Kolejny komunistyczny zbrodniarz, twórca "ścieżek zdrowia" uniknął ziemskiej odpowiedzialności

W wieku 81 lat zmarł gen. Bogusław Stachura, w latach 70. szef SB, a w stanie wojennym wiceminister spraw wewnętrznych. Kierował akcją tłumienia robotniczych protestów w Radomiu, oskarżano go też o utrudnianie śledztwa ws. zabójstwa Stanisława Pyjasa.

Nekrolog Stachury, zmarłego w zeszły czwartek, przyniosła dzisiejsza prasa. Zgon Stachury oznacza, iż w najbliższym czasie pion śledczy IPN oraz sądy będą umarzać postępowania, które przeciwko niemu prowadziły.

Urodzony 20 marca 1927 r. w Grajewie Stachura był członkiem PPR i PZPR; był sekretarzem PZPR w Kielcach. W milicji dosłużył się stopnia generała dywizji i od 8 czerwca 1969 r. do 18 lutego 1983 r. szefował SB. Od listopada 1981 r. do lutego 1983 r. był podsekretarzem stanu w MSW - gdy resortem kierował gen. Czesław Kiszczak.

Osobiście kierował operacją Lato'76, którą SB podjęła wobec robotniczych protestów w Radomiu i Ursusie, gdzie siły milicyjne brutalnie stłumiły społeczne akcje. Do historii przeszły osławione "ścieżki zdrowia", czyli szpalery milicjantów okładających po całym ciele pałkami zatrzymanych uczestników protestów.

Stachura był też oskarżony o utrudnianie śledztwa w sprawie zabójstwa Stanisława Pyjasa - współpracującego z KOR studenta UJ. Ciało Pyjasa znaleziono w maju 1977 r. w bramie kamienicy przy ul. Szewskiej w Krakowie. Prokuratura umorzyła wtedy sprawę, twierdząc, że Pyjas "spadł ze schodów".

W śledztwie, podjętym na nowo w 1991 r., ustalono, że student został śmiertelnie pobity. Umorzono je jednak w styczniu 1999 r. z powodu braku możliwości wykrycia sprawcy. Zarazem w 1999 r. o utrudnianie śledztwa z lat 70. w sprawie śmierci Pyjasa oskarżono cztery osoby: b. inspektora Wydziału Inspekcji Biura Śledczego MSW Zbigniewa K; b. naczelnika Wydziału III Operacyjnego Komendy Wojewódzkiej MO w Krakowie Jana B.; b. dyrektora Biura Śledczego MSW Tadeusza K. oraz Stachurę.

Według oskarżenia, usiłowali oni wpłynąć na ustalenia śledztwa, aby wykazało, że przyczyną śmierci był nieszczęśliwy wypadek. Dezinformowali w tym celu prokuraturę, podając jej m.in., że Pyjas nie był "w kręgu zainteresowań SB", zatajając informację o typowaniu sprawcy pobicia oraz kierując śledztwo na fałszywe tory.

W 2005 r. warszawski sąd zawiesił postępowanie wobec Stachury z powodu stanu jego zdrowia. Czterech biegłych lekarzy z Instytutu Medycyny Sądowej orzekło, że Stachura jest zbyt chory, by brać udział w rozprawach.

10 dni po wprowadzeniu stanu wojennego, jako wiceszef MSW, Stachura wydał decyzje "w sprawie powołania grupy operacyjnej w celu koordynacji zadań w zakresie realizacji działań operacyjnych w stosunku do zdelegalizowanego NSZZ +Solidarność+". W 1983 r. odwołano go z resortu. Został ambasadorem PRL w Bukareszcie.

Ya eso era todo respecto a la política y hasta aquí llega esta entrada ya que me voy a preparar un café.

When T20 was happening, every day I would receive atleast 5 mails on the updates. But yesterday I did not know about the Gold Medal we won, until my Project Manager mentioned it during the course of our conversation. And not even one mail till now on Abhinav's Gold. (I can hear you say, why don't you send one. But I will pretend that I am deaf). I can make out only one inference from this. And that too a major inference which has shocked me out of my comfort zone. "I HAVE STOPPED RECEIVING FORWARD EMAILS". Oh my God, this was so shocking that I spent the rest of the day in daze. Oh, has my popularity waxed and finally waned !! I think my PPR (Personality Popularity Rating) has dipped to the negative quadrants. Probably I should hire a PRO who would be very successful in dipping my PPR to depths hitherto unknown.

These type of thoughts do cross your mind, especially if you are on bench or if the location where you are sitting is not in accordance with Vaastu. The extent to which software engineers go to be attuned with vaastu is amazing. I have known a  person who turned his 3 feet by 3 feet workspace into a mini garden. A table bamboo plant which starves for sunlight and gets small jellies soaked in water instead of water. This is like asking me to take a sponge bath and eat vitamin tablets for food. This is enough to kill me. This plant is supposed to ward off all evil. But I think it was a great success for us, because he was packed off to onsite and the great evil was warded off.

I think next I should be wearing amulets and daayathu to ward off undesirable clients who conveniently ignore all the 99% right things you have done and harp and prick you about the 1% things you might have missed out. Then it is a game of tap dance that you and the client do (Even if both of you do not dance).

Ok, I am off to unpack my bag and lay down on my the desk the mini temple containing idols of all Indian Gods, so that even if I do not complete the code, they take up the responsibility to finish my work. I think I should set up goals for them and educate them daily by praying. ;-) So off I go to start my day's work (Checking emails for forwards, Lol). Bye and Have a nice day !!

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&msa=0&msid=104579683373226522358.0004538029c78919762f4&ll=45.507369,-122.59889&spn=0.003917,0.005659&output=embed&s=AARTsJpdNyJBjG1IT6l3iGeG67y0fjDoyg&w=425&h=350]

See the rest here.

The Mt. Tabor Central Yard & Nursery Planning Group's architect, Opsis, recently presented six draft "concepts" for our proposed redesign of the Mt. Tabor Central Yard and Nursery. These concepts are intended as resources as we work toward a final proposal.

Here, I have rendered the concepts using mapping software. This allows you to click on things to view notes, zoom in, etc. Hope this is a useful tool for evaluating and refining the concepts.

These are not yet complete; please let me know about any additions, corrections, or clarifications needed.

The percentages refer to the amount of program needs that are met by each approach; 6% is equivalent to 1 acre.

Concept A1

Concepts A1 and A2 look at what fits into 7 acres within a fence, with greenhouse/head house & container garden on upper nursery. They also consider the addition of a community garden in the Long Block, and improvements to open spaces. 84% of program needs met in A1.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.0004538029c78919762f4&ll=45.507242,-122.598528&spn=0.003917,0.005659&output=embed&s=AARTsJpdNyJBjG1IT6l3iGeG67y0fjDoyg&w=425&h=350]

Concept A2

A2 is a variant which considers removal of the administration building (one of three "contributing structures" to the park's historic designation). 89% of program needs met.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.000453939c47a53a4a4c9&ll=45.507242,-122.598528&spn=0.00392,0.005684&output=embed&s=AARTsJrJMjS6SxsrV3zP2rNgn3O6b26aaA&w=425&h=350]

Concept B1

Concepts B1 and B2 look at building the parking structure or shop/storage space into the hillside, with landscaping pulled over the top. Area above could have greenhouse and container garden. 92% of program needs met.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.00045393ec7299763a15a&ll=45.507362,-122.598882&spn=0.003911,0.005719&output=embed&s=AARTsJrvaPBhZ2tAHwJ44nhmN_DdVL-WYA&w=425&h=350]

Concept B2

B2 considers removal of administration building. 100% of program needs met.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.000453944a98fe86c4c2e&ll=45.507362,-122.59886&spn=0.003911,0.005711&output=embed&s=AARTsJrfa2EQSGidKfb1yVt6eFk1v447rg&w=425&h=350]

Concept C1

Concepts C1 and C2 look at moving the greenhouse & container garden to different locations on the long block. Space on top of hillside could be community garden or open space. 96% of program needs met.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.00045394a6910974636ba&ll=45.507364,-122.59887&spn=0.003911,0.005706&output=embed&s=AARTsJqf3Vg7C0aQKI4xWxhU_iFzQHW-Zg&w=425&h=350]

Concept C2

96% of program needs met.

[googlemaps http://maps.google.com/maps/ms?ie=UTF8&hl=en&t=h&msa=0&msid=104579683373226522358.000453950b1828e731c84&ll=45.507364,-122.59887&spn=0.003911,0.00569&output=embed&s=AARTsJpsJYR3nV5K93HuXNLTBflV-kxUjw&w=425&h=350]

Ranking de Agências  / Primeiro + Segundo trimestres de 2008
 
Moeda: R$
 
Posição  /  Agência  /  Investimento

1º Y & R 2.193.285
2º JWT 801.777
3º ALMAPBBDO 750.331
4º DM9DDB 583.585
5º MCCANN ERICKSON 568.399
6º AFRICA 537.610
7º OGILVY E MATHER BRASIL 483.780
8º GIOVANNI FCB 481.564
9º LEW LARA TBWA 472.907
10º NEOGAMABBH 462.909 
11º LEO BURNETT 410.791
12º F NAZCA S & S 409.386 
13º EURO RSCG BRASIL 357.216
14º TALENT 323.657
15º BORGHIERH LOWE  319.897
16º Z MAIS 268.869
17º DPZ 267.597 
18º FISCHER AMERICA 266.483
19º ARTPLAN 259.077 
20º EUGENIO PUBLICIDADE 254.657
21º PPR 243.997 
22º NOVA SB 238.521
23º PROPEG 238.344
24º LODUCCA PUBLICIDADE 220.141
25º 141 SOHO SQUARE 217.181
26º MPM PROPAGANDA 208.305
27º MY PROPAGANDA 190.020
28º PUBLICIS BRASIL 186.575
29º LONGPLAY COMUNICACAO 360 167.624
30º MULTI SOLUTION 159.309
31º CITYTEL 152.339
32º DENTSU 152.162
33º AGENCIA FALA 150.345
34º MOHALLEM MEIRELLES 150.284
35º P A PUBLICIDADE 149.659
36º SALLES CHEMISTRI 133.715
37º TATERKA 130.088
38º QG PROPAGANDA 120.907
39º MILLEN COMUNICACAO 111.340
40º PRO BRASIL 108.698
41º MASTER 106.663
42º GP7 94.945
43º W/BRASIL 83.802
44º SANTA CLARA 74.523
45º ESCALA COMUNICACAO 71.423
46º AGNELO PACHECO COMUNICACAO 68.797
47º WOODY SM2 66.830
48º AGE 65.654
49º DCS COMUNICACÕES 56.680
50º MATOSGREY 55.937
 
Da onde saio esse negócio? >> Ibope Monitor

Aqui Também tem milhões. Bilhões.

Pete Forsyth has a new blog post as well, describing some concerns at this stage of the process, on his blog, Our New Mind.

Also, we're holding our second open house on Saturday morning. Please stop by to review our progress, see our architect's preliminary plans, and offer any input! See the Portland Parks & Rec page for our project for details.

The food ministry can import food grains on an emergency basis without amending the Public Procurement Regulations (PPR) 2008 to tackle the upswing in food prices. The Economic Affairs Committee in a meeting with Finance Adviser Mirza Azizul Islam in the chair yesterday gave the opinion as the ministry sought amendment to clause 83 (1) of the PPR for urgent import of food grains before the holy Ramadan.

Sources said the food ministry has requested the Economic Affairs Committee to reduce the time to 15 days from 42 days for floating tender to import food grains while from 28 days to 10 days for re-tender. But the high-powered committee gave the food ministry a clean chit, saying that under the clause 85 of the PPR 2008 the ministry could import food to meet emergencies without going through tender process.

The committee also decided to rethink the resumption of operation of Chittagong Chemical Mills Ltd, North Bengal Paper Mills Ltd and Khulna Newsprint Mills after getting back the three industrial units from the Privatisation Commission.

MARKET MONITORING
The army-led joint forces, Rab, BDR, police and civil administration will keep watch on markets during Ramadan, so that the traders cannot make large profits by charging high prices for goods. The decision was taken in a meeting of an inter-ministerial monitoring committee at the commerce ministry yesterday.

Chaired by Additional Secretary of the ministry Golam Mostakim, the meeting reviewed the import, supply, stock and overall price situation of essentials. The meeting urged TCB, BDR and Food Department to take all-out steps so that the supply of essentials is not disrupted during Ramadan.

It asked the state-run TCB (Trading Corporation of Bangladesh) to complete the import of 3000 tonnes of pulses, 3000 tonnes of edible oil and 500 tonnes of onion before Ramadan. The meeting decided to make a request to the Fisheries and Livestock Department and the Cooperatives Department to go on selling fish and enhance the production and supply of Milk Vita products during the holy month.

It also requested the Agriculture Marketing and Department of Agriculture Extension to boost production of cucumber, brinjal and green chilli for meeting its increased demand during the month.

Dabei sahen wir im Mai die junge Mutter noch strahlend in Cannes in Roben des Hauses PPR. 3,5 Mio. Euro hätte die Hochzeit kosten sollen. Nicolas Ghesquière, Designer von Balenciaga (zu PPR gehörend) saß angeblich schon an der Hochzeitsrobe (für angeblich 500000 US Dollar. Einen Preis zu nennen, ist natürlich Quatsch, dass hätte Salma ja nicht bezahlen müssen). Ja, auf alle Fälle haben uns die beiden nun um DIE Modehochzeit des Jahres gebracht. Schämt Euch!

Foto: abcnews.go.com

1. Convince people that search and data control has a cost
2. That you should assume your part of responsibility in this cost
3. That you should/would/will eventually pay google to actually search or some variation therein

Portland Parks and Recreation

PPR is a large organization made up of four separate departments (Figure 6.1). Three of the four departments are represented in the Mt Tabor Steering Group – the divisions made up of employees and management of the maintenance services, staff from City Nature and staff from Workforce and Community Alliances. Though the Strategy, Finance and Business Development unit does not have physical representation on the committee, the group will be kept informed on the progress of the planning group primarily via PPR Services and City Nature, the two departments most impacted by this project.

PPR Services

This department manages the extensive day-to-day maintenance of Portland’s parks, gardens and facilities, as well as the operation and recreational programming of all community centers and swimming pools. The workforce is made up of administrators who work downtown at the Portland Building, as well as approximately 100 permanent staff members based at Mt Tabor Yard in a variety of subunits, including carpenters, welders, mechanics, equipment and more. PPR’s Services manager is involved with the planning group, and was also part of the initial mediation effort between Parks and the community.

City Nature

This department manages the maintenance and stewardship of Portland’s natural areas, as well as urban forestry, trails, environmental education and outreach, volunteers and the PPR plant nursery. There are a total of 45 City Nature staff positions, which include botanic specialists and technicians, tree inspectors and horticulturists, of which two are on the committee. The manager of City Nature is a member of the planning group.

Strategy, Finance & Business Development

This department manages the business and financial functions of PPR, including asset management, property management, strategic planning, policy, performance management, parks and recreation planning project management, landscape and architectural design and construction, marketing and business development, financial planning and budget development, golf and Portland International Raceway. This department holds approximately 80 staff positions located downtown. Because this branch deals with strategic development and because it has been involved in past plans for the maintenance yard, its absence on the planning group is glaring.

Workforce and Community Alliances

This department manages the vibrant human and community connections of PPR: volunteer services, workforce training and development, human resources coordination, administrative support, permitting and reservations, park safety and security, sports programs, cultural outreach and teen services and Community Gardens. Of the 75 staff positions associated with Workforce and Community Alliances, the Community Garden support staff is located at Mt. Tabor. A representative from Community Gardens is on the planning group.

Central Yard Maintenance Facilities

The four departments manage a current staff of over 130 employees based at the Mt. Tabor Central Maintenance Yard and Nursery. Servicing all of Portland, the yard serves as the central dispatch center and central work area for park maintenance activities, supports district offices, and provides specialized technical support.

An excerpt from PPR’s 1999 Maintenance Facilities Plan, distributed to each member of the planning group, details the organization of the yard. Responsibilities are broken into eight different work units, but are interdependent of each other:

Turf Maintenance: Mows, seeds, fertilizes, aerates and removes leaves throughout the system, manages and funds the central yard machine shop, and provides year-round support to all work units in the yard. In addition to their Park’s duties, Turf Maintenance contracts its serves to other city agencies.

Equipment Services: Provides and maintains heavy equipment and operators for backhoeing, hauling, paving and grading; takes care of most vehicle and equipment maintenance, welding, underground water lines and major renovations to grounds, golf courses and ballfields. Manages irrigation services, including sewer drainage systems, and locates underground utility systems on 24-hour notice. In addition, the unit handles the fuel station in the yard, which constantly brings non-maintenance vehicles through the yard, as it is used as a citywide facility.

Structures: Maintains park buildings, pools, and outdoor structures, such as play equipment, fountains, benches, tables, etc. Trades include carpenters, electricians, painters, plumbers and maintenance mechanics.

Horticulture Services: Supplies plant materials, provides specialized training and services in Integrated Pest Management, re-vegetates natural areas with native species, maintains special planting areas in downtown transit mall and light rail corridors, maintains many street medians and other city bureau properties through interagency agreements. Includes the Community Gardens program, which provides gardening opportunities and education at over 30 sites throughout the city.

Horticultural Services is among the largest tenants in the Central Maintenance Yard with large tracts of land and major buildings dedicated to cultivation.

Athletic Field Services: Maintains sports fields and all associated goals, bases, backstops, and fences throughout the system. Handles turf-care, field cleaning, and the small-scale mowing that Turf Maintenance cannot reach.

Districts: Supports and coordinates the six district offices located throughout the city, including the maintenance of Portland’s specialty rose gardens.

Operations Support: Provides accounting, computer, and clerical support to the work units located at the Central Maintenance Yard and the District offices. Manages technical engineering support for drawings and maps of all parks, utility locates, and capital project management.

Stores: Handles inventories, dispenses supplies, provides processing, and accounting with purchase orders (City of Portland, 1999, June, p. 6).

Labor Unions

Employees and union members of Laborer’s Local 483 have had a consistent presence in the mediation and master plan update process. With a nationwide presence, the union works on behalf of their members in their collective bargaining efforts, encouraging strong pay, good benefits, and safe working environments.

Employees have brought first hand accounts of the dilapidated environment of the maintenance facilities, as well as their expertise in efficiently maintaining all aspects of the city’s parks. Many members have been with PPR and stationed out of the maintenance yard for 20 to 30 years; one member is a third generation maintenance employee, and made mention that his daughter is interested in a career at the yard. Their voice is vital to this process, and both the community and the various departments of PPR hold the guidance and recommendations of the maintenance workers in high regard.

The Community

Community representatives make up nearly 75% of the membership of the planning group. Five neighborhoods, several architectural and landscaping design firms, and a handful of small-business owners are represented. Two independent filmmakers are on the committee, as are several professional photographers. Academia is well represented among the group, including myself with my master’s project dealing with community engagement, a doctoral student researching public involvement, and one professor of urban design.

Time spent in nature is a frequently mentioned pastime for members. Bio’s provided by each participant frequently highlight time spent outdoors as being important, coming from gardeners, hikers, hunters, snowboarders, birdwatchers, and “self-proclaimed tree-huggers”.

Finally, over half of the community has experience, either personally or professionally, in horticulture and/or botany. This richness comes from the community’s interest in the City’s plans for the nursery, its Horticulture Services division, and the Community Gardens.

Leadership

Administering the needs of this diverse group would need to be managed from several angles. Facilitation would be needed to direct discussions at the scheduled planning group meetings and community outreach events that would occur at key points in the process. Additionally, the day-to-day responsibilities, such as scheduling, budgets, and communication, needed to be coordinated on an on-going basis. Responsibilities would be divvied up between two teams: third party facilitators and project managers.

Group Facilitators

One of the recommendations that the community made to Council when asking for their support in this planning process was that professional facilitators would oversee the collaborative effort. Having a facilitator involved in the mediation process between PPR and the community proved invaluable for clarifying stances and finding common ground, and the same result was wanted moving forward.

In December of 2007, several citizens from the mediation group joined PPR in distributing an RFP and interviewing interested consultants. I was involved with the selection committee and my observation of the process was that it was disjointed. Due to laws and regulations, such as Equal Employment Opportunity, the City has a step-by-step process that it follows to maintain fairness and produce quantifiable justification for its decision. It follows the law, which is understandable and admirable, but the bureaucracy caused frustration among the citizen members unfamiliar with the system.

Thankfully, the committee pushed ahead and chose a facilitator that would help remedy situations such as this. After narrowing down the number of interested firms to five, the group invited two back for a second interview, and then awarded its facilitator contract to Jamie Damon of Jeanne Lawson Associates, Inc. and Mary Forst.

The committee’s selection of Damon and Forst was due in part to the duo’s extensive history of facilitation. Forst is a mediator, facilitator and trainer who specializes in facilitating consensus processes in community and public policy issues involving government agencies, communities, business groups and individuals. Since 1988 she has worked with a variety of public, private and non-profit organizations across the region and nation. Damon has worked as a facilitator with individuals, citizens groups and local and state government agencies to make decisions collaboratively on neighborhood and public policy issues since 1986.

Aside from Damon and Forst’s experience, the other factor that weighed heavily in the choice was the two’s familiarity with the circumstances, as the two served as mediators for the community and PPR over the disputed sale of public land. The successful outcome of that project, combined with their ability to be up-to-speed on day one of the re-design process, made them a valuable asset to the undertaking.

Project Managers

Responsibility of the day-to-day operations of the planning group’s actions fell to the project and assistant project managers. As was the case with the selection of the group facilitators, mediation team members were able to take part in reviewing resumes and interviewing selected applicants. The ideal candidate would be comfortable filling the following duties:

• Responsibility for overall project leadership, implementation, and coordination.

• Supervise all aspects of the project including technical work, public involvement, and planning;

• Serve as the principal contact for the committee;

• Attends all meetings of the project committee and sub-committees;

• Represents PPR at public events, city council, meetings, open houses, and other occasions as necessary;

• Supervise the work of all project consultants;

• Ensure that the project meets its schedule and budget;

• Resolve issues as they arise, or work with others to ensure that the project continues to be on schedule and on budget.

It was a common joke among the mediation team that whoever was foolish enough to apply for the job wouldn’t be qualified because they were a fool. The responsibilities, coupled with working with citizens that weren’t afraid to admit that they were rabble-rousers, seemed like a recipe for disaster.

To steer the planning group away from catastrophe, Jon Makler and Maija Spencer were hired exclusively to oversee the update of the Mt. Tabor master plan. Exclusively is key to their hiring because it means other departments, projects, or edicts from the mayor couldn’t pull them away from this project. The community cherished this guarantee because past dealings with the City had citizens constantly fighting for attention, jockeying against dozens of priorities.

Both project managers were hired from within the City, which the group agreed was a desired background to have so that there would be little to no learning curve on how to navigate the City’s system. Makler came from the City’s Office of Transportation, where he was assigned to work with Metro in the regional planning department improving infrastructure performance. Spencer spent two and a half years in the City’s Office of Management & Finance.

The organizational chart for the Mt. Tabor Planning Group mimics the one produced by PPR (Figure 6.2), though it is differs substantially as it portrays the “power” coming from both sides of the table. The typical organizational chart, such as the one put together from PPR, has the inherent flaw of painting an organization as only having strength at the top, relegating the full workforce as underlings and not part of the leadership.

One comment I happened to overhear emanating from yard employees as we were reviewing PPR’s organization is typical of the feeling these charts can produce: “Are we on the org chart?” one man asked under his breath. Another man responded, “we’re not important enough to make it on this chart."

Yann Arthus-Bertrand, célèbre photographe que j’apprécie énormément dans son travail va sortir un film, « HOME » en collaboration avec Luc Besson et PPR Pinault-Printemps-Redoute. Un nouveau film dans la lignée de « Une vérité qui dérange » d’Al Gore et de « La Onzième Heure, le virage », un film qui avait été produit et commenté par Leonardo DiCaprio.

Cette nouvelle réalisation a un but, nous choquer une fois de plus et nous (l’homme, les entreprises, etc) faire prendre conscience que nous détruisons la terre extrêmement rapidement. Ce film sera disponible lors de la journée de l’environnement, à savoir, le 5 juin de l’année prochaine (2009). Afin de nous faire patienter, un petit trailer est disponible sur leur site web à cette adresse : http://www.home-2009.com/.

Il faut également savoir que François-Henri Pinault, le big boss du groupe PPR est milliardaire et qu’il s’est engagé à aider financièrement ce film (10 millions d’euros de sa part). Afin de subvenir à une grosse partie du tournage, ainsi qu’à compenser la pollution émise durant le tournage (Kérosène des avions, hélicoptères, etc.)

Le film quand à lui sera gratuit et disponible en même temps dans tous les pays du monde, que cela soit dans les cinémas, DVD, Internet. En cas de bénéfices, cela sera envoyé aux fondations de Yann ( GoodPlanet ).

Impressive, même si l'on était déjà au courant, vidéo disponible là (trailer de trois minutes): http://www.home-2009.com/fr/index.html. OPEN UR EYES §.

• Site Homme 2009 : http://www.home-2009.com/
• Site de Yann Arthus-Bertrand : http://www.yannarthusbertrand.org

Please share your opinion about this fact. Is it a positive or negative move by an independent watch manufacturer? And will the other independent watch manufacturers be 'tempted' to sell their companies as a result of the huge sums of money offered by the big luxury firms?

Here follows the official press release by PPR:

"PPR and Girard-Perregaux sign a long-term strategic partnership.

 PPR announced the signature of a long-term strategic partnership with the Sowind Group, a Swiss holding company based in La Chaux de Fonds headed by Luigi Macaluso. The Sowind Group includes the Haute Horlogerie brands Girard-Perregaux and JeanRichard, a Research and Development Centre, as well as Sowind Manufacture, maker of high-end watch movements. Under the partnership, PPR will own a 23% interest in the Sowind Group, with the possibility of increasing its stake under the terms of a shareholders’ agreement. Mr. Macaluso will retain control of the company.

Une opération intéressante pour PPR, qui s'implante ainsi plus durablement sur le marché de l'horlogerie en rachetant un nom réputé dont les produits sont vendus entre 6 000 et 500 000 euros.

STTN, Sekolah Tinggi Tenologi Nuklir-BATAN Yogyakarta bekerjasama dengan BAPETEN menyelenggarakan lisensi Surat Ijin Bekerja sebagai Petugas Proteksi Radiasi (SIB-PPR) kepada mahasiswa semester VII sebanyak 45 orang yang diselenggarakan di Auditorium STTN-BATAN Yogyakarta.

Pada kesempatan ini dibuka langsung oleh Prof. Dr. Kris Tri Basuki selaku Ketua STTN dan mengharapkan agar kesempatan kursus menghadapi ujian lisensi dari BAPETEN dimanfaatkan sebaik mungkin agar semua peserta dapat lulus dengan hasil baik. Karena setelah lulus nanti mahasiswa disamping mendapat Ijazah dengan gelar Sarjana Sains Terapan (SST), juga diberikan sertifikat SIB-PPR yang merupakan senjata yang dapat diandalkan untuk mencari pekerjaan  yang berhubungan dengan Iptek Nuklir terutama dalam bidang pertanian, peternakan, industri, kedokteran, dll.

Kursus dan lisensi dilaksanakan dari tanggal, 11 s/d 21 Februari dan dilanjutkan dengan ujian oleh BAPETEN tanggal, 22 Februari 2008. dan diikuti oleh mahasiswa Prodi Teknokimia Nuklir, Prodi Elektronika Instrumentai, dan Prodi Elektro Mekanik. Para pengajar dalam pelaksanaan ini dari Dosen-dosen STTN sendiri dan PTAPB-BATAN Yogyakarta, seperti : Drs. Djoko Maryanto, Dra. Elizabeth P, M.Sc, Ir. Sigit Purnomo, Ir. Surakhman, Maria Cristina P, SST, Suryo Rantjono, SST,  serta para penguji dari BAPETEN.

Sumber: Web STTN-BATAN

Ex presidente de la CEE

Soberanía popular

Partiendo de la premisa de que la única parte cierta de los acontecimientos ocurridos en la Asamblea General del Partido Popular Democrático (PPD) fue el compromiso de mover a Puerto Rico hacia la soberanía política, los puertorriqueños tendremos para escoger en noviembre próximo entre tres partidos políticos ideológicamente hablando: dos independentistas y separatistas y uno estadista y anexionista.

El PPD y el Partido Independentista Puertorriqueño (PIP), a un lado y el Partido Nuevo Progresista (PNP), al otro lado. Noten que digo ideológicamente entre tres, porque hasta donde sabemos el partido Puertorriqueños por Puerto Rico (PPR) no va a definirse ideológicamente.

Cuando digo que parto de la premisa de que el compromiso soberanista del PPD el domingo pasado fue lo único cierto, lo hago porque todo lo demás fue una farsa donde, en vez de la pieza teatral cómica y ligera como se conoce en el teatro, fue el monumental enredo para aparentar y engañar a todo un pueblo que observaba.

Nadie, repito, nadie puede creer que lo ocurrido en dicha asamblea fue algo espontáneo. Todo estuvo orquestado para que cada movimiento entrara en escena en el momento preciso.

Acevedo Vilá había tomado la decisión sobre la que decía que estaba reflexionando, desde antes de comenzar tal periodo de reflexión. El libreto, muy bien escrito y ejecutado, incluyó la escenografía de un taburete para acomodarse y presentar un conversatorio, en vez de un discurso, más 30 urnas y no sé cuántas miles de papeletas para aparentar que habría una votación secreta.

Tres veces pidió el voto secreto sabiendo que le iban a gritar que no y que él se plegaría ante el “mandato”. Si honestamente hubiera querido que se votara en secreto, habría impuesto su liderato en el grupo que se había echado al bolsillo.

Pero no todo fue farsa, o por lo menos así esperamos. Creo que la decisión de mover al PPD hacia la izquierda alejándonos de los Estados Unidos es el resultado obligado de una colectividad política que nació de las entrañas del independentismo y que, luego de una pausa de alrededor de 60 años para cultivar la idea de la unión permanente con los Estados Unidos con fines electoreros, en los últimos cinco años ha concelebrado su maridaje político con la izquierda hostosiana y socialista bendecidos por la iglesia católica y nacionalista. También con fines electoreros.

Acevedo Vilá sabe, y las encuestas que él conoce y otras que yo conozco lo demuestran, que la gente en el país está ansiosa de que lleguen las elecciones para votarle en contra a él y al PPD.

El coraje y la ira que el pueblo lleva contenidas en el pecho, producto de un gobierno personalista y politiquero que nos ha sumido en la peor crisis económica que hemos visto desde antes de la Segunda Guerra Mundial, va a explotar en una avalancha aplastante de votos de castigo.

Por eso tiene que dar rienda suelta al nacionalismo soberanista que vive en el liderato y en el corazón del rollo de su partido para que lo ayuden a convencer a los de su periferia política y a los electores no afiliados, de que su situación personal, repito, personal, por las 19 acusaciones que enfrenta al nivel federal, son un ataque a Puerto Rico. Así espera conseguir los votos para ganar.

Ese giro del PPD hacia la soberanía timoneado por Acevedo Vilá ya está representando serias interrogantes en las mentes de los miembros del Congreso de los Estados Unidos. Por ejemplo, escuché al congresista José Serrano comentar que cuando oyó a Acevedo Vilá hablando en la asamblea, pensó que estaba escuchando una actividad del PIP. Imagínense lo que están pensando los otros congresistas.

De hecho Acevedo Vilá ya está considerando cambiarle el nombre a su partido, de Partido Popular Democrático (PPD) a Movimiento Popular Democrático (MPD). Yo le añadiría “y soberano”, para ser más exacto.

Dicho sea de paso, “soberanía“ está definido en el diccionario como “principio de supremo poder en su más alta entidad” y “fundamento del poder político de una persona o un grupo”.

Si aplicamos lo anterior al movimiento y alianza política con la independencia de izquierda, que promulgan Acevedo Vilá y el PPD, significa que cualquier referencia a “asociación” con los Estados Unidos no conlleva la permanencia del gobierno federal en Puerto Rico. La soberanía popular es la independencia soberana.

"Har min søn behov for lidt støtte?"

"Hej (psykologens navn). Min mand og jeg var til en samtale hos dig i maj måned (2005). Vores søn er 4 år og går i børnehave. Det bekymrer os en del, at når han bliver vred (og han kan blive meget vred fx hvis et eller andet driller ham fx computeren) - så tager han sine sko på og løber ud af huset...I børnehaven oplever de også hans vredesudbrud, hvor han også forsøger at stikke af fra børnehaven, når noget går ham på. Vores søn er enebarn, og meget sammen med os. Børnehaven mener, at han har en del socialt og følelsesmæssigt at arbejde med, før han fx er klar til at komme i skole. Han leger også en del alene i børnehaven, og er måske lidt meget i en fantasiverden. Jeg kan ærlig talt ikke finde ud af, om min søn har behov for lidt støtte til at tackle sine vredesudbrud og få mere styr på sine følelser? ...Han virker ikke genert, lukket eller reserveret, men møder verden med et åbent og nysgerrigt sind og vil gerne i kontakt med andre. Men måske mere med voksne end med børn??? Kan du råde mig til, hvad vi kan gøre?"

Ak ja... Vores første møde med PPR-psykologen var i maj 2005, og først i januar 2007 laver hun en henvisning til børnepsykiatrisk med henblik på en vurdering af eventuel autismespektrumsforstyrrelse. Det tog hende næsten 2 år at nå frem til, at Juniors problemadfærd kunne være en gennemgribende udviklingsforstyrrelse.

Men jeg kan mærke, at jeg snart har opbrugt min tålmodighedskvote. Den pæne facade krakelerer, og jeg viser mig fra min absolut værste side. Den vrede mor. Rappenskralden. Rejekællingen. Jeg render "fra Herodes til Pilatus". Skole. Fritidshjem. Skoleforvaltning. Socialforvaltning. "Ansøgning? Hvilken ansøgning? Det er da PPR." Jeg vil gerne have svar på, hvornår min søn får støttestimer i skolen? Hvordan går det med den ansøgning? Hvor ligger den henne? Hvem er ansvarlig? Jeg vil gerne have svar på, hvornår min søn får støttetimer på fritidshjemmet. Hvor ligger den ansøgning nu? Hvem er ansvarlig? Kan vi nå det, inden næste udvalgsmøde? Måske har der været udvalgsmøde? Var ansøgningerne vedrørende min søn med i bunken af sager, der blev behandlet?

Hvad har jeg lært i dag? Jo, jeg har bl.a. lært, at lederen af fritidshjemmet er inkompetent. At vedkommende ikke har fulgt op på den ansøgning, der blev skrevet og sendt til Skoleforvaltningen i oktober 2007. Hvorfor har vedkommende ikke rykket for et svar? Hvis vedkommende havde gjort det, ville vedkommende nemlig have fundet ud af, at det IKKE er Skoleforvaltningen, der skal have den ansøgning, men Socialforvaltningen!

Og hvad så med den nye ansøgning, der blev skrevet og afleveret til PPR tidligere på måneden? Den skulle jo bare lige have en påtegning af skolepsykologen, og så skulle det ellers være i orden. Er den kommet videre? Havner den også hos Skoleforvaltningen, der ikke aner, hvad de skal stille op med den, og derfor lader den ligge?

At det så har kostet kroner - mange lønkroner - for familien, at mor måtte sige sit fuldtidsjob op og tage et deltidsjob, fordi det var tvingende nødvendigt for at familien kunne fungere nogenlunde "normalt". Fordi ægteskabet knagede så det bragede. Daglige skænderier og uenigheder om opdragelse.<em>

<em>Kan man opdrage et barn med en autismespektrumsforstyrrelse? Nej, ikke som man opdrager "normale" børn! Men vi vidste ikke, at vi havde et autistisk barn - dengang. Og de såkaldte "eksperter" pædagogerne og PPR psykologen vidste intet om "unormale" børn! Men alt det har vi først fundet ud af - efterfølgende.</em>

Alle i familien havde det dårligt uden at nogen kunne finde ud af, hvorfor. Nej, det har ikke kostet samfundet noget, at barnet havde sociale og følelsesmæssige problemer både i børnehaven og i hjemmet.

Der er blevet sparet. Ingen skal komme og sige, at vi har ligget samfundet til last i de syv år, der er gået, før vores søn fik sin diagnose. Nu har han en diagnose, og den åbner døre til en ny verden. Værsgo´ og naviger rundt i Servicelovens paragraffer. Velkommen til en verden af lukkede døre, hvor man hurtigt finder ud af, at man ikke nødvendigvis får, hvad man har krav på. En verden med skuffeaftaler og forskellige fortolkninger af reglerne. En verden hvor man er tovholder mellem en masse forskellige fagpersoner og instanser. En verden hvor man hele tiden skal planlægge og koordinere aftaler med forskellige fagpersoner og instanser. En verden hvor man skal bruge urimeligt meget tid på at skrive ansøgninger. Alt det slider. Alt det tager tid. Tid som går fra barnet. Tid som går fra partneren. Tid som går fra en selv. Og hvem kan man sende den regning til?

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