crew of UNION Painters at non-union prices.
KCHC Painter Pro
Phone: 913 362 0441, Ask For: Ben Watson
Description: KCHC Painter Pro is a interior and exterior painting contractor located in overland park kansas. We believe in using superior products and methods to ensure a quality paint job for years to come. 913 362 0441
Etem Decorative painting
Phone: 9136206894, Ask For: Gurkan Gultepe
Fax: 9136206894
Description: We provide Interior and exterior painting services for residential and commercial.
Other Painters in Roeland Park, Kansas
Honeydo's Home repair & Remodeling
|Available Options
|Painters Search
|Nearby Cities
|Links To Other Sites


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Malala: Activist for Girls' Education
written by Raphaele Frier; illustrated by Aureliea Fronty
2017 (Charlesbridge)
Source: Review copy provided by the publisher
One child, one teacher, one pen, and one book can change the world.
From birth, Malala Yousafzai was contending for equal treatment. Her father encouraged family and friends to shower her cradle with dried fruits, candy, and coins even though she was not a boy. The founder of a school for girls in the Swat Valley of Pakistan, Ziauddin was determined that Malala would have an education despite the threatening presence of the Taliban. She loved her land, but not all of its ways. Malala's mother could not read or write, but her daughter was going to have a different life. An earthquake in 2005 strengthened the hand of a local Taliban leader. He said the quake was a result of sin, and used religion to curtail the freedoms of the people. That included shutting down the Khushal School. Malala made a speech challenging the Taliban and asking "How dare the Taliban take away my basic right to education?" With her school having been taken away, she landed an opportunity to write a blog about her struggle. She took on a leadership role as speaker of a child assembly. The Taliban had been driven from her valley, but they returned. Schools were destroyed. Malala pressed on with her fight for the right to have an education. With success as a writer and a speaker, she started a foundation that helped her and others seeking knowledge. Angry with her success and her father's schools, two Taliban fighters stopped her bus and she was shot. Flown to England, Malala survived the assassination attempt and found greater fame and a bigger voice for her cause.
Malala is an excellent introduction to the life of one of the biggest heroes of this young century. Why is she important? Malala's strength teaches us to be brave in the face of fear. To be hopeful in dark times. She is a window to a place and circumstances of which most of our students are not familiar and her life shows that young people can make a difference. We need books that will inspire us to stand up for what is right.


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This afternoon, a group of dedicated divers combining guests and team members took a giant stride into the blue with a mission; to collect trash lying on the seabed.
They emerged back 45 minutes later, hands full with garbage of all sorts, the most peculiar being the exterior of an air conditioning unit and a marble tile. Celebration was then made with a toast to fresh coconuts at the dive school in a joyous fashion.
The occasion you might wonder? Kuramathi making a sustainable holiday pledge by organising a dive clean-up on the house reef. This initiative dubbed as 'Make Holidays Greener' is led by ABTA in partnership with Travelife for Hotels & Accommodations. This year's campaign launched today on 1 July and will encourage holidaymakers and the travel industry to make sustainable holiday pledges, taking care of the local environment and supporting local communities in holiday destinations.
Kudos to those who participated in this event and for the outstanding contribution to planet Earth!
Full details are available from the link below:
Source URL: Maldives.com


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Help get this topic noticed by sharing it on Twitter, Facebook, or email.
New synthesizers for MPC
New synthesizers for MPC
Make more synthesizers such as AIR LOOM and FM synthesis (such as Elektron Digitone) for MPC Live. Tired of boring identical library samples with the same sounds, update 2.3 is a real breakthrough. I am sure that many people would be delighted with the small version of the synthesizer LOOM AIR in our sampler MPClive.
You mean standalone plugins?
I found that tweaking the three synths a bit can give you very good results, they work fine for different situations.
But I support your request and I would also ask for more effects and improve of existing ones.
- view 1 more comment
Yes this is why I like the new synths.
You have oscillators, lfo, envelopes, filters and that's it.
I prefer to have the basics and then build my own sounds, I am not so much inside fancy lush pads or multilayer or things like that.
What you are saying is good, but I am talking about other sound syntheses, for example, FM synthesis is fundamentally different from what we usually hear from the moog synthesizers.
Yes, an FM synthesizer would be great. I think that now all us users know that it's possible to add synth plugins to standalone MPC's, I'm sure Akai Pro will be getting a lot of feature requests for other types of synths. Ideally I'd also like to see a physically modelled grand piano like the one Arturia have in their V Collection. Maybe a version of the Air Music DB33 as well?
EMPLOYEE0Nick D (Employee) November 27, 2018 19:25Hey everybody,
Thanks for posting!
Happy to hear you're enjoying the new synthesizers introduced in 2.3! I would definitely love to see more synthesizers added to the MPC too - FM would be wonderful! Be sure to submit any ideas you have for synths with the MPC 2 Software's built-in feedback module. The feedback module is represented by a smiley icon at the lower right side of the software next to the browser icons. This information goes directly to the Akai team for consideration!
If you need an alternative method of submitting feedback, you may use the following links:
MPC - Submit a Feature Request
MPC - Submit a Bug Report
Thanks for your feedback!


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Our waiting has stopped ´Dream house´ has made its debut recently and we more than excited to see it. The movie is an American thriller who did not get too many good reviews but you should not let that stop you from seeing it. The main actors in this movie are: Daniel Craig, Rachel Weisz, Naomi Watts and Marton Csokas. ´Dream house´ made its first debut in Canada and the United States on 30 September 2011. The companies who produced the movie are: Universal Picture and Morgan Creek Productions.
- Plot
The main character from this movie is Peter Ward played by Daniel Craig. Peter is a patient with mental problems who leaves the hospital and starts a new life; he gets married and has a couple of children. Five years later he finds his family murdered at his home and he gets shot in the head. He gets hospitalized and once he snaps out of it he wakes up and does not remember what happened. Peter creates a fantasy world in his head where his wife and daughters are alive and he is a famous book publisher called Will Atenton.
Once at home Peter meets some of his old neighbors, one of which is Ann played by Naomi Watts. She does not understand why Peter would want to stay in the house where his family was killed. Pretty soon she realizes that he is not well, that he is still insane because he acts like everything is fine, like his family is still alive.
The imaginary identity of Peter, Will, starts to research on the hospital where he checked out five years ago. He finds out that Peter Ward was insane and that he killed his family. Because he cannot deal with the fact that his family is dead he creates another identity for himself.
- Cast
- Daniel Craig as Will Atenton and Peter Ward
- Rachel Weisz as Libby Atenton and Elizabeth Ward
- Naomi Watts as Ann Patterson
- Marton Csokas as Jack Patterson
- Claire Geare as Dee Dee Atenton and Katherine Ward
- Taylor Geare as Trish Atenton and Beatrice Ward
- Rachel G. Fox as Chloe Patterson
- Mark Wilson as Dennis Conklin
This wonderful movie called ´ Dream house´ will keep you in front of the TV until it is over, you will simply love it. The great thing about this movie is the fact that you never can anticipate what the next step of the main character will be.


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The Collection at Newry and Mourne Museum comprises an eclectic range of material reflecting the social, political and cultural history of the region from prehistory up to the early 21st century.
Artefacts include prehistoric flints, medieval sculpture, 19th and 20th century textiles and costumes, ceramics and glassware. Many of the artefacts highlight local commercial and industrial achievements and the region's rich maritime heritage.
Highlights include:
Medieval sculpture a 11th - 12th century cross-carved stone from a possible early monastery at Newry, a section of 13th-century moulding and a 15th century carved female head from the medieval Cistercian abbey at Newry.
Carved stone featuring the head of a lady with an heraldic animal
originally from a window or doorway in Newry Abbey (15th century)
Wren Map map of Newry dating from 1761 by Matthew Wren
Gelston Clock - a longcase clock made c.1780 by John Gelston, a Newry clockmaker.
Decanters examples of glassware made in Newry in the early 19th century.
Glass decanters made in Newry (c1825 - 1840)
Textile Collection - robes of the Order of St. Patrick worn by the Third Earl of Kilmorey, an Irish National Foresters uniform, a World War I souvenir cloth and ladies and gentlemens attire.
Order of St. Patrick Robes worn by the third
Earl of Kilmorey (c.1890)
Business and commercial items includes scales dating from c.1900, used in Newry Post Office, and a wedding cake box from the Victoria Bakery.
Wooden box used to transport wedding cakes to
customers by The Victoria Bakery (mid 20th century)
Contemporary art a series of six oil paintings by Jasper McKinney inspired by the Bagenals Castle Restoration Project and photomontages by Sean Hillen, which reflect The Troubles in Newry in the 1980s and 1990s.
Sister Faustina Appears in LondoNewry
(Miraculously Preventing the Illegal
Photography of Members the Security Forces),
photomontage by Sean Hillen, 1993
The Reside Collection over 10,000 documents dating from 1715 to 1986 relating to local history. The Collection was built up by Major G.W, Reside, a local architect and engineer.
Dresses belonging to Mrs Margaret Reside,
including the dress (on left) worn
at her
wedding to Major G.W. Reside in 1947
The Museum collects material from Newry, south Armagh and south Down connected with the following themes:
Newry and Mourne Museum also collects material representing the following aspects of contemporary culture, social life and politics:
For more information see our leaflet, Donating Objects and Documents to Newry and Mourne Museum which is available on the Publications Page on this website.
The Museum Collection is constantly growing with the local donations from Newry, south Armagh and south Down which reflect the Collection Policy.
Important recent donations include:
Other donations illustrate local commercial enterprise and industry in the area, such as:
Brass scales used in Newry Post Office (c.1900)
Significant additions have also been made to our textile collection with the donation of:
With grant-aid support from the Northern Ireland Museums Council, the Museum has purchased a number of objects which represent important periods in local history in particular:
The museum has a vibrant research programme, and has published articles on The Reside Collection, documented the effects of the decommissioning programme on the fishing community at Kilkeel and has researched local lace-making industries.
All these activities are supported by our constant work to improve the collection and enhance our understanding of local heritage. To meet our responsibility to care for these items to the best of our ability the museum is continually improving standards in collection care.


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In 1861 the bloodiest and one of the most important revolutions in American History
began, The Civil War. Socially this war had been brewing since the beginning of slavery.
This controversial subject had been the object of debate mainly because it required a
balance between free and slave states. Slavery was also a big issue between the
Democrats in the 1860 election because they could not agree on the issue of popular
sovereignty. This eventually led to their splitting which opened up the doors for Lincoln
to take office. After Lincoln was inaugurated in 1860 seven states ceded and later four
more. The south believed they were within their constitutional right to cede. In South
Carolina's Declaration of Causes for Session the state says, "Powers not delegated to the
United States by the constitution...are reserved to the states (Doc A)." This leaves
Lincoln at a quandary over the age old constitutional issue of Nullification and session
debated back in the day of the Virginia Kentucky resolutions and Hartford Convention.
He resolves that it is not within the states power to cede and brings the nation to war. The
eventual victory for the North would bring about one of the greatest changes in history;
the Emancipation Proclamation that forever ended slavery and changed the southern way
of life.
With Slavery no more and a Southern society in ruins more changes had to be made in the
Reconstruction revolution. After Lincoln's and Johnson's plans for reconstruction failed,
the Republicans who now controlled congress took the reigns. Socially there was the
large issue of all these freedmen with nowhere to go, who are now demanding equality. In
a petition written just after the war in 1865 from African Americans to the Tennessee
Convention the blacks say, "If we are called to military duty...should...


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1988 Oldsmobile Firenza station wagon
Manufacturer's photo provided courtesy
Christopher G. Carlson
Copyright © 1998
Steve Manning
All Rights Reserved
Information in this document is subject to change without notice.
Other products and companies referred to herein are trademarks or registered trademarks of their respective companies or mark holders.
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