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Remember February 15, 2003?
That day saw the largest coordinated global demonstrations in the history of the world. Ten million people from more than 60 countries sent a clear message to Washington that the world was saying no to a U.S. war against Iraq. The newest manifestation of the antiwar movement seemed finally ahead of the game. But when the Bush Administration ignored us, what were we to do next? This was no easy question, and organizers understandably struggled with direction, tactics and strategy.
Five years on, we have some assessing to do. Despite the dedication of many, our successes have been quite limited. We have been unable to translate popular antiwar sentiment into popular antiwar action. We have been unable to build the kind of grassroots political power strong enough to apply pressure to end the occupation.
Over the past several months, as part of an organizational assessment project initiated by the War Resisters League, I've had the opportunity to speak to nearly 100 grass-roots organizers and activists from across the country. Many of them work explicitly on issues of war and peace, while others focus on other issues, including labor, economic justice, gender justice, racial justice and the environment. We asked them about the biggest constraints they face in building a stronger and more effective peace movement and how it can become more diverse, cross-class and multiracial peace movement.
What we found was that a cross-section of organizers from diverse groups across the country — local efforts like the Port Militarization Resistance in the northwest; constituency-based organizations like U.S. Labor Against the War, Veterans for Peace and the Women of Color Resource Center; and national coalitions like United for Peace & Justice — are grappling with similar issues related to demographics, cultural constraints, strategy and capacity.
The movement has a demographic problem and an image problem (and they're related).
"Military members represent a diversity in society that movement people often don't. And I've always had that struggle as a former military person myself, that I've been in rooms where I look at everyone and I think, 'You guys freak me out. I can't relate to where you're coming from.'"
— Aimee Allison, veteran and coauthor of Army of None.
Widespread opinion against the war does not equal a large-scale identification with a peace or antiwar movement. Some organizers even disputed the use of the term antiwar "movement," questioning whether we have a solid enough base of people taking collective action to even constitute a movement.
Many of the people I spoke to sensed that a majority of Americans — and particularly working-class people and communities of color — felt alienated from the white, counterculture image of the peace/antiwar movement.
Some of the problem lies with how the media broadcasts the narrative of "hippies" and "the sixties" and makes "activists" and "protesters" an alien identity – as opposed to portraying activism and protest as actions reasonable people take when they're fed up. At most antiwar demonstrations, however, there's no short supply of folks providing images and sound bites that enable the media to run with this angle.
Some organizers suggested that we are so used to holding a minority position, that we have become emotionally attached to a marginalized identity. We have to breathe in the new political climate, realize that some of our positions are now popular, start connecting with more people, and reimagine ourselves as winners.
We need to focus less on big demonstrations, and more on organizing a base and building leadership.
"I think that a big obstacle to the antiwar movement building stronger, longer-term institutions is the politics of the philanthropy community. So much of movement infrastructure has been professionalized and is anchored by nonprofits in this country — some quite effectively, some quite destructively. The antiwar movement lacks access to the millions of dollars of philanthropy money going into different socialchange ventures. That limits the antiwar movement's ability to create the kind of basic infrastructure and organizing that would help turn popular antiwar sentiment into action."
— Patrick Reinsborough, San Franciscobased direct-action organizer and coordinator of smartMeme Strategy & Training Project
As a trend, organizers felt weary of mass rallies and marches in this political moment. No one in power seems to be listening, and national demonstrations seem to get less and less media coverage. A number of people pointed out that local demonstrations and other forms of local action often get more bang for the buck with media.
In addition, large rallys are resource-intensive, and the antiwar movement has a shortage of money, staff, infrastructure and leadership. Some organizers noted how the peace movement, in comparison to the labor movement, the environmental movement, and community organizing efforts, has fewer jobs and resources.
As social movements have institutionalized largely as nonprofits over the past decades, this lack of "peace jobs" is no small factor for the peace movement. One organizer described how he got involved in activism through issues of war and peace, but as he acquired the skills to stick with organizing for the long haul, he went to work with an environmental organization because that's where the organizing jobs were.
As a result of this and other related resource factors, some classic models of organizing widely used in the labor movement — like identifying a target constituency, organizing some of them into a membership base, and developing the leadership of some members to continue to build an organization and base — are known or practiced by few in the peace movement. Many interviewees encouraged national organizations to focus more on supporting the leadership and skills development of local organizers and groups.
The growing GI movement is likely to play a critical role in ending the war.
"The majority of the military is workingclass, and there are connections there that we have not capitalized on. I think that even the construction worker with the American flag sticking on his helmet probably has a pretty negative opinion of the war and probably knows somebody who got fucked up over there. If the Longshoremen received a phone call from Iraq Veterans Against the War saying, 'We'd like to talk to you guys about possible action,' we would probably get a response, out of respect for the veteran part of it. I think the opportunity is almost ripe for the picking, and that's probably the next step."
—Jose Vasquez, Iraq Veterans Against the War (IVAW), NYC Chapter President
We interviewed members of IVAW, Veterans for Peace, Service Women's Action Network and other organizers who are military veterans. We also asked all of our interviewees about the role of soldiers, veterans and their families in ending the war, and also how others can best support their efforts. Most everyone we talked with felt that soldiers, vets and their families are uniquely positioned to organize in ways that others sometimes cannot, particularly in organizing active-duty GIs.
For a number of reasons, some problematic, they are also seen as some of the most credible critics of the war, and our interviewees unanimously saw them as effective spokespeople. Some folks viewed them primarily as spokespeople, while the veterans we interviewed were more excited about organizing other soldiers and vets. Because they are seen by many in the peace/antiwar movement primarily as spokespeople rather than organizers, people often viewed support as having them speak at an event or be at the front of a march.
Veterans' groups tended to describe support more practically; lending a hand with logistics, raising money, and the like. Some veterans saw themselves as particularly well positioned to connect with working class constituencies, and help build a broadbased movement.
For example, IVAW is crossing a critical threshold, moving from what has for a long time functioned essentially as a speakers' bureau of antiwar vets into a chapter-building organization with skilled organizers who are increasingly focused on activeduty soldiers.
• • •
While it's easy to be critical of the current peace/antiwar movement, it is important to point out that a lot of its leadership shares these critiques but often lacks the capacity to correct the problems. It's also important to recognize that some of the most critical organizing work is not made for television, but is the unglamorous jobs of developing leadership and building relationships and a base. We need more organizing — enough of it to leverage political power — but let's start by amplifying what's already happening, rather than starting from scratch.
A full report of WRL's listening process will be published in WIN magazine in April. For more information visit warresisters.org. Matthew Smucker is the national field organizer for the War Resisters League.
Illustration by Gabriella Szpunt


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David Everly
The Champions Rotary Club President Justin Lansdowne welcomes new club members Robert Reeves, Owner of Reeves Financial Group, sponsored by Rev. Richard Williamson; Wendy Clausen, Relator, SWR Group & Keller Williams, sponsored by Justin Lansdowne; and Pastor Richard Williamson, Pastor of Argyle United Methodist Church, sponsored by Gary W. Toothaker.
The Champions Rotary Club meets every Wednesday morning from 8 to 9 a.m. at the Mule Barn at 218 FM156, Justin, TX 76247. You all come see us!

subset: commoncrawl


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Flavia Coffee |
OLAH!! Flavia Coffee In this present forecast of our 'Coffee in the Office' string we take a appear at the Flavia filter-pack drinks machine. The Flavia range of drinks machines work in an unusual and ingenious manner to stand for a wide variety of top superior delicious drinks to the end user. After the drink option has been made the appropriate drink foil pack is inserted to the machine, a cup is placed underneath and a button is pressed. Hot water is then forced to the foil pack to release the comprehensive flavour of the drink as it is dispensed into the cup. Each drink is individually made and there is no cross contamination of flavours between different drink types. The machine has very low maintenance and can be plumbed in or just topped up through newly constructed water as required. Since no cup is dispensed the user has the choice to use their own cup or use branded Flavia waxed paper cups that can be with by your supplier up with sugar sticks, stirrers, cup holders etc if required. The Flavia machine is top used in a struggle environment as the components are selected from a score case and there is no security. It is also best used in a low volume office type locations where drink choice and quality is paramount rather as opposed to serving a large number of people. The main advantage of this type of machine is the sheer quality of the drinks produced and the incredible opportunity of drinks available. A huge number of fresh ground coffees are offered of many types of coffee beans and roasts, fresh leaf teas, specialty drinks, specialty teas, chocolates and even fruit infusions and green teas. Note however that the drinks are usually purchased from the supplier in tendencies of 80 so in truth most offices will desire to limit the range of drinks offered although they can of course order different offerings each time properties order. Although the cost of the machine is fairly low when put against to other types of drinks dispensing machine (allowing the probability of multiple machine sites) the particular drink prices is quite high and can prove prohibitive. The Flavia option is not the solution for astronomical volume sites, sites requiring security of ingredients nor for those requiring a coin controlled system. However in the right environment the Flavia drinks system can be the perfect high superiority secret for satisfying discerning drinkers at all times of the day. |


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Place of Origin: | China |
Brand Name: | HangTon |
Model Number: | BC-30D |
Minimum Order Quantity: | 1 unit |
Price: | Negotiable |
Packaging Details: | carton box |
Delivery Time: | 2-8 work days |
Payment Terms: | L/C, D/A, D/P, T/T, Western Union, MoneyGram |
Supply Ability: | 100 unit per week |
Type: | Dual Battery Charger | Fit For: | Trimble 5700 5800 R8 R7 R6 GPS GNSS Receiver |
Model: | BC-30D Charger | Compatibility: | For Trimble 54344 Battery TSC1 XB-2 Battery |
High Light: | topcon battery charger,total station charger |
Charger BC-30D for dual 54344 and XB-2 batteries.
It can charge for Trimble GPS 5700,5800,R7,R8 GNSS series.
Also fits for TOPCON BT-62Q, BT-65Q, BT-66Q batteries.
Net weight: 350g;
Output Voltage: DC 8.4V 1A;
US/ EU/ UK/ AU power adapter
Shenzhen Easy Top Connect Technology Co., Ltd.
We supply all kinds of cable/connector accessories for DSLR, Video Camera Camcorder, Monitor, Mixer, Recorder, Surveying Instrument, and more.
If you need custom cable, please provide parameter of the cable and the specification of the connector. If it's for professional equipment, please provide weld definition. We can customize with the cable according your requirements.
Each cable is fully tested for pin-pin continuity, as well as having a high voltage test to ensure that there are no potential problems. Every cable is fully tested.
Q: Can you offer samples to test before normal order?
We are willing to provide samples. The sample can be shipped out within 3-10 working days.
Q: About delivery time and shipping ways.
A: Delivery time is usually within 5-15 working days after your payment. We can ship via DHL, FedEx, 4PX, Aramex, EMS, post and more.
Q: Can you provide customization service?
A: Sure, we can make special cables for you. Please contact with us. E-mail: firstname.lastname@example.com
Q: How do you solve after sale service?
A: After the receipt of goods, if you are not satisfied or have any other problems, please contact us as soon as possible, we will give you a quick and reasonable solution
Contact Person: HangTon
Tel: +8613760744398


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Marcus & Millichap Closes Chicago Multifamily Deal
The value-add affordable property located in the South Austin neighborhood includes ground-floor retail and is close to Interstate 290 and Loretto Hospital.
Marcus & Millichap has arranged the sale of Madison Renaissance, a 34-unit community located in Chicago's South Austin neighborhood. The asset was sold for $1.5 million to a private investor. Eric Bell, an investment specialist with the company, marketed the asset and represented both the seller and the buyer in the deal.
Located at 5629 W. Madison St., the building encompasses a mix of one- to four-bedroom units and features ground-floor retail space. It is a low-income housing tax credit (LIHTC) property completed at the beginning of the last century, featuring a high level of occupancy. The brokers characterize it as a value-add opportunity offering double-digit cash-on-cash returns.
The property is several blocks from Interstate 290 and Loretto Hospital, close to Columbus Park and Emmet Elementary School. Residents benefit from proximity to several public transportation options, including the CTA's Blue and Green lines. Approximately 15 miles away, in Streeterville, Marcus & Millichap closed another deal this summer involving a 13-story apartment building which sold for $10.3 million.
Image courtesy of Marcus & Millichap


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Do not assume that you can't get a DUI just because you were drinking yesterday. There are cases of people getting pulled over the next morning and still being impaired. If this happens to you, you could face DUI charges.
For instance, this happens to many workers who have to get up early to get to the office. They catch a few hours of sleep after a late night with friends and then they head in to work. They assume that it's safe, but they could still be impaired and they could certainly get arrested if the police pull them over.
The truth about your BAC
If you're wondering why this happens, a lot of it just has to do with how fast your BAC, or blood alcohol concentration, can actually drop after you stop drinking. It is far from instantaneous.
In reality, your blood alcohol concentration will go down by about 0.015% for each hour after you take that last drink. Keep in mind that actually consuming the final drink will raise your blood alcohol concentration as it is absorbed into your system, so the decline may not start for a little while after you quit drinking.
But you can still see just how slow this decline is. Say that your blood alcohol concentration was at 0.10%. then you had one final drink, which bumped it up to 0.12%. Once it actually starts to go back down, it will take you more than an hour just to get to 0.10% again. It will actually take you roughly eight hours to get all the way to zero.
There are some other factors in play, such as your size, your gender and your drinking habits, but it's safe to say that the rate at which your body metabolizes the alcohol is going to be roughly the same every time. If you only slept for a few hours prior to getting up for work, you certainly are not close to being 100% sober again. Don't make the mistake of assuming that you are.
What if you're facing legal charges?
That said, mistakes do happen, and even people with the best intentions may find themselves facing some serious drunk driving charges. If this happens to you, make sure you understand all of your legal defense options.


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11 January 2005
AMSTERDAM — The Dutch government has agreed to send extra military police officers and customs officials to the Netherlands Antilles to jointly combat the drug trade between the two nations.
Justice Minister Piet Hein Donner and Kingdom Relations Minister Thom de Graaf reached the agreement on Monday with Antillean Justice Minister Norberto Ribeiro.
The Dutch officers will be deployed at the Curacao and Bonaire airports from March this year and will remain in the Antilles for a maximum of two years, news service NOS reported on Tuesday.
The 13 military police officers and 12 customs officials will assist Antillean colleagues to perform extra drug inspections at both airports. It is also possible that additional personnel will be dispatched to the airport on Sint Maarten when its first inspection team is established.
De Graaf also promised last month to send in total 40 detectives and 20 other police officers to combat criminality in the Antilles, primarily on the island of Curacao. They could start work as early as February and De Graaf hopes to reach a definite agreement during the current state visit.
The Netherlands Antilles has a been a thorn in the side for Dutch justice authorities for some time due to the regular cocaine shipments smuggled from the Caribbean islands into the Netherlands via Schiphol Airport in Amsterdam.
Together with Aruba and the Netherlands, the Antilles is part of the Dutch Kingdom. It is made up of five islands, namely Curacao, Bonaire, Saba, Sint Eustatius, and Sint Maarten (the Dutch part of the island of Saint Martin).
But Minister Donner said the Dutch government's crackdown on the drug trade was proving successful, asserting that the number of smugglers had been reduced. He also wants to continue with the so-called 100 percent inspections at Schiphol, in which all arriving passengers from the Antilles are searched for drugs.
The agreement to initiate joint drug inspections in the Antilles must still be presented to Defence Minister Henk Kamp, Finance State Secretary Joop Wijn and Antillean Finance Minister Ersilia de Lannooy. But Donner and
Ribeiro expect that the various ministers involved will approve of the new approach.
Donner will return home to the Netherlands on Tuesday and De Graaf will remain in the Antilles until Wednesday night.
[Copyright Expatica News 2005]
Subject: Dutch news


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This little gem2018 was a busy year (like every year) for gear releases. Here at Newsshooter, we saw and reviewed a lot of products. Technology continues to evolve and transform and we saw a lot of very innovative products being released in 2018. While a lot of the products were simply improving on current technology, there was a definite trend in making things smaller and more compact.
Both Matt and Erik have discussed (or was it a heated debate) what products they thought were the best of 2018. Both Erik and Matt will each choose a winner and a runner-up in each category. The criteria are pretty simple, the product had to be released and available to purchase in 2018. If it was announced but has not shipped it doesn't qualify. If it was announced prior to 2018 but hadn't been released yet it still qualifies.
Our last and final category is Coolest Product of 2018. Now, this can be anything from any category, and it's more of a fun pick than anything else. It's not necessarily the best product, it's just one that we thought was worth mentioning.
Matt's Winner
DJI Mavic Pro 2
I was a big fan of the original Mavic Pro, but DJI took it to the next level with the Mavic Pro 2. They basically gave us what we wanted, a higher bitrate, H.265 recording, bigger sensor, and a better camera. They managed to do all of this while keeping the same compact, foldable form factor.
While there are still things that could be improved, it's incredible to think that you can capture quite unique shots in pretty good quality from a small, foldable drone for under $1,500 USD.
Matt's Runner-Up
DJI Osmo Pocket
I recently reviewed the DJI Osmo Pocket, and while I didn't find the image quality to be overly impressive (at least for professional use), its compact form factor more than makes up for it. The ability to put a tiny 3-axis stabilized 4K camera into your pocket (literally) makes the DJI Osmo Pocket worth having.
It's a great little device for BTS, quick pick up shots, or just to keep in your bag as an emergency camera. For me, its a glimpse into what a more professional version may be capable of. Despite its limitations, I still placed an order for one.
Erik's Winner
Core SWX Powerbase EDGE V-Mount Battery
While a battery isn't very sexy it is cool when it can power your camera for 3.5 hours and supply power to other devices with a D-Tap and USB. Hmmm, maybe that is a little sexy!
I reviewed the Core SWX Powerbase EDGE and found it to be very handy especially with the power-hungry BMD Pocket Cinema Camera 4K. With the QR system built into the battery and a V-Mount option as well the Powerbase EDGE can also be used as a good ole V Mount battery for cameras and lights.
CORE SWX PowerBase EDGE Powers your mirrorless camera & accessories
Erik's Runner-Up
Insta360 ONE X
This little gem really took 360 cameras to the next level for consumers. Smooth footage with FlowState Stabilization and the crazy cool way it erases the stick right out of your hand. Yeah, this cam is pretty darn cool and is a lot of fun to use.
While 360 videos are not becoming a professional tool for storytelling they are very popular for us consumers. The Inst360 ONE X with the many different accessories allows for really interesting shots that of course can be used in professional productions.
Feel free to tell us what product you thought was the coolest of 2018 in the comments section below. We would love to hear what our readers think.


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Ski touring requires specific equipment, and the more we are looking for performance and fun, the more accessories there are !
Basic equipment :
Touring skis or a split board :
Of course, touring skis or a split board are required. There is every type of touring skis, some that focus on the descent, wider and heavier to have a better flotation and stability on the snow during the descent like the Zag-BAKAN (112mm under the foot for 1,5Kg), other ones are finer that bring a better compromise between climbing and descent like the Zag – UBAC (94,5 mm under the foot for 1,240Kg), and others even finer and lighter shapped for long distances where the search of performance is pushed to its maximum (like the Zag-ADRET 81mm under the foot for 0,980Kg). It's up to you to choose the ski according to your abilities and ambitions. Discover ZAGSKIS range
Bindings :
There is also a varied choice for bindings compatible with ski touring.
As for the choice of your skis, the choice of the ski bindings depends on the experience you have, and of course it is preferable to have a correlation with the choice of your skis. It would be absurd to equip a city car with rally tires!
There are 2 mains types of bindings:
The standard inserts (specific to ski touring): lighter, which have a very good performance but which requires specific hiking shoes with an insert.
Semi-Alpine bindings: This is exactly the same as conventional alpine ski bindings, they offer a very good downhill stability but are heavy on climbing. This is ideal for small hikes and occasional users.
Touring skins
Touring skins simply need to be adapted to the size and shape of your touring skis to have a good adherence during the climb up.
Ski touring boots.
With or without inserts, they must be adapted to the ski binding. Of course the weight varies according to the models. As for the choice of skis and bindings, it is necessary to find coherence in this trio according to your level of skill.
Crampons :
When you start being an expert in ski touring and you are likely to end up on slopes with hard or icy snow, it is better to have crampons to avoid slipping sideways! They must be adapted to the width of your skis.
Poles :
Some people prefer adjustable (or telescopic) poles to adjust the size when climbing and descending for comfort, but let's not forget that it's not the poles that make the skier!


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Village lists for sale the biggest drive-in theatre in the southern hemisphere
The biggest drive-in theatre in the southern hemisphere is for sale as an investment with long-term residential redevelopment potential.
At 155 Newlands Road, Coburg North, about 11 kilometres north of the Melbourne CBD, the Coburg Drive-in (pictured top, left and bottom) opened in 1965 and sits on an 8.1 hectare site.
The property is being offered with a 10-year leaseback to Village Cinemas which will pay a starting rent of $597,000 with three per cent annual increases.
The listing comes a year after the Kirby family, which founded the now listed entertainment group Village Roadshow, divested of two cinemas on Victoria's Mornington Peninsula: the c1894 Sorrento cinema on Ocean Beach Road netted $5 million, another in Rosebud achieved a sale price of $4.4 million.
JLL's Adrian Rowse, Tony Iuliano and Brad Esler are marketing the Coburg North holding.
Should it sell on a yield of less 6 per cent, Village could be set for a payday of more than $10 million.
The complex includes three screens and buildings containing an area of nearly 700 square metres.


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Economic policy / Elections
This section reports on economic policy initiatives of the Czech government, the EU, and other entities that have a direct impact on the competitiveness of the country. It also includes information on economic priorities of the AmCham and other leading associations.
Show subcategories ▾
Spotlight issue
AmCham Letter to the Government on National Recovery Plan Priorities
We appreciate the opportunity to comment on the Czech National Recovery plan. Our comments are based on our chamber's purpose to support the growth of Czech and American economic relationship and our goal to make the Czech Republic a top ten economy in the EU. We will therefore focus on areas of the recovery plan in which American business can contribute and which will increase the country's innovative potential (the primary source of economic growth).
View more
Economic Policy: OECD: 2015 Migration Outlook
On 22 Spetember, OECD published their 2015 International Migration Outlook and a Policy Brief on the Refugee Crisis. Until the end of August, the European Border Agency FRONTEX counted more than 500 000 illegal border crossings, nearly double the 280 000 recorded for the whole of 2014. Europe wil...
View more


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Each year Brisbane City Council provide households with 10 Waste Vouchers. These are made available to home owners and tenants in the Brisbane Council areas. We are Happy to give a discount of $3 for each voucher which will be taken off the final price of your rubbish removal service or skip bin hire. Please let us know when you book online if you have more than one book of vouchers you wish to use as a discount.
We are constantly looking for feedback from customers as this helps us to improve the service we provide. Please let us know if you were happy with our service or you think there may be ways we could do better and as a reward for your time we will send you a return email including a $20 Bunnings Gift Card. (This is only available with our Hands-on removal Services)
Frequently Asked Questions
Simply call 1300clearout, that's 1300 253 276 on your phone key pad or fill out your details on this online booking page.
A 1300clearout team member will find out what you want removed, explain the pricing and give you an idea what it will cost. You can then nominate a time that is suitable for you.
The professional, uniformed team member will ring you within 30 mins of their arrival to confirm exactly when they will be there.
The team will give you an exact quote before they begin. You give them the go ahead and the 1300clearout team will start loading then and there. You can sit back and relax while they do all of the work
Upstairs, out the back, in the garage, the 1300clearout team will gather up all of your junk, wherever it is located and load it on to the truck.
Once the truck is loaded, the 1300clearout team will comeback, give the area a sweep and then head off to dispose of your junk and rubbish…easy!!
If you can't be there, that's ok.
Simply provide all of the information and access to the area and one of the 1300clearout team will call you with a quote, charge the amount to your nominated card and leave you a receipt in the letterbox
In these difficult times we can provide an efficient and handy contactless rubbish removal to ensure the ongoing safety of our customers and staff.
When you book online or give us a call please mention if you require a contactless service and we will make all the arrangements. Rest assured that we check on the health of our team regularly and they sanitise before and after each job. We always maintain a safe working distance of at least two meters and gloves are also worn for each job and regularly replaced.
For our full-service hands-on service all you have to do is point to items you want removed. Our team will only touch items that are to be taken away. If you would rather not be in the vicinity while our team are working, one option is to place a sticker on all the items you want removed and we will carefully load them onto one of our trucks.
Alternatively, our load-and-go is perfect for contactless removal. Simply place all your items in one handy location where our driver can reach it and the complete job can be handled will little or no contact at all.
When organising skip bin hire just let us know when you want it delivered and collected and the location on your property, and we will make all the arrangements with no physical contact at all.
Settling Your Account With No Contact
Whilst we regularly sanitise our EFTPOS machines, the safest and most efficient method of making contactless payment is over the phone. Even if you are in the house at the time of the job our team is happy to call from outside to make credit card payment over the phone. After your transaction is complete, we will simply take a photo of your receipt and send it through to your phone as a record of your transaction.
Don't Just Take Our Word For It
Thank you so much for your wonderful skip bin service. I have used you 3 times now and am so happy with the amount that I could fit into your bins. Your prices are the best in Brisbane! Also the best customer service!
Paul and Harry were booked to haul away our rubbish when we were selling our house, they arrived promptly and took great care preventing any damage to walls etc…I would have no hesitation in recommending 1300clearout to do a quick and efficient job.
Thanks Paul & Jess for a job well done in the removal of our old piano. You provided a fast, friendly and efficient service. We would be happy to contact you again if the need arises, and to recommend you to our friends.


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How do I configure staff for Download Software and Permission Key using Software Delivery Manager
To configure staff with these permissions, complete the following:
- Open Microsoft Edge or Google Chrome.
- Browse to https://admin.prosystemfx.com.
- Log in using the Single Sign On (SSO).
- See our article for instructions on how to create a staff or user ID (SSO user).
- Click Staff.
- Click the name of the user to edit.
- Click Functional Rights.
- Changes to functional rights for users will take effect in approximately one hour.
- Click Support Tools.
- Put a check next to Download Software and Permission Key from the Internet.
- Click Return to Staff Home.
Solution Id | 000152655/How-do-I-configure-staff-for-Download-Software-and-Permission-Key-using-Software-Delivery-Manager |
Direct Link |


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There are plenty of ways to succeed as a real estate agent, but there are four distinct ways to assure resounding failure! Here are the top four ways to flush your real estate business:
1. Refuse to prospect.
If you prospect, a good number of those contacts will become qualified leads, and then, before you know it, active clients. That means work. Pesky things like listing presentations, showing houses…closings and commissions. Ugh. Nip it all in the bud by refusing to look for business.
2. Ignore your leads.
Despite your lack of effort, you might end up with some leads from your website, or from well-meaning friends or family members. Don't respond. Don't acknowledge them. It'll only get their hopes up. If you hide, they'll go away – sooner than you might have thought!
3. Do not organize your contact information.
After all, you've no intention of dealing with these people. If you organize your contact lists into one efficient database, you might be tempted to use it.
4. Never follow up.
Once in awhile, despite all aversion, you might have a transaction anyway. The worst thing you can do is follow up and stay in touch with these real estate clients. That could lead to referrals and repeat business. Who wants that?
Now, just suppose, for the sake of argument, you want to succeed in real estate. If you want to earn good commissions, there's an alarmingly easy way to become productive and generate business. It all starts by remembering that real estate is a people business.
By using a real estate CRM such as IXACT Contact, you can organize all your contacts into one easy-to-use database. You can send out effective communication with a personal touch, ensuring that no one falls through the cracks. Your name and your personal brand will stay at top-of-mind of prospects and prior clients.
IXACT Contact is also easy to use and affordable. It's the ultimate anti-failure device.
A word of caution: using a real estate CRM consistently will cause lead conversion and business growth. This means more clients, more repeat business, more closings and commissions!
Need proof? Sign up today for the free 5-week trial (unless you have a deep-rooted fear of success)!
Carrie Gable & the Real Estate Virtual Assistant team at RealSupport, Inc. work virtually for many top real estate agents & brokers nationwide, offering marketing campaigns, branding, website & logo design, listing marketing efforts, lead management, technical support, marketing presentations, social media setup & management, copywriting, blogging and much more.


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I identify as a Ravenclaw with secondary Hufflepuff leanings (Pottermore says I'm a Hufflepuff, but, like Harry, I chose with my heart). I love being a Ravenclaw, but until a short time ago, I tended to confine that identity to the fictional world and niche culture.
It wasn't until recently that I realized knowing my Hogwarts house could explain many choices I've made as a writer. Additionally, I'm hoping this knowledge will guide me in future career choices.
Before we go further, let me clarify that your Hogwarts house shouldn't be the determining factor in your project selections or career choices. However, knowing you write like a Ravenclaw with Hufflepuff leanings or a Gryffindor with Slytherin leanings can help you understand why you write as you do, which audiences to target, and what your strengths and weaknesses are.
With that said, let's put on the writing version of the Sorting Hat and get started.
We'll begin with Ravenclaw, the house of the learned, witty, and wise. As a Ravenclaw myself, I'm always eager to help other Ravens find their writing niches.
Ravenclaws value intelligence and learning above everything else. They might not be classic academicians, but they crave the experience of learning something new and teaching it to others. Ravens are the "outside the box" thinkers of Hogwarts; in fact, they threw out the box.
Luna Lovegood was a wonderful example of this. She, more than any other Ravenclaw and maybe Hogwarts student, knew the best answers sometimes lay outside the expected boundaries. For instance, Luna expected her stolen sneakers to come back to her, and they did—hanging from the ceiling. Yet Luna accepted this as an answer to the dilemma, "Where and how do I get my shoes back?" In so doing, she also found an unexpected way to deal with bullies, in that reacting positively toward their behavior might make them feel foolish.
The world, especially the writing world, never runs out of ideas, topics, and possibilities a Ravenclaw can explore. Ravenclaws think like Luna almost unconsciously. If the answers don't come from expected sources, they're more willing than the rest to keep looking. They're often brave enough to eschew the "expert" quote for an interview with a marginalized third party, or clever enough to put their own spin on an oft-used topic.
If you are a Ravenclaw, you love writing for its own sake. You gravitate toward fiction, poetry, and memoir because these genres give you a lot of freedom to explore and express yourself. Nothing makes you happier than creating characters, finding perfect phrases, or sharing your experiences with others so they can learn what you have learned.
Like your eagle mascot, soar above your topic, looking for niches and trivia that might make it easier to complete the assignment. Write these things within the parameters of client needs. Seek out niche publications, such as websites or magazines dedicated to your love of children's books or Moroccan cooking.
Hone your eagle eye. When you need a break, fly back to the comfy "nest" of your favorite creative projects. Don't have a nest? Seek out one in the form of a critique group or writing conference. Brainstorm or free-write frequently, and stay away from jobs that depend on strict word quotas and narrow topics. If you must write like this, take frequent breaks and stay close to your tribe. Otherwise, you'll feel isolated and useless. When Ravens feel like this, we fall apart, and then we crash and burn.
Look for publications and editors who embrace creativity and new ideas. Try publications with casual voices, or those in which the editor doesn't mind if authors make asides to the audience. Search for publications on any topic that interests you, and pitch any and every idea you can until they say, "Yes, welcome aboard!"
My Hufflepuff leanings have served me well as a content writer, and if you're a Puff too, I bet you can guess why. Hufflepuff writers are the "worker bees," ones unafraid of toil. You can give us a 5,000-word assignment and end-of-day deadline, and our response will be, "Hold our butterbeer!"
As a Hufflepuff, you want the world to be a better, kinder place. You might draw inspiration from Cedric Diggory, a Hufflepuff who saw the value of competition but, moreover, the value of helping his teammates and school. To Cedric, the Triwizard Tournament didn't accomplish anything unless it made every student, participant, or spectator, a stronger, smarter, braver, and more compassionate person. That's why he went out of his way to help Harry, who procrastinated in preparing for the second task and arguably didn't need or deserve help.
Like Cedric with the Tournament, you see writing as a way to help people. To you, it is just and loyal to make all kinds of writing accessible to everyone. You want your audience to come away educated, but also entertained and reassured.
Hufflepuffs gravitate toward universal, relatable genres and topics. Like their mascot the badger, they dig, searching for truths that make their audiences say, "Me, too." Hufflepuffs are the quietly brave, the ones who are unafraid to toil and explore. They like imparting information on cutting-edge topics, or de-mystifying complex topics like law, medicine, or forensics. This interest is often why Ravens and Puffs make great writing teams, or why these complementary houses make one great writer.
Hufflepuff writers, more than any others, have to be careful not to burn out. I learned the hard way, a Hufflepuff work ethic didn't make me a machine. I found myself saying, "If I have to write one more word about X topic, I'm going to give myself the Curse of the Bogies just to call in sick." I was stuck in a job where quantity was privileged over quality, and I was miserable.
If this happens to you, stop right there. Take a personal day, and begin looking for writing gigs that serve your interests and strengths. Hufflepuffs think being informed should be fun, so they gravitate toward fun, light topics such as 1990s nostalgia, new ways to cook a tried-and-true recipe, or the special "trick" plays in their favorite sports. Look for projects like these, and the editors who love them. Always privilege quality over quantity. Five hundred informative words are better than 1,000 written for the sake of meeting a word count.
Finally, write in optimum comfort; if you must sit at a desk or in a cubicle, use tools such as your favorite beverage, a soft sweater, or a cheerful art print for inspiration. When you can, put on your headphones and enjoy your favorite podcast or music. Write freely, but edit without mercy. Take every opportunity to bounce ideas off colleagues.
Okay, Slytherins, I see you recoiling. You worry your house affiliation makes you evil, suited to write about serial killers. Don't despair! In reality, you are probably the most versatile writers in our world. Here's a secret: With your ambition, unfailing tenacity, and resourcefulness, you're my favorites (well, after my own Ravens, of course).
As a Slytherin, you don't take "no" for an answer, and you know there's always an answer. If you can't see it, that's an opportunity to plumb deeper. You'll tackle everything from the latest political scandal to removing rats from an attic, because you know each topic holds a clue to the depths of humanity. The topics that scare other houses are the ones you love, because they challenge your cunning and wit. For you, no topic is too complex or obscure.
Avoid projects and work environments with too many rules. I'm not talking about grammatical rules, or rules against using offensive language. I'm talking about rules like "Please highlight keywords" or "Here is a list of common words you absolutely may not use." If you must write like this, let yourself break the rules in a draft before polishing it for publication. Remember, when Slytherins are backed into corners, they bite. In other words, they vent frustrations on colleagues, bosses, and loved ones. Breaking the rules in the safety of a draft will give you back control and help you feel calmer.
When choosing projects, topics, or workplaces, think like your alumni. My absolute favorite Slytherin is Severus Snape, and he has inspired my own writing on tough days. As a teacher, Severus was confronted with a thorny dilemma—protect a student I don't like, while under cover so deep, one wrong move could cost us both our lives. He treated this mission like you the Slytherin writer can treat your topic. Find what interests you about it, and probe as deeply as you want. Push for answers the way Severus pushed Harry in Occlumency lessons—don't stop until you have what you want.
What happens when you can't get what you want or write what you think? Start slithering. In other words, don't break the rules, but look for loopholes, or follow different rules to get the same results.
Remember, Severus couldn't tell Harry, "I loved your mom, and I care about you." He couldn't say, "I'm hard on you because being nice would kill you." But he could give Harry his memories. He could covertly teach him a signature spell. You must do the same.
If your editor forbids you from discussing controversial topics, perhaps you can hint at them with a well-placed anecdote or some tasteful snark. If you're stuck writing about a topic you hate, perhaps you can focus on why it's useful. I once had a gig that involved writing almost nothing but statistical data. It helped to tell myself that someone, somewhere needed that data, and to mention how that data affected people wherever I could.
Last but never least, we have venerable Gryffindor. I admit, you guys kind of scare me. You're the "pantsers," the writers willing to tackle topics you know nothing about. If someone tells me, "Don't start a sentence with 'and' or 'but,'" I won't do it. A Gryffindor will smile and say, "But why not?" They bend the rules, sometimes even more than Slytherins, and their writing is better for it.
As a Gryffindor, you are brave and chivalrous. You want readers to come away from your writing thinking, "I can do that" or "I want to do something with/about what I just read." You gravitate toward topics that let you experience the world, topics that get you out from behind a desk. Think like the Golden Trio themselves, all Gryffindors. They knew a place for research existed—without Hermione's help, Harry would never have defeated that basilisk. But all three of our heroes knew, there's a time to leave the classroom and put theory into practice. Harry probably gave us the best example when he defied Dolores Umbridge to create Dumbledore's Army, thus giving his classmates the knowledge, skills, and confidence to which they had a right.
Think like Harry, Ron, and Hermione on your writing journey. Balance research with practice, and tune in when your body aches, feels tired, or otherwise signals that it needs to move. If you love writing mysteries, ask to go on a ride-along with a local police officer. Are you an athlete like Harry? Go watch a game and interview players. If your client wants 10 blog posts about interior decor, spend a day at the hardware store, curled up with paint samples.
If you have to write behind a desk, take a cue from your mascot, the lion. No, don't roar at or bite anyone. Instead, look for the parts of your topic that require some chivalry. Maybe there's something no one else is saying about this topic that needs to be said. Maybe there's an angle everyone else is afraid to cover, such as the implications of child labor in the diamond or chocolate markets. Find those niches and pounce.
Gryffindor writers are the type to work on the next Great American Novel one minute and the next, write a piece about cleaning tile grout. This can increase your versatility, but be careful. Commit to a project and stick to it. Take frequent exercise or stretch breaks. If you find yourself procrastinating, it's a sign you've been working on one thing too long. Like Ravenclaw, learn to journal and free-write to combat this. Set strict writing limits, and reward yourself for finishing projects.
Seek out companies or editors who embody the Gryffindor spirit, who believe the readers have a right to know, who say what other workplaces won't. Like Slytherin, seek workplaces with flexible rules. If your workplace has a fitness center, a sports or trivia team, or a tradition of going out for lunch on Fridays, embrace it. Your colleagues are fellow world-changers and your best resources.
Maybe you saw yourself in one house right away. Maybe one house is dominant, but you have other leanings, or maybe you're a Hatstall. If you see your writing style in more than one house, ask where you are most comfortable. Which writing style sounds most like you? Where do you have the most fun, and where do you get bogged down or burned out?
Once you know your house, ask yourself with every project, "How would a witch or wizard from my house approach this?" Keep your mascot and alumni at the front of your mind, as well as the positive traits of each house. Your wit might spice up a boring topic; your cunning might help you find a new angle and conquer writer's block.
Knowing your Hogwarts house will improve your writing in many ways, whether you're a fiction writer, a blogger, or a news reporter. It will help your writing sound more authentic and individual, and give you a unique voice. Knowing your house and the associated strengths and weaknesses will also help you cope when the writing life gets tough, so you can find the joy in writing again.
Whichever house you're in, 50 points to you for enhancing your career.
Stephanie McCall is a full-time content and fiction writer, with three books available on Amazon. She enjoys reading, exercising, languages, theater, and snuggling with her cat. Her favorite authors include C.S. Lewis, Jane Austen, Charles Dickens, J.K. Rowling, Susan May Warren, and Julie Lessman. She is a Ravenclaw house member with a Narnian soul and a beechwood wand, 10.5 inches, slightly springy.


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A big brother named Noah Aldrich demonstrates what sibling love is all about. For the last few years when the 13-year-old from Idaho spots an opportunity to participate in a local youth triathlon, the first thing he wants to do is make sure his 11-year-old brother Lucas can join in, too.
Thanks to his impressive fitness levels and an incredibly loving heart, Noah runs, cycles, and swims with his younger sibling by his side. This sporting achievement is an opportunity for both boys to cherish as Lucas was born with lissencephaly — a malformation of the brain, leaving him unable to walk, talk, or feed himself.
The dynamic duo are fast becoming veterans in the sport, with a dedicated Facebook page, "Noah and Lucas Aldrich – Triathlon brothers," detailing their endeavors.
In the many photos and videos we can see Noah swimming in the pool or lake while pulling his brother in a little boat; pushing Lucas in an adapted buggy while running; and pedaling with his little brother in a seat behind him. It's a collection of memories of two boys having the time of their lives despite Lucas' disabilities. It's Noah caring more about his brother than coming first: the fact his brother is with him makes it a win in any case.
Their story shows the utter joy and happiness to be had with a sibling. Despite the severity of Lucas' disabilities he's proving that he's ready to enjoy the very best of life, with big brother Noah by his side.
Read more:
He's 4 years old with Down syndrome, and his brothers' joyful keeper
Read more:
Every disabled person is a unique contribution to the common good, says pope


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My oldest son is one of the most confident people I know. At 4, he was on his first set of skis and by 9 was confident he could snowboard…and he did. He felt confident that if he ran for school president as a 5th grader in a K-8 school, he would win. He didn't learn to ride a bike until he was 10 and when I asked if he thought he could do it, he confidently said, "Of course I can." I have a ton of examples of his confidence. But, is confidence enough to get through really tough challenges? Or, do you need something else?
Self-esteem vs. Self-efficacy
There is a difference between self-esteem, which is "having confidence or satisfaction in oneself" and self-efficacy, which is having confidence that your skills and strengths will enable you to work through and/or successfully complete tough challenges and/or problem solve. Think of self-efficacy as the combination of self-esteem, strength, self-respect, motivation, and the belief you have control over the outcomes of events in your life.
Benefits of Self-Efficacy
While both low self-esteem and low self-efficacy can contribute to anxiety and depression, the benefits of having high self-efficacy have a lasting impact on goal fulfillment, problem solving, and increase in your well-being which also leads to a higher self-esteem. Take a deep look inward and think about your self-efficacy. Is it as high as you'd like it to be? If not, there is good news as you can boost your self-efficacy. Below are some ways you can boost your self-efficacy:
- Good role models – find good role models who seems to have high self-efficacy and learn from them.
- Have a cheerleader (or a group of cheerleaders) – be sure they are authentic and able to truly support and be genuinely happy for you and your accomplishments.
- Use your strengths – know what you are good at and use those strengths regularly rather than only focusing on where you might improve. If you don't know your strengths, take the free VIA Character Strengths assessment.
- Manage your stress levels – this could be through meditation, exercise, or a combination of whatever works for you.
- Create mastery experiences – these experiences are when you take on a new challenge and succeed. So create opportunities for you to be successful in your day.
- Savor your wins – take time to appreciate and bask in the feelings you get from an accomplishment or any of your wins, including small tasks and those mastery experiences.
- Own your worth – you are good enough as you are today, what you bring to the table is needed and desired so own your worth! (This is self-respect!)
As you have new experiences, take risks, acquire new skills, and keep putting your efforts towards succeeding in all you do, your self-efficacy also keeps growing. And, in the growth of your self-efficacy, you are more likely to have new experiences, take risks, acquire new skills, and keep putting your efforts towards succeeding. It's a virtuous cycle that has amazing benefits.
With my son, I definitely see self-efficacy in some areas. His desire to try snowboarding came from his belief that his skills acquired through skiing would also enable him to snowboard. In many instances, he knows his strengths. However, he is still young and has a lot more life experiences in front of him. My goal is to support him in finding ways to continue boosting his self-efficacy and to point out his abilities and strengths, not just telling him how awesome he is (though he is pretty awesome).
CEEK a Better Way and start today in boosting your self-efficacy and support others in building their self-efficacy.


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Introducing Sonic Essentials' improved IcON Manganese formulation.
A slightly lower analysis to improve handling and flowability now 670gMn/L.
Still highest analysis in the market.
Some of the critical functions of Manganese
- Chlorophyll production
- Photosynthesis
- Lignin manufacture
- Activation or function of many enzymes
More on manganese at Sonic Essentials' Nutrition Knowledge including:
- Breakthrough Testing for Mn Deficiency
- Roles Of Nutrients in Plants
- Check out further information from the 1988 Symposium, Manganese in Soils and Plants, edited by Robyn Graham Ph D
Manganese deficiency in wheat.
You are confident you understand the nutrients that your crop and soil need, are you as confident with the right time to apply them. Sonic Essentials has developed simple effective timing guides for nutrient application in crops. They are coming soon to our website; keep your eye out for them. Below is our guide for cereal production to help you get the best out of your crops in #plant2020


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Ohio House of Representatives District 44
State House (D-OH) Incumbent
State / 319 views
Paula Hicks Hudson has long been committed to empowering and helping people improve their quality of life. As a Reginald Heber Smith Fellow, she began her career at Toledo Legal Aid Society representing senior citizens and working with several community groups. During her 35-year professional career, she has worked as assistant Lucas County prosecutor, assistant public defender and assistant state attorney general. From 1998-2002, she served as the legislative director of the Toledo City Council and also served as mayor of Toledo. Following that, she served as the director and deputy director of the Lucas County Board of Elections and chief legal counsel to the Ohio Office of Budget and Management under Governor Ted Strickland. She graduated from Spelman College, earning a degree in political science, and earned a master's degree in communications from Colorado State University, and a law degree from the University of Iowa.


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The Federal Government has called for cooperation from owners of private institutions of learning ahead of school reopening.
The Minister of State for Education , Emeka Nwajiuba, on Wednesday , revealed this during a briefing by the Presidential Task Force on COVID - 19 in Abuja.
The minister said the government was working on modalities to achieve social distancing and good hygiene practices before schools could be allowed to reopen.
He also described as false , reports that schools would reopen in the country on June 8, saying the government could not afford to take any expensive risk.
Nwajiuba said , "We are going to publish a specification on what we expect COVID -19 or post- COVID - 19 reopening to look like . We are not talking about coping with COVID - 19 but in spite of COVID - 19 , we expect that we will adapt.
"For a country that has over 115 ,000 primary schools , you will understand that 35 ,000 of these who are private must agree to set up the same standard in other to allow children to go in ."
Also , the PTF Chairman , Boss Mustapha , urged all school administrators to start taking steps that would aid school reopening.
"We urge states , local governments , proprietors and all other stakeholders to begin to take steps that will facilitate an early and safe reopening ," the Secretary to the Government of the Federation said.(PUNCH)


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by Karin Wittenborg
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
-Machiavelli, The Prince, 1532
Writing an essay on change and leadership seemed like an irresistible opportunity. I was sure it would be fun, not to mention easy. I accepted immediately, without thinking too far ahead or sorting out all the implications. In fact, this sort of spontaneous commitment has been a characteristic of my career, and it has brought about great opportunities as well as disquieting moments.
It turns out the writing wasn't so easy,1 but it has given me an excuse to step back and reflect on the core qualities of leaders, on the advantage of an institutional culture that is open to change, and on how personal traits and prior experience have shaped the way I lead change at the University of Virginia (UVa). In articulating some of the challenges, issues, and rewards associated with institutional change, I am reminded that the rewards far outweigh the difficulties.
The leaders I most admire are visionaries, risk takers, good collaborators and communicators, mentors, and people with uncommon passion and persistence. They have personal integrity, they are assertive and ambitious for their organizations, they are optimists even in bad times, they think broadly and keep learning, and they build relationships and communities. They bring energy and a sense of fun to their work, they are opportunistic and flexible, and they are not easily deterred.
Leaders want to change the status quo. They do not seek change for its own sake, but rather to improve or create something. Leaders continually evaluate and assess their organizations with an eye toward improving them. While many administrators advance their organizations by tweaking a few things here and there, leaders aim for substantive change that introduces something entirely new or vastly improves a service or product. In short, leaders are dissatisfied with the current situation and are motivated to change it. What differentiates a leader from a malcontent is that the leader has learned and honed skills that allow him or her to move from dissatisfaction to effective action.
Achieving significant change also means rocking the boat, and this inevitably creates some degree of turmoil. Occasional or one-time leaders may be very effective in achieving change, but find the upheaval too uncomfortable or personally draining to sustain an ongoing climate of change. Institutional or personal reasons may also discourage such individuals from repeatedly initiating change. Persistent innovators accept that disruption is inevitable, have a notion about how to reduce the turmoil, and generally have strong support networks. They also had better have thick skin. In my experience, they are most likely to thrive in institutions that are entrepreneurial and flexible.
When I came to UVa in 1993, I found an institution open to new ideas. The staff-both in the library and beyond-was superb. Thomas Jefferson's presence obviously still lingers at the institution he founded. UVa is a place where entrepreneurs can flourish, where innovation is valued, and where radical change can take place. It is an institution that is traditional yet inventive.
It's often said that you cannot give a talk at UVa without quoting Mr. Jefferson. I quickly learned that it is also quite useful to invoke Mr. Jefferson when introducing significant change or seeking financial support. Fortunately, he was a prolific writer, providing innumerable quotations to support nearly any endeavor. For example, in 1810, Mr. Jefferson must certainly have been imagining the library's digital initiatives when he wrote, "I am not afraid of new inventions or improvements, nor bigoted to the practices of our forefathers. . . . Where a new invention is supported by well-known principles, and promises to be useful, it ought to be tried."2
Jefferson's love of books and libraries is well documented and is shared by many at the university today. Best of all, UVa President John Casteen is a humanities scholar with an unusual understanding and appreciation of libraries. So, in many ways, the institutional stars were well aligned for change when I arrived in 1993.
I did not set out to be a library director, but I have always wanted things to be better. From the beginning of my career, I have tackled the things that dissatisfy me most and tried to change them. Sometimes I have been successful, sometimes not. Sometimes my contributions were appreciated, and sometimes not. I learned gradually how to ensure that the successes outnumbered the failures. My early professional experiences shaped my thinking and behavior in significant ways. In my first library position, as an assistant to the director and deputy director of a research library, I had an opportunity to observe the library administration, gain an understanding of the issues they were facing internally and externally, and observe the formal and informal leadership in the organization. Many entry-level jobs narrow your horizons rather than expand them, but this one imprinted on me a broad view of the library. It also stimulated my interest in the rest of the university and in higher education in general.
Several years later, after I had moved to another institution, my boss became a role model and a mentor. I learned from her to be ambitious for the department and for the library as a whole. She thought creatively and on a grand scale, never constrained by lack of resources. Instead of being inhibited by what might be possible, she asked for what she really wanted-and often got it. She was passionately committed to her work and wanted to have fun along the way, and she made a difference at the institution. She was not a champion of the status quo.
These early experiences also convinced me of the value of collaboration. I once introduced two researchers from different disciplines who were using the same set of machine-readable data, thinking they might find common ground. They were delighted to meet, decided to collaborate, and gave me an inordinate amount of credit for bringing them together. I was immediately hooked on facilitating collaboration.
When desktop computers were still rare in libraries, I was able to secure a number of workstations for my department. In truth, I had no idea what I was going to do with them, and some of the staff were less than sanguine about the opportunities that this equipment would provide. I did have the insight to know that I wanted to share the risk and to increase the chances of success, so I divvied up the equipment with another department head. It was risk management, rather than generosity, that motivated me, but it was abundantly clear that more and better ideas came from sharing the wealth. At that point, I became a true believer in collaboration.
Having a broad vision, the guts to go after what I want, and an understanding of the power of collaboration has served me well, but this is only part of the story. As the university librarian I may be a catalyst for change, but it is the leadership at various levels of the organization that makes change happen. When I interviewed for my current position, I had been impressed by the knowledge and dedication of the library's professional and paraprofessional staff. By and large, they seemed to be open to new ideas and new ways of doing things. The personnel structure was also flexible, allowing for easy and timely restructuring when needed.
Within a week of my arrival, I realized that I had an extraordinary colleague in Kendon Stubbs, the deputy university librarian.3 He is brilliant and analytical, innovative and inventive, knowledgeable about academia, and committed to ensuring that the UVa Library is a leader in supporting the scholarly community. Knowing that we had an opportunity to transform the library, he and I recruited our superb human resources director to the senior management team as associate university librarian (AUL) for organizational development. Over the next few years, we recruited two other AULs, building a team that has been enormously influential. We have a common vision for the library, but we bring different perspectives and strengths to our work.
One of the most valuable things our senior management team does is to rigorously examine and critique ideas, plans, and opportunities. We all have a bias for action. We have spirited and sometimes uncomfortable discussions. We agree that leadership exists throughout the organization, including among the students. Good ideas come from everywhere, and one of our most important roles is to facilitate implementation of the ones that will have the most positive impact at UVa and on the scholarly community.
We can generally judge the impact because we have been seeking as much information as possible from our core audiences: faculty, students, and staff. For the past 10 years, we have been strategically collecting and analyzing data through surveys, interviews, and structured research. The data have been invaluable in guiding us toward what we must do and suggesting what we might stop doing.
We stop short, however, of letting data drive all our decisions and ideas. Some of our greatest successes have come from anticipating what might be needed or wanted, even though we had no data to support the new venture. We explore things together, even if we disagree. The library's collaborative efforts with other departments at UVa and with other entities have produced better ideas, more expertise, a broader base of support, and sometimes even more resources than would have been possible had we decided to go it alone.
But perhaps that statement needs to be qualified. Sometimes you get more resources, but you can't count on it, especially in higher education. The UVa Library has had a history of scarce resources. We have been underfunded and understaffed and have inadequate space, but we were used to that and found ways to work around it.
For example, when Kendon Stubbs started the EText Center (Electronic Text Center for Humanities) in 1992, he consolidated two collections to clear a modest room. He reallocated a single professional position, bolstered by student staff. The equipment was rudimentary. No one was demanding electronic texts in those days, but Stubbs was sure that a demand would surface when the transformational potential for scholarship became clear.
The EText Center soon garnered international attention, and we were able to secure greater institutional support along with much-needed foundation funding. Virtually all our other initiatives were started in the same way, that is, by reallocating funds and staff internally. While the library's budget is now growing, it is still modest compared to our operations and aspirations. For us, the vision and the will are far more important than the resources.
When the library started its digital initiatives in 1992, many faculty and staff, and some university administrators, questioned the investment of resources in what they perceived as a questionable venture. Fortunately, we had allies. By 1993, a number of highly regarded faculty, who were either already experimenting with digital information or could recognize its potential impact on scholarly communication, lent support and credibility to our efforts. As one of the founders of the Institute for Advanced Technology in the Humanities (IATH), an independent research center reporting to the university administration, Stubbs made sure that the institute was housed in the library. The library thus became the initial center for digital activity, and we created a community of people who shared ideas and expertise.
Now that our digital initiatives have been recognized, often imitated, and have attracted external funding, most faculty believe that we have gone in the right direction. Some remain opposed, while a few at the other end of the spectrum believe we should abandon our traditional activities.
We had, and still have, some skeptics among the library staff. At first, few people paid much attention to the digital activities that seemed to be occurring at the margins of library life. We encouraged interested staff from other areas of the libraries to volunteer a percentage of their time to work in the EText Center. There they learned about the new initiatives, acquired new skills, and augmented the center's staffing. Word started to spread among the staff and others about the digital initiatives, especially as they began to draw the attention of the press. The usual mixed feelings surfaced: pride in being considered a leader, concern about being passed by or becoming obsolete, excitement about new opportunities, and fear about competition for scarce resources.
We developed the concept of the Library of Tomorrow, or LofT, to bring together all of our activities, digital and nondigital, under one umbrella. We wanted to emphasize the integration of traditional and digital formats and services and to communicate to staff that change would be continuous.
LofT succeeded in some ways and failed miserably in others. The LofT concept appealed to alumni and many donors, especially those interested in technology. Like the staff, some were energized by the notion and eager to help advance the LofT vision in any way possible. Some of our staff, however, wanted no part of it and opted out through finding other jobs or retirement. Still others lingered in limbo. Then the state's budget crisis forced us to look hard at what we were proposing to invest in LofT and to resolve how staff were (or were not) going to be motivated by it.
Budget cuts and hiring freezes, though unwelcome, sometimes have a salutary effect. Priorities come under closer scrutiny and conflicts rise more readily to the surface when resources are in short supply. I realized that many staff did not share the administration's view of LofT as an integrated enterprise. Instead, they saw our digital and traditional collections and services as being on two separate and competing tracks. Some believed we should focus our reduced resources solely on our traditional mission; others believed we should focus them on the future.
This was unsettling news for me, but it was also critically important. It meant that I had not effectively communicated the plan for how we were going to get from today's library to tomorrow's, and that many staff did not understand how priorities were set. While I remain convinced that we are heading in the right direction, the LofT experience taught me that our planning process is not achieving everything we want it to, and that our communications program, which had been directed externally, needs a stronger internal focus. Clearly we have work to do, and improving communication will be an ever-present goal.
The LofT experience also crystallized for me what is perhaps the greatest leadership challenge: helping people thrive in an environment of constant change. This challenge is particularly acute in today's research library environment. Our staff are resilient, but many find it disconcerting to discover on a regular basis that their carefully acquired expertise has become irrelevant or is about to become obsolete.
People who thrive during periods of rapid, ongoing change tend to seek and enjoy learning. They are oriented to what the customer needs rather than to what they themselves know. Their identity is not too closely tied to a static base of knowledge and abilities. They get significant satisfaction from learning new things and delivering collections and services in new ways, but they also need compensation, recognition, and support.
As a public institution in the throes of financial cutbacks and hiring freezes, UVa has not been able to offer raises to its staff in the last three years. This can have a detrimental effect on staff motivation. Retention and recruitment of the best staff are critical to our success. Since the economic malaise has affected almost every university, as well as the commercial sector, we have been fortunate in keeping most of our staff. But we are focusing increasingly on creating an environment that will attract new staff members and encourage the best ones to stay. Such an environment offers, in addition to a competitive salary, training and educational opportunities, potential for growth and advancement, autonomy, and recognition of accomplishments. Most of our staff take advantage of our existing training programs, which draw on local, regional, and national or international experts. But we need to make significant additional investment in training and staff development.
A number of internal issues have surfaced, sometimes repeatedly, as we have implemented change. These issues include compensation, consensus, culture, control, and criticism.
First, compensation. As we have increased the number of staff with sophisticated technical skills, we have simultaneously created a wider gap in our salary structure. Many staff complain that traditional skills are not as well compensated as technical skills are, and they do not accept that this is a market-driven disparity. The problem is compounded by a tendency to confuse value with salary. People who are paid less often feel their work is undervalued as well. Comparing the salary of the dean of the College of Arts and Sciences with that of the football coach is the best way I have found to put this issue in context, but it does not always help.
I am often frustrated by conversations about consensus. Some librarians here and elsewhere believe that the word "consensus" means 100 percent agreement, rather than majority support. I think that efforts to achieve complete consensus create a barrier to change. Significant changes are controversial by nature, and they are guaranteed to provoke opposition. Discussion is essential, listening to contrary views is essential, and modifying plans on the basis of new information or perspectives is often wise. But I do not believe you can achieve 100 percent agreement on anything truly important. Having majority support is empowering and will often accelerate change. Spending too much time trying to bring everyone on board before starting, however, is a recipe for failure.
Like other libraries, UVa has experienced many culture clashes-far too many to enumerate. One common conflict is between the good and the perfect. I think the quest for improvement is essential, but it in no way implies a quest for perfection. In the past, libraries may have had the luxury of fine-tuning a service or product until it was (almost) perfect. The rate of change and the changing technology no longer permit this approach. Perfection is not only virtually unobtainable but often unnecessary. Settling for "very good," or even "good enough," can win the day. Nevertheless, many staff find it difficult to compromise their exacting standards.
The pace of change in academic libraries has accelerated in the last two decades and shows no sign of abating. For libraries with ambitious agendas, the change is even faster and the terrain rougher. As our responsibilities grow, it is impossible to control, or even know about, much that is happening in our bailiwicks. If we have good staff who exercise initiative, we may frequently be surprised by what they have achieved and how they have achieved it. Leaders throughout the organization must learn to be comfortable with exercising less direct oversight; they must focus on the goal rather than specify exactly how it is to be achieved. Chances are that the people most closely involved in a project already have a good idea of how to proceed toward the goal, even if the steps are somewhat different from those envisioned by the leader.
Leaders of change learn to be comfortable with very tenuous control, but even those who initiate change often find it stressful. I am fond of a quote from Mario Andretti: "If you think you're always in control, then you're not going fast enough." Change is exhilarating, but unsettling. I would rather surrender a great degree of control than achieve only what is possible in a slow, methodical manner.
Constructive criticism is invaluable when an initiative is undertaken and at any time during its development when a direction can be modified. Open and timely expressions of concern, suggestions, and alternative opinions have strengthened our operations. The changes for which the UVa Library is known have been shaped and guided by such criticism. Even when a project is completed or an initiative has become established, reassessment and criticism can strengthen an organization. Finding out what could have been done better, or what may have impeded progress, helps inform future endeavors.
What is difficult is the criticism that is not constructive. We are all familiar with the detractors who speak up only after a change is made or who work covertly to undermine the organization. As Winston Churchill said, "Criticism is easy, achievement is difficult." I don't have much patience with individuals who stay on the sidelines expressing a litany of complaints and critiques. Inevitably, anything worth doing will have its detractors, and every library has some disaffected staff. Our organizational development program has made great strides in keeping the detractors and the disaffected to a minimum. Some people have revitalized themselves by changing positions within the library, others have chosen to work elsewhere. Still others have chosen not to move. I must recognize that detractors and disaffected exist and find ways for their concerns to be heard, yet not let them undermine morale, waste too much time, or interfere with progress. I feel regret when people who could make significant contributions marginalize themselves instead.
Achieving something significant is almost always hard. Enlightened optimism gives me the confidence and courage to go forward, even in the face of opposition and obstacles. I don't like even to entertain the idea that I might fail, so I focus on how to make something happen rather than on what can go wrong. And when something does go wrong, I am eager to fix it or to inspire other people to fix it. The problem solving becomes a challenge and a game in which you must adopt a new perspective or a new strategy to win. And who doesn't like to win?
Optimism also makes me much more comfortable with taking risks. Counting on success can be a self-fulfilling prophecy. Optimism is particularly helpful in troubled times. Even when budget news is dire, I am convinced that the library can move forward, and I look for ways to turn the worst of situations to our advantage. I am always looking for victories, even small ones, that buoy our spirits and suggest better times to come. When my own optimism is shaken, I don't let on.
I say this because I believe that fearlessness, or at least the appearance of it, is another asset in achieving change. The same spontaneous commitment that has sometimes made me take jobs that were financially disadvantageous or did not have obvious career paths has given me incredible freedom. For reasons not necessarily rational, I have been only tangentially concerned with job security and therefore have done some daring things that I might not have if keeping my job was foremost in my priorities. That lack of concern, along with geographic mobility, has also made it easy for me to move out of untenable or stifling situations.
Setting priorities necessarily means that some other things do not get done. Most libraries are short staffed, and we all have limited time. In choosing the things the organization will do, some irksome problems go unaddressed or some exciting opportunities pass by. It is not always clear to staff why this happens. I believe our evolving library planning process will strengthen staff engagement in priority setting at every level and that it should clarify what will and won't get done. Of course, problems are solved and new initiatives are undertaken all the time without my involvement, but I feel some regret when those that might benefit from my attention do not receive it because I deem the outcome not to be worth the investment of time. We all make these choices-the tricky part is not feeling guilty or inadequate as a result.
We make the same choices in balancing external professional activities with institutional commitments. While I have been moderately active in professional organizations in the past, I now focus most of my energies on UVa. Because this is a place I feel passionately about and a place that is open to change, I want to accomplish the most I can. Retaining and recruiting the best and most diverse staff, providing the best services and collections to faculty and students, securing the library's financial future, facilitating innovation, improving the student experience by building and renovating libraries, and participating in pan-University endeavors continually renew my energy and commitment. It is immensely interesting and rewarding to have the opportunity to influence university endeavors beyond the library and to collaborate with other parts of the university.
I have mentioned that stress and discomfort accompany change, even when you initiate it yourself. For me, both the motivation and the rewards come from making a difference in the university. For example, faculty regularly tell us that our free delivery service LEO (Library Express On-Grounds) makes them more productive in their scholarly work and is a powerful incentive in recruiting new faculty. Our digital initiatives have brought many of the library staff into collegial collaborations with faculty and graduate students. The staff are seen not merely as technical experts but as essential partners in conceiving, designing, and implementing a project. There is enormous satisfaction in making it possible for faculty to create work that would have been unimaginable 10 years ago, to share it with a wide audience, and to ensure its preservation and availability.
Not all faculty, of course, are engaged in large-scale digital research projects, and many of them are concerned about the commitment of time that is needed to use technology. In collaboration with UVa's Information Technology department, the library has been working on ways to also help neophyte faculty who want to use technology in teaching. In their evaluations of the program, some faculty participants told us that they had conversations with graduates and students that would never have occurred in their traditional classes; others have reported that the use of their newfound skills would reshape their research. That's pretty addictive stuff.
The library is now recognized as facilitating informal interaction between the faculty and students. In 1998, when we opened the Alderman Café inside the graduate humanities and social sciences library, we had many skeptics and even a few staff resignations. Fortunately, the Faculty Senate was an eager and formidable ally, and the café quickly became a magnet for faculty as well as for students. A number of faculty now hold office hours there, and one even holds a seminar in the café. We have doubled its size and plan to enlarge it again in 2004Ð2005, when we will provide more seating and daily newspapers. We are working on plans for an additional café for the renovated Science and Engineering Library as well. What can be more satisfying than facilitating interaction between students and faculty and reaffirming the library as a place for intellectual discourse? Loftier goals aside, the library benefits from a percentage of the proceeds from the highly profitable café.
Undergraduates are the heaviest users of the libraries as physical places, and the changes we have made on the basis of data and feedback from our Student Advisory Council have demonstrably improved the student experience. Recently, the vice president for student affairs told us that a consultant's report on student life had revealed that an overwhelming number of students said that the libraries were the center of their academic lives outside the classroom. It was gratifying to hear that officially, even though our students are generous in expressing their appreciation throughout the year. That finding also prompted us to collaborate on space planning with Student Affairs, and we are exploring some radical ideas. The opportunities for positive change are infinite.
Perhaps most rewarding of all is watching the library staff develop and grow. They are smart, imaginative, energetic, and service oriented. They generate extraordinary ideas, they are resourceful even in tough times, and they are outwardly focused. Their relationships within the university and elsewhere keep us better informed, more nimble in responding to needs, and more visible to the academic community. They are exercising leadership now, and they will shape the future.
The past decade at the University of Virginia has been the most engaging and satisfying time of my career. In the end, it is all about the people. I found here a university administration that was supportive and gave me a high degree of autonomy; an accomplished faculty and student body who are a pleasure to serve; a library staff whose knowledge, intellectual curiosity, and dedication are extraordinary; and colleagues in the library profession and elsewhere who inspire me. There is still much to be done. Scholarly communication will continue to change in ways we cannot yet imagine. True collaboration with other universities, especially in digital matters, is not only possible but necessary. And while budget shortfalls have prompted us to be more experimental and creative, the next capital campaign will allow me to raise funds sufficient to support our current agenda and reduce our dependency on state funds. It is one of the most significant things I can do for the library and the university.
1 I am indebted to Charlotte Morford, director of communications at the University of Virginia Library, who improved this essay by offering kind yet rigorous criticism as it was in progress.
2 Letter to Robert Fulton, 1810. From The Jeffersonian Cyclopedia, John P. Foley, editor, 1900. Available at http://etext.lib.virginia.edu/jefferson/quotations/foley/. See entry 4042, at http://etext.lib.virginia.edu/toc/modeng/public/JefCycl.html.
3 Kendon Stubbs had been at UVa since 1961. He started the EText Center and also Library Express On-Grounds, the free delivery of texts (print and digital) to faculty offices. He is also the founder of the Japanese Text Initiative (a collaborative effort with the University of Pittsburgh). In 1998, he received the Thomas Jefferson Award, the highest honor given by the University of Virginia. Other members of the library administration include Gail Oltmanns, who played a pivotal part as associate university librarian (AUL) for organizational development; Diane Parr Walker, formerly director of the Music Library, who is now AUL for user services and the new deputy university librarian; and Martha Blodgett, AUL for production and technology, who came to us from UVa's Information Technology department. In 2003, Kendon Stubbs and Gail Oltmanns retired. In an administrative reorganization, Hoke Perkins, AUL for philanthropy and director of the Mary and David Harrison Institute, and Charlotte Morford, director of communications, joined our team. Jeanne Hammer (currently director of facilities and capital projects) served as the library's first director of development and was instrumental in raising $37 million in the last fund-raising campaign.


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We check Instagram and Twitter on our mobile phones, use our car's GPS system to navigate, and hop onto our coffee shop's Wi-Fi to stay in touch with the rest of the world. But how often do we think about the way these communication systems work?
Elias Alwan, assistant professor in the Department of Electrical & Computer Engineering, has dedicated his career to this question. Alwan is a specialist in the radio frequency (RF) communication field, and was recently part of a team that won a grant from the National Science Foundation (NSF) for a project developing a communication framework for connected cars.
Last month, he won an NSF Career Award in the amount of $500,000 for a project entitled "Next Generation Universal Radio Platform with On-Demand Operation across UHF to Sub-Terahertz Bands." One of the NSF's most prestigious honors, Career Awards are granted in support of early-career faculty members who most effectively integrate research and education.
The goal of this project is to study, design, and develop wideband multifunctional adaptable transceivers for operation across the 5G, millimeter-wave, and sub-THz spectrum.
Read more at Advance FIU's Website!


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A distorted whisper about 'the big sky' fills the air atop a sparse electro grind on opener 'Protecting My Wildlife' and while the next track, 'Garten' , steps up the urgency, it's built on the same framework of repetitive synth bass loops and insistent beats – less an emulation of Goldfrapp than how X-Mal Deutschland may have sounded if they'd collaborated with DAF.
Clanking industrial percussion and woozy basslines dominate the barren sonic vista Gudrun Gut creates, sketching scenes in infinite shades of grey. 'Tiger' sounds like 'Movement' era New Order, only with a more mechanised bass and even starker and more clinical in execution. The sounds may have an analogue warmth, but the relentless nature of the songs and rhythms – there are no verses or choruses, just slabs of sound, sparse and steely – renders 'Wildlife' an album that's cold and detached. Still, if the robotic disco of 'How Can I Move' is disjointed and disorientating, the robotic disco cover of Tina Turner's 'Simply the Best' – recognisable only by the lyrics – is just plan odd.


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Review: `Popper's Penguins' takes flight
Updated: 2011-06-16 11:19
Actor Jim Carrey arrives for the premiere of the film "Mr. Popper's Penguins" in Hollywood, California, June 12, 2011.[Photo/Agencies] |
The charming 1938 children's book "Mr. Popper's Penguins," by Richard and Florence Atwater and with wonderful illustrations by Robert Lawson, ends with a "No, thank you" to Hollywood.
Mr. Tom Popper, a poor house painter, is inundated with penguins after being sent one from Admiral Drake in Antarctica. He eventually takes his dozen penguins on tour in a traveling stage act, making him wealthy and famous.
When a movie producer comes calling, Popper declines his entreaty, saying, "The life in Hollywood would not be good for the penguins."
But Hollywood is persistent, particularly when penguins are at stake. Director Mark Waters ("Mean Girls," "Freaky Friday") has finally gotten Mr. Popper and his flightless gang up on the big screen.
The differences are many between the book and the film, but "Mr. Popper's Penguins," thanks in large part to Jim Carrey's deft, funny performance, has its own charms. It's a saccharine film, with predictable story lines and glossy studio veneer, but — rather surprisingly — it slides enough screwball comedy in between the cracks to avoid becoming the kiddie schmaltz it would seem destined to be.
The film opens in the 1970s with a young Tommy Popper communicating with his traveling father by ham radio. But his dad (radio name "Bald Eagle") rarely has time for his son ("Tippy Toe") while off on his never-ending adventures.
Three decades later, the grown Popper (Carrey) has become an elite Manhattan real estate developer. He specializes in buying up city landmarks and has done well enough that he's on the cusp of being made a partner at his firm. His alliterative assistant Pippi (Ophelia Lovibond), trails him everywhere in a torrent of P-words, like a walking, talking tongue twister.
In his professional dedication, though, Popper has lost his wife, Amanda (Carla Gugino). His kids (Madeline Carroll, Maxwell Perry Cotton) have become accustomed to his absence, much like Popper had for his father.
"We have the most magical alternative weekends together," says Popper sarcastically.
Popper's world is shook — and surely you saw this coming — when a package arrives from his father, shortly after his death. He bequeaths Popper a penguin, who clashes in temper if not color with Popper's sleek Park Avenue apartment. More soon arrive and eventually six of them are honking, pooping and waddling all over Popper's place. He only keeps them because his kids take a shine to them.
A lot of flatulence, groin gags and slapstick follows. Popper grows closer to the penguins (and thus his family) while he tries to hide them from a poaching zookeeper (Clark Gregg) and a nosey neighbor (David Krumholtz).
The penguins — a smooth mix of the real deal and CGI effects — aren't nauseatingly cute (thankfully), but are more endearingly bumbling. Put on "The Gold Rush," and the tuxedoed ones can only gaze lovingly at their hero, Charlie Chaplin.
All of this would be simply banal if not for Waters' surehandedness and Carrey's clever inserts. This is staccato Carrey, throwing in lines and rubbery faces in between the kid movie machinations.
At one point, he tosses in a Jimmy Stewart impression, which is fitting because Carrey has a similar kind of presence in the film. Carrey is, of course, more comical, but after an absence from moviemaking, he slides well into the sort of role Stewart once donned: a New Yorker rediscovering his heart.
The Big Apple plays heavily — far too heavily — in the film. It was shot in the city (far from the country town of the book) and comes off as an obvious travelogue, with stops at Central Park, the Brooklyn Bridge and the Guggenheim — whose Frank Lloyd Wright circular interior admittedly turns out to be an excellent penguin slide.
But the film has a nice breezy relationship to the present, with references to Mayor Bloomberg, "The Hurt Locker" and even CNBC's "The Squawk Box" — a clever touch.
As Popper balances family and profession, the building his firm is desperately seeking is Central Park's Tavern on the Green. Angela Lansbury plays Mrs. Van Gundy (no relation, apparently, to the former Knicks coach), who is looking to sell.
It's a great advertisement for Tavern, only it comes a bit too late. The restaurant closed last year after filing for bankruptcy.
Not all penguins can fly.
"Mr. Popper's Penguins," a 20th Century Fox release, is rated PG for mild rude humor and some language. Running time: 95 minutes. Two and a half stars out of four.
Pearl on the Yangtze
Wuxi is considered a town of natural beauty and its motto is "city of water and warmth".
Prose and consternation
Riding on a mystery train
Way of a warrior
When two are one
After a separation of 360 years, Huang Gongwang's famous Dwelling in the Fuchun Mountains has been made whole again.
Wealth of difference
Rich coastal areas offer contrasting ways of dealing with country's development
Seal of approval
The dying tradition of seal engraving has now become a UNIVERSITY major