text:
Hybrid working: wellbeing and inclusion
6.2 Valuing diversity
1 Three key contexts
1.1 A national context
1.2 A digital context
1.3 Your organisational context
2 What do we mean by wellbeing?
2.1 Statistical measures of wellbeing
2.2 The PERMA model
2.3 Different dimensions of wellbeing
2.4 Mental wellbeing or mental health: what's the difference?
3 Whose responsibility is workplace wellbeing?
3.1 Managing your own wellbeing
3.1.1 Your physical wellbeing: signs of stress
3.1.2 Your digital wellbeing
3.2 Supporting your colleagues' wellbeing
3.3 Leading wellbeing
4 Work–life balance and overload
4.1 Managing email – and its alternatives
4.2 Video meetings: the good and the bad
4.3 The problem of presenteeism
4.4 Establishing boundaries
4.5 Positives and negatives of digital work wellbeing
5 Social wellbeing at work
5.1 Communication in a hybrid working world
5.2 The influence of generational traits on communication
5.3 Building and maintaining work relationships
5.4 Avoiding isolation
5.5 Social media safety issues
5.6 Psychological safety
5.7 Cybersecurity for hybrid working
5.8 Positives and negatives of digital social wellbeing
6.1 Exploring inclusion
6.3 Intersectionality
6.4 Neurodiversity
6.5 How to harness diversity
7 Equality
7.1 Protected characteristics: tackling discrimination
7.2 Accessibility at work
7.3 Making physical workspaces accessible
7.4 Making online workspaces accessible
8 Building and maintaining a supportive and inclusive hybrid workplace
8.1 Making wellbeing and inclusion a priority
8.2 Benefits and costs of maintaining workplace wellbeing
8.3 Benefits and costs of inclusion, equality and equity
8.4 Where does hybrid working fit in?
Level 1: Introductory
BA/BSc (Honours) Open degree
BA (Honours) Education Studies (Primary)
BA (Honours) Childhood and Youth Studies
Gweithio hybrid: llesiant a chynhwysiant
In their 2013 article 'Great leaders who make the mix work', Boris Groysberg, an academic researcher, and Katherine Connolly, a research associate in the organisational behaviour unit at Harvard Business School, discuss the importance of diversity and inclusivity.
Figure 10 Diversity and inclusion within the workplace.
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This decorative image shows a number of cartoon drawings of heads and shoulders, within coloured circles. Dotted lines connect the circles.
Groysberg and Connolly (2013) explain that diversity should be perceived as an investment in the most important assets of the organisation's balance sheet: the people. Diversity is about investing in people. Diversity is necessary because it allows an organisation to stay competitive, to seek the best possible ideas and solutions, and continue to innovate and grow. Moreover, by harnessing diversity, employees feel valued and are therefore more willing to support the aims of the organisation, serve the 'customers' (students, in an HEI context) and work together.
At the same time, diversity may create dissent and challenge people's way of thinking, leading them into deep inquiry or breakthrough.
In the video below, contributors discuss how to value diversity and create more inclusive workplaces.
Download this video clip.Video player: hyb_4_2022_sept107_value_of_difference_promoting_diversity_compressed.mp4
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LURRAINE JONES
Hello. My name is Lurraine Jones, and I'm the Deputy Dean for Equality, Diversity, and Inclusion at the Open University. COVID-19 and the Black Lives Matter movement continues to shine a stark light on the racial inequalities that exist through all sections of UK society. Year on year, research evidences that for certain groups of students, especially Black students, the higher education playing field is not a level one. Inequalities, such as racial harassment and stark degree-awarding gaps between Black students and their white peers, cannot be ignored.
Whether one is a staff member or a student, being included, feeling a sense of belonging and relatedness to the University is important for one's wellbeing and feeling valued. Universities UK released a report entitled "Tackling Racial Harassment in Higher Education," which revealed that almost 25% of students from Black and minority ethnic backgrounds have experienced racial harassment. The soft employability skills that are desirable for jobs, careers, and promotion, i.e. empathy, communication, leadership, and teamwork, are developed in this course.
NATASHA DAVIES
It's really important actually that leaders, organisations are building inclusive cultures; getting the foundations right with good policies and procedures that don't just hit the legal minimums but actually strive for best practice; building in equality and inclusion from the very, very top within organisational strategies; making sure that somebody is championing this right at the most senior levels of the organisation, whether that's around your senior leadership table or any boards; getting the right culture in place, so they're making sure that policies and procedures are applied consistently; that we've got leaders at every level within the organization who are embracing the vision and the values in relation to equality, diversity, and inclusion. And I think, with culture, it's really important actually that that focus doesn't slip because it's really easy to fall into bad habits. And then that can really shift and change the culture that you've actually got in place within an organisation.
SAS AMOAH
So there are five key strategic areas within LDS, my unit, Learner and Discovery Services, and those five areas align of wider Open University strategies as well. So the first key area within my department, People, Culture, and Innovation, has lots of subgroups that feed into it. And one of the ones that feed into it is EDI, and I'm the lead for the EDI team. So the team has a number of volunteers from across the unit, which is kind of really useful. But in addition to having volunteers from within the unit, we have a number of volunteers from outside the unit.
So we have representation from a number of different units and people who cut across a number of different kind of categories as well and marginalised groups. But we also have an executive champion in the group, which is really useful. So when we start proposing these ideas, the executive champion can push these forward when it comes to trying to turn them into policy as well. But we also have representation from the central EDI office as well, so that's kind of our connection centrally. So as we develop these policies and proposals, we have a direct line to the central EDI team and they can help us shape these as we push forward.
Having a number of different volunteers from across the unit is really valuable, particularly because we have a number of people from a variety of different backgrounds, different levels of seniority, from a lot of different personal experiences as well. So what I do find is having all those people together encourages really open and honest conversations, and they're a really easy way to identify obstacles that particular groups face. So once we've identified an obstacle, we do try to develop a policy that would address the particular concern that was raised.
So I know, in the past, policies that are now embedded into business as usual within the units started off in the group. So for example, we now have equality objectives embedded into CDSA, Career Development Appraisals, which is really a positive step. But also, we have ring-fenced career development budgets specifically for people from marginalised groups. So our research suggested that people from marginalised groups were much less likely to take up the training. So by ring-fencing the training development budget, we can ensure that, even if they can't take up the training early on in the year, they have opportunities later on in the year.
Obviously, training and stuff like that is going to be really important as well but not just a one-off. It's a continued investment in development so that all staff are contributing to a more equal, equitable, and inclusive work environment. And then ultimately, it's really important that we're measuring what we're doing. Have we got KPIs in place that focus on equality and diversity? Are we carrying out staff engagement surveys to actually check whether the culture we think we have is the culture that we do have? Because if we don't measure where we are, we don't know when to celebrate successes. We don't know where we need to learn from mistakes, and we can't identify areas where we can change and adapt to be even better than perhaps we're already doing or to fix any problems that we might have.
One of the positive impacts we think we've achieved from kind of developing work in this way is creating a more inclusive recruitment process. So for example, a few years ago, we did an anonymised recruitment pilot and we compared the number of staff we received from a variety of backgrounds into traditional recruitment process and when we did anonymised recruitment.
And what we actually did find is that, when we removed a lot of the identifying information, groups from particularly marginalised backgrounds almost doubled in terms of representation and being hired at the Open University. And that became a really strong evidence base for central HR, what we call "People Services," to kind reconsider their inclusive recruitment process as well. So they've taken on elements of what we developed and have created a anonymised recruitment process of their own.
For higher education institutions, what would be a key concern to address is the degree-awarding gap between different groups of students. I think that should definitely be a primary focus. And obviously, one of the ways you can start supporting students in that way is by creating a more inclusive curriculum. For staff, I think, if we could start to address maybe the pay gap between different ethnicities and different genders as well, I think, again, that's a very good, concrete way of addressing issues. And I think those two key concerns are really important when it comes to higher education.
I do you think the stuff that we can do as employers, yes, there's positive action that can be done within our recruitment exercises. But there are other things that can be done around recruitment, around how we're designing job descriptions, how we're designing jobs. It comes back to things of like ways of working. Is home-working going to be possible for everybody? No. So we're making sure that we're offering different ways of working that will suit different people's circumstances.
Working with community groups, trusted leaders within different communities because trust is a big issue as well. Particularly, for example, if we're talking about people from ethnic minority backgrounds, racism is still rife. Discrimination is still rife. There are so many stories of bad experiences within employment, particularly within areas where perhaps there is a particularly smaller population of people from an ethnic minority background, which is why we see huge numbers of young ethnic minority people leaving south Wales, for example, to move to places like Birmingham and London because there's a sense that that's going to be a more welcoming and inclusive and safer environment for them.
So I think that trust piece is really important, and we can do a lot with local communities. Thinking about routes in, is there more that we can do around apprenticeships, internships to give people a hands-on opportunity to come in and find their way? And bringing that positive action measure in as well I think is a really important thing because we don't live in a meritocracy. I wish that we did, but the reality is that sometimes we need to treat people differently in order to make sure we have fair and equitable outcomes. And until we actually get to the point where we have a level playing field, that's going to be a requirement, I think.
DAVE SNOWDEN
I remember giving a lecture at Google once and they picked it up, which said, if you really want to recruit good coders, you could look at people with Asperger's Syndrome. And most people who are really good at coding are really good at maths, are at that end of the scale. There's nothing right or wrong about it. I've written several articles for somebody who's a synesthesiac, so she sees text as colours. And it's not just cognitive diversity. It's also physical and experiential diversity.
So one of the big things that we need to start to look at, at the moment, is to realise that consciousness is not co-located with the brain. This is called "post-Cartesian understanding," and that's the mind-body dualism. The Cartesian concept has been deeply problematical. So we know actually the body makes a lot of decisions for you. The brain only fires after you've made your decision, to check if the automatic response was right this time or not.
We also know from Andy Clark's book, my work, and other people that social narrative provides a form of extended scaffolding in which your consciousness sits. Yeah? And that links in with delusion concepts, for example, of assemblages and the complexity concept of strange attractors and the narrative concept of a trope. So effectively, you're in this highly complex ecosystem. It's not that you get data and you look at it logically and you make a decision. Yeah?
There are affordances operated by the environment you're in. There are assemblage structures which determine what you see or don't see. And then you've got these fundamental cognitive issues, the degree of agency you've got, the degree of understanding you've got. So say, if we start to look at that differently, the way we work now, is you would present a situation, for example, to the whole of your workforce. They would interpret that situation, and the human interpretation is key.
We use what's called "semiotic signification" or "high-abstraction signification" so that nobody knows what the right answer is. That's really important. Otherwise, you get gaming. And then from that, we draw what are called "fitness landscapes." This comes from evolutionary biology. So they show the evolutionary potential of the current state, dominant areas where the decision will be easily accepted, areas where it would be more difficult. And then critically, those outliers, those people who've seen a gorilla. And we can now do that so an executive can see those results within five minutes. Just punch it out, get the results, never to talk with. And that breaks that linear-type process.
MATT FINCH
I think one of the big questions that communities face in changing times is the notion of inclusion and inequality. And this applies at every level, from geography and population, right down to individuals and how they are made welcome to a space and to a community and to an institution. And there's been some interesting foresight work that I've been lucky enough to be a part of through the European Commission Horizon Europe Program called "IMAJINE," which looks at the changing dynamics between Europe's nations and regions.
And I think one of the things that's really important to bear in mind, particularly when it comes to digital inclusion, is it's not purely about technical skills and capacity, that it's about changing values. It's above all about a changing sense of identity. One of the things that we noticed was that you can't simply run the numbers when it comes to justice because it's about values. It's always something which is qualitative, which is shifting, which is subject to debate and discussion. And if you think about going into a court of law and they talk about deciding something on the balance of probabilities, it's not really about probabilities and numbers even then. It's still competing stories seeking to persuade people.
So one of the things we need to think about is identity and about people's values and even the power imbalance that's implied in inclusion. To what extent is the institution or the community itself saying that we're going to remain unchanged and we're going to welcome you in? To what extent are we also going to change to adapt to newcomers, to the changing flux of the make-up of the different communities that we live and work in? I saw a really interesting comment recently from a doctor in New Zealand who had changed the notes he made about his patients. And he said, I used to write "patient doesn't speak English" and now I write, "doctor doesn't speak Arabic" or whatever the language is.
So one of the things to think about is, how does power play out in these different settings? And things like 'Islands in the Sky', let us look at if those dynamics shift. Traditionally, there's been an urban-rural divide, but the poles of that divide might change over time. And we saw, with pandemic and with the vogue for remote working, the extent to which people might actually flee the cities, the idea that digital technologies might create new opportunities for people to live differently, including where they live.
But then it's about access, not just to the infrastructure, not just to the technical skills that let you lose these tools, but it's also about those questions of culture and values and justice. And the truth is, because these things are playing out now, it's necessary for us to imagine different possible contexts in order to really understand what's going on. Because those value judgments aren't just about what we think is right and wrong now. It's about how things are going to play out in times to come.
Activity 12 Diversity in your workplace
Timing: Allow about 45 minutes
Watch and listen to the following videos and audios in which contributors share their experiences of diversity in the workplace.
Download this video clip.Video player: hyb_4_2022_sep108_diverse_voices_cultural_diversity_compressed.mp4
SHAUNNA LATCHMAN
My name's Shaunna. I'm the Comms Executive here at the OU in Wales, mostly supporting internal communications, with a real focus on mental health and wellbeing. I've not been here very long. I've actually been here since the beginning of the year. So it's been a lot of change.
And it's been quite cool, actually, because when I joined, we were still doing the hybrid working, more so that we were working at home. And now, we've shifted into home and office. And if I'm completely honest, it's been a brilliant experience here at the OU in Wales, which I can't really say for previous working environments.
I've been in higher education for like, six, seven years now, and in my previous role, obviously, we went into lockdown during 2020, and it was a bit of a culture shock for everyone. But as a Black woman, I felt that there were certain experiences that were very unique to Black and Brown communities. And that was quite an adjustment, I feel, at that time.
Just because everyone's in the same boat, but then, because of the colour of your skin, you feel like there are certain elements that not everybody else will understand. At the time, there was a lot of coverage about the impact it would have on Black and Brown communities because of their socioeconomic backgrounds. So you already had this pandemic, and then you had this thing that was like, because of the colour of your skin, you might be even more affected.
And the headlines were really sort of scaremongery, so without doing the reading, you kind of came to assumptions on your own. And then, obviously, once you understood the reasoning for these headlines, you kind of took a breath. And then you fast forward, and then we had the horrific incident of George Floyd's murder, and, again, you're forced to face your background and the colour of your skin, and then you're forced to have conversations that you don't necessarily want to have in a professional environment.
Because, unfortunately, at that time, I was one of the only Black people within my team and within my department, and I was constantly faced with having to explain the emotion behind what was happening around the world, how it was affecting me, how it would affect my potential colleagues, because there weren't a lot of people in my office that looked like me. And you just want to do the diligent thing of being supportive to your colleagues and answering the questions because people are now curious and they want to know, but there was a very thin line between curiosity and ignorance. So again, you're faced with the very real fear of being in a pandemic, and then, also, the emotional turmoil of what's happening around the world.
And I can't explain it, but it was like my body was just drained constantly. Because you're thinking about your family members, you're thinking about how you look and how that impacts your experience, and that is part of your everyday experience as a Black person, but you kind of put that to one side because you've got a job to do, because you want to be perceived as 'normal'. You want to be perceived as being like everybody else. You don't want to be reminded that you are Black, because you know that, and you know your experiences are different.
But that particular time frame was incredibly stressful. And unfortunately, the organisation I was in was not supportive. And that made me feel quite depressed, quite low, quite isolated, and really disappointed, if I'm completely honest.
And then, eventually, I found the job here at the OU in Wales, and the difference in the way I am approached, the difference in the way that I've been treated, it's huge. And that's not to say that my colleagues in my previous organisation weren't lovely people, they were. It was more so that management didn't know how to handle the situation and didn't know how to support me as a Black person, and that was incredibly disappointing.
But here at the OU in Wales is a completely different story. It feels very much inclusive and welcoming. And there are certain microaggressions that you experience as a Black person day-to-day that you just kind of deal with because you don't want to have to explain things to everyone. But I never thought that I would be in an organisation where I can just be myself.
I'm not questioned about anything. I'm not made to feel uncomfortable. And when people approach me with curiosity, it's with complete honest and open curiosity. It's not done in a way that's intrusive or accusatory, which has been a real refreshing experience for me.
Being in the OU has been like a palate cleanser, almost. Having worked in higher education for so long, I became so drained just with certain things that happened consistently, over and over again. And you become a bit disenchanted.
Initially, I came into this line of work to hopefully make a change, make an impact, and ideally, encourage more people that look like myself to either work in higher education or participate in higher education, especially because I don't have any qualifications as far as higher education is concerned. The first time I realised how different the OU was when I joined in January and I was told, you're going to be sent a bunch of equipment, and this is how you'll use it.
And I remember receiving this package, and everything that you would need, so a large screen, your laptop, headphones, everything that you would need to have the correct setup at home was there. It was all provided for me.
In my previous role, I had to source my own screen. I had to get my own keyboard. I had to physically go into the office to collect things. It felt very clear that the OU had learnt from the last two years, being in a pandemic, and the importance of having the correct working set up.
And there was no assumption that I had the means or the correct setup at home. It was almost like, do you have everything you need? If not, that's fine. Don't worry. Here's a checklist. We're sending all of this to you.
So, I'd say that my line manager is brilliant. We have our regular catch-ups every week, and we draw our usual checklist of what's going on, and then there's always space and time for me to talk about anything that's bothering me. And there's almost like it's your stage now, whatever you want to talk about.
And because of the way he approaches things and because of his relaxed manner with me, I've not had any issues saying, I'm really frustrated about this thing, or, this irritated me. Can we look at this differently? He's very open to hearing how I feel about something. And I think that's really important, having a line manager that allows you to say how you feel, and then, actually listens and acts upon your concerns. That makes me feel more confident in the organisation as a whole.
So there's a lot of people in our office, but you never feel like that because we have a rotation system here. So, for example, I'd be in Monday and Thursday, and then, there's communication with the office manager to make sure that there's parking available, to make sure that you have everything to your comfort. And then, also, when there are opportunities for us to come in on days that we don't normally come in on, that's encouraged as well to allow us to mingle with colleagues that we don't often get to see. Being at home more often has offered a better work-life balance, and it feels as if they recognise that and want to encourage that support for their staff.
So there's definitely an element of a two-way communication channel, whether that is from the regular updates from the director and her reinforcing the safety measures that they've put in place and that there are open channels for communication, or through actual line management and those people making sure that they are, again, listening to their staff and giving them the opportunity to feedback. With the mental health focus and wellbeing focus, it is important that we are listening to how people feel right now because there is still a pandemic, and there is still a lot of uncertainty and people are still having to make a lot of changes around childcare and caring responsibilities and commuting. So it does feel like we're trying to bridge that gap to ensure that people feel supported at this particular time.
Here, I genuinely look forward to coming in because I feel safe. I feel that the office space is set up for free flow, for people to have enough space, for the sanitation areas all over. So that physical safety is there.
There's a phrase, it's called code switching, and it's basically whereby someone from-- I think, originally, it was created to talk about people from multicultural communities or multilingual communities, so you switch between languages. And as time has gone on, it's become a phrase that more describes people from various backgrounds who quite literally change their behaviour or monitor their behaviour within their environment to make sure that they come across as more palatable. And you don't think about it. And I definitely didn't think about it until I saw the phrase code switching, and I was like, oh, what's that?
And I actually realised that when you're in a professional environment as a Black person, you find yourself just making yourself quieter, more easily acceptable to your colleagues. And it's not necessarily an active decision. Sometimes, it's something that you're taught from quite young, like, you have to just be quieter, calmer. You don't want to come across as the certain phrases that are used to describe Black people in a discriminatory sense.
And then, when we moved into virtual working, that kind of veil, it disappears. Because now, everyone is welcomed into your home, just as you're welcomed into everybody else's home. And there are pieces of your culture all over your home because it's your home. It's your safe space.
And you don't think about it and you don't question it until someone on the other side of the camera says, oh, what's that? What does that mean? Where is that from? Oh, I've never seen anything like that before.
And then, you're having to explain your cultural differences, your background, your beliefs, things that you might not choose to discuss in a working environment, but you're now forced to have people in your home. So, you're now having to have these conversations. And in those moments, there are elements of ignorance that come through that you find yourself being like, well, I didn't realise that this person had those preconceived notions about my culture, and now, I'm having to educate somebody on what it is to be Black.
Download this audio clip.Audio player: hyb_4_2022_sep109_diverse_voices_isolation_non_specific_sexuality_compressed.mp3
So I started, I think, it was April, right at the beginning of lockdown. So everything was sent out to my home. I didn't see the office at all for ages. I was really-- didn't know what would happen in those initial few weeks before I started.
Fortunately, I had an amazing line manager who really reached out, and was really lovely, and reassured me. I got sent all my kits. Because everything was happening remotely, I had loads of inductions put in in my first few weeks of meeting people.
But it was really odd. I think, particularly, because it was so new. I've never worked in higher education before. New organisation, new people, all sitting at home in my office, or office. So it was really intense, but it felt guided.
But I think, then, I was probably one of the first people to have done that remote induction. Whereas, now we've recruited massively over that time, and we're quite used to doing those remote inductions, and working out what that looks like. But everything was very scary and very uncertain for everyone at that point. So it just all felt heightened.
So yeah, it was a lot at first, constant check-ins, increased check-ins at the initial phase with my line manager. But also, there were certain things we did. There were social quizzes that went on in the weeks and learning, reaching out to encourage you to do that.
We have quite a lovely thing that we do here, in that whenever we get any new starters, they send off a little blurb and photo about the people. And it encourages people to reach out and say hi. And I did that, and I had not experienced that before. And I had loads of people reach out and say, hi, you talked about this. I'm really interested in this.
And that was a really nice initial starting thing to make me feel, I guess, more bedded into things, even though I didn't have those connections in that organic way. So it was really positive, but it was definitely-- it required a lot more conscious thought and conscious planning than just letting things happen in that way that they would in an office space.
I come in three days a week. But I have some flexibility about what those days might be. I personally really like working in the office. I like that structure of leaving the house, walking into work, or getting the bus into work, and getting to leave my laptop here at the end of the day.
I really like that separation of space. That's very important for me to just have that structure of things. It means I get to see people, which I don't necessarily have at home because I live by myself. Having that dynamic and having that atmosphere around you of just walking casually around, going to the kitchen, having a chat with somebody is really important to me. But also, those contacts, and those friends that I made whilst working remotely, I then get to see in the office, and then so that's really lovely.
But it's super flexible. I have my scheduled days. But if I don't want to come in those days, or I'm waiting for a parcel, or I don't know, I've got washing, all those really practical, everyday things that it's so much easier to do now you can work from home. If I want to swap those days, I'll just come in on a different day.
And it's very easygoing and very much about what works for me. So it's lovely. It's very nice. It's a good balance to have, I think. And it's a good thing to keep. There's quite a lot of space to keep experimenting with-- actually, that was working for me then, but now maybe I'll try something else. So, for me, it's worked really well.
Everyone's lovely, but obviously, you have your particular people you connect with more. So being able to find my people within that space, it's really nice to know that you've got your go-to people, which initially took a while while starting remotely. And it took a bit more of putting myself out there a bit more. But The OU has been really receptive to that at the same time as well. So you might put yourself out there more, but actually, you get that back.
I think I get read as straight quite a lot, but I'm not. And I think if I was with a partner who was a woman, I think, perhaps, not necessarily for me, but although I am quite a private person, there is that risk if that person isn't out, that actually, by having that insight into somebody's home life, they then are at risk of outing themselves, if that's not something that they're in a place to do or they want to do for whatever reason.
So it's quite a sudden intrusion into your life and a merging of private and work life in a way that people were more able to, I guess, control before. And that's rightly or wrongly. But I think some people would want to keep those things separate. So I think there's definitely more risk around that.
There's more risk around people perhaps not wanting to put their cameras on because of whatever is going on in their backgrounds, whatever people might read into that. And so there's definitely-- although it works for me, I could see that that would be a big concern for some people. And that's not just around sexuality. That's around lots of different aspects of people's lives, caring responsibilities, disabilities, gender exploration.
So the things are getting quite blurred. And I think you have to have a lot of trust in the organisation and the people who lead the organisation to respond to you, and to respond to your community in a positive, welcoming way. And I think The OU does that. But I think it's important to acknowledge that that might not be the case for everyone.
Depending on the type of person you are, I think, having spoken to my colleagues who have suffered through the pandemic, as we all have, they know the support's out there, but either they don't want to access it, perhaps, because if we're talking about mental health, and depression, and things, the stigma around that. But also, it's quite weird because in many ways, this is something we've gone through collectively.
So I know a lot of people I've spoken to are quite acutely aware that other people are going through things as well, and not wanting to be a burden on them. So they're very mindful of other people's headspaces, things on their lives, and don't want to add to that. That's a personality thing. But I think it's really important to reassure people that it is OK, and they don't have to go through things by themselves.
I think in terms of practicality things, we have a director's update here, which is a weekly update that goes round. Louise does a great job of flagging. This is our employee assistance program. These are the wellbeing activities and events that we have going on. And that's really important. It's something that I do in working with students. But that stigma is still there, and that stigma will still be there. So it's just about carrying on to break that down and normalise people asking for help, really.
I think, in some respects, we have grown massively over the pandemic. But we are still that bit smaller. And therefore, we're able to keep that transparency. And certainly, as an individual, I do feel my input is valued. It feels like decision-making around what things look like for us as an organisation, as The OU in Wales is to a certain extent, a collective decision.
And I do have faith in our senior leadership team. And I know that I personally was really reassured by the fact that we were bringing back to the office. And I was really reassured by the fact that Louise had quite a clear stance on, actually, we weren't going to lose the space. The space is important. Collaboration is important. Having time to connect is important. And it was really reassuring to hear her-- that she'd just articulate that, it gave me faith in the fact that things would be done right.
Because I think, for me, if I knew that I'd be at home five days a week, I'd look for a different job. I wouldn't want to do that. That's not what I like. That's not the environment I want. So for her to be so vocal about the fact that we're going to have a new office, we're committing to the space for the employees in Wales, is really reassuring.
And I know that I can go speak to one of my colleagues who's on one of the planning teams about what that looks like. I know that I can be involved in consultation around things. I know that I can have a chat with my line manager. So it feels very open. It does feel like you have a say in what it looks like.
It was sometimes confusing operating across four nations, not always knowing when announcements came out, if they were for England, Scotland, Wales, Northern Ireland. And because we had different legislative positions, we had different governance positions around, actually, what was happening with the pandemic, at that point. So that was quite confusing around navigating, actually, what was happening for us in Wales.
Download this video clip.Video player: hyb_4_2022_sep110_diverse_voices_lgbt_compressed.mp4
AMO KING
My name is Amo. I am the Equality, Diversity, and Inclusion Project Officer at The Open University in Wales. And that's a role I've taken on recently, but I'm also the Chair of The Open University Trans Staff Network. And so, that's what I want to talk about first and my experience as a trans member of staff during the pandemic and hybrid working.
So, obviously, working in our homes, that gave me a bit more space in terms of how I wanted to dress and maybe a little more aggressive of a haircut. And I think, speaking to members of my network, that's been a common experience. And the people have had the space to experiment a bit more and present themselves and move in the world in a way that's a bit more close to what feels natural to them.
But obviously, coming out of the intense lockdown and back into hybrid working models, people are then taking their self-discovery, and their comfort, and the changes that they've perhaps made in their lives back into the working environment. And obviously, that then potentially presents challenges in terms of access, in terms of, say, access to toilets that people feel comfortable using, also interactions with colleagues maybe that they hadn't seen for a while.
So, for me, I'm so lucky with The Open University in Wales. We've got a really super friendly, close, inclusive community here. So, I've not had a massive problem with that personally, but I know for colleagues in other areas of the university, perhaps it's been more of a challenge.
So, in terms of what workplaces could do to accommodate that, it's really thinking broadly about trans inclusion; about the availability of resources and facilities like toilets and things like that; about basic training so that everyone feels comfortable interacting and using different pronouns and things like that and so that it's not such a kind of a thing that people will worry about, well, will I be accepted? Can I go back into this space and interact with people? How to negotiate that.
So, yeah, definitely something that is really interesting to think about, and particularly in the context of the shift between working in home, and then back into the workplace, and that point of transition, if you like, back into our workplace communities.
So, I'm going to speak a bit about my experience as a trans member of staff. So, during the pandemic, I actually shifted and asked my colleagues to use he/him pronouns for me, which they were super generous and receptive to.
And also within my home environment, I was able to definitely dress 100% as I wanted to. I didn't need to worry about how people were going to perceive me, like passing me or meeting new strangers in a workplace context. So, that gave a massive sense of freedom.
I think interacting as well, online, there's a certain amount of control that you have an agency over, how you're looking on that screen. And when we move back into a 3D world and interactions a bit more organically, there's not necessarily that sense of control. I think, for me personally, my perception was more-- people maybe found it easier to adjust to the pronouns when it was just a one-to-one interaction.
And then, when you're back in a context maybe with cis men, by which I mean men who identified as male at birth and continue to identify that way, there's a comparison that potentially comes in. And so, I found that maybe people struggled a little bit more just to hold in their head what I'd asked for in the context of why you're not like those guys, which is fine, and that's beautiful, and it's part of diversity.
But for me, that was maybe a bit of a hurdle to be like, oh well, I was in this safe bubble of where I had complete control. And I went back into this, and how am I going to negotiate that and retain my confidence in that space?
And I know speaking to other members of the trans staff network, it's a bit of a common experience in terms of people being able to have the freedom to settle into their own comfort zone really with themselves, but then having to bring that back into a workplace community, and how to do that smoothly, and the support that they maybe needed from line managers and other colleagues to do that.
So, for me, I'm super lucky I work in the Cardiff office, and we've got lovely accessible toilets. I could get to a toilet on every floor if I want to. It's delightful, but I know that other colleagues, maybe it's a bit more difficult for them to find access to facilities that feel comfortable, where they're not kind of thinking, oh, is somebody going to see me going in here, and they think I'm in the wrong place. So, that's something that's been fantastic.
And definitely thinking of employers in general, just giving a bit of thought to how people can have access to all of those facilities in the workplace, in an environment where they don't have to second guess is somebody's going to think I'm in the wrong place. So, if you can do gender neutral toilets, it's a gift.
Also, just I'm really lucky. In my context, it's quite a small workplace community within The Open University in Wales. It's about 190 staff, so that's plausibly enough intimacy that you can know everyone by name. And so, for me, that's been massively beneficial because people know me, and really, there's this community support from colleagues.
Obviously, like in a wider, bigger workplace, you may be interacting with more strangers, so that could potentially be a bit of a flash point. So, in that case, just some trans awareness training so people what-- kind of a set up for success, really, and knowing how to interact with people because, majority of the people, best will in the world, they're trying to do their best, but it's just having the comfort of knowing what to say. So, if workplaces can think about providing that, then that's also fantastic.
I can think of an example of a meeting where somebody had introduced me and been through like every possible pronoun under the sun, and panicked. So it's not something that I would take offense at at all, but in terms of meeting new people and being introduced to them, it's not the best announcement because you're like, this person is different.
So, that had happened to me. But I was able to speak to my line manager about it and say like, oh, it was really awkward, and they were super supportive. And I think, yeah, just having people in line management positions who've got a bit of awareness and empathise basically, because it's something that happens. People will say slightly the wrong thing. And it's not a big deal, but it's just supporting people so they don't feel like they're the problem, really.
Another aspect that I would like to speak about in terms of my experience is my experience as a member of the wider LGBT community and a queer person. An aspect of my queerness, particularly, is that I practice ethical non-monogamy, which is essentially where you have the potential to have more than one romantic partner, but everybody is aware of that, and it's a consensual arrangement.
So, I have two partners. I live with a partner, and I have a long-distance partner as well. And during the pandemic, obviously, total nightmare, unable to see each other for months at a time. And really, hybrid working has been a massive gift in terms of the potential to actually work from another location and spend quality time with that partner.
I would view it as an alternative family structure. And so that's the level of importance for me, that that holds, and to be able to of spend time making space for that relationship. Particularly in terms of the pandemic, although the restriction aspect has now come to a close, there's still potential for scarcity panic because plans are made, and then there's a disruption of somebody gets COVID. And we don't know if we'll be able to follow through on plans.
So, actually that flexibility from an employer point of view and be able to go and work from another location is hugely valuable just in terms of giving some sense of security. And I think it speaks to also the wider mental health challenges around the pandemic, not just in terms of in the thick of it with the fear of infections or the rest of it, but now moving on from that, just how we deal with continued disruptions, and unpredictability, and a lack of control. So it ties in together with a mental health anxiety angle as well.
Consider your current working environment (or a previous one) and list some examples of the diversity among colleagues or students (or other 'customers').
How did you find the task? There are no right or wrong answers here, but your list may have included some or all of these categories (Ahmed, 2018):
age and generation
gender and gender identity
religious and spiritual beliefs
disability and ability
socioeconomic status and background
thinking style and personality
personal life experience.
Although you might not have thought of the final two categories, the diversity that they bring to the workplace can present challenges. For example, Ahmed describes the possibility of a team with introverted personalities struggling with giving a monthly presentation. He also suggests that the life experience of someone who has seen active service in the armed forces might bring particular issues to the workplace.
Understanding this breadth of diversity should help you to identify many occasions when you have experienced some level of diversity both in and outside of work.
Previous 6.1 Exploring inclusion
Next 6.3 Intersectionality


text:
Santaquin City, Utah » Departments & Services » Public Works & Utilities » FAQ
Santaquin City Public Works Frequently Asked Questions.
Q: What is the water pressure?
A: There are seven pressure zones. Pressures range from 60 to 100 psi.
Q: How did you get the reading if the meter lid wasn't removed?
A: Meters in Santaquin City are read electronically. The reading device just needs to be in the general area of the meter and it will transmit the read to the computer.
Q: What size is my service line?
A: Service lines are generally ¾" or 1". Contact the City Office for address specific information
Q: I have a leak, who is responsible?
A: The City will take care of main lines and the line from the main to the meter. Customers are responsible for anything after the meter. If you have had a leak, it is still a good idea to check with the City and let them know you have repaired it, since monthly water usage can affect other rates, such as sewer.
A: The City will take care of main lines and the line from the main to the meter. Customers are responsible for anything after the meter.
Q: Pressurized Irrigation water is turned off; Why am I still being billed?
A: It was determined by the residents that the base rate could be more conveniently paid when split over the entire year, rather than only being split over the months that they are also paying usage.
Q: How is my sewer usage calculated?
A: Sewer is calculated once per year, based on usage from the October read to the April read, this is called the "winter average".
Q: What if I'm a new customer, how is my average calculated?
A: New customers will be billed City average until their personal average can be established.
Q: What is the average winter usage city wide?
A: City average is re-calculated every year, yet has maintained a constant 8,000 for at least the past 10 years.
Q: There is a problem with my sewer line, who is responsible?
A: The City will take care of main line. Customers are responsible from their connection to the main line on.
Q: My Toilet is bubbling, what is happening?
A: When the lines are being cleaned toilets can bubble and/or emit a foul order. This process is essential to keep sewer lines flowing and preventing undesirable back-ups. Keeping your toilet lids closed is the most simple way to avoid any possible water over spill and contain. This process does not involve sewage, unless it was in your toilet to begin with.
Q: What day is garbage day?
A: Garbage day is Tuesday. Cans need to be at the street by 7:00 AM
Q: What if Tuesday is a Holiday?
A: If New Years, Memorial Day, Labor Day or Christmas fall on a Tuesday, garbage collection will be on Wednesday.
Q: What if I have more garbage than will fit in my can?
A: Rates are based on the size of the container. If you have more than what will fit in the can, the garbage company will not collect it. However, you are welcome to order additional garbage cans. Requests require a signature, so you will need to come in or send an email to receive another can. As of 01/01/11, residents can also use the Payson Landfill.
Q: What if I have ordered a garbage can, but it has not arrived yet?
A: Garbage cans can take up to two weeks to be delivered. In the mean time, you are welcome to place up to five (5) black, industrial strength bags on the curb for pick up. This applies to first garbage cans only. If you have ordered a 2nd, you will need to wait for its arrival.
Q: How many garbage cans can I have?
A: There is no limit, you can order as many as you need.
Q: What if my can was missed?
A: Contact the City by phone 801-754-3211 as soon as you notice that your can was not dumped. The sooner you report the problem, the more likely it will be able to be resolved. Anything reported later than noon the following day will not be picked up until the next garbage day
Q: What can I take to the landfill?
A: Santaquin Landfill is classified by the State as a Type IV Landfill and is limited to the collection of yard debris and bio-degradable construction materials. (ie: no household garbage)
Q: What if I have household garbage to dispose of?
A: For a fee, there is a bin at the landfill that may be used for disposal of household garbage. Or, Santaquin Residents may show their current Santaquin City utility statement at the Payson Landfill and receive the resident rate. For more information about the Payson Landfill call 801-465-5200.
Q: What day can I begin making park reservations?
A: You can begin making reservations the first working day of the calendar year.
Q: I've made a reservation, can I stop kids from playing on the playground?
A: Reservations are for bowery and restroom facilities only. The playgrounds, ball fields, etc. are public areas.
Q: When will I get my deposit back?
A: Deposits are normally refunded within 30 days after park use.
Q: I've lost my deed, how do I get a new one?
A: For a fee, replacement deeds can be requested at the City Office. New deeds arrive in the mail approximately one (1) week after request.
Q: Is it possible to sell or deed my grave to someone else?
A: For a fee, you can request a transfer at the City Office. New deeds arrive in the mail approximately one (1) week after request.
Q: I no longer want my graves in the Santaquin Cemetery, can I sell them back?
A: Santaquin City does not purchase back burial rights. However, we do keep a list of customers selling burial rights, in order to coordinate with customers who want graves in areas that are sold out. Otherwise, posting them in the local paper or online are both good options.
Please note that these Questions and Answers are Specific to Billing Issues. Service Questions and Answers can be Found under Services.
Q: My house is vacant, why am I still getting a bill?
A: Base rates are billed regardless of usage or occupancy. Having your garbage can removed is the only way to further reduce bills. Contact the City at (801) 754-3211 and they can assist you with removal.
Q: What are the current base rates?
A: Rates change frequently. Visit the Fee Schedule for the most current information.
Q: My meter lid hasn't been moved in a long time; how is my usage being estimated?
A: Due to advancements in technology, meter readings are now transmitted electronically. Reading devices simply need to be in the area to collect the readings
Q: If the 20th falls on a Saturday or Sunday, do I have until Monday to pay without being charged penalty?
A: Yes, Utility bills are due on the 20th of each month. If the 20th falls on a Saturday, Sunday, or a City observed holiday, payments will be accepted until 4:30 PM the next business day. Please note that payments can be made online 24/7.

redpajama_set_name: RedPajamaCommonCrawl


text:
package com.google.api.server.spi.response;

import static com.google.common.truth.Truth.assertThat;

import com.google.api.server.spi.ObjectMapperUtil;

import com.fasterxml.jackson.databind.ObjectWriter;

import org.junit.Test;
import org.junit.runner.RunWith;
import org.junit.runners.JUnit4;

/**
 * Tests for {@link EndpointsPrettyPrinter}.
 */
@RunWith(JUnit4.class)
public class EndpointsPrettyPrinterTest {
  private final ObjectWriter writer = ObjectMapperUtil.createStandardObjectMapper()
      .writer(new EndpointsPrettyPrinter());
  private final Foo foo = new Foo();

  @Test
  public void testColonSpacing() throws Exception {
    assertThat(writer.writeValueAsString(foo)).contains("\": 1");
  }

  @Test
  public void testSingleSpaceIndent() throws Exception {
    assertThat(writer.writeValueAsString(foo)).contains("{\n \"x");
  }

  private static class Foo {
    public int x = 1;
  }
}

redpajama_set_name: RedPajamaGithub


The Derby theme is a 3rd party Genesis Framework Theme created for any type of business. Derby is clean, modern and flexible, with everything that you need to make an impact in the blogging world.
On the homepage, under the logo bar, there is a decent size widget to add a responsive slider plugin. You can showcase your latest blog posts and products, or gear visitors towards specific pages.
Derby has plenty more widgets to set up and customize. If you check out the demo version, you'll see a space for the latest tweet you sent out, located under the last comment on the page. This is definitely a cool and unique feature.
This is an excellent business theme for the average blogger. I would suggest you change the background image. I really don't think it suites this theme at all and is an eye sore. Use a plain colored background and usually light backgrounds is better as that puts the attention on to the theme design and content itself.
Let's take a look at the general features Derby has.
I really love the homepage design. There are definitely different features to entice a visitor to read further. Use your imagination for these area's when setting up your blog to really make your site shine.
So the homepage has a few custom widgets to set up to mimic the demo version, 2 different sections I believe are just perfect for this business theme to showcase what you are all about. Here is a preview of the widget and the layout which could spark idea's of your own.
Submit your reviews of this theme below or share your customized Derby Theme blog in the comment section.


Some days a moment can feel miraculous.
To truly find yourself in the present tense, feeling, seeing, interacting with a quiet abandon most think reserved for children is such a gift.
Last night, after a day filled with beautiful conversations, delicious food, and many works of art (I went to MAKE it Vancouver – the handmade revolution) I grabbed a few groceries and headed out into the brisk night to catch the bus home.
At the bus stop I was reminded by my fellow transit users posture and averted eyes just how unfriendly this beautiful place can be. Perhaps we can blame the rain and the low hanging clouds. Perhaps, they force us to gaze downward and raise our shoulders up to our ears as we flit from awning to awning, trying to keep dry. But last night, yesterday was sunny; not a cloud in the sky. I suppose a habit is made.
Each time I return home from another city I notice it a little more and so I have made efforts to combat it in myself. I sing as I stroll, smiling at strangers and randomly saying hello, giggling at the confused expressions I encounter and feeling elated when someone returns my gaze warmly.
Every smile is a little revelation that no one is truly alone.
The bus came and we all piled on; most remembering to move to the back, taking care to leave the courtesy seats for those in need.
I sat in the middle of a crowded bus as a familiar face appeared. An indigenous man who spends most of his days carving works of art on the street corners got on the bus carrying a bag and his crutches. The woman beside me offered him her seat but he refused and kept on strolling back to the open seat within view. He sat down, I smiled at him, he gave a smile and a wave in return. An elderly man of African descent a seat away from me uttered something about the poisons of alcohol and listerine addiction being the end of us, our eyes met and we each nodded as the woman between us got off the bus. An empty seat remained for several stops. I hummed quietly, singing my observations out into the din under enunciated and melodic. The man a seat away began to sing too. We sat with our ears leaning into the empty seat between us quietly in song as people hustled about all around us seemingly unaware of the music moving from our breath.
When I got off the bus we shared a smile so true and warm, so human that my heart filled with light.
I was in awe at the grace a moment offered me.
My appreciation for the diversity of mankind suddenly even more enormous than before.
We are each a thing of beauty and every moment is capable of affirming that. To live aware and artfully in your senses can bring small magic with great and uplifting consequence into the mundane.
We sat, we sang, we smiled, we shared.


text:
Rhagio asticta är en tvåvingeart som beskrevs av Yang 1994. Rhagio asticta ingår i släktet Rhagio och familjen snäppflugor. Inga underarter finns listade i Catalogue of Life.

Källor

Snäppflugor
asticta

redpajama_set_name: RedPajamaWikipedia


text:
Numbers 7–8; Revelation 17
Offerings at the Tabernacle's Consecration
7 On the day when Moses had finished fsetting up the tabernacle and had anointed and gconsecrated it with all its furnishings and had anointed and consecrated the altar with all its utensils, 2 hthe chiefs of Israel, heads of their fathers' houses, who were the chiefs of the tribes, who were over those who were listed, approached 3 and brought their offerings before the Lord, six wagons and twelve oxen, a wagon for every two of the chiefs, and for each one an ox. They brought them before the tabernacle. 4 Then the Lord said to Moses, 5 "Accept these from them, that they may be used in the service of the tent of meeting, and give them to the Levites, to each man according to his service." 6 So Moses took the wagons and the oxen and gave them to the Levites. 7 Two wagons and four oxen ihe gave to the sons of Gershon, according to their service. 8 And four wagons and eight oxen jhe gave to the sons of Merari, according to their service, under the direction of Ithamar the son of Aaron the priest. 9 But to the sons of Kohath he gave none, because they were charged with kthe service of the holy things that lhad to be carried on the shoulder. 10 And the chiefs offered offerings for the mdedication of the altar on the day it was anointed; and the chiefs offered their offering before the altar. 11 And the Lord said to Moses, "They shall offer their offerings, one chief each day, for the dedication of the altar."
12 He who offered his offering the first day was nNahshon the son of Amminadab, of the tribe of Judah. 13 And his offering was one silver plate whose weight was 130 shekels,1 one silver basin of 70 shekels, according to othe shekel of the sanctuary, both of them full of fine flour mixed with oil for a pgrain offering; 14 one golden dish of 10 shekels, full of qincense; 15 rone bull from the herd, one ram, one male lamb a year old, for a burnt offering; 16 one male goat for a ssin offering; 17 and for tthe sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Nahshon the son of Amminadab.
18 On the second day uNethanel the son of Zuar, the chief of Issachar, made an offering. 19 He offered for his offering one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 20 one golden dish of 10 shekels, full of incense; 21 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 22 one male goat for a sin offering; 23 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Nethanel the son of Zuar.
24 On the third day vEliab the son of Helon, the chief of the people of Zebulun: 25 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 26 one golden dish of 10 shekels, full of incense; 27 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 28 one male goat for a sin offering; 29 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Eliab the son of Helon.
30 On the fourth day wElizur the son of Shedeur, the chief of the people of Reuben: 31 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 32 one golden dish of 10 shekels, full of incense; 33 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 34 one male goat for a sin offering; 35 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Elizur the son of Shedeur.
36 On the fifth day xShelumiel the son of Zurishaddai, the chief of the people of Simeon: 37 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 38 one golden dish of 10 shekels, full of incense; 39 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 40 one male goat for a sin offering; 41 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Shelumiel the son of Zurishaddai.
42 On the sixth day yEliasaph the son of Deuel, the chief of the people of Gad: 43 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 44 one golden dish of 10 shekels, full of incense; 45 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 46 one male goat for a sin offering; 47 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Eliasaph the son of Deuel.
48 On the seventh day zElishama the son of Ammihud, the chief of the people of Ephraim: 49 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 50 one golden dish of 10 shekels, full of incense; 51 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 52 one male goat for a sin offering; 53 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Elishama the son of Ammihud.
54 On the eighth day aGamaliel the son of Pedahzur, the chief of the people of Manasseh: 55 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 56 one golden dish of 10 shekels, full of incense; 57 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 58 one male goat for a sin offering; 59 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Gamaliel the son of Pedahzur.
60 On the ninth day bAbidan the son of Gideoni, the chief of the people of Benjamin: 61 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 62 one golden dish of 10 shekels, full of incense; 63 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 64 one male goat for a sin offering; 65 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Abidan the son of Gideoni.
66 On the tenth day cAhiezer the son of Ammishaddai, the chief of the people of Dan: 67 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 68 one golden dish of 10 shekels, full of incense; 69 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 70 one male goat for a sin offering; 71 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Ahiezer the son of Ammishaddai.
72 On the eleventh day dPagiel the son of Ochran, the chief of the people of Asher: 73 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 74 one golden dish of 10 shekels, full of incense; 75 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 76 one male goat for a sin offering; 77 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Pagiel the son of Ochran.
78 On the twelfth day eAhira the son of Enan, the chief of the people of Naphtali: 79 his offering was one silver plate whose weight was 130 shekels, one silver basin of 70 shekels, according to the shekel of the sanctuary, both of them full of fine flour mixed with oil for a grain offering; 80 one golden dish of 10 shekels, full of incense; 81 one bull from the herd, one ram, one male lamb a year old, for a burnt offering; 82 one male goat for a sin offering; 83 and for the sacrifice of peace offerings, two oxen, five rams, five male goats, and five male lambs a year old. This was the offering of Ahira the son of Enan.
84 This was the dedication offering for the altar on the day when it was anointed, from the chiefs of Israel: twelve silver plates, twelve silver basins, twelve golden dishes, 85 each silver plate weighing 130 shekels and each basin 70, all the silver of the vessels 2,400 shekels according to the shekel of the sanctuary, 86 the twelve golden dishes, full of incense, weighing 10 shekels apiece according to the shekel of the sanctuary, all the gold of the dishes being 120 shekels; 87 all the cattle for the burnt offering twelve bulls, twelve rams, twelve male lambs a year old, with their grain offering; and twelve male goats for a sin offering; 88 and all the cattle for the sacrifice of peace offerings twenty-four bulls, the rams sixty, the male goats sixty, the male lambs a year old sixty. This was the dedication offering for the altar after it fwas anointed.
89 And when Moses went into the tent of meeting gto speak with the Lord, he heard hthe voice speaking to him from above the mercy seat that was on the ark of the testimony, from between the two cherubim; and it spoke to him.
The Seven Lamps
8 Now the Lord spoke to Moses, saying, 2 "Speak to Aaron and say to him, When you set up the lamps, the seven lamps shall give light in front of the lampstand." 3 And Aaron did so: he set up its lamps in front of the lampstand, as the Lord commanded Moses. 4 And ithis was the workmanship of the lampstand, hammered work of gold. From its base to its flowers, it was hammered work; according to the pattern that the Lord had shown Moses, so he made the lampstand.
Cleansing of the Levites
5 And the Lord spoke to Moses, saying, 6 "Take the Levites from among the people of Israel and cleanse them. 7 Thus you shall do to them to cleanse them: sprinkle the jwater of purification upon them, and klet them go with a razor over all their body, and wash their clothes and cleanse themselves. 8 Then let them take a bull from the herd and lits grain offering of fine flour mixed with oil, mand you shall take another bull from the herd for a sin offering. 9 nAnd you shall bring the Levites before the tent of meeting oand assemble the whole congregation of the people of Israel. 10 When you bring the Levites before the Lord, the people of Israel pshall lay their hands on the Levites, 11 and Aaron shall offer the Levites before the Lord as a wave offering from the people of Israel, that they may do the service of the Lord. 12 Then the Levites qshall lay their hands on the heads of the bulls, and you shall offer rthe one for a sin offering and the other for a burnt offering to the Lord to make atonement for the Levites. 13 And you shall set the Levites before Aaron and his sons, and shall offer them as sa wave offering to the Lord.
14 "Thus you shall separate the Levites from among the people of Israel, and tthe Levites shall be mine. 15 And after that the Levites shall go in to serve at the tent of meeting, when you have cleansed them and offered them as a swave offering. 16 For they are uwholly given to me from among the people of Israel. vInstead of all who open the womb, the firstborn of all the people of Israel, I have taken them for myself. 17 wFor all the firstborn among the people of Israel are mine, both of man and of beast. On the day that I struck down all the firstborn in the land of Egypt I consecrated them for myself, 18 and I have taken the Levites instead of all the firstborn among the people of Israel. 19 uAnd I have given the Levites as a gift to Aaron and his sons from among the people of Israel, to do the service for the people of Israel at the tent of meeting and xto make atonement for the people of Israel, ythat there may be no plague among the people of Israel when the people of Israel come near the sanctuary."
20 Thus did Moses and Aaron and all the congregation of the people of Israel to the Levites. According to all that the Lord commanded Moses concerning the Levites, the people of Israel did to them. 21 And zthe Levites purified themselves from sin and washed their clothes, and aAaron offered them as a wave offering before the Lord, and Aaron made atonement for them to cleanse them. 22 And after that the Levites went in to do their service in the tent of meeting before Aaron and his sons; as the Lord had commanded Moses concerning the Levites, so they did to them.
Retirement of the Levites
23 And the Lord spoke to Moses, saying, 24 "This applies to the Levites: bfrom twenty-five years old and upward they2 shall come to do duty in the service of the tent of meeting. 25 And from the age of fifty years they shall withdraw from the duty of the service and serve no more. 26 They minister3 to their brothers in the tent of meeting cby keeping guard, but they shall do no service. Thus shall you do to the Levites in assigning their duties."
The Great Prostitute and the Beast
17 Then vone of the seven angels who had wthe seven bowls came and said to me, "Come, I will show you the judgment of xthe great prostitute ywho is seated on many waters, 2 zwith whom the kings of the earth have committed sexual immorality, and awith the wine of whose sexual immorality bthe dwellers on earth have become drunk." 3 And che carried me away in the Spirit dinto a wilderness, and I saw a woman sitting on ea scarlet beast that was full of fblasphemous names, and git had seven heads and ten horns. 4 The woman hwas arrayed in purple and scarlet, and adorned iwith gold and jewels and pearls, holding in her hand ja golden cup full of abominations and the impurities of her sexual immorality. 5 And on her forehead was written a name of kmystery: l"Babylon the great, mother of prostitutes and of earth's abominations." 6 And I saw the woman, drunk mwith the blood of the saints, the blood of nthe martyrs of Jesus.1
When I saw her, I marveled greatly. 7 But the angel said to me, "Why do you marvel? I will tell you othe mystery of the woman, and of the beast with seven heads and ten horns that carries her. 8 The beast that you saw pwas, and is not, and qis about to rise from rthe bottomless pit2 and sgo to destruction. And tthe dwellers on earth whose names have not been written in uthe book of life from the foundation of the world will marvel to see the beast, because pit was and is not and is to come. 9 vThis calls for a mind with wisdom: the seven heads are seven mountains on which the woman is seated; 10 they are also seven kings, five of whom have fallen, one is, the other has not yet come, and when he does come he must remain only a little while. 11 As for the beast wthat was and is not, it is an eighth but it belongs to the seven, and it goes to destruction. 12 And xthe ten horns that you saw are ten kings who have not yet received royal power, but they are to receive authority as kings yfor one hour, together with the beast. 13 These are of one mind, and they hand over their power and authority to the beast. 14 They zwill make war on the Lamb, and athe Lamb will conquer them, for he is bLord of lords and bKing of kings, and those with him are ccalled and chosen and faithful."
15 And the angel3 said to me, d"The waters that you saw, where the prostitute is seated, are peoples and multitudes and nations and languages. 16 And ethe ten horns that you saw, they and the beast fwill hate the prostitute. They will make her gdesolate and hnaked, and idevour her flesh and jburn her up with fire, 17 for kGod has put it into their hearts to carry out his purpose by being of one mind and lhanding over their royal power to the beast, until the words of God are fulfilled. 18 And the woman that you saw is mthe great city that has dominion over the kings of the earth."


This is the final podcast in a two part series on The Contested Urban Environment Strategic Challenge, also known as CUE Adelaide 17. The 11 day event (20 Nov – 01 Dec) involved approximately 100 uniformed personnel and 80 researchers from the ABCA community who sought to answer the question 'how new technology can help today's war-fighters in urban operating environments'.
In Part Two, Sharon speaks with Army Reserve officer Chris Manning, who was the Oposition Forces Commander for the challenge. Working alongside the Defence Science and Technology (DST) group, his role was to examine 'concepts of employment' for future technologies and their utility for supporting urban operations.
About the producer: Sharon Mascall-Dare is a Reservist Public Affairs officer posted to HQ 9th Brigade in South Australia. In her civilian life she is an award winning BBC radio broadcaster and Adjunct Associate Professor in the School of Communication at the University of South Australia.


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NSC Official Who Quit Ahead Of Today's Impeachment Testimony Reportedly Witnessed Quid Pro Quo
Home Financial news NSC Official Who Quit Ahead Of Today's Impeachment Testimony Reportedly Witnessed Quid Pro Quo
Via Zerohedge
A senior National Security Council (NSC) official and John Bolton ally who resigned ahead of today's testimony with House impeachment investigators reportedly witnessed Trump ally Gordon Sondland convey a quid pro quo arrangement whereby nearly $400 million in US military aid to Ukraine in exchange hinged upon investigations into former Vice President Joe Biden and his son Hunter.
Tim Morrison, who resigned on Wednesday ahead of Thursday testimony
The former official, Tim Morrison, was named during testimony earlier this month by William Taylor, Trump's top envoy to Ukraine, according to Politico. He was on the July 25 phone call during which President Trump requested that Ukrainian President Volodymyr Zelensky to investigate the Bidens, and is the second person who was on that call to testify in front of House Democrats.
Taylor also testified that following the call, Morrison informed him it "could have gone better," and that Trump suggested Zelensky and his staff meet with Trump's personal attorney Rudy Giuliani and Attorney General William Barr.
Morrison's hawkish views align with those of Bolton and he has been described as a creature of process by some close to him.
Bolton always told those who worked for him that process was their protector and sometimes you have to listen to the person elected — advice Morrison adopted, sources said.
Morrison is a lifelong Republican described as a Reaganite and is referred to as "'Bolton's Bolton,' he is really hard right," according to one source familiar with Morrison. –CNN
According to CNN, "Morrison is expected to corroborate key elements of a top US diplomat's [Taylor's] account that Trump pressed for Ukraine to publicly announce investigations into former Vice President Joe Biden and his son, Hunter, using military aid the country sought to fight back against Russian aggression as leverage."
READ ALSO Facebook blocking events near White House, Capitol, state houses
William Taylor, President Donald Trump's top envoy to Ukraine. | Andrew Harnik/AP Photo
It is unknown whether Morrison will say if there was a quid pro quo if asked by congressional investigators during today's testimony.
But Morrison will be asked to detail what he meant when he told Taylor, according to Taylor's testimony, that he had a "sinking feeling" after learning about a conversation between Trump and Sondland. During that conversation Trump said he was not asking for a "quid pro quo" but he still "insisted" that Zelensky "go to a microphone" to announce investigations into Biden and 2016 election interference. –CNN
According to CNN, Morrison is also expected to "paint a picture of the NSC keeping the train on the tracks and not carrying out any illegal actions."
"The NSC process does not allow anything that isn't legal. It just, it would never get to the President. Certainly not any process that Tim was ever a part of," said one source close to Morrison. "A piece of paper does not get to the national security adviser without first going through the lawyers, much less to the President."
Taylor also described a conversation in which Morrison relayed word from Sondland that Trump had told Sondland directly that Ukraine President Volodymyr Zelensky should publicly announce the investigations.
House impeachment investigators are exploring whether Trump conditioned nearly $400 million in military aid to Ukraine — and a White House visit for Zelensky — on Ukraine's willingness to investigate former Vice President Joe Biden, as well as a debunked theory that Ukraine, not Russia, interfered in the 2016 U.S. elections.
Taylor told lawmakers that Morrison relayed concerns about Trump's posture toward Ukraine to then-national security adviser John Bolton and to NSC lawyers. –Politico
"After more than a year of service at the National Security Council, Mr. Morrison has decided to pursue other opportunities — and has been considering doing so for some time. We wish him well," said a senior administration official of Morrison – who had been expected to leave the NSC for some time to pursue work in the private sector. That said, the timing of his departure so close to his testimony was notable according to two people familiar with his plans.
READ ALSO Air pollution policy should focus on the most vulnerable people, not just the most polluted places
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About the Code
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This Code is intended to promote transparent, informed, effective and co-operative relationships between smash repairers and insurance companies, based on mutual respect and open communication.
Signatories agree to observe high standards of honesty, integrity and good faith in conducting their business with each other and in the provision of services to Customers, and observe Australian Law.
The Code will specify standards of fair-trading, process and transparency in the relationship between Insurers and Repairers. There should not be any alteration to the commercial relationships between individual Insurers and Repairers, other than as provided in this Code and in accordance with the principles of the Code.
The Code will provide efficient, accessible and transparent dispute resolution processes for issues arising between individual Repairers and individual Insurers.
The Code should also provide Signatories with access to the Code Website in which disputes can be lodged and recorded. Insurers and Repairers agree they have a responsibility to ensure vehicle repairs are authorised and carried out in a professional manner and to ensure that the safety, structural integrity, Presentation and utility of the vehicle are restored. In doing so:
1.1 Insurers will authorise repairs covered by the Policy with the objective of:
(a) restoring the safety, structural integrity, Presentation and utility of the Motor Vehicle;
(b) complying with relevant Australian law; and
(c) Fulfilling their obligations to the Policyholder in accordance with the provisions of their Policy and the provisions of the General Insurance Code of Practice relating to insurance claims.
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1.3 Signatories agree that at all times they, their staff and their representatives will behave in a professional and courteous manner. This includes not engaging in, condoning, or permitting behaviour that is offensive, harassing, threatening, inappropriate, abusive, bullying or intimidating. 1.4 Signatories should seek to resolve their disputes informally wherever possible.
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Egypt Tourist Attractions
Alexandria Tourist Attractions
Pompey Pillar
Safe travels and flexible bookings - see our COVID-19 hub for details
Its name is misleading. This single column standing on a rocky hilltop in the middle of Alexandria has nothing to do with the Roman Consul and General Gaius Pompey who was Julius Caesar's rival in a civil war and was murdered by a Ptolomaic pharaoh in 48 BC when he fled to Alexandria.
This legend was started by Crusaders, who thought the 100-foot (30 meter) red Aswan granite pillar marked his burial site. The pillar is instead the a triumphal monument erected around 300 AD for the Roman Emperor Diocletian, but the true significance of this archeological site is what stood here before the pillar.
It is the site of the Serapeum, Alexandria's acropolis.
In the first centuries AD, Christianity was introduced to Egypt and Alexandira developed into its stronghold. Gradually, Christianity became the dominant religion in Egypt, relegating adherents to the ancient traditions and pagan gods an irrelevant minority that became increasingly unpopular.
The Serapeum, dedicated to Alexandria's patron god, Serapis, was a symbol of this ancient tradition, which conflicted with the increasingly popular ideas of Christianity.In 391 AD, patriarch Theophilus, leader of the Church of Alexandria, led a Christian mob to destroy the Serapeum and other symbols of paganism in the city. Some accounts even blame this mob for the destruction of the Great Library of Alexandria, although this is disputed.
Today the only single column marks the site of what was once a huge and elaborate temple, which was constructed of marble and decorated with precious metals on the interior. Some of the tunnels around the complex remain and are open for tourists to explore and some of the artifacts from the temple have been recovered. A life-size black basalt bull from the temple and a golden plaque marking the foundation of the Serapis are on display in the Greco-Roman Museum.
Suggested Tours
Luxor Day Tour from Safaga Port
Safaga Shore Excursions Tours: One day tour Safaga to Luxor Visiting the Highlights of luxor West and East Bank that includes a visit to Valley of the Kings, Hatshepsute Te
Two Day Trip to Luxor from Safaga port
Safaga Shore Excursions: Overnight trip to Luxor from Safaga port visiting Luxor Temple, Karnak temples and Valley of the Kings and more. You are going to have a private to
2 Days Tour to Cairo And Luxor from Safaga Port
Safaga Shore Excursions: Private tours from Safaga Port Visiting Cairo and luxor for 2 Days 1 night visiting Giza Pyramids in cairo ,Luxor Temple,Valley of Kings and Coloss
Day Tour to Alexandria from Cairo by car
Enjoy Cairo To Alexandria Day Trip, Visiting rock-cut Roman catacombs, the ruins of a Roman temple complex, and Qaitbey Citadel. Visit the old Bibleotheca Alexandrina and e
Felucca trip on the Nile in Cairo
Waft along the fabled River Nile in time-honored Egyptian style on a private 60-minute 'felucca' boat ride in Cairo. Settle aboard a comfortable, white-sailed '
Pompey's Pillar is the most well known Egyptian monument that is still standing among the ancient remains of Egyp
Catacombs of Kom El Shoqafa
These catacombs are historical archaeological site located in Alexandria, Egypt, and were originally a private crypt,
Montazah Park Alexandria
Montazah Palace was built east of Alexandria on a high hill and overlooking the most beautiful beach of Alexandria. A
Greco-Roman Museum Alexandria Egypt was first built in 1892 as a small building located on Horreya Road. Roman Theatr
Roman Amphitheatre in Alexandria
Roman Amphitheatre, Egypt. Roman Amphitheatre or Roman Theatre is located in the central region of Alexandria ci
Qaitbay Citadel
Alexandria Qaitbay Citadel in Egypt. Fort Qaitbay is situated on the most visible location of Alexandria city. Locate
The Great Library of Alexandria, which was probably established by Ptolemy I (305-285 BC), was the most important cen
Stood on Pharos island, the Lighthouse of Alexandria is also known as Pharos of Alexandria. Read more about what once


"Empires and power structures disallow contradiction and plurality where they can find it," writes Jesse Darling via email. The Berlin-based artist's The Ballad of Saint Jerome solo exhibition is a coming-together of a set of coordinates they have been working on for some time. Running at London's Tate Britain from September 22 to February 24, it's viewed through the prism of the Christian myth of Saint Jerome's taming of a ferocious lion. It runs that the wild animal appeared in the fourth century priest's study. In recognising that the lion is not angry, but rather wounded. Jerome carefully removed a thorn stuck in the creature's paw, after which the two remain lifelong companions.
Jesse Darling, Art Now: Jesse Darling: The Ballad of Saint Jerome (2018). Installation view. Image by Tate photography (Matt Greenwood), courtesy the artist + Arcadia Missa, London.
The layout of The Ballad of Saint Jerome sits somewhere between that of a church and a museum. Some artworks are housed in distorted, reliquary-like boxes that question the relationship between art and religion. These and other pieces include an array of ladders, hooks and harnesses; concrete files, hands and metal etchings, as well as figurations of the lion. Themes of otherness, queerness, care and disability have been focused on Darling's ephemeral sculpture and contorted image-making practice and the show at Tate Britain is no different.
The distribution of ephemera starts with plaster lions flanking the entrance, sphinx-like with medical tubes attached and continuing through the hall with concrete-packed lever-arch files. Ladders are held aloft, the frames empty, museum cabinets twisted and images etched into metal. They contribute to an environment of wandering, like meaning is distributed in their interstices, in the assemblage of waste material and bric-a-brac. One could go as far as to say there is an implication that the queer, disabled, neurodivergent is operating in this flâneur-like mode, impendent to the manner of a bricoleur — working with what is at hand.
Jesse Darling, 'Our lady Batman of the empty center (temporary relief)' (2018). Photo by Tim Bowditch. Courtesy of the artist & Arcadia Missa, London.
Grappling with art and identity, Darling wants their work to be understood as "intervening in the realm of ideas" in ways that may "[..]trouble the sovereign position." For them, this is the generosity of vision that can participate in an "unsovereign" form of social thought.
Radical participatory modes are increasingly being rethought in relation to network culture. However, the lion-as-contagion operates in a much older form of virtual circulation travelling from the apex of Africa and Asia towards Northern Europe. Darling describes it "as a bad meme that travelled as a story in stone[…] And yet, the lion exists as a real creature, even a subject — perhaps also very literally a colonised subject — in a distant exotic elsewhere." So in the fantasy of the lion the other is captured, and the wounded wild-ness tamed through an act of care and companionship. The double-bind of the myth is held for view somewhere between sovereign capture and genuine hapticality—between violence and care—like a general fissure point for contemporary conceptions of non-normativity.
This work, these gestures, are impossible. Impossible through that erasure enacted in sovereign violence, in the violence of classification and othering. And yet, through a grounded reading of Western Christian myth, the possibility of doing deconstructive work without self-indulgent occidentalism is made that little bit clearer.
Darling's questioning of the validity of an anti-colonial artwork in the Tate Britain as "empires and power structures disallow contradiction and plurality where they can find it" and thus forming complicity and participation in institutional subjectification, holds true, of course. However, the idea of the exhibits labouring through a specific fragmented instance of sovereign, colonial thinking elicits this subterranean, subaltern multitude of meaning in response — queer, neurodivergent, anticolonial, and so on. One is reminded of Gayatri Chakravorty Spivak's provocation of the teacherliness of aesthetic work for the 'noncoercive rearrangement of desire'. The Ballad of Saint Jerome trains the imagination through a dialectic of power and woundedness.
The contradiction — the non-argument — is of course the problem of the individual, making the problem of art the problem of the social. Modernity's formation of the individual-subject precipitates a kind of un-sovereign position, a position without a place, a neighbourliness contorted and distorted and merely gestured to, much like the proliferous sculptures leaning and hanging in the exhibition hall, like discarded furniture and construction material.
Jesse Darling's The Ballad of Saint Jerome solo exhibition is on at London's Tate Britain, running September 22 to February 24, 2019.


I've been busy busy, but having a blast!
Next, I need to find the time to incorporate Cookie Lee back into my schedule. I really do miss it!
I'm so glad that we're so much alike.
Dan tells me I work too much...and I'm too busy all the time....but I guess it's just who I am.


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Planning Ahead By Looking Backwards?
Planning Ahead By Looking…
As news has come recently of an unwritten policy mandated for Florida's Department of Environmental Protection not to use the words "climate change", "global warming", and "sustainability", it is important to underscore the necessity of state Climate Action Plans. Although Florida actually does have a state action plan which is designed to protected biodiversity (mainly in the Everglades region), the high level of denial of anthropogenic climate change in certain coastal regions is worrisome and potentially dangerous.
Planning for climate change is difficult because of the inexact and drawn-out timeline predicted by models, but nevertheless areas along the coast or sea-level delta regions, such as Washington, D.C., need to anticipate threats such as storm surges and higher floodwaters in the coming decades, and that will affect how to build or buffer current and future infrastructure projects. Any waterfront development going forward in coastal areas should, at the very least, have guidelines about how to proceed in spite of climate challenges. Without that kind of forethought, cities on the coast such as Boston or Miami put themselves at greater risk of a Katrina-like disaster where infrastructure is damaged beyond repair.
What goes into a Climate Action Plan? Strategies from state and regional governments range from pie-in-the-sky proposals (vague education reform, massive barrier project proposals, etc) to more practical ideas for slow implementation of an organizational structure that can better deal with climate change; how do different government departments coordinate, for example, when trying to plan ahead and create new laws? How can sustainability efforts and city planning help mitigate and preempt the effects of global warming?
Currently all coastal states have at least begun the process of state-led adaptation plans, with the exception of Georgia and the Carolinas. In addition, five inland states have comprehensive plans: those that border the Great Lakes, Colorado and Vermont. That the Carolinas have avoided or stalled development of an adaptation plan is puzzling, considering both have extensive coastlines (North Carolina has the seventh longest coastline in the country and South Carolina is just outside the top ten).
Several years ago, the North Carolina legislature made headlines for banning the state from using data predicting sea level rise in coastal policy. This incredibly short-sighted move shows the influence developers and insurance companies still have over many government officials, who are afraid to then acknowledge any information that could potentially undermine economic growth.
Unfortunately, whether or not government officials want to believe climate change is real will not alleviate the coming threat, and building coastal properties like tomorrow doesn't exist will cost millions of dollars, and possibly lives, when tomorrow brings more powerful ocean storms. An action plan is really just the first step, but it is an essential one.
Aaron Dorman, Intern