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Newsletters June 30, 2021
Welcome to the June edition of our newsletter!
As we wrap up the month behind us we take a look at the fruitful beginning of summer for the oikos community which welcomed a new chapter in Nottingham and brought advances in governance restructuring. This summer we make an important step towards the co-presidency model and open the call for candidates for the first co-presidential term.
In addition, June saw the launch of the Positive Impact Rating 2021 Edition at the UN PRME Global Forum and you can read about this year's results which are presented in the enwsletter. If you're still planning what to do over the summer months, we have some interesting opportunities for you in the oikos Curriculum Camp, the Carbon Literacy Training and the Virtual Climate Conference.
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Carbon Literacy Training July 2021
In these times when the world as we knew it has undergone instantaneous change, there is no better time to focus on changes that will make the world a better place for all and link the Covid 19 recovery with a transition to a low-carbon economy while addressing social inequalities at the same time.
This Carbon Literacy Training Programme equips you with the information and skills needed to make these high impact changes in your work for example research, teaching or consultancy work in order to reduce carbon emissions along with addressing multiple other SDGs. A certificate is given upon full participation and completion of the training.
The four session cover:
1. Positive Futures Scenarios and Climate Justice
2. Climate Science and the matching high impact climate solutions
3. Carbon calculation and individual action
4. Climate Change Mitigation: a systems approach
5. Your own Action Plan
This training was developed by Nottingham Business School (Nottingham Trent University) in collaboration with the UN PRME Champions, Oikos International and the Carbon Literacy Project. It also includes an introduction to En-ROADS developed by Climate Interactive in collaboration with MIT Sloan and Ventana Systems.
The Carbon Literacy Training for Business Schools (CLT4BS) was developed by Nottingham Business School, Nottingham Trent University (NBS), UK in collaboration with the PRME Champions, the PRME Working Group on Climate Change, oikos International, and the The Carbon Literacy Project.
Led by Professor Petra Molthan-Hill from NBS and facilitators from all over the world, the next training will be offered for four consecutive Fridays in July, from 11:00 am – 13:00 pm CEST, beginning on Friday, 2 July.
Complete all four sessions and an assessment for a chance to become certified as Carbon Literate, after this you could go on to train others in Carbon Literacy.
Register for the individual sessions:
Friday, July 2, 11am CEST: Register
Friday, July 16, 11am CEST: Register
Learn more about Carbon Literacy Project
Events June 24, 2021
Curriculum Change Squad Call June 2021
Join us for the June meeting of the Curriculum Change Squad which will take place on Friday 25th of June at 5 pm CEST.
This month, the meeting will be an info session for the first ever Curriculum Camp! The camp is a week-long gathering for teams working on projects related to sustainability in economics and management education that will be in person in Sestriere, Italy from approximately August 20 to 28th. We will present the camp and invite you all to apply! There will also be space for Q&A. Please invite anyone with an interest in the Camp!
The second second part of the meeting, from 6pm to 7pm is reserved for the members of the Curriculum Change Squad and include Curriculum Change coaching sessions.
Zoom link: https://us02web.zoom.us/j/81480099913
Positive Impact Rating 2021 Report
The Positive Impact Rating 2021 Report was launched at the virtual PRME Global Forum on 17 June 2021. The Positive Impact Rating supports fundamental change in the business school landscape by measuring schools' societal responsibility and impact. It offers students a tool to select an education that prepares them as responsible business leaders and change-makers in the 21st-century.
Read the 2021 report HERE.
47 business schools from 21 countries worldwide took part in this year's edition of the PIR and over 9,000 students participated in the survey.
The PIR is a rating conducted by students and for students. For the second time, students worldwide assessed their business schools on how they perceive their positive impact in the world. The data collection in the Schools has been organized and led by students' associations, who distributed the PIR survey across campus to their fellow students.
Students provided an incredible wealth of constructive comments on how their schools can increase their positive impact. Students are very clear in what they want their schools to STOP doing: 1. Teaching outdated theories and models of economics and business; 2. Using single-use plastics on campus; 3. Employing staff with no knowledge, experience, or passion in sustainability; 4. Unsustainable food and catering services on campus; 5. Practices that continue to create waste; 6. Offering degrees without mandatory sustainability courses.
There is also a consensus on what they want their schools to START doing: 1. Putting sustainability at the core of teaching on economics and business; 2. Providing practical sustainability competencies; 3. Engaging with NPOs for courses, projects, and career options; 4. Creating social impact initiatives with local and global communities; 5. Empowering and supporting students to act for sustainability; 6. Educating all b-school staff in sustainability topics.
The PIR is the first rating in which students worldwide assess their business schools on their positive impact. Sophie Charrois, President of oikos International and PIR Supervisory Board member, spoke at the launch event. She said that "more and more students all over the world seek an education that prepares them as change agents and leaders of tomorrow".
The PIR was created by concerned business school experts together with global NGOs – WWF, Oxfam, and UN Global Compact. International student associations oikos, AIESEC and Net Impact are partnering with PIR, which is also supported by VIVA Idea (Costa Rica), Mission Possible Foundation & Fehr Advice, both from Switzerland.
Positive Impact Rating 2021 Launch at UN PRME Global Forum
UN PRME Global Forum, virtually from New York, USA, June 17, 2021
The Positive Impact Rating 2021 Report was launched today at the UN PRME Global Forum. The social impact levels of 46 business schools from 21 countries were announced by Prof Thomas Dyllick of the Positive Impact Rating Association and Sophie Charrois, President of oikos International.
Overview and summary
The Positive Impact Rating (PIR) is a rating conducted by students and for students. For the second time, students worldwide assessed their business schools on how they perceive their positive impact in the world. The positive impact of business schools goes beyond their contribution to business and the economy; it addresses the need for their positive impact for society.
"Business can be a force for good, and this is strengthened by students who are the next generation of business leaders. The PIR supports business schools to prioritize responsible management education – UN Global Compact and PRME principles strongly support these ambitions."
Antonio Hautle, Executive Director, UN Global Compact Switzerland
The Indian trio of the S P Jain Institute of Management and Research (JPJIMR), XLRI – Xavier School of Management and Goa Institute of Management (GIM), and the University of Business and Technology Kosovo all achieved the highest level of the PIR as "Pioneering Schools". They did this thanks to innovative community-based actions, environmental and socially responsible culture and governance, and a strong teaching focus on responsible leadership.
The data collection is organized by student associations, which distributed surveys across campuses. The PIR gives the students a platform to assess the positive impact of their own schools, providing a unique opportunity for their voice to be heard.
Professor Dyllick said: "Business school rankings are often out of touch and distanced from sustainability issues. The PIR shows how student perspectives can shift the thinking of schools."
The PIR is the first rating in which students worldwide assess their business schools on their positive impact. Sophie Charrois, President of oikos International and PIR Supervisory Board member, said at the launch event: "More and more students all over the world seek an education that prepares them as change agents and leaders of tomorrow. oikos International is proud to have been part of the PIR from the beginning to provide them with a global assessment of schools that focus on these competencies".
The larger role of business schools
Business schools are traditionally seen to serve students by developing their management competencies and to serve business organizations by providing them with educated talent, insights from research, and continuous education for their staff. Business schools thereby support business and the economy. Providing a positive impact on society has not been considered core to business schools. Still, demands for it have steadily increased in the past decade, as exemplified by the UN Sustainable Development Goals and new demands from international accreditation standards. This new business school rating responds to these demands.
The ambition of this rating is to be a lever of change in the much-needed deep transformation of business schools. Rankings have become increasingly important, and this rating builds on this phenomenon by offering a new and hopefully better way to assess business schools in the 21st century.
What students want!
Measuring the social impact of business schools
The rating survey asks students 20 questions in seven relevant impact dimensions: governance and culture of the school; study programs, learning methods, and student support; the institution as a role model and its public engagement. The overall PIR score of the business school is used to position the schools across five levels. The different levels refer to the developmental stage of the business school, rating it by a certain level of achievement. Business schools are provided with a defined social impact model and a tool that they can use for measuring their impact.
A tool for collaborative learning and action
The purpose of the positive impact rating is to enable learning at and across schools rather than creating a competitive ranking. A rating offers the safety of groups rather than individual ranks and intends to foster collaboration. Schools, therefore, are positioned in five different levels, where they are featured alphabetically. Students and the management of each participating school receive free online access to a dashboard featuring their school's results across the different areas compared to the average of all schools. This allows them to actively work towards increasing their positive impact. Students, who have access to the same data, are empowered to collaborate with the school administration.
How the participating schools performed
In this second edition, students from 47 schools located in four continents and 21 countries participated in the survey. While the number of participating schools and countries remained comparable to the first edition, the number of student participants more than tripled. More than 9000 students responded to the survey.
The PIR 2021 edition features 46 schools. For the first time, there are business schools that have reached the top Level 5 (pioneering schools). At level 4 (transforming schools) the report features 24 schools. At Level 3 (progressing schools) there are 18 schools. In the spirit of reinforcing good practice, the rating does not feature schools that were rated below level 3.
PIR as an enabler for business school development
This business school rating seeks to serve as a tool for continually improving the business school. It reflects the positive impact of the school as seen and evaluated by their own students. This is done every year anew, with successive generations of students evaluating and reevaluating their schools. Learning and development are enabled through the design of the PIR. By providing the assessment tool to the student organizations and school management, both are empowered to use the data in many productive ways. In addition, the PIR organization collects and communicates best practices from the best performing business schools in the rating.
A tool for social impact measurement
The PIR has a dual purpose. It is a comparative rating, but it also serves as a tool for social impact measurement and reporting. The design of the PIR offers all participating schools a private link to their school dashboard where the survey results are available in full detail. The PIR dashboard represents a solid basis for school management and engaged student organizations alike to define actions and strategies to increase the positive impact of their schools. Some schools have started to use the PIR as a measurement and reporting tool for reporting on their progress and social impact towards PRME (SIP Report), EQUIS (Self-Assessment Report), or AACSB (Self-Evaluation Report). Other schools have started to use it as a management tool for improving their social impact.
Graph: Comparison of performance by PIR Dimension of four Level 5 transforming schools as compared to all schools
Visit the Positive Impact Rating Website for more information.
Open Call: oikos International Co-Presidency 2022-2023
**The deadline for application was moved from 5 to 8 of August**
This article is part of a series of articles on oikos Co-Presidency. Here you can find information on how to apply to become a candidate. You might want to catch up with oikos Co-Presidency before reading:
Never Lead Alone: oikos shift to Co-Presidency – It offers insights into our decision to shift to Co-Presidency
Extraordinary oikos Legislative Meeting in August – The election process for the first ever oikos Co-President.
Are you ready to rise to the challenge of stewarding a global community of student change agents, together with your learning partner? Does the prospect of learning, growing, developing a multitude of leadership competencies and capacities ranging from the individual to the community and global economy level excite you?
Apply today to become the next Co-President of the oikos International!
Application Term: 16.6 – 8.8.2021
Elections will take place during the virtual Legislative Meeting in August (prospective date: 15.8)
Duration of presidency: November/December 2021- December 2023 (2 years full-time, remote)
What the work of an oikos president looks like:
As an oikos co-president, you will be working in a highly complex, ever-changing but also truly supportive environment. You will work with a colorful team of around 25 employees and volunteers from all over the world, mostly but not limited to our virtual office. In your role, the team will actively support you and they count on your guidance and facilitation to some extent. What's new: There will be another co-president stewarding the organization together with you. You will be the first on e to enjoy this opportunity of holding the role together with a learning buddy in the pilot term of this new structure. Learn more about the co-presidency here.
As a co-president, you are a full time employee of oikos. You will be paid a net-salary of 2000 chf and your official travel expenses will be covered by the organization.
What you will do: a co-president's core responsibilities:
As a president, your roles and tasks are very diverse and cover all aspects of the organization. Roles will be agreed upon between co-presidents, the sharpening and agreement will happen in an appreciative conversation after the election. Acknowledging that oikos is a complex organization, we assume that it needs this space to shape the roles together in close collaboration.
Next to several granular roles that are owned by either one or the other, there will be several roles that will/should be shared by both, eg. to better regulate long-term partnerships or help the presidents to navigate the whole community. Beyond this, each role is enriched to address oikos' purpose and the personal development needs of the individuals.
Examples from the portfolio are..
Tending the oikos community by listening in, making sure we are connected to the community, exploring new pathways and encouraging the chapters
Stewarding the international team and taking care of forming & facilitating the oikos Board and the Management Team. There are several organizational development initiatives that require our attention.
Facilitating our international & global strategy development to guide and map the activities, impact and development of the oikos community around the world;
Liaising with internal and external stakeholders towards fostering financial and non-financial partnerships and collaborations. This includes being in the (advisory) board of several partner organizations and representing the network at various international conferences, seminars, etc. Fundraising is a big part of this aspect;
Overseeing, contributing to and advising oikos international initiatives like FutureLab, Curriculum Change Initiative or the LEAP Program and advising the organizing teams of community projects with an international scope
Ensuring that all administrative and legal matters are running smoothly, and supporting the dedicated team members in these matters
Over the two years of presidency, you will grow and learn a lot, not only as a person but also professionally and as a leader. You will gain first-hand insights into how the wider network of sustainability and higher education works, where it is moving and how we at oikos have an influence that matters. On the ground, you will liaise and collaborate with key internal and external stakeholders working in the field of sustainability and foster relationships to key individuals and movements in academia and business. One thing is sure: your leadership competencies will be on test – and you will definitely grow beyond yourself on this fascinating learning journey!
What you should bring: Needed qualifications and characteristics:
A proximity to and understanding of the oikos community, and the current needs, wishes, and topics of the network. We only accept applications from within the network.
A passion for sustainability in higher education and leadership development with an understanding of how it relates to oikos' Vision, Mission and purpose;
an understanding of oikos' organizational setup and general functioning;
Ability and curiosity for leading in complexity: being able to navigate complex challenges and handle overwhelming situations for yourself and the team
A willingness to learn and adapt (management skills, software packages such as Salesforce, website content management, etc.)
Facilitation competencies and leadership skills
Fluency in English in speaking and writing, basic knowledge of German is a helpful plus
Exceptional communication skills and an ability to collaborate with people of different backgrounds and cultures;
Experience with project management with an eye for detail.
It's simple: Fill in the application form below, including
A motivation letter (max 2 pages);
Your vision and action plan for oikos (max 2 pages);
Your CV (max 2 pages);
A brief introduction (about 150 words) and picture for the oikos website;
A reference letter;
A video of up to 3 minutes detailing your candidature
Check out the experiences of past Presidents on our social media channels.
We will host 2 info & Q&A calls in our virtual office on Friday, July 9 & Friday, July 16 at 5 pm CEST each. Do not hesitate to email us for further questions you may have.
Degrowth Squad Meeting – June 17
The next meeting of the Degrowth Squad takes places this Thursday 17.06.21 6.30 pm CEST at the oikos Virtual Office
The focus of our reading session will be an overview of alternative economies and doughnut economy for a start:
The following videos will be discussed:
Degrowth: https://www.youtube.com/watch?v=HckWP75yk9g, https://www.youtube.com/watch?v=0MXP2E09dJQ
Doughnut economy: https://www.youtube.com/watch?v=Ziw-wK03TSw
circular economy: https://www.youtube.com/watch?v=Cd_isKtGaf8, https://www.youtube.com/watch?v=zCRKvDyyHmI
green growth: https://www.youtube.com/watch?v=jD3PNVE-aw4, https://www.youtube.com/watch?v=jD3PNVE-aw4
"Why it's time for 'Doughnut Economics'" (2016):https://youtu.be/1BHOflzxPjI
"A healthy economy should be designed to thrive, not grow" (2018): https://youtu.be/Rhcrbcg8HBw
oikos Curriuclum Camp 2021: Call for participants
oikos International is hosting the first ever oikos Curriculum Camp! The event will be in person in Sestriere, Italy from approximately August 23 to 28th.
Curriculum Camp is a week-long gathering for teams working on projects related to sustainability in economics and management education.
Through the Curriculum Camp, we hope to support the development of participant's knowledge and empower them to carry out their projects of producing a number of specific tools which can be useful to the oikos community in our work to integrate sustainability into economics and management education. At Camp, teams, including those formed at the FutureLab, will have a chance to develop their skills and really focus on their projects, working on the development of a single concrete output that can take your initiative forward. The event will feature an interactive program which will support the groups in further developing their projects, and will offer training sessions on specific skills such as educational innovation, interactive facilitation, and creative communication.
Topical Teams Participation
We're looking for small teams of 2-5 people who are working on projects related to educational transformation in economics and management and have a proposal for a specific element of their project they want to develop at Camp. The squads formed at the oikos FutureLab are most welcome to join to continue their work, but we also welcome all kinds of projects and groups! They could be about topical subjects like sustainable finance, ongoing research projects like a curriculum review or survey, or more organizational projects like finding the most effective ways to communicate with universities. Projects that have existed for a while will have more to gain from Camp, but the event is also open to newer initiatives.
For Camp, we want your team to focus on one smaller task that could be realistically completed within a week. Maybe this task is creating a guide or toolkit, like the oikos guide to pluralist economics, or maybe it's building a new website or finding an interactive way to communicate about your project. It's okay if you don't have your task 100% figured out already—Camp is here to help with that—but we want to make sure you already have some specific ideas to work on from the start.
Individuals Participation on the Transversal Team
We are also looking for a few individuals to help support the teams as a part of a "transversal team" which will bring various skills and experiences to the projects at camp. These individuals will be expected to prepare an activity or a short workshop which will train the other participants on one of the various areas relevant for successful project management and execution. We're open to all kinds of skills that might be relevant, but some examples of what we're thinking about include:
– Curriculum change campaigning
– Curriculum development
– Workshop facilitation
– Team development
– Science communication
– Artistic communication (Visual, video, design, other…)
– Mediation
When and where will it be?
Curriculum Camp will be held in Sestriere, Italy from approximately August 23th to 28th. Sestriere is in the mountains, about two hours outside of Turin. Participants will be encouraged to meet in Turin, Italy at the start of the event to travel to Sestriere together, but it is also possible to reach Sestriere individually by public transport.
oikos is planning to offer limited travel reimbursements to participants (approximately 200 euro per person) and will cover accommodation for the duration of the event.
Our team discussed a lot about the pandemic and are taking the situation seriously. We decided to launch a call as the current regulations project that tourism between EU countries will be allowed in August. As of today, there are no restrictions for movement within Italy, and no mandatory quarantine for people entering Italy from the EU. Italy has been opening travel to more countries outside of the EU, although it is possible some restrictions will still be in place in August. The event is conditional on changes in regulations.
We will require a negative COVID test from each participant at the start of Camp. Precise protocol about the on-site precautions will be shared prior to the event.
If you wish to join the event but do not feel comfortable meeting in person, are part of a risk group or have other constraints, let us know! We wish to make this event accessible and we may make online participation possible.
Teams and individuals can apply for Camp with the link below. For teams, indicate a team leader who will be the main contact point. Keep your responses brief (about 250 words max)! To plan accommodation, we need to know how many people want to join from each team, so please let us know if anything changes after you submit your application.
Camp is organized by the Curriculum Research Squad of oikos International, a student group for sustainability in economics and management education. If you have any questions, don't hesitate to get in touch with the Curriculum Research Squad by emailing J.Christopher, the oikos Curriculum Research Manager.
Selected groups and individuals will be notified on approximately July 15th. Any changes to the event due to the COVID situation will also be communicated at this point.
Applications opened on June 9th and will close on Sunday, July 11st
Never Lead Alone – oikos shift to co-presidency
oikos was founded nearly 34 years ago as a Swiss association and over time there has been a lot of development & change work happening, both inside & outside of our student-led network. Only recently we embarked on taking several structural updates, which brought us a higher awareness of how certain hierarchical elements hinder us to live up to the democratic values we aspire for a sustainable world – values beyond representation and election.
At oikos International, we see our role in supporting the oikos community. With that in mind, we need supportive structures that enable us to nurture the diversity & thriving of the network. Our governance should be simple to understand, inclusive for all members and a role model for our chapters. At the same time, this is a moment to future-proof our organization in times of uncertainty and increased complexity: there is growing scientific evidence that leading alone is definitely not the way forward. How do we lead and learn together, what do collaboration and participation mean at oikos?
The role of the oikos president is to steward the oikos community and the international team while sharing the student experience of the community with external partners. Over the years, as the movement around sustainability gained in importance, the presidency has become a big responsibility with high workload & pressure. On the inside of oikos, decisions often have been handed over to the president, creating an unhealthy dependence and bottleneck between team, board and community. The question that popped up over the past years: Is our presidency-model still contemporary? How could we possibly move towards practicing the more participatory leadership we are preaching, and making sure that knowledge keeps evolving in the organization? How to address the roles of the president in a more spacious way, making more air for leadership, strategic guidance, operational support, partnerships and experience-sharing?
The conversation started during the governance updates that made us grow into a truly student-led organization in 2018. It has been picked up again at the end of 2020, with renewed energy and elevated information a year after the transition. After consulting the team and advisory council, we would like to open ourselves to the possibility of 2 presidents, working together as stewards of the team & community, as learning partners towards a more sustainable world.
Leading together: What does the new model look like?
We aim to have a co-presidency with a 2 years-mandate for each president. The presidential elections will happen on an anual basis in spring, where the community choses the president entering at the end of the year. This allows for a one year overlap between the two presidents' terms, thereby increasing the continuity, while maintaining the dynamic and improving the efficiency of the handover from the outgoing to the newly elected presidents. We are also considering an internal name shift for the position of president as a way to express our relation to the community (e.g. towards 'steward'), though we acknowledge that there might still be a need for a more conventional description for outside partners.
We aim to lower the working hours for both presidents to between 70-80% in the long term (from 100%), considering the unsustainability of a 42+ h work week. The arrangement, coordination & split of roles between presidents will be a mix of concise and clear, granular roles and adaptation to context and talent. In general, we will follow a rule of thumb: 1st year presidency: more community/inward focus, 2nd year of presidency: more outward/partners focus. Read more about the roles below.
Why 2 presidents, why not?
Having 2 presidents as learning partners for oikos allows us…
To better adapt to the pace of community: having a new person coming in every year helps us to stay more in tune with what's going out there in the world of higher education.
To practice a more collaborative leadership: our team is growing and our ideas around the leadership our world needs are forming as we move ahead. For us, that also means to move towards sustainability regarding how we work with each other and be bold and innovative with exploring new structures and practices
To leverage our learning and development: with the planned overlap, we will lose less information and guarantee smooth handover processes with less overwhelm for presidents and team. Continuity of knowledge and experience are important aspects and allowing the incoming president to understudy and share the experience will address some of the handover challenges. As these challenges are shared by the Chapters, this step could role model the way ahead.
On the other hand, having 2 presidents will free up the capacity to process and reflect more, integrating what we hear in the field
To, overall, move oikos' impact to a next level and better support our community.
Of course, we do not want to deny that there might be conflict potential (eg. between the presidents or a president and the team). Looking at what we learn in the LEAP, we believe that conflict can be generative and that this is where we grow as human beings. It is a part of our work and can lead to new perspectives and opportunities.
We also see how having another person on the team might mean a slight increase in administrative efforts and that we increase the already high fluctuation. Nevertheless, we see how a person that is close to the community/student life brings in a relevant perspective to our work and the increased turnover makes us practice our adaptability and agility.
A linked critical aspect is the increased fundraising effort. We are currently working really hard to increase our financial sustainability and it is not easy. On the other hand, this courageous step that sets us up for the challenges of the 21st century and shows great leadership might invite new funding pathways and inspire donors to contribute. Find some proposals for how to address this point below.
How does the transition happen?
After enabling this movement with a constitution update at the beginning of the year, we will start the co-presidency with a pilot at the end of 2021, running the process as envisioned for the years to come except for an additional legislative meeting in Autumn.
There will be an extended report to the community at the end of 2022 by the two presidents, which will help us to sharpen the procedure and evaluate if this is a helpful approach for us.
More questions? Here some answers:
What are the Roles of the 2 presidents and how to agree on that?
There are several granular roles to cover as a president, many of them currently can only be attended by stretching the working hours and running from meeting to meeting. Having clarity about these roles and potential additional roles (there might be new roles as we free up certain capacity, eg. community tending, fundraising) will allow a redistribution once the new president joins. The sharpening and agreement of roles will happen in an appreciative conversation, acknowledging that oikos is a complex organization and needs this space to shape the roles together in close collaboration.
Next to several granular roles that are owned by either one or the other, there will be several roles that will/should be shared by both, eg. to better regulate long-term partnerships or help the presidents to navigate the whole community. Partnerships in general should be maintained with a person over the 2-year term, and supported by a long-term employee. Beyond this, each role is enriched to address oikos' purpose and the personal development needs of the individuals.
The concrete portfolio of roles will be presented at the legislative assembly, when the new president gets elected.
How do we aim to fundraise for the second president?
We will explore several paths at the same time, e.g.
Adding budget to existing grants in the next period (eg. P4NE)
Introducing an oikos Steward Scholarship: this Autumn, we will start a crowdsourcing with multiple stages, framing the presidency as a learning journey. He different barriers in the campaign will include salaries – co-working space – travel to chapters and other things
For 2021, the available budget for the new community role will be partly allocated to a role of the president, easing the process
What is the legal situation?
Having 2 presidents is possible thanks to the neutral formulation in the new constitution. The new model will be added to the guideline and elaborated in a field guide. There are no further changes needed that have to be voted upon by the community, but we aspire to communicate as transparently and clearly as possible and value the perspectives of our members with highest priority.
What's the timeline?
Check for consent with oI team & advisory council (beginning June)
Call for an additional Legislative Meeting, incl. call for application (mid-June)
community-wide communication efforts, incl. onsite meetings in Summer
Legislative Meeting & election of president before September (mid-August)
Stepping in of co-president in Nov/Dec
Excited about these developments? We are soon opening the application process for a new co-president and you will be able to apply and become a candidate in the upcoming election. Otherwise, if you wish support us to make this possible, you can do so by donating here.
Of course we are always happy to elaborate on further questions! Just write us an emailand we can find answers together.
This article is part of a series of articles on oikos Co-Presidency. It offers insights into our decision to shift to Co-Presidency. For further reading:
Open Call: oikos International Co-Presidency 2022-2023 – Do you wish to be a candidate? Find out how to apply.
New Chapter: oikos Nottingham
We are delighted to announce that oikos Nottingham joined our big oikos family! Nottingham joins London and St. Andrews as the third oikos chapter in the United Kingdom.
We send the warmest of welcomes to the new chapter and look forward to the future sustainable projects at their university's campus.


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HANSARD 1803–2005 → 1970s → 1979 → December 1979 → 6 December 1979 → Commons Sitting → NATIONAL FINANCE
HC Deb 06 December 1979 vol 975 cc615-26 615
Business Question.
Mr. James Callaghan
May I ask the Leader of the House to state the business for next week?
§ The Chancellor of the Duchy of Lancaster and Leader of the House of Commons (Mr. Norman St. John-Stevas)
The business for next week will be as follows:
§ MONDAY 10 DECEMBER—Private Members' motions until 7 o'clock.
§ Second Reading of the Petroleum Revenue Tax Bill.
§ Motion on the European Communities (Definition of Treaties) (Multilateral Trade Negotiations) Order.
§ TUESDAY 11 DECEMBER—Motions on the following Northern Ireland orders—
§ Emergency Provisions (Continuance) (No. 2)
§ Appropriation (No. 3)
§ Mineral Exploration
§ Control of Food Premises
§ Perjury
§ Representation of the People (Amendment)
§ WEDNESDAY 12 DECEMBER—Proceedings on the Zimbabwe Independence Bill.
§ Motion on the Southern Rhodesia Constitution (Interim Provisions) Order.
§ THURSDAY 13 DECEMBER—Supply [8th Allotted Day]. Debate on a topic to be announced. The House will be asked to agree the Civil and Defence Votes on Account and the winter Supplementary Estimates.
§ Motions on the Social Security (Contributions Re-Rating) Order and on the Representation of the People (Amendment) Orders.
§ FRIDAY 14 DECEMBER—Private Members' motions.
§ MONDAY 17 DECEMBER—Second Reading of the Employment Bill.
Mr. Callaghan
With regard to Wednesday's business and the proceedings on the Zimbabwe Independence Bill, we are very glad to see the progress that is being made in this connection. Tribute is due to the Foreign Secretary, and, of course, to all the other people who have 616 taken part in the negotiations. In adding that, I do not wish to detract from anything I have said about the Foreign Secretary.
We have not yet seen the Bill and we shall want to look at it pretty closely, although there will be no attempt to obstruct it—unless we are really satisfied that there is something seriously wrong with it. I hope—indeed, I am sure—that there will not be. We have not pressed the Government for a statement on Zimbabwe because of the delicate nature of the negotiations, but I think that we are now getting to the stage at which we need to ask the Government to give us a statement, either on Monday or Tuesday next week, before the Bill is brought in so that we may have time to consider the Government's attitude to it as well as the details of the Bill.
Since I raised the matter of the Local Government Planning and Land Bill last week, we have seen the Bill. It is formidable, running to nearly 300 pages. It deals with matters which clearly ought first to be the property of this House. I ask the Leader of the House whether he has had time to reconsider the decision that lie announced last week.
§ Mr. St. John-Stevas
Following the right hon. Gentleman's remarks at business question time last week and the formal representations made to me by the Shadow Leader of the House, the Government have decided not to proceed with the Local Government, Planning and Land Bill in another place. A similar Bill will be introduced into this House in due course. As Leader of the House, I am always concerned to accommodate the wishes of hon. Members, from whichever part of the House those wishes may be expressed.
I thank the right hon. Gentleman for his tribute to my right hon. and noble Friend the Foreign Secretary. I thank him also for the co-operation that the Government have received in making arrangements for the debate next week on the Zimbabwe Independence Bill. I shall pass on the request for a statement to my right hon. Friend the Lord Privy Seal. The Bill will be published later today.
I thank the right hon. Gentleman for meeting the representations that we made. I am sure that it 617 is for the convenience of relations between the two Houses that the Local Government Planning and Land Bill should start here and be considered here in the first place.
I say finally to the right hon. Gentleman—he will not get many more bouquets from me, I promise him—that there is still joy in Heaven when one sinner repenteth.
§ Several Hon. Members rose—
Order. I remind the House that this is a Supply day and that we are to have two truncated debates. It is hoped to take the vote on the first of them at 7 pm. There is also a statement to follow business questions. In view of this, I am proposing to spend less on business questions today, in the interests of the House as a whole.
§ Mr. Maxwell-Hyslop
Will my right hon. Friend make clear to the House that, despite what he has announced today, it was perfectly proper to introduce the Local Government Planning and Land Bill into the Lords, pursuant to Standing Order No. 58A, which was accepted unanimously by the House on 8 August 1972, and on the recommendation, on behalf of the Labour Party, of Lord Houghton?
I agree with that declaration of principle, but in this House we have to go on practice and on the expression of feeling. If there is a very strong feeling that is reasonably based from a part of the House, I must take that into account. That is what I have done.
§ Mr. Coleman
The right hon. Gentleman will be aware of the serious situation in the steel industry in South Wales, where thousands of people will be losing their livelihood. He will be aware of the representations that have been made to have the subject debated in the Welsh Grand Committee next Wednesday. Will he say whether we can have an early debate on this subject on the Floor of the House?
It would be more appropriate to have a debate on the Floor of the House on this matter before it is discussed in the Welsh Grand Com- 618 mittee. I shall consider the matter, but we are now very short of time.
§ Mr. Latham
Is my right hon. Friend aware that the State of Israel has many friends on both sides of the House? In view of the disturbing reports in today's newspapers, will he get a Foreign Office Minister to confirm next week that there has been no change in Government policy towards the PLO?
There has certainly been no change in Government policy towards the PLO. The purpose of our policy in that part of the Middle East is to bring peace.
§ Mr. Grimond
Will the Leader of the House arrange for a general debate on fishing, particularly on the progress of negotiations on a common fisheries policy, as soon as possible, and at any rate early in the new year?
That is an important point, but I cannot promise a debate. I think that a statement is the most appropriate way to deal with that sort of point.
Mr. Mark Hughes
Will the right hon. Gentleman arrange for an early statement to be made either in this House or in another place on the death overnight of a constituent of mine, Mr. George Wilkinson, who was in prison in Walton, Liverpool?
I fully understand the hon. Gentleman's concern in regard to this case, and I shall pass his request on to my right hon. Friend the Home Secretary.
§ Mr. Ian Lloyd
My right hon. Friend will be aware that my request for a debate on microelectronics has been strengthened by the motion that appeared on the Order Paper yesterday morning. He will also be aware, as are many other hon. Members, that recently there has been some difficulty over the delivery of the Vote.
By way of bringing those two subjects together, may I point out that my right hon. Friend and others may be interested to learn that the Order Paper for Tuesday is illustrated on Tele text in the microelectronics exhibition upstairs? I hope that that will help him to make up his mind.
I should very much like to accommodate my hon. Friend if I possibly could. However, if he continues to raise this question during business questions, we shall perhaps have had the equivalent of a debate by the time of the recess. As to the printing of parliamentary papers, I have looked into that matter. There is an acute staff shortage, and that is the root of the difficulty.
§ Dr. David Clark
Has the Leader of the House seen the proposals of British Shipbuilders in relation to shiprepairing activities by which it plans to axe 500 jobs on the Tyne, the majority of which will fall on my constituency, where already one man in six is without work? Is the right hon. Gentleman aware that the Minister responsible declines to come to the House to make a statement? Will he prevail upon the Minister, because we are a little tired of his Pontius Pilate attitude on this issue?
I shall certainly put the hon. Gentleman's point to my right hon. Friend.
§ Mr. Alexander
Has my right hon. Friend had drawn to his attention early-day motion 241, dealing with the proposed sale of the Laxton estate?
[That this House requests Her Majesty's Government not to sell Laxton Estate because it is the only remaining example of the mediaeval three-field system left in the United Kingdom; and requests Her Majesty's Governtnent not to end this unique example of the way of life of mediaeval England for purely commercial reasons.]
Bearing in mind that the motion is signed by hon. Members from both the Labour and Liberal Parties, will he find time for a debate on the subject?
As my hon. Friend the Parliamentary Secretary to the Ministry of Agriculture, Fisheries and Food has said in a recent written reply, the sale of this estate is included in the programme of land sales which form part of the Government's recently announced expenditure plans for 1980–81. My right hon. Friend the Minister of Agriculture, Fisheries and Food regards this sale as a special case. Any purchaser will be required to give the necessary assurances about the continuation of the ancient 620 open field system and the welfare of the tenants.
§ Mr. Roy Hughes
With regard to the right hon. Gentleman's inconclusive reply to my hon. Friend the Member for Neath (Mr. Coleman) about the need for a steel industry debate, will he bear in mind that many thousands of redundancies will now be created in the steel industry and that they will affect steel communities very badly indeed? Bearing in mind that most of those redundancies are a direct result of Government policy, does he not think that the Government are now duty bound to grant an early debate on the subject?
The decision about closures is not a matter for the Government. It is a matter for the British Steel Corporation. I shall certainly discuss with my right hon. Friend the Secretary of State for Wales the important matter which the hon. Gentleman has raised.
§ Mr. Henderson
Is my right hon. Friend aware that tens of thousands of public sector tenants in Scotland are eagerly awaiting the passage of the Tenants' Rights, Etc. (Scotland) Bill which was published yesterday? Will he arrange for the Second Reading of that Bill at the earliest possible date?
I hope that we will make good progress with that important Bill.
§ Mr. William Hamilton
Will the right hon. Gentleman investigate the way in which proceedings in the Committee on the Abortion (Amendment) Bill are being conducted? Is he aware that yesterday there was all-party resentment at the continued absence of the Minister for Health. The result was that yesterday the Bill's sponsor had to adjourn the sitting until next Wednesday, when the Minister will be able to attend. Does not the right hon. Gentleman think that that is intolerable, and will he consult the Prime Minister to ensure that the prime importance attached to the House of Commons overrides every other engagement outside?
I shall, of course, look into the matter, but not too closely because I understand that the reason for my hon. Friend's absence is that he has mumps.
§ Mr. Hamilton rose—
I am sorry, I misled the hon. Gentleman. It is the sponsor of the Bill who has mumps.
§ Mr. Hamilton
That is not true either.
§ Mr. Stoddart
In view of the Prime Minister's traumatic experience at Dublin last weekend, and in the light of the undoubted seven-year itch of the British electorate with regard to separation from the EEC, will the right hon. Gentleman persuade his colleagues to publish a White Paper showing a cost-benefit analysis of Britain's membership of the Community, even if that shows all cost and no benefit?
I do not think that it is necessary to publish such a White Paper. I thought that my right hon. Friend the Prime Minister managed to combine commitment to the Community with championing of the British interest, which was admirable.
§ Mr. Temple-Morris
With respect to my hon. Friend the Member for Melton (Mr. Latham), there is a lot more to our foreign policy than whether or not we speak to the PLO. Once we have got over Rhodesia, and bearing in mind that that will go on for some time yet, will my right hon. Friend at least bear in mind that there is a vital foreign affairs debate to be had upon the Middle East and our oil supplies?
I certainly agree that there are a number of foreign affairs topics that need discussion. However, we now have very little time before the recess.
I should tell the hon. Member for Fife, Central (Mr. Hamilton) that I shall look into the matter he has raised and find out exactly what has gone wrong on the Committee.
§ Mr. English
Three weeks ago the right hon. Gentleman said that he hoped that next week—that is, two weeks ago—we would have a liaison committee of the representatives of all the Select Committees of the House. These Committees are now in existence and must now appoint their staffs and organise themselves, yet the body that is supposed to assist them has not yet been created. When will that be done?
I am well aware of my obligation both to the House and to the hon. Gentleman, who tabled an amendment on the subject. I hope that I shall be able to satisfy him by tabling a motion later today.
§ Mr. Leadbitter
Will the Leader of the House reconsider his answer to my hon. Friend the Member for Newport (Mr. Hughes)? Does he not recognise that it is Government policy, and their cash limits and their determination that British Steel should break even in 1980 that are causing great concern to a large number of communities? The House would welcome an opportunity to debate the serious social consequences of the closures. Will he not reconsider his answer?
I cannot reconsider the factual part of my answer, because it is the British Steel Corporation that has the responsibility. However, I shall bring to the attention of my right hon. Friend the Secretary of State the real anxieties that have been expressed by Welsh Members and others.
§ Mr. Robert Atkins
Will my right hon. Friend investigate the reports abounding in the press today regarding a certain amount of swapping of punches in the Lobbies last night, and will he consider referring this matter in order to pour oil upon troubled waters?
I have enough troubles of my own without interfering in those of other people.
§ Mr. Rooker
Has the Leader of the House had time to look at early-day motion 261 on the subject of privilege and the conduct of the hon. Member for Abingdon (Mr. Benyon)?
[That this House believes that the conduct of the honourable Member for Abingdon in respect of inquiries he made of the Chairman of the Secretaries Council as to whether she had information about the honourable Member for Birmingham, Perry Barr, should be referred to the Committee of Privileges, on the grounds that such inquiries amount to an attempt to intimidate an honourable Member in his pursuit of a legitimate Parliamentary inquiry which, if established, would amount to a gross contempt of this House.]
623 Will he give an undertaking this afternoon that he will study this matter and give the House an early opportunity to decide whether it should go before the Committee of Privileges?
I have seen the motion, but, as the hon. Gentleman will know, questions of privilege, or breach of privilege and so on, are not for me. Under the rules of the House such matters are for Mr. Speaker, and I understand that he has considered the matter.
§ Mr. Dewar
Has the Leader of the House seen the item in The Scotsman today reporting an allegation that the Solicitor-General for Scotland misled the Scottish Grand Committee about the terms of reference to the Cowie committee on divorce in Scotland, and in particular about whether that committee was considering the abolition of corroboration and legal aid in undefended divorce cases? As this is a matter of public anxiety in Scotland because of the great expense of divorce actions, will the right hon. Gentleman prevail upon the Solicitor-General for Scotland to make a clarifying statement in the House next week?
I have seen the report and studied it. Having studied it, I found that it was by no means clear to me what had happened. I will take up the matter with my colleague to see whether any further action needs to be taken.
Order. I will call the hon. Member for Down, North (Mr. Kilfedder) and the four other hon. Members who have been standing.
§ Mr. Cryer
Does not the Leader of the House think it scandalous that on 12 December important decisions relating to nuclear weapons in this country are to be taken without any debate whatever in the House? Alone among European countries this House has been denied an opportunity for debate. Does not the right hon. Gentleman think that a debate should have been brought into the House in view of early-day motion 202–
[That this House opposes any further proliferation of nuclear weapons in the United Kingdom or elsewhere; and recognises that only by the ending of nuclear 624 arms production, retention and deployment can mankind survive accidental or intentional use of these horrific weapons.]—
and a further early-day motion, No. 252, that quotes the remarks of the late Lord Mountbatten: Wars cannot be fought with nuclear weapons. Their existence only adds to our perils because of the illusions which they have generated"? Will our representative take that message to the meeting on 12 December?
I have seen the early-day motion, and I agree with the hon. Gentleman on the importance of policy on nuclear arms of all kinds. I have not been able to find time before Christmas for a debate, but perhaps this is a subject that might be raised on a Supply day.
It is a Government representative that is going to the meeting.
§ Mr. Kilfedder
Is it fair to the Ulster people that a number of Northern Ireland orders should have been lumped together on one day? Will the right hon. Gentleman reconsider the matter so that proper time is given to debating two of the orders that are vital?
I have done my best to be fair to Northern Ireland Members by giving a full day, during what I may call prime time, to the discussion of Northern Ireland affairs. I understand that the debate on the first two topics will go on until 11.30 pm. After that there will be four motions, one of which concerns the consolidating measure and there will be opportunity for full discussion. So I have done all that I can to help hon. Members from the Province of Ulster.
§ Mr. John Evans
In view of the remarkable leak in The Guardian today that indicates that the Cabinet is determined to go ahead with an American pressurised water reactor and the grave danger of serious public reaction to that policy, will the Leader of the House make arrangements for an early debate on our nuclear ordering policy?
We cannot run our affairs in the House on the basis of leaks that appear on various topics in The Guardian. I do not know whether a debate is possible, but I shall put it to 625 my right hon. Friend that perhaps a suitable means of clearing up any doubt would be by means of a statement on policy.
§ Mr. Anderson
Will the Leader of the House confirm that there is no technical reason why the meeting of the Welsh Grand Committee on Wednesday next should not discuss the crisis in the steel industry, and that the reason that there will not be a change of subject is that the Government are unwilling to have a debate at that time?
On a point of order, Mr. Speaker. Is it not out of order for comment to be made in this House on the proceedings of a Committee that has not reported?
The Committee has not yet met.
Order. I was just about to say the same thing myself. This House decides the topic for the Committee by resolution, which we have done. Therefore, it was not out of order for the hon. Member for Swansea, East (Mr. Anderson) to raise the question.
As I said, I will raise this matter with my right hon. Friend the Secretary of State for Wales.
§ Mr. Edward Lyons
In view of the imminent closure of most of the departments of Associated Weavers Carpets factory at Bradford—the largest, by 626 volume of production, of any in the United Kingdom—by the United States company Champion of Connecticut simply on the basis that that company can sell off the factory premises as warehouses for millions of pounds when the factory itself is perfectly viable, will the right hon. Gentleman ask the Secretary of State for Industry to make a statement about the principle underlying that closure and what he proposes to do to save the 850 jobs and the factory?
I shall look into the matter for the hon. and learned Gentleman, and I shall ask my right hon. Friend the Secretary of State to write to him about it.
Mr. Tom Ellis
On a point of order, Mr. Speaker. As the Prime Minister is present, I wonder whether I can raise a point of order with you about something that the right hon. Lady said earlier in one of her answers? The right hon. Lady did—
Order. I reminded the House again this afternoon that I usually take points of order after statements because it is fairer to the House and to those hon. Members who want to hear the statement and perhaps ask questions. I will gladly take the points of order immediately we have finished with the statement.
§ Mr. Robert Hughes rose—
Order. I will take the points of order after the statement.
Back to QUESTIONS TO MINISTERS
Forward to CIVIL SERVICE (SIZE AND COST)

redpajama_set_name: RedPajamaCommonCrawl


Foot Points Sleeping and Sitting Hand Point Acupressure Points for Back Pain are situated as at various spots of body as mentioned above which can be explained in detail as under: The Stomach Point is also called Sea of Energy point. The exact place for Stomach Point is below the Navel around 2 fingers distance. You will find the Stomach Sea of Energy Point as displayed in picture.
Oct 19, Is there any treatment needed to prevent the club foot from coming back after surgery? What are the chances that my child's club foot will get corrected? How long will it take to recover from the surgery? What procedures do you follow? How much club foot surgery do you perform each year?
Contact Sciatica "I have 'Sciatica' pain! Most of the time they are mistaken. The Sciatic nerve exits the Lumbar spine L5, S1,S2 and penetrates the Sciatic notch in the hip and goes down the back of the thigh to the foot. This nerve may be compressed by the disk between the lumbar vertebrae, or entrapped by the Piriformis muscle. Most of the time it is the latter.
To start determining the cause, take a closer look at where you feel pain. A Behind or around your kneecap. B On the outside of your knee.


text:
Drawing from the long tradition of academic quest on the part of Queen's Women, and anticipating the present concept of continuing education, the founders of the Ban Righ Foundation created an agent of change and of reconciliation, in a single far-reaching throw. – Joanne Page, 1998
To read the rest of Joanne Page's retelling of the Founding Vision and History of the Ban Righ Foundation, see below.
Founding Vision
Founding Vision – by Joanne Page, 1998
Drawing from the long tradition of academic quest on the part of Queen's Women, and anticipating the present concept of continuing education, the founders of the Ban Righ Foundation created an agent of change and of reconciliation, in a single far-reaching throw.
They envisaged the Foundation as a place of intellectual vitality by way of individual accomplishment and mutual encouragement. From their residence experience, they knew that living together, even briefly during the day, promotes familiarity and stability. They held out, then, for the right location and chose a house rather than a series of offices. Perhaps most significantly, they resolved that the Foundation must evolve, as would the University and the profile of the returning student.
Three decades later, the University has indeed changed, as have women's lives. The institution's systems have become more regularized, its culture less personal. Tuition has risen. Women, now half the work force, understand universities as a vehicle for economic advancement as much as personal edification. At a time when social commitment to public education wavers, more women aspire to part-time and full-time admission. As the resources of the administration diminish, the student's financial burden increases. And, however regrettable, obstacles remain for women returning to education.
The Foundation seeks to reconcile people with place and purpose. Because it is independently housed, because of its obvious and its unexpected links within the academy and the community, because of its history, because it is part of the University and yet it is different, a visiting scholar finds herself comfortably expounding, the new Faculty member voices her fears about tenure, the University staff member wades into a lunch-hour session, a graduate student reveals her research problems, the part-time student gets a toe-hold, a group of forty parents and children enjoy an uproarious supper. The common ground is vast and compelling: thinking, learning.
Striving to be greater than the sum of the parts, the Foundation remains willingly specific in mandate. It is the richness of the parts – the students and the community they create – which makes the Foundation work and enables the students to offer their individual contribution as well as simply attend classes. Programming is intentionally responsive and broad. Its processes are interconnected. Routine varies reflecting need. Discussions flourish. The individual is valued. It is the integration of these parts which enables the student to enter university life fully.
Providing a place for women within what can seem a large unknowable structure, the University demonstrates that the complex mix of goals and personal responsibilities which women students continue to bear is of equal importance to, say, an art collection or a skating rink. Students testify that such a place has been of monumental value, the difference between giving up and continuing.
The University, by definition, must shape the future through the lens of the academic community. The designers of the Foundation worked with the same lens focused on a human scale; the Foundation's charge is to, when necessary, go after the future for one person. These are two parts of the whole, and a wise institution secures both.
As evidence of the visionary largess of Queen's Women, the Foundation continues to urge students towards a deep and personal attachment to education. In partnership with the University, it is, by foresight and rarity, a resource and an investment which distinguishes Queen's from other universities across the country.
History – By Joanne Page, 1999
The origins of the Ban Righ Foundation is a story its admirers love to tell. Contemporary Board of Trustee minutes give the bare bones; a Masters thesis by Marion Campbell rounds out the story and it's a good one. There are the monies saved by successive women's residence boards and fought for by the far-sighted women we now call the Founders; administrators of the day, with designs on the savings, either outwitted or persuaded, Senate debates – flurry and fury – over whether such a foundation for continuing education should be set up for women only. In the end, the determined women secured the money and set to work to create the Ban Righ Foundation.
The Founders worked from a blueprint that is as valid today as it was then: to be resolutely in the here and now, and think ahead.
These visionary of a practical persuasion were firm about everything, even location: they held out for a house, not the series of offices they were offered. What they had in mind was not domestic so much as utilitarian. They knew that a community forms more quickly, and possibly indelibly, when it has a roof over its head, walls and a kitchen. This has been the case since kitchen fires and tents.
Like the University, the Ban Righ Centre might be described as a place of encounters. The principal encounter is, of course, with learning. This encounter will be brief but lasting, when considered in the context of a lifetime.
Here's how it works at the Ban Righ Centre. A person dropping in – say it's you – doesn't know what to expect, which is apt because it could go any one of thirty ways. You are greeted and get the house tour. Or, you are greeted and asked to join the conversation, perhaps the tumultuous argument, underway. Shortly someone will inquire about you – in an open-ended way so as not to put you on the spot – enough to let you indicate whether you are there for a break or in need of information, or of the myriad reasons a person might have.
The encounter begins. Where it leads is anybody's guess. Possibly to assistance with the vast array of University services: where to go for what. Or, maybe you team up with another student to get through Statistics, and forge a friendship. Could be that the encounter becomes extended, that you take root for a year, two. What you seek in the way of peace and quiet, upstairs on a couch in the late afternoon, is a much-needed encounter with solitude, and the Ban Righ Centre is the only place in your complicated life where this is possible.
The encounters, if you think about it, range in tone and substance. People have declared that the Ban Righ Centre has saved their lives, Literally. For others, links established pulled them outward; or, friends acquired enabled the individual to push through defenses and fears, to launch herself: an awakening. Each encounter is always intensely personal.
Encounters with awkwardness, with aggravation, with civility, with wonder. Opportunity to comprehend the astonishment of an idea, the intricate workings of the mind. A chance to acquire the sturdy glory of a friend.
However much theories of education wax and wane, the brilliance of such encounters with learning will continue to illuminate. Perhaps when the next anniversary gets celebrated, these last few years will look like a time in which the Ban Righ Foundation encountered change and change was accommodated, a time when origins counted.
Ms. Joanne Page


text:
Home > Volume 95 Issue 1 > 2017 ACS national award winners > ACS Award in Surface Chemistry: Cynthia M. Friend
Volume 95 Issue 1 | p. 40 | Awards
Cynthia M. Friend
Credit: Robert Madix
Sponsor: ACS Division of Colloid & Surface Chemistry
Citation: For her paradigmatic developments in the mechanistic understanding of oxygen-assisted catalytic cycles on gold surfaces and their implementation to nanoporous gold catalysts under realistic conditions.
Current position: T.W. Richards Professor of Chemistry, Harvard University
Education: B.S., chemistry, University of California, Davis; Ph.D., chemistry, University of California, Berkeley
Friend on what gets her creative juices flowing: "Discussions with my research group and with colleagues with whom I collaborate are my biggest source of inspiration. I also need free space and time to stimulate creativity. Outside activities, like riding my bike to work, walking, or playing golf all help me freely associate ideas."
What her colleagues say: "Her foundational studies of surface reactivity led to a predictive framework for the catalytic function of Au and Ag and their alloys. This work has propelled the field of gold catalysis in new directions by establishing overarching principles governing catalytic activity and selectivity. Professor Friend has distinguished herself by innovative surface science research, plus exemplary leadership in, service to, and teaching of this field."—Charles T. Campbell, University of Washington, Seattle


Looking beautiful and smart is everyone's desire and beauty parlors and salons are the places that are visited by most of the people who desire to look radiant and glowing. Bathinda has no dearth of beauty parlors and salons and prides itself in having professional makeup artists, hair dressers and beauticians. The beauty parlors in Bathinda are the places that have the best professionals working there and they have all sorts of modern equipments to cater to their clients of all types. Whether the need is to have some special treatment for special occasion or it is regular hair cutting or beauty treatment, the services are top-notch and the price is reasonable.
The list of beauty parlors in Bathinda provided above will definitely help you to have a complete makeover whenever you need it. You would definitely get the best beauty treatment from head to toe for the money you are spending.


Secretary of State Mike Pompeo traveled to Saudi Arabia Monday to talk with King Salman about growing tensions over missing journalist Jamal Khashoggi.
President Donald Trump said he sent Pompeo to Riyadh for the meeting and spoke Monday with King Salman.
"I just spoke with the King of Saudi Arabia, who denies any knowledge of what took place with regard to, as he said, his Saudi Arabian citizens," Trump said on the South Lawn of the White House. "I've asked — and he firmly denied that. We are going to leave nothing uncovered.
"Maybe — I don't want to get into his mind — but it sounded to me like maybe these could have been rogue killers. Who knows?
Pompeo could also travel to Turkey as part of the investigation, Trump said.
Turkish officials said Monday they were given permission to search the Saudi consulate in Istanbul where Khashoggi went missing and, according to some investigators, was killed and dismembered.
The search could happen as early as Monday afternoon, 13 days after Khashoggi walked into the consulate to get a document for his upcoming marriage.
"There's a lot at stake," Trump told CBS News' 60 Minutes Sunday. "And maybe especially so because this man was a reporter. There's something, you'll be surprised to hear me say that, there's something really terrible and disgusting that if that were the case.
Trump said he didn't want to hurt potential jobs and was reluctant to jeopardize a $100 billion arms deal with Riyadh, signaling that he might not use sanctions against Saudi Arabia. Some have also expressed concern about the case's impact on world oil markets.
"There are other ways of punishing," Trump said.
Khashoggi has lived in self-imposed exile in the United States for the past year, writing columns in The Washington Post that criticized the Saudi regime. He visited the consulate in Istanbul on Oct. 2 to get documents related to his planned wedding.
Riyadh said through its state-run news agency it would retaliate against any potential sanctions in the Khashoggi case from the United States or other governments.


Ty's particular insanity is an obsession with becoming a pen-and-ink genius before he dies, and screenprinting fine art prints is an important step on that very long journey.
Ty's plan is to set up a schedule of shows and new artwork through the year next year; if you'd like to find out about new events and artwork, Thank you!
Next up! And more to come.


text:
Q: Rails - default render streaming Normally Rails streaming requires:
render stream: true

in a controller action. Is there any way to make that the default for the whole controller? RailsCasts says it's possible with a stream class method:
class ApplicationController < ActionController::Base
  stream # doesn't work
  ...
end

but that's not in the official docs and on Rails 4.1, I get undefined local variable or methodstream' for ApplicationController:Class`. It would be nice to be able to declare streaming in one place in order to keep actions DRY.

A: The default webserver in Rails 3,WEBrick, doesn't support streaming so to see it in action we'll need to switch to another that does, such as Unicorn. The Unicorn gem is listed in the application's Gemfile but it's commented out by default. To use it we uncomment this line and then run bundle to install it.
 gem 'unicorn'

Then
 $ bundle install

Unicorn supports streaming but it needs to be configured. For this, you
need to create a config file as follow:
 # unicorn.config.rb
  listen 3000, tcp_nopush: false

And use it on initialization:
  unicorn_rails --config-file unicorn.config.rb

You may also want to configure other parameters like tcp_nodelay.
   Please check its documentation for more information:
If you are using Unicorn with NGINX, you may need to tweak NGINX.
  Streaming should work out of the box on Rainbows.
Hope it will work
For more consider Rails  streaming

redpajama_set_name: RedPajamaStackExchange


text:
using System.Reflection;
using System.Runtime.CompilerServices;
using Android.App;

[assembly: AssemblyTitle("ItemList")]
[assembly: AssemblyDescription("")]
[assembly: AssemblyConfiguration("")]
[assembly: AssemblyCompany("")]
[assembly: AssemblyProduct("")]
[assembly: AssemblyCopyright("ItemList")]
[assembly: AssemblyTrademark("")]
[assembly: AssemblyCulture("")]
[assembly: AssemblyVersion("1.0.0")]

redpajama_set_name: RedPajamaGithub


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This robust tool safe is a market first, developed and designed by Pandae Storage Solutions. A 3mm steel carcass fitted with 1,2mm perforated steel panels makes this cabinet a very secure tool storage unit.
Fitted with two anti-pilferage locking handles, once locked the handles can rotate 360 degrees without affecting the seven lever dead locking system.
The 4mm steel doors are secured to the casing with bullet hinges and a 4 point locking system. If the bullet hinges are cut off the doors, they will not be able to be removed because of the 4 way locking system.


The Commissioner of Information, Charles Ramson SC has denied a request made by Transparency Institute Guyana Inc (TIGI) under the Access to Information Act for a copy of a US$660,000 contract for a financial management system for government ministries; Ramson cited budget cuts.
President of TIGI Anand Goolsarran made the request via a letter to Ramson last Monday. TIGI in a statement to the media said its directors have decided to release the correspondence to the public. "We have learnt through the media that two of the seven modules of the Integrated Financial Management System (IFMAS), which was implemented in 2004, have not been activated. These are the Purchasing and Asset & Inventory modules," Goolsarran said.
"Since IFMAS is an integrated automated system involving all seven modules, we would like to understand why these two modules were not implemented; bearing in mind that purchasing, assets and inventory are perhaps the most important aspect of the Government's financial management system, accounting for some 70 per cent of the national budget," he wrote.
"Because of the above, we respectfully request that you provide us with a copy of the contract for US$660,000 between the Government of Guyana and the Canadian firm for the development of a custom-built automated financial management system," Goolsarran said.
In a letter on June 11, Information Technology officer A. Moffatt, responding as directed by Ramson, denied the request citing budget cuts. "As you are aware, and it is assumed that your acute concerns are national rather than partisan in nature, the budgetary allocations to this Office have been excised from the Estimates for 2014," the letter said. Moffatt added that the foreseeable consequences needs to concern the Institute equally with the effect it will have on the morale of the staff, production and productivity.
"Regrettably, therefore, your request even if contemplated by the Act creating this Office, (cannot) be considered until such time that retroactive approval is given for resources to be made available to this Office," the letter said. "A rudimentary perusal of the aforementioned Act will inform you of a mandate conferred on no less a person than H.E. the President, to provide the Commissioner with the appropriate resources," it said.
"In the words of the famous Calypsonian, Mighty Sparrow, `no money, no love'. No doubt, your Institute, if at all influential, could ameliorate the disastrous consequences visited upon workers in general," the letter asserted. The flippant nature of the reply by Ramson's office which began with the salutation "Dear Comrade" will likely raise concerns among TIGI and other stakeholders interested in the robust functioning of the access to information act.
Last month, Attorney General Anil Nandlall said that no person or organisation had yet made use of the Access to Information Act though he neglected to mention that up to February, a list of public authorities as well as procedures to be followed to request documents had not been published in the Official Gazette as required by law.
The list of public authorities was eventually published late last month in the Guyana Chronicle, more than two years after the passage of the Act.
Nandlall had made the comment in response to remarks by US ambassador Brent Hardt at a reception hosted by the diplomat at his residence in observance of World Press Freedom Day. The US envoy had endorsed the findings of a report by the International Press Institute (IPI) that investigated the media landscape in Guyana last year, which, among other things, said that journalists in Guyana view the difficulty of obtaining information from the government as one of the primary obstacles to doing their job well.
"Guyana did take a positive step toward greater transparency in 2011 with the passage of the Access to Information Act, but there have unfortunately been delays in implementation. While the appointment of an Information Commissioner is welcome, IPI pointed out that, to be effective, transparent, and independent, this position should be adequately staffed and separated from the Office of the President in keeping with international standards," the ambassador said.
In February, Prime Minister Samuel Hinds told the National Assembly in a written response to questions by AFC parliamentarian Cathy Hughes, that Ramson, who was sworn-in last July, is being paid a salary of $1.2 million per month. He also said that two additional members of staff were employed. Apart from his salary, Ramson also receives an allowance for cell phone calls.
Hinds also revealed to the National Assembly that up to that point, there had been no publication in the Official Gazette and in a daily newspaper of information on public authorities, documents in their possession for inspection and the procedures to be followed when request for access to a document is made, among other things.
The Freedom of Information Act was passed in September 2011 and has been criticized as flawed.


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God Of Light Greek Mythology
Major gods and goddesses. The consort of Dionysus was Ariadne. It was once held that Dionysius was a later addition to the Greek pantheon, but the discovery of Linear B tablets confirm his status as a deity from an early period. Bacchus was another name for him in.
Oct 26, 2017 · Here comes a very concise overview of the main gods and goddesses who populate the ancient myths in Greek mythology – to be updated with time to include minor gods and goddesses. Zeus His name might start with the last letter of the alphabet but Zeus was the foremost of the Greek gods and king amongst them.
Greek mythology tells us that Halcyon was the daughter of Aeolus, the god of the winds. Halcyon and her husband Ceyx lived happily together, seeing themselves as a couple similar to Hera and Zeus,
Apollo is the god of music, playing a golden lyre. The Archer, far shooting with a silver bow. The god of healing who taught man medicine. The god of light.
Theia was a Titan goddess of shining, associated with shining light, shining metals or jewels. Her other name Euryphaessa means "wide-shining" and from there.
Justin Dickens I Am A Killer Catherine McGregor AM, Catherine McGregor is a freelance writer broadcaster and author. She is a graduate of the Royal Military College Duntroon from which she graduated with Honours in History and was awarded the CEW Bean Prize for Military History. She attended the Changing Character of War Programme at Oxford Universi Sarah Kay Worst Poetry
The Olympians are a group of 12 gods who ruled after the overthow of the Titans. All the Olympians are related in some way. They are named after their dwelling.
Typhon. The deadliest monster in Greek mythology and "Father of All Monsters". Last son of Gaia, fathered by Tartarus and god of monsters, storms, and volcanoes. He challenged Zeus for.
Sony Santa Monica managed to turn God of War from a dated action series on its. but by placing protagonist Kratos in the.
Dec 1, 2017. Before Zeus and the reign of the Olympian Greek gods, there were the Titans. These large, powerful beings provide the foundation for many of.
It might seem silly to say this now — now that "God of War" has emerged from nearly a decade. texts who teaches at the University of Colorado Boulder, puts it: "Greek mythology is typically taught.
Titans [change | change source] The Titans are the older kind of gods in Greek mythology. The original Twelve Titans were children of Gaia (Mother Earth) and Uranus (Father Sky). Their leader was Cronus, who overthrew his father Uranus and became ruler of the gods. Cronus' consort was his sister Rhea.
Greek mythology. Aether – primarily associated with upper air but associated with light in Hesiod's Theogony. Apollo – god of music, poetry, art, oracles, archery, plague, medicine, sun, light, and knowledge. Hyperion – a Titan associated with watchfulness, wisdom, and light; sometimes conflated with his son Helios.
Vivien Raynor, in her art review on July 19 [ "In Katonah With Nothing but the Abstractions to Consider" ] , wrote that in Bulfinch's Mythology, Linus of Greek mythology was. dogs before reaching.
In general, Greek gods were divided into three categories:. stole fire from the gods and gave it to humankind, bringing the power of warmth and light to the dark.
Note that the concierge of the New York Continental is named Charon (Lance Reddick), who students of mythology will recognize.
The earlier God Of War games got all kinds of violent mileage from their Greek mythological underpinnings. other alleged hints of what the game will contain. These suggest that Light Elves will.
Pickwick Papers Charles Dickens Poetry Clubs In Nj We are here to create with you. We are here to learn with you. We are here to explore with you. We are on behalf of the words we never said. We are the caged. The Lester Senior Housing Community is the premier senior Independent living community in Whippany NJ, with
In Greek mythology Hyperion was the Titan god of heavenly light, one of the sons of Uranus and Gaea and the father of the lights of heaven–Eos the Dawn, Helius the Sun, and Selene the Moon. He was one of the Titans who conspired with Cronus castrate their father Uranus.
The persisting bias towards a classical education leaves us with a better knowledge of the Greek and. a culture's mythology to tell us how the world will end. For the Vikings, that "happened" at.
Zeus is known as the King of the Gods in Greek Mythology, but what happens when it's time for him to step down from the throne? The other gods and goddesses have a debate, and leave the decision in.
Let's take a look at 11 times K-pop reinterpreted Greek mythology, including a little background introduction to the fearless heroes, daunting gods, and mysterious monsters. with SHINee describing.
She is the consort of Hyperion and mother of Helios, Selene, and Eos. Zeus, as a reflex of Dyeus, could be considered god of.
It is said emperor Hadrian wanted it to let the light come in, and also to reveal to us both conditions. who feel only.
☀ Apollo. Apollo is the Olympian god of the sun and light, music and poetry, healing and plagues, prophecy and knowledge, order and beauty, archery and agriculture. An embodiment of the Hellenic ideal of kalokagathia, he is harmony, reason and moderation personified, a perfect blend of physical superiority and moral virtue.
With the recent release of God of War, Norse mythology is front and. Magicka and its sequel Magicka 2 focus more on the arcane aspects of Norse mythology, and only loosely at that. However, while.
Home The Titans First generation Hyperion. Hyperion was a Titan god of light or sunlight and was associated with watching and observation from above. He was also known as a Pillar of east. Together with his other three brothers, Crius, Coeus and Iapetus, they presided as the Pillars of holding Heaven.
Greek mythology is systematic. There are two gods of son, Helios and Apollo. Helios always drive the chariot of the sun and Prometheus steal fire from him. Apollo is not only the god of sun, but also.
God of light, healing, music, poetry, plague, prophecy, and more. He is the son of Zeus. The Titans are the older kind of gods in Greek mythology. The original.
Jul 25, 2017 · Apollo; son of Zeus and one of the 12 Olympians is the one who is called the God of light till today,mostly because he was the God of Sun. Aside from him, Hemera ; daughter of Nyx (primordial goddess of Night…. Or sometimes called the Greek embodiment of night) is also called god of light sometimes as she was the goddess of daytime.
Greek mythology. Aether – primarily associated with upper air but associated with light in Hesiod's Theogony. Apollo – god of music, poetry, art, oracles, archery, plague, medicine, sun, light, and knowledge. Hyperion – a Titan associated with watchfulness, wisdom,
Dec 8, 2016. Apollo was god of many things, making him one of the more important gods in Greek mythology. He was the god of poetry, art, archery, plague,
Ancient Greece Gods Apollo. A son of Zeus, Apollo was the Greek god of music, arts, light and medicine. He was famous for playing the lyre (an instrument a bit.
On one hand, American Gods' first go-around was sometimes light on forward momentum. extremely Guillermo del Toro-esque creature design for Argus the many-eyed giant from Greek mythology—come off.
Selene is the second child of Hyperion and Theia. She is the Goddess of the Moon. She has wings and a crescent-shaped crown that shed light in the darkness.
Santa Monica Studio's new God of War installment, to be released on April 20 for PlayStation 4, branches away from its roots in Greek mythology and instead focuses. example can be found in the Lake.
Home The Titans First generation Hyperion. Hyperion was a Titan god of light or sunlight and was associated with watching and observation from above. He was also known as a Pillar of east. Together with his other three brothers, Crius, Coeus and Iapetus,
dating back over a millennium before Greek mythology named it as the birthplace of the Greek gods, Apollo (God of Light) and his twin sister Artemis (Goddess of Hunting). Ruins of ancient stone huts.
The gods of sky and weather were named "Theoi Ouranioi" or "Theoi. the mists of her mother Nyx (Lady Night), to reveal the shining light of Aether, the blue.
The Kegger of the Gods Norse mythology tells of Aegir, the ale brewer of the gods, who held a big party for honored guests every winter. The party was held inside a great hall whose floor was littered.
Mount Olympus is both an actual mountain in Greece and the mythical home of the Greek gods. In Zeus' palace on its peak resided the Twelve Olympians, which.
Also heralded as Phoebus, Apollo signifies light, order, and the sun. The most beautiful of all the gods, Apollo represented the more rational side of both the.
36 rows · Major gods and goddesses. The consort of Dionysus was Ariadne. It was once held that.
It's likely that we'll be dealing with the same sort of narrative structure in the upcoming God of War games as we did in the previous ones that were focused around Greek mythology. God of War 3 ended.
was the God of the Sun and light in Greek Mythology, this is what the most common answer would probably be. But there was also Helios,
In Greek mythology Hyperion was the Titan god of heavenly light, one of the sons of Uranus and Gaea and the father of the lights of heaven–Eos the Dawn,
Zeus, husband and brother of Hera, King and father of gods, sky. Artemis, daugher of Zeus and Leto; sister of Apollo. lunar light, hunting, childbirth, bow,
Dec 23, 2018 · Ares was the God of War in Greek Mythology, and one of the powerful Olympian Gods. Treated with ambivalence by ancient Greeks, and despised by Zeus, Ares represents a neccessary but unwelcome aspect of humanity.
Feb 7, 2017. Hyperion is a Titan, one of the old gods who ruled before the Olympians. The god of light, he is the son of Uranus, or heaven and Gaea, or earth.
Poetry Clubs In Nj We are here to create with you. We are here to learn with you. We are here to explore with you. We are on behalf of the words we never said. We are the caged. The Lester Senior Housing Community is the premier senior Independent living community in Whippany NJ, with hotel-style amenities, memory, dementia
Zephyrus was the west wind and bringer of light spring and early-summer breezes, and Notus was the south wind and bringer of the storms of late summer and autumn. Eurus was another god but was not.
Zeus (Roman Jupiter): Father and ruler of the gods on Mount Olympus, he is the god. Apollo or Phoebus Apollo): The god of the sun, of light, of sacred music,
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Cyclist is seriously injured in collision at Allerton Bywater
Man facing prison sentence after pleading guilty to causing death by dangerous driving over pedestrian hit by car on Stanningley Road
Students set to hot-foot it onto Headingley pitch
Tadcaster East Community Primary School girls have been working hard in preparation for Friday night's Leeds Rhinos game.
Friday, 10th June 2016, 2:32 pm
Updated Monday, 13th June 2016, 11:24 am
The 19 girls ranging from 7 to 11 years have danced their socks off for four weeks, arriving at school to rehearse before lessons.
Tonight (Friday) they will perform with 15 other schools as part of the half time entertainment.
Headteacher Donna Bedford is delighted said: "It has been a real pleasure to watch the girls work together, supporting one another, to learn this complicated routine. Many of the girls have no previous dance experience."
Tadcaster East is the only North Yorkshire school who holds the status of an ambassador school for the Leeds Rhinos.
The partnership has been hugely successful and will continue to grow and develop for years to come.
The children have enjoyed the coaching sessions, after school clubs, Ronnie the Rhinos' visit to school as well as a half time pitch invasion in April.


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MEDIA COMPUTER PRESS: IT press faces technological upheaval - The IT trade weeklies have been shaken up in the past few months, as internet advertising poaches their revenue and a hungry new entrant muscles in
There is a certain irony in the prospect of the IT trade press facing a threat to its livelihood from the internet. It seems implausible that IT publishers, who disseminate the information that keeps the IT industry functioning, underestimated the speed of its arrival and were wrong-footed as a result.
by ED SHELTON / November 12, 1999
There is a certain irony in the prospect of the IT trade press
facing a threat to its livelihood from the internet. It seems
implausible that IT publishers, who disseminate the information that
keeps the IT industry functioning, underestimated the speed of its
arrival and were wrong-footed as a result.
Yet this, observers say, is what is behind the recent introduction into
Computer Weekly of pages of lifestyle editorial content, covering
anything from bars to computer games, and issues such as office
bullying.
Computer Weekly which, alongside Computing, dominates the sector, is
introducing non-IT content in an attempt to add value and keep
recruitment advertising away from the web. It is a position worth
defending - rumours suggest the two make more than pounds 10 million
profit each in a good year, with the bulk coming from recruitment
But the move is also a little tardy. A senior source at one media agency
that spends a lot with the titles says: 'What we are seeing is a minor
outbreak of panic. They own the print recruitment sector, but they do
not own the web sites. They missed the boat, they simply underestimated
how long it would take to take off. This is a late defensive move.'
However the same source gives Computer Weekly credit for a bold move:
one for which it is hard to find a parallel. If trade titles can tighten
their grip on their readers with mainstream content, a major publishing
shake-up could be under way.
Whether this will work is yet to be proven but brand extensions of which
this is a sort, are the name of the game in every other business
sector.
Computing, for its part, says it will not follow suit but will look to
the natural growth of the IT business to make up for what it loses to
the net.
To some, the fact that Computer Weekly and Computing are being put under
pressure is pleasing. The two have grown fat in recent years as their
sector flourished. But while this may have raised their profile as
national media vehicles (Computer Weekly recently co-operated with
Channel 4 News on the story of the Chinook helicopter disaster, for
example), it has also tempted others into the market.
The latest offering is from US publisher Ziff-Davis, which launched IT
Week last May to target the top end of the market and to capitalise on
the fall-out as the two market leaders fight to keep their recruitment
Others have tried and failed to muscle in before, but even after the
loss of some recruitment ads, the prize is clearly worth shooting
for.
Position: editor Circulation: 150,000
Distribution: controlled circulation, subscription and newsstand
Target market: all IT professionals
'The research we have tells us that readers do not actually want
lifestyle content from us, they don't want IT journalists to tell them
which wines to buy. They want information that helps with their career
choice, gets them promoted, and helps them save or make money for their
employers - that's what we give them. We actually re-vamped our
professional issues careers section a little before Computer Weekly,
rebranding it as Careers, redesigning it and bringing in more focused,
authoritative features.
'We have no plans to put in lifestyle content - maybe we think the
higher end jobs will stay with print, as it is seen as a more suitable
medium for those kinds of position. Certainly, the job ads that are
going on-line so far tend to be at the lower end of the market. In any
case, print will also pick up a lot of advertising from the web sites
themselves, as they will see it as a good branding vehicle.
'Getting your name about is actually much harder and more expensive if
you are an e-business, and they will need the off-line branding that we
can offer. As for IT Week, what it has on its side is that it writes
about a lot of minor products, which gives the illusion of being
comprehensive - this is something we will respond to in the future.'
COMPUTER WEEKLY
'In the first part of the redesigned magazine we address the readers as
corporate decision-makers, talking about how IT can make a difference to
their business. The second part, Xtra, addresses them as individuals -
we talk about pay, career progress, and pieces on things like where
software developers drink in London.
'The material could be about anything, so long there is a reason why IT
people should be interested. For example, a lot of IT people will get
bonuses at the end of the year for Y2K, so we could do something on
personal finance, looking how to invest your bonus.
'The IT industry has changed a lot in the past decade - IT is now more
important than ever. In the past, IT professionals were always asked
technical questions, now they are being asked key strategic questions.
Whether or not a supermarket group can make effective use of its loyalty
card data is down to IT. This has changed the nature of the reader, and
part of the reason for the redesign was to reflect the fact that readers
now see themselves quite differently: much more business-orientated.
'We are the market leader, we make loads of cash, so there is always a
temptation not to change, but if you don't you can't keep up.'
IT WEEK
Position: publisher
Circulation: 55,000
Distribution: controlled circulation Target market: the most senior IT
Founded: May 1998
'Our target market is senior IT professionals, in terms of their
decision-making and the budgets they control. There will be some
crossover with Computing and Computer Weekly, but they go to 150,000
people, we go to 55,000, so they have a far higher number of lower-grade
readers than we do. Our content is news driven, but the real news forum
is the ZD net web site.
'The magazine is more analytical and insightful, with case studies and
reviews. These days news is web-driven, but people don't want to read
eight pages of analysis on the web, so that's in the magazine. Where the
web is really coming in is with recruitment, and the web sites of the
other two weekly IT papers have changed accordingly. That transition
from print to web is critical for them. We don't have a recruitment
section, they are driven far more by that audience.
'IT Week is in the forefront of the move towards a less widget-focused
IT press, but I don't really think it is our place as a
business-to-business magazine to deal with lifestyles. We have six
sections: news, enterprise, internet, client, management and networking.
People with different responsibilities can drop into different sections.
It is a question of putting things in perspective and making it clear
why something is important.'
General Motors revamps comms team in push for electric future