(iii) Effective November 5, 2016, the above AVD on residential property transactions will be amended to a flat rate at 15%. This does not apply to an agreement/conveyance for a residential property where the purchaser/transferee is (a) a Hong Kong permanent resident (HKPR) (b) acting on his own behalf and (c) he does not own any other residential property in Hong Kong at the time of acquisition; only the old AVD rates will apply to such agreement/conveyance.
For non residents and corporate buyers purchasing residential property in Hong Kong , a flat 15% Buyer's Stamp Duty is payable at the time of purchase, on top of the ad valorem stamp duty and the special stamp duty, if applicable.
Note: Stamp duty is usually shared equally between the Landlord and Tenant.
To find out more information about the stamp duty, click here to view.
Remarks: The above information is for reference only.


text:
500,000 Premises In Western Region Inspected For Mosquito Breeding Sites
More Traditional Ganja Growers To Take Part In Alternative Development Programme
Some 300 Students To Receive Rio Tinto Scholarships And Bursaries
Residents Of Vernamfield Given Update On Development
NHT Increases Loan Limits
Effective August 15 this year, loan applicants to the National Housing Trust (NHT) will benefit from increases in loan limits, reduced interest rates and adjusted income bands.The adjustment will see the limit for non-homeowners increased from $1 million to $1.5 million for single applicants and from $2 million to $3 million for co-applicants for purchasing on the open market, build-on-own-land or the purchase of a scheme unit.
This was announced by Prime Minister P.J. Patterson in the House yesterday (July 20), while piloting a Bill to amend section four of the National Housing Trust Act to give the Trust legal authority to divert some $5 billion in a one-off transfer to finance the upgrade of educational facilities across the island during this financial year.
The Prime Minister said that serviced lot loans would be increased from $450,000 to $600,000 per single applicant and from $700,000 to $800,000 for co-applicants.
Home owners or home improvement loans have been increased from $400,000 to $600,000 for single applicants and from $800,000 to $1.2 million for co-applicants.
Meanwhile, Mr. Patterson said the income bands have been widened to allow persons earning a higher weekly income to pay lower interest rates. Under the arrangement, the corresponding interest rates for all existing income bands would be reduced by two per cent, except for persons already paying two per cent and those earning over $20,000 per week who would benefit from a one per cent reduction.
The Prime Minister said the NHT, as part of its corporate vision, recognized the nexus between having an educated population and securing both its contributory population and ensuring the capability of its beneficiaries to repay their mortgages.
He said that the decision by the Trust to make the payment to assist the Government in providing education and shelter for the children of their contributors, would not impair the ability of the Trust to meet its full obligations to contributors and beneficiaries.
Mr. Patterson said a rationalization of the National Insurance Scheme, the Education Tax, HEART, the National Health Fund and the NHT contributions to reduce the total percentage paid by employees and employers, which account for a significant percentage of the total payroll, was being looked at.
As such, the Finance Ministry has been mandated to identify options to reduce the employee-employer payload, produce a simplified system with a reduction in the number of pay-roll deductions, ensure that no institution was over funded to the detriment of any sector, and provide a sustainable flow of additional resources to improve the social sector, in particular health and education.
"This exercise should be completed in time for the next budget exercise and I do not anticipate that we will need to resort in the next financial year to a transfer of resources from the NHT.relating to the provision of NHT funds for the education system," Prime Minister Patterson said.
Meanwhile, Opposition Leader Bruce Golding said while not disputing the need for the injection of the $5 billion or the use of the NHT to source it, the difficulty was with the call to amend the Act, as the provision could be made without the amendment, as presently the legislation governing the Trust allowed it to make such expenditures or investments.
"We feel that the way it is being done undermines the essential purpose for which the Trust was established. If what we are talking about is changing the scope of it, we should have called in all those stakeholders," he said.
Mr. Golding said the Opposition was not convinced that the funding would be a one-off transfer, given the fact that some $22 billion was needed in funding for the sector annually over the 10-year transformation period, and questioned where the provision would come from in the ensuing years.
Mr. Golding said the Opposition could not give its support for an amendment to the Bill, as the members did not see a need to amend the provision in this case.
Finance Minister, Dr. Omar Davies said the way in which the transfer was being effected was far more transparent, while assuring that stringent measures were in place to ensure the money allocated would go towards the transformation.
Debate on the Bill was however suspended to allow for further consultation.
A 14-member Task Force was appointed in 2004 by Prime Minister P.J. Patterson to help transform the island's educational system. It was charged with, among other things, making recommendations on financing from the basic to the tertiary level and determining the best allocation of resources; evaluating the Education Ministry's structure, organisation and staffing and making recommendations about its effectiveness, and identifying the tools to ensure a first-rate educational system.
Based on the recommendations of the Task Force, it is estimated that the country will need to invest some $65 billion over ten fiscal years (2005-2014) for capital expenditure. The Task Force estimated that it would take $21.9 billion in additional funding annually to transform the education system.
Health Minister Says Prevention Of Illnesses Must Be Primary Focus

redpajama_set_name: RedPajamaCommonCrawl


text:
CRISIS MANAGER
The Internet Newsletter about Crisis Management
Editor: Erik Bernstein
"For Those Who Are Crisis Managers,
Whether They Want to be or Not"
Volume XII, Number 4
As we publish this edition of Crisis Manager, Sony, Apple and Facebook are still dominating the business headlines, and not in a positive way. Though the sticky situations these three companies have landed in are unrelated, all are proof that those at the top of the heap are far from invulnerable to crisis.
In this issue, Strata Communications' Helen Slater shares a case study where the New Zealand government's failure to learn from disaster led to further loss of life and property. Then, another communications pro, Kristy Croom Tucker, shares her tips on how to bounce back from crises of any size.
And, if you'd like to get crisis management analysis of breaking news and issues on a more frequent basis, be sure to check out the links to our three blogs, in the right-hand column of this ezine.
As always, if you like what you see, please share it with others by using the "Forward Email" link at the bottom of the ezine and tell them to subscribe! IMPORTANT NOTE: If you just "Forward" using your own email program's "Forward" function and your recipient thinks they're being spammed, they can click on the Opt Out link and opt YOU off the list. So use the "Forward Email" link, please.
CRISIS LESSONS FROM THE SHAKY ISLES
By Helen Slater
It seems that despite warnings of the most severe kind, disasters will still take people and organisations by surprise. New Zealand is on the Pacific faultline – most of the country experiences earthquakes of some degree.
In the early morning of 4 September 2010, the Canterbury region suffered a 7.3 magnitude earthquake. It was unexpected and caused a lot of property damage but importantly no loss of life.
Buildings were destroyed, particularly in the major city of Christchurch's central business district, businesses ceased trading, roads damaged. A regional state of emergency was imposed.
The Christchurch Mayor (a former media personality) was returned to office on the back of his performance during this crisis – polls until then indicated he would be trounced in the election which was under way at the time.
Mayor Bob Parker was praised for his calmness under pressure, with strong, consistent messages. But the Earthquake Commission, responsible for assessing the 190,0000 insurance claims, acknowledged it could have done better with its communication.
"Probably in the first week we might have got up earlier with some of the public communication about 'what is our role, what is going to happen' ... but that would probably be a matter of days rather than weeks," the commission told a Parliamentary hearing.
In the months that followed, the focus was on rebuilding treasured heritage buildings and getting the city back to normal during the thousands of aftershocks that followed.
But despite experts' warnings, Christchurch was still taken by surprise when the next predicted major earthquake struck on 22 February - 6.3 magnitude. It was lunchtime. Thousands of people were out in the streets, in their high-rise office buildings, and in the remaining brick heritage buildings. Facades crumbled, crushing people, buses and cars.
The total loss of life is now put at 182. The population is still enduring major aftershocks, traumatising them, creating uncertainty. Upwards of 70,000 people left the city, many for good.
The quality of communication has been patchy. In those first days, I was in the Civil Defence (NZ equivalent of FEMA) HQ. There were around 600 journalists in the city from around the world. Many became frustrated. Here are some reasons why:
Unable to get through on the limited mobile numbers (two) provided
Slow response to queries (sometimes even days)
Lack of communication between the different departments (a large bureaucracy was constructed very quickly) resulting in differing information being released
Not allowing journalists access to any areas within the cordon, resulting in some going through without permission. It took a week to organise supervised tours with the Urban Search and Rescue teams
Basic lessons for communications:
Brief the communications team frequently every shift so they don't work in a bubble
Match people to roles and have a national database of crisis managers to call on
If basic equipment such as whiteboards is available – use them to display critical contacts, phone numbers and key messages. Keep them updated
Ensure you monitor all media including social media, keep a rumour log and deal to mis-information quickly
When potential issues are signalled, pass them up the chain quickly and follow up
Because the focus was naturally on the CBD because of the fatalities, the extent of damage to the eastern suburbs had not fully penetrated the media or Civil Defence consciousness. By early March, criticism was mounting. One commentator said Christchurch was now three cities: Rescue City – the cordoned off CBD, television friendly, with few residents affected and full of tales of heroism, loss, sacrifice and leadership.
Then there was Shower City, where there was water and electricity and people could take hot showers and use toilets – around 65% of the city.
The third (still suffering deprivation) is Refugee City, with no services, no electricity (at the time the article was written), no waste systems, broken roads, destroyed homes and covered in liquefaction silt, no toilets and few port-a-loos (these are still big problems for the city).
The port-a-loo problem was raised early in the piece but not fully addressed until around a week later.
As commentator Peter Hyde said eloquently:
"… locals have few resources, little information, and no "voice". It's remarkably hard to call emergency services when your landline is out and your cellphone battery is dead. Maybe you have just enough charge to call the sole Government helpline - but to stay 20 minutes on hold?" and
"The official response in this part of the city sounds reassuring, but is not; relief centres and a field hospital - if you can get to them. The army - two drivebys in the past week.
"… Increased police presence thanks to 300 Australians - we haven't seen them as much as they are needed. And some worthy and welcome images of food and other supplies being distributed at marae (Maori meeting places) and other central points.
"In these powerless suburbs, the official response is far from enough."
Also early in March, the Prime Minister announced up to 10,000 houses would have to be demolished with whole streets and suburbs disappearing. The Mayor called the numbers speculative and downplayed the information. Worried and anxious homeowners were left confused.
By late March, 139 buildings in the CBD had been demolished. The trouble was many were demolished without their owners' knowledge. Contents, often valuable stock such as antiques and works of art, were stripped and not given back to their owners. Building owners were angry at their losses, lack of communication and confused messages.
Civil Defence respondedwith the community with briefings around the city from the second week of March. These included general briefings from the city council, police, health, education, welfare, geologists, housing and the fire service.
Temporary housing has been organised, with new housing being built on public land through six consortia, as well as portable housing on private land where it can be built on. These messages have been well communicated through the community briefings and the media.
There has been a big reliance on the internet for communication from the start. Twitter and Facebook were the first channels to get information out about the earthquakes. YouTube now hosts hundreds of videos and the www.canterburyearthquake.org.nz plays a major part in the communications effort.
This was no help to the residents who didn't have power or telephones and no access to the internet, contributing hugely to their frustration levels and feelings of disempowerment.
One of the biggest challenges in such a crisis is to ensure that the communication is about people, rather than property. As one newspaper columnist said two days after the 22 February earthquake: "There is a drastic need to get someone with real communication skills to close the increasing divide between what is happening and what Civil Defence thinks people should be allowed to know about what is happening."
That last statement about what Civil Defence thinks people should be allowed to know is the most telling.
Key to good crisis management is clarity and transparency, overlaid with the ability to hear the messages coming back. It's much more than information – it's about listening and responding as well as informing, right from the start.
Helen Slater is principal of Strata Communications , a full-service consultancy based in Auckland, New Zealand. She has had more than 25 years in communication , some of that time as a journalist, mostly in PR/communications. Helen has worked with a wide range of organisations, from small business to publicly listed companies, local government and health boards. She has a particular specialty in issues and crisis management. Strata Communications is represented in both Auckland and Christchurch, providing clients with the full range of internal and external communication services from strategy to delivery, as well as crisis communication workshops. Helen also blogs about communication issues.
RECOVERING FROM A CRISIS
IN FIVE (KIND-OF) EASY STEPS
Public Relations Crisis Management for Crises
Ranging From Charlie Sheen to BP Oil
By Kristy Croom Tucker, M.S
A public relations practitioner is only as good as his or her latest crisis. While you might be inclined to believe that high-profile coverage or promotion may define a great strategist, a crisis is something that truly tests your skills as a communicator. Unfortunately, many companies—big and small—are unprepared for crisis. Either they believe that it is something that can be handled on a one-on-one basis, they mistakenly think that they are immune to crisis, or they don't understand what a crisis is.
According to Al Tortorella, Managing Director of Crisis Management at Ogilvy Public Relations Worldwide, corporate crisis is a period of inevitable change plagued with trauma that can negatively impact a company's brand, reputation, and even market share. This definition of corporate crisis can be transferred to any form of public relations crisis, whether it refers to an organization, a celebrity, a politician—anyone or anything with a brand to maintain.
From Charlie Sheen's latest meltdown to the BP oil spill of 2010, and the mass recall of Toyotas in 2010, crisis can sometimes be avoided but can always be resolved. However, if you don't take crises seriously, it can destroy a company or brand; see Enron. While these five steps to recovering from a crisis may sound easy, the hardest part is getting buy-in from necessary stakeholders.
Get Your Story Straight
According to Slate.com, one of the biggest mistakes that BP made during the 2010 oil spill was releasing inaccurate and inconsistent information. Initially, BP told reporters that it was leaking 1,000 barrels daily when the number was actually closer to 5,000. The disparity in reports and the inaccuracy of the data made the public believe that either BP was being dishonest or that it really didn't know the magnitude of the crisis. Either way, BP lost credibility and the public's confidence. While the pace of a crisis is typically very fast due to media outlets' demand for real-time information, it is important not to comment on a crisis until you are able to deliver an accurate and well-thought-out response. In the meantime, tell your stakeholders that you want to be transparent but need to first verify your information before you share it publicly. You need to act fast though, so be sure to have a streamlined internal communication process in place. Most importantly, don't forget your employees. They are the ambassadors of your brand and they need to be confident in you and in the message before you begin taking it to the public.
Be Genuine and Forthcoming
Whether you are at fault or you are defending yourself during a crisis, it is important that you emotionally connect with your stakeholders. In order to do this, your message must be genuine, empathetic, and should convey a level of transparency that gives your public confidence in you and your brand. Despite the inclinations of your legal counsel , you should never say, "no comment." When you use these two words, you give up control of your message and create suspicion amongst your public. Instead, you should deliver a message that states the situation, your perspective, and it should reiterate your brand message. If something is your fault, you should express remorse. If it is not your fault, you must emphatically prove it. Above all, you must show empathy for your stakeholders and for anyone who may have been affected by the crisis in question.
Communicate….Constantly
If you undergo a crisis, the key is communication. We have already talked about the importance of transparency, and this is where you can truly execute. Dedicate a page on your website to up-to-the-minute crisis updates. Also, utilize social media communication tools such as Twitter and Facebook. If you have media calling, you need to make yourself available to them. After you have gathered the facts and created your message and position, you should hold a press conference. Also, consider reaching out to your local media (not just the big national outlets) and work with them locally. The national outlets will still get the footage, but you will have created a strong relationship with a local outlet. Remember, the media is not your partner or your enemy. The media is a communication tool in times of crisis, and you should use it as thus.
Watch and Engage, When it is Warranted
Brand monitoring tools, such as Radian6, can help you "watch" your brand and what people are saying about it online, especially on social media. It is important to have a realistic gauge of what people's perceptions of you are, and one of the best ways to do that is to monitor social media. According to The Atlantic, Southwest Airlines ® narrowly avoided a potential crisis by monitoring its social media closely). Film Director Kevin Smith was kicked off a flight for reportedly being overweight, and he took to Twitter to talk about the situation. Southwest resolved the situation quickly and avoided what could have been an ugly incident for the popular airline. The cardinal rule to decide whether or not you should engage with something on social media is to weigh the benefits against the potential risks. If the risks and minimal and there is value in responding, then you should. This is especially true if someone has said something definitively untrue about your brand and you can defend yourself with facts.
Recover, Review, and Refine
Once you have recovered from a crisis, it is important to review what you did and refine your crisis communication plan for the future. Not only will you will learn valuable lessons during a crisis, you can continue to improve upon your plan. Plus, you never quite know when a crisis is truly over. It seemed as though BP was finally on the road to recovery after its oil spill. However, at the end of March 2011, the Guardian reported that BP may face manslaughter charges for 11 workers who were killed during the tragedy. This may be the start of another crisis for BP, and it can apply its learns from the first major crisis to create a strong response plan.
About the Author: Kristy Croom Tucker, M.S., is the Director of Communication for Rasmussen College based at the Florida college campuses. She has worked in the field of communications for more than seven years. Kristy has a B.S. and an M.S. in Journalism/Strategic Communications from the University of Kansas - School of Journalism. In addition to being named of the Tampa Bay Business Journal's 2010 "Up and Comers", Kristy serves as a member of the Public Relations Society of America and its Counselors to Higher Education section.
(aka blatant self promotion)
Keeping the Wolves at Bay: Media Training
What has 80+ pages of hard-hitting, entertaining and easy-to-read guidance on how to deal with both traditional and online media during times of crisis? The answer is Keeping the Wolves at Bay: Media Training
The, four-color, perfect-bound, 8x10 manual is currently available both in hardcopy ($25) and PDF form ($10). Volume discounts are available; write to Jonathan Bernstein for that information.
Here's a couple of teaser reviews for you:
Jonathan Bernstein's Keeping the Wolves at Bay is an eminently practical guidance for anyone - business leader, celebrity, politician - who must willingly or unwillingly face the glare of media attention. It appears
at a moment in time when the social media and other digital communications have upped the ante exponentially.
Bernstein's practicum on media relations takes on renewed urgency as news, gossip, and opinion now drive
public perception virally and at the speed of light.
Richard Levick, Esq.
Levick Strategic Communications, LLC
Even if you think you'll never, ever be interviewed by the media, buy this book and read it cover to cover. It isn't a substitute for media training. But it will give you the tools and confidence to go head to head -- and possibly even defang -- rabid reporters, blood-thirsty bloggers and social networking buffoons who are out to besmirch your good name.
Joan Stewart, The Publicity Hound
The book and other products can be found at the:
Crisis Manager Bookstore
WANT TO BLOG AND TWEET
ABOUT YOUR ORGANIZATION
BUT DON'T HAVE TIME?
Missing out on all the promotional and SEO advantages of doing so? Hire someone to be your voice...like Crisis Manager editor Erik Bernstein!
erik@bernsteincrisismanagement.com.
Submit articles to:
jonathan@bernsteincrisismanagement.com
ABOUT THE PUBLISHER & EDITOR
Jonathan Bernstein is both publisher of Crisis Manager and president of Bernstein Crisis Management, Inc., a national crisis management public relations agency providing 24/7 access to crisis response professionals. The agency engages in the full spectrum of crisis management services: crisis prevention, response, planning & training. He has been in the public relations field since 1982, following five-year stints in both military intelligence and investigative reporting.
Write to Jonathan at: jonathan@bernsteincrisismanagement.com.
Erik Bernstein is editor of Crisis Manager and is also a writer, publicist and SEO associate for Bernstein Crisis Management, Inc.
Write to Erik at: erik@bernsteincrisismanagement.com.
Crisis Management from the Shaky Isles
Recovering from a Crisis in 5 (Kind-of) Easy Steps
About BCM
SUBSCRIBE TO EZINE
BCM Blog
Crisis Management Blog
Huffington Post Blog


text:
Romeo V. Turcan (born 24 April 1970) is a professor at Aalborg University Business School. His research interests include creation and legitimation of new sectors and new organizations; Late-globalization, de-globalization, de-internationalization; Bubbles, collective behavior; High impact international entrepreneurship; and Cross-disciplinary theory building.

Education and career
Turcan holds a degree in mechanical engineering from the Air Force Engineering Military Academy, Riga, Latvia (1992) and in Philology from the Department of Post-University Studies, Moldova State University, Chișinău, Moldova (1995). In 2000, he received his MSc in International Marketing from the Department of Marketing, University of Strathclyde, Glasgow, United Kingdom; and in 2006, he received his PhD in International Entrepreneurship from the Hunter Centre for Entrepreneurship, University of Strathclyde.

Prior to commencing his academic career, Turcan worked in a range of posts involving public policy intervention in restructuring, rationalizing and modernizing business and public sectors such as power, oil, military high-tech, management consulting, information and communications technology (ICT) and higher education. In addition, he is the co-founder and former Executive Director of the International Association of Business and Parliament – Moldova.

He has also been a member of various boards including the board of Enterprise and Parliamentary Dialogue International, London, UK (2013-2019) and the board of The International Society of Markets and Development (2019-). He is chairman of the Organization of Moldovans in Denmark.

He is currently the project coordinator for the ERASMUS + Strategic Partnership project (2019-2023) and the H2020 Marie S. Curie project (2020-2024). In addition, he is the Founder and Coordinator of the Theory Building Research Program (2012-).

Honors
Since 2012, Turcan has been the main applicant and coordinator of four EU funded projects, incl., Marie S. Curie ITN, with a total value of more than 7.3 mil EUR:

 "Legitimation of Newness and Its Impact on EU Agenda for Change", Marie S. Curie project (2020-2023, main applicant and coordinator)
 "International Entrepreneurship Network for PhD and PhD Supervisor Training", Strategic Partnership (Erasmus+) project (2019-2022, main applicant and coordinator)
 "PBLMD-TOPUP", ERASMUS+ Learning Mobility of Individuals (2017-2018, main applicant and coordinator)
 "Introducing Problem Based Learning in Moldova: Toward Enhancing Students' Competitiveness and Employability", ERASMUS+ Capacity Building national project (2015-2019, main applicant and coordinator)
 "Enhancing University Autonomy in Moldova", ERASMUS+ Capacity Building structural project (2012-2015, main applicant and coordinator)

Publications

References

Academic staff of Aalborg University
People from Drochia District
1970 births
Living people
Moldovan people
Mechanical engineers

redpajama_set_name: RedPajamaWikipedia


All around the tiny and fragile orb we call home swirls untold cosmic wonders mankind is only now just starting to comprehend. Gigantic gaseous planets, streaking comets, fields of rocky asteroids, and more litter our galactic neighborhood. As sublime as these celestial phenomena are, they are nowhere near as unusual or mysterious as the astounding Space Ham.


text:
Q: DNS_PROBE_FINISHED_NXDOMAIN with VPN Before installing VirtualBox or VMware Workstation, my VPN Connection (L2TP/IPSEC PSK) works without any problems. I'm able to reach every Site I want.
But after one of them are installed I getting this error message at several sites with Chrome (Edge and Firefox won't load too, but without giving me an detailed error message), e.g. the whole StackExchange Network.
My Android Phone didn't have this issue (connected to the same VPN, of course)
I tried all the nice things that i found with google.
flushing/renew/release dns (and other crazy command line commands)  -> no success
Set DNS-Server manually -> no success
Even after uninstalling -> no success
2 weeks without Vmware/VirtualBox (after complete Windows-Reset) -> SUCCESS
My question now: Is it possible to get back the functionality without to give up on VirtualBox or Vmware? Any Ideas, some magic spells?
Server = QNAP-NAS
Client = Windows 10
Many thanks.
UPDATE #1
Twisty Impersonator ask me to run nslookup on an inaccessible-site. Superuser.com is on of them:
C:\WINDOWS\system32>nslookup -d2 superuser.com
------------
SendRequest(), len 42
    HEADER:
        opcode = QUERY, id = 1, rcode = NOERROR
        header flags:  query, want recursion
        questions = 1,  answers = 0,  authority records = 0,  additional = 0

    QUESTIONS:
        1.0.168.192.in-addr.arpa, type = PTR, class = IN

------------
------------
Got answer (91 bytes):
    HEADER:
        opcode = QUERY, id = 1, rcode = NXDOMAIN
        header flags:  response, want recursion, recursion avail.
        questions = 1,  answers = 0,  authority records = 1,  additional = 0

    QUESTIONS:
        1.0.168.192.in-addr.arpa, type = PTR, class = IN
    AUTHORITY RECORDS:
    ->  168.192.in-addr.arpa
        type = SOA, class = IN, dlen = 37
        ttl = 1278 (21 mins 18 secs)
        primary name server = localhost
        responsible mail addr = root
        serial  = 1
        refresh = 604800 (7 days)
        retry   = 86400 (1 day)
        expire  = 2419200 (28 days)
        default TTL = 604800 (7 days)

------------
Server:  UnKnown
Address:  192.168.0.1

------------
SendRequest(), len 31
    HEADER:
        opcode = QUERY, id = 2, rcode = NOERROR
        header flags:  query, want recursion
        questions = 1,  answers = 0,  authority records = 0,  additional = 0

    QUESTIONS:
        superuser.com, type = A, class = IN

------------
DNS request timed out.
    timeout was 2 seconds.
timeout (2 secs)
Fehler bei SendRequest.
------------
SendRequest(), len 31
    HEADER:
        opcode = QUERY, id = 3, rcode = NOERROR
        header flags:  query, want recursion
        questions = 1,  answers = 0,  authority records = 0,  additional = 0

    QUESTIONS:
        superuser.com, type = AAAA, class = IN

------------
------------
Got answer (121 bytes):
    HEADER:
        opcode = QUERY, id = 3, rcode = NOERROR
        header flags:  response, want recursion, recursion avail.
        questions = 1,  answers = 0,  authority records = 1,  additional = 0

    QUESTIONS:
        superuser.com, type = AAAA, class = IN
    AUTHORITY RECORDS:
    ->  superuser.com
        type = SOA, class = IN, dlen = 78
        ttl = 265 (4 mins 25 secs)
        primary name server = ns-cloud-d1.googledomains.com
        responsible mail addr = cloud-dns-hostmaster.google.com
        serial  = 1
        refresh = 21600 (6 hours)
        retry   = 3600 (1 hour)
        expire  = 259200 (3 days)
        default TTL = 300 (5 mins)

------------
------------
SendRequest(), len 31
    HEADER:
        opcode = QUERY, id = 4, rcode = NOERROR
        header flags:  query, want recursion
        questions = 1,  answers = 0,  authority records = 0,  additional = 0

    QUESTIONS:
        superuser.com, type = A, class = IN

------------
DNS request timed out.
    timeout was 2 seconds.
timeout (2 secs)
Fehler bei SendRequest.
------------
SendRequest(), len 31
    HEADER:
        opcode = QUERY, id = 5, rcode = NOERROR
        header flags:  query, want recursion
        questions = 1,  answers = 0,  authority records = 0,  additional = 0

    QUESTIONS:
        superuser.com, type = AAAA, class = IN

------------
------------
Got answer (121 bytes):
    HEADER:
        opcode = QUERY, id = 5, rcode = NOERROR
        header flags:  response, want recursion, recursion avail.
        questions = 1,  answers = 0,  authority records = 1,  additional = 0

    QUESTIONS:
        superuser.com, type = AAAA, class = IN
    AUTHORITY RECORDS:
    ->  superuser.com
        type = SOA, class = IN, dlen = 78
        ttl = 263 (4 mins 23 secs)
        primary name server = ns-cloud-d1.googledomains.com
        responsible mail addr = cloud-dns-hostmaster.google.com
        serial  = 1
        refresh = 21600 (6 hours)
        retry   = 3600 (1 hour)
        expire  = 259200 (3 days)
        default TTL = 300 (5 mins)

------------
*** Zeitüberschreitung bei Anforderung an UnKnown.

Update 2
Output of ipconfig /all (Client)
Windows-IP-Konfiguration

   Hostname  . . . . . . . . . . . . : PC-Name
   Primäres DNS-Suffix . . . . . . . :
   Knotentyp . . . . . . . . . . . . : Hybrid
   IP-Routing aktiviert  . . . . . . : Nein
   WINS-Proxy aktiviert  . . . . . . : Nein

Ethernet-Adapter Ethernet:

   Medienstatus. . . . . . . . . . . : Medium getrennt
   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : Intel(R) Ethernet Connection I219-V
   Physische Adresse . . . . . . . . : 1C-39-47-98-0E-7D
   DHCP aktiviert. . . . . . . . . . : Ja
   Autokonfiguration aktiviert . . . : Ja

Ethernet-Adapter DockingStation:

   Medienstatus. . . . . . . . . . . : Medium getrennt
   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : Realtek USB GbE Family Controller
   Physische Adresse . . . . . . . . : 00-E0-4C-12-34-72
   DHCP aktiviert. . . . . . . . . . : Nein
   Autokonfiguration aktiviert . . . : Ja

Drahtlos-LAN-Adapter WLAN:

   Medienstatus. . . . . . . . . . . : Medium getrennt
   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : Intel(R) Dual Band Wireless-AC 7265
   Physische Adresse . . . . . . . . : 10-02-B5-A1-01-30
   DHCP aktiviert. . . . . . . . . . : Ja
   Autokonfiguration aktiviert . . . : Ja

Drahtlos-LAN-Adapter LAN-Verbindung* 1:

   Medienstatus. . . . . . . . . . . : Medium getrennt
   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : Microsoft Wi-Fi Direct Virtual Adapter
   Physische Adresse . . . . . . . . : 10-02-B5-A1-01-31
   DHCP aktiviert. . . . . . . . . . : Ja
   Autokonfiguration aktiviert . . . : Ja

Ethernet-Adapter VMware Network Adapter VMnet1:

   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : VMware Virtual Ethernet Adapter for VMnet1
   Physische Adresse . . . . . . . . : 00-50-56-C0-00-01
   DHCP aktiviert. . . . . . . . . . : Nein
   Autokonfiguration aktiviert . . . : Ja
   Verbindungslokale IPv6-Adresse  . : fe80::7451:972d:1387:c71b%3(Bevorzugt)
   IPv4-Adresse  . . . . . . . . . . : 192.168.150.1(Bevorzugt)
   Subnetzmaske  . . . . . . . . . . : 255.255.255.0
   Standardgateway . . . . . . . . . :
   DHCPv6-IAID . . . . . . . . . . . : 100683862
   DHCPv6-Client-DUID. . . . . . . . : 00-01-00-01-21-D1-6A-BB-1C-39-47-98-0E-7D
   DNS-Server  . . . . . . . . . . . : fec0:0:0:ffff::1%1
                                       fec0:0:0:ffff::2%1
                                       fec0:0:0:ffff::3%1
   NetBIOS über TCP/IP . . . . . . . : Deaktiviert

Ethernet-Adapter VMware Network Adapter VMnet8:

   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : VMware Virtual Ethernet Adapter for VMnet8
   Physische Adresse . . . . . . . . : 00-50-56-C0-00-08
   DHCP aktiviert. . . . . . . . . . : Ja
   Autokonfiguration aktiviert . . . : Ja
   Verbindungslokale IPv6-Adresse  . : fe80::e41e:4322:d30b:524c%7(Bevorzugt)
   IPv4-Adresse  . . . . . . . . . . : 192.168.220.1(Bevorzugt)
   Subnetzmaske  . . . . . . . . . . : 255.255.255.0
   Lease erhalten. . . . . . . . . . : Samstag, 6. Januar 2018 08:17:58
   Lease läuft ab. . . . . . . . . . : Samstag, 6. Januar 2018 17:02:57
   Standardgateway . . . . . . . . . :
   DHCP-Server . . . . . . . . . . . : 192.168.220.254
   DHCPv6-IAID . . . . . . . . . . . : 738218070
   DHCPv6-Client-DUID. . . . . . . . : 00-01-00-01-21-D1-6A-BB-1C-39-47-98-0E-7D
   DNS-Server  . . . . . . . . . . . : fec0:0:0:ffff::1%1
                                       fec0:0:0:ffff::2%1
                                       fec0:0:0:ffff::3%1
   NetBIOS über TCP/IP . . . . . . . : Deaktiviert

PPP-Adapter MyVPN:

   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : MyVPN
   Physische Adresse . . . . . . . . :
   DHCP aktiviert. . . . . . . . . . : Nein
   Autokonfiguration aktiviert . . . : Ja
   IPv4-Adresse  . . . . . . . . . . : 10.2.0.2(Bevorzugt)
   Subnetzmaske  . . . . . . . . . . : 255.255.255.255
   Standardgateway . . . . . . . . . : 0.0.0.0
   DNS-Server  . . . . . . . . . . . : 192.168.0.1
   NetBIOS über TCP/IP . . . . . . . : Deaktiviert

Mobiler Breitbandadapter Mobilfunk:

   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : HUAWEI Mobile Broadband Module
   Physische Adresse . . . . . . . . : 8C-9A-88-55-59-53
   DHCP aktiviert. . . . . . . . . . : Nein
   Autokonfiguration aktiviert . . . : Ja
   Verbindungslokale IPv6-Adresse  . : fe80::b91d:5c86:6ce7:c88e%15(Bevorzugt)
   IPv4-Adresse  . . . . . . . . . . : 10.78.75.185(Bevorzugt)
   Subnetzmaske  . . . . . . . . . . : 255.0.0.0
   Standardgateway . . . . . . . . . : 10.78.75.186
   DNS-Server  . . . . . . . . . . . : 62.109.121.17
                                       62.109.121.18
   NetBIOS über TCP/IP . . . . . . . : Aktiviert

Tunneladapter LAN-Verbindung* 12:

   Verbindungsspezifisches DNS-Suffix:
   Beschreibung. . . . . . . . . . . : Microsoft Teredo Tunneling Adapter
   Physische Adresse . . . . . . . . : 00-00-00-00-00-00-00-E0
   DHCP aktiviert. . . . . . . . . . : Nein
   Autokonfiguration aktiviert . . . : Ja
   IPv6-Adresse. . . . . . . . . . . : 2001:0:9d38:78cf:28bb:225b:f5fd:fffd(Bevorzugt)
   Verbindungslokale IPv6-Adresse  . : fe80::28bb:225b:f5fd:fffd%18(Bevorzugt)
   Standardgateway . . . . . . . . . : ::
   DHCPv6-IAID . . . . . . . . . . . : 301989888
   DHCPv6-Client-DUID. . . . . . . . : 00-01-00-01-21-D1-6A-BB-1C-39-47-98-0E-7D
   NetBIOS über TCP/IP . . . . . . . : Deaktiviert

VMnet1 is the Internal Network (To connect via SSH without a physical network)
VMnet8 is the VMware Bridge
Connecting to the local Network devices via IP (192.168.0.xx) over VPN works fine.
As i mentioned earlier, the other half of the world wide web is reachable.

A: Your VPN connection is configured with the DNS server 192.168.0.1. As demonstrated by your nslookup query attempt, this DNS server is the first to be queried by your computer.  Apparently your computer does not have a working route to this DNS server when your VPN connection is active.  This needs to be resolved.
Based on your comment:

i give up on L2TP/IPSEC. Switched to OpenVPN. No DNS related issues. I'm able to browse the (complete) web AND use my local devices at home.

It appears something was not working with your VPN connection and that was preventing you from reaching this DNS server.

redpajama_set_name: RedPajamaStackExchange


text:
Q: Application Insights - regex flags I made this very simple regex
extract("ProductCode",0,message)

And of course it's working but I have no idea how to make it case-insensitive. I tried to add 'i' flag like this
extract("productcode/i",0,message)

or like this
 extract("/productcode/i",0,message)

nothing works.. no idea what I'm doing wrong. Please help

A: You can try the following syntax:
(?i)productcode(?-i)

This will make that part of your regex case insensitive.
You can dismiss the (?-i) if you want to apply it to the whole regex.
Good luck.


TheFitnessChamp.com - Home - How long after a workout do I have to eat carbs?
Someone asked me today, "how long do I have after a workout to eat my carbs?"
She had just been at the gym taking a lunch hour fitness class and wanted to know just how much of a free "window" she had left to eat a few carbs. Well, my answer as it almost always seems to be was, "...it depends..."
As anyone with a rudimentary knowledge of post-workout nutrition would tell you, there are several interrelated factors that determine whether the carbs you are eating are going to refuel your muscle glycogen stores, or being stored away as excess body fat (which, since you are reading this I feel safe assuming you do not want to happen).
Factor #1 - How intense was your workout?
Factor #2 - How long has it been since your workout ended?
Factor #3 - What type of carbs are you about to eat?
Factor #4 - What has your carb intake looked like for the past 3-4 days?
There are even more factors than this at play, but I think you get the general concept. I'll try to attack these one at a time.
Factor #1 - Workout intensity has a number of post-workout effects on one's body. Generally speaking, high-intensity exercise (sprinting, a spin class, intense circuit training with weights, etc) will deplete your body's glycogen stores moreso than low-intensity exercise (unless you put in a marathon/triathlon-style workout). So when those glycogen stores are fairly empty, all the more reason your post-workout carbs will be soaked up by the right places (namely your muscles). Not only that, but in a general sense when you worked up a sweat and raised your heart rate during a workout, your body burns (slightly) more calories post-workout while trying to return to homeostasis.
Factor #2 - There is generally considered to be a one-hour window of time post-workout when your carb intake will be shuttled directly to thirsty muscles. However the "lower" you fall on factor #1 (ie: lower intensity training) then the shorter time period you will have for your post-workout carbs to go straight to muscles and skip past the fat stores.
Factor #3 - This one is arguably the MOST important in a lot of ways. So important actually that I'll need to come back to this for another day. But for now, if you absolutely have to eat simple or starchy carbs (white breads, bagels, muffins, etc) then immediately following an intense workout is the absolute best time. The "simplicity" of how easily they are broken down and get into the blood stream is in most cases a bad thing (since it's easily converted to fat) however post-intense workout this actually works to your benefit.
Factor #4 - Think of your body's carb stores (muscle capacity to contain glycogen) as fuel tanks. If you've eaten a carb heavy diet for the past few days, then your tanks are likely either still full, or moderately full even with an intense workout within the past hour. You won't need more post-workout carbs as much as a person who's been going low carb for the past 3-4 days.
Key Takeaway: The harder you've worked out...and the lower your carb intake has been before today...the better the opportunity you have to consume some "bad carbs" you've normally been avoiding. Just be sure not to overdo it.


We want to thank you for attending our event and are looking forward to seeing you at our next Wine & Wisdom. If you would like to attend our upcoming Wine & Wisdom event, please RSVP to the email link below. If you would like to meet with one of our advisors or attend one of our upcoming dinner events, please click the links below.
For more information about any of our financial services listed here, schedule a meeting today or join us for an event.


text:
Q: in Emacs mail-mode, how to kill buffer on send? In Emacs, how do I direct to direct mail-mode to kill the buffer after I C-c C-c to send the message? As it is now, it closes the buffer, but the buffer is still there.

A: Upon successful sending of a message, functions in mail-send-actions are called.
mail-send-actions is a local variable that is initialized whenever you enter into mail-mode, so this might do what you want:
(add-hook 'mail-setup-hook
      (lambda ()
        (add-hook 'mail-send-actions 'kill-this-buffer)))


Stanford will remove home equity as a factor in calculating financial aid from tuition and fee levels for undergraduate students starting next academic year, the Board of Trustees announced Tuesday.
Allegations made by seven former Stanford wrestlers that a University lecturer sexually harassed them between 2002 and 2010 are under investigation by the University's Title IX office.
Located between the Faculty Club and Harmony House, Kingscote underwent a year-long renovation effort geared toward opening more university offices — in particular, the offices under the Division of Institutional Equity & Access.


A vaccination is an injection that is given to kittens, puppies and baby rabbits to prevent them from catching nasty diseases. The process is relatively pain free and generally consists of 2 injections administered a few weeks apart.
In most cases your pet may require a booster vaccination. These are usually given once a year after an animal has been vaccinated to keep their immunity level as high as possible.
For information about our 3 choices of puppy vaccination package, click here.
Kits (baby rabbits) should be vaccinated against Myxamatosis and Viral Haemorrhagic Disease (VHD) from 5 weeks old.
If you would like more information about health checks and vaccinations, or to book your new pet an appointment to see a member of our team, please don't hesitate to get in touch.
Although getting a new pet can be extremely exciting, it can also be daunting. In some cases a baby animal requires almost as much care as a baby human. It's important that you're doing everything you can to give the new addition to your family the best start in life.
At Bay Vets we recommend that all puppies, kittens and young rabbits are brought in to see a member of our team once a month until they're 6 months old. This is simply so that a veterinary professional can monitor your pet's development as they grow. It also means that should any problems be spotted at an early stage, quick and successful treatment is more likely.
As well as making sure that your pet is healthy and happy at all times, seeing us regularly is a great way to get your pet used to a veterinary environment. This makes future visits far easier and stress free.


Never leave cooking foods unattended - oil or fat can ignite. If you are faced with a grease fire, carefully slide a lid over the pan and turn off the heat source.
Always turn pot handles to the back of the stove when cooking to avoid pots being pulled or knocked off. Never leave hot liquids or food unattended at the edge of a table or counter where they may be pulled down by a child.
Avoid wearing loose fitting sleeves when cooking that may contact stove burners and ignite.
When running a bath always run the cold water into the tub first, then add hot water to the desired temperature.
Before placing a child in the bathtub, test the temperature of the water by moving your hand through the water for several seconds. If the water feels hot add cold water until the temperature feels comfortable.
Many fatal burns to children are the result of their playing with fire. Teach children that matches and lighters are tools - not toys.
Use child-resistant lighters and store all matches and lighters out of the reach of children.
If someone is burned, cool the burned area immediately with cool water for 10 - 15 minutes.
Never put ice, very cold water, butter or lotions on a burn. If the burn blisters or chars, seek medical help immediately.
If your clothes catch on fire - stop immediately, drop to the floor, cover your face with your hands and roll over and over to extinguish the flames.
Purchase and install working smoke alarms and practice home escape plans. Remember to change your smoke alarm batteries at the same time you change your clocks (spring/fall).
In case of an emergency, dial 9-1-1.


The consensus estimate hasn't changed over the past month, but it's down from three months ago when it was $1.10. For the fiscal year, analysts are projecting earnings of $4.61 per share. Analysts project revenue to fall 7% year-over-year to $2.52 billion for the quarter, after being $2.70 billion a year ago. For the year, revenue is projected to come in at $11.23 billion.
Over the last four quarters, the company has seen its income grow by an average of 65% year-over-year. The more than twofold increase in the fourth quarter was the biggest rise.
The company has seen improved revenue in the last two quarters. In the first quarter, revenue increased 11% to $2.98 billion from the year earlier quarter. In the fourth quarter, the figure rose 22%.
DTE Energy provides electricity and natural gas sales, distribution, and storage services throughout southeastern Michigan. CMS Energy, also in the electric utilities industry, will report earnings on Thursday, July 23, 2015. Analysts are expecting earnings of $0.33 per share for CMS Energy, up 10% from last year's earnings of $0.30 per share. Other companies in the electric utilities industry with upcoming earnings release dates include: Wisconsin Energy, The Empire District Electric and NiSource.


Will support Finance staff with invoices/payment delivery, maintenance requests, vendors, and arranging office set-up.
Assist with cost accounting and ensuring compliance with audit documentation.
University degree in Business Administration, Finance, or Accounting.
At least 3 years' working experience in the accounting/finance field.
Will organize meetings, conferences, and other special events as required.
Liaise with office staff for invoices/payment deliver maintenance requests, vendors, and arranging office set-up and orientation for new hires and visitors.
Secondary School Completion or Vocational Training and 2 years of experience or equivalent combination of education and experience.
Excellent knowledge of Microsoft Office Suite.
Ability to listen and communicate well both verbally and in writing.
Will be responsible for ensuring appropriate systems and procedures are followed to properly disburse, account, budget, and report project funds, and that systems and procedures are cost effective, timely, have proper internal controls, and comply with the terms of the agreement.
University degree and 3 years of experience.
Experience working with USAID/USG-funded contracts preferred.
Will oversee grants management process and subcontracts for local organizations, including grant proposal tracking, reviewing, and approving process.
Provides technical assistance, as required, to build capacity of local partners and grantees.
Master's degree and 8 years of experience, or University degree and 11 years of experience.
At least 6 years of relevant work experience in finance and grants management.
Strong international cost accounting experience, as well as experience with USAID rules and regulations.
Will oversee the finance functions and ensure compliance with RTI and USAID procedures.
Work closely with Finance and Operations Director and pertinent RTI staff to ensure project resources are effectively and efficiently budgeted, analyzed, disbursed, monitored, and reported in achieving project objectives and results.
Ensure full compliance with local laws while integrating with RTI systems and procedures.
Master's degree in Business Administration, Accounting, or other relevant field, or equivalent experience and certifications.
Minimum of 6 years' experience in administrative and financial management.
Prior experience overseeing finance and administration for USAID-funded projects.
Expert knowledge of USAID financial rules, regulations, procedures, and reporting requirements.
Excellent track record of good interpersonal, supervision, leadership, and managerial skills.
Will manage IT systems in the head and regional offices.
Ensure that all project computers and local area networks are virus-free and in proper working order.
Repair and troubleshoot project desktop and laptop computers, as requested.
Minimum of 3 years of experience Supporting and troubleshooting a wide range of IT infrastructure systems (e.g., Windows PCs, servers, printers, scanners, backup devices, and networks) for a similar work environment in Nigeria.
Will be responsible for security of project staff, goods, and facilities.
Follow effective physical and procedural security measures.
Support crisis management efforts and, as needed, provide protective service support.
Secondary School Diploma and at least 10 years of experience developing and implementing security programs in either the private sector or the diplomatic/donor-funded sector.
Ability to write clear, accurate, legible, and comprehensive Incident Reports.
Ability to effectively communicate with RTI staff, clients, and the public.
Ability to reason and make judgments quickly in emergency situations.
Positive record of performance, strong personal and professional references, and no criminal convictions.
Will effectively negotiate with suppliers on a wide variety of commodities and services for the best overall value to the project.
Perform all phases of sourcing activity to ensure best value and that goods are received within required lead times.
University degree and 9 years of experience in sourcing, supply chain management, logistics, and operations.
Understand and ensure compliance with legal guidelines, contracting principles, and sourcing and price/cost analysis requirements, methods and procedures.
Will provide overall management of project logistical needs, including but not limited to the processes of procurement (local and international), transport of procured goods, and oversight of asset management and inventory control system.
University degree and 6 years of relevant experience with large donor-funded projects.
Extensive experience organizing, executing, and documenting large volumes of procurement actions for both goods and services.
Solid understanding of local customs, regulations, and laws.
Will provide overall direction, coordination, and evaluation of HR staff in-country.
Facilitate on-boarding and training of staff and support and monitor project recruitment.
Review, disseminate, and ensure compliance with HR policy guidelines and country employee handbooks in tandem with focal labor laws; USAID rules and regulations; and RTI policies, values, ethics, procedures, and strategies.
University degree in HR, Business, or related field and at least 6 years of experience in HR.
Relevant working experience in HR for multi-site projects.
Ability to perform abroad range of specialized activities related to HR management, including administration of recruitment, contracting and performance evaluation, monitoring of transactions, and reporting.
Demonstrated strong understanding of Nigerian labor laws, customs, and prevailing practices for hiring and benefits.
Will provide leadership for technical assistance on policy, legal and legislative, institutional, and regulatory activities.
Support efforts to conduct research activities for building political support for reform, Strengthen utility service monitoring, reporting, and bench-marking.
Master's degree required with at least 12 years' experience in policy and institutional development in Nigeria.
Demonstrated capacity to build relationships and consensus across state- and federal-level stakeholders to institute policy reform.
Experience with governance and policy reform for the WASH sector highly preferred.
Additional experience in organizational review of effective governance frameworks for public sectors (water and power), including policy formulation and advocacy, legislative drafting, regulatory and tariff framework design, and legal analysis.
Will oversee the disbursement of the Utility Support Fund in coordination with the Utility Technical Specialist.
Support operational and financial assessments of the utilities to prioritize needed investments.
Monitor the SWB activity against the respective performance improvement plans to ensure appropriate use and administration of the fund.
Master's degree and 9 years of experience, or University degree and 12 years of relevant work experience in finance and contracts management.
Extensive experience in procurement of goods and services, including preparing and issuing solicitations and proposals, monitoring contract performance, and ensuring compliance.
Extensive knowledge of international best practices in procurement regulations and procedures.
Experience with fund management, impact investment and private sector partnerships and co-funding is preferred.
Interested and qualified candidates should submit their CV's with current contact information to: NigeriaEmployment@rti.org Submissions should include the position title in the subject heading.
Note: Applicants are encouraged to apply as soon as possible. Only short-listed candidates will be contacted.


text:
Duties of the Assessor
An Introduction to Iowa Property Tax
Community Foundation & Endowment
EMS for Children
National EMS
A-Z Public Health Directory
Modernizing
ATV/Boat/Snows
County Office Buildings
Census Figures
Community & Family Resources
Disclaimer for website
Mental Health and Disability Services
Non-Discrimination Notice to the Public
Public Health A-Z Directory
Public Health Resources
ATV Registration
Beer & Liquor Licenses
Birth/Death/Marriage Certificates
Boat Registration
Concealed Weapons Permit
Driving Record Check
Handgun Purchase Permits
Iowa Property Rax Credit Claim
Claims and Warrants
County Board Minutes
Deeds and Contracts
Financing Statements
Forest Reserve Applications
Board of Supervisor's Agenda & Minutes
A - Z Public Health Directory
Property Assessment and Information
Tax Levy Information
911 Addressing
Animal Protection/Control
Hazardous Household Waste
Iowa DOT Motor Vehicle Enforcement
Military Discharges
Vehicle Titles and Registration
Water Testing/Well Closure
Emergency Alert (WENS)
HomeResidentsHistory
History of Calhoun County
Mental Health & Disability Services
Public Health A - Z Directory
In 1851, when the western half of Iowa was organized, the name of Fox was given to the county. The Sac and Fox Indians had lived in the area, and, accordingly, the county west of Calhoun was named Sac in honor of the Indians. A friend of former U.S. Vice President John C. Calhoun did not like the name Fox, so the Iowa Legislature changed the name to Calhoun in 1853.
Before Calhoun County was organized, residents paid taxes to Greene County. They observed that very little revenue came back to make improvements in Calhoun County, so they took the necessary steps to organize in 1855, with a population of less than 100. Until a courthouse was built in Lake City in 1856, county business was conducted in the homes of the officials.
When the Illinois Central Railroad was built in 1870, the county's northern towns of Manson and Pomeroy had grown and become rivals of Lake City for the county seat. In 1876, this came to a head and it was voted to put the courthouse as near the center of the county as possible. Rockwell City, platted on the only high ground within a one-mile radius of the center of the county, was founded and became the county seat.
The first courthouse in Rockwell City was completed for less than $2,000 and also served as a schoolhouse.
In 1880, town founder Mr. Rockwell learned that F.M. Hubbell was bringing his railroad as far as Jefferson. Rockwell went to Des Moines and promised Hubbell half of the town lots if he would bring the railroad to Rockwell City. The first train arrived August 7, 1882, and the population doubled that year.
Few people are aware that the early courthouse on the square was used for activities other than "holding court". The Calhoun County courthouse was used as an auditorium for public entertainment, political gatherings, and church dinners.
When the courthouse burned down in 1884, a hotel and another building were rented for $1 a day apiece to house county offices. The Board of Supervisors decided to build the new courthouse further away from the railroad, because when trains came through all courthouse business at the old location was suspended because of the noise. A fourth courthouse was built in 1913.
Our present Calhoun County Courthouse is located at the city square in Rockwell City, Iowa. Inside, a beautiful stained glass dome shines from above greeting many visitors. The Calhoun County Courthouse is an architechural masterpiece with many arches, painted murals, brass stair rails, oak woodwork, and mosiac tiled floors.
Since construction of the courthouse in 1914, it has required very little maintenance other than paint and general touchups. Starting in 1982 a restoration and beautification of the courthouse began. Jon, a local contractor, began stripping and varnishing the woodwork in each room. Another construction company removed the sagging ceiling and replaced it with a new tile ceiling, and in 2001 an Iowa company took down the stained glass dome, cleaned, and reassembled it in its original place. Calhoun County should be proud of its courthouse, for in 1966 it was placed on the National Register of Historical Buildings.
During the turn of the century, drainage came to Calhoun County. Through digging of dredge ditches and laying of countless miles of clay drain tile, the county was lifted out of water and has now become one of the best and most productive agricultural counties in the state.
-Calhoun County History 1854-1982, Calhoun County Historical Society, Copyright 1982.
-Doug Jensen, Fort Dodge Messenger article 9/27/87.
-Brief History of Calhoun County, adapted and extended by Ruby Pridemore.
-Who's Who in Iowa, 1940 "Calhoun County Historical Society".
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While obviously resembling the farm implement it is derived from, a scythe built for war is reinforced to withstand the rigors of combat.
Scythes of this sort are truly awesome instruments of indifferent murder, created by the fanatical followers of Iyachtu Xvim just before his transformation and the rebirth of Bane. The faithful of the New Darkness wanted to ensure that no creature was beyond the touch of his fury, and even the name shows disdain for the gods that hold true domain over murder and death, former mortals that the Godson claimed were unworthy.
This item was modeled on Baron Gordaire Knightshold's weapon, a ceremonial scythe meant to make him look more rural and less a tyrant. His fledgling kingdom east of the Inner Sea faltered when a revolutionary movement adopted the symbol in their efforts to overthrow him. Each lieutenant in their league was paired with one of these far-more-functional duplicates to rally people behind them. There is little remaining of Gordaire's legacy.
This weapon is a vicious implement of war formed from the gnarled branch of a great oak and a monstrous blade of rough-finished cold iron. This example and several others were among the unwanted remnants of battles with demonic creatures, probably those under Malimshar or Gaulguth in the Weeping War. Left in the purest of groves for years on end, nature has leeched the evil away, leaving the pure material of the weapons behind to be her vessel.
A strange but devastating weapon, this scythe has somehow managed to be present at every major battle in the Realms since its creation over a century ago. There are dozens of small notches in the handle, possibly indicating the number of foes slain by the scythe.
On the eve of war in Hillsfar, 679 DR, a militia force desperate for arms appropriated the wares of several traveling merchants. One of the wagons seized held weapons bound for the enemy, a score of scythes that radiated evil. Clerics tried to erase the taint within and render them useful, but the result was far from perfect. They were left as a "Wicked Union" of fell and fair, with neither satisfied completely.


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Over the past two years, the Maryland Democratic Party has managed to do what once seemed impossible: make the state Republican Party competitive for the first time in decades. Much of the credit goes to KKT — Kathleen Kennedy Townsend, whose poorly run gubernatorial campaign in 2002 made it possible for Robert Ehrlich to become the state's first Republican elected governor in 36 years. But the Democrats remain very much in control of the General Assembly, outnumbering Republicans 98-43 in the House of Delegates and 33-14 in the state Senate. Although the political environment has become somewhat more conservative in recent years, making Mr. Ehrlich's election possible, Democratic lawmakers are moving in the opposite direction.
In 2002, Republican candidates defeated relatively moderate Democrats like House of Delegates Speaker Casper Taylor and Senate Judicial Proceedings Committee Chairman Walter Baker. Democratic legislators chose two orthodox liberals to replace them: Anne Arundel County Delegate Michael Busch became speaker of the House; and Montgomery County Sen. Brian Frosh became chairman of the Judicial Proceedings panel. During this year's session of the General Assembly, Democrats seem determined to give Republicans the opportunity to define them as the party that favors higher taxes, and seeks to take guns away from law-abiding citizens while granting undeserved privileges to illegal immigrants.
Although Senate President Mike Miller has indicated some reluctance to press for any major increase in taxes for now, public debate over the issue has been dominated by liberal ideologues in the House. Mr. Busch and other lawmakers, such as House Ways and Means Committee Chairman Sheila Hixson of Montgomery County, have worked tirelessly (and thus far unsuccessfully) to force Mr. Ehrlich to agree to increase sales, income and gasoline taxes. Also, liberal back benchers, including Delegate Ana Sol Gutierrez of Montgomery County and Adrienne Jones of Baltimore County, are pushing to increase the top income tax rate for "rich" people. Miss Gutierrez, for example, wants to increase the top rate from 4.75 percent to 5.75 percent for people with taxable income over $210,000. Given that it can easily cost $500,000 or more to buy a habitable single-family home in many parts of the county, this is a proposal likely to give even some doctrinaire Bethesda liberals pause.
And there are other areas where General Assembly liberals seem determined to make life difficult for non-ideologues in the Democratic Party. There's gun control, where the liberals want to push through a bill to ban 45 assault weapons despite the high likelihood of a veto by Mr. Ehrlich. There's the issue of lower in-state tuition for illegal immigrants, where Democrats will likely attempt to override Mr. Ehrlich's veto of a bill passed by the General Assembly last year. A similar issue is driver's licenses for illegals, where House Judiciary Committee Chairman Joseph Vallario, has worked to kill Republican efforts to put the legislature on record against the idea. And Mr. Vallario has, for now, managed to block the governor's proposal to make witness intimidation a felony offense. The governor's bill is supported by state's attorneys in such Democratic bastions as Baltimore and Prince George's County. When it comes to making Maryland a two-party state, Messrs. Vallario and Busch may pick up where Mrs. Townsend left off.


text:
Forever Never
Illustrated by Terri Kelleher
The church was decorated to perfection with pink roses and cream candles in preparation for the biggest moment of her life. Both their family members were in attendance. His demanding Mother and gentle Father sat stiff like statues in the front row. There was her Mother, Janine, whose meticulous hair was ruffled and even Grandma Vicky with her overlarge purple hat and tear-filled floral handkerchief.
Arielle waited for her groom in her, until now, never-worn white-laced wedding dress. Her audience chatted in the pews. Her older brother told embarrassing childhood stories.
"You remember the first time Arielle got drunk, Mom?" he asked.
A flicker of a smile appeared. "How could I forget? She was only two."
Grandma Vicky gasped. "Good heavens," she whispered with one purple gloved hand over her mouth.
Janine smirked, but her eyes remained tired.
"It was kinda my fault," Arielle's brother continued. "I was three and thought it was cool to spy in Mom and Dad's room." He chuckled.
"Annoying Arielle decided to follow. She found the perfume bottle and thought it was pretty, so I dared her to drink it."
"So you finally admit it," said Janine then shot a glance at the bride.
He looked down in shame, but his lips twisted. "Yep, it was all my fault. She was as innocent as ever."
"We took turns drinking, seeing who could chug more of the rose-flavored liquid. She won. She used to tell me that all she could remember was falling off the coffee table and thinking it was the funniest thing ever."
"Yea," Janine said, "but I remember driving you two to the hospital holding the steering wheel in one hand and the puking bucket in the other."
Only a few chuckles rippled throughout the spacious church as drinking stories had lost their humor.
Silence fell. The guests waited as candle flames fluttered, their soft light waltzing on the walls. The service would start soon.
Her Mother, to distract herself from tears, started another story.
"Arielle's favorite toys were Barbie's. She would dress them all in formal attire, and have a Barbie wedding. She couldn't wait for her own." At last, the tears spilled over the rim of her eyes. The dam had broken and sobs poured out of her soul.
The large doors in the back of the church creaked opened, echoing to all that the groom had arrived. He staggered in, his black suit was wrinkled, his white shirt untucked, and brown hair tousled.
He gazed at his fiancé; elevated for all to see. Arielle looked beautiful. In her crossed arms lay her pink bouquet. With her golden hair tucked with care behind a white veil, she looked like the princess she always wanted to be.
A tear crawled over his afternoon beard. "Arielle." He sighed and took the last couple blundering steps down the aisle to his bride, waiting for him.
He stared down at her, unmoving and doll-like. He leaned downward for a kiss but, before his lips touched hers, he whispered, "I do."
Arielle's mouth was cold, and the kiss didn't break the spell; his sleeping beauty would never wake. She would forever, never, be a bride. He looked at his love one last time…and then took his seat.
After they buried his life, he took from his bride's grave her favorite flower, one meant for their wedding. A blushing rose. Wilting, but still lovely, he held it tight to his chest.
This story was published on https://thestoryshack.com/flash-fiction/drama/jewel-eliese-forever-never
Hello! I am a fiction writer, editor, and mother who runs on lukewarm coffee and baby kisses. Sure, it's difficult to write when you're a mom. But what if you don't have to do it alone? What if there was a person who understands what you're going through? I get it, writer mom. But we've got this. You've got this. Let's go on this writing journey together.
Flor Dimassi on The Wind's Interpreter
NewsViral SK on Why Fiction is Key to a Kiddo's Reading and Writing Education
Longowal Polytechnic on Why Fiction is Key to a Kiddo's Reading and Writing Education


text:
Q: White spacing around navigation bar Alright, I couldn't find the answer by searching on the site, but I'm fairly new to HTML/CSS and I was wondering how to remove the white spacing around the navigation bar that I'm getting.
HTML Code
<!DOCTYPE html>

    <title>Reisbureau</title>
    <link href="style.css" rel="stylesheet" type="text/css">
    <link href='http://fonts.googleapis.com/css?family=Open+Sans'  rel='stylesheet' type='text/css'>

Reisbureau

Home

Over Ons

Contact

CSS
.nav ul li {
    list-style: none;
}
.nav ul li a {
    text-decoration: none;
    float: right;
    padding: 8px 50px;
    color: dimgrey;
}
.nav ul li a:hover {
    color: black;
}
.nav {
    font-family: Open Sans;
    font-size: 10;
    text-align: center;
    height: 40px;
    background-color:aliceblue;
}

#reisbureau {
    float: left;
}

jsFiddle
http://jsfiddle.net/398aLrpy/
Edit Note
Contents of style.css are not included, so we can not actually see the nav bar as he does. Down voting on that reason alone.
I'm really clueless, thanks in advance.

A: Remove default margin from body and margin-top from ul element:
body, ul{margin:0}

JSFiddle

A: By default the browser's set some padding and/or margin to the  and/or
You can do this:
CSS
body, html{
    margin:0;
    padding:0;
}

DEMO HERE


text:
Elon Musk: It's 'not realistic' that anyone at…
NewsNews Based on facts, either observed and verified directly by the reporter, or reported and verified from knowledgeable sources.
Elon Musk: It's 'not realistic' that anyone at Tesla can hold him back, exec tells '60 Minutes'
In wide-ranging interview, Tesla CEO says he doesn't respect the SEC
Elon Musk speaks near a Falcon 9 rocket during his announcement that Japanese billionaire Yusaku Maezawa will be the first private passenger who will fly around the Moon aboard the SpaceX BFR launch vehicle, at the SpaceX headquarters and rocket factory on September 17, 2018 in Hawthorne, California. (DAVID MCNEW/AFP/Getty Images)
Tesla co-founder and CEO Elon Musk takes a drag from a cigarette laced with marijuana in this screenshot from the Joe Rogan Experience podcast on Thursday, Sept. 6, 2018.
SpaxeX founder Elon Musk (2R) and Canadian musician Grimes (Claire Boucher) (L) pose for a snapshot with two attendees at the 2018 Space X Hyperloop Pod Competition, in Hawthorne, California on July 22, 2018. - Students from colleges and universities from the US and around the world are taking part in testing their pods on a 1.25 kilometer-long (0.75-mile) tubular test track at the SpaceX headquarters. (Photo by Robyn Beck / AFP) (Photo credit should read ROBYN BECK/AFP/Getty Images)
Chicago Mayor Rahm Emanuel listens to engineer and tech entrepreneur Elon Musk of The Boring Company talks about constructing a high speed transit tunnel at Block 37 during a news conference on June 14, 2018 in Chicago, Illinois. (Photo by Joshua Lott/Getty Images)
Elon Musk and Grimes arrive for the 2018 Met Gala on May 7, 2018, at the Metropolitan Museum of Art in New York. - The Gala raises money for the Metropolitan Museum of Arts Costume Institute. (ANGELA WEISS/AFP/Getty Images)
Elon Musk and Director Chris Paine attend the premiere and Q&A for "Do You Trust This Computer?" at The Regency Village Theatre on April 5, 2018 in Westwood, California. (Photo by Alberto E. Rodriguez/Getty Images)
Elon Musk, founder, CEO, and lead designer of SpaceX, speaks at a news conference after the Falcon 9 SpaceX heavy rocket launched successfully from the Kennedy Space Center in Cape Canaveral, Fla., Tuesday, Feb. 6, 2018. (AP Photo/John Raoux)
Tesla Chairman and CEO Elon Musk unveils the new "Semi" electric Truck to buyers and journalists on November 16, 2017 in Hawthorne, California, near Los Angeles. (VERONIQUE DUPONT/AFP/Getty Images)
Turkish President Recep Tayyip Erdogan (R) shakes hands with the founder of US aerospace manufacturer and space transport services company SpaceX, Elon Musk during a meeting in Ankara on November 8, 2017. (ADEM ALTAN/AFP/Getty Images)
Elon Musk during his presention during Tesla Powerpack Launch Event at Hornsdale Wind Farm on September 29, 2017 in Adelaide, Australia. Tesla will build the world's largest lithium ion battery after coming to an agreement with the South Australian government. (Photo by Mark Brake/Getty Images)
Elon Musk, CEO of SpaceX and Tesla, speaks during the International Space Station Research and Development Conference at the Omni Shoreham Hotel July 19, 2017 in Washington, D.C. (BRENDAN SMIALOWSKI/AFP/Getty Images)
Tech entrepreneur Elon Musk (R) discusses a vision of cars being lowered into tunnels to travel efficiently and eliminate traffic congestion with curator Chris Anderson (L) at a TED Conference in Vancouver, Canada, April 28, 2017. (GLENN CHAPMAN/AFP/Getty Images)
Maye Musk (L) and SpaceX CEO Elon Musk attend the 2017 Vanity Fair Oscar Party hosted by Graydon Carter at Wallis Annenberg Center for the Performing Arts on February 26, 2017 in Beverly Hills, California. (Photo by Pascal Le Segretain/Getty Images)
Elon Musk, the co-founder and chief executive of Electric carmaker Tesla, speaks during a ceremony in Dubai on February 13, 2017. (KARIM SAHIB/AFP/Getty Images)
Space X CEO Elon Musk (L) looks over a pod constructed by Ales Tech from Pisa, Italy during testing for the SpaceX Hyperloop competition in Hawthorne, California on January 29, 2017. (GENE BLEVINS/AFP/Getty Images)
US President Donald Trump meets with business leaders in the Roosevelt Room at the White House in Washington, DC, on January 23, 2017. (NICHOLAS KAMM/AFP/Getty Images)
Tesla Motors CEO Elon Musk speaks at a press conference during the 67th International Astronautical Congress in Guadalajara, Mexico on September 27, 2016. (HECTOR GUERRERO/AFP/Getty Images)
Elon Musk, CEO of Tesla Motors addresses an environmental conference at Astrup Fearnley Museum in Oslo, Norway on April 21, 2016. (HEIKO JUNGE/AFP/Getty Images)
Elon Musk and actress Kate Hudson attends The 2016 InStyle and Warner Bros. 73rd annual Golden Globe Awards Post-Party at The Beverly Hilton Hotel on January 10, 2016 in Beverly Hills, California. Photo by Jason Merritt/Getty Images for InStyle)
(L-R) Businessman Elon Musk, director Jon Favreau, and comedian Russell Peters attend the after party for the World Premiere of ?Star Wars: The Force Awakens? on Hollywood Blvd on December 14, 2015 in Hollywood, California. (Photo by Alberto E. Rodriguez/Getty Images for Disney)
(L-R) Businessman/inventor Elon Musk, entrepreneur Sean Parker, and actress Talulah Riley attend the annual Halloween Party, hosted by Playboy and Hugh Hefner, at the Playboy Mansion on October 24, 2015 in Los Angeles, California. (Photo by Jonathan Leibson/Getty Images for Playboy)
Elon Musk, Chairman, CEO and Product Architect of Tesla Motors, addresses a press conference to declare that the Tesla Motors releases v7.0 System in China on a limited basis for its Model S, which will enable self-driving features such as Autosteer for a select group of beta testers on October 23, 2015 in Beijing, China. (Photo by VCG/VCG via Getty Images)
Tesla CEO Elon Musk speaks during an event to launch the new Tesla Model X Crossover SUV on September 29, 2015 in Fremont, California. After several production delays, Elon Musk officially launched the much anticipated Tesla Model X Crossover SUV. The (Photo by Justin Sullivan/Getty Images)
Elon Musk, CEO and CTO of SpaceX, CEO and product architect of Tesla Motors, and chairman of SolarCity, and his wife Talulah Riley attend the Allen & Company Sun Valley Conference on July 8, 2015 in Sun Valley, Idaho. Many of the worlds wealthiest and most powerful business people from media, finance, and technology attend the annual week-long conference which is in its 33nd year. (Photo by Scott Olson/Getty Images)
Rachel Dratch and @BoredElonMusk appear on stage during the 7th Annual Shorty Awards on April 20, 2015 in New York City. (Photo by Noam Galai/Getty Images for The Shorty Awards)
Actress Naomi Watts (L) and entrepreneur Elon Musk attend LACMA's 50th Anniversary Gala sponsored by Christie's at LACMA on April 18, 2015 in Los Angeles, California. (Photo by Michael Kovac/Getty Images for LACMA)
CEO and Chief Product Architect of Tesla Motors, Elon Musk attends the "RACING EXTINCTION" Premiere at The Marc Theater on January 24, 2015 in Park City, Utah. (Photo by Lily Lawrence/Getty Images for Oceanic Preservation Society)
(L-R) Presenter Kate Beckinsale, Harvard Medical School Professor and Molecular Biologist Gary Ruvkun, presenter Elon Musk, and University of Massachusetts Medical School and Developmental Biologist Victor Ambros speak onstage during the Breakthrough Prize Awards Ceremony Hosted By Seth MacFarlane at NASA Ames Research Center on November 9, 2014 in Mountain View, California. (Photo by Steve Jennings/Getty Images for Breakthrough Prize)
Elon Musk, CEO of Tesla, unveils the dual engine chassis of the new Tesla 'D' model at the Hawthorne Airport October 09, 2014 in Hawthorne, California. The 'D' is the faster and all-wheel-drive version of the Model S electric sedan, capable of accelerating to 60 miles per hour in just over 3 seconds. (Photo by Kevork Djansezian/Getty Images)
Elon Musk, CEO of Tesla Motors, speaks to the media after a press conference at the Nevada State Capitol, September 4, 2014 in Carson City, Nevada. Musk and Sandoval announced a plan to build a Tesla Gigafactory in Nevada to produce batteries for electric vehicles providing 6,500 jobs to the state. (Photo by Max Whittaker/Getty Images)
SpaceX CEO Elon Musk unveils SpaceX's new seven-seat Dragon V2 spacecraft, in Hawthorne, California on May 29, 2014. The private spaceflight companys new manned space capsule will ferry NASA astronauts to and from the International Space Station. (ROBYN BECK/AFP/Getty Images)
Elon Musk (C), Chief Executive Officer and Chief Designer of Space Exploration Technologies, listens as Michael Gass (L), President and Chief Executive Officer of United Launch Alliance, testifies before the US Senate Appropriations Subcommittee on Defense on National Security Space Launch Programs, in Washington, DC, on March 5, 2014. (JEWEL SAMAD/AFP/Getty Images)
Elon Musk, co-founder and chief executive officer of Tesla Motors Inc., right, and Talulah Musk arrive to a state dinner hosted by U.S. President Barack Obama and U.S. first lady Michelle Obama in honor of French President Francois Hollande at the White House on February 11, 2014 in Washington, D.C. (Photo by Andrew Harrer-Pool/Getty Images)
Talulah Riley and Elon Musk arrive at the 22nd Annual Environmental Media Awards on Saturday Sept. 29, 2012, at Warner Bros. Studios in Burbank, Calif. (Photo by Jason Merritt/Getty Images)
SpaceX CEO and Chief Designer Elon Musk (R) speaks as NASA Administrator Charles Bolden, listens next to the Dragon capsule at the SpaceX facility June 13, 2012 in McGregor, Texas. (Photo by Bill Ingalls/NASA via Getty Images)
Director Bryn Mooser, executive producer Elon Musk, executive producer Olivia Wilde and director David Darg of the film 'Baseball in the Time of Cholera' attend "Help Wanted" Shorts Program during the 2012 Tribeca Film Festival at the AMC Lowes Village on April 21, 2012 in New York City. (Photo by Cindy Ord/Getty Images)
Actress Garcelle Beauvais and Co-Founder and Head of Product Design at Tesla Motors Elon Musk attend Tesla Worldwide Debut of Model X on February 9, 2012 in Los Angeles, California. (Photo by Jordan Strauss/Getty Images for Tesla)
Deborah Needleman and Elon Musk attend the 2011 WSJ Magazine Innovator of the Year Awards at the Museum of Modern Art on October 27, 2011 in New York City. (Photo by Fernando Leon/Getty Images)
(L-R) Maye Musk, Tesla Motors CEO Elon Musk and director Chris Paine attend the Tribeca Film Festival after-party for Revenge Of The Electric Car hosted by The Bunker Club at The Bunker Club on April 22, 2011 in New York City. (Photo by Joe Corrigan/Getty Images for Tribeca Film Festival)
CEO Elon Musk (L) arrives at the Tesla UK launch on June 25, 2009 in London, England. (Photo by Gareth Cattermole/[Gareth Cattermole/Getty Images for Tesla])
Tesla Motors Chairman and CEO Elon Musk answers questions about the new Tesla Model S all-electric sedan (L), at the car's unveiling in Hawthorne, California on March 26, 2009. (ROBYN BECK/AFP/Getty Images)
California governor Arnold Schwarzenegger (R) and Tesla Motors Product Architect and Engineer Elon Musk look at a Tesla Roadster before a news conference June 30, 2008 at Tesla Motors in San Carlos, California. (Photo by Justin Sullivan/Getty Images)
Tesla founder Elon Musk attends the launch party for the Tesla Roadster, the world's first highway-capable all electric car available in the United States, at the Tesla Flagship Store on May 1, 2008 in Los Angeles, California. (Photo by Vince Bucci/Getty Images)
By Rex Crum | rcrum@bayareanewsgroup.com | Bay Area News Group
For someone who has lived on Twitter, spent much of this year making wild statements about where his company is headed, cut a check to settle a suit with the Securities and Exchange Commission and smoked a joint on a live podcast, Tesla Chief Executive Elon Musk had been relatively quiet lately.
And then came Sunday night.
It was an example of Elon being Elon during an interview on the CBS program "60 Minutes". Musk, not one for biting his tongue or hiding his emotions, spent the length of the segment with correspondent Lesley Stahl sounding like he was going to be the same high-profile, outspoken CEO he has always been, regardless of what anyone has to say. Including the SEC.
"I want to be clear. I do not respect the SEC. I do not respect them," Musk told Stahl.
In late September, the SEC sued Musk for fraud due to his tweeting that he had "funding secured" for a plan to take Tesla private for $420 a share, but then failed to provided specific financing details about his take-the-company-private plan. The SEC sought to remove Musk as Tesla's CEO and ban him from running any public company in the United States.
Musk quickly settled with the SEC in a deal that allowed him to remain as Tesla's CEO. To settle the charges, Musk and Tesla each agreed to pay a fine of $20 million, and Musk agreed to step down as Tesla's chairman for at least three years.
Tesla eventually named board member Robyn Denholm to replace Musk as chairman of the company's board of directors, and, ostensibly, become Musk's boss. When Stahl mentioned that there's an impression that Denholm was brought in to keep a watch on Musk, the Tesla CEO said to not hold your breath on that possibility.
"It's not realistic in the sense that I am the largest shareholder in the company," he said. "And I can just call for a shareholder vote and get anything done that I want."
Did you hear the one about Elon Musk, a flamethrower and Pablo Escobar's brother?
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Musk also suggested that no one should expect him to hold back too much on his Twitter usage. In addition to using Twitter to announce his idea about taking Tesla private, Musk also has used the platform to get into a sparring match with a British cave diver and has, at times, gotten into dustups with members of the media over how they have covered him and his company.
"Twitter's a war zone," Musk said. "If somebody's gonna jump in the war zone, it's, like, 'OK, you're in the arena. Let's go!'"
PM Report
SiliconBeat
Rex Crum
Rex Crum is the senior web editor for the business section for The Mercury News and Bay Area News Group. He also writes about business and technology for the publications' print and web editions, and has covered business and technology for nearly two decades. A native of Seattle, he remains a diehard Seahawks and Mariners fan and is imparting his fandom to his Oakland-native wife and two young daughters.
Follow Rex Crum	@rexcrum
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