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Biography – LECOURT, JOSEPH-PIERRE-MICHEL – Volume XIV (1911-1920) – Dictionary of Canadian Biography
LECOURT, JOSEPH-PIERRE-MICHEL (baptized Pierre-Joseph-Michel), architect and office holder; b. 5 Sept. 1824 at Quebec, son of Pierre-Michel Lecourt, a sailor, and Julie Defoy; m. there 15 Nov. 1848 Marie-Eulalie Pâquet, and they had two sons and at least four daughters, one of whom married Joseph Tassé*; d. 10 March 1913 in Ottawa.
Joseph-Pierre-Michel Lecourt studied at the Séminaire de Nicolet from 1840 to 1844, and then trained as an architect and engineer with Frederick Hacker, a British architect living at Quebec. When he was 21 he began practising his profession there, but he continued his apprenticeship until 1846, when his master died. He probably was working at that time with Edward Staveley, Hacker's compatriot and last partner. In 1848 he went into partnership with the Irish architect Goodlatte Richardson Browne, but he left four years later to work for the government of the Province of Canada. This job took him to Toronto in 1855. Lecourt later drafted a number of plans for the city of Quebec during the mayoralty of Hector-Louis Langevin*, and gained renown through a few architectural projects. In 1865, when parliament moved to Ottawa, he followed suit.
Lecourt's neo-classicism, especially in his earliest works, shows the influence of his association with architects trained abroad. This style was characteristic of the work produced by the firm of Browne et Lecourt, a striking example being the Quebec city hall (1850). It was not until after he had designed the Champlain market (1858) that Lecourt broke away from this tradition and turned towards the less austere Italian Renaissance, which employed the classical idiom in decorative terms. In the ornamentation of the Beaver Hotel, on Rue Saint-Jean (1860), and especially the rich decoration of its elevated terracing and its fenestration, Lecourt made a clean break with the neo-classical austerity of Hacker, Browne, and Staveley.
Among the first neo-Renaissance buildings at Quebec, Lecourt's Ladies Protestant Home of Quebec (1862) stands out. With its massive cornice supported by carved modillions, and its openings of various shapes, this elegant structure is also one of the best examples of Italian Renaissance style in the city. As an architect, Lecourt was guided less by a theory of architecture than by a supply of models from which he took the compositions he adapted to particular projects. The Asile de Beauport (1864), for example, had the more austere image of the urban palazzi, which was better suited to its function as a place of confinement than a country-cottage style would have been. By their subordination of ornamentation to rigorous composition, Lecourt's neo-Renaissance structures stand out in sharp contrast to those of other architects, who would use the style in a more picturesque way. For example, the Saint-Jean gate (1863), which was designed with engineer Charles Maitland Tate, displays elaborate decorative treatment within a symmetrical framework, clearly divided horizontally, so that the structure blends into the urban landscape of the classic city.
In 1873 Lecourt left his position as draftsman at the Indian affairs branch, where he had worked since 1866, and went to the Department of Public Works as the supervising architect responsible for construction in Manitoba. The architectural branch was headed at that time by Thomas Seaton Scott*. Lecourt went to Manitoba where, in the absence of local architects, he strove to implant the federal image. He oversaw government construction and in Winnipeg he himself designed the post office and custom-house (1873), the lieutenant governor's residence (1880), and other tangible signs of the federal presence in the new province. Although Lecourt's professional isolation in Manitoba allowed him to liberate his buildings from the anonymity of Public Works, they none the less began at that time to take on the uniform character of state architecture, more reminiscent of Public Works buildings than of a personal style, as witness his Legislative Building (1880) in Winnipeg.
Upon Lecourt's return to Ottawa in the 1880s, his work slipped back into the architectural branch's collective production. In line with departmental policy, he apparently accepted no further private commissions, and he put his name to nothing but the reports of his inspection, including those he did in New Brunswick, Nova Scotia, and Quebec.
Lecourt may have enjoyed political backing. The invitations he received in Ottawa certainly indicate that he had an influential circle of friends. After being recommended for the position of chief architect for the Dominion of Canada, however, he lost out to Thomas Fuller* in 1881. The political character of appointments in the architectural branch was well known. Perhaps he had made enemies in 1852 by contesting the will of his uncle, Abbé Louis-François Parent*, who had left his property to the episcopal corporation of Quebec. Lecourt had tried in vain to get the corporation's right to receive this property abrogated, an attempt supported by the Toronto Globe and the Montreal Witness.
Lecourt was a skilled draftsman whose training had given him the graphic means needed to develop architecturally original compositions. Only accurate drawings would guarantee faithful execution and ensure that his decisions would be carried out at a construction site where he would not be present. His emancipation from the formal repertoire adopted by most architects in the province of Quebec probably came from his association with European professionals trained to seek out the new rather than to reproduce traditional forms. In their repertoire Lecourt, who was doubtless also inspired by his stay in Toronto, found the wellspring for the work that made him one of those in his profession who were responsible for the urban architectural renewal of the time.
Among the earliest employees of the Public Works architectural branch, Lecourt spent the rest of his life in the post to which he was permanently appointed only in 1908. The length of his career, in spite of governmental reorganizations and political reversals, is worth noting. As an architect, Lecourt distinguished himself, despite the sporadic nature of his work, as a pioneer in Winnipeg and an innovator at Quebec. In Ottawa he showed his talent for church architecture. He is remembered as an accomplished professional, deeply involved in his social milieu, especially with Franco-Manitobans, who praise him as much for his dedication as for his architecture.
Lucie K. Morisset
AC, Québec, Minutiers, Philippe Huot, 3 sept. 1860. ANQ-Q, CE1-1, 19 sept. 1824, 15 nov. 1848; CN1-43, 7 févr. 1862; CN1-53, 20 sept. 1850; CN1-97, 3 juin 1847; CN1-255, 17 avril, 10 déc. 1860; 10 mai 1861; 29 déc. 1863; 18 janv. 1864; CN1-294, 2 oct. 1845, 24 août 1864; M186, J.-M. Lecourt et Tate. Arch. du Séminaire de Nicolet, Qué., F085 (Séminaire de Nicolet). Le Canadien, 25 oct. 1858. Le Journal de Québec, 14, 19 déc. 1848; 21 oct., 14, 18 nov. 1865; 21 oct. 1881. Le Métis (Saint-Boniface, Man.), 26 juill., 23 août 1873. La Minerve, 27 janv. 1869; 6 mai 1881; 20 janv. 1882; 23 nov. 1887; 9 janv. 1888; 19 janv., 10 avril 1893; 2 janv. 1894. Ottawa Evening Journal, 13 March 1913. Winnipeg Tribune, 24 Feb. 1954. Margaret Archibald, By federal design: the chief architect's branch of the Department of Public Works, 1881–1914 (Ottawa, 1983), 6, 12, 17, 36. Directory, Quebec, 1850–58. France Gagnon-Pratte, L'architecture et la nature à Québec au dix-neuvième siècle: les villas ([Québec], 1980). H. D. Kalman, Exploring Ottawa: an architectural guide to the nation's capital (Toronto, 1983). Luc Noppen et al., Québec: trois siècles d'architecture ([Montréal], 1979), 90, 142, 281. A. J. H. Richardson et al., Quebec City: architects, artisans and builders (Ottawa, 1984), 119, 301, 348–51.
Office Holders – Federal Government
Office Holders – Provincial and territorial
North America – Canada – Ontario – Centre
North America – Canada – Ontario – East
FULLER, THOMAS (Vol. 12)LANGEVIN, Sir HECTOR-LOUIS (Vol. 13)PARENT, LOUIS-FRANÇOIS (Vol. 7)SCOTT, THOMAS SEATON (Vol. 12)TASSÉ, JOSEPH (Vol. 12)
TASSÉ, JOSEPH
LANGEVIN, Sir HECTOR-LOUIS
FULLER, THOMAS
Lucie K. Morisset, "LECOURT, JOSEPH-PIERRE-MICHEL," in Dictionary of Canadian Biography, vol. 14, University of Toronto/Université Laval, 2003–, accessed January 20, 2020, http://www.biographi.ca/en/bio/lecourt_joseph_pierre_michel_14E.html.
Permalink: http://www.biographi.ca/en/bio/lecourt_joseph_pierre_michel_14E.html
Author of Article: Lucie K. Morisset
Title of Article: LECOURT, JOSEPH-PIERRE-MICHEL


Geology (1994) 22 (6): 535-538.
Applying critical-wedge theories to foreland belts, in contrast to accretionary wedges of poorly indurated sediments, results in basic problems of physics. One key distinction between these tectonic regimes is the enormous difference in elastic strain energy that can be stored during deformation. Another key distinction is that most styles of fault slip occurring in the upper continental crust involve changes of momentum, in contrast with the stable sliding invoked in critical-wedge theories. Consequently, the mechanics of deformation are fundamentally different for foreland belts as compared with accretionary wedges of sediment.


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Opera (1985)
Directed by: Dario Argento
Starring: Cristina Marsillach, Ian Charlson, Urbano Barberini
Rated: R for Strong Terror and Violence, and a Scene of Sexuality
Running Time: 1 h 47 m
STRENGTHS: Directing, Atmosphere, Pacing
WEAKNESSES: Dialogue, Plot Holes (?)
A young opera singer is stalked by a fan intent on killing the people around her.
Argento has a very unique style, one that either you like or you don't. I belong to the former group; I love Argento's early work. "The Bird with The Crystal Plumage", "Suspiria", and "Deep Red" are all wonderful films. They're full of atmosphere, style, and bizarre killings, like any good giallo film should be. But while I really enjoy Argento, I can see where others might not. He is not the most affluent writer in the world; his dialogue almost always feels uneven. He also has a tendency to make the murders and situations in his movies a little farfetched, sometimes they even come off as funny. It's all a matter of opinion, I suppose- some might see the schlockiness of the films and see them as cheesy and ridiculous. But for me, those bizarre aspects are exactly why I keep coming back to Argento. He's a director that knows how to keep you guessing, even if his films are unpolished and at times they feel cheap or ridiculous. Argento isn't trying to make a realistic thriller that's grounded in reality; he's trying to entertain you. You might think you know what's going to happen next but half the time the actuality is infinitely more absurd than anything you might imagine.
"I think it's unwise to use movies as a guide for reality. Don't you, Inspector?"
Betty (Cristina Masillach, "Every Time We Say Goodbye") is a young beautiful opera understudy for a famous actress in a modern retelling of an opera for Macbeth. When a car outside the opera house hits the famous actress, Betty has to step in as Lady Macbeth and is an instant rousing success. Soon after, a deranged fan begins tormenting Betty, stalking her and murdering the people around her.
I recently had a discussion with an old film professor about Argento films, both of us sort of gushed over him for a while. But when we got down to talking about it, it was said that Argento has never really made a film that is fantastic start to finish. All of his films have scenes that play out marvelously, and other scenes that are executed very poorly. This film is just like every other Argento film; there are moments of brilliance, and moments that make you want to roll your eyes, but overall it's undoubtedly a fantastic thrill ride.
In terms of ranking Argento's films, I think this is my fifth favorite, behind "Suspiria", "Deep Red", "Tenebre", and "Phenomena". This film is considerably faster paced than some of his other movies, but it still has that trademark Argento atmosphere and flair. The music in this movie, just like his others, might feel strange or out of place in a horror film, but its very purposeful and, for me, it works quite well. In this film in particular, there is a lot of opera music- Betty sings in the opera, she listens to it to calm down- so we get a sense that she's at ease around opera music. When she's frightened, instead of using atmospheric tones, Argeto uses heavy metal. As an atmosphere-setting technique it doesn't really work- I don't feel tension from the heavy metal music, but it does say something about how Betty feels. If we hear opera music when Betty is at peace, then heavy metal is pretty much the exact opposite- she's scared. Though it fails to create tension, I actually appreciated the ingenuity used for coming up with the soundtrack.
Another thing I really liked about this movie was how quickly it was paced. I would say within the first twenty minutes we're already shown our first murder, and from there the story is breakneck. Betty's life after she becomes the star of the show is wrought with tension. The murders are, of course, schlocky as can be, and often times are completely unnecessary- they're just there to add to the body count. The first murder, for example, is that of a poor stagehand that wanders upstairs at an inopportune moment; instead of simply walking away, the murderer slaughters the man needlessly. Other murders are carried out simply because the victims have a tenuous connection to Betty. It is slightly silly; but that's Argento for you.
One major plot hole throughout this film is that Betty, though she's oftentimes a witness to the murders happening, never once goes out of her way to call the cops (though she does run into an inspector in a lobby, and then casually tells him about the murder). Instead of confiding in the police, she just runs away, or goes to her boyfriend. Again, it's kind of ridiculous, but that's Argento, and for me, it actually makes the movie better. The ways in which the murders happen are somewhat schlocky. The murderer even goes so far as to tie Betty up and tape needles to her lower eyelids, saying that if she closes her eyes, she'll blind herself. The blood is a vibrant, deep red color that looks so fake that it could be mistaken as paint- but it also adds a layer of flair to the whole film as well. Some of the killings are actually sort of brutal- there's one in which we get an brilliant shot of a knife going through someone's jaw and up into their mouth- and those practical effects look fantastic (I'm a horror enthusiast, what do you want from me?)! The sets and production design, particularly when it came to the opera house, were pretty incredible in this film too. They were lavish and extravagant, the costumes were ornate and beautiful.
There are some rather rougher moments of stilted dialogue in this movie, and some moments that don't make the least bit of sense, but again, that's something I've come to forgive Argento for because his movies are so much fun.
Argento isn't for everyone. Some people will see his films as cheap, schlocky thrillers without much class. But knowing that those are the kinds of films Argento fully intended to make helps bring to light how crazy and brilliant this man was. His films are full of unconventional moments, and they always keep you guessing. There are scenes that are lacking, true, but overall this film is a blast.
If you liked this film, check out our Dario Argento Spotlight!
In Crime, Drama, Horror, Thriller Tags Dario Argento, Cristina Marsillach, Ian Charlson, Urbano Barberini, R, 4 Stars, 1985, Italy
← The Bird with the Crystal Plumage (1970)Relaxer (2018) →

redpajama_set_name: RedPajamaCommonCrawl


The CFPB's new rule on prepaid accounts creates comprehensive consumer protections for prepaid accounts.
Under the rule you will get clear, upfront information about prepaid account fees so you can know before you choose a card and shop for the best deal. The rule also creates a number of new legal rights for people with prepaid card accounts, including protections in case of errors, loss, or theft.
Watch to see how the new rule will make prepaid accounts safer to use – whether you're swiping a card at the register, shopping online, or scanning your smartphone.
The new consumer protections and disclosures described in the above video took effect on April 1, 2019. However, due to phase-in rules, it may take some time before you start seeing the required disclosures on card packages in retail stores.
If you already have a prepaid account, or if you're thinking about getting one now, we have information that can help you. Learn more about your rights, common prepaid account fees, and how to choose the right account for you.
We want to make it as easy as possible for prepaid account providers to understand and comply with the rule. We provide summaries, fact sheets, other resources, and a dedicated mailing list.
The prepaid account disclosures provide consistent fee information across prepaid accounts and make comparison shopping easier.
CFPB issued an advanced notice of proposed rulemaking on prepaid accounts and held a field hearing including remarks by Director Cordray. Learn more in the press release and fact sheet .
CFPB issued a proposed rule on prepaid accounts and held a field hearing including remarks by Director Cordray. Learn more in our blog and press release about the proposed rule, or read the study that informed the proposed rule.
CFPB issued a final rule on prepaid accounts. Read our blog about the rule, get the press release, or read Director Cordray's remarks.
CFPB issued a proposal to delay the October 1, 2017 effective date of the prepaid accounts rule by six months. Learn more in our blog about the proposal.
CFPB issued a delay of the October 1, 2017 effective date by six months, to April 1, 2018. Read more about it in our blog.
CFPB issued a proposal requesting comment on potential modifications to several aspects of the prepaid accounts rule. Learn more in the press release.
CFPB issued a final rule modifying several aspects of the prepaid accounts rule and extending the overall effective date to April 1, 2019. Learn more in the press release.
CFPB issued technical specifications and published additional resources regarding the agreement submission requirements of the prepaid accounts rule.
New consumer protections and prepaid account disclosures required by the new rule take effect.
If you're having an issue with your prepaid account, submit a complaint and we'll work to get you a response, generally within 15 days.


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AABC may refer to:

 Accrediting Association of Bible Colleges
 American Amateur Baseball Congress
 Australian Army Band Corps
 AABC, a pattern of musical phrases forming an incomplete repetition
 aabc, a type of hand based on suit in poker probability
 Arthur Andersen Business Consulting, a unit formed by the accounting firm Arthur Andersen
 Alabama Aquatic Biodiversity Center
 Anger-Aggression Bidirectional-Causation, a psychologic theory by Vladimir J. Konečni

redpajama_set_name: RedPajamaWikipedia


Almost as cute as a penguin.
Cards, Posters or Prints of this Cute Duckling are for Sale at RedBubble.
#266 in Explore for Sept 11 2006.
Cute... nice detail and focus.
Oh, so soft looking. The detail is great David.
I'm going to die of cute overload!
Thanks, twas quite the treat finding them.
Aren't they just adorable ?
Aww...what a wee cutie David!!!
Taken with an impressive lens - I was about 4 or 5 meters away (at a guess).
This little one os just so cute - I have to add it to my favorites!
Sharp as a tack David and oh yes, they are cute LOL.
Ciao, sono amministratore di un gruppo chiamato Two Feet Under. Ci farebbe piacere aggiungere le tuo foto al gruppo.
it would be great if you participate this week in the contest.
My only misgiving is the partial duckling on the right, it would have been good to frame it without this one in there, but my long lens technique needs some practice.
Earn Full Time Income From Your Camera!
[http://www.flickr.com/photos/pellicle] The 300/2.8 is phenomenal when it comes to fast, accurate focussing, even on a cheap EOS body. The f/4 is supposedly very similar in speed and accuracy. Both are very sharp.
The 5D (and 5DII) autofocus isn't fantastic, but with centre spot it performs well enough (not a sports camera though). In the APS-C range, the 7D can't be beat. AF is vastly better than any of the other APS-C bodies (but probably not as good as the 1DIV which I love for it's accurate AF and better focus point positioning).
I had focus issues with 10D and then 20D on some lenses. It was enough to soften things and obviate the benefits of the better lens. When I started on m4/3 it was to have a lightweight replacement for hiking, but I soon found that with a FD300f4 I was getting better focus manually than I was with AF. Of course there is no tracking. Some situations have had me wondering if I'd prefer to go back to the AF systems again. But in shooting through foliage I wonder if I'd be struggling again. I can get this sort of thing with the manual system, but it requires a bit of dedication in time and patience.
[http://www.flickr.com/photos/pellicle] The key to the Canon 9 point AF is to use the Centre point and recompose for most situations (if shooting very shallow DoF you will need to continue with an outer point if required). However on the 7D and 1D series, the outer points actually work and can be relied on fairly well.


What I need a shirt for?
What I need this shirt for?
What I need a shirt for? Huh?
So when my life keeps going downhill am I wrong for looking upstairs?
Am I wrong for feeling you hate me, am I wrong for thinking you'd care?
Am I wrong for keepin this weed lit and these smoke clouds In this air?
Helped you out when you were struggling, I don't owe you nothing muthafucka.


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How Philanthropy Can Support Equitable Vaccine Distribution
Four ways philanthropy can effectively partner with governments to support equitable vaccination distribution and ensure that more individuals are vaccinated against COVID-19.
This article originally appeared in Stanford Social Innovation Review.
After nearly a year of living through the biggest public health crisis in generations—with 100 million people infected, 2 million people dead, and almost everyone's lives disrupted—the world is desperate to see widespread vaccination against COVID-19. But the excitement of the Pfizer and Moderna vaccine approvals in December 2020 has since dampened after a rocky rollout to get those vaccines into people's arms. It's not enough to have a vaccine; it must be distributed effectively and equitably.
The good news is that vaccine distribution is picking up speed in many places. In the United States, President Biden has promised to invest significant federal dollars to provide states with the resources they need to vaccinate their residents. But this support will take time to secure and distribute while the need remains urgent. One barrier is significant rates of vaccine hesitancy rates, driven in part by a history of medical exploitation and mistreatment toward people of color in the United States. A recent study showed that just 14 percent of Black Americans and 34 percent of Latinx Americans trust that a COVID-19 vaccine will be safe.
Moments like this call for public-private partnership. In my role managing public-private partnerships for the Office of the Governor in California, I've seen throughout the COVID-19 pandemic that working together and leveraging the strengths of both sectors has created significantly more impact than working alone.
As we move into this new phase of attempting a historic mass-vaccination campaign in the United States, many in the philanthropic sector are eager to support the process in ways big and small. But given the unpredictable nature of the vaccination roll out, foundations and donors aren't always sure how to leverage their investments most effectively.
While we still have much to learn as the process continues, the following are four ways philanthropy can effectively partner with governments now to support equitable vaccination distribution and ensure that more individuals are vaccinated against COVID-19:
1. Invest in Trusted Messengers
Experts say that as much as 90 percent of the population must achieve immunity to eliminate COVID-19, and yet public confidence in the vaccine—particularly among communities of color—falls far short of that. About a quarter of the public feels hesitant about the COVID-19 vaccine, meaning they say they probably or definitely will not get it. This is much higher among Black adults, with 35 percent saying they definitely will not get vaccinated.
We know that trusted messengers—well-respected community leaders who live and work in ethnic and racial minority communities disproportionately affected by the virus—are important to reaching vaccine-hesitant communities. However, community-based organizations like local health clinics or promotoras that often play that role aren't always large enough to apply for state or local funding. Philanthropy can help fill that gap.
An unlikely example that provides a great playbook for what works is something unrelated to public health: the US Census. The country recently invested hundreds of millions of dollars building the capacity of a network of trusted messengers, to convince hard-to-reach populations to fill out the 2020 census. In California alone, state government and philanthropic partners worked together to fund hundreds of organizations that have close connections to groups like farmworkers, people with disabilities, and tribal communities—many of the same underrepresented communities that need information and support on vaccination.
One public-private partnership building on this model is Together Toward Health—a collaboration between the State of California, Public Health Institute, and a group of philanthropic funders led by The California Endowment. This $28 million fund is dedicated to funding organizations on the ground to do community education and outreach on COVID-19, including information on why and how to get vaccinated. The philanthropic funding is coordinated with a $30 million investment from the state to fund outreach and education, including through many of the same organizations that supported the state's census efforts.
Investing in local grassroots organizations to support vaccine education isn't just important to the success of vaccination efforts. By focusing on organizations led by people of color and other underrepresented leaders, who are well-positioned to reach vulnerable communities, we can also create more equity. Investment in these groups will help seed a new generation of leadership in the nonprofit sector and create an infrastructure for community-engagement that will last long after the COVID crisis.
2. Support Innovative Delivery of Vaccines
On the distribution of the vaccines, the state and the federal government will be playing the primary role. The Biden Administration has announced that the federal government will be setting up 100 vaccine mega-sites throughout the country, and states have been launching their own mass vaccination programs in sports arenas and other large venues. Hospitals, local health clinics, and health-care providers are acting as vaccine administrators, and community-based testing sites are converting some of their appointments to vaccine appointments.
But even these efforts aren't enough; we need a wide range of innovative approaches. For example, one mobile vaccination site in Coachella Valley, California—led by the immigrant-support organization TODEC and several local agencies, and in partnership with Riverside County and Together Toward Health—vaccinated 250 agricultural workers in a single day. These workers received their vaccines during their shifts to avoid lost wages, and the site will return in three weeks to provide the second dose. Philanthropic funding supported staffing from eight local community-based organizations that helped lead the effort. Similar efforts are also taking a holistic approach to worker well-being by offering food distribution, COVID testing and education, as well as worker rights and tenant protection education.
We can also take learnings from distribution of the flu vaccine, where employers around the United States regularly provide easy ways for their employees to get vaccinated. We have also seen innovative pilots with schools. For example, an effective school-located influenza vaccination program called Shoo the Flu—fueled by a partnership between a county health department, a school district, and philanthropy—provided more than 55,000 vaccinations for preschools and elementary students and staff in 95 Northern Californian schools between 2014 and 2019. The impact of this city-wide program was significant, resulting in greater vaccination coverage, fewer school absences, and lower community-wide hospitalizations.
As vaccine supply becomes more available, philanthropy can support innovative pilots in partnership with schools, community health centers, collaboratives, and even companies (Uber, for example, has offered free and discounted rides to get people to vaccine sites). These efforts will help meet harder-to-reach communities where they are.
3. Support Job Training Programs for Community Health Workers
Philanthropy can also invest in training public health workers for immediate roles in contact tracing, community outreach, and education, as well as for longer-term careers in public health and health care. The United States has historically underinvested in its public health infrastructure, leaving an insufficient number of health care workers to address the pandemic. This, coupled with the fact that nearly 11 million Americans are currently unemployed, presents an ideal opportunity to both address COVID tracking and vaccination, and get people back to work.
The health care provider Kaiser Permanente is doing this through its partnership with the State of California. Through a grant to the Public Health Institute, it's funding the hiring and training of 500 full-time workers—individuals who are linguistically and culturally competent, and who can support contact tracing work for the communities they serve. One example is John Franco. In 2020, Franco lost his job and then contracted COVID-19. A call from a contact tracer alerted him that he had been exposed to the disease, which stopped him from going to visit his mother the next day and spreading the virus to her. This experience inspired him to apply for the Kaiser Permanente program to become a contact tracer himself. He not only has served as a bilingual contact tracer for his community, but is now taking public health classes on the side and planning for a career in the field.
Similar efforts are sprouting up in other areas of the country too. In Chicago, for example, the Vaccine Corps Partnership is hiring community health workers to support the equitable distribution of vaccines, and Futuro Health is supporting online training for people interested in health-care careers. Innovations in workforce development to address COVID-19 and the economic crisis can move people from unemployment and despair to hope and new careers.
4. Invest in Coordination
Finally, we know that coordination at the national, state, and local levels will help bring more people to the table, and will ensure that we're all leveraging each other's strengths in this historic effort to vaccinate Americans.
One example is the COVID Collaborative—funded by the Skoll Foundation in partnership with the NAACP, UnidosUS, and Langer Research—which recently released results of a survey on vaccine hesitancy in Black and Latinx communities. Another is the Rockefeller Foundation's State and Territory Alliance for Testing, which fosters collaboration among governors on testing and is helping develop best practices related to vaccines. At the local level, the Community Foundation in Monterey County is funding a weekly, facilitated conversation to ensure that local leaders are advancing a multi-sector, coordinated action plan to support public health and equity.
The reality is that we're learning as we go when it comes to vaccine distribution. But while we still don't fully know how our vaccination efforts will take shape, which interventions will reach the most people, or how we can be most efficient while still maintaining a focus on equity, philanthropy can act now to help government be more innovative in the process. This is the time to work together to get more vaccines in people's arms and help bring this dark period of public health crisis to a close.
12/3/2020 0 Comments
Governing in Partnership
How governments can partner with philanthropy, nonprofits, and businesses to magnify their social impact over the next four years.
Last year, when Governor Gavin Newsom appointed me California's first senior advisor on social innovation to lead public-private partnerships, he already knew it was a moment for collaboration like never before. Although California had experienced decades of prosperity, not all Californians had benefited from the state's success, and we needed to rethink our approach to build a California for all.
In the face of the COVID-19 pandemic, business, philanthropic, and nonprofit organizations have partnered with government in unprecedented ways to support Californians. The state's recently released Social Innovation Impact Report shows that under Governor Newsom's leadership, our office has led public-partnerships totaling $3.9 billion in corporate and philanthropic funding, in coordination with $1.3 billion in public funding. We have created far more social impact than we would have by working alone. And while public-private partnerships are not new, California is the first state in the country to lead cross-sector collaborations at such a large scale.
When the public, private, and philanthropic sectors partner, everyone benefits. In California, our partnerships are addressing problems including the state's homelessness crisis, supporting California's undocumented immigrants, and ensuring California families don't go hungry. These partnerships are on the cutting edge of innovation, bringing new solutions to previously intractable problems, and providing models for other states and for the country.
As President-Elect Joe Biden shapes his approach to governing—including how to provide both immediate and sustained public health and economic relief—there's much to learn from California's approach to partnerships. We've been bringing all hands on deck to address social challenges like supporting populations disproportionately affected by COVID-19, ending the pandemic, fighting for racial justice, and mitigating the impacts of climate change.
Here are four important takeaways from our work over the past two years that may help other government teams—federal, state, or municipal—looking to lead through partnerships:
1. Partnerships provide a more expansive way of governing. As the first US state to have a senior advisor on social innovation embedded in the governor's office, whose primary role is to coordinate policy priorities with the private sector, California is taking a cross-sector approach to effectively meeting people's needs. We are collaborating between public and private sectors to broaden the impact of our work and bring different capabilities to the table.
Our state's COVID-19 Public Awareness Campaign provides a vivid example. In July, when public health experts were urging people to wear masks to slow the spread of the coronavirus, yet mask-wearing was still not widely adopted in many parts of the state, we began shaping a hard-hitting, surround-sound campaign to shift public behavior. Philanthropic partners like CDC Foundation, the Skoll Foundation, and Sierra Health Foundation provided funding in partnership with the California Department of Public Health, and together, we launched a statewide "Wear a Mask" campaign. Dozens of companies—including Facebook, Twitter, NBCUniversal, Comcast, and Ethnic Media Services—donated advertising space, and Google offered its behavioral health team to analyze data so that public health officials could better understand which messages were resonating. Sesame Workshop even pitched in by producing mask ads with Elmo, Oscar the Grouch, and Grover, aimed at kids going back to school.
The campaign ultimately developed hundreds of assets in 10 languages. These have seen 485 million digital impressions, 1.4 billion television impressions, and 750 million radio impressions. This campaign was stronger, because we were working together with the private sector to maximize and amplify the message, and today California has one of the highest rates of mask adoption in the United States.
2. Partnerships produce innovative solutions. Public-private partnerships also bring new ideas to government and test them out in ways that government could scale. Sometimes, it can be difficult for government bodies to innovate, because policy leaders don't want to take risks with tax-payer dollars. At the same time, smaller investments by just one philanthropy can't have wide-spread reach. Philanthropic and corporate capital is precisely the type of flexible money that can help de-risk government spending.
Take Project Homekey, an effort launched in June to convert hotels, motels, vacant apartment buildings, and other properties in need of rehabilitation into permanent, long-term housing for people experiencing or at risk of homelessness. We put out a request for proposals to local jurisdictions and dedicated more than $800 million to buying properties across the state. We also partnered with Blue Shield of California and Kaiser Permanente, who collectively contributed $45 million to support wraparound services like substance abuse counselors and job training programs where needed, and with Enterprise Community Partners, a national expert in affordable housing financing, to support the long-term financing of the properties.
So far, the effort has created 6,055 units of permanent housing for those experiencing homelessness. But perhaps most important, the average per-unit cost is $138,512, including funding for services—a figure well below the average cost to build new housing units. This innovative approach to acquiring housing provides a model that government and the private sector alike could scale across the country.
3. Partnerships allow you to accelerate social change: While COVID-19 has revealed deep disparities in our society, such as communities of color being disproportionately affected, the gravity of the pandemic has also provided the opportunity to accelerate social change by taking bold risks through partnerships. Whether it's supporting vulnerable Californians who have been left behind or providing housing or services to formerly incarcerated individuals, we are leveraging this moment of crisis as a catalyst for social change.
This summer, in response to rising COVID-19 cases among incarcerated individuals and prison staff, the State of California expedited the release of Californians who were already on track to go home from California Department of Corrections and Rehabilitation (CDCR). Through our Returning Home Well initiative, which aims to break the cycle of recidivism, poverty, and homelessness in California, we worked to provide individuals with access to services proven to help formerly incarcerated people successfully reenter society. Alongside CDCR and the Department of Social Services, we partnered with Amity Foundation and Career Employment Opportunities to offer housing, health care, treatment, transportation, direct assistance, and employment support.
With $15 million in public funding, and $15 million in philanthropic funding led by Meadow Fund, Chan Zuckerberg Initiative, Rosenberg Foundation, and more than a dozen other foundations, the initiative is now working with more than 100 community partners. So far, 6,171 individuals have received treatment services upon exit from CDCR institutions, and 2,011 individuals have received reentry housing, representing a 78 percent increase over last year. If successful, the program could influence the way we support systems-involved individuals going forward.
4. Partnerships have a multiplier effect. Partnerships can also provide a model for policy change that can be replicated in other jurisdictions.
One example of a public-private partnership that's providing a model for other cities and states is California's Disaster Relief Assistance for Immigrants fund. When the federal government issued stimulus checks of up to $1,200 to each American in early 2020, it left out undocumented Americans—including immigrant Californians—who have been disproportionately performing essential jobs throughout the pandemic. In April, Governor Newsom announced an unprecedented $125 million disaster relief fund to fill this gap.
Funded with $75 million from the state and an additional $50 million from 70-plus philanthropic partners and more than 800 individual donors (led by Grantmakers Concerned with Immigrants and Refugees), the fund has provided more than 230,000 undocumented Californians with one-time cash assistance of up to $1,000 per household to deal with specific needs of the COVID-19 pandemic. Thirty-two states and cities across the United States have already replicated the model so far.
A How-To Guide for Public-Private Partnerships
For any local, state or federal government seeking to adopt public-private partnerships as a new form of governance, or for philanthropic and private sector partners interested in thinking about how to best encourage such partnership, here are some lessons I've learned over the last year:
Prioritize proximity. Being situated in the governor's office, seated on the cabinet team, has helped me work across agencies to quickly broker deals between sectors.
Develop strong internal and external support. The support of my colleagues throughout California's government, as well as outside support from a consulting firm backed by philanthropic partners that specializes in public-private partnerships has allowed our office to build even more partnerships than if I were working alone.
Make sure it's a win for everyone. Public-private partnerships aren't about raising money; they're about finding areas of strategic alignment with external partners and matchmaking with government partners. To do this well, everyone has to get value out of the partnership.
Find your external champion. Each of these partnerships had at least one external stakeholder who helped lead it. This was important for bringing even more external partners and funding to the table, and created a clear point person to work directly with government in developing the partnership.
Remember that relationships matter. When I started in this role (pre-COVID-19), I met with hundreds of community, philanthropic, and business leaders border to border, and those relationships have been important to getting partnerships done. Although we're no longer traveling, I've kept up, holding meetings and listening sessions virtually, and developed new relationships throughout the state to ensure that I'm hearing about areas of need.
Develop strong channels of communications. When the pandemic hit, my inbox was flooded with offers of support. Because I had laid the created strong communication channels in advance, we were able to achieve so much more together in our COVID-19 response.
A lot of hard work lays ahead of us in California and across the country. As we have shown in California, we are stronger by working collectively. We hope these lessons from the last year of partnerships in our state can assist President-Elect Biden and leaders throughout the country in creating a world where all sectors work together to bring about change.
Why California's spirit of community-led innovation will be key to our recovery
This article originally appeared in CalMatters.
After months of being confined to our homes, thousands of people have been shouting in the streets, risking their lives in the midst of a pandemic to fight structural racism and to be heard. It's time to listen.
When Gov. Gavin Newsom appointed me the first ever senior advisor on Social Innovation for the state of California one year ago, it was clear that my job wasn't about bringing partners to the same old table in Sacramento. It was about building a new table entirely, one with room for all Californians.
During my first eight months, I embarked on a border to border listening tour, visiting 80 organizations across 16 cities and convened with 750 nonprofit, philanthropic and business leaders.
As a seventh generation Californian, I thought I understood the challenges we face. It turns out I had a lot to learn.
What I discovered, and what we are all seeing unfold before our eyes, is that showing up matters. Listening matters. In California, equity isn't just about demographics, it's about geography. Innovation isn't just about the tech titans of Silicon Valley or the entertainment moguls of Los Angeles, it exists in every community across this state. While each community is unique, every community is working creatively to address seemingly intractable problems, from homelessness to climate change.
Government doesn't have all the answers. Community-led social innovation must inform statewide policy. In the wake of COVID-19, emergency cash assistance programs like California's Disaster Relief Fund for undocumented immigrants didn't germinate in the head of a policymaker in Sacramento, they come from grassroots leaders who know first-hand how cash assistance can stabilize families during a crisis.
Mayor Michael Tubbs' universal basic income pilot, in partnership with the Economic Security Project, gave 125 Stockton residents $500 a month over the past year. They demonstrated that if you give low-income families an extra cushion, it can prevent the much more tragic – and expensive – problem of living on the streets. Armed with this evidence, Newsom is doubling down on the Earned Income Tax Credit to help California's most vulnerable families get back on their feet.
If we want to offset the devastating economic downturn and budget cuts, California also needs innovation that actually saves money.
Last fall, I met Steve Wright, a surfer from Imperial Beach on the border between California and Mexico, where the Tijuana River dumps 60,000 cubic yards of sediment, 3,000 tires and thousands of empty plastic bottles into a California State Park. The state was spending $1.8 million annually to dispose of the garbage, so Wright started a cross-border job training program to clean up the trash and give people jobs at the same time. His organization, 4 Walls International, recently created a social impact bond that will save the state $7.5 million over six years, while paying back investors.
Newsom also wants to ensure those who have traditionally been left out of our state's economic prosperity, help lead the way to recovery.
Judge Abby Abinanti, California's first Native American female lawyer, is leading a model for justice reform by integrating Yurok cultural practices and healing into her Yurok Tribal Court, rehabilitating individuals who would be otherwise swept into the criminal-justice system.
The Blue Lake Rancheria, located in rural Humboldt County, built a low-carbon community microgrid to help power government offices, businesses and a local Red Cross safety shelter, which helped save lives during the Public Safety Power Shutoffs, a model we can scale as we face the threat of wildfire season this year.
The challenges we face as a state and nation are daunting. But even through the crisis, so many Californians are waking up every day committed to and calling for change.
Equity will not be achieved through projects and policies alone, it is a lens through which we must see all of our work, and it should be the lens through which we see innovation as well. If we truly want to build a California for all centered on the spirit of innovation, we need to keep listening to all Californians and meet them on the road to recovery.
COVID19: What Philanthropy Can Do
This article originally appeared on Medium.
Ever since I started my role as Senior Advisor on Social Innovation to Governor Gavin Newsom, I've been saying this is a "moment for partnership like never before." Never could I have imagined just how true that statement would become as it has in this moment.
As the State of California embarks on the massive undertaking of slowing the spread of the COVID-19 pandemic in our State to save lives and help those already infected, we NEED our philanthropic partners like never before. Philanthropic capital is nimble capital. It can support innovation and outside- of-the-box community interventions alongside our statewide response.
To those philanthropists considering how to meet the growing need, a few critical reminders:
1. This is a quickly evolving situation. Flexibility is more important than it's ever been before.
2. This is a marathon not a sprint. By all accounts COVID-19 will get worse before it gets better. As immediate needs continue to surge, we also need to be investing with a long-term focus in mind.
3. There are many ways to support our efforts, and we need all of them! My goal in presenting a buffet of opportunities for partnership is not to be prescriptive, but to open up new lines of communication and thinking about how to partner. Invest where you are uniquely positioned to do so, and bring all of your resources, regional understanding, and relationships to bear.
With that in mind, there are two primary categories of need that are emerging: first supporting the public health response and second supporting vulnerable communities.
SUPPORT THE PUBLIC HEALTH RESPONSE
A few areas where there are opportunities for partnership on the public health response include what I'm calling the 4 Ts — testing, tracking, treatment, and transparency:
1. Testing: We know that increasing testing capacity has been a challenge. With private lab testing starting in California this week, our capacity is much more significant, but we still need to ramp up to meet the growing need. Investing in testing innovation is an important role that philanthropy can play. Private researchers like Stanford and UCSF have developed in-house tests that they are using, and the Gates Foundation has developed home testing kits that they are processing through the University of Washington. And just today the California Governor's Office announced a partnership with Verily to develop community testing sites using their Project Baseline technology. This kind of innovation is exactly what we need.
2. Technology + Tracking the Spread of the Disease: We have in-house predictive models at California's Department of Health and Human Services that can show the spread of the virus across California, but we also know that we have the best technology in the world right here in our state. Governor Newsom is committed to leveraging external AI partners to try to predict the spread of the COVID-19 across California so we can be prepared with our response.
3. Treatment: There is currently no known vaccine for COVID-19. As a state, we will be relying on private research institutions to support vaccine testing and therapeutic treatment research, so investing in private research is another way to support the public health response, especially for the long-term.
4. Transparency through Active Communications: Finally, as we move from the containment phase to the mitigation phase, we will need strong messaging to ensure all Californians have the correct information to stay safe. We are working on a statewide PSA Campaign that will launch soon, and have already had so many private partners lend their support to that effort. But local communities — especially local departments of public health — are each going to need support to develop local messaging. Remember, we are a state with 58 counties, each of which will experience this outbreak in a different way, so supporting local jurisdictions will be key. Organizations like the CDC Foundation are playing a critical role in supporting local communications strategies.
SUPPORT VULNERABLE COMMUNITIES
The second area where we're seeing a huge need for philanthropic partnership is supporting California's already vulnerable and disadvantaged communities. Low wage workers, low-income families, homeless individuals, and other underserved populations are going to be disproportionately affected by this pandemic.
How can you help support those most vulnerable to the spread of COVID-19?
1. Use community foundations. As this virus is poised to spread throughout the state, community foundations are going to be in the best position to support hyper-local relief efforts in a way that the State cannot. Philanthropy California, a statewide coalition of grantmakers, is working closely with the League of California Community Foundations, United Ways and others to set up regional disaster funds throughout the state. This will be critical to help us get resources to communities that don't have as much access to philanthropic funding (like inland California and tribal areas).
2. Support local nonprofits serving vulnerable populations — food banks (especially if kids can no longer get school lunches), meals on wheels, senior centers, homeless-serving organizations — are also relying on philanthropic support to get through this outbreak. Nonprofits themselves are going to be particularly vulnerable given the increase in demand, and the decrease in funding with canceled fundraisers and the stock market decline. And of course flexible, general operating support is critical during this uncertain time — both making new unrestricted grants and freeing up prior programmatic grants to convert to general operating support are desperately needed.
3. Support organizations that provide individual assistance. 57% of Americans don't have $500 in their bank accounts to cover an emergency. The State has many benefits that will be available to individuals — paid family leave, unemployment insurance, etc. — but some of our most vulnerable Californians won't be eligible for those (i.e. non-workers), and often flexible cash grants to cover rental payments or utility bills will be needed most. I encourage you to look for structures that are already in place like flexible rent subsidy pools or community foundations, that are set up for individual assistance. The Hilton Foundation, for example, just made a $250K grant to Brilliant Corners to support rental subsidies in Los Angeles County.
4. Finally, support small businesses. 90% of businesses fail within two years of being struck by disaster. SBA loans are available to business owners, and just last week San Francisco announced a million-dollar fund to support $10K grants to small businesses. The Governor's Office of Business and Economic Development is working to set up 0% loan funds through CDFI's, which are a great place to invest. We are also working to set up a statewide philanthropic fund for small businesses — stay tuned for more information on that soon.
I'll end just as I started: This is a moment for partnership like we've never experienced before.
First, it's a moment for partnership with the state: we are executing on addressing an unprecedented pandemic here in California, and we need your partnership to support local communities who are going to experience this global pandemic in different, locally unique ways that have hyper-local needs.
It's also a moment for collaboration with each other — scattershot grantmaking is not going to be as impactful as donors coming together to amplify their impact by working together. Use this as an opportunity to work through intermediaries, like the CDC Foundation or Philanthropy California, and for collaborative grantmaking. Together, our work will go so much farther — the sum is greater than its parts.
Governor Newsom is committed to working in partnership with the private and philanthropic sectors to address the COVID-19 virus head on, slowing the spread and saving lives! We hope you will join us as we meet this moment head-on.
Opinion: A call to philanthropy to help all Californians rise
STATE ECONOMY MAY BE THRIVING, BUT NOT ALL CALIFORNIANS ARE SHARING IN THAT PROSPERITY
This article by Mayor Michael D. Tubbs and Kathleen Kelly Janus originally appeared in The Mercury News.
California's economy is thriving, but not all Californians are sharing in that prosperity. Inland California, which stretches from Sacramento to Stockton through Fresno, Bakersfield, and the Inland Empire, contributes 17 percent of California's economic output – but faces more than its fair share of poverty, unemployment and opportunity gaps.
Philanthropic giving mirrors those trends. California's Bay Area has 20% of the state's population and receives 53% of its philanthropic dollars, while the San Joaquin Valley is home to 11% of the state's population and receives just 3% of its nonprofit dollars. Similarly, the Inland Empire accounts for 11% of California's population but receives just 1% of the state's nonprofit dollars.
If you're a philanthropist investing in housing for the 59,000 people on our Los Angeles streets or services for the homeless in San Francisco, you might be wondering what these problems have to do with you. The answer is, everything. The fates of our communities are intertwined. As people migrate inland in pursuit of more affordable living, philanthropy must recognize the opportunity to truly build a California for all.
Bay Area organizations like Hamilton Families, are rehousing homeless families as far away as Sacramento and Fresno to address the skyrocketing need. We must ensure that jobs, supportive services, and affordable housing follow. If we don't, we are just busing people out and passing big problems down the road, instead of building communities of choice where people can thrive.
In this spirit, Gov. Gavin Newsom is leading a "Regions Rise Together" initiative to support economic development, land use, and transportation in communities that have been left behind. Some influential investors are already redefining the philanthropic landscape. Philanthropy California has guided grant-making organizations across the state toward funding opportunities in San Joaquin Valley and the Inland Empire. The James Irvine Foundation and The California Endowment are increasing nonprofit capacity throughout the Central Valley and Salinas.
Philanthropy is critical to catalyze government dollars. The city of Stockton leveraged The Spiegel Family Foundation's $20 million donation to launch Stockton Scholars, double the number of counselors in Stockton Unified School District and align its graduation requirements with the CSU/UC system. This catalytic investment triggered a $2 million commitment in the state's 2019 budget to produce a feasibility study for a Cal State University in Stockton, which would create more than 2,000 local jobs and generate more than $250 million to Stockton's local economy.
Philanthropic investments also help test new ideas. With support from the Economic Security Project, Stockton launched SEED, the nation's first mayor-led guaranteed income pilot. In February, SEED began giving 125 low-income residents $500 a month for 18 months. This partnership helped transform universal basic income from a fringe idea to a viable policy solution that could help lift people out of poverty throughout our state.
Environmentalists also need to look Inland. Forty percent of emissions in our state are from vehicles. With lack of affordable housing "super-commuters," those traveling 90 minutes or more to work every day, are on the rise. We must marshal every available resource – from state climate resilience programs to directing social capital into new businesses, green infrastructure, and housing through Opportunity Zones — if we want to create local jobs and healthier outcomes.
Californians must start thinking beyond their own backyard. Philanthropy's nimble capital, local government's knowledge, and the nonprofit sector's trust must be deployed together to empower those who have been left behind. If we continue to operate in silos, the gaps between us will continue to grow. If we work together, all Californians can rise.
California faces multiple crises. Can we solve them without help from philanthropy?
This article originally appeared in the Sacramento Bee.
California is no stranger to crisis.
Nearly 20 years ago, when we were experiencing rolling blackouts across the state and the fallout after the dotcom bubble burst, the governor invited nonprofits and philanthropists to join him in solving the most pressing social problems of the day. But philanthropy was wary of getting too close to government, and government quickly became too distracted with the energy crisis to cultivate meaningful partnerships with philanthropy.
Today, skyrocketing housing costs are forcing Californians out of their communities and onto the streets, our education system ranks among the lowest in the nation and more than a million Californians don't have clean drinking water.
We are in the middle of a mess in our state. But, today, the sector has changed. We are finally willing to admit that we need each other.
California is the land of innovation. But that innovation does not need to be confined to the tech giants of Silicon Valley, the biotech labs of San Diego or the entertainment masterminds of Los Angeles. We have the opportunity to marry California's innovative spirit with state government and, in doing so, help solve many of our greatest and most pressing social issues.
In fact, many of our greatest innovators are hard at work in local communities solving the most pressing social problems we face.
In October of 2017, when the fires ravaged Sonoma County, leaving hundreds of people without homes, La Luz Center in Sonoma didn't just rebuild housing. They saw it as an opportunity to train low-income workers in the construction trade. In the Bay Area, Doniece Sandoval, the founder of Lava Mae, developed a network of mobile showers for the homeless, using "radical hospitality" to give their guests dignity, a first step in rebuilding their lives. And in Stockton, Mayor Michel Tubbs guaranteed 100 low-income residents $500 a month to see if a system of universal basic income might alleviate some of the daily shocks of living in poverty.
People are coming together across sectors like never before to address long-standing problems. In a recent census convening in Sacramento coordinated by Philanthropy California – a statewide collaboration of grantmakers – every square inch of the room was packed with community leaders, philanthropists and government officials. It was so crowded that people were literally sitting on the floor, taking notes. Together, they are devising a shared strategy to count every Californian in the 2020 census and avoid the billions of dollars in lost federal funding as a result of undercounting in the past.
In Los Angeles, the California Community Foundation is pulling from its endowment and partnering with foundations, developers and lenders to help ensure LA County is successful in its commitment to more than triple the production of affordable housing and support services to keep low-income populations housed.
Gov. Gavin Newsom has once again invited philanthropists, social entrepreneurs and CEOs to be part of his agenda for change in California, and this time the response has been overwhelming. As I step into the first-ever role as senior adviser on social innovation for Newsom, I am committed to elevating stories of social change from every community and building strong multi-sector partnerships across our state.
Private philanthropy is nimble enough to invest in research and development, while government has the unique power to purchase and scale new solutions. And of course none of that matters without strong nonprofits on the ground who are implementing services, welcoming clients through their doors and being responsive to their lived experiences.
In order for us to move through the crisis we're seeing in California, we have to ensure that we are not only investing in service to our communities but acting as a unified driver of growth, change and justice for all.
Follow the Leader? Why Social Entrepreneurs Must Collaborate
This piece was originally published on the Huffington Post.
The fast approaching January 6th deadline for applications for the Echoing Green Fellowship, which awards the founders of socially innovative organizations up to $90,000 in funding, prompts me to wonder: are we actually thwarting potential by putting too much stock in the individual as opposed to rewarding collaborative forms leadership?
Thousands of social entrepreneurs across the country are furiously working on their applications, as they do throughout the year for the recent explosion of other such fellowships and prizes, offered by organizations including the Draper Richards Kaplan Foundation, the Schwab Foundation, Ashoka, and the Skoll Foundation. While I could not be more supportive of these prizes and awards, I do fear that they are leading to a cult of personality regarding social entrepreneurs, which not only contributes to burnout but undervalues the leadership potential of so many others who are vital to founders' success in their missions. While social entrepreneurs are accomplishing great things, from my own experience and from my study of social entrepreneurship, I have observed that they would be capable of so much more if the community put more emphasis on collaboration.
Don't get me wrong. These awards have made the difference in helping many organizations to thrive, or even to get off the ground. Take 2009 Echoing Green Fellow Natalie Bridgeman Fields, who founded the Accountability Counsel. Natalie's organization provides legal representation to dozens of grassroots communities around the world who have suffered serious environmental and human rights violations by multinational corporations. For example, in 2012 Accountability Counsel successfully stopped the construction of a hydroelectric project in Oaxaca, Mexico that would have deprived local indigenous villagers of access to clean water. Natalie says that without Echoing Green's support, she would never have been able to get the organization past the first hurdle.
But at the same time, these prizes have encouraged a view of social entrepreneurs as indomitable leaders who crafted brilliant new ideas all on their own and then made them work through the sheer forces of will and charisma. This hero model creates massive expectations for what individual leaders can achieve, which contributes to them carrying too much weight on their shoulders rather than seeking out more input from collaborators. Studies have shown that as a result the median tenure of executive directors is between just three and four years, hobbling so many organizations with frequent executive turnovers and leaving them without a consistent driving force.
The model also leaves the thousands of individuals who support those leaders in the shadows. No successful and truly influential organization is the work of one person. Where are the prizes for the army of individuals who support founders?
We must do more to recognize and support this legion of compatriots by cultivating collaborative models for leadership.
Collaborative leadership can take several forms:
1. Build A Network: Network leadership relies on many stakeholders to direct the organization. Spark, a nonprofit organization I co-founded in 2004, is an example. It's now the largest group of millennial philanthropists in the world. When we started Spark, we did not set out to establish a network, it happened by necessity. Because we did not have any staff, we heavily relied on our members to help plan events, research potential grantees and reach out in the community to recruit new members. Today Spark consists of a network of 10,000 members who participate in every aspect of direction-setting for the organization – from deciding grant priorities to hosting fundraising events to leading strategic planning.
2. Create More Senior Leadership Positions: A 2006 national study of nonprofit executive leadership showed that the more staff support an executive director has, the more likely that person is to stay in her role. In this spirit, founders should delegate more responsibility to well selected and well-groomed deputies. For example, Reading Partners started as a small Bay Area nonprofit providing volunteer tutors to at-risk students. The organization was able to scale quickly into ten school districts across the country by training leaders in each of the cities to replicate the model. As a result, Reading Partners has helped thousands of students all across the country to become better readers.
3. Cultivate a Deep Bench through Board Development: Too often boards are thought of only as mechanisms for fundraising – meant to impress with a lineup of established names who also have the connections to help bring in support. Founders should learn to utilize board members for much more, such as to provide significant strategic input, support on personnel issues and organizational governance frameworks. The Draper Richards Kaplan Foundation provides leadership training for the CEOs of the organizations they support. But they do not stop there. Instead they actually offer one of their senior staff as a 3-year board member of their entrepreneurs' organizations, to help train their boards by example on everything from how to administer an executive director evaluation process, to how to measure organizational results.
Without a doubt, organizations need a strong leader at the core and a charismatic voice for promoting the cause, and founders are often ideally suited to play these roles. But to do so effectively, and for the long term, they need these models for collaboration. All supporters of social entrepreneurship should be promoting them. We can only achieve the sweeping social change we aspire to by harnessing the leadership potential of all individuals involved in the cause.


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The other day, I was showing some really gorgeous homes in Collingwood and Blue Mountain the $1.5 million to $3 million dollar range and it hit me – birds of a feather really do flock together. Except when they don't.
The most stunning home I showed was likely the best value per square foot of all that we saw. With over 5,000 square feet of sumptuous living space, it sits on a double lot, is beautifully landscaped and every inch of the interior is magazine worthy. No expense has been spared in ensuring the home spoke quality from the custom gourmet kitchen to the dual zone heating system, the luxury spa bathrooms, custom art niches, triple paned windows and exotic flooring. I couldn't figure out how this exceptional home was still on the market.
So here is the problem. While this home is priced at close to $2 million, and likely worth every penny, the neighbouring homes were generally valued at less than $1m. It's the old adage of being the best house in the neighbourhood not holding it's true value.
If you are building a new home, be careful where you do that. Highways and busy roads almost always affect value but so do neighbourhoods. Stay in keeping with the area values and don't aim to be the biggest or the best if you want the highest eventual return on your dollars. Birds of a feather really do like to flock together.


text:
Atlantic and Pacific oscillations lost in the noise
If the Atlantic Multidecadal or Pacific Decadal oscillations existed, there would be evidence for their existence across the suite of current state-of-the-art climate model simulations.
Ocean with white caps IMAGE: NATIONAL SCIENCE FOUNDATION
Recently, meteorologists report that the Atlantic Multidecadal Oscillation (AMO) and the Pacific Decadal Oscillation (PDO) do not appear to exist. The discovery could have implications for both the validity of previous studies attributing past trends to these hypothetical natural oscillations and for the prospects of decade-scale climate predictability.
The discovery is based on observational data and climate model simulations, that shows there was no reliable proof for decadal or longer-term internal oscillatory signals that could be separated from climatic noise— arbitrary year to year variation. The apparent main swaying is the well-known El Niño/Southern Oscillation (ENSO).
Scientists noted, "A distinct — 40 to 50-year timescale — a spectral peak that appears in global surface temperature observations appears to reflect the response of the climate system to a combination of anthropogenic and natural forcing rather than any intrinsic internal oscillation."
Michael E. Mann, distinguished professor of atmospheric science at Penn State, said, "Given the current sophistication of climate models as seen in their ability to capture the El Niño/Southern Oscillation, we would expect to see consistent evidence for oscillations across a suite of climate models. We found no such evidence."
Scientists used the MTM-SVD method to take a gander at observational and long term "control" simulation generated global surface temperature data. The observational record returns over 150 years. The control simulations, which have no outside drivers applied to the models, are from the latest worldwide atmosphere model intercomparison projects (CMIPS).
Mann said, "We found a tendency in the control models for oscillations in the three to seven-year ENSO band. However, we found no other signals, no Pacific or Atlantic climate variability on decadal or longer timescales that could be characterized as a true oscillation. Such variability was essentially indistinguishable from random noise."
Utilizing the 'forced' suite of CMIPS simulations where the climate models are driven with external factors, for example, volcanoes and human increase in pollution, the specialists demonstrated that the evident 40 to 50-year spectral peak once in a while connected with the AMO is an artifact of the slowdown in warming from the 1950s to 1970s.
This warming was because of the development of sulfur "aerosol" pollutants that cool the Earth's surface. The passage of the Clean Air Acts during the 1970s evacuated the cooling impact, and greenhouse gas warming increasingly dominated. The slowdown and subsequent acceleration of warming masquerade as an apparent "oscillation."
Study co-author Byron A. Steinman, associate professor of earth and environmental science at the University of Minnesota Duluth said, "Our study provides another line of evidence that purported decadal and longer timescale internal oscillation in climate that has been identified through analysis of observational data is mostly a result of external influences like greenhouse gas and aerosol emissions by humans."
The paper is presented in the journal Nature Communications.
DON'T MISSFingerprint of climate change detected in daily weather
UP NEXTNew system to promote wound healing
Scientists added a new dimension to the importance of diversity
Identical entities naturally behave identically—until they start interacting.
Cows talk to one another, including about food and weather
First evidence of cows maintaining individual vocalisation.
Scientists revealed the oldest known scorpion on Earth
It shows a combination of primitive marine chelicerate.
Stray dogs could understand human pointing gestures
Stray dogs have the natural ability to understand human gestures, and respond to some cues better than the others.
Our ancients were able to eat hard plant foods without damaging their teeth
Green in tooth and claw.


Product Information See the original Japanese page.
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For showing off your hauls.
Read detailed instructions for this step. Register Sign In Help.
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Recently I had another topic open on wsse security using a standard Web Service protocol script in vugen, which i got resolved moving to 12.60.
I have another issue no. We have also implemented an MQ interface. So instead of hitting a https interface we put the message on a queue. The trouble is, I have had to move away from the Web Service protocol, to a java vuser protocol, to allow me to interact with IBM MQ.
I should be putting the same XML message on the queue, as I once submitted through https. However, I cannot simply use the 'web_service_set_security directive, which applied the security directly into the soap envelope.
Has anyone implemented this in Java? The snippets below are what I would have in the Web Services protocol script.


text:
If your Matlab project uses other GitHub repositories, then you can use this function to ensure those those dependencies are installed (cloned) and updated.

## Installation

Clone this repository to somewhere relevant.

```matlab
cd('~/Documents/Matlab')
system('git clone https://github.com/drbenvincent/github-sync-matlab.git')
```

## Example use

Make sure the folder is on the matlab path
```matlab
addpath('~/Documents/Matlab/github-sync-matlab')
```

Use as follows. *Warning this will download or update the repositories to your machine.*
```matlab
dependencies={
    'https://github.com/drbenvincent/mcmc-utils-matlab',
    'https://github.com/altmany/export_fig'};
githubSync(dependencies)
```
## Optional input arguments
### Selective updating
Optionally provide a vector (same length as `dependencies`) indicating which dependencies to exclude from updates. The vector can be logical (`true` or `false`) or binary (`0` or `1`).
```matlab
githubSync(dependencies, 'exclude', [false true])
```

### Update the updater
Get any updates to this updating code ;) Uses recursive black magic.
```matlab
githubSync(dependencies, 'selfUpdate', true)
```

## Using this code in a project you deploy to others
If you want to just use this code to keep your repo's up to date for your own work then it's fairly straightforward. However, you may also want to deploy some code, to be used by other people. While this repo will help keep dependencies up to data, there is a bit of a chicken and egg problem. How does an end user first install this code?

If you just include this code (along with the licence please) then that should be fine. But if you wanted it to be in it's own repo then you can include the code below in setup code in your deployed package. It will attempt to update the repo, but it will fail the first time (due to it not being installed) and then clone it. Every subsequent time, it will just update.

```matlab
startDir = cd;
repoURL = 'https://github.com/drbenvincent/github-sync-matlab';
repoName = 'github-sync-matlab';
try
	% Attempt to pull latest verion
	cd(fullfile(defineInstallPath(),repoName))
	addpath(cd)
	system('git pull');
catch
	% If this fails, we assume repo is not present, therefore clone
	cd(defineInstallPath())
	system( sprintf('git clone %s.git', repoURL) )
end
cd(startDir)
```

redpajama_set_name: RedPajamaGithub


text:
Farah Daley
Submitted by Stomper Tan
A 47-year-old man was arrested for suspected drink-driving after he hit a motorcyclist along Tampines Avenue 1 on Oct 16.
Stomper Tan alerted Stomp to the incident by sharing a Facebook post made by the rider, Mohd Efzi Bin Sani.
Efzi posted his account of what happened that night in SG Road Vigilante's Facebook group his account of what happened that night.
In his post, he said he was flung off his bike after getting hit behind by the car driver who was making a U-turn.
He said he had the right of way and had "no time to react" when the driver made the U-turn without giving way.
He expressed anger at the driver for climbing out of his car, looking at the scene and driving off again.
However, he later returned again to give a statement to Traffic Police.
Efzi wrote: "Guess what reason was given by the driver for leaving the scene?
"HE HAD TO PEE.
"With the above reason, he chose to abandon me, who was lying injured on the road, helpless.
"What if it happened without any witness or bystander? What if no ambulance came?
"There is no sense of concern in my opinion.
"If you really have to pee, Caltex IS JUST THERE BESIDE THE ROAD.
"You have to go back to your condo just to relieve yourself after what happened??"
Efzi added that he was hospitalised for two weeks and sustained fractures in his foot, ankle and wrist.
He also included photos of his injuries.
In response to a Stomp media query, a police spokesman said they wre alerted to the accident at about 11.26pm.
"The motorcyclist, a 38-year-old man, was conscious when conveyed to Changi General Hospital," the spokesman said.
"The car driver, a 47-year-old man was arrested for suspected drink-driving."
Police investigations are ongoing.
26-year-old man arrested for drink-driving after accident at Hougang Ave 8
Man, 34, arrested for drink-driving after accident at Sims Ave East
Driver, 59, arrested for drink-driving after getting into accident following police chase at Telok Blangah
motorcyclist
drink-driving


text:
Topics by J S BHAVSAR
Posts by J S BHAVSAR
Delisted shares deleted from Demat Account
J S BHAVSAR On 20 September 2021 at 15:48
Problem in filing ITR 2
Kannan Iyyengar On 27 July 2021 at 23:05
Unlisted shares and ITR
Rocks Parss On 05 September 2021 at 23:57
BANK VALIDATION ERROR IN ITR FILING
Rama Vani On 09 August 2021 at 15:47
NPS or EPF
Aadity Vikram Joshi On 28 September 2021 at 10:46
BFLA and CFL Validation Error
Abbas On 04 August 2021 at 13:47
What is meant by " INCOME FROM LOTTERY MUST BE EQUAL TO 2a OF SCHEDULE OS DTAA 115BB RESPECTIVELY IN
George Cx On 01 October 2021 at 07:28
Processing of return and refund
Ganesan B On 04 September 2021 at 11:36
LEGAL HEIR CERTIFICATE IN CASE OF DISPUTES
Kritika On 05 October 2021 at 10:22
New IT Portal Issues Still not Resolved
Aishna Kukreja On 15 September 2021 at 14:08
ITR-2 Validation errors
Saurabh On 19 July 2021 at 18:40
All Bank Accounts show "Validation in Progress"
Cs26kit On 11 August 2021 at 18:54
Itr due date extend?
rajdip ranpara On 21 August 2021 at 00:11
Validation Error in ITR 2
RF0211 On 30 September 2021 at 12:25
EPFO Tax above Rs 2.5 Lakh contribution
J S BHAVSAR On 04 October 2021 at 12:21


The PDF functions allow you to build a PDF within a response to be sent via the sgapiEmailSend function.
PHP PDF Creation - Use these functions to dynamically create a PDF document using PHP. PDFs can be output and attached to an email via the sgapiSendEmail function.
HTML to PDF Creation - Converts HTML to a PDF file. The PDF can then be attached to an email via the sgapiSendEmail function.


text:
Biografia
Nato da una famiglia nobile minore, la cui storia accerta una rilevante "fornitura" di ecclesiastici per la chiesa locale, Pons è figlio e successore di Grimau, ancora vivente nel 1184, e Brunissenda. Suo fratello minore Pere era l'arcidiacono di Elne, nella cui cattedrale verrà sepolto Pons nel 1247. Sposa Saurina de Tatzó, ugualmente del Rossiglione, dalla quale ebbe tre figli: il suo successore Pons II, Grimau e Alisenda. Pons II risulta essere vivente nel 1251.

Il nome di Pons appare in un trattato di pace del 1217 tra i signori di Rossiglione e il loro conte, Nuño Sánchez. L'ultima prova documentale di Pons è il suo testamento, in data 23 luglio 1240. Una seconda stesura viene prodotta nel 1246. Probabilmente muore poco dopo quest'ultima data.

Corpus poetico
Del suo intero corpus poetico solo due componimenti ci sono rimasti, entrambi cansos riguardanti l'amor cortese, di cui uno comprensivo di melodia.

La prima poesia di Pons è Enaissi cum la naus en mar ("Così come la nave nel mare"), dedicata a un Senher En Berenguier ("Signore Ser Berengario", possibilmente Berenguier de Palazol, con cui Pons potrebbe avere avuto contatti da giovane). La signora della canzone proviene dal Narbonese, una regione in cui il padre di Pons aveva possedimenti, secondo quanto riporta un documento datato al 13 novembre 1171, adesso nel Liber Feudorum Maior: de meridie in campo Caput Stagni de Burliano . . . in termino de Ortafano. È possibile che Pons stesse viaggiando nel Narbonese quando scrisse la canzone, forse per affari familiari. Nella stessa, Pons prende in considerazione la possibilità di entrare nel monastero Cistercense di Jau. La melodia sopravvissuta della poesia è in uno stile estremamente semplice e "sobrio".

La seconda poesia, Si ai perdut mon saber, è piena di concetti originali e alcuni canzonieri l'asegnano a Raimbaut de Vaqueiras o a Pons de Capduelh, ma la menzione di Jau conferma l'autorialità a Pons d'Ortaffa, la cui signoria si trovava adiacente a quella di Jau. I versi di Pons godevano di prestigio in Catalogna. Il primo verso di Si ai perdut appare nel Passio Amoris di Jordi de Sant Jordi e in Tant mon voler di Pere Torroella.

Note

Bibliografia
 Aubrey, Elizabeth. The Music of the Troubadours. Indiana University Press, 1996. ISBN 0-253-21389-4.
 Riquer, Martín de. Los trovadores: historia literaria y textos. 3 vol. Barcelona: Planeta, 1975.

Voci correlate
Lista di trovatori e trobairitz

Trovatori in lingua occitana
Poeti catalani


text:
package v2beta1

type HorizontalPodAutoscalerExpansion interface{}


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text:
Q: Hyperledger chaincode does not get current user metadata Currently I'm working with Hyperledger chaincode and trying to get at least any info regarding current user who invokes/queries chaincode. For some reason chaincode example asset_management.go results in an error "ERRO 031 Got error: Invalid admin certificate. Empty." I have security.enabled and security.privacy set to true and Membership services running. I've enrolled "admin".
Here are the lines in the code where it happens
// Set the admin
// The metadata will contain the certificate of the administrator
adminCert, err := stub.GetCallerMetadata()
if err != nil {
    myLogger.Debug("Failed getting metadata")
    return nil, errors.New("Failed getting metadata.")
}
if len(adminCert) == 0 {
    myLogger.Debug("Invalid admin certificate. Empty.")
    return nil, errors.New("Invalid admin certificate. Empty.")
}

Do you have any ideas how to make the chaincode return any data for stub.GetCallerMetadata() ?

A: "Metadata" should be provided in your deploy command, an example of "deploy" for asset_management_with_roles:
curl -XPOST -d '{"jsonrpc": "2.0", "method": "deploy", "params": {"type": 1,"chaincodeID": {"path": "github.com/hyperledger/fabric/examples/chaincode/go/asset_management_with_roles","language": "GOLANG"}, "ctorMsg": { "args": ["init"] }, "metadata":[97, 115, 115, 105, 103, 110, 101, 114] ,"secureContext": "assigner"} ,"id": 0}' http://localhost:7050/chaincode

In this command "metadata" contains utf-8 encoded string "assigner". This string will be saved in a ledger and only user with such role will be able to execute "assign" function in smart contract.
"asset_management" example expects that you will provide certificate in metadata field. In order to obtain certificate you can use step 9 described in related question: How is running the asset_management.go different from running a simple chaincode like chaincode_example02.go

redpajama_set_name: RedPajamaStackExchange