text:
November 3, 2006
The Honorable Jo Anne B. Barnhart
Dear Ms. Barnhart:
In November 2000, the President signed the Reports Consolidation Act of
(Pub. L. No. 106-531), which requires Inspectors General to provide a summary and assessment of the most serious management and performance challenges facing Federal agencies and the agencies' progress in addressing them. This document responds to the requirement to include this Statement in the Social Security Administration's Fiscal Year 2006 Performance and Accountability Report.
In November 2005, we identified six significant management issues facing the
Social Security Administration for Fiscal Year (FY) 2006.
I congratulate you on the progress you have made during FY 2006 in addressing
these challenges. My office will continue to focus on these issues
in the current FY. I look forward to working with you to continue improving
the Agency's ability to address these challenges and meet its mission
efficiently and effectively. I am providing you with the Office of
the Inspector General's assessment of these six management challenges.
Patrick P. O'Carroll, Jr.
Inspector General
Inspector General Statement
on the
Social Security Administration's
Major Management Challenges
November 2006
By conducting independent and objective audits, evaluations and investigations, we inspire public confidence in the integrity and security of SSA's programs and operations and protect them against fraud, waste and abuse. We provide timely, useful and reliable information and advice to Administration officials, Congress and the public.
The Inspector General Act created independent audit and investigative units, called the Office of Inspector General (OIG). The mission of the OIG, as spelled out in the Act, is to:
To ensure objectivity, the IG Act empowers the IG with:
We strive for continual improvement in SSA's programs, operations
and management by proactively seeking new ways to prevent and deter fraud,
waste and abuse. We commit to integrity and excellence by supporting
an environment that provides a valuable public service while encouraging
employee development and retention and fostering diversity and innovation.
In Fiscal Year (FY) 2006, the Social Security Administration (SSA) issued approximately 5.6 million original and 11.5 million replacement Social Security number (SSN) cards and received approximately $620 billion in employment taxes related to earnings under assigned SSNs. Protecting the SSN and properly posting the wages reported under SSNs are critical to ensuring eligible individuals receive the full benefits due them.
To protect the integrity of the SSN, SSA employs effective front-end controls in its enumeration process. We applaud the significant strides the Agency has made over the past several years in providing greater protection for the SSN. Nevertheless, incidences of SSN misuse continue to rise. To further strengthen the integrity of the SSN, we believe SSA should continue to (1) encourage public and private entities to limit use of the SSN as an individual identifier, (2) address identified weaknesses in its information security environment to better safeguard SSNs, and (3) coordinate with partner agencies to pursue any data sharing agreements that would increase data integrity.
Maintaining the integrity of the SSN and Social Security programs also involves
properly posting the earnings reported under SSNs. Accurate earnings
records are used to determine both the eligibility for Social Security benefits
and the amount of those benefits. The Earnings Suspense File (ESF) is
the Agency's record of annual wage reports for which wage earners' names
and SSNs fail to match SSA's records. As of October 2005, the ESF
had accumulated approximately 255 million wage items for
Tax Years 1937 through 2003, representing about $520 billion in wages.
While SSA cannot control all of the factors associated with erroneous wage reports, SSA can continue to improve wage reporting by educating employers on reporting criteria, identifying and resolving employer reporting problems, and encouraging greater use of the Agency's SSN verification programs. SSA can also improve coordination with other Federal agencies with separate, yet related, mandates. For example, the Agency works with the Internal Revenue Service to achieve more accurate wage reporting. In addition, as part of its worksite enforcement efforts, the Department of Homeland Security (DHS) recently proposed a new rule (Safe-Harbor Procedures for Employers Who Receive a No-Match Letter) that would require employers to take timely action on SSA no-match letters to avoid liability under immigration laws.
Another area of concern related to SSN integrity is the use of nonwork SSNs by noncitizens for unauthorized employment in the United States. SSA assigns nonwork SSNs to noncitizens when (1) a Federal statute or regulation requires that noncitizens provide an SSN to receive a federally funded benefit to which they have established an entitlement or (2) a State or local law requires that noncitizens who are legally in the United States provide an SSN to receive public assistance benefits to which they are entitled and for which all other requirements have been met. SSA assigned these individuals SSN cards with a "Not Valid for Employment" annotation. SSA also provides information about earnings reported under a nonwork SSN to DHS as required by law. Nonetheless, prior audits have noted several issues related to nonwork SSNs, including the (1) type of evidence provided to obtain a nonwork SSN, (2) reliability of nonwork SSN information in SSA's records, (3) volume of wages reported under nonwork SSNs, and (4) payment of benefits to noncitizens who qualified for their benefits while working in the United States without proper authorization.
In March 2004, Congress placed new restrictions on the receipt of SSA benefits
by noncitizens who are not authorized to work in the United States. Under
the Social Security Protection Act (SSPA) of 2004 (Pub. L. No. 108-203),
payment of Title II benefits based on the earnings of any noncitizen is precluded
unless the noncitizen was assigned an SSN indicating authorization to work
in the United States, was admitted to the U.S. with a B-1 visa (for business
purposes), or was admitted to the U.S. with a
D visa ( as a crewman). SSA's implementation of this new law will require increased coordination with DHS to ensure SSA has correct work status information.
SSA Has Taken Steps to Address this Challenge
Over the past 5 years, SSA implemented numerous improvements to its enumeration process. For example, in March 2005, SSA implemented mandatory use of the SS-5 Assistant to improve controls over processing SSN applications. The SS-5 Assistant, a software program that interfaces with the Modernized Enumeration System (MES), assists field office personnel in gathering and recording required SSN application information.
Additionally, SSA has significantly decreased the number of nonwork SSNs it assigns to noncitizens as a result of a change in regulations and field office compliance with procedures to ensure that nonwork SSNs are issued only to qualified individuals.
During FY 2006, SSA established another Enumeration Card Center in Queens,
New York that focuses exclusively on assigning SSNs and issuing SSN cards—and it has plans to open several more as resources permit. In addition, during FY 2006, the Intelligence Reform and Terrorism Prevention Act (IRTPA) of 2004 (Pub. L. No. 108‑458) mandated several enhancements designed to protect the integrity of the SSN. The enhancements include (1) restricting the issuance of multiple replacement SSN cards to 3 per year and 10 in a lifetime, (2) requiring independent verification of any birth record submitted by an individual to establish eligibility for an SSN, other than for purposes of enumeration at birth, (3) consulting with DHS and other agencies to further improve the security of SSNs and cards, and (4) strengthening the standards and requirements for citizenship and identity documents presented with SSN applications to establish eligibility for an original or replacement SSN card.
SSA has also taken steps to reduce the size and growth of the ESF. In June 2005, the Agency expanded its voluntary Social Security Number Verification Service (SSNVS) to all interested employers nationwide. SSNVS allows employers to verify the names and SSNs of employees before reporting their wages to SSA. During 2005, SSNVS processed over 25.7 million verifications for over 12,000 employers.
SSA also supports DHS in administering the Basic Pilot program, which verifies
the names and SSNs of employees as well as their authorization to work in the
United States. In December 2004, the Basic Pilot program was made available to employers nationwide. During 2005, the Basic Pilot processed about 980,000 verifications for approximately 3,700 employers.
The Agency continues to modify the information it shares with employers. Under IRTPA, SSA is required to add both death and fraud indicators to the SSN verification systems for employers, State agencies issuing drivers' licenses and identity cards, and other verification routines, as determined appropriate by the Commissioner of Social Security. SSA added death indicators to those verification routines used by employers and State agencies on March 6, 2006 and is working to add fraud indicators by December 2007.
SSA needs to continue to improve critical parts of the disability process, such as making disability decisions and safeguarding the integrity of its disability programs. Modernizing Federal Disability Programs has been on the Government Accountability Office's high-risk list since 2003 due, in part, to outmoded concepts of disability, lengthy processing times, and inconsistencies in disability decisions across adjudicative levels and locations. The Federal Disability Program includes SSA's disability programs, as well as the Veterans Administration's disability program.
The timeliness and quality of the Agency's disability adjudication processes need to be improved. For example, the average processing time for the Office of Disability Adjudication and Review (ODAR), responsible for SSA's hearings and appeals programs, continues to increase each fiscal year—from 293 days in Fiscal Year (FY) 2001 to 483 days in FY 2006. In our May 2006 report on Supplemental Security Income (SSI) payments made during the appeals process, we found that financial performance and citizen satisfaction with the SSI program could be greatly increased if SSA would establish a business process to allow more timely decisions on medical cessation appeals .
Additionally, ODAR's pending workload continues to steadily increase. As
of September 2006, the pending workload was 715,568 cases—up from
392,387 cases in FY 2001. In August 2006, we reported on case
management procedures at one ODAR hearing office and found that, based on the
productivity goal SSA established for that hearing office, less than half of
the Administrative Law Judges (ALJ) issued the expected number of decisions
during the year. Given the significant pending workload ODAR currently
faces, we reported that SSA should identify a reasonable production goal for
ALJs, consistent with independent decision-making processes, and establish
a plan to assist ALJs in meeting the production goal.
As the hearing workload has increased, ODAR developed new ways of doing business. One improvement ODAR has made is to replace its aging analog cassette tape recorders with digital recorders. In August 2006, the Office of the Inspector General (OIG) issued a report on digital recording equipment. OIG found that while the equipment was an improvement over the previous technology, the weight of the travel unit recording equipment created physical hardships. ODAR also needs to enhance the security of sensitive information stored on the laptops.
Another new system ODAR is using to improve the disability process is its Case Processing and Management System (CPMS). CPMS was designed to process hearings and produce management information. In June 2006, OIG issued a report on CPMS and workload management. OIG found that ODAR managers need to make better use of the management reports and take action on hearings or appeals that were moving too slowly through the process.
Key risk factors in the disability program are individuals who feign or exaggerate symptoms to become eligible for disability benefits or who, after becoming eligible to receive benefits, knowingly fail to report medical improvements or work activity. In our April 2006 report Overpayments in the Social Security Administration's Disability Programs, we estimated that SSA prevented about $7 billion in payments from being issued to ineligible beneficiaries through its normal business processes, such as continuing disability reviews (CDR). However, we also estimated that SSA paid over $2 billion to ineligible beneficiaries due to unreported changes in their circumstances that impacted benefit payments, such as returning to work or improvements in their medical condition. We concluded that SSA's disability programs could be strengthened if the Agency conducted more CDRs to determine whether beneficiaries continue to be eligible for payments. However, in January 2006, SSA decreased the number of CDRs it planned to conduct in FY 2006 due to budget constraints—resulting in about a one-third reduction from the previous year.
SSA Has Taken Steps to Address this Challenge
In August 2006, SSA implemented the Disability Service Improvement (DSI) initiative in the Boston region—making significant changes in the Agency's disability programs, such as:
SSA is also transitioning to the electronic disability folder which allows staff to electronically collect and transmit information related to disability claims between all offices handling disability folders. The Agency expects all offices to be processing disability claims electronically by March 2007, which should reduce processing delays caused by organizing, mailing, locating, and reconstructing paper folders. ODAR has also implemented Video Hearings, which allow hearings to be held quicker and minimize the need for extensive travel by ALJs, claimants, and medical or vocational experts.
We have also worked with the Agency to safeguard the integrity of its disability programs with the Cooperative Disability Investigations (CDI) program. Under the CDI program, our Office of Investigations and SSA staff obtain evidence to resolve questions of fraud in disability claims. Since the program's inception in FY 1998 through September 2006, the 19 CDI units, operating in 17 States, have been responsible for over $684 million in projected savings to SSA's disability programs and over $409 million in projected savings to non-SSA programs.
Improper payments are defined as any payment that should not have been made or that was an incorrect amount. Examples of improper payments include inadvertent errors, payments for unsupported or inadequately supported claims, or payments to ineligible beneficiaries. Furthermore, the risk of improper payments increases in programs with a significant volume of transactions, complex criteria for computing payments, and an emphasis on expediting payments.
The President and Congress have expressed interest in measuring the universe of improper payments in the Government. In August 2001, the Office of Management and Budget (OMB) published the President's Management Agenda (PMA), which included a government-wide initiative for improving financial performance, including reducing improper payments. In November 2002, the Improper Payments Information Act of 2002 (Pub. L. No. 107-300) was enacted, and OMB issued guidance in May 2003 and August 2006 on implementing this law. Under this Act, SSA must estimate its annual amount of improper payments and report this information in the Agency's annual Performance and Accountability Report. Additionally, Federal agencies, such as SSA, should take all necessary steps to ensure the accuracy and integrity of Federal payments.
SSA and OIG have discussed issues such as detected versus undetected improper payments and avoidable versus unavoidable overpayments that are outside the Agency's control and are a cost of doing business. OMB issued specific guidance to SSA to only include avoidable overpayments in its improper payment estimate because those payments can be reduced through changes in administrative actions. Unavoidable overpayments that result from legal or policy requirements are not to be included in SSA's improper payment estimate.
SSA issues billions of dollars in benefit payments under the Old-Age, Survivors and Disability Insurance (OASDI) and Supplemental Security Income (SSI) programs—and some improper payments are unavoidable. In FY 2005, SSA issued about $558 billion in benefit payments to about 52.8 million individuals. Since SSA is responsible for issuing timely benefit payments for complex entitlement programs to millions of individuals, even the slightest error in the overall process can result in millions of dollars in over- or underpayments. In FY 2005, SSA reported that it detected over $4.2 billion in overpayments. In FY 2006, SSA detected $4.7 billion in overpayments and collected $2.3 billion. SSA also noted in its Performance and Accountability Report for FY 2005 that the Agency recovered over $2 billion in overpayments.
In February 2006, OMB issued a report Improving the Accuracy and Integrity
of Federal Payments stating that seven Federal programs—including
SSA's OASDI and SSI programs—accounted for approximately 95 percent
of the improper payments in FY 2005. However, this report also
noted that SSA is actively implementing sound improper payment measurement
and corrective action plans.
SSA Has Taken Steps to Address this Challenge
SSA has been working to improve its ability to prevent over- and underpayments by obtaining beneficiary information from independent sources sooner and using technology more effectively. In FY 2006 SSA implemented an initiative to improve overpayment recovery controls. According to SSA, the purpose of this initiative was to improve overpayment control, accounting and recovery on Title XVI program records and provide more consistency in the way SSA manages debt recovery from Title XVI debtors who are receiving SSI payments. SSA reported that this project resulted in establishing recovery efforts on about $61 million in uncollected overpayments from individuals receiving Title XVI benefits. Additionally, in FY 2005, SSA implemented eWork—a new automated system to control and process work related CDRs—which should strengthen SSA's ability to identify and prevent improper payments to disabled beneficiaries. However, one of the challenges facing SSA is the need for adequate funding for both medical and work-related CDRs. Although the Agency had special funding for CDRs in FYs 1996 through 2002 and the Agency's data shows that CDRs save about $10 for every $1 spent to conduct them, the Agency has cut back on this workload due to budget constraints imposed on the Agency. To address this, the Agency requested special funding for CDRs in its FY 2007 budget request.
We will continue to work with SSA to identify and address improper payments in its programs. For example, SSA took action to prevent and recover improper payments based on several OIG reviews.
We have helped the Agency reduce improper payments to prisoners and improper
SSI payments to fugitive felons. However, our work has shown that improper
payments—such as those related to workers' compensation—continue
to occur. Furthermore, in our April 2006 report Overpayments in the
Social Security Administration's Disability Programs, we estimated
that SSA had not detected about $3.2 billion in overpayments for the period
October 2003 through November 2005 as a result of conditions that existed
as of October 2003 or earlier. We also estimated that SSA paid about
$2.1 billion in benefits annually to potentially ineligible beneficiaries.
Sound management of public programs includes both effective internal controls and performance measurement. Internal control comprises the plans, methods, and procedures used to meet missions, goals, and objectives. OMB's Circular No. A-123, Management's Responsibility for Management Control, requires the Agency and its managers to take systematic and proactive measures to develop and implement appropriate, cost-effective internal control for results-oriented management. Similarly, SSA management is responsible for determining through performance measurement and systematic analysis if the programs it manages achieve intended objectives.
One of the main work processes SSA management is responsible for establishing appropriate controls over is the development of disability claims under the Disability Insurance (DI) and SSI programs. Disability determinations under DI and SSI are performed by Disability Determination Services (DDS) in each State in accordance with Federal regulations. Each DDS is responsible for determining claimants' disabilities and ensuring adequate evidence is available to support its determinations. SSA reimburses the DDS for 100 percent of allowable expenditures up to its approved funding authorization. In FY 2006, SSA allocated almost $1.8 billion to fund DDS operations.
From FY 2000 through September 2006, we conducted 47 DDS administrative cost audits. In 26 of the 47 audits, we identified internal control weaknesses and over $82 million that SSA reimbursed to the States that were not properly supported or could have been put to better use. Nine of the 47 audits conducted were completed in FY 2006. Five of these reports noted similar control weaknesses identified in DDS audits in previous years and over $8 million of questioned costs and/or funds that could be put to better use. We believe the large dollar amounts claimed by State DDSs and the control issues we have identified warrant that this issue remains a major management challenge.
Another area that requires sound management and effective internal controls is the selection and oversight of contractors that assist the Agency in meeting its mission. In FY 2006, SSA spent over $631 million on contracts. We reviewed four of SSA's contracts in FY 2006. We generally found that the costs claimed for services provided by the contractors involved were reasonable and allowable. While we noted no major concerns in the reviews conducted, we believe ensuring proper oversight and controls over its contracts continues to be a major management challenge for SSA due to the total dollar amounts awarded and risks associated with third parties delivering services in fulfillment of a contract.
The Government Performance and Results Act (Pub. L. No. 103-62) and the PMA call for the identification of high quality outcome measures that accurately monitor programs' performance and associated costs. Also, SSA managers need sound information to monitor and evaluate performance. In FY 2006, we issued 9 audits that
addressed 21 of SSA's performance measures. Six of the nine audits were based on work that began in FY 2005, with audit work continuing into FY 2006. The 15 performance measures addressed in these 6 reports are listed below.
We concluded that the data used for 3 of the 15 measures were reliable and that the data used for 6 of them were unreliable. Additionally, we were unable to determine the reliability for another six measures.
Three of the nine audits released in FY 2006 were based on work that began and was completed in FY 2006. The six performance measures addressed by these audits are listed below.
We concluded that the data used for two of the six measures were reliable and that the data used for one of them was unreliable. Additionally, we were unable to determine the reliability for another two of the measures and we did not complete an analysis of data reliability on one measure since the calculation of the indicator was not based on computerized data.
Generally, the data addressed in our FY 2006 audits determined to be unreliable was incomplete or the systems used to collect the data were not sufficiently secure to ensure its integrity. We were unable to determine data reliability when SSA had not retained the data used in its measurement processes, which prevented us from testing it. The challenge SSA faces in this area is ensuring that it has the reliable management information needed when making strategic and operational plans.
SSA Has Taken Steps to Address this Challenge
SSA has taken steps to develop internal controls over its operations and contractor performance and in developing sound performance data. SSA has generally agreed with our recommendations that address internal control weaknesses associated with DDSs and has taken the recommended steps to ensure that reimbursements provided to DDSs are allowable and properly supported. Additionally, SSA is working to limit access to its performance data to only those that have a need to work with it in an effort to protect its integrity. Also, the Agency has worked with us to determine how to best audit its performance data without significantly increasing its data storage costs. This effort includes gaining real time access to SSA's performance data, which allows us to test the data as it is being created.
Protecting the critical infrastructure of the United States is essential to the Nation's security, public health and safety, economic vitality, and way of life. Attacks on critical infrastructure could significantly disrupt the functioning of Government and business alike and produce cascading effects far beyond the targeted sectors and physical location of the incident. Therefore, any disruptions in the operation of information systems that are critical to the Nation's infrastructure should be infrequent, manageable, of minimal duration and result in the least damage possible. The Government must make continuous efforts to secure information systems for critical infrastructures.
SSA's information security challenge is to understand and mitigate system vulnerabilities. Weaknesses in controls over access to its electronic information, technical security configuration standards, suitability, and continuity of systems operations had been identified. While many of these weaknesses have been resolved, SSA needs to monitor these issues diligently to ensure that they do not reoccur.
Numerous incidents that occurred recently involving the compromise or loss of sensitive personal information emphasizes the challenges the Government faces in the protection of sensitive information entrusted to it. OMB recently issued three memoranda addressing the protection of sensitive personally identifiable information within the Government. OMB memorandum M-06-15 reemphasizes existing requirements, including establishing employee rules of behavior, and administrative, technical, and physical safeguards for the protection of personally identifiable information. OMB memorandum M-06-15 also requires the agency's Senior Official for Privacy to review policies and procedures and take corrective actions to ensure the safeguarding of personally identifiable information. OMB memorandum M-06-16 requires agencies to tighten and reassure security controls when personally identifiable information is removed from, or accessed from outside, the agency location. OMB memorandum M‑06-19 specifically requires agencies to report all incidents involving personally identifiable information to US-CERT within 1 hour of discovery. SSA is taking aggressive actions to meet these security challenges as part of the Federal Information Security Management Act (FISMA) of 2002 (Pub. L. No. 107-347) process.
SSA Has Taken Steps to Address this Challenge
SSA continues to address significant information technology (IT) control issues. For
example, the Agency developed and implemented configuration standards
for all major operating system platforms and software components. SSA
also began an extensive monitoring process to ensure that the Agency's
over 100,000 servers and workstations are in compliance with established system
configuration standards. Further, SSA also maintained Certifications
and Accreditations for all 20 major systems, which were substantially compliant
with security standards. SSA has instituted access control policies to
ensure appropriate segregation of duties by limiting access to critical information
on a 'need only' basis.
These control policy enhancements were completed largely through the Standardized Security Profile Project (SSPP). An employee's profile is the primary element used to control access to SSA's databases. SSA needs to continue its efforts to fully implement the policies that control access to sensitive records. Such efforts should include:
SSA has implemented a variety of methods in which it protects its critical information infrastructure and systems security. For example, SSA's Critical Infrastructure Protection workgroup continuously works to ensure Agency compliance with various directives, such as Homeland Security Presidential Directives and FISMA. To provide for the protection of the critical assets of the SSA National Computer Center, SSA has initiated the Information Technology Operations Assurance (ITOA) project. The objective of the ITOA project is to build a second, fully functional, co-processing data center. SSA also routinely releases security advisories to its employees and has hired outside contractors to provide expertise in this area.
SSA continues to improve its security program to better comply with FISMA and makes strides towards reaching green in the PMA e-Government initiative. SSA has worked closely with the OIG to meet FISMA requirements and has issued a revised version of its Information System Security Handbook. SSA also:
To address its personally identifiable information protection needs, SSA is
working to resolve difficulties involving the encryption of mobile computers
and devices and removable media. SSA has issued memorandums to its staff
emphasizing the importance of protecting personally identifiable information. SSA
is also revising its policies and procedures for "incident reporting" to
comply with current Federal requirements.
One of SSA's strategic goals is to deliver high-quality "citizen-centered" service. This goal encompasses traditional and electronic services to applicants for benefits, beneficiaries and the public. It includes services to and from States, other agencies, third parties, employers, and other organizations, including financial institutions and medical providers. This area includes the challenges of the Representative Payee Process, Managing Human Capital and Electronic Government (e-Government).
SSA reports there are approximately 5.3 million representative payees who manage $48 billion in annual benefits for 7 million beneficiaries. SSPA presents new challenges for SSA's Representative Payee Process. Most notably, SSA is required to conduct periodic site reviews of representative payees. It also requires that SSA reissue benefits to beneficiaries who were victims of misuse by organizational representative payees or individual payees serving 15 or more beneficiaries. Further, SSPA provides that benefits misused by a nongovernmental representative payee be treated as overpayments to that representative payee, subject to overpayment recovery authorities.
In FY 2006, we identified several problematic conditions during our reviews of the Representative Payee Process. For example, we found that in some instances, child beneficiaries in a foster care program had their benefit payments managed by representative payees other than the foster care agency. We identified concurrently entitled OASDI and SSI beneficiaries receiving both representative payee and direct payments. Furthermore, we found SSA needs to improve its controls to ensure benefit payments are not improperly suspended pending the selection of representative payees and benefit payments are reinstated in a timely manner.
As of February 2005, the Government Accountability Office continued to include strategic human capital management on its list of high-risk Federal programs and operations. Further, Strategic Management of Human Capital is one of five government‑wide initiatives contained in the PMA. SSA is challenged to address increasing workloads as the "baby boom" generation approaches its peak disability and retirement years, at the same time SSA's workforce is retiring. SSA projects that by FY 2015, 54 percent of its employees will be eligible to retire. This "retirement wave" will result in a loss of valuable skills, institutional knowledge and technical expertise that will affect SSA's ability to deliver quality service to the public.
The e-Government initiative of the PMA directs the use of technology to its
fullest to provide services and information that is citizen-centered. Specifically,
e‑Government instructs SSA to help citizens find information and obtain
services organized according to their needs.
SSA Has Taken Steps to Address this Challenge
SSA has taken several actions regarding the challenges of its representative payee process that include:
SSA needs to strengthen its oversight of the representative payee process that concerns children in foster care. Prior work has identified children in long-term foster care placement with representative payees who were not their foster care parents. As a result, we are concerned about whether the benefit payments made to these payees were used for the children's food, shelter and clothing needs. We plan to do additional work in this area to assist the Agency in ensuring that these payments are being properly used for the benefit of the children.
Since June 30, 2004, SSA has consistently scored "green" in both "Current Status" and "Progress in Implementing the President's Management Agenda," for Human Capital on the Executive Branch Management Scorecard. The scorecard tracks how well the departments and major agencies are executing the government-wide management initiatives. In December 2005, SSA won the 2005 President's Award for Management Excellence for its performance and results in the Strategic Management of Human Capital. SSA has developed and implemented a Human Capital Plan; competency-based training for "mission critical" employees; and a national recruitment strategy to bring the "best and brightest" individuals to the Agency. Furthermore, SSA performed analyses of the retirement wave to develop 10-year projections on voluntary, early-out, and disability retirements.
Within the next 5 years, SSA expects to provide cost-effective e‑Government services to citizens, businesses and other Government agencies. According to SSA, its e‑Government strategy is based on the deployment of high volume, high payoff applications, for both the public and the Agency's business partners. To meet increasing public demands, SSA reports it has aggressively pursued a portfolio of services that include on-line and voice-enabled telephone transactions to increase opportunities for the public to conduct SSA business electronically in a secure environment. As of June 30, 2006, SSA scored "green" in e‑Government on the Executive Branch Management Scorecard and "red" in e-Government for "Progress in Implementing the President's Management Agenda," According to Agency officials, SSA and OMB are discussing plans intended to improve the e‑Government score for "Progress in Implementing the President's Management Agenda" on the Scorecard.
APPENDIX A – Acronyms
APPENDIX B – Related Office of the Inspector General Reports
APPENDIX C – Office of the Inspector General Contacts
Appendix A -- Acronyms
Administrative Law Judge
Cooperative Disability Investigations
Continuing Disability Review
Case Processing and Management System
Disability Determination Services
Department of Homeland Security
Disability Insurance
Disability Service Improvement
Earnings Suspense File
Federal Information Security Management Act
Fiscal Year
Intelligence Reform and Terrorism Prevention Act
Information Technology
Information Technology Operations Assurance
Old-Age, Survivors and Disability Insurance
Office of Disability Adjudication and Review
Office of the Inspector General
Office of Management and Budget
Performance and Accountability Report
President's Management Agenda
Social Security Administration
Supplemental Security Income
Social Security Number
Social Security Number Verification Service
Social Security Protection Act
Standardized Security Profile Project
Appendix B -- Related Office of the Inspector General Reports
Management Challenge Area, Report Title and Common Identification Number
Social Security Number Protection
Congressional Response Report: Monitoring the Use of Employee Verification Programs (A-03-06-36122)
September 26, 2006
Effectiveness of Decentralized Correspondence Sent to Employers (A-03-06-26096)
September 25, 2006
Follow-up on Internal Controls over the Processing of Social Security Number Cards (A-15-06-16087)
September 18, 2006
Prisoners' Access to Social Security Numbers (A-08-06-16082)
August 23, 2006
The Social Security Administration's Controls over the Assignment of Nonwork Social Security Numbers (A-04-06-16052)
August 18, 2006
Beneficiaries Paid Under More than One
Social Security Number
August 10, 2006
Congressional Response Report: Compliance with Employment Evidence Requirements for F-1 Students (A-08-06-16075)
July 20, 2006
The Social Security Administration's Program for Issuing Replacement Social Security Cards to Prisoners (A-08-06-16025)
July 13, 2006
Self-Employment Income Earnings Suspense File (A-03-05-25038)
June 27, 2006
Employers with the Most Wage Items in the
Nonwork Alien File
June 19, 2006
Follow-up of the Enumeration at Birth Program (A-08-06-26003)
April 27, 2006
Suspended and Nonwork Wages in the Social Security Administration's Payroll (A-03-05-15087)
March 13, 2006
Hospitals' Use and Protection
of Social Security Numbers
January 27, 2006
Universities' Use of Social Security Numbers as Student Identifiers in Region IX (A-09-05-15099)
November 30, 2005
Management of the Disability Process
Controls over Multiple Payments to Attorneys (A-12-06-20016)
September 27, 2006
Ticket to Work – Operations Support Manager for Vocational Rehabilitation Agencies and Employment Networks (A-02-06-16017)
September 27, 2006
Digital Recording Acquisition Project (A-12-06-26048)
August 7, 2006
Case Management Procedures at the Hearing Office in Creve Coeur, Missouri (A-07-06-26060)
August 2, 2006
Case Processing and Management System and Workload Management (A-12-06-26012)
June 15, 2006
Impact of Statutory Benefit Continuation
on Supplemental Security Income Payments Made During the Appeals Process
May 10, 2006
The Social Security Administration's Independence Day Assessment (A-07-06-26009)
March 24, 2006
The Social Security Administration's Ticket to Work – Ticket Assignments (A-02-05-15125)
January 24, 2006
The Social Security Administration's Identification of Special Disability Workload Cases (A-13-05-15028)
January 24, 2006
Office of Hearings and Appeals Reversal of Disability Denial Decisions Involving Investigative Information from Cooperative Disability Investigations Units (A-07-05-15091)
January 20, 2006
Management Challenge Area, Report Title and Common Identification Number
Improper Payments and Recovery of Overpayments
Survivors Benefits Paid in Instances When the Social Security Administration Removed the Death Entry from a Primary Wage Earner's Record (A-06-06-26020)
September 26, 2006
Federal Employees' Compensation Act – Social Security Administration Employees (A-15-06-26123)
September 25, 2006
Follow-up Review of Controls over Supplemental Security Income Replacement Checks (A-05-06-26058)
September 6, 2006
Improperly Paid Lump-Sum Death Benefits (A-08-05-25145)
August 18, 2006
Benefits Paid to Dually Entitled Title II Beneficiaries (A-01-06-26004)
August 7, 2006
Supplemental Security Income Overpayments to Recipients in Title XIX Institutions (A-08-06-16024)
June 26, 2006
Match of the Veteran Affairs' Historical Death File against the Social Security Administration's Benefit Rolls (A-01-05-35086)
June 14, 2006
Payments to Surviving Spouses at Retirement Age (A-09-05-15143)
June 5, 2006
Controls over Old-Age, Survivors, and Disability Insurance Replacement Checks (A-02-05-15080)
May 31, 2006
Survivor Beneficiaries Enumerated after the Wage Earner's Death (A-06-05-25136)
May 23, 2006
Payments Resulting from Disability Insurance Actions Processed via the Social Security Administration's Manual Adjustment, Credit, and Award Processes (A-04-05-15042)
April 20, 2006
Congressional Response Report: Overpayments in the Social Security Administration's Disability Programs (A-01-04-24065)
April 3, 2006
The Social Security Administration's Decisions to Terminate Collection Efforts for Old-Age, Survivors and Disability Insurance Overpayments (A-13-05-15029)
March 22, 2006
The Social Security Administration's Controls over the Old-Age, Survivors and Disability Insurance Waiver Process (A-13-05-15027)
February 1, 2006
The Social Security Administration's Controls over the Write-off of Title XVI Overpayments (A-04-05-15041)
January 20, 2006
Internal Control Environment and Performance Measures
The Social Security Administration's Oversight of the Dell Workstation Blanket Purchase Agreements under General Services Administration's Schedule Contract GS-35-F-4076D (A-15-06-16073)
September 25, 2006
Performance Indicator Audit: 800-Number Access (A-02-06-16108)
September 25, 2006
Performance Indicator Audit: Supplemental Security Income Payment Accuracy (A-15-06-16107)
September 18, 2006
Performance Indicator Audit: Management Information Systems and Mainframe Protection (A-15-06-16112)
September 18, 2006
Administrative Costs Claimed by the Indiana Disability Determination Bureau (A-05-05-15135)
June 12, 2006
MAXIMUS' Indirect
Cost Rates for Fiscal Year 2000 and 2001
June 6, 2006
Administrative Costs Claimed by the Virginia Disability Determination Services (A-13-05-15134)
May 19, 2006
Disposal of Sensitive Documents at the Social Security Administration (A-15-06-26014)
May 10, 2006
Administrative Costs Claimed by the Texas Disability Determination Services (A-06-06-16008)
March 23, 2006
Administrative Costs Claimed by the North Carolina Disability Determination Services (A-04-05-15040)
March 13, 2006
Disclosure Statement for MAXIMUS' Health Services Operations Segment Effective October 1, 2002 (A-15-06-26026)
February 17, 2006
Performance Indicator Audit: Outstanding Debt (A-02-05-15116)
January 27, 2006
Performance Indicator Audit: Hearings
and Appeals Process
January 24, 2006
Administrative Costs Claimed by the Oklahoma Disability Determination Services (A-07-05-15102)
January 24, 2006
Costs Claimed by the Virginia Commonwealth University Contract Number 600-99-38679 (A-15-06-16033)
December 13, 2005
Performance Indicator Audit: Social Security Numbers and Earnings Processing (A-15-05-15117)
November 30, 2005
Administrative Costs Claimed by the Louisiana Disability Determination Services (A-06-05-15032)
November 28, 2005
Administrative Costs Claimed by the Wisconsin Disability Determination Bureau (A-05-05-15013)
November 22, 2005
Administrative Costs Claimed by the Maine Disability Determination Services (A-01-05-15026)
November 14, 2005
Oversight of the Fiscal Year
2005 Financial Statement Audit
November 9, 2005
Administrative Costs Claimed
by the District of Columbia Disability Determination Division for Fiscal
Years 2001 and 2002
November 8, 2005
Performance Indicator Audit: Claims Processing (A-15-05-15114)
October 27, 2005
Administrative Costs Claimed by the Arkansas Disability Determination Services (A-06-05-15077)
October 11, 2005
Performance Indicator Audit: Overall
Service Rating
October 4, 2005
Performance Indicator Audit: Continuing Eligibility (A-15-05-15115)
October 4, 2005
Management Challenge Area, Report Title and Common Identification Number
Systems Security and Critical Infrastructure Protection
Fiscal Year 2006 Evaluation of the Social Security Administration's Compliance with the Federal Information Security Management Act (A-14-06-16084)
September 22, 2006
Assessing Social Security Administration's Efforts to Protect Sensitive Information (A-14-07-27068)
September 22, 2006
The Social Security Administration's Electronic Mail Security Review (A-14-06-16047)
September 18, 2006
The Social Security Administration's Implementation of Earned Value Management Systems (A-14-06-26085)
September 18, 2006
Physical Security at the Mid-America
Program Service Center
September 11, 2006
Security at Remote Hearing Sites in Region IX
August 10, 2006
Physical Security at Remote
Hearing Sites in Region X
August 7, 2006
Physical Security at the Great
Lakes Program Service Center
July 31, 2006
Physical Security at the Northeastern
Program Service Center
July 13, 2006
Physical Security at Remote
Hearings Sites in Region VII
June 29, 2006
Follow-up Audit: Information System Controls of the Social Security Administration's Representative Payee System (A-14-06-16114)
June 26,2006
Implementation of Workers' Compensation in Title II Redesign Release 3 (A-14-06-16049)
June 15, 2006
Physical Security at Remote
Hearing Sites in Region IV
June 15, 2006
Physical Security at Remote
Hearing Sites in Region III
June 8, 2006
Physical Security at Remote
Hearing Sites in Region VI
May 19, 2006
Physical Security at Remote
Hearing Sites in Region V
May 18, 2006
Physical Security at Remote
Hearing Sites in Region II
May 18, 2006
Physical Security at Remote
Hearing Sites in Region VIII
April 27, 2006
Physical Security at Remote
Hearing Sites in Region I
April 21, 2006
Assessing the Application Controls
for the Social Security Administration's Integrated Disability
Management System
March 23, 2006
Physical Security at the Southeastern
Program Service Center
January 25, 2006
Assessment of the Adequacy of the Social Security Administration's Controls over the Use of Signature Proxies on Applications for Benefits (A-14-05-15078)
December 21, 2005
Service Delivery and Electronic Government
The Social Security Administration's
Service Delivery to Individuals and Beneficiaries Affected by Hurricanes
Katrina and Rita
September 11, 2006
Restitution of Misused Funds
to Beneficiaries under Public Law
August 17, 2006
Scott County Community Services
Department, A Fee-for-Service Representative Payee for the Social Security
June 5, 2006
Demonstration Project for Non-Attorney
June 5, 2006
Beneficiaries in Suspended Payment Status Pending the Selection of a Representative Payee (A-09-05-25020)
May 18, 2006
Representative Payee Onsite
Reviews of State Institutions
April 20, 2006
Concurrent Title II and Title XVI Beneficiaries Receiving Representative Payee and Direct Payments (A-09-05-15144)
April 12, 2006
The Social Security Administration's Nationwide Asbestos Program (A-13-05-21521)
March 23, 2006
Representative Payees Receiving Benefits for Children in Foster Care (A-13-05-15047)
January 20, 2006
The Social Security Administration's Office of Systems' Training Program (A-13-05-15031)
October 28, 2005
Appendix C -- Office of the Inspector General Contacts
Walter Bayer, Director
Social Security Number Protection
Mark Bailey, Director
Management of the Disability Process
Paul Davila, Director
Improper Payments and Recovery of Overpayments
Tim Nee, Director
Internal Control Environment and Performance Measures
Kitt Winter, Director
Systems Security and Critical Infrastructure Protection
Jim Klein, Director
Service Delivery and Electronic Government
Overview of the Office of the Inspector General
The Office of the Inspector General (OIG) is comprised of our Office of Investigations (OI), Office of Audit (OA), Office of the Chief Counsel to the Inspector General (OCCIG), and Office of Resource Management (ORM). To ensure compliance with policies and procedures, internal controls, and professional standards, we also have a comprehensive Professional Responsibility and Quality Assurance program.
Office of Audit
OA conducts and/or supervises financial and performance audits of the Social Security Administration's (SSA) programs and operations and makes recommendations to ensure program objectives are achieved effectively and efficiently. Financial audits assess whether SSA's financial statements fairly present SSA's financial position, results of operations, and cash flow. Performance audits review the economy, efficiency, and effectiveness of SSA's programs and operations. OA also conducts short-term management and program evaluations and projects on issues of concern to SSA, Congress, and the general public.
Office of Investigations
OI conducts and coordinates investigative activity related to fraud, waste, abuse, and mismanagement in SSA programs and operations. This includes wrongdoing by applicants, beneficiaries, contractors, third parties, or SSA employees performing their official duties. This office serves as OIG liaison to the Department of Justice on all matters relating to the investigations of SSA programs and personnel. OI also conducts joint investigations with other Federal, State, and local law enforcement agencies.
Office of the Chief Counsel to the Inspector General
OCCIG provides independent legal advice and counsel to the IG on various matters, including statutes, regulations, legislation, and policy directives. OCCIG also advises the IG on investigative procedures and techniques, as well as on legal implications and conclusions to be drawn from audit and investigative material. Finally, OCCIG administers the Civil Monetary Penalty program.
Office of Resource Management
ORM supports OIG by providing information resource management and systems security. ORM also coordinates OIG's budget, procurement, telecommunications, facilities, and human resources. In addition, ORM is the focal point for OIG's strategic planning function and the development and implementation of performance measures required by the Government Performance and Results Act of 1993.


text:
This consultation closed on 13 December 2016
Consultation period15 November 2016 to 13 December 2016
The APVMA is considering an application for the registration of the product Cormoran Insecticide containing the active constituent novaluron. The product is to be registered to control a range of insects in apples and pears.
We invite comment from 15 November 2016 to 13 December 2016 on whether registration of the product should be granted.
The APVMA is able to consider comments relating to the legislative grounds for registration, including:
- occupational health and safety
- public health
- chemistry and manufacture
- residues in food
- environmental safety
- trade
- efficacy and target crop safety.
Download the public release summary on the evaluation of the active novaluron in the product Cormoran Insecticide.
For more information, see page 34 of Gazette No. 23 from 15 November 2016.
Please send your written submission by email, post or fax to:
Case Management and Administration Unit
Australian Pesticides and Veterinary Medicines Authority
PO Box 6182
Kingston ACT 2604
Phone: +61 2 6210 4701
Fax: +61 2 6210 4721

subset: commoncrawl


text:
Join us for high quality courses and adventures in Norwegian mountains. We specialise in all kinds of mountaineering such as hiking glaciers, climbing mountains and reaching summits. We offer activities for all, from mountaineering for beginners to those more experienced. And we and have been doing this for 25 years already.
You will find us in Jotunheimen in the central part of Norway. Jotunheimen has the highest mountains of Norway and several glaciers in-between. The conditions for experiencing rel mountaineering, such as climbing, glacier hiking, and summits, are excellent. This is the cradle of Norwegian mountaineering, and you will understand why once you are here.
All our activities are real mountaineering, high in the Norwegian mountains and in all kinds of weather. You might be cold even in the middle of the summer, you might me wet and tired. Or you might see the mountains through sunglasses and feel no wind. Whatever weather you get, we promise a genuine experience. And smiles on the pictures.
Choose our introductions or adventures if you want to see, do and experience without using time to repeat until you master it. These are guided mountaineering experiences that you chooses when you do not need to learn.
The activities called introductions are shorter and easier than the ones called adventures. Particularly, the introductions are fine if you have never tried glaciers before, or are a family with children. However, all introductions and adventures can be adapted to your wishes and earlier experiences with mountaineering and mountain hiking.
Choose one of our mountaineering courses if you want to learn the activity so that you can climb mountains or trek glaciers without a guide. All our courses follows Norwegian mountaineering traditions with nationally approved guides.
We offer complete and short course for glacier and climbing. Choose the complete version if you want to learn all you need to be independent of mountain guides. Choose the short version if you want an introduction, and you might come back later to make it complete. No matter if you choose short or complete, you will learn Norwegian mountaineering from qualified guides.


text: Nushirvan was known for his righteous rule and fair treatment of his subjects. He graciously welcomes the envoy of an Indian raja, who arrived with a thousand camels laden with sumptuous gifts of gold, silver, rubies, diamonds, and ambergris. Nushirvan and his courtiers are well pleased with the presentation of elegantly saddled horses and ten white elephants. After these diplomatic gifts are taken to the royal treasury, the envoy offers his most special and mysterious present: the game of chess.


text:
If you've ever been curious which corners of our colour card are favoured by those who know them best, you're in for a treat. Today on The Chromologist, Farrow & Ball Colour Curator Joa Studholme opens the doors of her home, a converted schoolhouse in the English countryside, for our eyes only.
It goes without saying that every colour choice inside – and outside – the old schoolhouse is carefully considered. The Black Blue-painted door, which contrasts beautifully with the yellow-hued stone of the entryway, hints at more colour to be discovered once you enter the house, while the hallway, painted in archive shade Olive, continues the lush hues from the garden outside.
"[The house] was originally painted throughout in an unstimulating white (albeit fitting for a schoolhouse)" says Joa, "but now the smaller rooms have been transformed into little jewel boxes of colour."
In a nod to the building's original function, some areas remain a soft neutral – the light, bright living room is painted, rather appropriately, in School House White. This versatile off-white was added to our palette by Joa in 2018, having been inspired by this very space.
Elsewhere in the living room, one of our favourite ways of using colour is effortlessly demonstrated – namely, that it doesn't have to go on the walls to make a big difference to a space. Railings, a softer alternative to black, has been taken over the door and bookcase, while in the seating area, a low divider is painted in soft pink Nancy's Blushes ("named after my daughter's rosy cheeks when she was a child!" says Joa) creating a cosy nook that feels apart from the rest of the room – no mean feat in a large open-plan space.
Demonstrating a canny blend of beauty and practicality, even the floor isn't exempt from a lick or two of our richly pigmented paint. "The floor was originally much lower in order to prevent the school children from being distracted by looking out of the window" says Joa. Now raised, it has a simple painted wood finish, for a relaxed feel and subtle durability. "Mouse's Back, one of the original Farrow & Ball drabs" (colours with no brightness) "was chosen to create warmth – as well as to disguise muddy boot marks."
Continuing the theme from the living room, the spacious kitchen – formerly the schoolroom for younger children – is painted in soft School House White, but with secret pockets and pops of colour that make the most of the room's features. The kitchen units, painted in Studio Green, fit the rustic setting and reflect the greenery of the borrowed landscape, seen through the kitchen's large windows. Babouche frames the windows, drawing a smile.
Through stable-style doors, the boot room and pantry can be glimpsed in all their secretive, jewel-bright glory. "The colours of the boot room and pantry add to the decoration of the kitchen" says Joa. "The doors have been cut in half to create tempting glimpses of their more upbeat colours." Those colours are Oval Room Blue and the bright pink Rangwali, respectively. In these small spaces, they cover every surface in unapologetic colour, creating incredibly inviting hideaways.
As another masterclass in embracing the limitations of small spaces, Joa has painted the corridor to the bedrooms half in Inchyra Blue – a lush, deep, green-toned blue – and half in School House White, creating a transitional space that feels consciously designed and flows effortlessly from the main living space to the private sphere, a later addition housing three bedrooms.
The master bedroom opens straight onto the garden, making it the perfect candidate for green, as we've seen earlier in the house. Here, it's French Gray, whose silvery green tones create a seamless connection between indoor and outdoor. As for the second bedroom, with its abundance of windows bringing in light from three directions – "it was only ever going to feel right painted in Light Blue" says Joa. "It's positively blue in strong morning light and then becomes greyer as the evening progresses. Perfect for a bedroom."
"There is a tendency to think that only big, light-filled rooms are able to "take" strong colours", says Joa, "but this house demonstrates perfectly that this is not necessarily the case."
"The large rooms, in which the most time is spent, are kept light and airy, while the smaller bedrooms have been enriched with colour and embrace you in their walls. It's a recipe for happy living."


text:
Hunger Shift wanted a design that is fluid, clean and scalable for their personal coaching and leadership development business. Their target audience is people within the fitness and health field. Therefore, the design represents an active, running and moving feel, while combining the letters "H" and "S" into the mark.
In addition to the logo design, we provided a landing page, social media designs and business cards with the same style, to maintain consistency throughout. This project is one of the best examples of how we provide complete branding solutions from creative consulting, brand consistency, cross platform designs and web development.
© 2023 Qhue Creative. All Rights Reserved,


text:
No "Add Method Stub" When Passing or Assigning Delegates
I finally noticed the other day the "Add method stub" SmartTag wasn't appearing for a new method name I type in. I decided I'd have a closer look… When you're practicing Test-Driven Development (TDD) you want to write a test for methods before you write the methods. This means you write a test method that calls several other methods that don't exist yet. The Visual Studio IDE, in an effort to promote TDD, recognizes this and when you have your caret over a call to one of these methods a SmartTag shows up and you can select Generate method stub … Continue reading No "Add Method Stub" When Passing or Assigning Delegates


text:
Bay of Plenty IRB Long Haul - Stage Race
Event Details
Event Contact:
Mark Inglis
Tel: 027 457 1021
Email: firstname.lastname@example.com
2018 Bay of Plenty IRB Long Haul- Stage Race
Ohope Beach-Mount Maunganui-Papamoa
Date: Saturday 5th May 2018
Start Venue: Whakatane SLSC - Ohope Beach, Whakatane
Finish Venue: Papamoa SLSC
Time: 10:00am start, till approx. 3:00pm.
Event Flyer can be found here!
The Bay of Plenty IRB Long Haul is back for its sixth year. This event calls upon the best IRB crews in the country to battle it out along the magnificent Bay of Plenty coastline, as they race from Ohope Beach to Mount Maunganui, and back to Papamoa.
The 2018 event will again be a Stage Race, set over 5 stages, where all teams will all start together in a Mass start, and then race side by side to the next destination, where only seconds will separate first to last when they hit the beach to start each of the physically demanding stage challenges. Crews will have 10 minutes to recover before the next mass start setting them on their way to the next stage challenge.
Depending on conditions, Crews will race for approximately 3 - 4 hours. At each of the 5 stages, Crews may be required to assemble and break down their equipment, perform rescues and carry out a number of other challenging exercises.
Do you have what it takes to take on the "Long Haul?"
Event Information
Officials Briefing: 9:00am
Registration/Scrutinising: 9:15am
Race Briefing: 9:45am
Start Time: 10:00 am
Registration: Event entry is via the new SLSNZ Online Entry system
Entries Close: Monday 30th April 2018
Entry Fee: $75.00 per crew. (Late entries will incur a $50.00 late fee)
Event Manager
Mark Inglis
Sport Manager - Eastern Region
Phone: 07 574 2061
Mobile: 027 457 1021
Email: firstname.lastname@example.com


text:
Conductors of the Repasz Band
|Listed below are all the current and previous directors of the Repasz Band. Unless otherwise noted, the dates served by each are from a list compiled by Earl R. Williams, the Band's historian.
Albert Nacinovich earned a BS in Music Education from Mansfield University of Pennsylvania, an MS in Music Education from Ithaca College, and completed additional studies in music at schools including the University of Michigan. He taught instrumental music at all levels for 36 years in the Williamsport Area School District and as an Adjunct Professor at Lycoming College. He has performed as a trumpet soloist, with the Bobby McCreary Big Band, The Billtown Brass, and with various community and church organizations, as well as teaching private students. He was also a founding co-director of the New Horizons Band of Williamsport, a concert band for seniors.
Al has held numerous offices in the Pennsylvania Music Educators' Association (PMEA), including two terms as District President, seven years as a state officer, and State President from 1984-86. He was named to the Mansfield University of Pennsylvania "Alumni Honor Roll" in 1990 and to PMEA's "Hall of Fame" in 2009.
Jeffrey Dent also was selected as Assistant Director of the Repasz Band in September 2003. Jeff is a graduate of Mansfield University of PA with a degree in Music Education. At Mansfield he was principal clarinet in the wind Ensemble and Orchestra, member of the Clarinet Choir, and performed with the Pennsylvania Intercollegiate Band and Orchestra. His directing responsibilities have included Hughesville, Hanover, and Jersey Shore Area High School Bands, and the Jersey Shore Town Band.
Jeff is retired from Band Director for the Jersey Shore Middle School Band and Jazz Band. His middle school band, was selected to perform for the 2004 PMEA All State Conference. Jeff is very active in PMEA and has served in several officer positions for Tournament of Bands.
Gordon Taylor, USN Retired, has been Assistant Director of the Repasz Band (from 1985 to 2016 when he was granted Emeritus status.) Gordon relocated to Williamsport, Pennsylvania in 1980 following his retirement from the U.S. Navy where he had served as an Instructor at the U.S. Navy School of Music and performed with the U.S. Navy Jazz Band. He was Director of the Commander Amphibious Forces Atlantic Fleet Band, which was featured on a Presidential People-to-People Tour and performed for numerous heads of state. A very talented saxophonist and jazz musician, Gordon has frequently been featured as a soloist with the Repasz Band. He also directed the Scottish Rite Imperial Teteque Band, performed with the Bobby McCreary Big Band, and in pit orchestras for musicals performed throughout the area.
George Calapa served as Assistant Director of the Repasz Band from 1961-66, Co-Director from 1966-68, and as Director from 1968-82, when forced to retire from that position due to his health. George served a total of 21 years as director of the band, now the third longest term in that position. After retirement as director, he was honored with the designation Director Emeritus and continued to perform as a member of the clarinet section until his death in September 1988 at the age of 78. A resolution declaring the Band's appreciation for George's service to the band was presented to him on July 10, 1982. He was a member of the Band for 57 years. George was a talented clarinetist who had been recruited by the NY Central Shop Band, Avis, PA. He is still remembered by many a Band member for his oft-repeated encouragement to get on with our rehearsals – "Let's go, it's getting dark."
W. Herdic Wood – The Band played for the Pennsylvania National Guard during the Spanish American War from 1898 to the end of the war under the directorship of W. Herdic Wood. Mr. Wood served until 1910 as Director of the Repasz Band.
Daniel Repasz became a member of the Band in 1840. Recognized for his dynamic musical character, he became a major force behind the Band's transformation to a fine brass band. He was elected as the Band's fourth director, serving in that capacity from 1856 to 1872, the fourth longest term as conductor. In gratitude for his dedication and accomplishments, the Band members adopted the name Repasz Band in 1859.
John Hazel, "one of America's most noted cornetists, bandmasters, and march composers, was hailed by national publications as one of the greatest cornetists the world had produced." Hazel wrote more than 75 compositions, including "Spirit of America," "Our Blue Jackets" for the Repasz Band, "Lycoming Motor March," and "Keefer Grenadier" (a line of cornets manufactured in Williamsport by the Keefer Instrument Company). He recorded many solos and duets for the Edison phonographic Studios between 1903-07. In 1907, he returned to Williamsport and "became the director of Williamsport's famed Repasz Band."
Hear a recording of John Hazel playing.
The Repasz Band's 100th Anniversary Programme notes " . . . of Mr. Hazel there is little need to make extended reference at this place. He has achieved a national reputation as a musician of extraordinary genius, and a director of very high ability."1
In November 1995, the Repasz Band and Williamsport's Scottish Rite Imperial Teteque Band performed a memorial concert to the "Wizard Cornetist," with proceeds used to fund a permanent, interactive John Hazel Exhibit at the Lycoming County Historical Museum in Williamsport. The music programmed for this concert included solos for which he was famous (performed by Mark Murray), some of Hazel's original compositions for band, and a selection of traditional patriotic American music arranged by John Hazel for the Repasz Band to use for Flag Day services still observed annually in Williamsport.2
A. K. Mabie is credited with having been both director and leader prior to 1859.
Captain Joseph Grafius was the first Director of the Repasz Band (then the Williamsport Band). He served in that capacity from 1831 through 1844. Then followed George Fulton, of Tunkhannock, in 1844. Then there was a period of change and uncertainty, until 1872, when G. Morris Repasz, a son of Daniel Repasz, was elected musical director, and filled the position with great ability. During the period just referred to, Milton Repasz, also a son of Daniel Repasz, was leader of the band, and he was widely known not only for his abilities as a leader, but also because of his exceptionally fine performance on the E-flat cornet, for many years the only "lead" instrument in the band, and one that has of late been almost altogether supplanted by other instruments. Succeeding directors were Lyman J. Fisk, elected June 29, 1880, and who had assisted Mr. Repasz, and then directed the band for several years; G. Morris Repasz was elected director June 6, 1884; Charles S. Shields, March 30, 1886. E. S. Luce, engaged in May 1890, was the first director who received a salary, that was paid by members of the band. Following Mr. Luce were H. S. Krape, elected in September 1891; Charles S. Shields, 1902. Mr. Shields was succeeded by W. Herdic Wood, who filled the post until his death in May 1910.1
The Band's 100th Anniversary Programme states that "from a modest beginning, the band steadily grew, and became one of the most noted musical organizations in the Eastern states. This was due largely to two things – the self sacrifice of its members, who loved music for the sake of music, and to the ability of its directors and leaders. In the early years, there often was little distinction made between directors and leaders, and the terms are confounded. . . ."1,3


text:
A second floor beauty. Lovely Bay view with new flooring and updated kitchen. Beautifully decorated in calming Florida colors. All of this located in Perico Bay Club with swimming pools, tennis, clubhouse and gorgeous nature trails. Close to the area's best beaches and Bradenton.
Property Features
- 2 Baths
- 2 Beds
- King / Twins / Sofa Sleeper


text:
What is ZXValidator 2.0?
ZXValidator is a .NET library providing functionality for credit card numbers validation. It allows you also to get the credit card type from a given number and provides information (in text format) what was the error during the validation (if there was any) i, which you could display directly to the users. The new version 2.0 is the successor of the famous version 1, In this new version you could find utilities for bulk credit card numbers validation (there is a special new class called BulkValidator which is useful for doing this. Currently the following credit card types are supported: Visa, MasterCard, Diners Club, American Express, JCB, Discover/Novus, Carte Blanche, Australian BankCard
What do I get with the ZXValidator distribution package?
You get the ZXValidator library and a set of 3 useful examples which show you how to use the solution. In fact these are 3 solutions (a standalone application , a web service and a web application) which represent basic examples how ZXValidator could be integrated in various types of .NET software solutions.
How much does it cost ZXValidator 2.0 and how could I obtain the solution?
The price of ZXValidator is $19. We accept online payments by credit cards. In order to purchase ZXValidator, please click on the BUY NOW icon at the top right corner and fill the simple form which will show up. For other kind of payments, please contact us. You'll receive by email the download links to the distribution package of ZXValidator (including the ZXValidator library and the example applications presented on this page) as soon as your payment is completed and verified. (please be aware that sometimes even if your payment is completed it might take up to 24h that it's finally verified). If you are interested you may profit from our special offer now - to get a FREE COPY of ZXValidator if you purchase a copy of WebSiteAdmin, the ultimate content management system.
How can I use the solution?
There are two main classes in the ZXValidator you may use for credit card numbers validation - SimpleValidator and BulkValidator.
Example of usage of the SimpleValidator class:
/// Creation of the SimpleValidator object /// which will be used to check if the provided /// credit card number is valid ZXValidator.SimpleValidator oSimpleValidator = new ZXValidator.SimpleValidator(); /// Set the credit card number to be validated oSimpleValidator.CreditCardNumber = TextBoxCCNumber.Text; /// Retrieve the credit card validation results string validationResult = "Valid: " + oSimpleValidator.Valid +"Type: " + oSimpleValidator.Type +"Error: " + oSimpleValidator.Error ;
Before presenting the BulkValidator class we need to introduce the ZXValidator.CreditCard object. The ZXValidator.CreditCard is a simple object which has the following public properties:
string Number - the credit card number
bool Valid - after performing the validation, contains TRUE if the credit card number is Valid and FALSE if the provided number is not valid
string ValidationError - the validation error (if there was any)
string Type - the type of the credit card (for example Visa or Mastercard)
The BulkValidator has one main static method called Validate which may be called with an ArrayList of CreditCard objects or with a single CreditCard object.
/// Example of usage of BulkValidator ArrayList arrCreditCardNumbers = new ArrayList(); arrCreditCardNumbers.Add(new ZXValidator.CreditCard("2341234123")); arrCreditCardNumbers.Add(new ZXValidator.CreditCard("2342234123")); //Performs the credit card numbers validation ZXValidator.BulkValidator.Validate(ref arrCreditCardNumbers); //Now you can loop through the CreditCard objects //and check the properties of the CreditCard's foreach(ZXValidator.CreditCard in arrCreditCardNumbers) { /// Retrieve information from the validation tests ... ZXValidator.CreditCard.Type ZXValidator.CreditCard.Valid ZXValidator.CreditCard.Errors .. }
Start your own jobs board business, features, faq, demo.
Create your online mall.
I would like to learn more about the three applications included in the distribution package?
The first application is a very simple .NET web application with a single page where the user could enter a credit card number and then by pressing the Validate button near it to see the validation result.
The method invoked when the Validate button is clicked is given below:
This produces the following output:
The second example included is a simple Web Service which contains two basic methods (you may see their code below)
The third example is more complex and represents a .NET standalone application and uses the BulkValidator object and the functionality it provides. In general when the user enters multiple credit card numbers (one number per line) and then click on the Validate button, the validation results are shown to the treeview to the right.


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- Admissions
- Visit
- Tuition & Aid
- Academics
- Campus Life
- Athletics
- About
- Giving
The Department of Fine Arts helps our student artists explore the artist's role in our world through an atmosphere of stylistic freedom. Through one-on-one relationships with faculty members and the ability to work on real-world projects, our community of artists allows students to refine their artistic work and broaden their knowledge while training with professionals currently working in the field.
Meet some of our students and faculty to learn more about the department and our engagement with the community:
A degree from the Department of Fine Arts can change the way you see, think, create and navigate life. Programs offered in this department help develop a student's passion for creativity and scholarship into a valuable set of skills that are becoming increasingly in demand in the 21st century workplace. Students are trained to become creative specialists, providing them with the ability to see, think, invent and problem solve in unique and creative ways.
Intensive professional training is provided to ensure the development of highly-motivated and self-disciplined graduates. Students can be assured their Winthrop degree meets the rigorous professional standards of the National Association of Schools of Art and Design (NASAD), of which the university is an institutional accredited member.
Department of Fine Arts
112 McLaurin Hall
Mark Hamilton, chair


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Restart multiple components
Use a rolling restart to restart multiple components.
Rolling restarts of DataNodes should be performed only during cluster maintenance.
- In Services, click a service name.
In Summary, click a link, such as DataNodes or
RegionServers, of any components that you want to restart.
The Hosts page lists any host names in your cluster on which that component resides.
- Using the host-level Actions menu, click the name of a slave component option. Then, click Restart.
- Review and set values for Rolling Restart Parameters.
- Optionally, reset the flag to restart only components with changed configurations.
Click Trigger Rolling Restart.


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Stuff we love
Sometimes there are discoveries you just have to share. When we find something that has transformed our lives as writers, then we pop it on here, so that everyone can try it out, and see whether it works as well for them as it does for us.
First up, the invaluable Visual Thesaurus – elegant, easy, intuitive. You need never be stuck for a word again.
Next, the wonderful Scrivener, a writing program that is so much more than a word processor. Once we tried it, we wondered how we ever managed without it. See for yourself – perhaps it'll help you with all your writing projects too.
If you have come across other writing tools that you have found transformative, please let us know!


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Wednesday, December 1, 2010
A St. Augustine Thanksgiving
The Conquistadors first brought disease and religion to the native people of northeast Florida. The British followed suit with even more pestilence and "Redcoat" rule. The United States brought a Super Walmart. Finally, ChadSorianoPhotoBlog arrived to this east coast community of St. Augustine, Florida with meat. Lots of carne. Raw muscle from almost every meat group for a holiday Thanksgiving.
Spanish explorer Ponce de Leon landed his trade ships near the same shores of our beach house rental. He journeyed long and far in search of gold and new land. My family had sandy pursuits and St. Augustine tourist traps.
The Spaniards had their own weapon of mass destruction to ward off hostile invaders at the Castillo de San Marcos. More potent than gunpowder was hormonal rage complete with Gucci purse and Coach sandals.
We trekked into the Old City via St. George street with eyes wide open. From the oldest wooden schoolhouse to the plethora of "Tourist Trains" encapsulated by Spanish Colonial architecture. I soon discovered the former Spanish buildings now housed a Kilwin's of St. Augustine with my favorite toasted coconut ice cream.
Off to Anastasia Island to see the St. Augustine Lighthouse with it's spectacular topside view. 219 steps later, we made it to the top.
With a quick view of the bay and the inner workings of the Fresnel lens, we descended the 219 steps again in search of lunch. I Googled "fried chicken" which pointed me in the direction of an Anastasia legend called O'Steen's Restaurant.
I ordered the signature Fried Chicken while my family ordered the Fried Catfish, Clams, Liver and Gizzards. Fantastic describes the experience. Topped off with their special "Datil" cocktail sauce and accompanied with their seasoned hush puppies, O'Steen's Restaurant is definitely on my "must do" list while in St. Augustine.
Christmas in November came upon us with ice skating and sledding along with an Elf Village with no elves at the St. Augustine Amphitheater. My kids blasted through the overpriced carnival games and their cousin ice skated for the very first time at the WinterWonderland.
Thanksgiving is behind us with more meat filled photos approaching the New Year. I used a Canon EOS 1D Mark IV with an EF 35mm f/2, EF 50mm f/1.2L and EF 24-105mm f/4L IS lens.
You can view more pictures and videos in my St. Augustine Thanksgiving 2010 Gallery.
Posted by Chad Soriano at 12/01/2010
Labels: amphitheater, augustine, canon, castillo, florida, fort, house, lighthouse, marcos, o'steen's, old, restaurant, Review, Saint, san, school, st., thanksgiving, winterwonderland
2 comments:
Found your blog by searching 'T3i'...glad I did. Great camera reviews and great shots. We were right here in St. Augustine 5 months before in 2010...small world. Amazing city. Keep up the blog, it's great.ReplyDelete
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Today's job market is flourishing and there's an abundance of opportunities available to workers looking for their next move. But, as they increasingly use online job sites, social networks and search engines to find the next step for their career, this can make it even easier for scammers to hide amongst genuine postings and take advantage of unsuspecting candidates.
In fact, CV-Library's latest research found that candidates aren't savvy enough when it comes to spotting the signs of a job scam, with 72.1% admitting they wouldn't recognise the signs and a worrying 71.3% assuming that any job posted online is legitimate.
With such little awareness amongst candidates, it's important that recruiters take the lead in helping job seekers to stay safe when looking for their next role. Below, I explain what the recruitment industry should be doing to help protect candidates:
Explain the signs of a job scam
The first step is to understand the potential signs of a job scam and educate candidates on these. Some examples to flag include personal email addresses i.e. email@example.com, regular spelling and grammatical mistakes, unrealistic salaries, a job offer without an interview, extortionate DBS costs and premium rate phone numbers for interviews. Informing job hunters of these signs will ultimately help them to become more diligent in their job search, while also positioning you as a go-to recruiter that values the safety of their candidates.
Work together to raise awareness
Overall awareness of online job scams and the tricks criminals use to execute a con is essential to combating this crime. The recruitment industry coming together with the aim of protecting candidates could go some way to achieving this. At CV-Library, for example, we have been working with SAFERJobs, an organisation dedicated to educating the public on the very real risk of online job scams, to help raise awareness amongst job hunters on spotting potential scams.
Safeguard candidates
At CV-Library we use automated and manual tools to ensure every job posting is legitimate, but there are other platforms that fraudsters use to lure their victims and it's critical that job hunters are educated on the risk of online job scams. Encouraging job hunters to use trusted sites, and keep the signs of a scam in mind when looking for work online is key.
Following the above advice will help safeguard your candidates but also ensure you remain reputable.
By Lee Biggins, founder and managing director of CV-Library.
Join Over 40,000 Recruiters. Get our latest articles weekly, all FREE – SEND ME ARTICLES
Recruiters love this COMPLETE set of Accredited Recruitment & HR Training – View Training Brochure


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Philip Morris (PM -1.03%) is bucking a trend by making big investments in new products. Tobacco companies have returned gobs of free cash flow to shareholders over the last few decades as the combustible cigarette market continues its decline in developed nations. However, Philip Morris is now investing billions to research and develop a new suite of reduced-risk products. Here's a look at how much the company is spending and what it expects to get from the investments.
A new platform
Philip Morris has invested approximately $2 billion to research and develop new products that could become less-harmful cigarette substitutes. The company has four different reduced-risk products, or RRPs, in its pipeline. Two of the products -- called Platform 1 and Platform 2 -- heat tobacco rather than burn it. The other two -- Platform 3 and Platform 4 -- are battery-powered e-cigarette devices that deliver nicotine via an aerosol.
While Platforms 3 and 4 are similar to other e-cigarettes, Platforms 1 and 2 are unique products that other tobacco companies do not offer. The holy grail of the tobacco industry is to develop a product that looks and feels like a cigarette, but is actually less harmful. The heat-not-burn technology in Platforms 1 and 2 is designed to give users the same tobacco taste and nicotine load as combustible cigarettes, but there may be fewer harmful chemicals released since the tobacco is not burned.
So far, Philip Morris' RRP investments have included building two research and development centers, hiring over 300 scientists, and conducting numerous clinical trials. Platforms 1 and 4 are scheduled for release in test markets in the fourth quarter, while the other two platforms are not expected to hit the market until 2016.
Are products worth the cost?
There is an opportunity cost associated with any spending the company does; the company could instead return the cash to shareholders through dividends or share repurchases. Philip Morris plans to spend $1.2 billion in capital expenditures during 2014, most of which is focused on bringing the RRPs to market. Many of Philip Morris' shareholders own the stock because of its large quarterly dividend, so the company needs to have a really good reason for investing cash in what many consider to be a dying industry.
Fortunately, Philip Morris' RRP investments may be worth it in the end. Management projects RRPs to generate $720 million to $1.2 billion in annual profits once the products reach scale. A $1 billion increase would grow Philip Morris' operating profit by 7.4%. Moreover, Platforms 1 and 2 will give the company a differentiated offering from competitors' e-vapor products that are already on the market. This could give the company a head start in a new product category should smokers prefer the heat-not-burn technology to e-vapor technology.
Most importantly, Philip Morris is making significant investments in future growth while still returning most of its cash flow to shareholders. In 2013, Philip Morris returned $11.7 billion to shareholders through dividends and share repurchases, compared to just $1.2 billion in capital expenditures. Given the company's track record for prioritizing dividends and stock buybacks, investors can expect the pattern to continue. This lowers the risk that RRPs cause a drag on shareholder returns because, even if the products never generate a profit, only a relatively small portion of cash flow is being used to fund the development. As a result, the RRP investments are likely a good bet for shareholders.
Philip Morris has committed to investing a modest level of cash flow in products that could revolutionize the way smokers get their nicotine. If the company's RRPs achieve management's profit goals, shareholders will reap the upside. If the products do not do as well as planned, the stock's 4.7% dividend yield offers downside protection. As a result, Philip Morris' capital spending plan is likely a good one for shareholders.


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Review: Peter Pan at St Helens Theatre Royal
8 years ago
Easter panto at St Helens Theatre Royal, with a poster and cast that looked so impressive it was top of my agenda to go and watch it – and it did not disappoint!
My son who is 3 has been petrified of his last 2 pantomimes (so much so that he had had to be taken home in floods of tears!) braved his 3rd attempt at one. The groundwork was laid and he knew all the characters before we even stepped in the doors. Possibly the best review I could give is summarised in his excited, smiling face bouncing up and down that shouted "Daddy I loved it!" when the curtain came down.
Truth be told, so did I! I have watched a lot of productions in St Helens Theatre Royal and if I'm honest I was expecting the same curtains, the same rehashed costumes, the same effects and set – But I was wrong. Money has been invested in it – full with flame throwers, projected video and more bangs and poofs than the dame's dressing room. When you consider that their Peter Pan dropped out only a few weeks ago and was replaced by the brilliant Ray Quinn last minute and that the choreographer – Sarah Walker – had to step in for one of the dancers only a few days before the show, it makes this production even more impressive.
Had an absolute ball with the kids watching Peter Pan at St Helens @TheatreRoyalStH tonight 🙂
— Kerrie (@mardykerrie) March 26, 2016
Speaking of the cast, it was what I would consider a perfect blend. Liam Mellor who writes the script and plays the part of Smee is made for pantomime. One could only wonder what career he would have other than pantomime. It's no surprise that we are seeing more of Liam Mellor including at the Liverpool Empire this coming Christmas.
He is joined by Simon Foster who plays Smee's wife, who is proudly dubbed St Helens resident dame – although it's surprising that he isn't in higher demand from theatres across the country. It's a case of "whatever you can do I can do – if not better" between Simon and Liam throughout, who naturally (and literally!) bounce off each other throughout the show like they have worked together for years.
This isn't to leave out the rest of the cast, with fantastic singing and dancing from Charlotte Gallagher and Ray Quinn throughout. Wendy played by Laura Gregory adds what I can only describe as "panto-lovability" every time she is on the Theatre Royal Stage – Her dancing, singing, flying and energy is admirable throughout.
Pirates, @therealRayQuinn, @LiamMellor, @clairesimmo, what's not to love? Fantastic, funny, affordable, family show@TheatreRoyalStH #Easter
— Netmums Karend (@NetmumsKarend) March 26, 2016
However I feel it wouldn't be the special pantomime it is without Phillip McGuinness and Claire Simmo. Phillip was a shock to me – I was aware of his talent and professionalism before the show but seeing it on stage blew me away. You can tell he has put time and effort into perfecting the role of Captain Hook. His audience interaction, ability to improvise when things went wrong and acting is more than impressive. Claire Simmo played Tinkerbelle effortlessly as we would expect, but it is what she brings to the show as a whole that is impressive. Not only is she the believably fairy who seems like she is always in character both on and off stage, this is displayed in how she conducts herself with true professionalism.
I stayed in my seat for a while after the show finished watching Claire Simmo and Liam Mellor sit with a large queue of excited children getting pictures. Greeting each new child with enthusiasm, asking them if they enjoyed the show, if they were excited for Easter and just making the show more of an experience to remember for the kids. They must have stayed behind doing this for each child for about 40 minutes after the show ended – which isn't only a testament to them as performers, but is testament to them as people- Which for me, captures the true spirit of a pantomime.
Fantastic set, show, costumes and cast and a lovely experience for kids – 9.5/10
By Dale Roberts


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|Source: The Economist- don't piss this guy off!
Warning: this piece could offend a lot of people who are very religious and have a PG-13 mentality.
Before I explain why I believe we (meaning Americans, as if there is anyone else ) swear, first we should know what swearing is and what it isn't.
"Make a solemn statement or promise undertaking to do something or affirming that something is the case." That is not the type of swearing that I'm talking about. Joe swearing to his girlfriend Sally that he would never cheat on her again, is not the type of swearing that I'm talking about.
"Use offensive language, especially as an expression of anger." That is the type of swearing that I'm talking about." God dammit, where the fuck is that pizza I ordered a couple of hours ago?" That is more inline with what I'm talking about.
There is swearing and there is swearing. Which I know sounds like a great impression of Captain Obvious, but it makes my greater point. There is moderate swearing like damn or hell. And there is stronger swearing that will still get you bleeped even on network TV today. Like what the fuck, holy shit, mother fucker, fucking, etc, words and phrases that if you don't use when you're on HBO or Showtime or whatever the current action/thriller movie is today, you'll sound like you just flew in from Planet Zolkon or someplace and sound alien to the people who normally live on Earth. You can't watch an HBO, Showtime, or Cinemax show or movie today, without not just hearing those hardcore swear words, but hearing probably a hundred times in any given hour.
But what the hell is common on network TV not just today, but going back to the early and mid 1970s with shows like All in The Family, Maude, M*A*S*H, and others, but now we'll here hell in the nightly newscasts and all over cable news. Like, "they're going to have a helluva time putting that back together. Or, "what the hell was he thinking?" Which seems to be a common question today when talking about someone involved in the Trump Administration. ( Ha, ha )
But damn you might sound like moderate cussing, especially with today's reality TV/HBO/Showtime/Cinemax, etc audience, but when you're damming someone, you're condemning them to hell. Damn you is not a complement. "Damn you Tom! You're doing a great job" That might sound like a complement, but it's not. Now, "damn you Tom! You're an hour late. Where the hell have you been?" That is more inline with how damn you is used which is to express anger at someone because they pissed you off. Pissed off again with today's reality TV slash cable TV Millennial audience, might sound like moderate swearing, but it isn't.
Now, why as a country does America swear so much? And again I'm not talking about moderate swearing, but the favorite swear words of cable TV and reality TV? I believe it has to do with America's obsession with sounding cool, as if the people we are as ourselves is not cool enough. The more pissed off we sound as people in America, the cooler we come off. Cool in the traditional sense as someone who is level-headed and takes things as they come, we've been here before, no big deal, like Joe Montana quarterbacking the San Francisco 49ers when the game is not online, someone with a personality like that would look really cool 25 years ago even.
But now with this obsession with being part of whatever the latest trend in awesome or whatever is and becoming famous celebrities in our own right and people feeling the need to be cool and famous so badly, anger sells now and sells a lot. If you're caught on camera or video getting into a fight at a nightclub looking real pissed off and cussing your ass off, that video of you could go viral and you could become famous just based on that with someone later contracting you and wanting to get to know you and probably have some entertainment business opportunity for you.
But if you're just at that club having a good time and perhaps you just have one girlfriend and to go back to Joe Montana with that Joe Cool personality, you'll just be another guy at that club. You want to be famous, show up to that same club with multiple girlfriends and that will improve your image with the people that you want to see you as cool.
The Economist: Lane Green- Why Do We Swear?