text:
Yellowstone's Kelly Reilly Loves That Fans 'Were Confused' By The Characters
Britt Lawrence
Nov. 8. 2019 11:00 PM
Yellowstone's Kelly Reilly shares that she loves that fans are confused by the characters in an extra on the Season 2 DVD and Blu-ray three-disc set for the drama. Out now, there is no shortage of extras for fans of the hit Western to look through. There are deleted scenes and behind-the-scenes featurettes, along with every Behind the Story.
So, if you are in need of clues for certain plot points, you will want to see all of those. In another DVD/Blu-ray extra, "Only Devils Left – Making Yellowstone: Season 2," Kelly Reilly touches on fans' reactions to Yellowstone's characters. Reilly plays John Dutton's only daughter, the one-of-a-kind Beth, on the drama. Reflecting on Yellowstone viewers' response to the characters, Reilly says:
What I love the most is people talking about the show and the characters. There was a participation and an interest and a leaning in to these characters that was really exciting. It felt like they had invested in them and were confused by them, and annoyed by them, and in love with them at the same time, and that is great drama.
I would totally say that was my feeling about them, as well! Part of the appeal? Fan reaction has been huge for the drama. Coming off of a strong debut in the ratings during its series premiere, Yellowstone continued its hit status in Season 2. It is now on DVD and Blu-Ray, where you will find Kelly Reilly and her co-stars opening up about the Western.
Kelly Reilly's TV dad, Kevin Costner, also talks about Yellowstone and its allure to fans during "Costner on Yellowstone Season 2." Reilly and Costner's comments are just a few of the intriguing tidbits you will find nestled on the three-disc DVD, and Blu-Ray set. There is a lot for them to dish about, considering how explosive Season 2 was.
After a well-received freshman run, Yellowstone's cast gets chatty about making Season 2 in the DVD and Blu-Ray extras. Kelly Reilly was clearly affected by viewers' response to the series and the edgy characters that exist within its confines. Reilly's Beth was among those to conjure strong viewer reaction.
Beth's feud with her brother has only continued to escalate, and there is a promise of more in-depth exploration to come on that subject! It is just one of the things to look forward to as Yellowstone fans look back at an incredible second season with the DVD/Blu-ray release. Season 2 blew the doors off personal expectations. Sophomore bump all the way!
Going off of what Kelly Reilly expressed on the DVD/Blu-ray extras for Season 2, it is Yellowstone's willingness to let its characters be excitingly confusing that gives them such depth. They dare to confound, and in doing so, push the limits of any other fiction living on TV, in my opinion. Reilly's Beth is one key example of a character that fits into zero boxes.
What Yellowstone has been doing clearly resonates with people, and it should keep doing so. Kelly Reilly's co-star Cole Hauser believes Yellowstone can get even more popular in the future, and I think he is right!
Yellowstone Season 2 DVD/Blu-ray three-disc set is now available! A premiere date for Yellowstone Season 3 has not been set yet on Paramount Network. While waiting for Kelly Reilly to return to TV as Beth Dutton, you can check out this fall's premieres
television Yellowstone Season 3 First Look Clip Introduces Beth To A Brand New Character
television Yellowstone Creator Has Another Exciting New TV Show Coming To Paramount Network
television Yellowstone's Kevin Costner Previews Season 3's 'Big Drama' And 'Consequences'
Netflix's New Metric For Recording Viewers Is Absolutely Ridiculous television
Why Star Trek: Picard's Patrick Stewart 'Had To' Have A Pit Bull In New Show television
Shayanna Jenkins: Netflix Fans Can't Stop Talking About Aaron Hernandez's Fiancee television
Robert Downey Jr. Reflects On Use Of Blackface In Tropic Thunder news

redpajama_set_name: RedPajamaCommonCrawl


second one is very crisp in my opinion…and familiar as i would be one of those boys reaching out to touch the trees….
The boy and the bud – a fanciful, momentary touch.
Dear boy, what have you done with that speckled leaf? Do you still treasure it, even though it has probably wilted by now? It was special to you once. Is it still?


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text:
/*     */ package com.hundsun.network.gates.fengshan.web.action.user;
/*     */
/*     */ import com.hundsun.network.gates.fengshan.biz.domain.order.TradeOrder;
/*     */ import com.hundsun.network.gates.fengshan.biz.domain.query.EvaluateQuery;
/*     */ import com.hundsun.network.gates.fengshan.biz.enums.EnumEvaluateResult;
/*     */ import com.hundsun.network.gates.fengshan.biz.enums.EnumUserEvaluate;
/*     */ import com.hundsun.network.gates.fengshan.biz.service.order.TradeOrderService;
/*     */ import com.hundsun.network.gates.fengshan.biz.service.user.UserAccountService;
/*     */ import com.hundsun.network.gates.fengshan.web.action.BaseAction;
/*     */ import com.hundsun.network.gates.luosi.biz.domain.UserAgent;
/*     */ import com.hundsun.network.gates.luosi.biz.security.SystemAccess;
/*     */ import com.hundsun.network.gates.luosi.common.enums.EnumHasEnabled;
/*     */ import com.hundsun.network.gates.luosi.common.enums.UserCreditType;
/*     */ import com.hundsun.network.gates.luosi.wulin.reomte.request.UserCreditRequest;
/*     */ import com.hundsun.network.gates.luosi.wulin.reomte.result.UserCreditServiceResult;
/*     */ import org.springframework.beans.factory.annotation.Autowired;
/*     */ import org.springframework.stereotype.Controller;
/*     */ import org.springframework.ui.Model;
/*     */ import org.springframework.ui.ModelMap;
/*     */ import org.springframework.web.bind.annotation.ModelAttribute;
/*     */ import org.springframework.web.bind.annotation.RequestMapping;
/*     */
/*     */ @Controller
/*     */ public class UserEvaluateAction extends BaseAction
/*     */ {
/*     */
/*     */   @Autowired
/*     */   private TradeOrderService tradeOrderService;
/*     */
/*     */   @Autowired
/*     */   private UserAccountService userAccountService;
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_C_EVALUATE})
/*     */   @RequestMapping(value={"/evaluate/buyer"}, method={org.springframework.web.bind.annotation.RequestMethod.GET})
/*     */   public void initBuyerEvaluate(UserAgent userAgent, @ModelAttribute("request") UserCreditRequest request, Model model)
/*     */   {
/*  63 */     TradeOrder tradeOrder = this.tradeOrderService.selectByOrderNo(request.getOrderNo());
/*  64 */     if ((null == tradeOrder) || (!userAgent.getAccount().equals(tradeOrder.getBuyerAccount())) || (EnumHasEnabled.NEED.getValue().equals(tradeOrder.getHasBuyerRank())))
/*     */     {
/*  66 */       model.addAttribute("result", "disable");
/*     */     }
/*  68 */     request.setUserAccount(tradeOrder.getSellerAccount());
/*  69 */     request.setProjectListingCode(tradeOrder.getProjectCode());
/*  70 */     model.addAttribute("request", request);
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_C_EVALUATE})
/*     */   @RequestMapping(value={"/evaluate/buyer"}, method={org.springframework.web.bind.annotation.RequestMethod.POST})
/*     */   public String buyerEvaluate(UserAgent userAgent, @ModelAttribute("request") UserCreditRequest request, ModelMap model)
/*     */   {
/*  86 */     request.setOperator(userAgent.getAccount());
/*  87 */     request.setUserCreditType(UserCreditType.SET_SELLER_CREDIT.getValue());
/*  88 */     UserCreditServiceResult result = this.tradeOrderService.evaluateUser(request);
/*  89 */     if (result.error()) {
/*  90 */       model.put("message", result.getErrorInfo());
/*  91 */       model.put("url", "/order/buy/list");
/*  92 */       return "error";
/*     */     }
/*  94 */     model.put("url", "/order/buy/list");
/*  95 */     return "success";
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_C_EVALUATE})
/*     */   @RequestMapping(value={"/evaluate/seller"}, method={org.springframework.web.bind.annotation.RequestMethod.GET})
/*     */   public void initSellerEvaluate(UserAgent userAgent, @ModelAttribute("request") UserCreditRequest request, Model model)
/*     */   {
/* 113 */     TradeOrder tradeOrder = this.tradeOrderService.selectByOrderNo(request.getOrderNo());
/* 114 */     if ((null == tradeOrder) || (!userAgent.getAccount().equals(tradeOrder.getSellerAccount())) || (EnumHasEnabled.NEED.getValue().equals(tradeOrder.getHasSellerRank())))
/*     */     {
/* 116 */       model.addAttribute("result", "disable");
/*     */     }
/* 118 */     request.setUserAccount(tradeOrder.getBuyerAccount());
/* 119 */     request.setProjectListingCode(tradeOrder.getProjectCode());
/* 120 */     model.addAttribute("request", request);
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_C_EVALUATE})
/*     */   @RequestMapping(value={"/evaluate/seller"}, method={org.springframework.web.bind.annotation.RequestMethod.POST})
/*     */   public String sellerEvaluate(UserAgent userAgent, @ModelAttribute("request") UserCreditRequest request, ModelMap model)
/*     */   {
/* 136 */     request.setOperator(userAgent.getAccount());
/* 137 */     request.setUserCreditType(UserCreditType.SET_BUYER_CREDIT.getValue());
/* 138 */     UserCreditServiceResult result = this.tradeOrderService.evaluateUser(request);
/* 139 */     if (result.error()) {
/* 140 */       model.put("message", result.getErrorInfo());
/* 141 */       model.put("url", "/order/sell/list");
/* 142 */       return "error";
/*     */     }
/* 144 */     model.put("url", "/order/sell/list");
/* 145 */     return "success";
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_R_EVALUATE_LIST})
/*     */   @RequestMapping({"/evaluate/list/buyer"})
/*     */   public void getBuyerList(UserAgent userAgent, @ModelAttribute("query") EvaluateQuery query, Model model)
/*     */   {
/* 160 */     EnumEvaluateResult[] enumEvaluateResult = EnumEvaluateResult.values();
/* 161 */     query.setUserAccount(userAgent.getAccount());
/* 162 */     query.setRankType(Integer.valueOf(EnumUserEvaluate.BUYER_EVALUATE.getValue()));
/* 163 */     model.addAttribute("evaluateList", enumEvaluateResult);
/* 164 */     this.userAccountService.getEvaluateList(query);
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_R_EVALUATE_LIST})
/*     */   @RequestMapping({"/evaluate/list/seller"})
/*     */   public void getSellerList(UserAgent userAgent, @ModelAttribute("query") EvaluateQuery query, Model model)
/*     */   {
/* 178 */     EnumEvaluateResult[] enumEvaluateResult = EnumEvaluateResult.values();
/* 179 */     query.setUserAccount(userAgent.getAccount());
/* 180 */     query.setRankType(Integer.valueOf(EnumUserEvaluate.SELLER_EVALUATE.getValue()));
/* 181 */     model.addAttribute("evaluateList", enumEvaluateResult);
/* 182 */     this.userAccountService.getEvaluateList(query);
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_R_EVALUATE_LIST})
/*     */   @RequestMapping({"/evaluate/list/tobuyer"})
/*     */   public void getTobuyerList(UserAgent userAgent, @ModelAttribute("query") EvaluateQuery query, Model model)
/*     */   {
/* 196 */     EnumEvaluateResult[] enumEvaluateResult = EnumEvaluateResult.values();
/* 197 */     query.setCreator(userAgent.getAccount());
/* 198 */     query.setRankType(Integer.valueOf(EnumUserEvaluate.SELLER_EVALUATE.getValue()));
/* 199 */     model.addAttribute("evaluateList", enumEvaluateResult);
/* 200 */     this.userAccountService.getEvaluateList(query);
/*     */   }
/*     */
/*     */   @SystemAccess({com.hundsun.network.gates.luosi.biz.enums.PermissionEnum.BIZ_R_EVALUATE_LIST})
/*     */   @RequestMapping({"/evaluate/list/toseller"})
/*     */   public void getToSellerList(UserAgent userAgent, @ModelAttribute("query") EvaluateQuery query, Model model)
/*     */   {
/* 214 */     EnumEvaluateResult[] enumEvaluateResult = EnumEvaluateResult.values();
/* 215 */     query.setCreator(userAgent.getAccount());
/* 216 */     query.setRankType(Integer.valueOf(EnumUserEvaluate.BUYER_EVALUATE.getValue()));
/* 217 */     model.addAttribute("evaluateList", enumEvaluateResult);
/* 218 */     this.userAccountService.getEvaluateList(query);
/*     */   }
/*     */ }

/* Location:           E:\__安装归档\linquan-20161112\deploy14\fengshan\webroot\WEB-INF\classes\
 * Qualified Name:     com.hundsun.network.gates.fengshan.web.action.user.UserEvaluateAction
 * JD-Core Version:    0.6.0
 */

redpajama_set_name: RedPajamaGithub


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text:
CTF HONOURED: With Five Award Nominations
By admin October 16, 2017 October 16, 2017 Uncategorized
Some of Canada's top theatre reviewers have honoured the Classic Theatre Festival in Perth with a record-breaking five awards nominations in the professional theatre category for the 2017 Capital Critics Circle Awards, which will be announced at a special ceremony in Ottawa on November 13.
After winning a best actor award in 2016, Lana Sugarman has again received a best actor nomination with the Capital Critics Circle Awards for her role in the Bernard Slade comedy Same Time, Next Year, one of five award nominations for this year's Classic Theatre Festival. (Photo: Jean-Denis Labelle)
The five nominations cover all three mainstage shows that ran during the Festival's summer season, which once again drew thousands of tourists to Perth, many of whom also took in the highly-regarded theatrical walking plays that now run seven times a week throughout the summer. The Festival's staging of George Bernard Shaw's Candida, directed by Laurel Smith, picked up nods for Best Production, Best Direction, and Best Actor for William Vickers in his performance as Mr. Burgess. (The Festival's 2016 production of Shaw's Arms and the Man was similarly nominated in the same categories, with Lana Sugarman winning as best female actor, while Vickers was also nominated two years ago for his role in Neil Simon's I Ought to Be in Pictures.)
Sugarman picked up her second consecutive best actor nomination for this year's beloved production of Canadian Bernard Slade's timeless Same Time, Next Year, while Ottawa's Roger Schultz was nominated for his set design in another Canadian playwright's mystery thriller, Peter Colley's I'll Be Back Before Midnight.
Upon hearing the news, Sugarman thanked her director, Laurel Smith, for "guiding me to do my strongest work in some incredible roles," as well as "my magical co-actor, Scott Clarkson. You can't get a Best Actress nomination in a two-hander without the best partner up there with ya!"
CTF's 2017 production of I'll be Back before Midnight garnered a Capital Critics Circle award nomination for Roger Schultz's eerie and evocative set design. (Photo: Jean-Denis Labelle)
For Artistic Producer Laurel Smith, the critical attention being paid to the Classic Theatre Festival is "a tribute to the remarkable talent that puts these plays on every summer. We are so privileged to host some of this country's finest talent both onstage and behind the scenes, and I really believe these award nominations speak to the team effort that is required to put on the shows, whether it is stage management, lighting design, costume design, set design, the front of house folks who do such a great job making our guests feel welcome and at home, and the young people in our theatre training program who are at the forefront of what it means to be a Perth ambassador."
Smith also extended congratulations to other award nominees, including numerous National Arts Centre productions, and said that while she looks forward to the Ottawa party, she's also busy planning the 2018 summer season which, in addition to three golden age of Broadway and the London stage classics, will also include a brand new morning walking play, a new ghost walk, and a surprise show that will be announced in December.
Advance Super Savings Flex Passes are now on sale for the 2018 summer season, with a 25% discount and the flexibility to pick dates next year. Order at ticketsplease.ca or 1-877-283-1283.
« HOREJDA COMMANDS CLASSIC THEATRE STAGE: In Gripping Mystery Thriller
CTF WINS: Prestigious Best Technical Design Award for Mystery Thriller »


SACRAMENTO, CA –-(Ammoland.com)- Today, federal Judge Troy Nunley ruled that a California law banning licensed gun dealers from displaying handgun-related signs or advertising is unconstitutional and violates their First Amendment rights. The lawsuit, Tracy Rifle and Pistol v. Becerra, is supported by Second Amendment civil rights groups The Calguns Foundation (CGF) and Second Amendment Foundation (SAF) as well as industry association California Association of Federal Firearms Licensees (CAL-FFL).
The government defended the law on the theory that it "inhibits people with 'impulsive personality traits' from purchasing a handgun," but Judge Nunley held that this cannot justify restricting free speech rights: "[T]he Supreme Court has rejected this highly paternalistic approach to limiting speech, holding that the Government may not 'achieve its policy objectives through the indirect means of restraining certain speech by certain speakers.'" "California may not accomplish its goals by violating the First Amendment. . . . § 26820 is unconstitutional on its face," Judge Nunley concluded.
The plaintiffs are represented by Benbrook and Stephen Duvernay of the Sacramento-based Benbrook Law Group as well as Professor Volokh. They expect that today's order in the long-running lawsuit, which was filed in 2014, will be appealed by Attorney General Becerra to the Ninth Circuit Court of Appeals in San Francisco.
A copy of the order can be viewed at https://www.calgunsfoundation.org/tracy-rifle-v-becerra.
California Association of Federal Firearm Licensees (www.calffl.org) is California's advocacy group for Second Amendment and related economic rights. CAL-FFL members include firearm dealers, training professionals, shooting ranges, collectors, gun owners, and others who participate in the firearms ecosystem.
The liberals loose again, come on November.
The best personal defense aid is equitable or superior to whatever may be used against me, you, or us!!!!!. One might want to ask or consider the reasons why so many settlers fled Europe or their other homelands? The 2nd amendment was ratified to ensure the public would be equipped to fight against an army (British generally at that time) and to ensure the greedy whims of the monarchy would have no power in the new world.
The purpose of the 2nd amendment was to ensure the wealthy didn't tyrannize and take advantage of the poor to the point of war or revolution in which you-know-who loses and remains or becomes enslaved. It's only a matter of time before history repeats itself in this young nation as it did so many times "across the pond", and the framers knew this.
Since the Bill of Rights was written Crony Capitalist monopolies (The Deep State Globalists) have been growing. They didn't acquire their wealth through philanthropy; they are definitely out to get us and that's not paranoia, it's just a simple fact of life. Now, lobby groups generally promote interests of the 1% whom basically own the government in a progressively increasing and obvious way.
We go back to the simple question of "What part of "shall not be infringed" do these Leftopathic Corruptocratic Globalists not understand"? Any law restricting ownership of any firearm written since 1791 is UNCONSTITUTIONAL and therefore technically unenforceable !
Why were no First Amendment Rights groups involved in this lawsuit? Do they not realize that when the State restricts one Constitutionally guaranteed right, and gets away with it, they will start infringing on other Constitutional rights? What happens when they decide that Christianity is offensive to the Muslim community so they start legislating against crosses and depictions of the crucifixion? What if they decide the other way and decide that all Muslim practices should be outlawed and everyone is required to publicly eat bacon to prove that they are all inclusive?


Leaders of the Northeast Kingdom's regional planning commission want to investigate some of the thorniest questions about industrial-sized wind projects.
What are the health risks? Why is this kind of ridgeline development allowed? Are there less controversial, less intrusive alternatives? Are industrial-sized wind turbines worth it?
The executive committee of the board of Northeastern Vermont Development Association wants board approval to tackle these complex issues that fire up opponents, anger proponents and developers, and leave those without skin in the game just plain confused.
NVDA's leaders want to ask the state to suspend the approval of industrial wind projects for three years to allow NVDA time to do the study. The board will vote June 28 on the resolution at its quarterly meeting.
Anyone who has followed the wind debate in the NEK has heard so much conflicting information that even those who support wind energy want the proposed wind projects to go away so everyone can calm down a little.
It appears that NVDA executives have decided that the Vermont Legislature and state utility regulators aren't making decisions about wind projects necessarily with the best interests of the NEK in mind.
Arguments about health and environmental impacts, aesthetics and other impacts are being heard by regulators whose job it is to make sure that energy projects are developed according to legislative intent, and then to approve them.
The regulators on the Vermont Public Service Board were not given the task of figuring out if the NEK and its special rural character is the right place for wind projects.
NVDA executives want to know what the cost of more industrial wind projects would be for the NEK, versus the benefits.
Do wind project jobs and the production of intermittent electricity that is supplemented by natural gas power plants in southern New England outweigh the visual impact?
Is there an accepted way to compare property value impacts here to elsewhere?
Developers say there is proof that there is no impact on property values. Opponents say there is proof of impact. Who's right? NVDA could find out.
Some big wind opponents cite reports about the impact on health of living or just standing near enough to a wind turbine to experience pressure waves, never mind the sound or the shadow flicker effect.
Developers and supporters say those problems are caused by poor installation, picking the wrong turbine for the location, bad judgment in siting the turbines or other factors.
NVDA could find out what independent national and international health research shows about wind projects.
Some places, like in Quebec, have limited how close a wind turbine can be sited to a home. NVDA could find out if Vermont should have such a limit.
Some opponents say the distance should be two miles. Neighbors of proposed projects read about studies online and are scared. Developers talk in hundreds of feet and say it depends on the lay of the land and the season and other sounds in the area.
NVDA could push for a Vermont solution.
Developers say that some mountains are better for wind turbines than others. Energy leaders, like Dave Hallquist of Vermont Electric Cooperative, say ridgeline turbines are much better producers of electricity than those sited below in more developed areas – which then are closer to people and homes.
People in the NEK say "put the turbines on Lake Champlain." Would Camel's Hump be a proper home for turbines?
People in Derby say "put the turbines on the ridgelines," away from homes.
Yet Vermonters like green energy.
What other green energy sources would do the trick? NVDA could find out.
One of the problems with understanding how wind projects are approved lies with how permits are granted.
Under state law, energy projects are all considered by the Public Service Board under the 248 process. Energy projects are not treated like any other developments, which go before regional environmental commissions for review under Act 250.
Jay Peak Resort officials had to present their most recent expansion plans to the District 7 Environmental Commission for review – but that happened at a hearing in Jay, where the neighbors had a chance to listen and make comment about the proposal. Even the state's largest landfill in Coventry, arguably of statewide importance, went before the Act 250 commission.
Down the road in Lowell, the Lowell wind project didn't go before the Act 250 commission.
It was heard by the Public Service Board. Area residents got to make comments to a hearing officer. But the hearings were held in Montpelier under a rigid court-like setting. The real arguments are made by attorneys and experts in briefs and reply briefs and appeals. The facts cited aren't aired in the same way, in a local public setting.
Opponents who participated were disappointed at how limited their impact at the hearings were.
NEK senators sought but weren't successful in getting a moratorium on wind projects. Perhaps a short-term moratorium with intent to study "big wind" and resolve some of the factual inconsistencies would make sense to the majority of senators who didn't favor lowering the boom on wind projects completely.
The Legislature did that with hydro-fracking, the cracking of deep rock to drill for trapped natural gas.
Some in the NEK would like the legislators in the rest of the state to see what the intense debate about big wind is doing to this area, and give NVDA a chance to find out what big wind's impact would be.
In three years, the Lowell wind project probably would be operating and maybe a turbine will be sitting on a farm field ridge in Derby. Along with Sheffield, that would give NVDA plenty of home-based impact to study.


text:
Telecommunications and Postal Services
SAPO & USAASA & BBI Annual Performance Plan
Chairperson: Mr J Mahlangu(ANC)
The Committee heard briefings from the Universal Service and Access Agency of South Africa (USAASA), the South African Post Office(SAPO) and Broadband Infraco (BBI) on their strategic and annual performance plans for 2018/19.
USAASA said the first of its strategic objectives was improved risk management services. The second was increased use of the information communication technology (ICT) system. It wanted to make sure that all employees made use of the SAP system so that at the end of the month utilisation reports could be gathered, as close to R45 million had been invested in the system. The month end reports would measure how much this system added value to the business. The purpose of Sub-Programme 2: Business Intelligence, was to promote effective and efficient service delivery of universal services and access in under-served and under-serviced areas through planning, monitoring, reporting and evaluation, and research. A strategic objective was to facilitate a smooth transition from the Universal Service and Access Fund (USAF) to the Digital Development Fund.
The functions of USAF could be summarised as that of a facilitator and monitor to improve research capacity on universal service and access, and to make recommendations to the Minister on policy issues. It had a mandate to provide accurate and credible information on universal service and access gaps. A strategic objective was to have increased connectivity through the roll-out of electronic communication infrastructure.
At the outset of discussion by Members, the Chairperson identified a number of mistakes and ambiguity in various pages of the presentation, and said the document was very problematic and should not be used as a point of reference for discussion on that day. He suggested that USAASA get an extension to hand in another presentation by Friday 27 April, and when the Committee reconvened the following week they may ask questions and reflect on the document. His proposal was adopted,
SAPO gave an updated perspective of where it was with its corporate plan:
SAPO, as it was currently structured, managed and funded, was not financially sustainable.
It had regressed so far technologically, that it simply could not offer a competitive service.
SAPO would need to invest, not only in technology, but in its basic customer interfaces, in order to compete on the frontline.
There was the possibility of partnerships or joint ventures with established players as an alternative to organic growth.
Post Bank had always been central to the diversified revenue strategy of SAPO, with the expectation that it could contribute up to a third of total revenue once earnings from lending became a reality.
If SAPO did not initially get government business to help it fund its cost base and required investment in upgrades and growth, it would continue to require direct government subsidies.
SAPO could become an investible entity which could attract its own capital and deliver reasonable returns to government.
Members posed questions about SAPO's funding avenues, staff reductions, delays in parcel deliveries and the possible reintroduction of post boxes, and expressed hopes for a successful implementation of the South African Social Security (SASSA) grant system. The Chairperson commented that it was seldom that Members of different political parties shared the same view -- in this case, recognition of the efforts and passion shown by the CEO of SAPO.
The overall picture of BBI was that they had grown in respect of the traffic on their website, as well as the number of customers. It had grown its customer base from only 11 in 2013 to 30 in 2017, 46 in 2018 and expected to reach 50 in 2019. Its focus areas for the year were the implementation of SA Connect, the National Broadband Network (NBN) company, and its sales, technology and product strategies.
Members commented that although the BBI's customer base had grown, there had not been significant growth in come. The asked about the pilot project with an open access fibre provider, and whether BBI had considered locating it in a rural area, rather than an urban area. They also wanted to know when its business case for establishing a broadband company – perhaps a merger between BBI and Sentech – would be completed.
Universal Service and Access Agency of South Africa (USAASA): Suspension of CEO
Mr Mawethu Cawe, Chairperson of the USAASA, introduced Mr Sipho Nngqibisa, who was acting as Chief Executive Officer (CEO) in the place of suspended CEO, Mr Lumko Mtimde. Mr Nngqibisa had been chosen to fill this position due to his experience and many years spent working at USAASA (since 2010), and his experience of working at the Department of Communications (DOC) and the Independent Communications Authority of South Africa (ICASA). Mr Nngibisa would carry USAASA while the organisation dealt with Mr Mtimde's disciplinary process. Mr Mtimde had made an urgent labour court application to come back to his position as well as to interdict his disciplinary hearing based on the legalities he had put forward. The date of the labour court application was 24 April, and the disciplinary hearing would be held the next day.
Ms J Kilian (ANC) asked whether the Board of USAASA had communicated officially to the Committee's Chairperson or Secretary with regards Mr Mtimde's disciplinary process. If so, she requested copies of the communication for Members, so that they could have background documentation on the suspension. This was due process, as the Committee held the board of USAASA accountable.
The Chairperson replied that he himself had not received any correspondence from the Board of USAASA concerning the suspension of their CEO, and commented that it was an important issue to be raised.
Mr Cawe replied that he would go back to check if there had been any correspondence. If there had been none, USAASA would make sure the Committee did receive correspondence.
The Chairperson said it was a serious problem if an entity did not advise the Committee on such matters, as the Committee played an oversight role and it was a compliance issue.
USAASA: Annual Performance Plan (APP)
Mr Mngqibisa introduced the presentation by describing USAASA's programmes and sub-programme plans.
Sub-Programme 1: Business Support.
The purpose was to provide strategic leadership, management and support services to the Agency. The first of the strategic objectives was improved risk management services, and the target for 2018 to 2019 was 75% implementation of the risk management plan. The second strategic objective was increased utilisation of the information communication technology (ICT) system, where the target was 99% uptime availability of the SAP enterprise resource planning (ERP) automated processes. Quarterly targets for quarter one to four were all 99% uptime availability of the SAP ERP automated processes. USAASA wanted to make sure that all employees made use of the SAP system so that at the end of the month, utilisation reports could be gathered, as close to R45 million had been invested in the system. The month end reports would measure how much this system added value to the business.
Mr Mahomed Chawan, Chief Financial Officer (CFO): USAASA, said the funding of Programme 1 would amount to R79 465 in 2018/19.
Sub-Programme 2: Business Intelligence.
Mr Mngqibisa said the purpose of Programme 2 was to promote effective and efficient service delivery of universal services and access in under-served and under-serviced areas through planning, monitoring, reporting and evaluation, and research. The first strategic objective was improved quality of performance information, where the quarterly performance was divided into designing the evaluations, conducting the evaluations, and completing the performance information reports. The second strategic objective was to facilitate a smooth transition from the Universal Service and Access Fund (USAF) to the Digital Development Fund. The annual target was to have a transition plan costed and completed.
Mr Mngqibisa said the number of performance indicators had been reduced from 24 in 2017/18 to only five this year. The reason for this was so that the organisation could focus and deliver on their objectives. The performance indicators that had not been included in this year's APP would be added to the operational plans which would be cascaded down to every employee. USAASA would have performance contracts on a monthly basis from now on, not a quarterly basis so that through this kind of operational plan, accountability could be fostered.
Universal Access and Service Fund (USAF)
The second part of the presentation focused on USAF.
Programme 1: Business Operations.
Mr Mngqibisa said the functions of USAF, as per Section 82 of the Electronic Communications Act (ECA) could be summarised as that of a facilitator, with a monitoring role to improve research capacity on universal service and access and to make recommendations to the Minister on policy issues. It had a mandate to provide accurate and credible information on universal service and access gaps.
The first strategic objective of Programme 1 was to have increased connectivity through the roll-out of electronic communication infrastructure. The first performance indicator for this objective was to measure the number of newly identified under-serviced areas with access to electronic communication infrastructure that was functional. The annual targets for 2018/19 were Ngquza Hill and Port St Johns Local Municipalities in OR Tambo District Municipality, which were the two newly identified municipal areas that had access to electronic communication infrastructure.
The second performance indicator was to measure the number of existing sites with internet connectivity maintained. The annual target was to have the 676 existing sites -- 564 educational institutions, 111 clinics and one public office -- with internet connectivity maintained in King Sabata Dalindyebo, Mhlontlo, Joe Morolong and Ratlou Local Municipalities. The two municipal areas with access to electronic communication infrastructure referred to newly identified areas where USAASA would roll out the electronic communication infrastructure. Internet connectivity to sites would be done in the 2019/2020 financial year.
The third performance indicator was the number of new sites with internet connectivity maintained in Impendle and Nyandeni Local Municipalities. The annual target was to have 275 new sites with internet connectivity maintained, of which 187 were educational institutions, 32 were clinics, 16 were public offices and were 40 public Wi-Fi hotspots. These would use the electronic communication infrastructure rolled out in the 2017/2018 financial year.
An addition to the first strategic objective was to have increased access to digital broadcasting, with an annual target of 22 282 set-top boxes (STBs) and antennae procured. The total number of STBs to be procured had been reduced due to the budget reduction of R250 million by National Treasury. The Committee should look into this reduction.
The second strategic objective was improved accountability on the project management of infrastructure projects. The annual target was the achieve 100% of set-top boxes and antennae distributed for registered users. He added that the organisation would like to complete projects within a set time and budget so that it did not report to Parliament with incomplete projects.
Mr Chawan said that over the medium term expenditure framework (MTEF) period, USAF's spending focus would be on:
the rollout of broadband infrastructure and provision of equipment to identified under-serviced municipal areas, including educational institutions, ICT centres and primary healthcare facilities);
the rolling out of broadcasting digital migration, where the main cost drivers would be subsidising the provision of STB and antennae to identified television-owning needy households; and
maintaining existing broadband networks to connected sites in under-serviced areas within the initial two-year period. The current allocation to the broadcasting digital migration programme had been reduced by R250 million by National Treasury.
He mentioned the main issue to bring to the Committee's attention was the reduction of USAF funding in 2018/19 by National Treasury.
The Chairperson had several criticisms of the presentation. The document's binding was unacceptable for an APP; USAASA had not adhered to the advice of the Auditor General (AG) to ensure that they adhered to "SMART" principles for their document; the CEO had mentioned an addition of something that was not in the 2017 APP, but before such an addition was made an addendum and a complete strategic plan had to be submitted; and the chosen narrative of USAASA, from 2017 to 2021, was out of line. He continued to identify mistakes and ambiguity in various pages of the presentation, and said the document was very problematic and should not be used as a point of reference for discussion on that day. He suggested that USAASA get an extension to hand in another presentation by Friday 27 April, and when the Committee reconvened they may ask questions and reflect on the document.
Ms Kilian (ANC) said she had found it difficult to bring the figures in the presentation together. She asked questions about MTEF expenditure, and non-tax revenue that had been received in 2016/17 but not received in this current financial year and not perceived to be foreseen for the future. She had noticed the presentation had focused entirely on programme one, and wanted to know if that was a mistake. USAASA had foreseen that 100% access to digital TV would be attained by 2020, but SA Connect's targets indicated only 90%, which was confusing. She asked what the real targets were and how USAASA was preparing itself to achieve the targets. The Auditor General had expressed himself in a way that highlighted serious concerns over specifics, such as "SMART" principles and achievable objectives, and the real issues that would lead to success or failure of the institution. Her concern was whether USAASA had adequate management and an adequate understanding of the National Treasury and their processes and budget cycling, or if that was a serious concern for the Board itself.
Ms D Tsotetsi (ANC) commented on the smooth running of the business and asked whether the Minister had been informed about the suspension process of the CEO. She asked whether USAASA had capacity to fulfil the targets it have set for itself. Initially it had had 24 targets, and now they had been reduced to five, so one could assume that they had not had the capacity. This time around, did USAASA have capacity? Referring to the sites which had, and had not been, connected she asked what the proximity between the sites was so that the majority of people could access them. What informed the identification of the places to be connected, as there was a tendency for people to focus on connecting only urban areas at the expense of rural areas. Essentially, she wanted to check if there was a balance between the rural and urban areas.
Ms M Shinn (DA) commented that the report was mainly comprised of a cut and paste from a number of developmental plans in the Department of Public Service and Administration (DPSA), the Audit Development Programme (ADP), SA Connect and the like, and contained very little information on what USAASA was actually doing. One thing that bothered her was that somewhere along the line, USAASA had spoken about planning for the Digital Development Fund, which was years away and a waste of time, as at this stage it was not in any proposed legislation. It was not promulgated yet, so it had to go through many years of public process. Another thing that bothered her was that nowhere had the issue of the corrupt STB tender process been mentioned, and what impact that had had on USAASA's targets and deliverables. The wish to implement another 28 000 STBs was problematic if it was carried out while using an illegal process.
She assumed that the R52 million promotion of information communication technology expenditure in 2016/17 had been spent on the SAP ERP system, but that amount did not gel with another amount mentioned in the presentation. She asked whether the declining R4 million or R5 million had gone towards the maintenance of the equipment or the buying of other equipment. Referring to the role of USAASA in SA Connect, she said she found it absurd that they had not done any impact analysis on their progress, and that such research was only going to be carried out now. How long had USAASA actually worked on implementing those systems? She was not impressed that for five to 10 years, USAASA had not measured their impact.
She also spoke about the maintenance of established sites after USAASA pulls out after supporting them for about two years. Of the 676 existing sites, how many was USAASA still maintaining and how many had they let go? What hand-over documents exist, and who was maintaining the sites after USAASA walked away after their mandated two years? What was USAASA's relationship with Sentech, which had been chosen as the agency for SA Connect?
Mr C Mackenzie (DA) asked how the proposed Digital Development Fund had affected the organisational culture of USAASA, especially in terms of the planned roll outs. Had Treasury given a reason for holding back the R 250 million in funding, and did they plan to reallocate it in six months down the line in the midterm budget statement? He referred to an oversight visit where it had been discovered that a number of sites did not have existing connectivity because there was no mechanism in place to monitor those sites, and asked what mechanisms were in place to make sure that connectivity on sites was maintained. There was a clinic in Mpumalanga where people had to make use of their own money to have internet connectivity. He asked if there was a number people could call, or a key account person that they could always refer to at the sites, to make sure connectivity was maintained. He argued that having a 75% target for implementing the risk management plan created a huge hole, and that there should be 100% implementation of the plan.
Ms N Ndongeni (ANC) asked where the CEO of USAASA was had been working before his appointment at USAASA.
Ms Killian said she also wanted to make a comment about the risk management plan, because the AG had told the Committee that the risk register had not been updated during the course of the year, and that was a severe risk. In addition, one of the risks identified in business operations was that the sign off on contracts was done by the contractor. What did USAASA do to go on site to conduct checks on the rate of progress to determine whether it was in compliance with the policy?
USAASA's response
Mr Cawe apologised for the way the documents had been bound. He was not sure what document had been handed in, as they had gone through about five reiterations. He asked permission to check which document the Board was happy with, and to provide a complete document.
The Chairperson asked how much time USAASA needed.
USAASA asked if they could come back with a complete document by Friday, 27 April.
The Chairperson then granted them the permission to do so, and suggested they could take leave immediately to start working on the document, so their response to questions would take place at a later stage.
Mr Mackenzie asked if USAASA could first answer some questions of clarity Members had asked on the document.
The Chairperson responded that even if USAASA answered the questions, they would not be in the document. It should be assumed that there was no document that day, and USAASA should rework it and submit it again on 27 April at 11am so that it could be circulated to Members. Then on Tuesday 1 May, the Committee had to approve the report they needed to submit to Parliament.
Mr Mackenzie said he was a bit confused as to why the document was being withdrawn in its entirety, and whether it was because it was not signed by the Minister. He had engaged with the documents and had questions which he thought could be answered at the meeting. The time constraints for producing the Committee report also had to be considered.
Ms Kilian asked if, when the Committee reconvened on 1 May, USAASA could have someone on standby to answer any possible questions on the second, or final, document, and that they could then proceed with their report due to the serious time constraints as Parliamentary committees. If there were questions of clarity, they could be asked at the meeting on 1 May before the handover of the final report.
Ms Shinn brought the Committee's attention to the fact that next Tuesday would be a public holiday. and that if the Committee was going to engage on a document, it needed to engage on a document that had been formally tabled in the House of Parliament, but by next Tuesday the document would not have been formally tabled, so the Committee could not actually engage.
The Chairperson replied that the document had been tabled, but many errors had been found in it and therefore it had to go back to be reworked. The document was going to Parliament through the Committee, not straight to Parliament. However, if Members of the Committee would like to engage on the flawed document, they were welcome to do so, but they had to understand that they would again altogether engage on the reworked document coming on Friday.
Ms Tsotetsi seconded the idea of USAASA having a person to answer questions arising at the next meeting. She stressed that the person to answer must be well equipped and ready to answer any question and not make an excuse of a senior not being there and thus not answering a question.
The Chairperson then mentioned that the next meeting was on 8 May.
Mr Cawe said USAASA would include an addendum answering all the questions that had already been asked.
The Chairperson commented that since USAASA had come with a document with many errors, they must also fund themselves for the trip to Cape Town, as the institution had paid for them to come and present.
South African Post office (SAPO): APP
Mr Zibuse Comfort Ngidi, Chairperson: SAPO, introduced the SAPO delegation, which comprised the CEO, Mr Mark Barnes, and the Company Secretary, Mr Dawood Dada. He said the CEO would take the Committee through the presentation.
Mr Barnes said he wanted to give an updated perspective of where SAPO was with its corporate plan:
Postbank had always been central to the diversified revenue strategy of SAPO, with the expectation that it could contribute up to a third of total revenue once earnings from lending became a reality.
SAPO had seen improved performance, as there had been a restoration in operations resulting in an 8.47% improvement in the delivery standard of mail. Delivery standards had peaked at 91% at 31 March 2018. The 14% decline in revenue that was experienced in 2014/15 had also been reversed to a 4% decline in revenue over the 2017/18 financial year. Although transport costs had been reduced, up-scaling would require increased spending. Property costs had been reduced by 13%, but salary costs had remained inappropriately high, given the revenue profile of SAPO.
Mr Barnes referred to SAPO's financial performance, and said revenue would decline in 2020/21 due There were interest costs of new loans of R2bn, with R400m required to settle the current term loan in December 2018. The expenses of R5.6bn included the IT network upgrade, which amounted to R978m over five years.
SAPO's corporate/government revenue initiatives included new revenues for hybrid mail, courier and logistics. The public service mandate funding of R300m a year had stopped in 2011, and SAPO now incurred an annual cost of R769m.
A phased approach would be adopted to address the high staff cost base:
Phase 1 - continuous reduction inovertime and extended hours.
Phase 2 – For the South African Social Security Agency (SASSA), there would be the redeployment of staff from other business areas to retail/SASSA to contribute towards addressing staff salary costs.
Phase 3 – Outsourcing of non-core activities, and reorganisation of non-core business support services -- owner driver schemes, travel, and support functions
Phase 4 – Human resource (HR) cost optimisation. The success of phases 1 to 3 would determine the extent of a HR reorganisation process.
Skills development would be important to support the re-organisation process. SAPO would maximise the skills development grant to off-set training investment costs. The Academy would also offer training to operators on the continent.
The current funding deficit for 2018/19 was R784.6m, and the total amount of funding required for the year 2018/19 was R2.784bn. The capital investment would support revenue growth initiatives and investment in post office systems that had long exceeded their useful life
SAPO had a net asset value of R3.6bn projected as at 31 March 2018. R800 million was required to settle outstanding liabilities.
As at 31 March 2018, a going concern guarantee of R1.6bn – for a forecast baseline loss of R1.2bn and the R400m repayment of the term loan -- would be required in order to pass the liquidity test.
A surplus of R785 million was projected for 2018/19, depending on:
Achievement of revenue and cost initiatives.
Recapitalisation funding of R800 million.
Public service mandate funding of R769 million.
New loans of R2 billion -- property and retail bonds.
An annual average funding surplus of R899 million maintained over the MTEF period.
Term loans of R2 billion, so National Treasury exposure could be reduced.
Sources of funding excluded Postbank's excess capital of R1.3 billion.
Mr Barnes said that to meet SAPO's funding requirements, bond issues were planned.
The first was a SAPO property bond of R1 billion, which was not yet approved. SAPO owned 444 properties revalued at a market value of R2.7 billion as at 31 March 2017. The property portfolio would be used as collateral for the debt, and the funding would be used to repay the interim loan facility of R400 million, and for capital infrastructure investment.
The second, also not yet approved, was a SAPO retail bond of R1 billion. This would involve a 10-year term and be guaranteed by National Treasury. Bonds issued would need to be listed on the Bond Exchange. SAPO could consider offering the issue through its branch network. National Treasury would effectively be underwriting a higher yield (than the deposit rate) to citizens, instead of commercial banks
The envisaged SAPO corporate structure, supported by the Board, involved partnerships. It would look to partner with organisations that had technical solutions and products off which it could leverage. Partnerships would be crucial in allowing SAPO to close its investment gap and being able to provide competitive offerings in banking and E-commerce.
Legislative changes envisaged would allow outside investment and exemption from Public Finance Management Act (PFMA) compliance requirements for revenue generating initiatives. Ministerial support and Cabinet approval still had to be obtained to proceed
Annual Performance Scorecard
Mr Barnes lastly addressed SAPO's key performance indicators (KPIs):
To achieve the current baseline revenue target as per the corporate plan, of R4.6bn.
To achieve the regulated mail delivery standard of 92% as per the agreed delivery model with ICASA.
The uptime target for automatic teller machines (ATM) and POS transactions, as per the industry standard, was 98%.
All customer complaints must be resolved within seven working days from date of receipt of complaint.
To achieve the baseline expenditure target as per the corporate plan of R5.70bn
Consolidation and optimisation of the regional operations infrastructure network by 30 September 2018.
To achieve the Postbank revenue target as per the corporate plan, of R822m.
Grow the total number of Postbank accounts by 3% from the prior year actuals.
Achieve the corporate plan revenue growth target of R162m.
All retail branches must comply with the SASSA requirements for Postbank by 30 September 2018.
To achieve 100% effective resolution of AG audit findings resulting in an unqualified audit opinion for the 2018/19 financial year.
Mr Mackenzie referred to the document which talked about setting up a fund for universal services as a funding requirement for the Post Office. Where did SAPO see that funding coming from? Who would pay into the fund? He also raised a concern over the Post Bank and its June deadline. According to his understanding the only thing that was holding them back was a change or amendment to a piece of legislation, and it seemed there was nothing suggesting that the "stalemate" would change. Had there been any indication from the Cabinet if it would be tabled? The 30% revenue which played an important role in the strategic turnaround plan had been an instruction from the Cabinet, so why had it not materialised?
He asked about the cutting back of staff -- how much would SAPO cut until the organisation was at a critical stage, because they did not have enough staff? He referred to the issue of foreigners failing to receive their parcels sent through the expedited mail service (EMS). He also referred to the problem concerning South African Airways' failure to deliver parcels -- what was the cause of the parcels not being expedited timeously? In past years, SAPO had been able to break even, so what was different now, that SAPO was in such a hopeless position? He was very impressed to see innovation in the current plan. He wanted to know whether SAPO's owner driver scheme had been implemented, and how many people it would include. How were the 200 franchise branches identified, and what were the financial implications for SAPO?
There was a proposal to replace some pre-street deliveries with post boxes. He commented that that was something done years ago as part of postal services' cost cutting plan, and he believed there had been no charge for that. Would SAPO charge, or have no charge like before? He referred to the e-wallet, and asked why SAPO anticipated so much revenue for that. MTN had an e-wallet offering and other entities were active in that area as well, so perhaps they had missed the boat with that one. He also asked why there had been such a revenue spike for digital certificates?
Ms Kilian commented on the challenge as far as liquidity was concerned. On the perspective of changing to a new tactic she was very optimistic, and she trusted that with a successful implementation of the SASSA grant system, SAPO would in fact correct the reputational damage that they had suffered. Though she was not part of any negotiating team on salaries, due to the very bad strike at SAPO, they had to balance the upskilling and downscaling of the staff, and it had to be linked to performance bonuses. She asked SAPO to what extent they had developed that type of performance plan.
She said the very serious nature of the Post Bank issue was now compelling the Committee not to hold back, and she hoped that the other Members would support her in suggesting that the Chairperson have a meeting with Mr Carrim, Chairperson of the Finance Portfolio Committee, and also the Minister. It would be a very bad reflection on Parliament if this issue was not resolved. She had noted what Mr Barnes had said about the AG's comments. However, there was another element to staff upskilling in terms of the technical indicators, because ultimately for any institution to move forward quantifiable targets were needed, so to fulfil the public mandate, she believed the government would come to the party.
Ms Shinn said the Committee owed Mr Barnes a great accolade for the courage he had to lead the Post Office as no one else in South Africa would take up that responsibility. He had brought with him so much innovation and passion. Her question was whether the R800 million funding to fulfil the public mandate of SAPO would come from the Digital Development Fund. If that was the case, it was years away from being implemented, so she had asked for confirmation as to whether it was a separate fund or the same. Mr Barnes had then confirmed that it was a separate fund, and she had a feeling that government would use the Digital Development Fund to fund all other roll outs. She concluded by wishing Mr Barnes luck with his bonds and public-private partnerships.
Ms Tsotetsi said when she heard the presentation from the CEO, she had become optimistic again. What would be the "magic" to convince other partners besides SASSA to join SAPO so that improvements could be made? Was there a plan to rectify the inappropriately high salaries without running foul of the labour laws? The redistribution process meant some employees would be redeployed to other offices where there was a shortage of staff, and she was concerned that the moving of staff might increase transport costs while salaries were not rising. There was a need to buy more scanners. SAPO had said they would train staff on how to use the scanners, and she asked if the few staff that were already working, were able to actually do their work. She spoke to the issue of replacing offices with post boxes, and said that it was a wise move. However, she revisited the issue of having no payment for that facility, and asked what the strategy would be to encourage people to pay for their post boxes. The driver scheme was also a wise idea in dealing with unemployment, but it could be implemented only if the cars were in good condition and road worthy
Ms Ndongeni asked if SAPO had the capacity for the SASSA initiative.
Mr Mackenzie referred to the section of the document where separate companies were spoken of. He asked if it was an African Bank type of model that SAPO wanted to adopt. His concern with separate companies was the expense involved and the time to set them up. He asked what sort of timeframe SAPO had provided to set up the different companies. He was concerned about the courier service being set up as a separate company again, as this had already been done in the past and had failed. Another concern was about the Public Investment Corporation (PIC) being a funding partner -- that should be probed with some caution. He asked for clarity on the Staff Optimisation Cost Benefit being added to the revenue of SAPO. Regarding the retention of prior revenue as a goal, he said SAPO received an annual increase from ICASA which was legislated, so did retention of prior revenue take into account that annual increase?
The Chairperson said it was important for SAPO to hear the sentiment that the Committee shared, as it was seldom that Members coming from different political parties shared the same view -- in this case, recognition of the efforts of Mr Barnes. They had also been impressed by the Chief Operating Officer (COO) whom they had met at another stage when the Committee had received a presentation by SASSA. He encouraged the board to take advantage of such expertise. The Committee would appreciate having sight of the intervention made by SAPO to address issues raised by the AG, because perhaps it could help other organisations with the kind of approach that was being used.
SAPO's response
Mr Barnes addressed first the question of the fund for the Universal Service Obligation (USO) saying that it was a matter of principle more than a specific fund. They had requested that government should not see it as something to be revisited every year on a 'pay for the past' basis, but proactively building up a sinking fund to deal with public service mandates as a matter of National Treasury.
They were dealing with two issues on the Post Bank. One was the law, which was a one line amendment to the Act, and for some reason it had not gone through, and the other was capitalisation or the bank controlling company discussion. In his view, there had been some purposeful impediment to this process, as there could be no other logical explanation for it. There was also a view that a government-funded bank like Post Bank, which had around R8 billion, would be handled recklessly and would allow the reckless lending of money etc. He suggested that the sterile R8 billion could perhaps be redistributed and used productively somewhere else.
On the staffing numbers, he said about 4 000 people were involved, and he said these numbers were very sensitive. The 4000 people were 20 % of the current staff, which would mean a saving of around R180 million a year. Volumes had come down by about 40%, so it meant staff should go down as well. The reason was that SAPO had adopted around 5 000 people as a result of corrupt labour practices, and had courteously taken on the staff of Courier Freight Group (CFG), which had been around 700 people.
Regarding South African Airways (SAA), one of the main problems was that SAPO's scanners were actually very old and some of them could not read properly. Some problems were with other posts --for example, Mozambique once had not paid SAA, so SAA had refused to deliver and SAPO had had to send trucks to Maputo to deliver.
On the break-even discussions, he thought the subsidy had gone up until 2011, when it was R300m, and secondly the volumes kept growing.
He said that SAPO maintained their own properties.
Nothing had been done yet on the owner driver scheme, but he wittily said there were existing 'entrepreneurs' who were using Post Office bakkies for their own businesses after delivering for the Post Office. SAPO just had to help them finance the purchase of that bakkie and the bicycle.
On the post box delivery fee, he said free delivery was not the answer, and it required a redefining of what a post box was. A post box was not just for deliveries, but for getting moveable things into a box.
On the e wallet issue, he acknowledged that they were behind the curve, and SAPO was not going to invent it but partner it.
SAPO did not actually have a liquidity problem, as there was so much stale cash in the Post Bank. The solution for the Post Office was to give it to someone to run it as if there were investors that were interested.
There had been a four-month strike at SAPO and now it was definitely over. It was therefore better to redeploy the capital before the situation became upset.
On the courier issue, he said SAPO were not doing their own courier service, but wanted to partner with couriers who did not have access to OR Tambo airport, for example, and who did not have customs inside.
On the 'magic' for the partners, he said SAPO saw an utilised infrastructure. They did not see anything political about it -- just massive infrastructure that could be useful for them --and an overwhelming number of government institutions had approached him.
Regarding the question of capacity, he said SAPO was performing well with SASSA.
The separate companies were just to accommodate separate investor bodies.
The 10% revenue decline was offset by the 6% ICASA increase in revenue, which left SAPO with a 4% net decline. He acknowledged that it was a declining business.
He said the intervention to deal with the AG's issues was not so much a system, but was driven by a strong personality who took no nonsense. It had been a management matter, and he was expecting a much better result.
Mr Barnes urged that SAPO's issues should be part of a Cabinet memorandum, as these matters were spoken of and agreed upon, but no one took them as an instruction.
Ms Tsotstsi again raised her concern about the transport costs of redeployed employees, as an issue might arise among the unions in the future unless there was a proactive plan to mitigate them.
Mr Barnes answered that if they had to move people around, they would take into account those expenses. The Post Office unions realised that 100 people working was better than 100 getting an increase and others not working. Mr Barnes said the real problem was that people were had no money.
Mr Mackenzie asked about the post box addresses, and how the roll out was going.
Mr Barnes replied that SAPO had a lot of movement on the address roll out, and that he could email that to Mr Mackenzie.
One member of the Board asked for help on the issue of the salary increases from the Committee
The Chairperson said the Committee would need more time to deliberate on that. He suggested that SAPO could request a meeting to address that specific matter. He said it was a very important matter to bring up.
Ms Killian asked if the figures mentioned in the presentation had been provisioned to have the same percentage increase as other entities.
Mr Barnes replied that it did not, but he would send a document for all of them to read.
Broadband Infraco: APP
Mr Mandla Ncgobo, Chairperson of the Board, Broadband Infraco (BBI), introduced his delegation, and said Mr Andre Matseke, the CEO, would lead the presentation.
Mr Matseke said that due to time constraints, he would focus only on the highlights in the presentation. The overall picture of BBI was that it had grown in terms of the traffic on their website as well as the number of customers. The company had grown its customer base from only 11 in 2013 to 30 in 2017, 46 in 2018, and expected to reach 50 in 2019. The sale of its Synchronous Transport Module level-1 (STM1) equivalent had also steadily increased.
Earnings before interest, depreciation, tax and amortisation (EBIDTA) looked positive and continued to improve through cost optimisation and improved sales. Service availability had performed above
Mr Matseke said the market for the provision of broadband wanted high reliability in terms of the technical performance of the network while the cost, or what the market was willing to pay, was going down. BBI was also anticipating that the future introduction of 5G was going to drive the requirements for broadband upwards. The key issues in the ICT industry were:
Mobile traffic being continuously on the increase and
the spread of fibre to the premises which was generally referred to FTTX, X referring to anything from a business to a home
Another specific matter driving the market of BBI was regional and international connectivity. BBI was engaged in extensive activity in relation to the neighbouring countries. He had been to Botswana twice this month in relation to a business prospect that would bring significant traffic into the BBI network, and there was more expected from Namibia and Zimbabwe in the following month. He then addressed the BBI's strategic goals in the APP.
Mr Ian van Niekerk, CFO, said there was still an emphasis in the APP on business sustainability. The first strategic goal was to improve operational excellence and the second one was to have a 40% increase in year-on-year growth in revenue, including SA Connect. It SA Connect was taken out, there would be an increase of only 18%, which was more manageable and BBI had made specific targets to manage that. A new target was to pay small, medium and micro enterprises (SMMEs) within 30 days.
Economic and social transformation targets included two new KPIs, which were the percentage spend on youth-owned entities annually and the percentage spend on people with disabilities-owned entities. The last strategic objective was to manage the number of repeat external audit findings and achieve a clean audit.
Mr Matseke provided an overview of the capital expenditure refurbishments that BBI was planning in its network. They were:
To address Single Points of Failure (SPOF) and do replacements of AdLash fibre to guarantee service provision for the customer;
Investment in the West African Cable System (WACS). Generation of revenue was in customer service specific solutions and WACS.
Protection of revenue in the N2 capacity upgrades that were planned.
Operational capex and technical capex was required to maintain spares and equipment.
In total, 53% of BBI's capex was targeted at the generation of revenue going forward.
Mr Van Niekerk referred to the financial performance of the company for the next five years. Revenue would increase by 40%, which was a conservative increase looking at the year-on-year increases. The cost of sales perspective, including SA Connect, had shown an improvement from 2017/18 to 2018/19, and going forward it showed improvement on the profitability line. On the issue of funding, he said BBI would have access to debt funding for SA connect. There was a combination of avenues that BBI was aiming for in terms of its funding needs. The 38% funding was mainly for upgrades, and SA Connect and BBI were hoping to get that money from one of the development finance institutions (DFIs). 26% of that funding would target vendor financing of R99.3 mil for SA Connect's Internet Protocol (IP) core. A portion of the funding requirements was from short term funding of R100 million to fund working capital and specific customer projects.
Mr Matseke said there was a particular focus on improving BBI's top line through a sales plan. Among the things they were focusing on was
Making sure they retained the customers that they had.
Upselling, meaning adding more services to BBI's customers. The critical issue was that the market was offering internet protocol services. BBI was moving gradually from selling synchronous digital hierarchy (SDH) legacy time division-based technology. to offering IP services to customers and also taking advantage of international traffic and expanding into neighbouring countries.
To grow the current customer base to above 44, which would have a significant revenue increase in the new financial year.
Identify new market segments, aligning BBI's product offering and pricing to capture new players, i.e. Microsoft, Amazon etc. and the acquisition of an ECS licence would enable it to tap into the living standards measure 1 (LSM1) market without limitation and competing on end to end solutions particularly with tender responses.
Mr Matseke said the headcount had not increased much, and the biggest growth had been in the sales and technical capacity which BBI needed to implement SA Connect. BBI obviously had specific areas of improvement to implement the equity profile.
Mr Van Niekerk said BBI had not incurred any irregular expenditure over the years. There was only one external audit finding that had not been addressed yet, and that referred to the going concern issue.one. There had not been much movement on the strategic risks, and BBI would continue to manage them actively.
Mr Matseke said the focus areas for BBI were:
Implementation of SA Connect.
National broadband network company.
Sales strategy.
Technology and product strategy.
Addressing the implementation of SA Connect, he said there were 313 sites where they had got the go-ahead to implement from the Department in the middle of March, and they would have completed a significant number of them by June, and the last one in uMzinyathi by September. Some sites would be completed during the month of May.
Ms Kilian commented that it was interesting to see that the customer base had grown, but there had not been a significant growth in revenue. BBI was sort of in a holding position -- they could not dare to go backwards, but had to maintain and retain staff. She raised an issue about the total permanent headcount, and asked if the business had imposed a moratorium on the filling of positions. If so, what were the details, and if not, why not? It was good to see that they were running a performance management system which was linked to salaries. She wished many of the other public entities would do the same. She also commended BBI for taking in interns and said it was good that they were creating that opportunity for young people with qualifications who needed practical work exposure. Her concern was that the Committee would face a merger between BBI and Sentech, as it was very often found that when such a merger happened, critical skills were lost and it becames a burden on the new entity, because those people remaining needed further upskilling. Therefore, what was BBI's plan going forward on the filling of vacancies?
Ms Tsotetsi asked for clarity on new appointments. Then she asked what the duration of the Vumatel -- an open access fibre provider -- pilot project would be. She asked if would not be better to have the fibre trenched rather than on the poles, due to issues of safety. She also spoke about the speed of the technology being slow and asked what would happen if about 20 people decided to use it at the same time. BBI was not doing well in terms of employing disabled people, and asked for an explanation.
Ms Shinn referred to the business case for establishing a broadband company, which she presumed was BBI merging with Sentech. When would the business case be completed? Why were the cost of sales and operational costs to SA Connect increasing so much? She was wondering if BBI could afford SA Connect at a government rate. She asked about BBI's collaboration with Sentech and USAASA on the rolling out of SA connect and the State Information Technology Agency (SITA). How much of BBI's total revenue, including SA Connect, was actually government business? Who were BBI's actual customers, and who was in the private sector?
Mr Mackenzie asked why BBI was moving into a negative cash flow position in this financial year. What did the national revenue actually include?
Ms Shinn asked if BBI could explain exactly what its deferred revenue was.
Ms Ndongeni referred to the target of adopting a school, and asked if they could name the school and its area, and which criteria would be used to choose the school. She also spoke to project financing along the N2 –but where would the focus be, as there was an N2 in the Eastern Cape, Cape Town and Durban? Why had BBI not begun the Vulatel project in rural areas instead of in townships.
BBI's response
Mr Matseke said there had been a moratorium on staff for about two years before he joined BBI. Going forward, BBI was focusing on capacitating themselves on the sales side to improve the top line and advance themselves towards profitability, so technically they no longer had a moratorium as such. BBI had had to upskill as well to be able to implement SA Connect. The possible loss of skilled and unskilled people was something they would have to manage as part of the migration towards a national broadband network (NBN). However, since the announcement in Cabinet about the move towards a NBN, BBI had so far not had any negative feedback from the team because there was regular communication with staff about the likely impact of NBN.
Regarding board appointments, there was a board member whose term had ended, and there had been a reshuffling of the sub-committees of the board, where Ms Nokuthula Selamolele had become chairperson of the risk and audit committee. The reappearance of names on the table was because at the time there were fewer board members, so they had had to be spread around various sub-committees, but subsequent to the submission of the current report three new appointments had been made and two of them were women. Next week, on 30 April, there would be a meeting where the committees would be reconstituted.
Mr Matseke said Vumatel was a customer that BBI was targeting, and the narrative in the report was based on the information they had shared with the market about their roll out in Alexander Township. BBI planned to link the Vumatel network into the BBI core network. The matter of fibre in trenches or on poles was a question for an external entity to deal with.
BBI's non-achievement of employment equity (EE) for people with disabilities would be addressed going forward. Regarding the business case for NBN, the driver of NBN was the Department of Telecommunications and Postal Services (DTPS), and BBI and Syntech were merely participants in the case.
Mr Van Niekerk said only the 313 sites were included in phase 1. There were actually 490 sites in total over the next three years, and that was what BBI had included in the financial numbers.
The cost of sales had gone up because the biggest cost, besides the capex for SA Connect, was the last mark connectivity. Operational costs were actually small due to the few people they needed to manage operations and service providers. He said about 60% of the revenues of BBI would come from government in 2018/19.
Mr Matseke answered the question on collaboration with USAASA and Sentech. He firstly discussed the role of BBI and SITA. BBI provided the end-to-end connectivity for SA Connect, and SITA would run the internet services, email and other applications. For BBI's portion of the end-to-end connectivity, they collaborated with Sentech and there was a plan under way where BBI would take over the connectivity networks that were deployed by USAASA.
Mr Van Niekerk then answered why BBI's finances were going negative. In the funding slide, he had mentioned that BBI needed R100m in working capital, and it had been included in their forecast that the debtors' payment days might increase over time. It had been a projection that they might need an overdraft fund in their funding plan, and that it would go back to a positive position.
Mr Matseke referred to BBI's socio-economic activities, and said they had been sponsoring a school in Seshego in Limpopo for the past two years, and the last activity that had been done for them had been on cyber security. The plan for this financial year was to adopt a different school, but that school had not been decided on yet. The criteria that would be used would first consider the proximity of the school so that it would be easy for BBI to provide connectivity to it. Regarding the N2 project in BBI's capex, in the connectivity market there was currently a strong focus by some players to build a route from Durban to the Cape Town. BBI was the only network besides Telkom that had fibre on that route. They had a fibre that ran from Durban to around East London.
Mr Van Niekerk answered the question on deferred income. He said it was a type of service, not a data bundle, and it had upfront cash payment which was spread over a period of time.
Mr Omega Shelembe, Deputy Director General, DTPS, said BBI should be able to complete the business case by the second quarter.
BBI 2018/19 Annual Performance Plan presentation
SAPO 2018/19 Annual Performance Plan presentation
USAASA & USAF 2018/19 Annual Performance Plan presentation
Kilian, Ms JD
Mackenzie, Mr C
Mahlangu, Mr JL
Ndongeni, Ms N
Shinn, Ms MR
Tsotetsi, Ms D


For decades Santos has been building enduring relationships with Aboriginal communities where we operate, respecting Aboriginal cultural heritage and custodianship of the land.
As an Australian owned and operated business, Santos believes that working with Aboriginal communities is vital to sustaining the long term viability of our business, and delivering the economic and environmental benefits of natural gas to homes and industry throughout Australia and Asia.
We are committed to building and maintaining mutually beneficial relationships with local communities, businesses and Aboriginal people.
We do this by providing employment, training, education and enterprise opportunities associated with our industry, so that the communities in which we work share in the benefits of natural gas development.
We positively favour local and indigenous businesses and have procurement strategies that take into consideration local and indigenous capability.
In 2018 Santos partnered with the University of Adelaide to create the inaugural Santos Karnkanthi Indigenous Engineering School. Almost 30 students in year 11 and 12 spent a week in Adelaide getting a taste of all aspects of engineering, including structural, through a roof climb of the Adelaide Oval. It also established scholarships for students to enter longer engineering education programs.
Santos applies best practice in the management of cultural heritage and has a comprehensive cultural heritage management system in place.
We work with 18 traditional owner groups and three land councils and have about 75 agreements under implementation relating to native title, cultural heritage, consent and access. We ensure communities are fully informed prior to accessing land.
Every year we undertake up to 500 cultural heritage approvals and engage up to 150 cultural heritage officers across our operations.


text:
Costanzo Giuseppe Beschi
Born at Castiglione in the Venetian Republic, 1680; died at Manapar c. 1746. He entered the Society of Jesus in 1698, and went to the Mandura mission in 1710, during nearly forty years of apostolic life proving himself a worthy successor of the founder of the Mandura Mission, the celebrated Roberto de' Nobili. Once he barely escaped suffering death for the Christian religion. Though primarily a missionary and always at the head of a district, he is better know as one of the classical writers of Tamil literature. No sooner had he arrived in India than he began the study of Sanskrit, Telugu, and especially of Tamil. Thanks to his genius and indefatigable industry, he mastered the Tamil grammar in five years, and for the next twenty years made so thorough a study of the whole field of Tamil literature that the native men of letters bowed to him as their master. He composed a grammar of High Tamil, and was the first to write a grammar of Low Tamil (the common dialect) which still remains the foundation of scientific Tamil philology. He is also the complier of several Tamil dictionaries, among them the quadruple lexicon containing words, synonyms, categories of words, and rhymes; a Tamil-Latin and Latin-Tamil-Portuguese dictionary. He wrote several ascetical books in Tamil, especially doctrinal instructions for the use of the native catechists; also controversial tracts against the Danish Lutheran missionaries who sought to gain a foothold in the Mandura Mission. Beschi is, however, best known as a Tamil poet. In a poem of 1100 stanzas, "Kittêri ammalle saritiram" he sings the praises of the martyr St. Quiteria (not St. Catherine, as some writers have mistakenly asserted). His greatest poetical work is the "Tembavani" (The Unfading Garland), one of the Tamil classics. This Tamil "Divina Comedia" is divided into thirty-six cantos, containing 3,615 stanzas. "It is," says Baumgartner, "the noblest epic poem in honor of St. Joseph written in any literature, East or West. In one of the most difficult languages of southern India Beschi produced a poem which for richness and beauty of language. for elegance of meter, popular treatment, and true poetical conception and execution, is the peer of the native classics; in nobility of thought and subject-matter, it is as superior to them as the harmonious civilization of Christianity rises above the confused philosophical dreams and ridiculous fables of idolatry." Another poem "Paramartaguru Kadey" (the adventures of Guru Paramarta), in which he delightfully satirizes the foibles and conceited ignorance of the native gurus (heathen teachers) is the most entertaining book in Tamil literature, bubbling over with wit and humor. It has also been translated into English, French, German, Italian, and Canarese. Graesse and Babington, editors respectively of the German and English translations. seem to be ignorant both of Beschi's authorship of the book and of his great importance to the literature of Southern India, for they make no mention of his name. The tradition that he was at one time prime minister to a native raja is not sufficiently authenticated. In 1744, he was rector of the mission of Manapar, where he died. His memory lives to this day in Southern India.
Sommervogel, Bibliotheque de la c. de J., I, col. 1402-09, s. v.; Bertrand, La Mission du Madure, IV, 342-375; Jean, le Madure' (Tournai, 1894), I, 152-163; in particular Baumgartner, Geschichte der Weltliteratur (Freiburg im Br., 1897). II. 345-354.
B. GULDNER


He was probably born in 1830 in WBR. He enrolled in the Tirailleurs in May 1861, at Camp Moore. He was the son of Onisphor Bernard and Irene Hebert. His grandfather was Felix Bernard du Montier, who came to Louisiana in 1785 on the La Ville d'Archangel. He was the second cousin of Arthur Blanchard. He deserted, Jan 20th, 1863.
Picture taken of the microfilm record of the marriage license for Felix Bernard and Theresa Helena Pizarro Martinez - Whole shot.
Lived in New Orleans on Calerac St. near Marais & Columbus streets. Large grounds & many fruit trees.
He amassed a substancial fortune. He gave generously to the needy, especially to the Little Sisters of the Poor.
In 1849, "F. E. Bernard" is a clerk living at 44 Love Street, New Orleans.
In 1850, Felix is living with his cousin, Louis Bernard, in New Orleans.
[S30] Diocese of Baton Rouge Catholic Church Records Volume 05 (1830-1839), Diocese of Baton Rouge, (Diocese of Baton Rouge), F379 .B33 C32 V.5., 62 (Reliability: 3).
[S60] Tirailleurs: A History of the 4th Louisiana and the Acadians of Company H , Thomas H. Richey, (Writers Advantage (June 2003)), ISBN 0595272584., 216.


The new CS1642A features multi-view capabilities, which allow two switches to be daisy chained for a dual, triple, or quadview display across multi-monitor installations. The CS1642A supports advanced nVidia 3D Vision ready 120Hz 3D displaying,allowing you to manage various 3D visual effects. It allows you to manipulate all connected computers from a single console to save resources and work space.
It enables each computer to access connected peripherals on a one-computer-at-a-time basis, making it ideal for users who need delicate visual effects and multi-tasking on several computers. The CS1642A is perfect for graphic designers, banking and financial consultants, gamers and medical professionals-demanding a high quality switch that provides stunning color, clarity and functionality.


The OHIP+ programme (also known as the Children and Youth Pharmacare programme) was implemented on 1 January 2018 by the Province of Ontario to provide free prescription drug coverage for all children and youths 24 years of age or younger, regardless of family income or whether the child/youth is covered by private insurance. Under the current OHIP+ programme, the province is always the first payor for eligible drug products, even if the child/youth is also covered by private insurance.
The new Ontario government said it would amend the OHIP+ programme so that the province would no longer always be first payor, but that the province would cover any remaining eligible costs not paid for by private insurance. However, with the proposed amendments to Ontario Regulation 201/96 made under the Ontario Drug Benefit Act (proposed to come into force in March 2019), only children/youths without private insurance will continue to receive coverage through the OHIP+ programme. For children/youths with private insurance (whether or not the insurance covers the particular drug in question), not only will the province cease being the first payor, it will also not be the second payor. Instead, the province has proposed that such individuals rely on the Trillium Drug Programme for financial support for any out-of-pocket costs (eg, if the individual is responsible for co-payments under their private plan). Trillium is a programme that helps families with high prescription drug costs relative to their household income. However, for out-of-pocket costs prior to the Trillium deductible being reached, no public coverage would be provided and the individual would be responsible for those costs.
These proposed changes – intended to be cost efficient – could have some unintended consequences as they could, ironically, incentivise families and employers to choose drug insurance plans that do not cover children/youths.
Pharmaceutical companies with costly drugs that are included in the OHIP+ programme should realise that there may be more of a demand from Ontario residents for financial support from patient support programmes (eg, to help with costly co-payments) if the proposed changes go forward and should plan accordingly.


text:
Q: setScreenBrightness() fails in qpython I'm trying to set the screen brightness on a nexus 10 tablet, using qpython3.
The following simple code, running in qpython3, results in an error
from androidhelper import Android
droid = Android()
# This works:
R = droid.getScreenBrightness()
print("SCREEN BRIGHTNESS",R)
# This errors out
print("SET BRIGHTNESS")
droid.setScreenBrightness(60.)

results in the error
java.lang.NullPointerException: throw with null exception
This is simplistic, so what I am doing wrong?

redpajama_set_name: RedPajamaStackExchange


It is hard to know what to believe in the mainstream media today, and that is a reality that we will need to examine fully, and swiftly, if our nation is to remain on top of the heap.
The "fake news" era is fully upon us now, with the new gatekeepers of the internet age refusing to even feign their own impartiality. Google, Twitter, and others are simply putting their monopolistic foot down and throttling whatever attempt at Free Speech the alternative press is trying. In fact, if you were to use Google to search for any number of major stories that you see on our site, you would likely find pages of results from the liberal left before a differing opinion shows up.
For instance, when you Google "Hillary Health", which was a major topic of the 206 election, the first result is a Google-backed "fact checking" article from Snopes.com claiming that they are somehow the authority on the most powerful woman in the world's public image.
Spoiler alert: They're not, and Snopes has absolutely zero advantage in the credibility department over CNN, MSNBC, the New York Times, or even The Young Turks. They were simply chosen by the mainstream media to act as their truth filter.
But, sometimes it's not the news source that gives us something to scratch our heads over. Sometimes it's the subject.
Such is the case today as the conservative world continues to reel from a bizarre statement made by former White House staff member and Breitbart editor Steve Bannon regarding Donald Trump's plans for the coming midterms elections.
While we appreciate that Steve Bannon has finally crawled back into the spotlight after being deposed from the White House some months ago, his prediction is more than a little odd, and we're simply not sure if the former Chief of Staff believes this alleged future maneuver to be a product of political wrangling, or of a concerted effort by Donald Trump to wrestle power away from the democrats.


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The Valley Junior Golf Association (VJGA) is a 501 (3)(c) non-profit organization dedicated to young people and golf. VJGA was formed in 1987 to promote the traditions of golf and encourage competition and camaraderie among junior golfers.
VJGA was created to educate young people about the game of golf, the skill, self-discipline, the competition and the joy of the game. We are happy to provide golf tournaments, instruction, college information classes, rules, fitness classes, and life skill classes to juniors between the ages of 4-18. It is our sincere hope that by participating in VJGA, members develop skills and memorable experiences that will last a lifetime.
Statistics prove that 85% of juniors who participate in junior golf attend and graduate college. VJGA is proud of our 'life-skills' curriculum entitled "18 Holes Fore Success". Our program addresses the learning and preparation process of the game of golf and the game of life. VJGA is proud of our record of success with the juniors. VJGA boasts PGA & LPGA tour Players, Rickie Fowler, Brendan Steele, John Mallinger, Sydnee Michaels, while praising former members who have had success in business and life. We are thrilled to have alumni member's children as current members!
Valley Junior Golf Association is extremely proud of our organization and record. We believe that "Golf is Good for Kids".
"Preparing a Plan for College Class"
Lou began his career in golf after attending the University of San Diego where he was Player of the Year. Lou entered the PGA Program in 1970 and is a lifetime member of the PGA of America. In those 45+ years he has been an assistant professional, head professional, golf director, project manager, and general manager at courses such as Lake San Marcos CC, The Meadows, Rancho Bernardo, The Links @ Monarch Beach, Rancho California GC & SCGA GC. Lou currently teaches at the Professional Golfer's Career College and gives lessons at the Murrieta Valley Golf Range. Lou is a former President of the San Diego Chapter PGA and was voted Professional of the Year for the Inland Empire Chapter PGA in 2008.
Lou began working with junior golf while in college in San Diego. He helped to organize and teach junior lessons for the San Diego Junior Golf Assocation. Lou has served as Junior Chairman and was voted Junior Chairman of the Year in both the Inland Empire Chapter PGA and Southern California Section PGA. He currently sits on the Junior Golf Advisory Board for Southern California Section PGA. Lou is a past board member for VJGA. Lou was given the prestigious 'Bill Bryant Award' in 2014 for the SCPGA Foundation. Lou is currently an Honorary Life Member of the PGA. He also boasts being published in Golf Magazine's "Shortcuts to Better Golf"' and was named in the 'Top 100 Influential People in Golf in San Diego'. Lou feels that golf provides a positive activity for youngsters during a period in their lives that requires direction and supervision. Lou's passion is to help people enjoy golf and he believes that "golf is the one sport that people can enjoy for a lifetime".
Valarie has been in the golf industry for 45+ years. She has been in the wholesale, retail, and merchandising end of the business while owning and managing numerous golf shops and retail stores while working with her husband Lou in the golf course management company. Valarie has also been involved in the interior design and clothing industries for most of her life.
After moving to the Temecula Valley, Valarie became involved in numerous community organizations. She was a founding member of the Temecula Valley Convention and Visitors Bureau, sat on the board at The Linfield School and was elected to the board of Valley Junior Golf Association( VJGA) in 1989. Valarie was elected as President in 1992 and went to work full time in 1996. At that time Jean Williams and Valarie built VJGA to over 500 members with 50+ tournaments per year and the International Junior Championship. Valarie resigned her position in 2000 while staying on the board until it's hiatus in 2004.
Valarie has held her current position as Director of Operations with VJGA since it's rebirth in 2008. While operating the organization, Valarie has maintained a career as a Wardrobe Consultant/Sales Rep for a premier California clothing company, cabi. Valarie has a passion to help women feel good about themselves and to help young people to grow up happy and successful being who they are. She truly believes that 'golf is good for kids".
Richard has been a Teaching Professional in the Inland Empire for over 15 years. Richard has also worked at various golf courses, golf equipment sales and worked with juniors. Richard is also a financial advisor. Richard enjoys working with junior golfers and helping them to realize their dreams.
Kara recently graduated from the Professional Golfer's Career College. She is a member of the LPGA and currently works at Menifee Lakes GC. Kara played high school golf and hopes to compete at a higher level. She works with our Novice groups and enjoys helping the beginners graduate to the regular levels of their age division.