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Part 1: The Discipline
Discipline: "branch of instruction" (the field).
Discipline: "methods or rules for conduct" (the rules).
Discipline: "training of the mind" (the self).
From cathedrals to communication
Early barter economies were not overly concerned with standards. Goods were exchanged for assumed, but variable equal values. Eight chickens might have been worth 25 loaves of bread one day and 22 the next. But barter practices broke down when goods came to be exchanged for a standard symbol of value. Monetary systems made it necessary to have consistent weights and measures that could be equated to an specified amount of money. The emergence of international and world economies forced the introduction of multinational standards for weights and measures, expressed in various currencies.
Of course standards are not limited to commerce. But the critical nature of standards was recognized early on by those trades and industries where fixed values, formulas and performance were essential. Guilds provided a system for training, protection, control and development of various skills. They also established a body of standard, "scientific" knowledge that became part of the stock in trade of the merchant and the construction and transportation industries. The great cathedrals of Europe could not have been constructed without a firmly established body of knowledge about construction techniques and material performance.
Some standards were rationally based and rigorously applied. Load limits and the size of a sail were scientifically derived and directly related to materials, skill of workers, use and type of construction. But local, small units manufactures such as building houses, roads, swords and plows one used available materials and personal preferences, and the definition of a "foot" or "pound" might well have varied between townships. Such differences probably did not matter a whole lot.
The industrial age and its new processes introduced many standards in construction and manufacturing. They would soon migrate across national boundaries. Standards and measures became enshrined in national and international codes to specify everything from the width of a doorway to the weight of a number 3 nail. In more recent times we work toward international accords in everything from liquid volumes to the definition of "nutrition" and "hunger".
Without doubt there is wide support for standardization. One can use any electrical outlet in North America to run one's toaster. And one can drive on any highway in the same area with the same traffic control symbols, pavement markings and overpass height limits. And when someone buys a food product they want to know that it meets rigid health codes. All of this information needs to be readily available and readily understandable by all manner of officials, workers and consumers. Commerce today would be impossible without all this. And a good deal of this commerce and the underlying information transfer occurs by electronic means.
Building cathedrals was never easy. But the body of relevant information and knowledge was at hand, accessible, and transferred in very orderly, unambiguous ways. The parties to a transaction or joint activity were known to each other: as were their attitudes, biases, gestures and personal goals. A cathedral construction crew understood its context, purposes and processes very well. The consequences of misunderstanding were evident to all.
Commercial and social "globalization", the introduction of technology into the work place and the advent of impersonal corporations and institutions has meant that there is now a certain "arms length" in much of what we do. A merchant may indeed know none of her customers on sight. A building contractor could, conceivably, never be physically present at any time during a building's construction. If one is dealing with tangible activities, "real" people and standardized (defined and understood) activities there is of course an information management challenge. People need to know that what they are receiving is valid, and what they are sending is being received and understood. In an intangible environment, the challenges are monumentally greater. Two organizational analysts may converse over electronic channels discussing one "model" or another, and may do an excellent job of it. But a CEO who transmits a pictorial mission statement to all of his employees electronically may not be so successful unless there is a shared vision and well institutionalized terminology and concepts.
Just a few short years ago the filing cabinet was the office icon. Files and their folders were equated with bureaucracy. Business practices were based on "backgrounds and trails". Sequencing was important as was circulation. Files moved ponderously, but with grave certainty, around office "networks", though we then called them distribution lists.
The personal computer, new work environments, changing businesses and cultures and an almost absurd rate of corporate change and employee turnover has jettisoned most of this. A lot of what we do today is "on the fly". Rather than ensuring that the decision being made is "consistent with past practice and not precedent setting" (unless we intend it so), a large proportion of today's business decisions are in no defined context, unprecedented, and precedent setting if they lodge themselves in an accessible medium and achieve an air of authority. Unfortunately corporate information management systems are at such an appalling level that there will not be then, or maybe not until much later any recording of the event anyway. Managers, and the workers involved for that matter, may never know whether the new way of dealing with an event was right, wrong, or simply irrelevant.
Consider that this is the "knowledge age" – with "knowledge workers" dealing not in hard copy and cathedral construction, but with ideas. They use light speed information transmission, making corporate decisions on a global platform. Mistakes, when they happen, can have wide-reaching repercussions. Given that a near exact set of circumstances can often be concluded in very different ways simply because events are treated as single occurrences without any guidance available or deemed necessary means that there are operating costs that are unseen and unnoticed, though likely considerable.
Cathedrals last centuries because what was needed to be known was known. Load bearing capacities, span allowances, wood and stone deterioration rates, weather patters, spoil conditions, and on and on was the data in trade. Decisions were informed. Stakeholders were consulted and involved as needed. The client was always on site, making sure that what she wanted she got. The architect and chief builder raged at one another as deals were cut and compromises made. At the end of all this we had a structure that stands the test of time.
Few understand that we have similar needs for certainty in an intangible economy. These needs are of a different kind but they have equal, or really greater importance (if we measure value on potential for loss, for example). Have we made as much progress in achieving consistency and accuracy in our language as we have in our physical arts? Have we developed a body of knowledge about information: what it is, where it is, how to manage and access it, how to distribute it, how to define and measure it?
Have we positioned ourselves so that we might move on from an isolated transaction way of doing business to one where staff intervene when essential, and in a meaningful way?
Changes and Challenges in the Workplace and in Information Management Technology
It would be a serious understatement to say that skills and practices for managing organizational information have not kept pace with technology change in the workplace. In the days of typewriters and carbon copies, employees had strict disciplines for dating, labeling, distribution, filing and disposal. In an electronic world, rules, where they exist, are very different.
Document creation and distribution in a paper-based environment followed standardized routines usually based on the organizational hierarchy. There were usually defined subjects for memos, letters and files; a defined file numbering system; and established protocols for entering date and time, location of origin, structure of headers and so on. Interoffice memos usually indicated the name and title of both originator and recipient. Organizing, archiving and retrieving information when such rules are in place is a minor difficulty. Main frame systems, when they became commonplace in the paper-based office, reflected this rigidity. System data entry was highly standardized and formal.
With the drift from main frame systems to desktop p.c.'s, the empowerment of the work force and the widening of information distribution loops, employees lost sight of the importance of standards and conventions. Today, in spite of continual management effort, few organizations have enterprise standards for handling routine as well as official correspondence and other records. Though many organizations in all sectors have policies on the management of information holdings and information management standards (such as date conventions for example) they are infrequently adhered to. Few employees use file classifications routinely at the document creation stage and file naming is almost completely ad hoc.
At the same time there have been significant losses in appreciation of both background and context when new information was being created. Pace of work was certainly a factor in the lessened sense of importance of historical subject files and "context" but the demise of central records functions and file clerks also contributed.
The new desktop technologies were designed to introduce order when there was emerging independent chaos. Word processing programs and e-mail applications facilitate, or independently establish standard date entry and file names and allow object relationships. But where the system does not demand it, there is only limited individual and group initiative to ensure that topologies are created and maintained. There are precious few conventions and business rules defined for ensuring that corporate knowledge will be a consistent and valuable work output.
Not all the consequences of working independently may be negative. It may be acceptable in a transactional environment for someone to have a good answer on a timely basis for short term decisions, than to have full context information, or "knowledge". But in an organization dependent upon corporate intelligence such approaches are not adequate. In any case, there could be legal repercussions from an institutionalized "one-off" information management process. The absence of audit trails, proper file depositories and document retention could be costly in the event of litigation. Moreover, without corporate memory an organization will be challenged to advance in a "continuous learning" manner to higher levels of performance and competence.
There are other interesting contrasts between "old" and "new" practices. While it would have been inconceivable a generation ago for an employee to destroy an interoffice memo, such happens daily at the desktop without fear of consequences. Perhaps employees assume that originators retain file copies of documents. Or perhaps employees assume that their IT shop routinely backs up, categorizes and retains copies of all electronic transmissions. Electronic information may be perceived to be of less "value" than hard copy…being "transitory" and of no real business, audit or archival value. There may be a continuing view that all "real work" still happens in hard copy. With no, or loosely applied IM rules, corporate earnings potential may be disappearing at a phenomenal rate with each strike of a delete key.
While practices have become fuzzy with the new technologies, the work information requirement itself has not remained constant. Modern workplaces demand ready access to broad information beyond that which would have been available in earlier, paper based offices. Good corporate decision-making demands knowledge about many environments, both internal and external. This is a need far beyond that of competitor manufacturing and sales data and employee absentee reports. It is sound knowledge about activities and trends, pending obstacles and opportunities, plans of regulatory agencies, hard information on non performing units and sound analyses on emerging consumer values and motivations.
Corporations, public and private, now operate much more in the public domain than many would have thought possible. Information sharing and extensive consultation with stakeholders is now a mission critical activity for competitive enterprises and open governments. Information access, once defined on a "need to know" basis, is now more likely to be "available, unless there are good reasons why not". In the paper based office access would have been guided by one's place in the hierarchy. But electronic utilities have significantly leveled organizations and opened their doors to external participation. The Internet presents new complexities and challenges: employees at most levels will now exchange "direct mail" with customers and other constituents. New electronic tools give taxpayers, organizations and associations the means to access on-line information. Such users now insist on seamless interfaces, the provision of information in multiple, user-friendly formats, and high levels of currency and relevance. The ability of other organizations to "capture" organizational information and "mirror" it on external sites means that ownership and control are now more problematic.
Are corporate systems adequate to ensure that such employees will be right most or all of the time? Will these transmissions be effectively recorded and filed? These are fundamental changes in the way we do business. And we are woefully unprepared to meet them. We lack understanding, and we lack discipline.
At the Operational Level: Problems
Good information management is not something that benefits only records keepers, auditors and legal departments. It has front line applications as well. It can address important internal needs to know and external needs for responsiveness. IM can help generate revenue and reduce operating costs. Much of the unnecessary and counterproductive duplication and overlap in our institutions could be reduced by better discipline in the ways we manage our information. Frustration can be reduced if answers to questions can be found readily, ideally from one's own desktop. Codification of routine activities can free scare resources to focus on more critical issues.
But to be effective IM needs to be both sold and understood, and it needs to resonate at all levels of the organization. In other words, to do more and better work, to work in a more disciplined way, workers need to know what's in it for them. IM begins, and ends, at the desktop. If everyone is not on board the transformation process to a knowledge enterprise will be tortuous and ultimately incomplete. Some illustrations of business impact may be useful to illustrate how IM comes from, and feeds back into, the individual worker. The cost and efficiency benefits are obvious.
Orientation time costs
Much work is similar (and in some cases exactly the same) in different business activities and in different regions. But the failure to recognize similarities, and establish standard processes and tools means that jobs continue to be considered "unique". Because of this, when there is a need for an additional worker we can't simply plug in a new body and expect that person to start work at once. There is a need to learn a whole range of "unique" procedures, policies and directives, "standards" and utilities. Defining the essential information bits that a worker in a specific field would need to have, and loading this on a generic screen, should reduce orientation costs and start up stress. Technology convergence should allow standard computer interfaces, even though specific applications may vary.
Routine information unavailability
What are the annual costs are for time lost looking up employee telephone numbers, addresses, titles and responsibilities? Or the costs of trying to locate basic program, activity and organizational information needed for reports? Or costs incurred sending people out to gather general and business-specific information which should be at the desktop?
Employees often do not have ready access to information on policies, training programs, job opportunities and application procedures. How does one ascertain that the travel policy in the desk drawer is current? Staff spend large amounts of time locating rooms for meetings and finding acceptable times when a group can meet. Confirming the identity and location of event participants takes considerable time.
Information for specific needs
If one is charged with producing a new corporate brochure and you need the history of the enterprise, where would one start? In many organizations this information is tacit only, and you can gather it only through interviews. Are employees expected to enhance their knowledge of enterprise history in a similar way? How does one ensure that consistent facts and interpretations are received when there are many senders, and few rules to guide them? Do we have an "official" history?
We need to know about "other officials". If the corporate objective is to establish single points of contact for clients, a "full service regime" and one stop shopping, do we know who is responsible for what and how to reach them? Can a worker easily marshal all the needed HR, policy, forms, procedural and authority information to allow cutting a deal in a timely manner?
What about our project managers? If we are about to do a building renovation, can a manager access a concise and reliable history of the facility and its floor or wiring plans, the as-builts or the development approval conditions for a property? Does one have ready access to all the operational and improvement data over a reasonable period of time to allow a meaningful cost-benefit analysis? Have the data been gathered and maintained in a consistent fashion over time, or could the floor area be in metres one time and in feet the next, without any accompanying definition?
Potential for embarrassment
Organizations in the public domain or subject to regulator or public scrutiny are expected to keep records, and be able to retrieve information as needed. As organizational and operational complexity grows and the volume and variety of information increases, storage and retrieval will become more and more challenging. Employee turnover, policy and procedure indifference and other factors will continue to hamper effective capture and control of intellectual assets.
It is inevitable that information demands on the system by both officials and customers will increase. At some point these factors will meet at a junction where administrative response will be inadequate or inappropriate if they have not already. An organization may have had the best of intentions and done a fair job under the circumstances, but it will appear to have fumbled.
Redundant Effort
The same information is collected many times by all sorts of organizations. Some information is collected for long forgotten reasons or really had not been rationally (business) based in the first place. In defining what an organization and its workers need to know, there is also a need to identify that which is not needed. Rationalization will reduce data maintenance costs, and may lead to a clientele less burdened by unnecessary questions and pleased with a company they feel has greater trust in them.
Managing Human and Data Logistics
Employees are mobile. They frequency change jobs, locations, and assigned duties. The organization itself moves whole sections around, takes up new office lodgings, rolls out new telephone and computer equipment and changes section and branch names. Organizations ask employees for name and location information frequently. Often such information does not "keep up" with the employee. This results in lost or delayed checks, approvals or deductions. These activities require people to modify directories and databases. Yet changes are frequently slower than the business demands or the employee expects.
Seeking Explanations
Terminology use differences between sections (or even workstations) drive staff to officers for frequent explanations. For example: "plans and strategies" mean different things to different people. "Resources" may mean just dollars for some, people for others. It can also mean all inputs (or overheads) needed to support a business activity. Is real property an asset? What is a "committee", a "board", a "working group"? What are the implications of uncertainly in such areas? What are the costs to an organization in repetitive responses to mundane queries?
Wheel Reinvention
In a scientific institution, research is "grounded". It is linked into what has gone before, and what is happening elsewhere. It is never assumed that the current initiative has no precedents or parallels. A scientist starting a new project will be unavoidably drawn to the library, to the organization's information holdings, to consult with colleagues. But in the non scientific world we often don't assume, first, that what we need was either foreseen or answered before. Without a more "scientific" approach one could, conceivably, draw office floor plans time and time again.
The absence (real or perceived) of rules governing the disposition of correspondence, reports, manuals and plans (electronic or otherwise) means that new archives and repositories will be established, moved, changed and closed with regularity. Classification and filing systems will be invented by the manager of the day and replaced by successors. Inadvertent losses in important work will have to be replaced using scarce dollars.
Defining who is in the loop
Do many organizational managers really know the full range of skills, education and training, and specific interests held by all their employees? What are the procedures for involving and informing people? Is there a logical process for matching needs with the corporate resource pool? Or is the process really willy-nilly?
But where do we go from here?
The first challenge in working smarter is getting positioned to do so. Management gurus usually place high value on real employee empowerment, the breaking down of barriers, and improved information flow. Most managers would agree that, regardless of your management philosophy, a motivated and informed work force is essential. But our corporate structures often work contrary to such objectives. Business line jurisdictions and hierarchies frame our products and processes. We reward achievement within these parameters and discourage activity in others. We do not do a good job of telling our people what our enterprise is all about.
Employees at all levels need to know where the organization is, and is going. They need to know (or be able to work out) what opportunities are being or not being exploited. They need to know how, and that, they can put their ideas to work. They need information.
The motivation value of information sharing cannot be overstated. And that demands a regular process of bringing people into the know at early stages: when new activities, for example, are at first cut stage. (We need in this instance to strike a balance between needs for security and needs for enterprise success). Organizations that want to build a "knowledge enterprise" do not communicate with their workers solely by press release and directive.
Employees must do their part. They have to learn, change and adapt. If we are to have "discipline", it will be the discipline of all, working collectively with shared values. It must be the way we "train our minds".
Organizing for Change
Organizations embarking on the IM or knowledge enterprise voyage can expect a stormy trip. It will likely be costly. Some elements will take a lot of time to implement. But careful scrutiny will reveal, disjointed though they may be, many key IM elements already in place in nearly every organization. Many other elements can be developed quickly, cheaply and easily.
The first thing one needs is managerial commitment. One needs religion on this trip. The second need is employee buy-in. And what are they buying into?
- a corporate commitment to information sharing
- a shared understanding of what information is needed, how it will be gathered, how stored, how delivered
- recognition of the value of research
- agreement on recording rules and accuracy requirements
- agreement on information forms and formats
- effective data and information collection and management
- and lastly, all sorts of conventions: in name recording, date, location, activity names
Whatever the organization and function of the plan for information management, it needs a governance structure designed for the purpose, involving all sectors. The structure should be headed by a coordinating council to provide a high level, overseeing role. There is need for a suite of subgroups to develop and implement IM plans, procedures and policies that will collectively serve to transform the organization to one based on managed information.
Coordinating Councils
"Councils" must have a defined authority and a membership of named individuals who have both business knowledge and that of the IM / IT fields. They should occupy positions related to re-engineering, change management, corporate services or business support. They should be expected to give 20% of their time to the Council over an assumed two year implementation period. Each member should chair a team focused on one element of the new IM paradigm; such as,
- Mission statements
- Business plans
- Defining the organizational culture
- Strategies for buy-in and motivation
- Developing and operationalizing IM Principles
- Defining key enterprise terms
- Planning for integration and control
- The policy and procedural framework
- Defining the CIO or CKO role
Part 2: The CIO and CKO
The CIO and Information Management
Chief Information Officers (CIOs) are responsible for IM/IT governance, information management (IM) policies and planning, and certain key information activities. They may lead or be key players in IT procurement, "architectures" of various types, network management and application development and readiness and roll out planning. CIO's represent the perspective that corporate information or "knowledge" is a key tool that needs to be managed as any other asset.
In the various forums within which the CIO operates, his office hears the views of employees, managers, customers, clients and taxpayers who have different and not always compatible needs for business information. Sometimes organizations will "move a step up the ladder" and engage a Chief Knowledge Officer (CKO) who may be responsible for all of the above, and more besides. Usually a CKO will have less an IT preoccupation and more of a focus on the business. Indeed, it may be too much technical training could inhibit the performance of a CKO who, to be effective, must be comfortable in all the organization's camps and seen to be partisan to none in particular. Both CIO's and CKO's however need to be highly competent in project management and communications. Whatever the title, the operative word is "information", not "informatics" and we are concerned with CIO's and CKO's who manage information.
What is "Information Management (IM) to an "Information Manager"?
IM is a discipline for managing organizational information. It considers all information in all formats: text, data, graphics, audio and visual found in mail and voice mail, reports, forms, journals, magazines and books. IM focuses on standardized gathering, disseminating and distributing, archiving, and destroying information. IM measures the relevance of technology to these processes in terms of how they may be enabled or enhanced.
IM uses models, policies and procedures to ensure as far as possible that information maintained by an organization is useable, factual and consistent. It promotes standards and definitions through official vocabularies and glossaries, classification systems, "field definitions" and directories.
IM objectives include ensuring there are valid business reasons for gathering and holding information and ensuring that a client/user focus is maintained through all process stages. The IM discipline cannot be entirely ordered from the top. It must be learned, and accepted as a fundamental way of doing business in an information sharing organization.
Importantly, IM works within a policy and legal framework. The framework addresses such issues as content quality measures, security, access and sensitivity, and the needs of the handicapped among many other issues. IM plans and activities should clearly link to the plans and architectures for Business Planning, Information Technology (IT) and Office Automation (or Office Information Systems).
Key tools include an "information framework" which lays out values, plans, strategies and enablers. Another is a good glossary of terms, and yet another modeling which facilitates conceptualization of relationships and processes. Information managers like to define what various "types" of information are in use, or are emerging, and what the related needs and uses of such information are, or could be. They need to know a great deal about the way information is formatted and stored, how it is accessed and by whom, how it moves around and outside the organization, how and by whom it can be changed, and how, finally, it is disposed of.
Finally, information managers strive to be consistent with values and trends identified in the larger local, national and international communities, in such issues as stakeholder access to information, and processes that support an interactive relation between users and providers of information.
Pressing needs
Information managers know that employees need critical mission information on a fast, ready-to-use basis. Employees need access to employee lists, locations, telephone numbers and succinct information on individual, group, branch and corporate functions and responsibilities. There are periodic needs for information on partner and competitor plans and activities and (usually on-line) access to current socioeconomic data of various kinds. They need, with lesser frequency, background information on programs and activities, strategic plans and directions, policies and procedures and financial authorities. They need to have "the whole picture" when addressing strategic directions, changes and evaluations. They want assurance that what they are accessing is valid, useable and consistent. A key success will be designing systems that ensure managers and staff at all levels know what information is available on a given subject, where it can be found, and how to access and use it.
External stakeholders want to be able to "deal with the enterprise" without navigating complex organizational charts and systems only to find that what is available is too little, too late or too costly for use.
The organization of information in these contexts has become a mission critical requirement. But many of our institutions, agencies and businesses are operating with state of the art technology and century old business practices.
What has been done
"IM" in many organizations is really just an outgrowth of IT. In others IM is really "data management" rather than "information management". In yet other cases IM means centralized information distribution (including printing and/or conversion to electronic form). In some areas IM has tended to focus on the entry level issue, applying rigorous standards in data and field definition. These activities, though they may need re-engineering, can be important building blocks for a knowledge organization.
Many organizations already have effective systems at work. Though not integrated, these are centres of excellence that could be linked in corporate IM development:
- library services have well established organization and classification know-how
- corporate services may have tried and true links to external and internal publications and relevant business data and systems
- records officers may administer a file classification system for some or all information resources. It could be an "organization free" acronym or numerical identification system that has not been exploited for other identification opportunities
- forms managers are a significant underutilized resource, seeing their job as one of document design rather than information generator
- many administrative personnel still enforce hard copy subject and chronological filing but such is rarely brought forward into new document management processes
Towards a plan of action
Many organizations have made significant, strategic moves in the information domain recently. Many have IM/IT governance structures which bring business and technology to a common table for resolving critical issues of standards and practices. On a more practical level organizations have developed Information Management Plans (IMP) and Information Management Frameworks (IMF). These organizations have defined a set of "Information Management Principles" as a key plank in their IM planning.
High level data, information and knowledge models need to be supported by foundation plans and strategies in document management, files and records management, integration of desktop applications, organization wide system integration, database management and access to and exploitation of new technologies including "third generation mail", Intranet and Internet.
At lower levels in some organizations work sectors and project teams are establishing site-specific plans and strategies. Corporate libraries are establishing on-line links to important sites and sources of business information. Business line and communications staff are developing new skills to exploit the new technical tools for document design, management and distribution. These can be important initiatives if they are strategically driven and corporately applied or available.
There is a need for structure and strategy but there is also a need for talent and knowledge skills. There is also a need for technical know-how. Not all employees have the knowledge, skills, hardware and software to allow them to use all the new desktop and corporate resources. Effort needs to be expended to determine not only minimum skill sets for working in an information based organization, but also to define what the minimum technical and infrastructure needs are as well.
New employee requirements
Working in a knowledge world is a major climate change, and it is coming up against cultures which are woefully unprepared for adaptation. The new climate is one where one understands:
- how critical information is to mission realization
- how one's own information needs to be part of corporate resources
- how critical links can be to multiple stakeholder communities
- that roles are changing dramatically in the knowledge economy
- that organizational and jurisdictional walls are dissolving
- why work processes need to be defined, improved or rejected altogether
It is at the process level that the greatest work needs to be dome, and where the greatest benefit can be derived. Clearly the thesis of this paper is not a proposal for records maintenance for its own sake. The value of frameworks and architectures is in making notions explicit, developing shared understanding and ensuring that plans and strategies are consistent with our business operation and development models.
In these areas the roles of HR, training, communications and legal services will be instrumental and critical. They are both the "change leadership and safety net" that guides and supports employees as they transform the workplace, taking risks, learning new skills and incurring some measure of stress in the process. It is up to the information managers in organizations to work with internal agencies, external stakeholders, employees and managers to help make what is a very important business transformation happen with minimum losses and casualties.
David G. Jones
June 1998


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Artists for Conservation Gala
6:30 pm - 11:30 pm
6400 Nancy Greene Way
North Vancouver, BC
Join us for a magical evening to celebrate nature in art, and meet some of the world's top nature-inspired artists and conservationists. Preview the World's Top Conservation-Themed Art Exhibit with 80 original paintings and sculptures for sale, with proceeds supporting conservation. Also enjoy a preview screening of AFC's latest short film, and first "Raptor Live Paint" with living wildlife ambassadors! Artwork created in front of the audience will be live auctioned.
Tickets are $200 before August 30, 2013 and $225 onward.
To purchase tickets or for more information, visit festival.artistsforconservation.org/gala, call 778-340-0749, or email firstname.lastname@example.com.

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Ashley's 10th birthday party! She was so sweet and excited for her birthday. Her family made it a special event them of Breakfast at Tiffany's.
Nov 18, 2013
Oct 2, 2013
Chirs and Ashley Engagement Session
Ashley and Chris will be getting married in April next year. I am looking forward to their wedding. It will be in the gorgeous apple country of Oak Glen! We went on an adventure for this photo shoot. Being on a lake and taking pictures is quite challenging. I was so excited for this challenge and the pictures turned out amazing. This is just a taste of all the amazing shots we got this beautiful day.
Jul 15, 2013
Baby Benjamin
Baby Benjamin was welcomed home just a few weeks ago. Kimmi and Josh are loving parents with three children. Big sister was so excited to hold her new baby brother and I loved how careful she was with him. It is so exciting to see new life bring such happiness. Thank you guys so much for inviting me into your home to capture such sweet moments. I look forward to see him grow into a Godly man one day :)
May 23, 2013
Baby Clara
I am so blessed to know this amazing family. They are so loving, giving and they will be the best parents. We have become close and I am so excited to see Clara grow, as well as, their family. I enjoyed going into their home to take pictures in Clara's nursery. They worked hard to set up her bedroom, not even knowing it was a girl. Waiting to delivery to find out the gender of your baby is not very common these days. Kirk & Marianne were so excited to finally meet Clara and bring her home.
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Today and yesterday we had bad snowconditions but anyway Mikeala Hollsten made a super shot, you will see it next year in a snowboard magazine. In the afternoon we ride the park, see below. If you foreward to 1:30:00 you can see my run in Nendaz if you did not see it jet. http://www.epictv.com/media/podcast/dodging-avalanches-to-score-insane-powder-runs-in-austria-%7C-by-fair-means-ep-2/274264?header_b=1
spring time
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Family outdoor evening mini sessions!
Update your family photos this year!
Location: Maidenhead
Time: after 6.30pm, select Date below
30-40 min session (no outfit change)
20 plus images sent via WeTransfer within a week
email email@example.com
text 07710024834
for more information.
Please note this is not a usual full session where we can take snack breaks or change outfits etc.
Everyone need to arrive ready, fed and dressed!
London Newborn Photographer - Baby Photographer - Pregnancy Photographer - Newborn Photography Home Visits
Ann Wo Photography
01628 311606, 077 100 24834
Maidenhead, London, UK


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How to keep FOMO from stealing your focus
FOMO is a serious epidemic. I have found that it is so easy to spend extended amounts of time watching what other people are doing (um, hello, YouTube and Instagram...) and get completely off track on your own plans.
I'm speaking from experience of course. Like everyone else, I've been guilty of scrolling for hours, watching colleagues in various industries showcasing their awesome stuff. I've seen the newest, hottest social media trends come and go (Periscope, anyone?) while everyone screams about them being the next "BIG" thing. And I've realized that following the FOMO, and bouncing from thing to thing with the rest of the crowd does not serve me or my goals at all.
FOMO stands for "fear of missing out," and it's an ugly bit of human nature.
Have you ever been stuck in FOMO? When you're stuck in FOMO, you:
- scroll endlessly on social media, always feeling a pang of "How come I'm not doing that?"
- insist on trying every new thing that flies on by.
- second guess the crap out of all of your decisions, make changes and choices based on outside influence, and believe that everyone else has it right while you most certainly must have it wrong.
What an icky feeling!
But here's the thing: FOMO is a big fat liar!
The lie it tells us is that there is this "one secret" to success, that everyone else has it, and that if we scroll long enough, and try enough things, the secret will be revealed and the entrepreneur "struggle" will be over. But deep down we know that's not going to happen, and so the guilt sets in.
Bottom line: FOMO = distraction!!
So how do we guard ourselves against this shame spiral? I've got three tips to get you out of your own head and back on track.
1. Be sure of, and confident in, your current goals.
If you are doubtful of your goals, if they are achievable, if they make sense for you and where you are in life, or anything like that you'll fall victim to FOMO much more easily.
- Start by setting SMART goals and checking in with them on a regular basis. Remember, SMART goals are Specific, Measurable, Actionable/Attainable, Relevant/Realistic and Time-Bound.
- I check in with my goals on a monthly-basis, using both my Monthly Reset Workbook and my PowerSheets.
2. Evaluate new things honestly.
Whenever someone starts raving about something new evaluate it honestly. Ask yourself these three questions:
- Do I have time to research and implement this new thing, and do it well?
- Is there really something wrong with what I'm already doing?
- Can I actually get anything different or better from this new thing that I can't get from doing what I am already doing more consistently?
Once you have your answers, you'll know whether it makes any sense to pursue the new thing or if it's just a handy distraction.
3. Tune it out and turn it off if you can't get away from FOMO.
Social media is the #1 cause of FOMO in my own experience, so when I can't block it out, it turn it off.
- Do all of your social media posting through Buffer or another third party app. You can still use it for your marketing, but avoid the vortex of your feeds.
- Block your Facebook feed on your laptop using a feed-blocking app. This has the handy side-effect of helping you stay focused on whatever you're working on also.
- Remove the social media apps from your phone. Out of sight, out of mind.
Are you currently stuck in FOMO? Try these tips and let me know in the comments how they work out for you. With back to school and the holidays just around the corner, it is the time of year for comparisonitis to rear it's ugly head.
**Need help setting SMART goals? Or figuring out how to distraction-proof your schedule and workflows? All of my Core Focus Strategy Session clients get access to a workbook that contains a SMART goal planning workbook. Schedule a discovery call here.


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Today I received a letter from a business wanting me to import and on-sell their handbags. My response to the company is the following.
David I cannot afford to import. But I do know how to organize a team to sell on line. If you need help let me know.
David I cannot afford to import. But I do know how to organize a team to sell on line. If you need help let me know.
You need to know that there is also another way to do this.
How would you like to become an 'e-commerce affiliate' that run the handbags with over 60000 other items and services. Through a company I am with I offer business to place their products on line. It is free to join. Basically simple to use. Once the Handbag sell the company deduct roughly 15%. Sales people are everywhere around the world so you need not worry about that side of things.
What this means for you: Personally you become the retailer. Hint for sales directly to the public charge the public public prices. This covers postage and handling and the 15%. With the added bonus of you gaining more of the profit margin.
Here is the contact gateway http://www.
tripleclicks.com/11884551/ECA for you to look and see. I will guide you through the steps.
This may even bring in your new year with greater prosperity.
So what do you think? Do you know any businesses wanting to further sell their products, not pay [and train] the extra employees you will need when the products start selling.


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Blogs on anything and everything I care about, ranging between politics to food to humanity to religion to my own development. Enjoy. Peace.
Friday, 24 June 2016
The Aftermath
David Cameron's attempts to appease some of his own party and growing elements of the right-wing has resulted in a shock victory for leave, and over the next two years the UK (what will be left of it) will leave the EU.
Nicola Sturgeon (First minister of Scotland) has called for a Second Independence Referendum. Sinn Fein in Northern Ireland have called for a poll on a united Ireland. Both countries overwhelmingly voted Remain, and yet face being unwillingly dragged out of the EU unless they remove themselves from the UK. Scotland is likely to leave the UK, Northern Ireland, less likely.
Most surprisingly, Wales, an overall net beneficiary from the EU, has voted overwhelmingly to reject their ties with Brussels.
There have been a lot of surprises over the last 24 hours.
Even general racist idiot Donald Trump has got in on the action, saying he was pleased for the UK. If that's not death's kiss, what is?
In a survey conducted by YouGov at 10PM on the eve of the results, 75% of 18-24 year olds stated they were going to vote Remain. Compare that to 61% of 65+ year olds, who wanted to leave the EU. There is an age divide. A clear age divide. One that more and more young people are becoming aware of.
Now I'm not going to give you my personal arguments for Remain, I've done that, and I'm blue in the face and bored of doing it. I'm not going to plead the millennial argument; "BABY BOOMERS HAVE SHAFTED US AND NOW THEY'VE VOTED EXIT IT'S ALL THEIR FAULT"- although a lot of my friends would agree with that sentiment.
- I am arguing that allowing 16 year olds the vote would have been the fairest thing to do in this referendum -
Think logically about this for a second.
Let's look 20 years ahead.
Post-EU UK does brilliantly, we move from strength to strength as a united collection of countries as the UK, we negotiate good trade deals with major EU trading partners, the money we spend on the EU is put towards the NHS, and suddenly everything is wonderful. The far-right doesn't rise across Europe, spreading hate wherever they go. That sort of thing. I'm optimistic, clearly. Pensioners everywhere will be looking on from wherever we go when we die self-congratulatory, patting their backs over the wise decision they helped the country make on the 23rd of July 2016.
But just for a minute, say it doesn't. Say it does really badly. Worst-case scenario - Scotland and Northern Ireland leave, major EU trading partners won't touch us with a bargepole, the money we spend on the EU is found out to be much more minimal than we thought, the pound becomes hugely devalued, and the far-right do their thing in European countries and say, France and Austria leave the EU too.
Pensioners everywhere who voted on the 23rd of July 2016 won't be around to witness the full extent of a decision they helped push through.
The 18-24 year olds will be. The 56% of quoted 25-49 year olds who also wanted to Remain will be.
And those between 16-18 will be also. They'll bear the brunt of a decision that they had no part in.
The typical argument goes something along the lines of "16 year olds can join the army but not vote on the politicians who decide who they will fight against". That's a pretty solid argument. But there is very little political education among the under 18s, hell, among the under 25s.
Which brings me on to my second point. It's not a long one.
Why isn't there compulsory political education in secondary schools? Why do we view the democratic system that our kids will grow up to be a part of as so dangerous for them to learn about? It's such a short point because it's so blindingly obvious. We as a team at the British Youth Council are battling for it. Campaigns by CitizensUK are also fighting to make it a reality. Carwyn Jones promised in Wales (as it already is in Scotland) that young people would get the vote in his manifesto. But more needs to be done.
Unfortunately it's too late for 16-18 year olds. If the gamble of leaving the EU doesn't come off, they will be, like my age bracket, up the creek without a proverbial leg to stand on. Or something like that.
I'm joking because if I didn't I'd cry.
2 comments:
When nobody has a voice, everyone shouts. When nobody understands, everyone fights their own corner. Let's hope that the Brave New World that is approaching will be characterised by listening and by a corporate wisdom that sees how much we need one another.ReplyDelete
However if nationalism and xenophobia continue to develop (not a characteristic of all Brexit campaigners by any means, I hasten to add!) we may well end up deaf to any suffering but our own, and a corporate self serving wisdom.
Then wonder why we have lost our place and our voice in the wider community of Nations.
Well put Joe. I'd already thought about why we don't educate our kids about the democratic process. It comes down to the fact that, if people don't understand the facts of an argument, they will default to the emotions it evinces within them, which are always a much more short term and selfish result.ReplyDelete


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Rang De Basanti Songs
Patriotic movies in the early times seemed to be so boring and made for the critic alone. But the trend has changed and Rang De Basanti has hard pinches of patriotism told in a indirect way. It is a story of five friends who live a careless life and how they turn into responsible Indian citizens. Alice Patten plays a film maker from London who flies down to India in search of 5 young men to play the roles of Indian revolutionaries. She reaches the five friends, Aamir Khan, Siddharth, Kunal Kapoor, Sharman Joshi and Soha Ali Khan. They initially refuse but later agree. The movie actually enters into the story after the death of Madhavan in an air crash and the story takes a mode of revenge.
Rang De Basanti Movie Facts
Director : Rakeysh Omprakash Mehra
Songs Director : A. R. Rahman
Starring : Aamir Khan, R. Madhavan, Alice Patten, Soha Ali Khan
Release date(s) 26 January 2006
Country : India
Rang De Basanti Songs Album
The masses expected a movie not so high in music as it was tagged a patriotic movie. But the trailers and the song releases took the audience by surprise with the hip and peppy 'Rang De Basanti' songs. The first video release was the title track 'Rang De Basanti' a comeback from Daler Mehendi. He is still the king of Punjabi pop and will make anyone do a bhangra on hearing it. Then there is "Apni tho Paathshala" which is a typical A.R Rehman creation, a perfectly made Indian song with western influences at songs.pk. This is a college campus hit. The song has another version also with the same tunes but more singers. The song that lingers on your tongue on a silent day will be 'Tu Bin Bataye' with its simple yet attractive melody. Soft and subtle, this song is a sure hit at the charts. The funky mood is recreated with 'Khalbali' with the middle-east rendition to it. To sum it all 'Rang De Basanti' simply rocks.
List of Songs
No Song Name Artist 01 Ik Onkar Harshdeep Kaur 02 Rang De Basanthi Daler Mehndi, Chitra 03 Paatshala Naresh Iyer, Mohammed Aslam 04 Tu Bin Bataye Madhusree, Naresh Iyer 05 Khalbali A.R Rahman, Aslam, Nacim 06 Khoon Chala Mohit Chauhan 07 Paatshala Be A Rebel – Blaaze, Aslam, Naresh Iyer 08 Luka Chuppi Latha Mangeshkar, A.R Rahman 09 Roobaroo A.R Rahman, Naresh Iyer
Rang De Basanti Review
The movie review written on BollywoodHungama.com by Taran Adarsh is present on link- Here
Masti Ki Paathsaala Video Song
Luka Chhupi Video Song


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Postal News Roundup - Feb. 16, 2017
Baltimore Post Examiner: Labor leaders given World Peace Awards in D.C. Ceremony
"On Capitol Hill, on Tuesday afternoon two stalwarts of the cause of Organized Labor, John Sweeney and Elizabeth Powell, were awarded with the "Roving Ambassador for Peace" award. Sweeney is the President-Emeritus of the AFL-CIO and Ms. Powell is the Secretary-Treasurer of the American Postal Workers Union (APWU). The ceremony was held in the headquarters of the AFL-CIO, on the eighth floor, with a splendid view of the White House and Washington Monument in the background…"
Post and Parcel: OIG publishes report on international postal price regulation
"The US Postal Service (USPS) Office of Inspector General (OIG) has published a report which looks at how postal prices are regulated in Australia, Canada, France, Germany, and the United Kingdom. The report, which was produced for OIG by WIK-Consult, found that in all five countries 'regulators revisited and modified price regulation to allow for greater pricing flexibility in response to changing market conditions.' OIG commented: 'Changes occurred in two ways — reduction in the scope of products covered by regulation and allowance of higher price increases on regulated products. Most recently, the changes have allowed price increases that are greater than inflation…'"


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IGC to meet February 29
The International Gliding Commission will hold its annual meeting February 29 and March 1 in Rome, Italy. The meeting is open to the public, and the agenda is published on the IGC website.
IGC is responsible for promoting our sport at the international level. This includes sanctioning international contests, awarding the international medals and diplomas, and maintaining Section 3 of the FAI Sporting Code, the section that deals with the sport of Gliding (including all the rules regarding badges, world records, and international competitions).
This year, the Commission will consider, among other things:
- The elimination of photographic procedures
- Open standards for data communication
- Commercial Off The Shelf GPS units for documentation of badge flights
- Regrouping of world record categories
- Rules dealing with deliberate jamming of GPS receivers
- Contest procedures
- Backup Flight Recorders
- Bids from Sweden, Italy, and Germany for future World Championships
- The awarding of the Lilienthal Medal, the Gehriger Diploma, and the Majewska Medal
Decisions made at these meetings affect all USA glider pilots, not just the US Team! If you have an opinion on how the US should vote on any of these issues, present it to your SSA Director.
Posted: 1/23/2008 By: Representation Committee
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10 players whose trade stock is on the rise
The Manny Machado Watch continues to dominate all conversation surrounding the trade market, but as the calendar inches closer to the July 31 non-waiver Trade Deadline, a big bullpen arm moved this week -- a possible sign of things to come.
The Manny Machado Watch continues to dominate all conversation surrounding the trade market, but as the calendar inches closer to the July 31 non-waiver Trade Deadline, a big bullpen arm moved this week -- a possible sign of things to come.
MLB Buzz: Catch up on the latest trade chatter
Kansas City dealt closer Kelvin Herrera to Washington on Monday, giving the Nationals an All-Star-caliber arm to pair with Sean Doolittle at the back end of the bullpen. Last week, we cited relievers Herrera, Zach Britton, Brad Brach and Shane Greene as some of the players whose trade stock was rising, so who has seen their value increase during the past seven days?
Manny Machado, Orioles
Machado certainly hasn't let the trade speculation bother him on the field, where he continues to produce as one of the league's best hitters. The shortstop hit safely in five of six games this week, leaving him with a .304/.369/.554 slash line. The biggest question remains whether any team will step up and pay the steep price being asked by the Orioles for their franchise player and impending free agent.
Potential fits: Phillies, Cardinals
Adam Jones, Orioles
Machado might be getting most of the attention in Baltimore these days, but Jones -- a five-time All-Star and longtime face of the franchise -- has been swinging a hot bat in June (.328/.375/.418), and he might be attractive to a team looking for both a productive outfielder and veteran presence. The 32-year-old is slated to become a free agent at the end of the season.
Potential fit: D-backs
Video: OAK@SD: Lowrie cranks a 2-run jack to right field
Jed Lowrie, A's
The versatile Oakland infielder is having a strong offensive season -- his 11 home runs and 47 RBIs are putting him on a pace to set career highs in both categories. Lowrie, 34, has played primarily at second base this season, though he's capable of moving around the infield wherever he's needed. Lowrie could be the ultimate utility player/insurance policy for any contender.
Potential fits: D-backs, Braves
Joakim Soria, White Sox
After suffering through a difficult May, Soria regained the closer's job for the White Sox, and he has been nearly perfect in June, going 6-for-6 in save opportunities while not allowing a run in nine appearances. He won't be a ninth-inning option for many contenders, but the 34-year-old would add late-inning depth to most bullpens.
Potential fits: Astros, Cardinals
Video: TEX@KC: Statcast™ measures Choo's 49-degree leadoff HR
Shin-Soo Choo, Rangers
Choo turns 36 next month, but while his best days are behind him, the outfielder/DH has shown this season that he can still hit, already launching 13 home runs. Choo's OPS is .919 against right-handers, making him an ideal platoon option for an American League team that has the ability to play him at DH and in the corner outfield spots. Choo has been on fire this month, with his June OPS sitting at 1.054 entering the weekend.
Potential fits: Angels, Twins
Darren O'Day, Orioles
Britton and Brach are obvious trade candidates thanks to their expiring contracts, but the Orioles would probably love to shed O'Day's contract this summer. The right-hander is owed about $5 million over the rest of this season and another $9 million in 2019. He's been excellent since returning from the DL less than two weeks ago, throwing four scoreless innings while giving up one hit with no walks and seven strikeouts.
Potential fits: Giants, Indians
Jurickson Profar, Rangers
The onetime No. 1 prospect in all of baseball, Profar's career hasn't lived up to expectations. The 25-year-old filled in admirably for Elvis Andrus during the starting shortstop's stint on the DL, and Profar has already set career bests with eight homers and 41 RBIs thanks to a strong performance this month. However, Andrus' return leaves Profar as a man without a position. Texas plans to keep Profar in the lineup by moving him around the diamond, but with Andrus and second baseman Rougned Odor firmly planted at their respective positions, the Rangers could deal Profar to address another area on their roster.
Potential fits: D-backs, Phillies
Video: TEX@KC: Hamels strikes out 7, allows 0 earned over 7
Cole Hamels, Rangers
Hamels posted another strong start this week, holding the Royals to one unearned run over seven innings. That outing lowered his ERA to 3.41, while his seven strikeouts kept his ratio at one per inning for the year. Hamels remains one of the few proven starters with postseason experience on the market, and with a number of teams looking to add an arm to the rotation, the Rangers are in a good position to deal.
Potential fits: Yankees, Brewers
J.A. Happ, Blue Jays
Happ continues to be one of the more intriguing names on the trade market, though the Blue Jays haven't committed to selling just yet. Happ is 5-0 with a 2.35 ERA over his past seven outings, holding hitters to a .155 batting average and a .469 OPS in those starts. The 35-year-old is owed about $7 million over the rest of the season, but he's set to become a free agent this fall, making him a strong rental candidate.
Potential fits: Yankees, Mariners
Video: OAK@SD: Treinen K's the side to earn the save in 10th
Blake Treinen, A's
It was only 11 months ago that the Nationals dealt Treinen to Oakland as part of the deal for Doolittle and Ryan Madson, giving up on their onetime closer after a dreadful first half that saw him struggle to the tune of a 5.73 ERA. But the 29-year-old has been simply brilliant this season, successfully converting 16 of 17 save opportunities, including each of his past 15. Treinen has a 1.03 ERA, a sub-1.000 WHIP and 43 strikeouts in 35 innings. With a modest $2.15 million salary and two more years of club control, Treinen could be a sought-after bullpen arm in the coming weeks.
Potential fits: Indians, Astros
Mark Feinsand, executive reporter for MLB.com, has covered the Yankees and MLB since 2001 for the New York Daily News and MLB.com.


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Shar & I arrived last Wednesday to start organizing the galley and stores…and Bob arrived on Friday night. Since then, boats and crew have arrived and we're slowly meeting everyone. Group gatherings were held for Monday & Tuesday mornings to hear fleet captain Bernie offer his wisdoms and commandments, and a social gathering occured on Monday evening. So, it's all starting to get real.
The fleet, boats & crews are below; first the 'crossing' boats, then the final 2 going to Bermuda, then elsewhere:
- Moxie N55 (with 4 aboard) – owner Bob, son Jason, Shar & me
- Angela N55 (4) – owners Andre & Oxanna, fleet Capt. Bernie & sidekick Robert
- Aleoli N52 (6 – all guys & the only boat w/ a body bag) – owner Stephan, Fernando & 4 others (sorry, guys)
- Relish N60 (4) currently in the Bahamas – owner Silvio, Rick & Michelle, Gary
- Jura N57 (3) currently in Bermuda, going with us as far as Horta, Azores – owner Cameron, Rob & Michel
- Roam N47 (4) – owners Clark & Michelle, another Michelle & Mark
- Tivoli N50 (3) – owner Clayton & Deanna, Jim
We just learned of an addition to the fleet, the above mentioned Jura. They will accompany us on the Bermuda – Horta leg, then strike out on their own, going to Scotland.
The weather looks OK. Notice, I didn't say good. Easterly winds 15 – 20 kts with seas 4 – 6 ft are forecast. Easterly (from the east), in this case, means, because we want to go east, 'in your face' or, in boat terms, 'on the nose'. Winds on the nose are not mitigated by stabilization systems, with which all these boats are equipped. Stabilizers are designed to reduce rolling (side to side), which is much more seasick inducing than pitching (more descriptively, 'hobby-horsing'). So, we'll be bumping around a bit for the first two days. After that, things look pretty good, all the way to Bermuda. By late Thursday, we expect SE winds 5 – 15 kts and seas of about 2 ft.
Boats are mostly ready. We are totally provisioned, safety checked, watered, fueled, with all crew on board (Jason arrived this AM). Some boats, however, still have minor outstanding issues. Angela, for instance, has air conditioning problems…with needed parts that were promised for arrival on Monday that still aren't here; not a show-stopper, for sure, but something that adds stress as we close in on the deadline. There was a rumor of crew shortage, due to a broken rib and another due to illness, but that did not surface at the last morning meeting. So, by and large, we're ready and the fleet is ready.
I haven't said much about the home port where we're gathering, Old Port Cove Marina in North Palm Beach. Nice place. Here's a narrow view out the saloon door as I'm drinking my morning coffee. That's the marina office and restaurant. Nice palm trees, eh.
There are more Nordhavns here than you can shake a ludefisk at, some really large. Beyond our little fleet, there are a 62, 68 & 86 (92′ counting the swim step) here, and Bob says there are many more during the winter. Last night, the Queen of the fleet arrived under cover of darkness. Aurora is 120 ft. of superyacht, dwarfing us all.
North Palm Beach is a nice flat place. Hot, by NW standards. Been around 90 each day, with afternoon breezes that keep it from being stifling, but don't really cool. Surface streets are wide boulevards, criss-crossing everywhere, with posted speed limits of 40 – 45 mph, but 50+ isn't unusual. U-turns at traffic lights are part of the routine.
We've enjoyed the local seafood; no wait, love it! Copia, grouper, mahi and stone crab have graced our dinner plates. I think the copia, which is a tad like halibut, is my fav; Shar lists the Mahi-Mahi highest. There are lots of nice restaurants nearby and given that this is the slow season, it's easy to grab a table. So, before we leave, one last dinner out tonight..and I'm ordering FISH.
Another cool element of the area is the abundance of Italian markets. There are two within easy driving distance. Carmine's (OMG!) is fabulous. I wanna move in and live there! We did our last provisioning trip to Carmine's this morning: fresh produce, cheeses, meat and specialty sauces. Oh yeah, we aren't gonna go hungry on this trip.
Next is open ocean…


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RENEW THE CITY: Craft
Pastor Jonathan McIntosh
Sunday, September 18, 2016
Acts 16:11-15
Work was an important but often overlooked way that the earliest Christians transformed their world. Their work was the often unspoken backdrop through which they lived out their faithfulness to Christ. We (modern Christians) have a harder time seeing and pointing out that backdrop because we have, over the years, lost the beauty and significance behind the concept of vocation. In this sermon, we'll hear why our work matters not only to God, but to ourselves and our community.
RENEW THE CITY: Mercy
Pastor Drew Haltom
Sunday, September 11, 2016
Acts 3:1-10
If we want the Gospel to catch fire, if we want people to come to know Jesus, we have to cultivate a culture of mercy. Biblical mercy moves towards the most oppressed, powerless people with love, not running away in judgment. In this sermon, we look to the merciful One, Jesus, who pursued us in our neediness, and did not run away out of inconvenience.
REIMAGINE CHURCH: Spiritual Depth
Pastor Jonathan McIntosh
Sunday, September 4, 2016
Acts 2:42-47
What does it mean to be spiritual? Some have said that the essence of spiritual depth is how much you know. Others have pinned spirituality to a specific emotional experience. Still others would say spiritual depth is marked by what you are doing in the world. In this sermon, we see that the essence of authentic spirituality is knowing God and how practically you can grow in your knowledge of and love for Him.
Acts 9:1-19
What if you don't have to be alone and anxious of others truly knowing you? What if the worst of you could be known and you could finally find a place to be loved? This is Saul's (the Apostle Paul) story. A terrorist and murderer of the early church, yet someone who finds a place to be known and loved in the community he sought to persecute. Listen in as we explore the significance of "being known" and the power found in a vulnerable community.
REIMAGINE CHURCH: Community
Pastor Robbyn Abedi
Sunday, August 28, 2016
REMEMBER JESUS: Hospitality
Pastor Jonathan McIntosh
Sunday, August 21, 2016
Acts 11:1-18
As we look at the arc of the book of Acts, we see an ever-widening circle of inclusion. But none of the first Christians imagined that grace of Jesus would be extended even to the Gentiles. In this sermon, we look at the story of the Apostle Peter, a man named Cornelius, and one crazy dinner party that changed absolutely everything.
REMEMBER JESUS: Story
Pastor Jonathan McIntosh
Sunday, August 14, 2016
Acts 2:32-47
What is church? When you strip away all the cultural edifice and cultural baggage surrounding that word, what is the church for? What should church be about? In this introduction to the series Church Reimagined, we take a close look at the earliest Christian communities and the power and passion behind their world-changing activities. Join us, as we seek to recover our heart as a church and tap into the same reality that shaped the world 2,000 years ago.


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Industrial cleaning is the procedure that provides clean up for industrial waste and hazardous materials. All companies that produce industrial or hazardous waste need to follow a strict set of guidelines to ensure that the waste they produce is disposed of correctly.
If waste is improperly disposed of and there s a risk that it will cause harm to the environment or to the community this can lead to extensive fines and criminal convictions for the company involved and may even lead to a dissolution of the company.
For this reason, most companies or industries that produce waste employ the services of specialists who are able to dispose safely and legally of waste. These specialist firms are able to consult with businesses to determine how the waste they produce should be disposed of and whether it can be recycled or reused.
Industrial cleaning services provide following services:
Oil and water treatment
Industrial cleaning services involve removing oil waste from a location and transporting it to a treatment facility.
Tank Cleaning
This cleaning service includes tank cleaning that contains oils, fluids, and other hazardous waste disposals.
Wayne maintenance is the best cleaning service, provider. Our industrial cleaning services in Hoboken provide a host of other services including bulked liquid treatment and disposal, drummed and packaged waste disposal, industrial cleaning, and high pressure jetting, contaminated soil disposal and remediation, laboratory chemical disposal and incineration services.
As worries about the environment grow industrial cleaning services in Hoboken by Wayne Maintenance offers an innovative way to reuse and recycle more hazardous materials, meaning that the services they provide become more efficient with each passing year.
Give us a call @973-460-1440 & we will come to your business and give you a free estimate.


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Size: approx. 102 cm
Condition: Very good
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More information about the Lake Geneva Area
Lake Geneva Chamber of Commerce
The Walworth County Visitor's Bureau
The Nautical Inn - Our other vacation rental in downtown Lake Geneva
Northwind Perennial Farm
Experience a time gone by as you wander through the fields and flower gardens of Northwind Perennial Farm. Nestled deep in the heart of Wisconsin dairy country, Northwind is home to acres of hardy field-grown perennials and ornamental grasses. A diverse retail nursery, a unique garden shop housed in the century-old dairy barn, beautiful display gardens, wooded paths and tranquil ponds all help to create a delightful plant buying experience.
7047 Hospital Road
Burlington, WI 53105
Website: http://www.northwindperennialfarm.com
Email: firstname.lastname@example.com
Work: 262-248-8229
Fax: 262-763-7622
Fantasy Hills Ranch, Ltd.
Adventure, fun for the whole family, and we believe the best horseback riding around on 70 beautiful acres of rolling hills and woodland in Southern Wisconsin will greet you. We meet with people year round for a variety of summer and winter activities that have become quite popular on the ranch.
4978 Town Hall Road
Delavan, WI 53115
Website: http://www.fantasyhillsranch.com
Email: email@example.com
Work: 262-728-1773
Lake Geneva Animal Gardens
Animal Park featuring live shows and petting zoo. Beautiful Horse presentation with dancing waters and dinner.
5065 Highway 50
Delavan, WI 53115
Website: http://www.animalgardens.com
Work: 262-728-8200 --
Old World Wisconsin
Outdoor living history museum. Collection of 69 Historic buildings gathered from around Wisconsin and restored here to original condition. 1850-1915. Collected in ethnic farmsteads and crossroad village costumed interpreters in buildings describe life in rural Wisconsin as they demonstrate cooking, farming, crafts of 1870 life. Visit our website to see our calendar of events!
S103 W37890 Highway 67
Eagle, WI 53119
Website: http://www.oldworldwisconsin.org
Email: firstname.lastname@example.com
Work: 262-594-6342
Toll-Free: 866-944-7483
East Troy Electric Railroad
In the days before automobiles, paved roads and highway congestion, trolleys took people everywhere they needed to go. These trolleys were not the rubber-tired trolley-busses we see today, but electric trolleys that ran over railroad tracks laid right in the middle of city streets. While these trolleys have nearly disappeared from the American urban scene, the East Troy Electric Railroad Museum preserves this unique part of 19th and 20th Century history for all to learn from, experience and enjoy. Group tours & charters are available. For a unique dining experience, reserve your ride on the Dinner excursion, call us or visit our website for details.
2002 Church Street PO Box 943
East Troy, WI 53120
Website: http://www.easttroyrr.org
Email: firstname.lastname@example.com
Walworth County Fair
Visit the Walworth County Fair August 30 - September4, 2006! Visit our website to see other events held at the fairgrounds throughout the year, including the Antique Flea Market held four times each spring and summer!
Address: 411 Court Street E PO Box 286 Elkhorn, WI 53121
Website: http://www.walworthcountyfair.com
Email: email@example.com
Work: 262-723-3228
Fireside Dinner Theatre
Experience the wonderful world of The Fireside, Wisconsin's #1 year-round motorcoach attraction with superb dining, beautiful shoppes and professional Broadway musicals as we celebrate 40 years of family hospitality.
Address: Business Highway 26 South, PO Box 7
Fort Atkinson, WI 53538
Website: http://www.firesidetheatre.com
Email: firstname.lastname@example.com
Work: 920-563-9505
Toll-Free: 800-477-9505
Geneva Lake Museum
The museum's 19th century era stores and businesses, brick street, stagecoach, historic residences and nautical vessels, are but a few of the features to be explored at the Geneva Lake Museum of History.
Address: 255 Mill Street
Lake Geneva, WI 53147
Website: http://www.genevalakemuseum.org
Email: firstname.lastname@example.com
Work: 262-248-6060
Lake Geneva Balloon Company, LLC
We give balloon rides to guests over the Lake Geneva area. We fly seven days a week at sunrise and two hours before sunset. All flights are approximately one hour in duration and include a champagne toast.
Address: P. O. Box 484
Lake Geneva, WI 53147
Website: http://www.lakegenevaballoon.com
Email: firstname.lastname@example.com
Work: 262-206-3975
Lake Geneva Community Orchestra
The Lake Geneva Community Orchestra is an all-volunteer symphony orchestra of musicians from southeast Wisconsin and northern Illinois. The Orchestra performs three or four "classical" concerts between October and June and outdoor "pops" concerts at various locations in July and August. The Orchestra is featured annually in Lake Geneva's Music in the Park concert series and Art in the Park Festival. Potential audience members and musicians (seasonal residents invited) are encouraged to visit our website for more details.
Address: PO Box 92
Lake Geneva, WI 53147
Website: http://www.lakegenevaorchestra.org
Email: email@example.com
Work: 262-248-1198
Lake Geneva Cruise Line
For the true Lake Geneva Experience...you have to get on the water! A fun family tradition since 1873! Several cruises to choose from including the U.S. Mailboat Tour, Ice Cream Social, Lunch Cruise, Dixieland Dinner Cruise and much more. Comfort and convenience, classic style and superior service. Call for group tour information. New in 2006 - Delavan Lake Cruises - call for more details!
Address: 812 Wrigley Drive PO Box 68
Lake Geneva, WI 53147
Website: http://www.cruiselakegeneva.com
Email: email@example.com
Work: 262-248-6206
Toll-Free: 800-558-5911
Lake Geneva Lanes
Walworth County's most state of the art bowling center. We have recently completed a major
renovation that includes new lanes, N.T.N Buzz Time, cosmic bowling and much more. Affordable,
clean family fun.
Address: 192 E Main St
Lake Geneva, WI 53147
Website: http://www.lakegenevalanes.com
Email: email@example.com
Work: 262-248-4805
Spirit of the Lakes Chorus
Women's 4-part a cappella harmony. Award winning chorus seeks new members. If you can carry a tune we will teach you the rest. If you are looking for education, friendship and an outlet for creative expression, come sing with us. Join us Tuesdays at 7 p.m. at the Horticultural Hall, 330 Broad Street, Lake Geneva.
Address: Horticultural Hall 330 Broad St
Lake Geneva, WI 53147
Website: http://www.spiritofthelakeschorus.org
Email: email@example.com
Work: 262-248-6350
The Elegant Farmer
At Wisconsin's Farm Kitchen Bakery and 100% Homemade Farm Kitchen Deli, you'll discover why The Elegant Farmer is such a popular year-round attraction. The scent of the now famous Apple Pie Baked in a Paper Bag is unmistakable and irresistible, along with the aroma of fresh baked goodies, roasting hams, and fruity apple sauces. Each just like farm folks would make 'em!
Address: 1545 Main Street
Mukwonago, WI 53149
Website: http://www.elegantfarmer.com
Email: email@example.com
Work: 262-363-6770
Pedal & Cup
Located on the White River Bike Trail. Offering a fleet of bicycle rentals, gourmet coffee, ice cream, cold drinks & snacks. Located 5 minutes north of Lake Geneva on Highway 120 in the Historic Springfield Depot
Address: 1722 Main Street (Highway 120)
Springfield, WI 53176
Website: http://www.pedalandcup.com
Email: firstname.lastname@example.com
Work: 262-249-1111
Freeflight Aviations
Join us for the ultimate high adventure! Experience the thrill of powerless flight at Freeflight Aviations. The visibility from a hang glider is excellent, the experience is unparalled and the view is spectacular. Learn what soaring is all about, towed to 3,000 feet above the ground, you will fly with a certified USHGA instuctor in one of our tandem hang gliders. If you wish, we will demonstrate the basic use of flight controls and allow you to get the feel of flying a modern hang glider or choose to relax and enjoy the scenic view. Open 7 days a week April to December.
Address: N463 County Highway N
Whitewater, WI 53190
Website: http://www.freeflightaviations.com
Work: 920-728-2231


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How it works?
- 1 Describe your dream trip
- 2 A travel consultant will help curate your experience
- 3 Confirm & start packing
Let's plan your trip
around The Kalahari
Enquire now and a Travel expert will get back to you within 24 hours.Enquire now
The expansive scrublands of the semi-arid Kalahari Desert extend some 900,000km² across Namibia, South Africa, and a large portion of Botswana. It forms part of the larger Kalahari Basin that - including the desert - also supports various wetlands such as the Makgadikgadi Pans and Okavango Delta of Botswana.
Although the Kalahari Desert cannot be correctly classified as a desert because of the amount of rainfall it receives annually (somewhere between 12-25 centimetres), the parched earth greedily absorbs any moisture that remains after the wet season. The desert's rust-coloured valleys of sand dunes, peppered with scrubland in some parts, are considered the largest continuous expanse of sand on the globe. The endemic fauna and flora have learnt over aeons of acclimatisation to survive in this sun-baked wilderness.
The indigenous San bushmen have called the Kalahari home for 20,000 years and although many have begun to live sedentary lifestyles in towns, some can still be found living on the fringes of the desert. Visitors can experience the true essence of the Kalahari landscape by visiting the Kgalagadi Transfrontier National Park and the Central Kalahari Game Reserve. The wider Kalahari Basin in Botswana includes the abundantly fertile Okavango River Delta and other verdant landscapes further north such as the Chobe National Park and Moremi Wildlife Reserve.
Facts and Information
Travel to the Kalahari is a uniquely rewarding experience. The Kalahari is a series of diverse and changing landscapes that are not confined to one country but span Botswana, South Africa and Namibia. In Namibia, the Kalahari occupies the south and east and is often combined with a visit to the Fish River Canyon, the scond largest canyon in the world. The Kgalagadi Transfrontier Park (in South Africa and Botswana) has a great collection of protected wildlife as does the massive Central Kalahari Game Reserve in Botswana.
Although we have treated them as a separate destination, the vast Makgadikgadi Pans, the largest in the world, are actually part of the Kalahari region - marvel at the flamingoes and huge migrating herds of wild animals crossing the wide open spaces! There are also a number of other pans in the region (e.g. Nxai Pan) which are filled with water during the summer rains and attract an array of animals.
Climate and Landscapes
Most of the Kalahari is not a true desert as it receives an average rainfall of between 75-250mm per year, greater than the minimum requirements for a desert. It can be exceptionally hot in the summer with temperatures reaching 40°C though the seasonal rains do alleviate the heat and attract animals to the pans and waterholes. During Spring, flowers and plants bloom transforming the usually barren landscape into an oasis of colour and life. The winter is pretty dry and while daytime temperatures are more bearable, it can get quite chilly at night.
With a variety of habitats including moist broad-leafed woodland, dry savannah thornveld, and semi-arid duneveld, the Kalahari supports an astonishing diversity of flora and fauna in one of the most sparsely populated places in the inhabited world. Private game farms the size of small countries have high concentrations of wildlife and birdlife, offering a unique and exclusive viewing experience.
Getting There
The Kalahari is a massive region, spanning 900,000 km² and 3 separate countries. So getting here really depends whether you want to experience the Kalahari in South Africa, Namibia or Botswana.
Botswana, South Africa or Namibia?
Most visitors to the Kalahari tend to visit the Central Kalahari Game Reserve, an absolutely enormous reserve in the centre of the country, or the vast Makgadikgadi Pans slightly further north. The closest town is Maun, with regular flights from Johannesburg, Cape Town and other destinations in Botswana. Most travellers will then take a private charter flight into the camp of their choice, since Maun is still quite a distance from the reserve and Makgadikgadi.
South Africa:
Travellers can head to the Kgalagadi Transfrontier Park which also spills over into Botswana. To get here, take an internal flight with South African Airlink to Upington from either Cape Town or Johannesburg. The Twee Rivieren Entrance Gate is approximately 250 km north of Upington and you will have to drive there.
The Kalahari is located in the south and east of the country and is usually combined with a trip to the majestic Fish River Canyon. Getting here is not easy, a long drive from either South Africa or Windhoek. As such most travellers head to Botswana to experience the Kalahari since it is the most viable option.
NB: The Kalahari is an ideal travel destination to combine with a Botswana Safari in the Chobe National Park or the Okavango Delta. We can organise everything from your trip, lodge and flights.
Why not Contact Us to plan your tailor-made trip?
Our favourite tours showcasing the best of The Kalahari
14 nights
12 nights
9 nights
10 nights
15 nights
10 nights
Accommodation for every kind of traveller
Safari lodge | Central Kalahari Game Reserve
Safari lodge | Namib-Naukluft National Park
Lodge | NamibRand Nature Reserve
Tented safari camp | Central Kalahari Game Reserve
Safari lodge | Central Kalahari Game Reserve
At Rhino Africa, we have wonderful relationships and connections, which enable us to give you the best prices - guaranteed.
Our overwhelming love and passion for Africa makes us want to share our first-hand knowledge with you, so join us for tailor-made itineraries and magical moments.


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Now that the kids are out of school, families all across San Diego are ready to kick back, relax and enjoy the summer. This might mean sending the kids off to camp, taking vacations or just spending time together without worrying about homework and studying.
When will my child support payments end?
Being a parent is a lifelong role. But it is also a role that changes constantly. Parental duties and responsibilities can shift considerably as a child grows and his or her needs change. Depending on the age of a child, a parent may need to be a provider, disciplinarian, coach, mentor, caretaker, cook, chauffeur, advocate, protector and financial adviser on any given day.


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JANUARY 12, 2017, MILLINGTON, Tenn. (NNS) – From Portland, Maine, to Spokane, Washington, America's Navy will sail into 15 cities across the country in 2017 as part of the 2017 Navy Week outreach program.
Navy Weeks, coordinated by the Navy Office of Community Outreach (NAVCO), are designed to give Americans the opportunity to learn about the Navy, its people, and its importance to national security and prosperity. Since 2005, the Navy Week program has served as the Navy's flagship outreach effort into areas of the country without a significant Navy presence, with 195 Navy Weeks held in 71 different U.S. markets.
"Navy Weeks are designed to show Americans the tremendous investment and unmatched capability they have in their Navy," said Cmdr. John Gay, NAVCO's director. "Because the Navy is concentrated primarily on both coasts, we're challenged to communicate our mission away from fleet concentration areas. The Navy Week program helps us do that."
Navy Weeks are scheduled for the following cities in 2017:
– Mobile, Alabama, Feb. 22-28
– Austin, Texas, March 19-26
– Gulfport/Biloxi, Mississippi, March 31-April 8
– Memphis, Tennessee, May 8-14
– Spokane, Washington, May 15-21
– Pittsburgh, June 19-25
– Minneapolis/St. Paul, Minnesota, July 17-23
– Green Bay/Fox Cities, Wisconsin, July 24-30
– Indianapolis, Aug. 7-13
– Portland, Maine, Aug. 21-27
– Detroit, Aug. 28-Sept. 4
– Salt Lake City, Sept. 11-17
– Little Rock, Arkansas, Oct. 16-22
– Fort Worth, Texas, Oct. 23-29
An additional Navy Week will be added during the year at a location and time to be determined.
Navy Weeks bring a variety of events, equipment, and personnel to a single city for a weeklong series of engagements with the public, key influencers, and organizations representing all sectors of the community.
"During a Navy Week, 75-100 outreach events are coordinated with corporate, civic, government, education, media, veterans, community service, and diversity organizations in the city," said Lt. Cmdr. Brett Dawson, NAVCO's event planning department head. "We bring in as much of the Navy as we can to raise awareness of the Navy, its mission, and its importance to the public."
The Blue Angels; the Navy Parachute Team; bands; divers; Seabees; explosive ordnance disposal teams; naval aviation aircraft and aircrew; Sailors from ships and submarines with namesake ties; hometown Sailors; Navy Medicine personnel; USS Constitution Sailors and equipment; Naval History and Heritage Command; science, technology, engineering, and mathematics (STEM) and environmental assets; the Navy Ceremonial Guard; and Navy recruiting assets all have participated in the Navy Week program in various capacities over the life of the program.
Navy Week cities are chosen based on a variety of factors, including Gallup data on Navy knowledge and awareness, Navy recruiting data, demographic information, namesake ties of ships and submarines, past outreach history in the market, and geography to ensure events are dispersed across the country.
Last year's Navy Week program, through the execution of more than 900 individual outreach events, showcased the Navy, its mission, and its people to a combined audience of approximately 70 million Americans.
By Ricky Burke, Navy Office of Community Outreach Public Affairs


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Columbus (2017)
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Title Columbus
Original title Columbus
Release year 2017
Duration 104 min.
Status Post Production
Rating 6.5 of 5 votes
Writers Kogonada
Director Kogonada
Cast Erin Allegretti, Haley Lu Richardson, Jim Dougherty, John Cho, Lindsey Shope, Michelle Forbes, Parker Posey, Rory Culkin, Rosalyn R. Ross, Shani Salyers Stiles
A Korean-born man finds himself stuck in Columbus, Indiana, where his architect father is in a coma. The man meets a young woman who wants to stay in Columbus with her mother, a recovering addict, instead of pursuing her own dreams.


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My office computer detected from my pen drive a virus today called w32.pilleuz!gen1. When I came back home I made sure my computer had updated virus definitions, made a virus scan of the computer, made a scan from the pen drive and nothing showed up. Everything appeared AOK. However, I went into the McAfee site and searched the options to fix the virus, downloaded a DAT file called 5646xdat and when I tried to execute it, a window appears with a message saying I do not a the McAfee registered product.
I went online to customer service, thinking this was simple, but it was not. The customer service agent cannot help with this and was unable to answer the simple question as to what does that mean?
I was told to call but I discovered the services have a fee.
I am upset and tired. This is a simple problem. My McAfee product has a mere 2 months. My computer has barely 4 months.
I don't understand how my office system would alert me and the home computer would not. My system had been updated.
I think this is a trojan. I want it out of my computer, but do not know how to work with the McAfee programs. I used to have Norton, and one would simply download and it would be fine. But with McAfee I download and cannot run it. And there is no tech support for this????
Please someone help.
Those DAT and SDAT downloads are for Enterprise products not Home. Just right-click the taskbar icon and select Updates to do it manually.
If nothing showed on your pendrive then it has probably already been quarantined. Open SecurityCenter and click Navigation at top right.
Then click Quarantined and Trusted Items and in those areas once expanded it's probably sitting.
Have you tried putting your pendrive into another machine and see if anything is detected.


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Diamond Pension Fund Custodian Limited (DiamondPFC) is a wholly owned subsidiary of Diamond Bank.
DiamondPFC is one of the Five Pension Fund Custodians licensed by the National Pension Commission (PenCom). It was incorporated on September 13, 2005 to provide custodial services in accordance with the Pension Reform Act 2004. DiamondPFC commenced custodial operations in March 2006.
Our Mission is to provide pension custodial services of international standard through well motivated and trained personnel thereby ensuring good returns for all our stakeholders.
Our guiding principles are to:
We have a workforce that is highly experienced and skilled in Custody and Financial services and operations. We have skills and experience to achieve our mission which means world-class and custom tailored custodian services that bring distinctive value to its clients.We have executed a Technical Assistance agreement with a leading organization in Custody business in Europe to provide capacity building among our team members thereby ensuring global best practices in custody services and operations.Our Information and Communication Technology facilities, structured with redundancy to ensure continuous (24 hours, 7 days) availability to our clients, are fully installed and tested.We have executed a Software License Agreement with a leading United Kingdom company in IT Custody Solutions. The software, Custody 2000, is fully installed in our systems.Custody 2000 is an integrated client/server application which covers all aspects of local custody business.
"A leading provider of world-class custodial services preferred at home and respected abroad"
"To provide, with passion and character, pension custodial services of international standard to meet the unique needs of a select clientele and thereby create distinctive value for all stakeholders"


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Wow I can't believe how many wedding invitations I get...so I am always needing wedding cards. I love this one because it is pretty but also super easy and quick to make. You just need some pretty designer paper and ribbon and a few embellishments. The sentiments are printed out and then cut and punched out.
Thursday, May 25, 2017
Wedding Card
Labels: Sue Neal card class, wedding
2 comments:
- Lisa said...
This is so beautiful, Gwen!! I love the paper and the sentiment!! The embellie with bride and groom looks amazing!! And what a gorgeous bow!! Love it, my friend!! Have a great day!! Big hugs :)
A Mermaid's Crafts
- May 25, 2017 at 10:44 AM
- Sherrie K. said...
Gorgeous card Gwen! The pretty pattern paper is beautiful! I love the embellishment and wow, your bow is spectacular!!!
Sherrie K
- May 25, 2017 at 9:09 PM
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A common question is, "How does a hacking programmer learn about a flaw or vulnerability in the first place?" There are many ways new weaknesses or vulnerabilities are uncovered, but the three most common are source code review, patch dissection, and fuzzy testing.
1. Source code review is the process of looking through the original code or decompiled code of the target software of choice. If the hacker can obtain the original source code of a specific software product, he often has a good chance of reading through the code and noticing a typo, error, logical issue, design flaw, etc. If only the final compiled software is available, decompiles can create a source code that may not be as elegant as the original in terms of layout and variable labeling but can still reveal errors and flaws to a skilled programmer.
2. Patch dissection is the process of examining the parts of a target application that are patched or altered when a software update is applied. By monitoring the changes made by patches, hackers discover issues in code that they were previously unaware of. Generally, once a hacking programmer is aware of a software bug or error, an exploit can be crafted to take advantage of that error in a matter of hours.
Even though a vendor now offers a fix for the vulnerability, most companies and individuals who use the software won't be aware of the patch for days, and there may be delays in getting patches installed. Companies often have a patch management procedure that only operates once a week or once a month. A patch management procedure typically involves testing new code on isolated lab systems to determine the effects the update would have on the production environment. Only after the consequences of new code are understood, is it considered for rollout. If the ramifications of new updates are too impactful on production, the installation may be delayed or put off indefinitely.
3. Fuzzy testing is a form of software stress testing that sends random, invalid, and unexpected data to a target application. The purpose is to test the reaction and response of the software to a wide range of unexpected input. If abnormalities are detected or errors are generated, the findings of the fuzzy tool can be used to develop new exploit code. Fuzzy tools can run against a target software product for months without finding a single issue. However, when issues are discovered (which occurs much more often than we might wish), new exploits are crafted taking advantage of those newly discovered vulnerabilities.
Reproduced from Global Knowledge White Paper: Zero Day Exploits
Related Courses
Cybersecurity Foundations
Foundstone Ultimate Hacking
Foundstone Forensics & Incident Response