Les Muise Consulting

Monday, October 27, 2008

Posted to MyHalifaxCa Panhandlers

The following is the Introduction to an opinion piece developed by request for MacKay Fashions of Halifax to be used to begin a discussion within the business and civic concerns with the objective of finding a better way to deal with the panhandlers of Downtown Halifax.

It’s time to deal with the issue….

Panhandling is a challenging issue faced by cities of all sizes, and one that affects Halifax as well. The experience of numerous professionals and service agencies finds that money given to panhandlers often only enables self-destructive behaviors like alcoholism and drug addiction.

One former panhandler and addict has even stated, "Giving money to a panhandler is like giving a gun to someone who is suicidal.

I think it was mid November of 1997 and I was sitting in the Great Taste Coffee Shop on Spring Garden Road enjoying a brew and writing in my journal. I was not aware of where he came from or when he arrived but suddenly, there was a little man sitting at my table. He was in rough shape having fallen and broke an arm, he had not shaved in a couple of days, he had no teeth, his fingers were deeply stained by nicotine, and he was cold, hungry and the smell… God the smell, it just about turned my stomach.

The conversation began with his statement that it had been a hard day and he was considering walking out to the middle of the Angus L Mc Donald Bridge and jumping.

My instant response was ‘I don’t know you from a hole in the ground but I figure if you’ve made it this far in life…. You’re too stubborn to do that.”

That was the day that I met ‘Terry M’ a paranoid schizophrenic who had lived with his parents on Cunard St till they died and had a room of his own [these days at Turning Point] in a know flop house. Terry had never traveled past the Halifax Commons, had memorized every word in three dictionaries and would give you the correct spelling, pronunciation, and use it in conversation…. several times in one sitting. He had a memory for detail as good as anyone I know but could never keep a job.

Tommy Boutilier, left, an on-street support worker, chats with a panhandler named Liam, while walking along Spring Garden Road in Halifax. – Halifax Herald

At the time Terry was one of a handful of regular panhandlers that you would see around town. Over the years I’ve watched, tried to help and got frustrated seeing my little friend loose ground in his life. He survives on $385.00 per month from Community Services and every check day his property owner drives him to Sobey’s on Queen and waits while Tarry cashes his check, takes $350.00 for rent and leaves Terry with $35.00 for a months worth of food.

No wonder he panhandles.

Anyone who spends time on Spring Garden Road, Argyle Street, Barrington Street or on the Waterfront [as I do] and is slightly aware of his/her surroundings should see the whole picture. You cannot help but have a certain amount of compassion for the street people like Terry M who for one reason or another have fallen through our so-called social safety net. As a community, we are failing to provide a safe, healthy and caring life for these individuals and that has to change.

Every situation has two sides and though I have a soft spot for the position in which people like Terry M find themselves I have also had to deal with the constant harassment, insults, threats and potential violence of navigating the downtown core of Halifax. As you read this document, you will read several personal accounts of both the good & bad side of our streets. In addition, remember … Big changes come as a result of many small steps.

Read More…….

By ALEX WRIGHT  Published: June 17, 2008

MONS, Belgium — On a fog-drizzled Monday afternoon, this fading medieval city feels like a forgotten place. Apart from the obligatory Gothic cathedral, there is not much to see here except for a tiny storefront museum called the Mundaneum, tucked down a narrow street in the northeast corner of town. It feels like a fittingly secluded home for the legacy of one of technology’s lost pioneers: Paul Otlet.

	In 1934, Otlet sketched out plans for a global network of computers (or “electric telescopes,” as he called them) that would allow people to search and browse through millions of interlinked documents, images, audio and video files. He described how people would use the devices to send messages to one another, share files and even congregate in online social networks. He called the whole thing a “réseau,” which might be translated as “network” — or arguably, “web.”
Paper Trail - The telegraph room at the original Mundaneum in Brussels.	Historians typically trace the origins of the World Wide Web through a lineage of Anglo-American inventors like Vannevar Bush, Doug Engelbart and Ted Nelson. But more than half a century before Tim Berners-Lee released the first Web browser in 1991, Otlet (pronounced ot-LAY) described a networked world where “anyone in his armchair would be able to contemplate the whole of creation.”
	Although Otlet’s proto-Web relied on a patchwork of analog technologies like index cards and telegraph machines, it nonetheless anticipated the hyperlinked structure of today’s Web. “This was a Steampunk version of hypertext,” said Kevin Kelly, former editor of Wired, who is writing a book about the future of technology.
	Otlet’s vision hinged on the idea of a networked machine that joined documents using symbolic links. While that notion may seem obvious today, in 1934 it marked a conceptual breakthrough. “The hyperlink is one of the most underappreciated inventions of the last century,” Mr. Kelly said. “It will go down with radio in the pantheon of great inventions.”
	Today, Otlet and his work have been largely forgotten, even in his native Belgium. Although Otlet enjoyed considerable fame during his lifetime, his legacy fell victim to a series of historical misfortunes — not least of which involved the Nazis marching into Belgium and destroying much of his life’s work. But in recent years, a small group of researchers has begun to resurrect Otlet’s reputation, republishing some of his writing and raising money to establish the museum and archive in Mons.
A conceptual structure of information at the museum.	As the Mundaneum museum prepares to celebrate its 10th anniversary on Thursday, the curators are planning to release part of the original collection onto the present-day Web. That event will not only be a kind of posthumous vindication for Otlet, but it will also provide an opportunity to re-evaluate his place in Web history. Was the Mundaneum (mun-da-NAY-um) just a historical curiosity — a technological road not taken — or can his vision shed useful light on the Web as we know it?
	Although Otlet spent his entire working life in the age before computers, he possessed remarkable foresight into the possibilities of electronic media. Paradoxically, his vision of a paperless future stemmed from a lifelong fascination with printed books. Otlet, born in 1868, did not set foot in a schoolroom until age 12. His mother died when he was 3; his father was a successful entrepreneur who made a fortune selling trams all over the world. The senior Otlet kept his son out of school, out of a conviction that classrooms stifled children’s natural abilities. Left at home with his tutors and with few friends, the young Otlet lived the life of a solitary bookworm.
	When he finally entered secondary school, he made straight for the library. “I could lock myself into the library and peruse the catalog, which for me was a miracle,” he later wrote. Soon after entering school, Otlet took on the role of school librarian. In the years that followed, Otlet never really left the library. Though his father pushed him into law school, he soon left the bar to return to his first love, books. In 1895, he met a kindred spirit in the future Nobel Prize winner Henri La Fontaine, who joined him in planning to create a master bibliography of all the world’s published knowledge.
LEGACY The new Mundaneum has rows of drawers with millions of original index cards and an archive of books, slides and other artifacts.	Even in 1895, such a project marked an act of colossal intellectual hubris. The two men set out to collect data on every book ever published, along with a vast collection of magazine and journal articles, photographs, posters and all kinds of ephemera — like pamphlets — that libraries typically ignored. Using 3 by 5 index cards (then the state of the art in storage technology), they went on to create a vast paper database with more than 12 million individual entries.
	Otlet and LaFontaine eventually persuaded the Belgian government to support their project, proposing to build a “city of knowledge” that would bolster the government’s bid to become host of the League of Nations. The government granted them space in a government building, where Otlet expanded the operation. He hired more staff, and established a fee-based research service that allowed anyone in the world to submit a query via mail or telegraph — a kind of analog search engine. Inquiries poured in from all over the world, more than 1,500 a year, on topics as diverse as boomerangs and Bulgarian finance.

As the Mundaneum evolved, it began to choke on the sheer volume of paper. Otlet started sketching ideas for new technologies to manage the information overload. At one point he posited a kind of paper-based computer, rigged with wheels and spokes that would move documents around on the surface of a desk. Eventually, however, Otlet realized the ultimate answer involved scrapping paper altogether.

Since there was no such thing as electronic data storage in the 1920s, Otlet had to invent it. He started writing at length about the possibility of electronic media storage, culminating in a 1934 book, “Monde,” where he laid out his vision of a “mechanical, collective brain” that would house all the world’s information, made readily accessible over a global telecommunications network.

Tragically, just as Otlet’s vision began to crystallize, the Mundaneum fell on hard times. In 1934, the Belgian government lost interest in the project after losing its bid for the League of Nations headquarters. Otlet moved it to a smaller space, and after financial struggles had to close it to the public.

A handful of staff members kept working on the project, but the dream ended when the Nazis marched through Belgium in 1940. The Germans cleared out the original Mundaneum site to make way for an exhibit of Third Reich art, destroying thousands of boxes filled with index cards. Otlet died in 1944, a broken and soon-to-be-forgotten man.

After Otlet’s death, what survived of the original Mundaneum was left to languish in an old anatomy building of the Free University in the Parc Leopold until 1968, when a young graduate student named W. Boyd Rayward picked up the paper trail. Having read some of Otlet’s work, he traveled to the abandoned office in Brussels, where he discovered a mausoleumlike room full of books and mounds of paper covered in cobwebs.

Mr. Rayward has since helped lead a resurgence of interest in Otlet’s work, a movement that eventually fueled enough interest to prompt development of the Mundaneum museum in Mons.

Today, the new Mundaneum reveals tantalizing glimpses of a Web that might have been. Long rows of catalog drawers hold millions of Otlet’s index cards, pointing the way into a back-room archive brimming with books, posters, photos, newspaper clippings and all kinds of other artifacts. A team of full-time archivists have managed to catalog less than 10 percent of the collection.

The archive’s sheer sprawl reveals both the possibilities and the limits of Otlet’s original vision. Otlet envisioned a team of professional catalogers analyzing every piece of incoming information, a philosophy that runs counter to the bottom-up ethos of the Web.

“I think Otlet would have felt lost with the Internet,” said his biographer, Françoise Levie. Even with a small army of professional librarians, the original Mundaneum could never have accommodated the sheer volume of information produced on the Web today.

“I don’t think it could have scaled up,” Mr. Rayward said. “It couldn’t even scale up to meet the demands of the paper-based world he was living in.”

Those limitations notwithstanding, Otlet’s version of hypertext held a few important advantages over today’s Web. For one thing, he saw a smarter kind of hyperlink. Whereas links on the Web today serve as a kind of mute bond between documents, Otlet envisioned links that carried meaning by, for example, annotating if particular documents agreed or disagreed with each other. That facility is notably lacking in the dumb logic of modern hyperlinks.

Otlet also saw the possibilities of social networks, of letting users “participate, applaud, give ovations, sing in the chorus.” While he very likely would have been flummoxed by the anything-goes environment of Facebook or MySpace, Otlet saw some of the more productive aspects of social networking — the ability to trade messages, participate in discussions and work together to collect and organize documents.

Some scholars believe Otlet also foresaw something like the Semantic Web, the emerging framework for subject-centric computing that has been gaining traction among computer scientists like Mr. Berners-Lee. Like the Semantic Web, the Mundaneum aspired not just to draw static links between documents, but also to map out conceptual relationships between facts and ideas. “The Semantic Web is rather Otlet-ish,” said Michael Buckland, a professor at the School of Information at the University of California, Berkeley.

Critics of the Semantic Web say it relies too heavily on expert programmers to create ontologies (formalized descriptions of concepts and relationships) that will let computers exchange data with one another more easily. The Semantic Web “may be useful, but it is bound to fail,” Dr. Buckland said, adding, “It doesn’t scale because nobody will provide enough labor to build it.”

The same criticism could have been leveled against the Mundaneum. Just as Otlet’s vision required a group of trained catalogers to classify the world’s knowledge, so the Semantic Web hinges on an elite class of programmers to formulate descriptions for a potentially vast range of information. For those who advocate such labor-intensive data schemes, the fate of the Mundaneum may offer a cautionary tale.

The curators of today’s Mundaneum hope the museum avoids its predecessor’s fate. Although the museum has consistently managed to secure financing, it struggles to attract visitors.

“The problem is that no one knows the story of the Mundaneum,” said the lead archivist, Stéphanie Manfroid. “People are not necessarily excited to go see an archive. It’s like, would you rather go see the latest ‘Star Wars’ movie, or would you rather go see a giant card catalog?”

Striving to broaden its appeal, the museum stages regular exhibits of posters, photographs and contemporary art. And while only a trickle of tourists make their way to the little museum in Mons, the town may yet find its way onto the technological history map. Later this year, a new corporate citizen plans to open a data center on the edge of town: Google.Alex Wright/The New York Times

By Jim Henry

May 29th, 2008 @ 1:22 am

0 Comments

Tags: Car, Porsche AG, Brand, Leasing, CPO, Capital Structures, Branding, Manufacturing, Finance, Marketing

For a couple of reasons, used cars are a growing priority for luxury-brand automakers like Porsche. First, many people who buy high-end, expensive cars tend to graduate from a used car to a new one. Second, used cars are an important profit center for dealers, especially when new-car sales are slow. Finally, as leasing has become common, it’s important for car companies to protect used-car values.

In leasing, the customer effectively borrows the difference between the upfront cost of a vehicle and what it’s projected to be worth at the end of the lease. The more a used car is worth at the end of a lease, the less the leasing customer has to borrow, which in turn lowers monthly payments.

Luxury auto brands are also promoting the sale of off-lease cars and trade-ins as “certified pre-owned” cars, or CPO for short. Unlike most used cars, CPO cars are inspected and refurbished by the dealer, and come with a warranty. That can add $1,500 or more to the price of a luxury car, but many customers feel the additional comfort level is worth it.

In all, the luxury brands are trying to get their new-car dealers to sell more used, off-lease vehicles. That keeps them out of the hands of independent used-car dealers who can give the brand a bad name, and away from wholesale auctions where prices are rock-bottom. If the actual market price of a vehicle coming off lease is lower than the automaker and its finance company expected, the automaker can incur a loss.

I spoke in New York on May 28 with Mick Pallardy, vice president for the eastern region for Porsche Cars North America. Pallardy, based in Herndon, Va., is responsible for Northeast markets from Virginia to Maine. The following are edited excerpts:

BNET: Do people really move up from used cars, or is there a used-car mindset that says, “I’ll only buy used, let somebody else take the hit on depreciation”? (According to Automotive Lease Guide, the average new car depreciates 40 percent as soon as it’s purchased, or 55 percent after three years.)

Mick Pallardy: It’s (Porsche is) really an aspirational brand. Certified pre-owned is how a lot of people first gain access to the brand. About 60 percent of CPO customers go on to buy a new Porsche. If you include all used cars, not just certified pre-owned, it’s 70 percent.

BNET: How much is an average car worth after a certain amount of time? Is there a rule of thumb?

MP: It’s hard to say specifically, because we have so many different models and so many different trim and equipment levels. For the 911 (model), especially, we have people scouring the country for a specific model, or a specific feature, or a specific color. They look all over the country, they have all these online tools, they look all over, and when they find what they’re looking for, they’ll either come get it, or pay somebody to ship it to them.

BNET: I read that Porsche had record sales for CPO (691 cars in April 2008, versus 548 in the year-ago month; 6,581 in 2007, versus 6,114 in 2006).

MP: Just about every month is a record.

BNET: Are you pushing that program?

MP: We have programs in place (to encourage the dealers to buy CPO vehicles and sell them at retail). For the next fiscal year we will also be enhancing the CPO warranty, to something that’s in keeping with the brand. You don’t want it to go to the independent (used-car) dealers, because of the customer handling. You want the customer handling to be in keeping with the brand.

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March 8 2008

Michael Arrington

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Yesterday Jason Calacanis, the founder of Mahalo (and, full disclosure, our partner at TechCrunch40), wrote a blog post titled “How to save money running a startup.” Boy was he attacked. Bloggers lined up to take their shots at him. Examples are here, here, here and, especially, here.

Our own Duncan Riley also wrote a post criticizing Calacanis and a firestorm of comments blew in. He took a more humorous approach to make his points, but his opinion on the matter was clear.

I happen to disagree with Duncan and the others criticizing Calacanis, though. Our writers have complete editorial discretion, and I would never ask him to change his overall tone or message. But I do want to chime in with my own thoughts because this is an important cultural issue and worthy of further discussion.

Some of Calacanis’ points were probably written in haste, like his statement “Fire people who are not workaholics” (he later changed it to “Fire people who don’t love their work”). Others were not controversial, like his advice to “Buy cheap tables and expensive chairs.” Overall, I get the impression that if he had spent just a few minutes editing his post, he would have had a 100% different reaction from readers.

I’m not that interested in analyzing each of his 17 suggestions - some I agree with, some I don’t. But I am interested in adding my thoughts to what I believe are (or should be) his underlying messages:

Startups Must Hire The Right People

Startups that hire incorrectly fail. They don’t probably fail, or maybe fail. They just plain fail.

You must hire the right people. In particular, the early employees must be perfect. This is more important than anything else, including the product or business idea. Perfect teams can adapt to failing products or market/competitive issues and correct for that. That’s why great teams tend to work together over and over again, and sometimes start companies even before they know what the product will be.

The most important part of hiring correctly is to not hire the wrong people. The second most important part of hiring correctly is to hire the right people. What that means is that it is better to not hire anyone at all if you can’t find the right person. And if your startup fails, all the perks, time off and general coddling that many outraged commenters called for isn’t all that useful.

So who are the right people and who are the wrong people? It’s not that hard to tell. The right people are the ones that really, really want to work with you. You can tell they’re excited to be a part of the team. They actively look for problems to solve, and then solve them. This is a personality type that is very easy to spot once you know what to look for - they have fire in their eyes. They’re warriors.

I’ll take the fired up warrior any day over the more experienced but otherwise meek alternative. Skills can be learned quickly on the job (excluding certain specialized skills, which mostly means developers for a young startup). But if you aren’t already the kind of person who’ll just get the job done no matter what, you’ll likely never be.

Warning signs to look out for during an interview: people who care about status symbols like titles, people who resent the success of others, people who act like they’re doing you a favor by talking to you. And people who want to negotiate salary endlessly but couldn’t care less about the stock options.

If you hire badly, it isn’t just that employee who’s not performing. They poison the entire organization. If everyone is pushing hard to get a product out the door, but one sulking individual is passive aggressive about working late, morale drops across the company. It spreads like cancer.

I’m not saying you should chain people to the desk. I’m not saying you should make them work 24 hours a day. What I’m saying is that you should hire people who work 24 hours a day because there is nothing else they’d rather do. If you’ve got a product to launch and you’re ultimately trying to disrupt a bigger and better funded company, it’s likely that you are going to need a superhuman effort from the team. I doubt Google’s early employees complained about the hours (and take a wild guess as to why Google gives employees free lunch and free dinners).

If something about this doesn’t sit well with you, that’s ok because you are part of the vast majority of people out there who have an appropriate work-life balance. That doesn’t make you a bad person. It just makes you a bad hire for a resource-strapped startup that needs a team of kick ass all-stars to have a hope in hell of succeeding.

The bottom line is this. The only people in the world that should feel warm and fuzzy around you are your customers/users. Your employees don’t want to feel warm and fuzzy. They want to win. If they are warriors, they’ll respect what you are doing and follow you into the wee hours of every morning to mark their place in history and fill their bank accounts with stock option dollars.

Watch Every Penny

Startups cannot waste money. If they do, they’ll fail. As I said above, they don’t probably fail, or maybe fail. They just plain fail.

That means a really cheap office, to start. Don’t even think about an administrative assistant. Or flying business class. Double up in hotel rooms. And even things like telephones are probably not needed. You have cell phones and skype for that. Matching 401k plans? HAH. Three weeks vacation? Not going to happen. You cannot waste money because every dollar is an amount of time you can keep running the business before you have to shut down. Run out of dollars before you reach profitability or convince investors to double down, and you’re done.

However…you cannot be penny wise and pound foolish. Get your developers the hardware and software they need. Pay your employee’s cell phone bills (the nice thing about reimbursing expenses is that it’s tax efficient to both the company and the employee v. income). Attend the conferences you need to attend to push the business forward (but try to sneak in for free)(unless it’s TechCrunch40).

Here’s another tip - make sure your accountants and lawyers know that you are watching every penny. Bring up cost issues to them on every other call. They’ll be far less likely to pad their bills if you do. But also make sure they know that there’s upside - a successful client that raises venture capital, gets sold, enters into a lot of deals, etc. will generate fees for them down the road. Make sure they see you as a partner, not an ATM machine.

Something else that I’ll pass on - when startups raise their first big round of financing, they are at their most vulnerable point. The new investors want results. Expansion. Market domination. Etc. Too many startups start to spend that money on really dumb stuff - new employees that aren’t needed, new office space, etc. It’s incredible how a company that got to launch on $200k will start to spend that amount every month after they raise $5 million. And the results - bad hires who not only don’t perform, but who also bring the rest of the team down. When and if you raise that money, make sure you are doubly cautious about spending.

Push to the breaking point on everything. Pay money out as slowly as possible. Collect revenue aggressively and quickly. And never miss payroll.

If you do all of these things you will have a 2 in 10 chance of middling success, and a 1 in 10 chance of a serious win. Don’t do these things and you’ll fail.

Posted Mar 7th 2008 3:57PM by Alex Nunez
Filed under: Motorsports, Coupes, Sports/GTs, Ford

Click image for a high-res gallery of the Ford Racing Mustang FR500S
Nineteen Ford Racing FR500S Mustangs are now in the hands of their owners. In case you've forgotten, the Mustang FR500S is the $75,000, 325-horsepower racing car introduced at SEMA and offered directly to customers by Ford for use in the new single-make Ford Mustang Challenge for the Miller Cup series. Starting this May at Road Atlanta, a series of eight Challenge races will take place in support of larger Grand-Am, HSR and NASCAR regional events, culminating with a September doubleheader at Miller Motorsports Park, for which the series and trophy are named.
Last weekend, the FR500S owners made a pilgrimage to the racetrack in Salt Lake City, UT where they attended performance driving school, participated in seminars about the series, and, most importantly, took delivery of their racers. Kudos to the pair of drivers who strayed from the norm, opting for black and red cars instead of the white chosen by everyone else. Once all the talking ended, the group headed out to the track for open practice sessions in their cars. May's not that far off, and the next time this group of racers gets together, they'll be competing for championship points. If you want to see the cars in action, we've pasted the Mustang Challenge schedule after the jump.

Gallery: Ford Racing Mustang FR500S

[Source: Mustang Challenge]
SCHEDULE:
2008 Ford Racing Mustang Challenge for the Miller Cup
Date / Venue / In Support of

• May 2-4 / Road Atlanta / HSR
• June 13-15 / Mosport / NASCAR (Canada)
• June 20-22 / Mid-Ohio / Grand Am
• July 18-20 / Barber Motorsports Park / Grand Am
• August 15-16 / Lime Rock / NASCAR (East)
• August 29-21/ New Jersey Motorsports Park / Grand Am
• September 19-21/ Miller Motorsports Park / Grand Am

Tags: ford racing, FordRacing, FR500S, miller cup, MillerCup, mustang challenge, mustang FR500S, MustangChallenge, MustangFr500s