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Funeral held for retired police officer
Trace Christenson
"The easiest thing to do is speak well of Bill Heffernan," Pastor Jeff Worden said Saturday at the funeral of the retired Battle Creek Police Department officer.
Heffernan, 71, died Monday. He was an officer with the former Battle Creek Township and retired from the BCPD in 1994. He became a limited licensed psychologist with Helpnet Counseling Service and through Oaklawn Hospital in Marshall, especially helping first responders. He taught at Kellogg Community College and helped create the Calhoun County Critical Incident Stress Debriefing Team. He had worked at the former Emmett Rescue Squad and as a Pennfield Township firefighter. He was a licensed hot air balloon pilot, flying McGruff.
Services were held at Calvary Baptist Church at 1625 Capital Ave., following a procession from Kempf Family Funeral Homes, Shaw Chapel, at 2838 Capital Ave. S.W. that included passing by the Battle Creek Police Department. A police and fire honor guard participated in the services and Police Chief Jim Blocker presented a flag that had draped the coffin to Heffernan's wife, Carol. Cremation followed the service.


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Gender Advisors Key to Effective Policy
Posted By : Stephenie Foster/
Under : Development, Diplomacy, Foreign Policy, Gender Equality
The proposed revisions to the U.S. Agency for International Development (USAID) Gender Equality and Women's Empowerment Policy have received a lot of attention since being released for public comment in mid-August. The revisions raise many issues, one of which is the important role that gender advisors play at USAID missions, regional missions, and country offices as well as DC-based offices and bureaus. Gender advisors also play critical roles at embassies and combatant commands. From my experience, it is essential to effective policy and program development that each embassy, USAID mission, or combatant command have at least one dedicated, full-time gender advisor, with relevant expertise.
From 2012 to 2013, I served as a women and civil society officer at the U.S. Embassy, Kabul, where I focused on women and civil society, and traveled extensively to work with individuals and organizations advancing the role of women in Afghan society. This position was a full-time gender advisor position. I worked across the embassy and the USAID mission to coordinate the U.S. government's work on women's leadership and gender equality.
I met women all over the country, working to build a stronger and more equitable society. They were teachers, businesswomen, journalists, civil society activists, health care workers, students, and government employees. I took what I learned from them about their needs, what worked and what didn't work, and made sure others, both at the embassy and at the State Department, knew about these women and their work. We were able to use their experience as we drafted a mission-wide Gender Strategy.
Because of my contacts with them, we were able to develop a narrative that reflected both the harsh reality of women's lives in Afghanistan, but also the glimmers of hope and change as women developed institutions and businesses that made a difference. When senior officials visited—both from the State Department and the U.S. Congress—we ensured that these policymakers met with women and heard directly from them.
Based on that experience, here are some key points:
Gender advisors are more effective when they have gender expertise, including the technical skills, competencies, and experience necessary to provide appropriate, in-depth guidance to integrate a gender lens, and a gender analysis, throughout the process of policy formulation and program development. It is critical that these advisors have this expertise before being either deployed to post, or assigned to, the gender advisor position. I firmly believe that my effectiveness was predicated on having substantial expertise and many years of background in the field.
Understanding that it may not be possible for every gender advisor to have extensive expertise and experience when hired, in those circumstances, it is essential that gender advisors have the opportunity to develop and deepen that expertise early in their time on the job. Gender advisors must be given the opportunity and resources (such as time away and funds to travel to the training) to develop this expertise, and their supervisors must justify not providing them with that training opportunity.
From my vantage point, having gender advisors who are not technical experts can actually be harmful to the provision of gender expertise. As we all know, these issues can be complex and thorny, and advice that does not take into account this complexity can be ineffective or even harmful to beneficiaries.
It is also critical that a gender advisor is a full-time position, and not one of many job responsibilities. Again, I believe that being a full-time gender staff person provided me with the ability to focus solely on this broad and cross-cutting set of issues. It was my responsibility to bring a gender lens to what I saw, to the meetings I attended, and to the development of strategies and tactics to support Afghan women and girls.
Gender advisors are a critical bridge to what is happening on the ground and important to informing an effective foreign policy and national security policy. But, they are not the only steps to take. In addition to the work they do, the U.S. government must also invest in training to ensure that all employees in foreign policy and national security understand the importance of a gender lens, and be trained on how to conduct a gender analysis.
Is U.S. Foreign Policy Feminist?
Under : Democracy, Development, Diplomacy, Foreign Policy, Gender Equality, Leadership, Peace, Security, Uncategorized
This is a year of milestones for women: the 25th Anniversary of the Beijing Conference on Women, the 20th Anniversary of UN Security Council Resolution 1325 on Women, Peace and Security, and the 100th Anniversary of women's suffrage in the United States. In this context, Our Secure Future commissioned a poll of 1,500 registered voters in the U.S. to get a sense of how they view foreign policy decision-makers, whether they see themselves represented in that arena, and whether they consider themselves to be a feminist. The results illuminate some thinking on these issues and are useful to decision-makers and advocates alike as they develop and debate foreign and national security policy.
According to the poll, almost 60 percent of respondents do NOT think that those who have made U.S. foreign policy and national security decisions over the last decade generally share their beliefs and interests. 22 percent were unsure. Here are some more details:
There was a gap between women (55%) and men (64%).
There was a wider gap between Democrats (50%) and Republicans (67%)/Independents (64%).
There was an even wider gap between those who frequently watch MSNBC (44%) and Fox News (68%).
Surprisingly, a greater percentage of white respondents (62%) do not feel represented in U.S. foreign policy and national security institutions than black (49%) or Hispanic (51%) respondents.
The same poll showed that less than half (48%) of those surveyed think that women are sufficiently represented in the U.S. government when it comes to making decisions about foreign policy and national security. Additional details:
The largest gap was based on political party affiliation with 10 percent of Democrats and 73 percent of Republicans believing that women are sufficiently represented. Independents were split (42% yes/41% no)
There was also a gap between women (35%) and men (44%).
The widest gap was between those who frequently watch MSNBC (5%) and Fox News (74%).
The survey also found that party affiliation and age were affiliated with whether a respondent thinks of her/himself as a "feminist".
59 percent of Democrats said they consider themselves a feminist (62% for frequent MSNBC viewers), but just 7 percent of Republicans and frequent Fox News viewers did.
50 percent of 18-34 year-olds said "yes" to the feminist label while 29 percent of those over 65 years did.
Black (47%) and Hispanic (49%) respondents were more likely to think of themselves as feminists than white ones (30%).
This information — while preliminary — can help guide discussions and provide background for work being done to advance policy proposals around Women, Peace and Security, and a more inclusive foreign policy.
Member Spotlight: Stephenie Foster
Under : Development, Diplomacy, Women
Q: What was the path that brought your attention specifically to Afghanistan, and to Afghan women in particular?
A: Afghanistan was always on my radar. I went to Afghanistan in 2011, for IFES, the International Foundation for Electoral Systems, for a project that focused on an analysis of what had happened in the recent elections in Afghanistan with respect to outreach to women. The reason I wanted to do that project was because I had followed, obviously, what had gone on during the Taliban, and then what had happened from 2001 on. I had also spoken to some groups of Afghan women who had come to Washington on the International Visitor Leadership Program and had done a project with Vital Voices with a group of Afghan women parliamentarians in Istanbul. I was really struck by how dogged they were in trying to figure out how to move forward.
I've always had the view, because I've worked in a lot of countries, that we all face very different challenges; women in all these different countries, based on the culture and the context; but there is a lot of similarity. It always strikes me that, for all the differences, it all kind of comes down to the fact that we are working in structures that are developed by men and really for men. The question is how to help women break through that and try to get a place in those structures to change them. In some ways, Afghanistan is ground zero for thinking about how to really rebuild a society in a way that can be more gender-equal.
Q: What did your work with IFES in Afghanistan involve?
A: We were looking at how the election commission was structured in terms of its outreach to women as voters, and trying to ensure it had a plan to have enough female poll administrators, women to actually work at the polls, and enough security for female voters, and a whole range of issues around the ability of women to fully participate in the political system.
We were also looking at things like, where were women's polling places situated? As you know, in Afghanistan, women and men tend to vote in different parts of the building, or actually, in different buildings entirely! I had worked in other places where women's polling stations were very difficult to get to, and men's polling stations were not. So, it was a really wide-ranging analysis of where the election commission could see places to improve, where they had done well, all around the issues of addressing Afghan women's ability to participate in the electoral process.
Q: And after that you were at the US Embassy in Kabul?
A: Yes, I went to Kabul in 2012. I was there for about a year and a half and focused on outreach to women in civil society. As part of that, I was able to travel in Kabul, quite a bit, and around the country, meeting and talking with women who were active in politics, women who were building businesses and the Afghan Women's Chamber of Commerce, women in higher education — most particularly at the American University of Afghanistan, and also at Kabul University — and women who were engaged in developing NGOs to provide services, such as in response to gender-based violence, or for needs in education and training.
As part of that, also, as I travelled and talked to people, I identified individuals who ought to meet with the Ambassador or others at the Embassy, or high-level visitors. We had a lot of those: we had the Secretary of State come, and we had several senators come fairly regularly. Part of what I was able to do was to ensure that as these people, very important decision-makers, were learning about the country, that they were also listening to women, who are actively building Afghan society.
Q: What impressed you the most as you were doing this?
A: A lot of the women were exceptionally inspiring. One thing I worked on when I was there, which Secretary Kerry talked about all the time when he talked about Afghanistan, was a sort of mini-bazaar that we would put on at the Embassy on the compound, comprised of eight woman-owned businesses or NGOs that were reflective of the work going on in the country. These were people who were dealing in a broad range of sectors, everything from trucking, to computer science, to import-export, to clothing manufacture and design, to light manufacturing. There were women making great strides in politics and education as well, not only in places like Kabul or other cities, but around the country.
Q: What did you do after that?
A: After I left Afghanistan, I went to the Secretary's Office of Global Women's Issues at the State Department, and worked for Ambassador Cathy Russell. I did oversee some of our work in Afghanistan, but also worked on women and politics more broadly: women and economic empowerment, women and security, and in regions in Africa, the Western hemisphere, and Europe. I worked on a broad range of issues and represented the US at multilateral forums such as ASEAN or the G7. It was a lot of different things, whether it was addressing sexual violence in conflict and looking to strengthen legal systems around that issue in countries that had been through conflict, or other things like the Equal Futures Partnership, which was a group of thirty countries that had committed to work on legal reform that could increase women's political and economic participation in their countries. So, it was an opportunity to not only work on Afghanistan, but also to bring a lot of those other issues into the foreign policy discussion at the State Department.
Q: And what inspired you to launch Smash Strategies?
A: My business partner and I were both appointees in the Obama Administration, and, even before the election, we'd thought about pursuing a business model where we could really utilize the knowledge that we'd developed both within the U.S. government and also for many years before that, to advise companies and large non-profits on gender equality and women's leadership. So, we launched the business in March of 2017. And we've been able to have a broad range of clients. We do a lot of different things for them depending on what they need. It can be anything from corporate social responsibility around women's empowerment to how to get more women-owned businesses in their supply chains, to a more general strategy around reaching as customers. It's also how to think about your workforce and ensuring that you have consistent values both internally and externally. Most of our clients — all of them I would say — have some global or regional impact; they are not, for the most part, just in the United States. So we are able to use the experience that we have gained globally to be able to better inform and give advice to these clients. I think what we have seen is that there is a tremendous appetite in both business and the non-profit and foundation sectors to really focus on gender equality and women's leadership.
Q: What is your top wish or hope for Afghan women in 2020?
I hope that as Afghanistan engages in negotiations with the Taliban, or negotiations in any way, that women are fully at the table. That they are able to participate, to have their views heard, and to have a big impact, in order to really continue to protect the rights that they have, and to expand their ability to participate in Afghan society.
Toward a Feminist Foreign Policy in the U.S. – a starting point
Under : Democracy, Development, Diplomacy, Gender Equality, Security
A new paper, Toward a Feminist Foreign Policy in the United States, was recently released. With the launch of Sweden's Feminist Foreign Policy in 2014, Canada's Feminist Foreign Assistance Policy in 2017 and France's Feminist Foreign Policy in 2019, a group of Washington-based foreign policy experts and advocates for global gender equality came together over the course of three days in August to sketch out what such an effort might look like for the U.S. I was happy to take part in the gathering.
Our discussion built off of a research review of feminist foreign policy as expressed by other countries, ideas surfaced from consultations with more than 100 feminist activists from over 30 countries and a paper Smash Strategies recently released. This paper is much broader covering policy ideas in the following areas: diplomacy, defense, foreign assistance and trade, as well as in the cross-cutting issue areas of climate change and sexual and reproductive health and rights.
This paper is just a starting point. A final policy agenda will be refined through global consultations and input of additional experts and organizations, and will be published ahead of events marking the 25th anniversary of the Fourth World Conference on Women in Beijing and resulting Declaration and Platform for Action. This document elucidates a vision for the highest standard of U.S. foreign policy that promotes gender equality, human rights, peace and environmental integrity. It includes a proposed definition, key principles and policy recommendations that will be expanded and refined over coming months.
Defining a Feminist Foreign Policy for the United States
A country's foreign policy is a statement of its values and priorities. The implementation of foreign policy, across all of its various levers, is one demonstration of how a nation lives its values. Now more than ever, the United States needs a feminist approach—one that fundamentally alters the way the nation conducts itself, prioritizing the importance of diplomatic solutions, cooperating with allies and international institutions, embracing a progressive, inclusive and rights-based agenda, valuing the voices of the most marginalized and addressing racist, ableist, sexist, homophobic and transphobic and patriarchal and/or male-dominated systems of power.
Foreign policy shapes how a government defines and prioritizes peace and security, structures trade, provides humanitarian aid and development assistance and works with other nations and non-state actors. Coherence across all aspects of foreign policy is paramount for a feminist approach; so too should coherence extend across domestic and foreign policy, with both embracing the same feminist values.
To clarify the goals of a feminist foreign policy and to promote coherence of a feminist approach across policy domains, the following draft definition is proposed:
Feminist foreign policy is the policy of a state that defines its interactions with other states, as well as movements and other non-state actors, in a manner that prioritizes gender equality and environmental integrity, enshrines the human rights of all, seeks to disrupt colonial, racist, patriarchal and male-dominated power structures, and allocates significant resources, including research, to achieve that vision. Feminist foreign policy is coherent in its approach across all of its levers of influence, anchored by the exercise of those values at home and co-created with feminist activists, groups and movements, at home and abroad.
Taking that as the guiding vision for feminist foreign policy, there are a number of key principles and policy recommendations that apply across the whole of the U.S. government.
Key Principles for U.S. Feminist Foreign Policy
Given the complicated legacy of U.S. global engagement as both a colony and colonizer, as well as its associated history of struggles for racial, gender and environmental integrity both at home and abroad, a number of key principles should underpin a U.S. feminist foreign policy.
First, human rights are women's rights and women's rights are human rights. U.S. foreign policy must respect the rights recognized by international and domestic law and should place itself on the side of those seeking to defend and expand the rights and freedoms of individuals and groups around the world.
Second, U.S. policy should be representative, inclusive, responsive and accountable to stakeholders. Foreign policy has traditionally been informed by patriarchal and discriminatory social norms and implemented through male-dominated institutions. A feminist approach demands gender parity in representation, as well as active commitment to gender, racial and other forms of diversity, equity and inclusion. A U.S. government commitment to diversity and inclusion should not exclusively focus on rhetoric and internal processes, but also on the impact of its policies and public-private partnerships on diverse communities. As such, this principle includes a government-wide commitment to consultation with civil society and feminist movements outside of government, including and especially in the Global South.
Third, a feminist foreign policy should take an intersectional approach to feminism. This is an approach that takes into account and seeks to address the multiple and often intersecting forms of discrimination such as gender, race, age, class, socioeconomic status, physical or mental ability, gender or sexual identity, religion or ethnicity.
Fourth, a feminist foreign policy should promote and protect bodily autonomy. Recognizing that the oppression of women and gender-nonconforming individuals has traditionally been expressed in the regulation and restriction of bodies and rights, a feminist approach would model its inverse, starting with the basic principle of bodily autonomy. A feminist approach embraces sexual and reproductive health and rights, which according to the Guttmacher Institute is defined as: "A state of physical, emotional, mental and social well-being in relation to all aspects of sexuality and reproduction, not merely the absence of disease, dysfunction, or infirmity. Therefore, a positive approach to sexuality and reproduction should recognize the part played by pleasurable sexual relationships, trust and communication in promoting self-esteem and overall well-being. All individuals have a right to make decisions governing their bodies and to access services that support that right." This approach should also enshrine bodily autonomy, which the Blueprint for Sexual and Reproductive Health, Rights and Justice defines as: "Achieving the highest standard of sexual and reproductive health and rights is based on the fundamental human rights of all individuals to: have their bodily integrity, privacy and personal autonomy respected; freely define their own sexuality; decide whether and when to be sexually active; choose their sexual partners; have safe and pleasurable sexual experiences; decide whether, when and whom to marry; decide whether, when and by what means to have a child or children and how many children to have; and have access over their lifetimes to the information, resources, services and support necessary to achieve all the above, free from discrimination, coercion, exploitation and violence."
Fifth, environmental integrity. Here, environmental integrity is defined as the sustenance of biophysical processes that support all living organisms, by protecting diversity, ecological functions and resilience of all ecosystems. Climate change erodes human freedoms and limits choice. However, the impacts of climate change are not felt equally. Climate change affects everyone, but women and men experience the impacts differently, and women are often disproportionately negatively affected. Women, compared to men, often have limited access to resources, more restricted rights, limited mobility and a muted voice in shaping decisions and influencing policy. Climate change can also impact security, particularly for those who are already most vulnerable in a society, often women, girls, gender minorities and LGBTQIA+ persons, those with disabilities and most especially those with intersecting marginalized identities. Threats related to the climate crisis generally viewed as a "threat multiplier- a phenomenon that can worsen or exacerbate other sources of instability and conflict, such as competition for natural resources and ethnic tensions." By way of just one example, following extreme climate-related flooding in Bangladesh, child marriage rates soared. All efforts to adapt to and mitigate climate change must include specific protections for and acknowledgment of the harm to communities of color, indigenous peoples and other frontline and marginalized communities around the world, while seeking to address gender inequality.
Cross-Cutting Recommendations for Implementation of Key Principles
There are five cross-cutting elements that are necessary to advance feminist foreign policy across the whole-of-government: (1) High level leadership with mandate to promote feminist foreign policy; (2) Commitment to gender parity, diversity and inclusion both internally, among leadership and staff, and externally, co-created with feminists outside government; (3) Training and capacity-building to ensure robust implementation; (4) Gender analysis underlying all aspects of foreign policy; and (5) Adequate resourcing to ensure all of the above.
Following this in the paper, specific policy recommendations are made for each of the major levers of foreign policy—aid, trade, diplomacy and defense. This is not yet a complete policy package; additional consultations and efforts will augment, refine and supplement this opening salvo over the course of ensuing months. However, it is a solid start.
If you are interested in taking part in an upcoming consultation or would like to send written feedback, please contact me at smash@smashstrategies.com.
Operationalizing a Feminist Foreign Policy – Recommendations for the U.S. Government
Under : Democracy, Development, Diplomacy, Gender Equality
This document focuses on how to operationalize a new feminist foreign policy within the U.S. context. The complete document can be found HERE. Current events and conversations challenge us to consider a new way of thinking. They take place at a unique time when the U.S. leadership role is being transformed in part due to the rise of China and other powers. The use of cyber weapons, the greater role of non-state actors, and the ability of technology to give citizens access to their governments and demand greater transparency are upending the way diplomacy works. Further, the Trump Administration has thrown away the rule book by antagonizing allies, pulling out of international accords, and shattering traditional foreign policy thinking. It has "hyper-masculinized" the U.S. approach to national security. Finally, Sweden's groundbreaking adoption of a feminist foreign policy has spurred a deeper consideration of how a feminist policy applies in other countries.
As we ground the principles of human rights and equality in foreign and national security policy, we must envision how a country as unique as the United States with a bureaucracy as large as the U.S. government can turn these ideas into practice. These recommendations will help the U.S. foreign policy establishment actors and officials promote gender equality, defend human rights, and protect fundamental freedoms by addressing power imbalances, utilizing gender analysis to increase the range of issues and solutions considered, increasing the number of feminist voices promoting gender equality, and increasing the number of women leaders.
CHANGE THE INSTITUTIONAL STRUCTURE
In envisioning a feminist foreign policy, it is important to note the unique role of the United States and its large footprint in global economic and political affairs. The US federal government is large and complex. With a population of 327 million people, the U.S. government employs over 2 million people,14 includes 15 executive departments or agencies, and has an annual budget of about $4 trillion. There must be thought given to how to best integrate this policy across the executive branch agencies. Further, the coordination mechanism, and the individual leading that work, must be at the highest level and only dedicated to implementing this policy.
Example: There have been far-reaching structural changes made in the US government in the past. Following the attacks on the United States in September 2001, President Bush established the Department of Homeland Security, transforming the federal government by combining 22 federal departments and agencies into a unified cabinet agency to respond to threats. The Millennium Challenge Corporation (MCC) was created by Congress in 2004 to apply a new approach to U.S. foreign aid.
HOLD INSTITUTIONS AND INDIVIDUALS ACCOUNTABLE
As part of transforming government institutions, the people implementing policy need to change the way they do business. Promoting gender equality and women's empowerment should be a shared responsibility of all who work in foreign policy and national security: staff, contractors, military members, and appointees. This work must be championed by leaders, carried out at every level, and not only be the purview of "gender offices" and "gender experts." Performance evaluations and promotion criteria should be changed to reflect this priority.
Example: Promoting women's empowerment and equality is not new to the US government. At USAID, the 2013 Gender Equality and Women's Empowerment Policy set forth the policy's goals and principles and included roles and responsibilities for all of its staff, including the regional, functional, and administrative offices in Washington and in the field. Moreover, Gender 101, a mandatory online training course, was launched to increase the understanding of gender in development. Every USAID staff person involved in the program cycle was required to take it within their first two years of employment.
DIVERSIFY REPRESENTATION
As noted above, there are not currently enough women in senior-level positions. Given the slow speed at which the number of women in foreign policy and national security is growing, US government institutions should consider the following to reach gender balance. The President must commit to a gender-balanced cabinet and instruct the head of each executive branch agency that she wants a gender balance in political appointees at every level.
An overhaul of the civil service and foreign service recruitment and selection processes is needed to more easily recruit and promote qualified women already working in think tanks. Nongovernmental organizations and other parts of the government should focus on increasing the number of women in leadership positions across foreign policy and national security fields, including arms control, counter-terrorism, intelligence and analysis, and military strategy.
Example: Increasing the number of women in leadership is possible. During Secretary of State John Kerry's tenure, one of the two Deputy Secretaries was a woman; the majority of Undersecretaries were women, and all but one of the regional Assistant Secretaries were women.
ENSURE INPUT FROM THOSE AFFECTED
Beyond the women who work for the U.S. government, foreign policy and national security decision-makers must listen to, and consider, the voices and views of those most affected. By consistently reaching out and listening to these individuals and organizations, these professionals will have a better understanding of not only how actions and interventions will affect people but how those actions will be perceived. This can build stronger relationships at the grassroots level that are not tied to those in power, who often say what they think the US government wants to hear or diminish flash points that should be factored into decisions. Memos and reports must include the perspectives of those outside of government and powerful elite.
Example: There are fierce internal battles about how the principals and other high-level US government officials spend their time, especially when they travel. As a result, whom they meet with has a disproportionate impact on how they understand a place or an issue. On Secretary Kerry's first trip to Afghanistan as Secretary of State, he met a group of eight Afghan businesswomen. After that, his speeches often recounted those interactions as a basis for reaffirming the importance of Afghan women to the future of the country.
PRIORITIZE INFORMATION AND INTELLIGENCE
Those who provide analysis for the intelligence community, and others in the foreign policy and national security agencies, must make it a priority to gather information about what is happening in a country with respect to women and other gender issues. Incorporating a gender analysis provides a broad and deep understanding of the situation. Beyond the standard "F" indicators at the U.S. State Department, there must be new ways to measure accountability regarding the participation of women in security, political, and economic processes; track US government budget expenditures to implement feminist foreign policy; and measure outcomes. Collecting sex-disaggregated data allows issues to be seen, measured, and addressed.
Example: Through its gender policy, adopted in 2006, the MCC requires that gender issues and metrics are integrated throughout the threshold and compact cycle, from the initial country selection and assessment to the development and design of programs, project implementation, the monitoring of program results, and evaluation of program impacts. More recently, the US Overseas Private Investment Corporation has started to apply a gender lens to all its investment projects to help ensure women will benefit.
INCREASE RESOURCES
Along with setting a new policy framework, it is critical that there are sufficient funds and other resources to support the implementation of these laws and policies. This includes funds to hire specific gender experts as well as educating all US foreign service, development, and military professionals about this policy framework. This means everything from equal access to development assistance for women and men, to increasing the number of women in security forces abroad by funding slots for women in professional foreign military education. This all costs money and takes time. The US government, both the executive and legislative branches, must be willing to put the needed resources toward this new way of doing business.
Example: Successful and lasting initiatives are backed by resources. The U.S. President's Emergency Plan for AIDS Relief (PEPFAR) is widely considered the most consequential initiative ever launched against HIV/AIDS. Through 2017, the United States had spent more than $70 billion on PEPFAR activities, dwarfing that spent by other donors to eradicate HIV/AIDS.
UTILIZE TECHNOLOGY
The use of technology, from social media to online banking, is transforming the lives of millions of people in developing and high-risk parts of the world. It can deliver information, connect people, and close gender gaps in information and employment. Like any other tool, technology used for foreign policy will not be as efficient or effective without planning that ensures a diverse set of users has access to the technology and frameworks that collect usable and informative data.
In the foreign policy arena, technology can help us gather data and information and analyze it in a way that informs policy decisions. This can encompass the use and collection of both macro-level data (i.e., about changes caused by climate change) and micro-level data (i.e., about the incidence of violence).
Example: New technologies have been used by the government through the Presidential Innovation Fellows program, which makes it possible for technologists to take on temporary projects within government to help agencies take advantage of technological advances.
We are at an inflection point both within the United States and in the world. Rethinking U.S. foreign and national security policies is critical to restructuring the role of the United States as a global leader and to creating a safer and more stable world. These policies will be more effective if we infuse them with the principles outlined in this paper. This paper provides a road map for those within the U.S. government to operationalize a feminist foreign policy.
Women Must Be Part of the Afghan Peace Process
Under : Diplomacy, Gender Equality, Peace, Security
Afghan women are leaders. They are central to building strong Afghan institutions and legal frameworks and creating opportunity for all Afghans. The current U.S. peace envoy, Ambassador Zalmay Khalilzad, would be well served to call on them, and their expertise, as he seeks an elusive peace in Afghanistan.
As part of any dialogue and debate about the future of Afghanistan, it is critical that the Afghan government, and Afghan citizens, be genuinely engaged in the process. This is not a process that should be reserved for the United States, some Afghan politicians, and the Taliban.
Broadly speaking, engaging Afghans means ensuring that there is genuine consultation with those who comprise today's Afghanistan: men and women, young and old, people from every ethnic group and sector of society. Afghan power brokers have a role to play but they aren't the only voice that must be heard. The Taliban do not represent the majority of Afghans, and their efforts to be seen as modern, and moderate, are questionable. For example, reports are that in districts controlled by the Taliban today, girls' secondary schools are not operating and women cannot go to markets on their own.
Afghan women have made tremendous strides based on international investments and their own tenacity and agency. They are not victims, but leaders and change makers. They have been at the forefront of building a strong economy and a broad-based education system, and promoting the leadership of women across sectors.
It is critical that Afghan women are fully engaged and that their experience, talent, and expertise is brought to bear on all parts of the Afghan peace processes. To date, Afghan women have been generally excluded from the current talks. In a hopeful sign, earlier this week in Kabul, Khalilzad met with representatives of the Afghan Women's Network, a coalition of 125 women's rights organizations. At that meeting, he said that "women must be at the table during all negotiations about peace and Afghanistan's future." This is in line with the mandate of the Women, Peace and Security Act of 2017 which recognizes, as a matter of U.S.policy, the importance of women's roles in peace negotiations and conflict resolution.
Research demonstrates that when women are engaged in peace talks, a peace agreement is 64 percent less likely to fail. The meaningful inclusion of women in peace processes increases by 35 percent the probability of an agreement lasting at least 15 years. This is in contrast to the overall durability of agreements that end conflict, with peace lasting only five years on average once conflict ends.
Engaging women in the peace process is about more than institutionalizing the tremendous progress Afghan women and girls have made. Although, the legal status of women and statistics are impressive. Increased access to education for girls is one of the most significant achievements since the defeat of the Taliban. Fifteen years ago, fewer than 5,000 girls were enrolled in primary school. Today, estimates are that three million girls are in primary school. Secondary schools have graduated at least 120,000 girls, and at least 15,000 have completed college. 36 percent of teachers are women. 6,000 women are judges, prosecutors, defense attorneys, police officers, and soldiers. In government, as of early 2019, women hold 69 of 249 seats in parliament. Of 25 government ministers, four are women. Twelve of the 63 members of the Afghan High Peace Council are women. About 3,000 businesses in the country are owned and operated by women entrepreneurs.
Engaging women in the peace process is about tapping the expertise and legitimacy of Afghan women. These women have expertise in creating jobs, building a strong legal framework, and engaging large groups of Afghans in dialogue. For example, the Afghan Women's Chamber of Commerce and Industry brings together women business owners from different sectors to advocate for legal reforms that open economic opportunities. Women for Afghan Women runs shelters for those who have been subject to gender-based violence and helps them navigate the legal system.
These women, and many more like them, have been involved in building their communities for years. They understand the situation on the ground in a way that is critical to a peace agreement that protects the rights of women and girls, and also reintegrates Taliban fighters and their sympathizers into the fabric of Afghan society
A stable, prosperous and secure Afghanistan is critical for everyone. Afghan women must speak for themselves, and for their fellow citizens, as part of the current dialogues.
From Mongolia to Washington, DC: Engaging Emerging Young Leaders
Under : Diplomacy, Impact, Leadership, Networks
People-to-people exchanges are more important than ever before in these times of global transition and turbulence. They are a proven public diplomacy tool. Studies show that exposure to other cultures fosters understanding, creativity and innovation. Exchanges help develop and deepen people-to-people ties and connections across political systems, cultures and countries. They create personal bonds and promote understanding, and they provide an opportunity to meet each other face-to-face, rather than through the lens of media reporting or governmental biases.
The US-Asia Institute (USAI) has almost 40 years of experience conducting people-to-people exchanges. USAI founders were part of the American contingent that traveled with Deng Xiaoping on his historic visit to the United States in January, 1979. Since then, USAI has organized and participated in hundreds of exchanges between the U.S. and China, Japan, Indonesia, Singapore and Malaysia.
So it was natural fit for USAI to initiate a five-year leadership and democracy training program for emerging Mongolian leaders and elected officials. The purpose of this new initiative, the IMPACT Leadership Exchange & Training programs, is to empower participants with skills and knowledge to engage in and take on leadership roles in democratic and electoral processes, as well as civil society, through a series of exchanges featuring training workshops in Washington, D.C. and Ulaanbaatar, Mongolia.
For participants, exchanges are an opportunity to learn new skills and develop networks of experts and colleagues to call on for advice, support and friendship when they return home. For Americans, the exchanges give us a glimpse of another culture and help us identify similarities as well as differences in our systems and structures. For U.S. policy makers, they introduce us to people who will most certainly lead their country in the future.
The IMPACT program was developed by USAI in collaboration with the Her Excellency Battsetseg Shagdar, Non-Staff Advisor to the President of Mongolia, who set out to create a program to cultivate the traditions of participating in and the knowledge about democratic governance in Mongolia's young democracy of only 28 years.
The result is an intense IMPACT training schedule. USAI will organize and host seven delegations a year. Once a year, a delegation led by the USAI will travel to Ulaanbaatar to train 100 emerging women leaders.
In July, the USAI received the inaugural cohort of nine Mongolian emerging leaders. The delegation participated in a Government 101 briefing to learn about the U.S. system, engaged with young American leaders, participated in an interactive discussion on the rights and responsibilities of citizens in a democracy, heard from a panel on the role of political parties in the U.S., and met with Representatives Dina Titus and Don Young, Co-Chairs of the Congressional Caucus on Mongolia, and Representative Peter Roskam, Co-Chair of the House Democracy Partnership.
The group also toured the Capitol, the Library of Congress and the Supreme Court and received in-depth briefings on the history of the U.S. Congress, the role of the three branches of government and the balance of power between them, the U.S. judicial system, and election processes.
They also participated in some hands-on leadership development. Delegates spent an afternoon strategizing about skills they need to develop as effective leaders. The group was focused on how to motivate others and encourage them to participate in public life. We discussed the importance of having a vision to guide work and help people see how they fit into a larger picture. Communication skills were also important, and most of the group members (like most people everywhere) wanted to sharpen public speaking skills. At the same time, group members focused on how to effectively communicate their own personal vision, so their audiences are able understand the underlying issues and goals behind that vision.
After an intense event, it's easy to move on to what's next. But, it's also an opportunity to reflect on lessons learned and takeaways. Here are some of ours:
Exchanges have exponential impact: Delegates reported that they intend to "pay it forward" by taking what they learned during their IMPACT training about becoming a leader, speaking in public and working with the media to better communicate with the public back to their colleagues in Mongolia. Some delegates also expressed a wish to create a nonprofit focused on grassroots organizing to help get out the vote during elections.
Exchanges are a forum for shared learning: Globally, we all face complex challenges to growth and stability, whether addressing job creation, political empowerment, or the development of important government services. Exchanges are a two-way street. While the Mongolian delegation learned from the Americans they met, we also learned about Mongolia, its particular structure, and its unique challenges. This experience of engaging with others gives us all a sense of a shared humanity and that we can — and must — learn from each other.
Exchanges build a commitment to shared values: Democracy works best when we have leaders with vision, foresight and the ability to bring others along with them. These types of exchanges help build those leadership skills, and an understanding that we are all in this together.
These takeaways demonstrate why people-to-people exchanges are a valuable public diplomacy tool and important to USAI's mission to create understanding between the people and governments of the U.S. and those of Asian nations. Though this was the first IMPACT delegation, we hope that it will in fact have a lasting IMPACT by strengthening democratic engagement in Mongolia.

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Encuentra asistencia y herramientas específicas para tu Samsung Galaxy Note8 en Internet.
If any app on your Note8 is freezing or running slower than usual, clearing the app cache will free up some memory and may solve the issue. Mira este video para ver cómo hacerlo.
Here's info on backing up and restoring app data on your Galaxy Note8.


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Home/World/List of world's most expensive cities altered by war in Ukraine
List of world's most expensive cities altered by war in Ukraine
Margaret SharonDecember 2, 2022
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The list of the most expensive cities to live in, compiled annually by the London-based Economist Intelligence Unit as part of a worldwide survey of living costs, is particularly clear this year of the effects of war. Great changes were seen as In Ukraine
Moscow and St. Petersburg, among Russia's most populous cities, saw the fastest growth in the ranking of any city. Moscow moved from 72nd position last year to 37th in 2022. On the other hand, many cities in Western Europe became less expensive, as currencies and economies weakened, even as gas and electricity prices rose as a result of the war. Kyiv, the capital of Ukraine, was not included in this year's list.
The usual suspects are New York and Singapore at number one, a rank due to high incomes and a strong US dollar. Tel Aviv, which topped the list last year, moved to third place, with Los Angeles and Hong Kong tied for fourth.
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The 2022 edition compares the cost of living in 172 cities, analyzing the prices of more than 200 goods and services, including rent, utility bills, household goods and groceries. The survey documented an 8.1 percent rise in global inflation over the past year: the highest recorded since the EIU began tracking nearly two decades ago.
5 Issues Behind the Global Cost of Living Crisis
Economists look at the global costs of the war in Ukraine as well as the complex effects of ongoing Covid-19 restrictions in China, other impacts of the pandemic, supply chain issues, climate change and inflation itself. Also stated.
Upasana Dutt, who led the survey of life this year and last, said the war in Ukraine is one of two main factors, along with the epidemic.
"What we're seeing is a disruption in the supply chain and that's only because of the war," he said. "If there had been no war, this kind of upheaval would not have appeared. It will be much more limited."
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Dutt said that as pandemic restrictions eased, increased demand for goods offset persistent disruptions in the supply chain, leading to higher inflation levels. Western sanctions on Russia "have exacerbated the impact on the supply of goods everywhere."
The report documents this effect in other European cities, where efforts to reduce dependence on Russian energy have resulted in gas and electricity prices rising by 29 percent in some areas, compared to a global average of 11 percent.
Worldwide, utility bills have risen an average of 11 percent, and car prices have risen an average of 9.5 percent in local currency terms, according to the EIU. According to the report, the highest price increase is for one liter of oil, which has increased by 22% on average.
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European cities Luxembourg, Stockholm, Brussels, Lyon, France; and Manchester, England; Five of the 10 cities that fell the most in the rankings this year — the result of weakened economies due to the energy crisis.
In the United States, 22 cities moved up in the rankings after prices rose sharply. Cities including Atlanta, Charlotte, Indianapolis, San Diego, and Boston all saw large increases in the cost of living rating — among the 10 largest such increases recorded globally.
While inflation has risen sharply in Istanbul, Buenos Aires and Tehran, the highest inflation rate was recorded in Caracas, Venezuela, where the cost of living rose 132 percent over the past year.
The report expects some relief in 2023, if commodity prices "decline sharply", unless the war in Ukraine escalates.
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Belmont, MA – First Choice Loan Services Inc.
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NEIL CORNRICH & NC SPORTS: MANAGING THE CAREERS OF PROFESSIONALS IN THE SPORTS INDUSTRY
SEARCH NEILCORNRICH.COM
Nate Ebner's remarkable journey to NFL
Nate Ebner had no doubts about his chances to make the Patriots' roster after being pick No. 197 in April's draft.
By Kaitee Daley
Patriots rookie safety Nate Ebner didn't take the traditional route to the NFL. In fact, he never ran one route in high school football.
The quiet, bearded guy with kind dark eyes and a body built to hit people is still learning the game, with three tackles in his first seven games. But if his past is any indication, it won't be long before he makes an impact.
Ebner took his early love of rugby, a sport his father taught him growing up in Ohio, and translated it to a starring role on the United States U-19 and U-20 national teams. Then, without any high school football experience, he walked on at Ohio State and eventually earned a scholarship on special teams. And though no one was projecting an NFL future for Ebner, he dominated his pro day and got drafted in the sixth round.
How does one go from MVP of the rugby World Cup to Ohio State football and an NFL roster spot? It started with a simple promise to get a degree.
When Ebner got to Ohio State, his athletic prowess and academic responsibilities tugged him in different directions. Touring on the international rugby circuit wasn't conducive to classes and homework, and there was something about football -- particularly the promise of playing for the team he grew up watching -- that drove Ebner to try out.
Ebner's first love was rugby, but the sport's skill set has served him well in his latest calling.
"Walking on was a big step for me, not playing football in high school. I was sticking my neck out there …" said Ebner, who at 6-foot, 210 pounds had the size to play.
Ebner talked to his father, Jeff, about his new goal. But tragedy would keep his dad from seeing his son's football dreams realized. In November 2008, Jeff was killed during a robbery at the family's auto-salvaging business.
"It was real hard for me. I mean my dad and I were best friends," Ebner said.
Ebner channeled his anger and reeling emotions into Buckeye football.
"It was a distraction because I could put all my energy into it and focus on it," Ebner said, "as much as a distraction as you can have from something like that."
Ebner's father, a former college rugby player, pushed his son to finish strong in whatever task he took on. When Ebner's aunt came across rubber bracelets bearing the "FINISH STRONG" message in bold white lettering, Ebner and his support system, including many of his Ohio State teammates, started wearing them as a powerful reminder. The words stretch across Ebner's wrist at every practice and game.
It was his ability to finish strong that caught scouts eyes on Ohio State's pro day. Ebner logged a 4.55 40-yard dash, 4.04 shuttle and 6.59 three-cone drill. Though he had played just three defensive snaps for the Buckeyes in 2011, the Patriots' track record of turning under-the-radar athletes into NFL success stories wasn't lost on Ebner's backers.
"Before I even knew anything about the Patriots I had people telling me I would be a good fit in a place like New England," Ebner said. "When I found out I was coming here … I can't put it into words, it was awesome. A dream come true."
Ebner was taken with the 197th pick in the 2012 NFL draft, by no means a lock to make the Patriots' roster -- to the outside observer. Ebner, on the other hand, expected nothing less.
"Obviously it was my goal to make the team. Why else would I be here working as hard as I can?" Ebner said. "So when I found out [I made it] it wasn't really a big thing where I was excited and celebrating, it was just what I came here to do."
Being a 23-year-old rookie has its perceived challenges -- new town, teammates, playbook. But the rugby-phenom-turned-NFL-special-teamer is taking a pragmatic approach to his first season.
"I just think about what I want to do every day -- make an impact and be productive for the team and obviously earn the respect of the guys," Ebner said.
The respect, it seems, has already been earned.
"It's pretty impressive to make it here," captain and four-time Pro Bowl guard Logan Mankins said of Ebner. "He's been a good addition to the team. Hard worker. Does everything the coaches and other players ask of him."
Even fellow rookies sense Ebner's natural leadership. "He learns quick so sometimes I might have a question and instead of asking a veteran I can ask Nate and depend on him," first-year safety Tavon Wilson said.
Lately, the Patriots have had to depend on Ebner for more than just special teams play.
Injuries in the Patriots secondary have led to increased defensive snaps for Ebner. And it hasn't been easy -- he had a good look at Russell Wilson's winning 46-yard touchdown in the Patriots' Week 6 loss to Seattle. But the rookie workaholic already has the perspective of a veteran.
"That's part of the sport. They're good athletes on the other side of the ball -- they get paid, too," Ebner said of on-field gaffes. "So, you just kind of swallow it and have a short memory when it comes to that stuff."
By developing rookies like Ebner and getting consistent play from their veterans, the 4-3 Patriots are hoping to do something Ebner's proven quite good at.
Finishing strong.
Posted by NC Sports on Thursday, October 25, 2012
Labels: nate ebner, NC Sports Athletes in the News
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1 . INFORMATION SECURITY POLICY
Dar Al Riyadh (Group) has established an Information Security Policy (ISP) which supports the strategic aims of the business, and is committed to maintaining and improving information security within the business and minimising its exposure to risks. It is therefore Dar Al Riyadh (Group's) Policy to:
Ensure the confidentiality of corporate, and client information;
Protect sensitive information (however stored) against unauthorised access;
Maintain the integrity of all information;
Ensure the availability of information, as required;
Provide information security training for all staff;
Ensure that the expectations and requirements of all interested parties, in relation to Information Security, are met;
Make information available to authorised business processes and employees when required;
Meet all regulatory and legislative requirements;
Produce business continuity plans for business activities that are regularly maintained and tested;
Ensure that all breaches of information security, actual or suspected, will be reported to and investigated by Dar Al Riyadh Top Level Management and opportunities for improvement will be identified and acted upon.
Comply with the requirements of ISO 27001 for information security; and
Communicate and provide this policy statement to all stakeholders through our website and upon request.
This Policy is dynamic and includes a commitment to continual improvement through a process of incident reporting, risk assessment & regular internal audits. It complements the requirements of ISO 9001:2015, ISO 14001:2015 & ISO 45001:2018 Management Standards, and provides a framework for establishing and reviewing security objectives.
This Policy covers both the information provided by a person in order to engage with Dar Al Riyadh, as well as information automatically obtained by using Dar Al Riyadh services such as, but not limited to, IP Addresses, Location, devices used, etc…
Top Level Management are responsible for communicating the Group's Information Security Policy and making sure it is understood at all levels within the business
This Information Security Policy (the "Policy") has been developed to clearly set out the strategy, aims and objectives of Dar Al Riyadh (Group) in relation to information security and to demonstrate its commitment to reaching these objectives. We may use cookies in our sites to improve the user experience and track performance and utilization of our services. We may also use 3rd party services such as Google Analytics for the same purpose
3. Who does this Policy apply to?
This Policy applies to all employees (permanent or temporary) sub-contractors, suppliers, visitor's clients and all 3rd party users who may have access to all information that is stored in or on the Dar IT systems / servers, or available in other formats. Information Security is applicable to all offices, locations, systems, processes. This document may be distributed to third parties and auditors as necessary
4. Information Security approach
Dar Al Riyadh is committed to keeping information secure. For this reason, Dar Al Riyadh is committed towards maintaining our ISO certification
ISO certification requires Dar Al Riyadh to have a set of policies, procedures, guidelines and controls in place to systematically manage our information assets (collectively known as "Information Security"). Information Security is applied to information on people, processes and also to physical assets, such as IT systems and mobile devices. The goal of Information Security is to minimise risk and to ensure business continuity by pro-actively limiting the likelihood and impact of an information security breach.
Dar Al Riyadh uses Information Security to manage issues that are relevant to our business, as set out at paragraph.
5. Importance and Objectives of Information Security?
Information Security has many objectives and advantages, including but not limited to: –
Achieving and maintaining ISO: 27001 certification standard by November 2021
Ensuring Senior Management support the importance of Information Security;
Establishing regulatory compliance (with data protection laws) and best practice alignment;
Ensuring that security roles and responsibilities are defined and appropriate;
Developing and maintaining a suite of relevant, usable and effective security policies;
Implement, operate and continually improve an effective and measurable security strategy
Achieving a clear and consistent view of security risks within the business;
Providing regular and communication to the business in relation to Security and Information
Provide information, instruction and training to all employees and contractors
Ensuring developed software and systems are engineered securely and to sufficient quality.
All server based applications both accessed by a browser or a specific client software
All other client applications provided by Dar Al Riyadh
6. What is Information Security applied to?
Information Security is applicable to all offices, departments, locations, systems, processes and personnel who use or access information assets in the provision of services that include
Installation, repairs and general building maintenance (including reactive) of all contracts in the retail, commercial and construction industry sectors
Dar Al Riyadh applies Information Security to the following assets:
Desktops, laptops and any client operated devices – remote VPN or login
Servers, appliances and network infrastructure.
All server based applications both accessed by a browser or a specific client software.
All mobile applications.
All other client applications provided by Dar Al Riyadh.
7. Information Security Roles and Responsibilities
Dar Al Riyadh has identified who is responsible for fulfilling Information Security requirements. These are set out in the HSEQ-MS and are as follows: –
Group Directors
IT Director (Group)
IT Operations Team
We may share information with 3rd parties only in the following cases: –
As required to comply with legal processes
When we believe in good faith that disclosure is necessary to protect our rights, protect your safety or the safety of others, investigate fraud, or respond to a government request
To our trusted service providers who work on our behalf, do not have independent use of the information we disclose to them, and have agreed to adhere to the rules set forth in this statement or have signed a non-disclosure agreement with us.
If we are involved in a merger, acquisition, or sale of all or a portion of the company
8. How Information Security Manages Risks to Business
Information Security keeps confidential information held on Dar Al Riyadh systems protected at all times using all reasonable measures based on the market's best practices. Information Security allows Dar Al Riyadh to be engaged on and aware of cyber-attack risks, given its place in the market, including measures to ensure the continued control and security of technical assets in the field. Information Security helps Dar Al Riyadh more readily identify risks and issues that are relevant to the organisation and allows for prioritising, assessing and remedying these on an on-going basis. We will retain the information provided as long as that information is necessary to continue the engagement between the user and Dar Al Riyadh and as long as necessary afterwards to comply with legal and regulatory statutes. You may request that your user data be deleted by sending an email to privacy@daralriyadh.com and we will respond within a reasonable time. Note that some or all the data provided may be required and not eligible to be deleted in order for the application to work properly or due to legal requirements.
9. Data Protection Act (DPA) and General Data Protection Regulation (GDPR)
A critical objective of Information Security is compliance with the DPA and GDPR. Those subject to this Policy shall comply with Dar Al Riyadh (Group's) 'Data Protection Policy'. Failure to do so may result in disciplinary action
We do not provide services and knowingly solicit data from or market to children under the age of 13. Parents or guardians may provide information of their children in order to obtain services from Dar Al Riyadh such as medical insurance or visa issuance. If you think we have collected personal information directly from a child under the age of 13 through any of our systems, please contact us immediately by email at privacy@daralriyadh.com.
10. Acceptable Use Policy
Those subject to this Policy are required to adhere to the Dar Al Riyadh 'Acceptable Use Policy' which outlines the principles that govern use of Dar Al Riyadh systems, services and equipment (e.g. laptop / phones). Failure to do so may result in disciplinary action as per clause 11
11. Non-Compliance
Anyone subject to this Policy who is found to have violated it, may be subject to disciplinary action, including termination of employment, and termination of contract services.
12. Policy Review
This Information Security Policy (and all other organisation policies unless otherwise stated) shall be reviewed on at least an annual basis by the Group IT Director
13. Top Level Management Approval and Commitment
Dar Al Riyadh Top Level Management commits to the Information Security Policy and endeavors to provide the necessary input, feedback, assistance and resource to provide continued delivery and continual improvement of successful Information Security.


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REX NELSON: High expectations for 2022
By Derek E. Pemberton on	 January 2, 2022 War memorial
Here are some of the things I would like to see happen in our state in 2022: I would like to see Governor Asa Hutchinson devote his final year in office to economic development. On his first day as governor, Hutchinson spent several hours calling business executives asking them to consider investing in Arkansas.
In this eighth year in office, Hutchinson thankfully only has one budget session of the Legislature to deal with, not last year's free-for-all general session, a session that has gotten wildly out of control and has become the worst of my life. . Arkansas is well positioned for serious economic gains in 2022, and the governor should focus on securing deals.
I would love to see the voters of Arkansas say they are fed up with the Know Nothings in the legislature, those boisterous members who play with the social media crowd rather than do the hard work of putting together a state budget. effective. Fortunately, a few of the worst offenders show up for jobs statewide and are sure to lose.
Meanwhile, business leaders are raising money to take out other Know Nothings in their party primaries. An encouraging sign came during last month's special session when their colleagues showed much more courage than they had done earlier in the year. They refused to let the Know Nothing point the state ship in the wrong direction.
I would love to see Sarah Huckabee Sanders have the maturity to realize that her cynical calls for out-of-state money from ever-gullible Trumpians have worked and that she no longer needs to lead these silly social wars on Twitter. She has more than enough funds to be our next governor and can now focus on how best to unite the Arkansans and increase the state's per capita income after taking office in 2023.
If Sanders is as smart as I think she is, she will treat 2022 like a graduate seminar, learning as much about Arkansas, its history, and its people as possible. It will show that she really wants to be a great governor. If the social media culture wars continue, however, it will prove that his interest is in making money and playing the national political game after he leaves office. What a wasted opportunity that would be.
I wish the mayor of Little Rock, Frank Scott, would realize that he can't just listen to three or four people. Scott has the talent to point the largest city in the state in the right direction. It's time for him to convene a summit of the city's private sector leaders and listen to their suggestions.
The rise of northwest Arkansas is one example of the fact that places are not built solely by the government. The private sector must be involved. It takes cooperation. Scott must ask these people how best to get them to invest additional capital in the capital and then remove government barriers to private sector growth.
I would like to see more landowners become partners in the quail habitat restoration efforts undertaken by Quail Forever and the Arkansas Game & Fish Commission. Quail hunting was once an integral part of the state's culture. Current efforts, which are starting to bear fruit, will not only lead to the return of bobwhite quail, but will also help songbirds and pollinators.
Either we want it to be the natural state or it's just an advertising slogan. God has blessed us with enormous natural resources. It's time to protect and restore them.
I would love to see members of the University of Arkansas and Arkansas State University systems boards realize that an annual Razorback-Red Wolf football game at Little Rock's War Memorial Stadium can be the centerpiece of a weekend festival featuring all things Arkansas.
There may be an associated food and wine festival, concerts by Arkansas musicians, and more. This will provide the people of Arkan with something to look forward to each year and will also help university systems promote their various institutions – both four and two year schools – at a time when we need more people to get there. diplomas.
Selfishly I would like to see more Arkansans subscribe to this newspaper. We're pretty much the last man standing when it comes to newspapers that attempt to cover news, business, and sports in every county in a state. A strong statewide newspaper can serve as a unifying force and a necessary government watchdog, but we need to have your subscriptions to do it.
Please consider giving memberships as a gift to friends and family. The Arkansas government has never had a greater need for snooping journalists than it does today.
I would like us to stop ransacking this state. Let's create dozens of new Keep Arkansas Beautiful affiliates with thousands of volunteers who pick up trash, plant wildflowers, and do other things that improve our quality of life. Outside of the state's natural beauty, the things that strike me the most when I travel to Arkansas every week are the garbage in the backyards and the garbage along the freeways. Some days I want to put the car on the side of the road and cry. We can do better.
I would also like us to do a better job of keeping the state streams clean. We have an abundance of rivers, streams and bayous. We have polluted and channeled too much. Later this year, we will celebrate the 50th anniversary of the designation of the Buffalo River by Congress as the first national river. This anniversary will be a good time to convince groups and individuals across the state to embrace other trends. AGFC has a program called Stream Teams which can facilitate such efforts. If we are the natural state, we should have the strongest such program in the country.
I would like those who make politics to stop starving our higher education institutions. In the knowledge-based economy of the 21st century, we need to have more people with an associate's degree from any of the state's 22 two-year schools or a bachelor's, master's, or doctorate from the state. one of its four-year colleges or universities. . We will not increase per capita income until this happens.
I would love to see the remaining small daily and weekly papers across this state thrive with the handful of radio stations that still focus on local news. Democracy in Arkansas is suffering without media watchdogs in all 75 counties. These are the people who oversee school boards, city councils and county quorum courts. Here at the Democrat-Gazette, we cannot cover everything.
I would love to see Little Rock's business and city leaders develop a coordinated plan to restore Capitol Avenue. It should be the largest boulevard in Arkansas, a beautiful, busy street leading to the Steps of the State Capitol.
Much like it was when I wrote about this a year ago, it's more of a route filled with sticky surface parking lots and empty buildings. It's time to better market these buildings while adding landscaping, lighting, banners, etc.
I wish Hot Springs business and city leaders would put that same kind of emphasis on Central Avenue. Nothing is still happening where the Hotel Majestic once stood. We are still waiting for the Arlington and other downtown hotels to renovate. The Former Army and Navy General Hospital, DeSoto-Howe Building, Dugan-Stuart Building, and Former Velda Rose Hotel are still empty.
With more and more people choosing vacation spots that don't require air flights, now is the time to thrive for Hot Springs, as it is easily accessible by car for those who live in the Dallas-Fort Worth Metroplex. . But as you can see, Hot Springs has a lot of work to do.
I would love to see the growing number of wealthy people in Benton and Washington counties look east to Eureka Springs in Carroll County and invest some money in this unique Arkansas attraction. Eureka Springs has a authenticity that a place like Branson, Missouri cannot touch. It just needs big capital investment to polish the jewel.
Rex Nelson is editor-in-chief at the Arkansas Democrat-Gazette.
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Home > News > Private wealth management – philanthropy
Private wealth management – philanthropy
07 July 2020 | Clare Hopkins
An increasing number of our high net worth clients are asking themselves whether the right policy is always to pass as much wealth as possible to the next and following generations. Certainly, most people would not want to condemn their family to poverty. However, there is also an increasing view that passing down too much wealth can rob future generations of the incentive to make their own way in the world. In some circumstances inherited wealth can be a curse rather than a blessing.
This philosophy has given rise to an increasing trend towards charitable giving, or to give it its Victorian term (which appears to be back in vogue), philanthropy. Most people would rather see their money spent on causes they support and have chosen, rather than going into a general government "pot". And of course, charitable giving carries with it often generous tax incentives, e.g. 100% Inheritance Tax relief.
So, how do you go about it? There are really three choices:
This is the simplest form of charitable giving. Just make a large donation to your favourite charity. However, most people do this without giving it much thought. They think they know what a particular charity does, but do they really? We advise donors to look at the websites of the charities they have in mind and check on current policies and projects. There are also a number of independent review bodies which publish reports online. Most charities will be happy to accept large donations which are conditional on use for particular purposes within their general range.
Intermediary giving
If you intend committing a generous but not substantial sum to charity, you may consider putting the sum in the care of an intermediary charity such as the Charities Aid Foundation (CAF) or a charity in your local area. You can then direct the onward use of funds by a variety of methods ranging from the CAF "cheque book" account to a dedicated fund held under the umbrella of the intermediary charity and directed by the donor or chosen representatives. Intermediaries inevitably have to charge for their administrative work, but this is often more economical than setting up a bespoke charity.
Bespoke charity
Understandably, substantial donors often wish to set up the "Smith Family Charitable Trust", and on many occasions that is the correct thing to do. However, it must be understood that charities carry with them an administrative burden. Meetings must be held, records and accounts properly kept and annual returns to the Charity Commission made. All this takes time and costs money, the latter detracting from the amount of help which can actually be given to good causes. Donors should think very carefully before setting up bespoke charities, to ensure that they are not just creating an "administrative millstone". For a bespoke charity to be worthwhile, its endowment should be substantial, six figures at least. Below that an intermediary charity solution may be preferable.
You can use your Will to make gifts to charity. If you give 10% or more of the taxable part of the estate (ie after inheritance tax exemptions) to charity, the tax rate on the remainder is reduced from 40% to 36%. Although this will not result in your other beneficiaries receiving more overall, it will at least reduce the rate of tax on that part they do receive. So, if you are contemplating substantial gifts to charity in any event it is worth bearing this in mind.
Specialist private wealth solicitors
At Gregg Latchams we can help you make the right choices about your philanthropic plans. We can help direct you to suitable intermediary charities, we can advise you on tax incentives and we can help you establish bespoke charities by lifetime trusts or by Will. To find out more please call 0117 906 9400 or email enquiries@gregglatchams.com
By Clare Hopkins
Director & Head of Wills & Inheritance
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September 2017 - Event Journal Inc. - Event Journal Inc.
Annual events build community and raise critical, unrestricted income. But how can an organization effectively set sponsorship levels, predict revenue and plan for income?
If this is a new event, start with a little research into organizations of a similar size and geography. What types of sponsorships do they offer for their events? You'd be surprised how much information is available online. While it's hard to determine if their event fundraising goals were actually met, it can still be a good indication of what your specific market will bear.
Katherine DeFoyd, Founding Partner of Growth for Good, a nonprofit consulting firm advises that 80% of your income will likely come from 20% of the top prospects. DeFoyd recommends creating a chart, such as below, to calculate how many gifts are required at each level to meet your organization's goal.
DeFoyd advises, "It is critical to identify at least three prospects for every gift needed at every level." Each identified prospect must possess either a previous history of giving at the desired level or a close personal relationship with one of the event honorees, chairs, or board members.
Be very clear and specific in the way you establish your sponsor levels. The highest levels with the most benefits should be promoted first. Try to offer some kind of unique, value-added benefits for top-level sponsors – something that will tie in with their business objective. At every level, benefits should be clearly spelled out. You may also wish to offer advertising alone, for those who wish to support your organization, but cannot attend the event. There should also be a level available for young professionals — a great way to cultivate young donors.
Remember to reach out to all past attendees, even if they attended to support a specific honoree. Your organization's mission may have resonated with them and they may wish to stay involved. So don't assume otherwise and pass them over.
When it comes to fundraising, who wouldn't like to have a few secret powers? The power of absolute persuasion, the power of duplicating money, to name a few.
Some of you may have grown up watching the TV show, Bewitched, or its reruns. Others may be familiar with the 2005 movie of the same name. Bewitched arrived on TV sets back in 1964 and ran for eight seasons. It starred Elizabeth Montgomery as Samantha Stephens, a witch who falls in love with and marries a mere mortal, named Darrin. Samantha's "power" poses a problem for Darrin and seems to cause him emotional discomfort. He makes Samantha vow not to use her powers. But, of course, she can't quite help herself.
It's no surprise that the strength of Samantha Stephens struck a chord with many people, especially women. Samantha always accomplished her goals, no matter how ridiculous her methods may have been. Bewitched enjoyed high ratings and sitcom longevity with its zany, yet resonating message.
How does this possibly connect to our mission as fundraisers?
Recognize and tap into what makes you unique. Samantha played down her natural abilities to appease her husband, but always managed to assert her power and individuality in the end.
We all have "secret powers" – things that come easier to us than others. Uncover these talents in yourself and your team members, and then figure out how to monetize them.
Be bold like Samantha! Engage donors with novel approaches deploying the best team asset for the particular challenge of each ask.
Make it look effortless – like Samantha's cute little twitch of the nose. When you employ your special talents with the challenge at hand, getting to the "yes" can be magical!
Be proud of what you bring to the development team at your organization. No one does or sees exactly what you do or works it quite like you. Own it! See the special talent in each teammate, as well, and let them put it to work. Achieving "power"ful fundraising results may be just a nose twitch away!


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