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Failure Report 2010 - Engineers Without Borders Canada
Forward by Bill Gates Sr., Chairman of the Bill and Melinda Gates Foundation Each year, EWB Canada publishes a report of our failures, with contributions from people working or volunteering in the field with EWB. We publish this report because we believe that in an endeavour as complex as international development, failure will happen on the way to success. By creating a culture that is open to failure, and that celebrates the thoughtful articulation and sharing of those failures, we create the conditions for greater impact in our work.
2010 Failure Report Learning from our mistakes Fr Our Values: We strive to make the impossible possible through a combination of imagination, hard work, innovation, passion and a willingness to take risks. It is this determination that allowed EWB to publicly state at our conference in 2004 that we wished to see an end to tied aid by the end of the decade. It was the perseverance of our leaders that collected signatures and talked to Canadians about this relatively unknown issue, and it was our 2008 national conference when thousands of people in Montreal symbolically untied Africa. Later that year Canada announced that it would untie all foreign aid spending. dream big & work hard Photo Paul Blond�/EWB failure report "Live and learn" is a familiar saying, but its importance stems largely from what goes unmentioned: failure. In fact, the primary use of this saying is to acknowledge that everyone makes mistakes and encounters failure. The important thing is to learn and improve from these experiences. Indeed, learning and failing are both lifelong experiences. But whereas most institutions and individuals strive to be continuous learners, they strive equally hard to avoid failure and rarely acknowledge when it occurs. This approach is wrong and problematic. The lessons learned from failure and mistakes are often the most important, and they commonly have relevance and value to others. This is particularly true in the complex arena of international development, where problems do not have a single or clear solution, and where there are so many potential risks and challenges. Foreword With the 3rd Edition of its Failure Report, Engineers Without Borders (EWB) Canada continues its bold leadership on this practice, by highlighting several mistakes and failures made throughout the year and analyzing how they have learned and improved. EWB Canada is doing incredible work in Canada and on the ground in Africa through the joint power of its staff, volunteers, and chapter members. But with a mission of tackling the roots cause of poverty and achieving catalytic or systemic change, mistakes and occasional failure are unavoidable. Some of the stories in this report reflect a failure of insight or of understanding how to work in a foreign land, while several others reflect organizational or project management mistakes. In all cases, it is impressive that individuals are publicly acknowledging failure and in many cases confessing to individual blame for mistakes so that others can learn. These stories have significant value for other EWB staff and volunteers, as well as similar institutions and individuals working on development around the world. I am optimistic that this good example will strengthen the global dialogue on how to learn from failure to achieve the greatest impact for those we are looking to serve. William H. Gates Sr. Co-Chair, Bill & Melinda Gates Foundation United States of America ...Engineers Without Borders (EWB) Canada continues its bold leadership on this practice, by highlighting several mistakes and failures made throughout the year and analyzing how they have learned and improved. Our Values: address root causes for impact We start by clearly defining the impact that we want to help bring about, and then think through the complexity of social change so that our actions target root causes. Owen Scott and our Access to Water Team performed such evaluations when they focused their attention on the 40% of water points across rural Malawi that were non-functional. What they found was a broken system contributing to the severe lack of water, not a broken seal on a pump. Together with Malawi's districts, EWB is bringing data to the decision making process to help inform where new wells are drilled and where others are simply rehabilitated at a much lower cost. failure report about EWB Contents table of contents Introduction 1. 2. 3. 4. 5. 6. 7. 8. 9. Owen Scott, Malawi (page 8) Near term success, long term failure It's not about the tool, it's about the process Serving the customer e ngineers Without Borders Canada is movement of engineers driven to create meaningful and lasting opportunities for Africans by tackling the root causes of why poverty persists. EWB envisions a world where the next generation of Africans will have the same opportunities as Canadians today. Luisa Celis, Ghana (page 10) Mark Hemsworth, Zambia (page 12) Ben Best, Ghana (page 14) Personal failures as a change agent Improving our ACT , EWB works in the agriculture, rural infrastructure, and water and sanitation sectors to build the capacity for bottom-up innovation in African organizations, which allows these institutions to prototype, pilot and scale successful programs. In Africa James Haga, Canadians Programs (page 16) Eli Angen, Canadians Programs (page 18) Jon Fishbein, Canadians Programs (page 20) Erica Barnes, Canadians Programs (page 22) Parker Mitchell, George Roter, Management (page 24) Bring EWB to Work Failure in distributed innovation Leading effective teams In Canada over 2,000 active volunteers and 40,000 members at 35 chapters country-wide work to on three key areas: drive changes in three key areas: Advocating for improved Canadian policies towards Africa, Helping Engineering Profession serve global society, and engaging Canadians to connect and contribute to Africa. Organisational Priorities Failing to learn from Failure Ian Smillie (page 28) Published January 2011, Toronto, Canada Special Contribution: 5 the 2010 Failure Report t started small. A simple idea made real with the courage to take action. No permission was given at first, but the value it demonstrated, demanded it. It has grown from bottom up, gaining support and taking on improvements over time. And it's still evolving. Tangibly, the EWB Failure Report is a collection of stories. Fundamentally, it is an example of the process of innovation and learning we would like to see across international development. i Welcome to the 2010 Failure Report This year we share with you nine stories from across Engineers Without Borders (EWB) � from African Programs, Canadian Programs, and management. We considered introducing this report by offering themes that could provide a direction for learning. There are important ones: the allure of simple solutions that come at the cost of addressing root issues; the need to be patient and ready to change; and building our internal capacity required to manage the complexity of our work at multiple levels. But we'll leave that for you to think about. Instead, let's start by remembering the very foundation of this report; key values that have underpinned EWB's progress in the last ten years. That is, to be effective change agents, we need to remain humble and continuously learn, commit ourselves to self-reflection, be open about our mistakes, and have the courage to take action, especially after failure. We also need to take individual responsibility for creating a culture in which failure is accepted and celebrated. It's the only way we can progress, innovate and learn. The contributors to this report have demonstrated this and we hope that the stories serve as a reminder for each of us to do the same, not just once a year, but every day. With that in mind, we hope that you will do two things when reading this report: First, ask yourself: How am I going to apply these lessons? If you are in EWB: what does this mean for me at my chapter? In Ghana? At my workplace? If you are creating change elsewhere: How can I apply these lessons, in my organization, in my context? What is relevant or similar to situations I've faced? Second is to go back and read the 2008 and 2009 reports. Did we learn from them, or are we making the same mistakes again? If so, why and what needs to change? What about in your work, as you reflect on the past: Are you making the same mistakes again? We close this report with a special contribution from Ian Smillie, author and lifelong change agent. He shares a reflection from his experiences decades ago, reminding us that not only do we have ten years of learning to support us, there are in fact, decades of learning out there. Our challenge for the future will be to remain committed to learning as we take action. As Ian likes to say: "If we knew how to end poverty, we would have done it a long time ago." Keep Doing It For Dorothy. The 2010 Failure Report Team, Ben, Erica, Wayne, Jon, Ka-Hay 6 We learn by being open � open to new ideas from anywhere and anyone, and open about our mistakes. It starts with Annual General Meetings that run late into the night at which members hold the board and leadership accountable, and extends to our staff and volunteers openly sharing and reflecting on their mistakes in their work. This humbleness, paired with a commitment to ask, grow and innovate, drives a humble entrepreneurship that is unmatched. Our Values: strive for humilty 7 Near term success, long term failure idea of doing an update with their own limited operational budget. When we began discussing an information update, they immediately requested that I negotiate additional funding from our NGO partner. At this point, I should have stepped back and assessed what really would have been necessary for sustainability. the one-off activity over the long-term outcome of sustainability. In order to sustain the district's involvement with the system, I negotiated for our NGO partner to release a small amount of funding for them, less than $200, which they eventually did � leading directly to a successful update of the survey. s Owen Scott firstname.lastname@example.com African Programs Staff Water and Sanitation Malawi ix months into my placement I started working part-time with Machinga district, following up on work that several of my colleagues had started there. They had been assisting the district with conducting a survey of rural water infrastructure. The purpose of the survey was to help identify areas of high and low service, in order to improve planning for new infrastructure, and identify non-functional infrastructure so it could be repaired. We were proposing a new approach to updating rural water supply data, using an existing network of health department extension workers embedded in rural areas. We were very optimistic that the survey updates could be managed sustainably by the district without on-going external support. Following the initial survey, I was responsible for helping the district conduct quarterly updates. The district had been given substantial funding from one of our NGO partners to do an initial survey and was not excited about the ...the water infrastructure monitoring system in Machinga had, in effect, been proven unsustainable. The funding from the NGO partner would not be available forever and eventually funding would have to be provided from the district budget. I should have had this discussion with the district, and determined what, if anything, would motivate them to take ownership over the data collection process, and fund it themselves. Instead I defined success as a "successful update of the survey", and prioritized It was time for another round of data collection three months later. However, this time no NGO funding was available and my colleagues at the district were not happy when I told them this. However, they agreed to try to fund data collection on their own. A half-hearted attempt at data collection emerged, with a less than 50% complete return. Three months later, when it came time for another update, they chose 8 failure report not to do data collection at all. The water infrastructure monitoring system in Machinga had, in effect, been proven unsustainable. Upon reflection, I can think of two major failures from this story: Prioritizing tangible activities as outcomes. Success is hard to find sometimes in development work and can have a serious effect on how we think about it. For me, success quickly became about having the district staff collect data �it was tangible, concrete, and simple. Success wasn't about the district office valuing the program or about behavior change. This all but guaranteed that my own priorities and the actual priorities of the district would eventually become misaligned. 1. 2. Using distorting financial incentives to achieve an outcome. This is a classic pitfall in development, and one that I walked right into. Once I had an outcome in mind - data collection - it became easy to organize the NGO funding needed to make it happen. But using financial means to achieve my outcome (almost bribery in a way) quickly eroded the foundation of actual relevance that would be necessary for long-term sustainability of our program. Since the experience in Machinga, I've been taking an almost opposite approach. These days, when we work with districts, we bring no external funding, even for the initial surveys. If districts want to work with us to help improve their planning and information management, they are reponsible for first funding a full round of data collection without any assistance from us or our NGO partner. This serves as almost a priori proof that the work we're doing together is: (a) actually relevant to the district (or else why would they fund it?), (b) actually financially sustainable. This has led to district governments being much more invested in the work we're doing together, and is sowing the seeds for sustainability much better than our old approach. Fr 9 It's not about the tools it's about the process i Luisa Celis email@example.com African Programs Staff Governance and Rural Infrastructure (G&RI) Ghana n the summer of 2010, G&RI engaged in a program with the Danish funded Local Service Delivery and Governance Program, the Northern Regional Coordinating Council, and six districts in Northern Ghana to enhance district data systems to facilitate evidence based planning and decision making processes. Our team dedicated the summer to learning within and across the six districts to develop data management tools in collaboration with local government staff. One of these tools was a project monitoring Excel database that aligned with an Access database introduced by a development partner at the regional level. The second tool was an indicator database that gathered information across district departments. Near the end of a four month pilot, we started to consider scale up of a data system enhancement service with the two tools as key components. The overarching hypothesis was that our system was better than any other existing data system at the local government level in Ghana. We had opportunity to introduce our tools to districts across Ghana through a National Level driven training. During this time we were challenged by a development partner to step back and ask, is our system really the best solution for districts? It made us realize that different donors and government agencies have been driving their own solutions to data management and crowding districts with an overwhelming number of tools such that none are actually used effectively. By pushing our own tools we were participating in the same game. Furthermore we had failed to explore the whole system in depth - what had been tried in the past, what other players in the field were doing and what were emerging trends at national level. This was a humbling realization that made us question our approach. We decided to shift our service to local governments and our messaging to national, regional and local government level stakeholders from "we have the tool that works" to "here is a process for developing and enhancing data systems to facilitate evidence base ...By pushing our own tools we were participating in the same game. 10 failure report decision making". An important element of this process is understanding the existing data management tools as well as the needs and the capacity at the district level. Based on this understanding the appropriate tool(s) canbe selected and enhanced. Furthermore, critical to the sustainability and effectiveness of data management tools are the processes for maintaining them and utilizing them for decision making. Beyond a space for learning, this experience did have some adverse consequences for our team. Our approach and messaging in promoting our tool strained our relationship with a key national level partner with a consistent mandate and approach to our own. Fr ...we turned to reinventing the wheel rather than learning from and building upon what was there. 11 Customer Service s Mark Hemsworth markhemsworth@ ewb.ca ince my EWB placement with Forest Fruits Zambia three years ago, I have learned about the realities of business in rural Zambia. Among the top challenge is access to productive equipment. In Sept 2009, I decided to pilot Rent to Own (RtO), a micro-leasing business for rural Zambia. The big idea is to work with business people looking to expand operations, but lack capital to buy new equipment. An Experiment Expands our mistake A Zambian colleague and I first experimented with 4 pieces of equipment with great success. Our initial customers completed a business plan, paid commitment and rental fees on time and maintained the equipment in good condition. We expanded to 6 new districts and 35 customers by establishing an agent system where a local resident becomes a RtO agent responsible for assessing the credit worthiness of each applicant on behalf of RtO. The same agent collects the monthly payment and is paid a commission once all collections are completed. The agent model also worked well: agents were profitable, the business was covering costs, and most importantly, our clients were able to grow their farms and businesses. In May of 2010 we began working with successful owners of a small carpentry business in Mufumbwe district � 1000 km from the capital city. They had been running the business for 20 years, had demonstrated high ambition to mechanize operations and were looking to purchase a planing machine. Their business demand was high with secured government orders, raw timber supply was plentiful and three-phase power was available to run a machine. We delivered a planing machine to a happy customer in a few weeks, but it would be another 4 months before they could start using it. African Programs Staff Agriculture Value Chains � Rent to Own Zambia ...We delivered a planing machine to a happy customer in a few weeks, but it would be another 4 months before they could start using it. 12 failure report The most painful part of this mistake was that our trust with our client eroded fast. To this day we are still rebuilding this trust. Here's is where we failed During installation, the agent incorrectly connected the machine to electricity and upon usage, one of the critical components was destroyed, rendering the machine useless. It was a massive headache: spare parts and expertise to repair it were only available in Lusaka, the customer demanded a new replacement, and I now owned a $2000 piece of junk. But we persisted, and after four months, two attempts and $500, the plainer is now functioning and the business is growing. We don't expect business to go smoothly and from this experience we learned the following: Need to invest in capacity We made an incorrect assumption that our target customers would know enough to set up and operate the equipment they needed. This now seems obvious since broken equipment is scattered across Zambia due to poor quality and poor usage/ maintenance. In addition to agents, we have now hired a full time technician to install and train each customer on how to properly operate and maintain the equipment. Long-term relationship with customers helps to align incentives, this empowers them. To me the most important thing is aligning incentives. When we give a customer a piece of equipment worth $1000, and they've only paid $150 in advance, it's easy to see how we both want to work together. We need to work closely with our customers, selling them stuff isn't enough. Building and maintaining trust is critical to successful business relationships. The most painful part of this mistake was that our trust with our client eroded fast and furthermore is that trust with our agent was compromised. To this day we are still rebuilding this trust. Fr Growing one step at a time is key to preventing huge mistakes. Our incremental expansion allowed us to minimize the risk of wrong assumptions. 13 personal failures as a change agent come up with what I thought were better and better ideas without committing to focused implementation on any of them. Ultimately I had too many projects on my plate, too few successes and low motivation. Finally I took on `gap-filling' roles that played to my strengths with technology, taking up further time that was not directly related to my objectives but provided short term motivation. Although there were many factors outside of my control that made my placement difficult, there are several specific mistakes that I made. My biggest mistake was getting stuck in `analysis paralysis' instead of having a bias towards action. As I was learned about how the DADU operated, I could have been testing small management improvements, even if there was limited enthusiasm at first. Small wins earlier on would have increased my motivation levels and strengthened my relationships with partners. Secondly, I did not strategically use my gap-filling roles to leverage my actual goals, and was happy with merely saving district officers' time. While I take full responsibility for the failures outlined above I believe it is still important to share these failures and lessons learned. The first would be to narrow my focus and set up specific accountabilities. I wanted to drive a lot of change in a lot of areas but that meant too many small projects and too much work. This meant my manager couldn't hold me accountable to deliverables as there was simply too much work to do. An overflowing schedule is a reality, so in future I must prioritize the difficult and important work instead of being content in `getting work done'. There will always be enough low risk work to do to fill the time but this is not what creates change. Secondly, gap-filling (especially in areas where unique value is provided) is tempting but it should also be used strategically to further the main placement objectives. I hope that some of these lessons will help future APS and their managers deal with some of the personal failures that are possible when working in development. Fr i Ben Best email@example.com African Programs Staff Agribusiness Ghana ....I hope that some of these lessons will help future APS and their managers deal with some of the personal failures that are possible when working in development. n March of 2010 I began my placement at a District Agriculture Development Unit (DADU) within the Ministry of Food and Agriculture (MoFA). I was taking over from a colleague who transitioned out of the district two months before. My objectives were to set up and support systems that would allow the DADU to effectively and sustainably run the Agriculture as a Business Program (AAB) that my colleague had introduced over her placement, as well as to explore new initiatives focused on bettering management capacity with DADU offices. I ran into several challenges pushing AAB towards sustainability in the DADU, most notably an extremely understaffed office when I arrived, and an appointed coordinator for the program that was often enthusiastic in conversation but failed to take action after the fact. As I explored management initiatives I would learn more about the environment I was working in and constantly 14 Everyday across Canada and rural Africa, EWBers are asking questions that nobody else is. From questioning data collection techniques and technologies for mapping access to water in rural Malawi, or holding our government accountable to making aid as effective as possible. EWB is constantly asking questions of itself and our colleagues to ensure that we have disproportionate impact on our stakeholders. Photo: Duncan McNicholl/EWB Our Values: ask tough questions improving our act A lesson in advocacy James Haga firstname.lastname@example.com Director of Advocacy Canadian Programs l In June of 2010, with Canada hosting both the G8 and G20 Summits, EWB's advocacy team launched the ACT Campaign to advocate that the Government of Canada make our foreign aid more Accountable, Creative and Transparent (ACT). The raison d'�tre of ACT campaign was to shift the political dialogue from the tired debate of how much money Canada should allocate towards aid to how Canada can strengthen the quality and effectiveness of existing aid resources. ACT promoted ambitious recommendations for how Canada should improve its approach to international development. These recommendations ranged from establishing a new Independent Commission for Aid Impact (tasked with assessing the value and effectiveness of Canada's aid investments), to the creation of a venture-focused Innovation Fund (investment fund focused on helping to scale promising development ideas). The campaign started out well. Advocacy members across Canada were equipped with core messages and did a great job promoting ACT. They met with over 100 Members of Parliament (MP) and held over 200 MP meetings. This effort helped EWB strengthen our engagement with Canada's political representatives and built a network of support for ACT from MPs across the country. We were happy with this progress, but we failed in the next step. After we created a great broad-based campaign that generated widespread political support, we were too slow in turning that general support for our principles into tangible and specific action that could be practically implemented. ....But support for a set of principles alone does not create change in the system; we needed to follow-up on this general support with a far more focused "ask." 16 failure report ... we were too slow in turning that general support for our principles into tangible and specific action. What happenned in more detail Since we were trying to influence decision makers, our first goal was to build rapport and provide a compelling case for our ideas. We did this exceptionally well by providing clear rationale behind our recommendations. We increased the development knowledge of many politicians and generated support for ACT in principle; again, this was very good. But support for a set of principles alone does not create change in the system; we needed to follow-up on this general support with a far more focused "ask." The campaign began with five specific recommendations which allowed us to build broad-based support. It also helped us understand which of the recommendations resonated the most politically. However, five recommendations created a cumbersome path to policy change. Since political capital can only be applied to select areas at one time, by not focusing our weight behind one tangible recommendation, we limited the policy-change potential of the campaign. The breadth of our policy recommendations was too broad and offered an easy way out for politicians who could provide their support in principle, but could sense that our agenda was too broad to result in real changes. Adjusting our approach In mid-November, we started to internalize this lesson and changed our approach accordingly. We decided to build on the work of ACT and advocate that the Government of Canada sign on to the International Aid Transparency Initiative. While this doesn't mean that we've stopped engaging MPs about broader development issues � we haven't � we have begun to be far more selective in the policy change we're asking politicians to support. Fr 17 bring ewb to work Theory of Mobilization n the last 10 years, EWB has achieved considerable success in public outreach: speaking to 1,000,000 Canadians, and reaching over 125,000 youth through presentations. Our reach into the professional community, however, has lagged far behind � 60 presentations annually, averaging 14 attendees per presentation; we were confident that we could grow this outreach considerably, and worked to create Bring EWB to Work (BETW) � a national level campaign directly targeting the professional engineering community. i Eli Angen firstname.lastname@example.com Program Leader, Corporate and Professional Engagement Canadian Programs involved three key components based on the following assumptions: that volunteers across Canada were eager to drive engagement if it was easy for them; having a time bound, unifying event would encourage greater participation; mid-July would allow for student interns to settle into their jobs and be able to have more influence within their workplace; and a web-based community of volunteers would help maintain motivation. To roll this out, we developed a standard presentation and support material for all EWB members to use and adapt to local context, designated the third week in July as The BETW campaign 51 presentations delivered (25% of target). 103 people actively signed up on website, 75 presenters committed to deliver presentations, 28 presentations delivered. 68 presentations were requested through a broad email 23 were delivered, 26 had no follow up and 19 were outside our geographical reach. . . . the national BETW week and launched an on-line tracking system to help manage demand across the country. A major goal was to deliver 200 presentations nationally through this mobilization strategy. This is what we were able to achieve with BETW: ...While the total 51 presentations were on par with our previous annual numbers, the turnout for BETW was dismal. 18 failure report ...We applied these lessons and achieved our targets at the next national level outreach: Solving Problems that Matter. Other failures or incorrect assumptions were Timing July was a poor time While the total 51 presentations were on par with our previous annual numbers, the turnout for BETW was dismal. One of the major reasons for this is that I did not establish a clear roadmap of what this national level mobilization would look like and did not have specific enough milestones to help me gauge progress and flag concerns early. While I was able to course correct, the lack of the higher level milestones and measures would have alerted me earlier to areas that if addressed in a timely manner, could have significantly improved our numbers. for workplace engagement given vacation schedules. representative This limited our follow up and personal touch required for engagement. 75 presentations committed were never delivered. We were not diligent in ensuring follow through. Failure/Lessons Improving action We applied these lessons and achieved our targets at the next national level outreach: Solving Problems that Matter. We developed a higher level strategy which allowed us to react quickly to what was happening during the campaign and ensure progress was on track. Additional lessons learned and applied were: and work with your audience's timing: Time events for when it has the most potential to reach your target audience. Consider vacation schedules No regional No follow up Know Identify regional representatives � BETW didn't have regional representatives, but high personal interaction can drive up involvement. accountability �Think about appropriate ways to ensure commitments are carried out � this is where personal interaction can be valuable. Fr Ensure 19 a failure in Distributed Innovation Jonathan Fishbein firstname.lastname@example.com DirectorCurriculum Enhancement & Global Engineers Canadian Programs i By the end of the fall, team members had low interest in the team and we disbanded it with little being done. In the Spring of 2009, Engineers Without Borders (EWB) proposed EWB 2.0, a new model to encourage EWB members across the organisation to innovate on ideas and offer a new way of getting involved in the organization. This involved some Canadian Programs to create distributed teams � teams comprised of EWB volunteers from across the country, focused on a national program area, but independently taking action. I proposed the idea of a distributed team for EWB's Global engineering with the following model: I would work from the National Office on high level curriculum changes with university Deans and administrators, chapters would work with professors in the classroom to implement specific curriculum changes and a separate Innovation Team would focus on identifying new projects to support our change from a different angle. Over the summer, we defined the mandate of the GE Innovation Team as analysing the GE program and find innovative new ways to support the overall GE program objective. I opened applications to EWB members and the team was created from the best and most energetic applications. We hosted an introductory call with the team to clarity the mandate of the team and set the expectations that we should have an action plan for a project we wanted to implement by the end of the summer. I also set the expectation that for the remaining calls that I would serve as a resource for the team rather than lead it (to encourage their ownership). The team also walked away from the call with deliverables aimed at generating ideas for a potential project. However, over the course of two more calls, we still had limited ideas in August. To ensure we could meet our original goal, I proposed an idea and tried to rally the team around it. The team decided to move forward with my idea, however over the next few months, little was done to implement it. By the end of the fall, team members had low interest in the team and we disbanded it with little being done. 20 failure report My concern was the team would lose ownership if I imposed goals, and assumed that the team would ultimately choose their own specific goals. the Failure The failure was in managing distributed actions. I learned the importance of clearly defining a problem and having a tangible goal to achieve. My concern was the team would lose ownership if I imposed goals, and assumed that the team would ultimately choose their own specific goals. Of course, this did not happen since lack of initial framing and moderate knowledge with the program did not set them up to do this. Also, there was no leader for this team to manage progress and monitor team health. For this, I didn't encourage a team leader to step up explicitly, and instead, assumed that one would emerge on its own. The key lesson for me was that added structure in goals and roles does not lead to a loss of ownership in the team, especially if that structure is made explicit as the team is forming. A team leader properly supported could hold the team accountable, focus the teams actions and own the teams results. Similarly, a specific challenge can help distributed teams function better and succeed as it offers a tangible issue to focus around and measure progress against. If this team had a more focused mandate, (e.g. structuring our existing curriculum resources in a progression of classes) then it would have been easier to focus the work of the team, check-in on the teams progress and get outputs that were immediately impactful to the Global Engineering program. In EWB's Canadian Programs, I am starting to look at each of our distributed teams and asking the specific problem this team will solve this year for EWB. Fr 21 Leading effective teams i Erica Barnes firstname.lastname@example.com Former President McMaster Chapter ....I failed to fully recognize this early in the year and did not adequately assess the individual skills, or provide appropriate support. n the spring of 2009, the McMaster Chapter came together to do a visioning exercise for the 2009/10 school year. The vision was exciting and robust. However, it became clear that achieving the many goals we had set for ourselves would require a new chapter organizational structure that allowed for greater involvement by more people and designed to achieve more outcomes. The new structure was developed by the visioning team and led to a large executive of 10 directors with specific program responsibilities reporting to the president. Under the 10 program directors were 2-3 key individuals with responsibility for specific activities. All of these individuals were invited to attend executive meetings. We shifted the focus of the weekly executive meetings to monitoring and reporting on program activities rather than planning. This left time for the executive to discuss and problem solve broader issues and generate new ideas for the chapter. Overall, this organizational structure worked well and the chapter had a very successful year. However, we found that some programs were more successful than others in achieving their goals. Analysis and reflection showed that this structure was highly dependent on the abilities of the program directors. In particular, an ability to engage and maintain the motivation of team members appeared to be a major predictor of success. Where this did not occur, we lost the participation of the team members at both the program and executive level. As president of the chapter, I failed to fully recognize this early in the year and did not adequately assess the individual skills, or provide appropriate support. I assumed that within this decentralized structure that these highly motivated and knowledgeable individuals had the leadership skills to fully engage their team and carry out the program activities. So what - Implications for the future Having a structure in which form follows function is useful when an organization wants to achieve numerous clearly defined goals and objectives. However, decentralizing responsibility for key organizational objectives places significant responsibility on the organizational leader to have appropriate skills and support to be successful. I would recommend implementing a series of workshops that focus on identifying and assessing individual skills in program leadership. This information can then be used to tailor further learning opportunities to meet group and individual needs. In the future, it may also be useful to establish mentoring relationships between executive members as a learning tool and to ensure that this work is not only the responsibility of the president. Fr 22 Our Values: courageously commit All change begins within us. We commit to personal growth through regular self-assessment and have the courage to ask for feedback. Leadership is a path not taken lightly within EWB, yet one which many people step-up to each year. Together EWB is building a generation of aware and passionate leaders who are open to feedback, committed to thoughtfulness and ready for action. Photo: Paul Blond�/EWB. Organisational Priorities Parker Mitchell George Roter Co- CEO EWB Canada o ....this next year would be essential for the leaders of EWB to unify the organisation and solidify the changes that happened. n a nice winter day in December 2009, we set out north of Toronto for a 2-day Co-CEO offsite. Our goal was straightforward: Reflect on our progress in 2009, and have a conversation about the organization's direction and our own priorities for 2010. The previous 12-months involved significant change in EWB. We got rid of our outdated mission; pared back ambitious plans because of the global recession; articulated 4 outcomes areas to focus our work; had over 200 people across the organization develop a set of beliefs and values to guide our decisions and culture; and began creating a new organizational model, EWB2.0, that gave more people more responsibility to innovate and drive forward different parts of the organization. All of this while still evolving our programs and delivering impact in Canada and in Africa. We were both pretty worn out. And we hadn't synchronized our thoughts and ideas as much as we should have over the preceding few months, which meant being on a different page from one another on many dimensions of EWB. Further, we knew that this next year was going to be critical: All the business books we read and experts we talked with about change management suggested that this next year would be essential for the leaders of EWB to unify the organization and solidify the changes that happened.The pressure was on. We had originally meant for this to be an offsite with our newly minted 3-person management team, but our last-minute planning meant that Brenna Donoghue (the third member of the management team) couldn't make it. We decided the conversation couldn't wait and that we could bring her up to speed later. What transpired/happened? Coming out of our Co-CEO offsite, we developed a series of themes and priorities that we believed would be important for the organization, the national office, and the management team in 2010. These were areas of focus that we believed would facilitate the next stage of growth and maturation of EWB, and allow us to deliver stronger impact over the coming 12-months. We brought Brenna into the conversation and then shared the themes with all EWB staff during our twice-yearly planning offsite at the end of January, asking them to help flesh out the details and what success would look like. At this point, we also decided not to bring a broader group of EWBers into the discussion � that instead these themes would merely guide the behind-the-scenes work of the EWB staff for the next year. 24 failure report By the end of February, these themes were refined into the "3-4-5". Three Organizational Priorities � � � Driving a creative fundraising and resource acquisition mentality throughout the organization EWB2.0 continuing to develop the distributed model and improve organizational unity. Ensuring, at all levels, we identify more concrete goals and metrics and hold ourselves accountable to them. Four National Office Focus Areas � � � � Improving National Office staff performance, support, development, management capacity and organizational processes. Improving the articulation of our African programs in a sophisticated way for the rest of the sector. Improving the explanation of EWB for a variety of stakeholders. More consciously and rigorously managing and developing our leadership pipeline across the organization. Five Management Team Focus Area � � � � � Fundraising. Human Resources bringing on management experience. Role modeling good management practice. Ensuring delivery of MyEWB2.0. Developing a strategic plan for Canadian Programs. One member of the management team was made accountable for each of these areas, and overall goals, objectives and workplans were created for each one (by the management team member). Staff were brought in to work on some of these areas directly and explicitly, and others times it was more implicit. Progress on the 3-4-5 was updated at each monthly management team and office staff meeting. 25 Organisational Priorities There are a number of lessons we take from this and implications for the future: 1. While we made a decision in the fall of 2009 to operate less as a Co-CEO tandem and more as a management team, we reverted to past habits when the pressure was on. This had repercussions in developing and leading the 3-4-5, as well as in other areas throughout the year. In 2011, we have a new organizational reality of a single CEO. George will be focusing on changing how major issues are considered and decisions made � the focus will move to a more robust management team, with the CEO as a first among equals. people, rather than internalized and "felt" to be the priorities for the coming year. Already we have taken steps to correct this by holding a Vision Week in December 2010, and setting up significant conversations about the next year and beyond during our National Conference. This will be continued through March 2011, with the focus on deeply engaging many people in EWB in thinking about what our organizational priorities and plans should be, and what we need to do to achieve them. team plans and to the broader priorities of the organization. During our monthly staff meetings, we will spend time connecting and recognizing people's contributions to the overall organizational focus areas. 4. Rigorous, disciplined pro- cess is important for ensuring focus and having honest conversations about progress. We will be giving a single management team member responsibility to develop and drive improved organizational processes around planning and accountability. 3. We failed to work with 2. We failed to take the time to help the core leaders in EWB � staff and more broadly leaders at chapters, city networks, distributed teams, etc � go through the same reflection and planning process that we did. This meant the 3-4-5 was given to EWB's managers to incorporate the 3-4-5 directly into staff member workplans and priorities. It is important to draw a direct connection between actions and plans at all levels, so that there is a broad sense of contribution and responsibility. We will be working on connecting each person's plan to 5. There were probably too many areas of focus � this diluted resources and overall performance was lower. We will aim to simplify our priorities and plans this year (and for our 5-year strategic vision), even if that means de-prioritizing important areas or developing priorities and focus areas over shorter time horizons. Fr 26 Our Values: invest in people We know that true change will require a movement of socially-minded leaders. We support and invest in each other to build this movement together. During the summer of 2010, EWB worked with the planning officers and government works engineers of northern Ghana to enhance data management systems in six districts. The result of the three day training was improved evidence-based planning and decision making. EWB also invests in the next generation of leaders in Malawi with an annual leadership conference to build capacity in the water sector, and across Canada, with thousands of hours of leadership development training and opportunities each year. Photo: Daniel Olsen/EWB. Failing to Learn from Failure My 2009 book, Freedom From Want; The Remarkable Story of BRAC, started with the story of a development failure in which I was personally involved: Ian Smillie author Change agent i n 1972, shortly after the liberation war, I was sent by CARE to Bangladesh, `a thumbprint of a country in a vast continent' as Tahmima Anam has so eloquently described it. I was to work on a self-help housing cooperative project. We provided plans, material and technical assistance to help people build their own low-cost, cyclone-resistant houses. We imported thousands of tons of cement and enough corrugated tin sheets to cover a dozen football fields. The project was massive, but it failed. The houses were constructed, but the cooperatives � which were arguably the most important component because they aimed to generate funds for longer-term agricultural development and employment � failed miserably. We had a large office in Dhaka � then known as Dacca � lots of jeeps and trucks and speedboats, and many international staff with energy and commitment to spare. Our only problem was that we had almost no idea what we were doing. While I was in Dhaka ordering freighters full of cement from Thailand, a tiny organization was forming on the other side of town, and in the rural areas of faraway Sylhet to the north. I recall meeting Fazle Hasan Abed at least once in 1972 or 1973, and I remember people speaking about BRAC with a kind of awe. Their attitude did not flow from anything remarkable BRAC was doing at the time � everything was remarkable in those terrible postwar years. What caught people's attention was the fact that BRAC was a Bangladeshi development organization � something that few outsiders had ever heard of, much less conceived. Over the years I have been privileged to return to Bangladesh many times, often to work with BRAC on a project design or an evaluation or a report. I have never visited and found the same organization twice. On each visit there is always something new � ten thousand more schools; a dairy; a university; a functional cure for tuberculosis. In 2007 BRAC's microfinance lending topped a billion dollars. A billion. The amazing thing about all of BRAC's achievements is that they have been accomplished in one of the most hostile climates in the world � hostile in every sense of the word: meteorologically speaking, economically and politically. And now BRAC is taking its lessons to other Asian countries and Africa. 28 failure report The CARE housing project failed because we were in a hurry, we were overconfident, we didn't have adequate cultural or historical knowledge, and we didn't do the homework that might have told us in advance what we were going to learn the hard way. BRAC too was forced to learn � sometimes from study, sometimes from experimentation, sometimes from failure. Unlike those of us who moved on from Bangladesh to other things, however, BRAC stayed. It remembered what it learned and it applied the lessons in ways that allowed it to expand and to become what is arguably one of the most effective development organizations in the world today. The development busi- ness is largely uncharted territory. If we knew how to end poverty, we would have done it a long time ago. And yet the enterprise is notoriously risk-averse; donors demand results and punish failure. The development challenge is not to avoid the risk that comes with charting new paths. It is not to deny failure. It is to learn, to remember, and to apply what is being remembered. That is the difference between information � of which we have so much today � and knowledge, of which we seem to have far too little. ...It is to learn, to remember, and to apply what is being remembered. That is the difference between information � of which we have so much today � and knowledge, of which we seem to have far too little. Fr 29 Acknowledgements We wish to acknowledge Nick Jiminez for his humility and vision in publishing the first Failure Report in 2009, Jean-Fran�ois Soubli�re and Erin Antcliffe for publishing the second edition, and to all who have submitted stories for their mistakes, learned and improved from them. Special thank you to the translation team who have worked tirelessly to translate this report into French: Ghislaine Lavertu, Isabelle Cote-Laurin, Pascal Genest-Richard,Caroline Bakmazjian, Matei Butnarasu,Annie Pelletier, Bernard Vigier, Anna Hopkins, Catherine Habel, Emmanuel Charbit, Andre Dagenais, Brian Dusting, Madavine Tom. 30 This is Dorothy Nthala. Both she and her husband Bvekelani work tirelessly on their maize crop in Tchale, Malawi in the hopes of selling the maize they grow at the market to earn an income and build a stronger future for their family. We put Dorothy first. We strive to do what she would advise us to. We help bring her voice into the rooms where she needs to be heard. We stay independent to stay true to her interests. You might be wondering why she is such an important person. Just ask any EWBer what Dorothy means to them. Photo: Anna-Marie Silvester/EWB Our Bottom Line: We Put Dorothy First Fr Ap Cp Os Get the whole picture. Detailed program reports are available at: www.ewb.ca/publications 366 Adelaide Street West Suite 601 Toronto, Ontario M5V 1R9 CANADA Telephone: 1.416.481.3696 Toll Free: 1.866.481.3696 Fax: 416.352.5360 Email: firstname.lastname@example.com Charitable Registration Number: 89980-1815-RR0001 failure report Learning from our mistakes 2010 www.ewb.ca


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Personality Test
50,000 - 100,000 downloadsAdd this app to your lists
+ By James Baca
Simply answer the questions to find out if you are:
Everyone is classified into 1 of 16 types. The types are composed of four preferences:
Extroverted (E) or (I) Introverted
Sensing (S) or (N) Intuition
Thinking (T) or (F) Feeling
Judgment (J) or (P) Perception
If you have problems please contact me(http://www.jamesbaca.net/contact.php) with the following:
- phone model
- android version
- very detailed description of problem(example button does not display the final results page, final results page is blank etc).
Tags: personality test application, personality test, best personality test, face contact images, closing comments for personality assessment, personality test application code, personality face, personalitytestfor, simple personality test, com.bacaj.personality.
Updates to the UI.
(40 stars)
Unfortunately it is not accurate.
(40 stars)
Good test
(40 stars)
Nice an semi accurate!
(40 stars)
It said I was a sweet and loving person
(40 stars)
Questions can be answered both ways not that great but there are a few so bad they make this one get 3 stars. Good for playing around fun
(40 stars)
It indicated my type the first time I tried it. The questions could be taken wrong in some cases though.
(40 stars)
Terribly inaccurate, I've done dozens of theses tests and this result was so of the mark it should not be allowed to use the Jung/ Mayer-Briggs personality typing. Might work to show you what mood you're in mind you...

subset: commoncrawl


text:
Manchester Village Council met on Tuesday, August 5 at 7 p.m. at the Manchester Community Building.
A check was presented to the council for $465 earned by the car show held during Manchester River Days. In addition, Jack Roush has decided to donate a race car to Manchester to be auctioned off on October 12. Originally it was just going to be the frame of the car, but Roush has decided to install an engine, so it will be a complete race car.
"This will be the only complete race car that they have turned loose out of their shop. Just like it came off the track," Street Commissioner Buster Ruark said. "It came out of their museum down there. It was a race car they raced in 2012."
The council revised ordinance 2001-17 with ordinance 2014-3, unanimously voting aye to make the ordinance an emergency motion. The council then unanimously voted aye to pass the motion with the Mayor signing it into law. The ordinances deal with the compensation and attendance of council members at village council meetings.
Ordinance 2001-17 had been written with the underlying assumption that the village council would meet twice a month. As the council has been meeting once a month, not counting special meetings, the law needed revising.
The council opened the two sealed bids they received for the old high school property. William Broerman of Manchester offered $33,500 and a business plan to secure the building with a security system and explore grant possibilities for using the classrooms as training centers or to develop the building for assisted living.
Tim and Judy Peterson offered $25,000 and a business plan to develop the building into a 'business incubator,' providing work space for budding entrepreneurs to establish themselves. The council decided that a special meeting will be held on Monday, Aug. 18 at 7 p.m. to speak with each party and discuss the matter.
Council discussed the possibility hiring an Ordinance Officer in the Police Department. The idea is to combine the FEMA Zoning Officer with this new position, so the officer can perform both duties. Council-member Teresa Blythe wanted to know why an Ordinance Officer was needed to enforce the ordinances when that was the duty of the entire police department.
"That's their job - to enforce our ordinance," Blythe said. "So why do we need an Ordinance Officer?"
When it was pointed out that the ordinances weren't being effectively enforced, the council began discussing whether they needed to outline how the ordinances should be enforced rather than create a new position.
The Buildings and Street Commission brought up the issue of weed ordinance and nuisance ordinance violations. The council discussed continuing on with the process outline by the ordinances that, should the violators not correct the problem, results in misdemeanor charges being filed.
The question of who is responsible for trees that hang over streets came up in the discussion. It was clarified that the village does not own the property along the streets. It is the homeowner's responsibility to maintain any trees or bushes that line a street. Should a tree or bush cause a vehicle accident, the property owner could be liable.
"I'm hearing a lot of people say that we own so much of the land to the street or from the sidewalk to the street," Mayor Troy Jolly said. "The property owner owns to the middle of the roadway."
Street Commissioner Ruark clarified, "What the village has is an easement. Some streets we have a 15 foot easement and some a 30 foot easement from side to side. The state has a right of way of 60 feet along state highways."
During the public participation segment of the meeting, Joe Young told council that he felt the police department was harassing him for riding an all-terrain vehicle to the ballpark.
"He is constantly harassing me about this four-wheeler deal," Young said. "Everybody else does the same thing. I cannot leave my house. It's getting out of hand. He's getting too aggressive, and he has been downright disrespectful."
While the 14 minute discussion became heated, it was clarified that ATVs cannot be driven directly on highways or streets regardless of permits. Many present felt that it was legal to drive a ATV along the shoulder or 'berm' of the highway; however, the streets in the town have no shoulders, so ATVs cannot be driven through town.
The discussion then turned to whether the police department has jurisdiction over the ball park which is outside the village limits but is owned by the village. Many felt that the law allows the police to patrol property owned by the village, even if it lies outside the village limits.The Solicitor said she would study the law after the meeting. The council then discussed the possibility of annexing the property and extending the village limits.
Downtown revitalization projects are being planned for all of the villages in Adams County through grants that the Adams County Board of Commissioners and Economic Development Office worked to receive. Manchester is taking part, and, as part of the environmental planning, Mill Creek Environmental Services is expected to examine the structures along Second Street during the week of August 18.


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King Abdullah University of Science and Technology / HOK
As we told you on a previous post, last week we were in Saudi Arabia visiting the King Abdullah University of Science and Technology (KAUST). We showed you some renderings and the construction process, and now we bring you more details on this 6.5 million sqf LEED Platinum project, including a video with Bill Odell, design partner at HOK.
The project consists of two parts, the campus and the university town with facilities and accommodations for students, faculty and staff.
The main area of the campus consists of 10 volumes facing the Red Sea, housing the administrative offices, student services, library, a mosque, labs, research centers and an auditorium. A Costal Studies Center is still under construction and will be opened next January.
The first building we visited was the Library, the main volume overlooking the Red Sea.
AD Interviews: Marvin Malecha
During the AIA Convention 2009 we had the opportunity to interview the AIA President (2008-2009), Marvin Malecha.
Marvin is also the dean for the North Carolina State University College of Design, and has received the Topaz Medallion for Excellence in Architectural Education in 2003. His position as a highly recognized educator, and the voice of the industry as the AIA President was the reason we choose Marvin for this interview, specially during a time when the profession was heavily affected by the financial crisis.
The sound has a few glitches due to Bluetooth interference, not a big issue anyway.
AD Interviews: Alexis Rocha, I/O Platform
At the beginning of the summer we visited SYNTHe, a urban rooftop garden designed and built by professor Alexis Rocha (I/O Platform founder) with SCI-Arc students.
The SYNTHe project is a 3,000sqf structure located on the top of The Flat, a mid rise residential building in downtown Los Angeles, and its the first green garden approved by city official. The idea of this "green blanket" over at the top of the building is to reduce the building heat gain, reduce storm water waste (80% is captured and used for irrigation) and to establish a sustainable plant ecosystem that collaborated with air pollutants filtering. It also reclaims the rooftop area from HVAC, ventilation and fire control systems, giving a new terrace for the users of the building.
Inside this blanket, 1,500sqf are dedicated to the production of edible plant species, and we had the chance to taste them at the restaurant during lunch, very good. The species planted include:
Google SketchUp 7.1 now available
This morning Google announced Google SketchUp 7.1. This new version will be a free upgrade for existing Pro users, and has emphasis on three important aspects of this easy-to-use (yet powerful and extensible) software: performance, an improved version of LayOut (2.1) and collaboration.
As for performance, the engine has been improved and you will notice that orbiting, zooming and drawing can be quicker and smoother in 7.1, for both PC and Mac editions.
LayOut 2.1, the SU componente that enables you to create presentation boards and design documents straight from your model, has now the ability to apply dimensions to scaled SU models and vector graphics. Based on my personal experience, LayOut is very good to deliver quick construction documents and has helped me a lot working with furniture manufacturers. The new dimension tool is something I was waiting for.
LayOut 2.1 also includes snap to the model, an improveed Freehand tool, lists (bullet or numbered, very useful) in the text area, improved grids and improved copy/paste, making it easier to work with other design softwares. You can see more on the video and images below.
Marrom House / Isay Weinfeld
Architect: Isay Weinfeld
Location: Sao Paulo, Brazil
Built area: 635sqm
Year: 2004
Photographs: Leonardo Finotti
KAUST University, Saudi Arabia
Yesterday, after a very long flight, we arrived to Jeddah, Saudi Arabia, one of the most important cities in the region. Why? We are attending the opening of the King Abdullah University of Science and Technology, an international, graduate-level research institution. The mission if this academic institution is to dedicated to advancing science and technology of regional and global impact, with a fellowship program that provides full tuition to graduate students pursuing the M.S., M.S. to Ph.D., or Ph.D. degrees (more info here).
The University is located on a new campus designed by HOK, 80km north of Jeddah (aerial view of the site). The campus is part of a larger master plan, also designed by HOK: A new town of 10,000 to 12,000 people, surrounding and supporting the University, living in over 6.5 million sqf on a 3,200 acre site along the Red Sea.
The project started in fall 2006, and it was finished in just 3 years. To achieve this, the HOK Planning Group accelerated the process with a "Racing the Sun" design charrette in which planners from 10 offices across multiple time zones contributed to the plan over one 24-hour period. Each HOK office had a two-hour window to create its ideas and post them on a server. In the end, each contributed an idea that ultimately found its way into the final plan.
Bjarke Ingels at TED
Quick video friday, Bjarke Ingels at TED talks. You can download an iPhone/iPod friendly version here.
AD Interviews: Sharon Johnston & Mark Lee
Another interview conducted live at the rooftop of The Standard during Postopolis! LA.
We invited Sharon Johnston and Mark Lee (principals at Johnston MarkLee), mostly because I wanted to know more about the practice behind some interesting projects we featured prior to the event: The Hill House, the Sale House, the Mameg + Maison Martin Margiela store and their Ordos 100 villa, along with the View House in Argentina we featured earlier today.
We asked the usual set of questions, while the sun was going down in LA, and Sharon/Mark answers turned into a interesting conversation. I like Mark's answer to "What should be the role of architects in contemporary society": "Architects should be superstars – and solve all problems of the world". Part of the talk on Social Networking was about Ordos 100 and the network behind this "architectural orgy".
Mark Lee will be a speaker at CIP Talks 2009.
Feedback and comments are welcome.
View House / Johnston MarkLee & Diego Arraigada Arquitecto
Location: Rosario, Argentina
Architects: Johnston MarkLee & Diego Arraigada Arquitecto
Principals-in-Charge: Mark Lee, Diego Arraigada
Project Architect: Sharon Johnston AIA
Project Team: Juliana Esposito, Jeff Adams, Pablo Gamba, Nazarena Infante, Nadia Carassai, Anne Rosenberg, Anton Schneider
Project: 2004-2005
Construction: 2006-2009
Site Area: 2113 m2
Interior Area: 297 m2
Total Built Area: 361 m2
Developer: Lucas Ma (President, Markee LLC)
Structural Engineer: Ing Gonzalo Garibay
General Contractor: MECSA, Ing Gustavo Micheletti
Materials: Exposed Concrete, Anodized Aluminum, Plaster, Polished concrete, Polished Terrazzo, Lapacho Hardwood
Photographs: Gustavo Frittegotto
Mark Magazine #21
Another issue of Mark Magazine arrived a few days ago to our mailbox. Another white stylish cover, this time with a golden finish that matches a seal as the winner of the Golden Cube Art Director´s Club New York 2009. So I´d like to congratulate Fee, Nils, Arthur and David from Mark, a well deserved award.
As usual, the Notice Board introduces us to recently awarded projects and other projects in the boards, such as the Planetarium by Saucier + Perrote Architectes, the Museo Tamayo by Michel Rojkind + BIG, the Cuajimalpa Tower by Meir Lobaton + Kristjan Donaldson, or The Tolerant City Masterplan by ADEPT + Schonherr landscape. Practices also included on this section: ECDM, Kythreotis Architects, KLNB, Allard Architecture, 51N4E, COBE, Transform, Avery Associates, DLA, X-TU, Taller Veinticuatro, MXG, MAPT, Dark Architects, Manuelle Gautrand, Antonini + Darmon, PAD, Stephane Bigoni, Antoine Mortemard, Joan Anguita, Agence R, AISTUDIO, Renato Perotti, TEN Arquitectos, Cardbondale, Zaha Hadid, UN Studio and Kaputt!. I particularly like the projects shown on the page above, interesting structures.
Facebook Offices / O+A Studio
A few weeks ago we presented you photos from architectural offices that our readers shared through Facebook. And now, we bring to you the Facebook offices in Palo Alto, designed by Studio O+A.
Studio O+A is a San Francisco based practice, founded by Primo Orpilla and Verda Alexander during the dot-com boom of the early 1990s, bringing quality design to start-ups and venture firms at Silicon Valley.
I wish ArchDaily was big enough to require such facilities… the interior space is amazing, specially the open working areas and several small meeting/working/relaxing spaces here and there, that reflect the spirit of collaboration inside Facebook.
Architect's description and more photos after the break:
Shenzhen International Energy Mansion / BIG
The skylines of the world´s most important cities (except for Dubai I guess) are shaped by the typical office tower. The reason is simple: it provides a flexible floor plan, with an economical structural system. "Bang for the buck" if you want to call it. To address lighting and cooling issues that these tower traditionally have, electric lighting and air conditioning were the solution.
But in times when energy is a big issue, we can no longer design buildings that depend on high consumption to provide a comfortable working environment, specially in tropical weathers. And this is what BIG had as a design principle for the Shenzhen International Energy Mansion competition they just won, proposing a tower based on an efficient and well-proven floor plan, enclosed in a skin specifically modified and optimized for the local climate.
We propose to enhance the sustainable performance of the building drastically by only focusing on its envelope, the façade.
We propose to make the Shenzhen Energy Mansion the first specimen of a new species of office buildings that exploit the buildings interface with the external elements – sun, daylight, air humidity, wind – as a source to create a maximum comfort and quality inside.
The Shenzhen Energy Mansion will appear as a subtle mutation of the classic skyscraper – a natural evolution rather than a desperate revolution.
More details on how this facade works, along with more information after the break:
2009 Open Architecture Challenge: Classroom
In a few minutes, Barack Obama will give his Back to School speech (read full text at the Huffington Post), just after the results for the 2009 Open Architecture Challenge are announced.
Near the ending, Obama says "I'm working hard to fix up your classrooms and get you the books, equipment and computers you need to learn. But you've got to do your part too". Cameron Sinclair, founder of Architecture for Humanity, responds on Twitter "Sir, your welcome".
This year the Open Architecture Challenge called architects, designers and engineers to rethink the classroom of the future. Sounds like a typical competition, but it is not: they were required to collaborate with real students in real schools in their community to develop real solutions.
The winner of this year's Challenge is the Teton Valley Community School, with a project designed with the emerging practice Section Eight [design]. The Teton Valley Community School in a non-profit independent school located in Victor, Idaho, which is one of the most underfunded school systems in the nation. Currently the school is based out of a remodeled house, but thanks to this award they are closer to get a full classroom.
There are also other awards that I will describe later, but this is more than just prizes. The Challenge received over 1,000 entries, entries that can become real projects that can help improve the quality of education around the world. Architecture for Humanity established the Classroom Upgrade Fund, that hopes to provide seed funding and support to local schools in implementing the design solutions they have developed.
The Interlace / OMA
A year and a half ago, OMA unveiled the first images for a residential project in Singapore, on schematic design phase. Basically it was a set of stacked low-rise blocks.
Today OMA sent us an update on this project, The Interlace, and more details appear.
The project is located on a green belt outside the capital city, and consists on 31 stacked apartment blocks, each six-stories tall and identical in length, resulting in 170,000sqm of gross floor area for 1,040 apartments.
What is interesting about the project is how these stacked volumes achieve a high density, while still maintaining privacy and long-range views as you can see on the renderings.
The second result of this "stacked" strategy, are the common spaces filled with tropical green. By looking at the plan view of the complex, a series of inner courtyards appear on the empty spaces between the blocks. The project turns then into a rich vertical community, apart from the single tower projects seen in the area. Extensive residential amenities and facilities are interwoven into the lush vegetation and offer opportunities for social interaction, leisure, and recreation.
Rotterdam City Hall Extension entries
In a previous post I told you about the competition held by the City of Rotterdam for a mixed used building to accommodate public services and a residential program, and we presented OMA's entry.
After the break, find the entries by the five finalists: Claus en Kaan Architecten, Mecanoo Architecten, Meyer en van Schooten Architecten, OMA and SeARCH.
Rotterdam City Hall Competition Proposal by OMA
The City of Rotterdam held a competition for a mixed-use extension for the City Hall, accommodating public and administrative facilities and a residential program. The competition requests that the mixed-use building becomes "the most sustainable in the Netherlands".
Five designs were presented by the City, and they will be on public display at the NAI until Sept 13th to receive public feedback, which can also be made through the website. The teams will present to the jury on Septh 23th, and the winner will be announced sometime in October.
The 5 finalists are: Claus en Kaan Architecten, Mecanoo Architecten, Meyer en van Schooten Architecten, OMA and SeARCH.
OMA shared with us their finalist entry, in collaboration with ABT and Werner Sobek Green Technolgies. The project adheres to the highest energy efficiency requirements, and it also considers a sustainable approach in terms of speed of construction and future flexibility of the building through a repeated and flexible structural system.
Images from the other proposals will be featured on another article. Rem Koolhaas' statement and more images after the break.
Havaianas Store / Isay Weinfeld
Architect: Isay Weinfeld
Location: Sao Paulo, Brazil
Area: 300sqm
Year: 2009
Photos: Nelson Kon
Products, a new section at ArchDaily
During the last months, ArchDaily's community has strengthen. Not only we have 50,000 daily visitors generating intense debates at our website, we also have more than 10,000 fans at our Facebook page and over 4,000 followers on Twitter.
But this is more than just numbers: These are architects debating, architects recommending, architects rating, architects suggesting, architects sharing… an evolving community of architects, with all the benefits this generates.
You have noticed that we do a big effort to present the projects with the best details and drawings as possible, because we are architects and that is the kind of information we´d like to see, and nothing less. That´s why presenting the images has been a big issue for us, and as of now it has become a valuable resource for all the architects that visit us every day.
In this line, we have always had the idea to create a database of architectural products, that can help us when specifying projects. Now I have the pleasure to announce that this section has just been opened, and we are starting it with the help of our first partner, Hunter Douglas Contract.
I think most architects already know HDC, as they are one of the world's largest manufacturers of window coverings, ceilings, solar control systems and facades, working very close with the architects. On the products section you will find specifications, details and colors for some of their products on a periodic basis (and from more manufacturers in the future). We hope this sections turns into an effective (and helpful) link between the architects and the industry.
This section won´t interfere with our current format of projects and news, and it will stay on its own section. And by no means this will influence our editorial line.
During the following weeks we have lots of interesting projects from around the world that will be featured on AD, along with more video interviews with renowned architects. So stay tuned.
And finally, I´d like to thank you. Your constant feedback has helped us to include more and more architects, more and more projects, more and more details, more and more competitions… making ArchDaily THE website for architects.


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In theory, in practice....
With all due respect to JeffH, he should know better than to generalize about performance when it comes to specific sailboats. He says Rhodes' short LWL/ cutaway forefoot/attached rudder design produces a slow, wet boat with a lot of weather helm. ... Well, having owned one (the Meridian, a smaller version of the Chessie 32 from the looks of its underbody), I have to tell you this hull design balances beautifully, tracks like a train, and moves respectably in light air. In fact the Meridian's helm was perfectly balanced on all points of sail, including beating. In a hard breeze, I could drive the boat to weather with no hand on the tiller at all --- the tiller just horsed around a bit as the boat plowed on. Amazing, really.
Many of Rhodes' designs were noted for their excellent balance. I daresay Mr. Rhodes knew exactly what he was doing, when it came to designing to the CCA rule. (Small mains and large gennies on CCA boats, Jeff? Well, they
masthead rigs, but maybe you are confusing these conservatively rigged boats with the IOR "rule-beaters" that followed?)
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Looking at my symptoms, many of which are far less these days and some are gone, it would be easy to figure that I'd just been dealing with some heavy-duty menopausal issues.
Discuss the article on the Forums.
Just found out I'm histamine intolerant, does that mean undermethylated too?
Discussion in 'Detox: Methylation; B12; Glutathione; Chelation' started by minniemom2011, Mar 28, 2011.
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Home > Archives
Friday March 16, 2007
By KALEON RAHAN
Captain America (2004) # 25 (Marvel) (US$3.99)
Writer: Ed Brubaker
Artist: Steve Epting
LAST Thursday marked the "passing" of a comic book legend and nobody saw it coming except for those at the House of Ideas.
For comics fans, there was ample time to stock up on Kleenex when the Man of Steel had his solar charged cells snuffed out by Doomsday many moons ago, but this time around we were totally caught off-guard by Steven Rogers' (aka Captain America) assassination.
Upon reflection, what is more shocking is not Rogers' death but the manner in which he died. During his heyday, the man had figured in the Marvel Universe's most cataclysmic battles. He had to sort out acosmic cube bearing Red Skull (Captain America (vol.1) # 116), a Beyonder-enhanced Doom (Secret Wars), an Infinity Gauntlet bearing Thanos (Infinity Gauntlet) and even Bill Clinton (Captain America (vol.1) # 451).
For years, Cap prevailed in a world of super-powered beings but he met his maker after being shot last week. Here is where a sniper succeeded where thousands of Hydra goons, Nazi troops and even the Punisher had failed!
The recently-ended Civil War has certainly caused more harm to Cap's status as an American symbol, especially with his flopped role as "Mr Opposition" to the anti-Superhuman Registration Act. Hence, a fallen martyr would certainly garner more impact than a fallen hero. Relying on guerrilla warfare against Marvel's brainiest heroes (Tony Stark @ Iron Man, Mr Fantastic and Hank Pym), Cap's "rebels" were left without a cause when the super soldier came to a realisation that his means and methods were totally wrong (see Civil War # 7). His brief "interview" in the pages of Civil War Frontline # 11 further underlined that his methods and insights are totally alien to 21st century America where the most hated person is not the Red Skull but K-Fed!
However, does it warrant the death of a legendary hero who has graced nearly seven decades of comic book adventures? Affirmative is my answer.
For instance, retracing Cap's adventures would be a negative thing, while "death" and "resurrection" are two interchangeable terms in comics.
The last two years have been turbulent for Cap, as evident in the pulsating pace of the story-arcs presented in the last two dozen issues (Captain America (2004) # 1-24) by the team of Brubaker, Epting, (Michael) Perkins and (Michael) Lark. It started with Out of Time, a six-issue mystery thriller focusing on the "death" of the Red Skull and the return of Bucky, aka the Winter Soldier. While Cap-purists would deem Bucky's resurrection as pure blasphemy, the creative team delivered superbly to counter all doubts. The next story-arc certainly upped the ante as The Winter Soldier not only delivered Bucky back to present-day continuity but also did some house cleaning in the Cap-universe by killing off Jack Monroe, aka Nomad, and rekindling the Cap-Sharon romance.
Prior to the final Civil War (# 22-24) story-arc, there was more "consolidation" in the Cap-universe with Winter Soldier playing a more prominent role, Sharon and Cap officially an item (again) and the menace of Sin (Red Skull's daughter) and Crossbones. Looking back, these last two years certainly represented the best Cap-run since Mark Waid and Ron Garney strutted their magic (Captain America (vol.1) # 444-454).
For now, Captain America is dead. Period.
The upcoming months promise a "mourning" period with sombre plots in the Captain America regular series and a limited series, befittingly entitled Fallen Son, on the cards.
The question is, what impact would the death of a Sentinel of Liberty pose to the American dream? The initial signs have been strictly on the financial side – as Marvel shares rose to US$27.60 (RM99.40, a 2% increase) and scalpers making a killing on E-bay as issue # 25 was strictly under-ordered everywhere. A second print run is on the way.
Brave & The Bold # 1 (DC)(US$2.99)
Writer: Mark Waid
Artist: George Perez
DC's answer to Marvel Team Up couldn't have come at a better time as this "dynamic duo" pairing comes packaged with the nostalgia of yesteryear. It also addresses the long outstanding "cold war" between the Dark Knight and the Emerald Knight. Their recent meetings have ended with cheap blows as Batman still holds a grudge against Hal Jordan for his Parallax sins.
Anyway, it takes doppelganger corpses to mend ties and re-unite the duo for a Vegas outing. This is definitely Perez at his best as he revisits his glory days by producing vintage Batman and GL illustrations that are comparable to his Justice League of America and Teen Titans days.
Legion of Monsters: Werewolf (Marvel)(US$2.99)
Writers: Mike Carey and Skottie Young
Artists: Greg Land and Skottie Young
MARVEL'S plans to bring back characters that go bump in the night commence with this first of three one-shots (the others being Morbius and Man Thing). While Jack Russell's most notable contribution to comics was to host the debut of the Moon Knight, this one shot should give us reasons to bark at the moon!
Greg (Ultimate Power, Sojourn) Land delivers a cool tale on Russell's "cursed" life and how he attempts to help a similar case to adapt to her condition.
RM1mil reward offer for information on Dr M's alleged misdeeds
Neighbours heard cries of children being beaten
High anxiety is in the air
Body of child found buried in kitchen
Lord Mayor of London: I'm a Malaysian
Money down the drain
Copyright © 1995-2015 Star Media Group Berhad (ROC 10894D)(Formerly known as Star Publications (Malaysia) Berhad)


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In March 2008 Sheryl Sandberg was named COO of Facebook, where she manages business operations including sales, marketing, business development, human resources, public policy, privacy, and communications. Prior to
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Steve Blank is a retired serial entrepreneur with over 30 years of experience in high technology companies and management. He is a Consulting Professor at Stanford in the Graduate School of Engineering STVP Program.
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William McDonough is an internationally renowned designer and one of the primary proponents and shapers of what he and his partners call 'The Next Industrial Revolution.' Time magazine recognized him
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Tom Kelley is currently General Manager at IDEO, a firm that helps its clients create innovative products, services and environments. Tom is a frequent speaker on managing innovation for U.S., Asian and European
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operational issues in North America, Asia and Australia. Tom holds an MBA in Marketing from the Haas School of Business at UC Berkeley, where he received the Delbert J. Duncan citation as the year's top marketing
J. Michael Cline is the founding Partner of Accretive LLC. Michael and other Accretive principals founded Exult, Xchanging, Fandango and Accretive Health. Before founding Accretive Michael spent 10 years as General
Partner at General Atlantic Partners helping build General Atlantic into the world's largest private investment firm focused on software and related investments. Prior to General Atlantic, Michael was an associate at McKinsey &
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of the Wildlife Conservation Society (WCS) where he chairs the Tigers Forever initiative - the world's largest effort in global tiger conservation and is a Trustee of the Brunswick School. He also serves on the board of the National Fish
and Wildlife Foundation, Endeavor Global and the Harvard Business School Rock Center for Entrepreneurship.
William Sahlman is the Dimitri V. d'Arbeloff - Class of 1955 Professor of Business Administration at Harvard Business School. The d'Arbeloff Chair was established in 1986 to support teaching and research on the
entrepreneurial process. The Chair honors the late Dimitri d'Arbeloff (HBS '55), whose entrepreneurial skills helped make Millipore Corporation a world leader in its industry. Mr. Sahlman received an A.B. degree in Economics from Princeton
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Cummins Westport makes further inroads into California refuse market.
This marks Cummins Westport's second major order in recent months for C Gas Plus engines in a truck application. The 33 engines will be supplied in a Volvo chassis which will be used in 27-cubic yard (20-cubic meter) Xpeditor(R) refuse and recycling trucks. Volvo recently sold the Xpeditor low cab forward truck business to Autocar LLC, a subsidiary of Grand Vehicle Works Holdings, LLC, of Highland Park, Ill.
"With the C Gas Plus, Cummins Westport has the most up-to-date alternative fuel engine technology for refuse trucks, a market segment which represents between 8,000 and 12,000 new trucks per year," said Guff Muench, President and CEO of Cummins Westport Inc. "We intend to be a long-term, dominant player in this business and working with leading truck manufacturers such as Volvo and Autocar is an important part of our strategy."
Delivery of these trucks is expected to be completed before February 2002. The purchaser is Solano Garbage Company of Fairfield, California, an operator of refuse vehicles for commercial, residential and curbside pickup. The refuse hauler plans to replace 33 of its diesel trucks with the C Gas Plus Xpeditors. The new natural gas trucks have the ability to handle up to 90 percent of the fleet's entire workload. The trucks will perform a variety of operations from recycling to hauling residential, commercial and industrial refuse.
The Cummins local distributor responsible for this engine order is Cummins West of San Leandro, California. The trucks are supplied by Western Trucks and Equipment, a local Autocar dealer. The 8.3-liter C Gas Plus, manufactured by Cummins Inc. at its engine plant in Rocky Mount, North Carolina, can operate with either compressed natural gas (CNG) or liquefied natural gas (LNG). The Solano Garbage Xpeditors will use LNG.
Solano Garbage Company is located between San Francisco and Sacramento and services customers in the cities of Fairfield, Suisun and Cordelia as well as parts of Solano County. "We are in the middle of central California's 1-80 and 680 corridor. It's an area that is hard hit with fuel emissions and we are interested in doing our part to help clean up the environment," said Loyd Bonfante Jr., Maintenance Manager for Solano Garbage.
Solano Garbage Company is a unit of Fort Lauderdale, Florida-based Republic Services , a provider of non-hazardous solid waste collection services for commercial, industrial, municipal and residential customers through 139 collection companies in 22 U.S. states. The company also owns or operates 79 transfer stations, 53 solid waste landfills and 21 recycling facilities.
Cummins Inc. is the world's largest manufacturer of commercial diesel engines above 50 horsepower. Westport Innovations is the leading developer of natural gas fuel systems for diesel engines. Cummins Westport Inc., formed in March 2001, develops and markets low-emissions alternative fuel vehicle engines manufactured by Cummins.
Note: This news release contains forward-looking statements about Cummins and Westport business and technology development plans based on the current expectations of management of both companies. Cummins and Westport caution investors that due to risks and uncertainties, actual events may differ materially from current expectations.
For Further information, please contact: Westport: Alan Bayless, Manager, Media and Investor Relations Phone (604) 718-2016, e-mail firstname.lastname@example.com web: www.westport.com Cummins: Tracey Souza, Executive Director of Communications & Corporate Responsibility Phone (812) 377-3746, e-mail email@example.com Web: www.cummins.com Solano Garbage Company: Loyd Bonfante Jr., Maintenance Manager Phone (707) 439-2816, e-mail firstname.lastname@example.com
Contact: please contact: Westport: Alan Bayless, Manager, Media and Investor Relations, Phone 604-718-2016, e-mail firstname.lastname@example.com web: http://www.westport.com/; Cummins: Tracey Souza, Executive Director of Communications & Corporate Responsibility, Phone 812-377-3746, e-mail email@example.com, Web: http://www.cummins.com/; Solano Garbage Company: Loyd Bonfante Jr., Maintenance Manager, Phone 707-439-2816, e-mail firstname.lastname@example.com
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