Unifreight Africa Limited (UNIF.zw) listed on the Zimbabwe Stock Exchange under the Transport sector has released it’s 2011 abridged results.For more information about Unifreight Africa Limited (UNIF.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Unifreight Africa Limited (UNIF.zw) company page on AfricanFinancials.Document: Unifreight Africa Limited (UNIF.zw) 2011 abridged results.Company ProfileUnifreight Africa Limited is a transport holding company in Zimbabwe, offering services in logistics, freight and passenger services to clients in sub-Saharan Africa. The company was re-named after the successful acquisition of Pioneer Corporation Africa Unifreight Africa Limited services include inter-city freight, distribution of general goods and an international courier service. Its brands include Skynet Worldwide Express, Swift and Bulwark. The engineering division operates in two sectors; maintenance of its Unifreight fleet and sales and procurement of parts for Yutong busses, aswell as heavy haulage and abnormal freight transport. Skynet Worldwide Express offers international and domestic courier and airfreight services. Unifreight Africa Limited owns a fleet of vehicles which are available on a contract agreement or for once-off hire. Unifreight Africa Limited is listed on the Zimbabwe Stock Exchange
Bayport Management Limited (BAYP.mu) listed on the Stock Exchange of Mauritius under the Financial sector has released it’s 2018 interim results for the third quarter.For more information about Bayport Management Limited (BAYP.mu) reports, abridged reports, interim earnings results and earnings presentations, visit the Bayport Management Limited (BAYP.mu) company page on AfricanFinancials.Document: Bayport Management Limited (BAYP.mu) 2018 interim results for the third quarter.Company ProfileBayport Management Limited avails retail financial services through its subsidiaries internationally, including Botswana, Colombia, Ghana, Mexico, Mozambique, South Africa, Tanzania, Uganda, and Zambia. The services provided by the company include short term loans, medium term loans, micro asset and group finance products, personal loans and long term loans according the particular needs of the client. Other services availed by Bayport Management Limited involve local money transfer services, savings accounts and flexible deposits, and credit life cover and education protection insurance products. Bayport Management Limited is listed on the Stock Exchange of Mauritius.
Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Rector/Priest in Charge (PT) Lisbon, ME Featured Events New Berrigan Book With Episcopal Roots Cascade Books Assistant/Associate Rector Washington, DC Rector Pittsburgh, PA Rector (FT or PT) Indian River, MI Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Assistant/Associate Rector Morristown, NJ Por Lynette WilsonPosted Jun 27, 2013 Rector Bath, NC Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Rector and Chaplain Eugene, OR The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group An Evening with Aliya Cycon Playing the Oud Lancaster, PA (and streaming online) July 3 @ 7 p.m. ET Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis Submit a Press Release Youth Minister Lorton, VA Rector Albany, NY In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Course Director Jerusalem, Israel Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Associate Rector for Family Ministries Anchorage, AK Missioner for Disaster Resilience Sacramento, CA Virtual Episcopal Latino Ministry Competency Course Online Course Aug. 9-13 Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Rector Hopkinsville, KY Curate Diocese of Nebraska An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Rector Smithfield, NC Featured Jobs & Calls Priest Associate or Director of Adult Ministries Greenville, SC Press Release Service Submit an Event Listing This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Director of Administration & Finance Atlanta, GA Associate Priest for Pastoral Care New York, NY Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Family Ministry Coordinator Baton Rouge, LA Submit a Job Listing Rector Shreveport, LA Rector Knoxville, TN Episcopal Church releases new prayer book translations into Spanish and French, solicits feedback Episcopal Church Office of Public Affairs Bishop Diocesan Springfield, IL Los desastres naturales y el desplazamiento perpetúan la pobreza en El Salvador Un enfoque basado en derechos fomenta un desarrollo duradero Curate (Associate & Priest-in-Charge) Traverse City, MI Assistant/Associate Priest Scottsdale, AZ Rector Tampa, FL Rector Washington, DC Director of Music Morristown, NJ Rector Belleville, IL Cathedral Dean Boise, ID Rector Collierville, TN Priest-in-Charge Lebanon, OH Rector Martinsville, VA Carmen Milagro Flores, una de los dirigentes comunitarios de La Anémona, de pie a la puerta de su casa. Como líder, Flores dice sentirse responsable de otros miembros de la comunidad. Foto de Lynette Wilson para ENS.[Episcopal News Service – San Salvador, El Salvador] Ciento ochenta y nueve familias desplazadas por un desastre natural han reclamado una estrecha franja de tierra situada entre la Carretera Panamericana y una docena de graneros abandonados propiedad del gobierno a unos 25 minutos en auto al este de San Salvador.Viven en chozas hechas de zinc, embarrado, materiales de construcción desechados y a veces materiales rescatados de sus antiguas casas. Las lluvias torrenciales y los deslaves causados por el huracán Ida en 2009 arrastraron el suelo debajo de sus pies y, en ocasiones, se llevaron las casas. La gente huyó de noche mientras la tormenta cobraba fuerza y las casas se precipitaban por un barranco. A un bebé de 2 meses, así como a su madre y su abuela, los enterró vivos el alud, junto con un anciano cuyo cadáver no encontraron nunca.Después de la tormenta, las familias, unidas por 36 años de vivir en comunidad, decidieron mudarse a la franja de tierra abandonada, que carecía de servicios básicos —agua, saneamiento y electricidad—, uniéndose así a una población mucho mayor de 10.000 personas sin tierra que viven a lo largo de la frecuentada carretera. A la comunidad le pusieron “La Anémona”.“Vinimos aquí cuando vimos que nuestra tierra se estaba desintegrando, si hubiera habido un temblor o un terremoto habría destruido nuestras casas”, dijo Carmen Milagro Flores, una líder de la comunidad. “Esta era el único pedazo de tierra desocupada”.La población de La Anémona se mudó a esta estrecha franja de tierra en 2009 entre la frecuentada carretera Panamericana y una instalación de graneros abandonados propiedad del gobierno, luego de que las fuertes lluvias y los deslaves destruyeran su comunidad que se encontraba en la ladera de una colina. Foto de Lynette Wilson para ENS.Unos 2 millones de salvadoreños, un tercio de los 6,1 millones de habitantes del país, viven en casas deficientes en alrededor de 2.500 comunidades informales. Son personas desplazadas internamente —por la guerra, los desastres naturales, la violencia y las privaciones económicas— que han construido chozas a lo largo de carreteras y arroyos contaminados, detrás de centros comerciales y en cuestas peligrosas.Para los que huyeron de los efectos de Ida, “esta es la segunda vez en sus vidas que han sido desplazados”, dijo Noah Bullock, director ejecutivo de la Fundación Cristosal. “La primera vez fue durante la guerra civil”.La Fundación Cristosal es una organización de desarrollo comunitario basada en derechos humanos que tiene sus raíces en las iglesias Anglicana y Episcopal. Trabajó con La Anémona para legalizar la electricidad, introducir agua potable, construir un centro comunitario y, más recientemente, comenzar una cooperativa de ahorros y crédito para mujeres.“El caso de La Anémona es emblemático del histórico desplazamiento de los pobres”, dijo Bullock. “El desplazamiento y la pobreza han empujado a la gente hacia los márgenes, obligándoles a vivir en lugares inadecuados para viviendas, lo cual les mantiene vulnerables y les impide alcanzar la estabilidad en las cosas básicas como el lugar donde viven y la manera de ganarse la vida”.En marzo, José Oswaldo López, el tercero de derecha a izquierda, uno de los abogados de Cristosal, y líderes comunitarios de La Anémona se reunieron con David Rodríguez, a la izquierda, delegado del partido FMLN, para dialogar sobre un proyecto de ley que legalice la tierra en la que vive la gente de La Anémona. Foto de la Fundación Cristosal.La propiedad de la tierra le permitiría a los miembros de la comunidad dedicarse a edificar vidas más estables para sus familias, dijo Blanca Estella Herrera de Yanes, de 26 años, que espera proporcionarles tal estabilidad a sus hijas de 5 y 9 años.Sin un título de propiedad, recalcó, “somos usurpadores”.La pobreza en El Salvador, explicó Bullock, es parte de un sistema más amplio de exclusión social: una condición en la cual a las personas, por excluírseles de ejercer sus iguales derechos en la sociedad, se les niega en efecto, de manera sistemática, la igualdad ciudadana. En lugar de invertir en proyectos que dependen de ayuda permanente, la Fundación Cristosal procura fortalecer la capacidad de los pobres de laborar en pro de la justicia y el desarrollo como ciudadanos iguales en una sociedad democrática.“En Anémona, lo más importante que hemos logrado es que la gente y su gobierno están dialogando”, resaltó él. “El objetivo último es el pleno reconocimiento de las personas como ciudadanos del Estado y su derecho a pertenecer a El Salvador, independientemente de su situación de pobreza y de falta de tierra”.Desde el comienzo, la Fundación Cristosal ha estado al lado de la gente de La Anémona.“Ellos fueron los primeros que vinieron, cuando más necesitados estábamos”, dijo Flores.Otros también vinieron a ayudar, incluida una iglesia que compró un lote de terreno para la comunidad, sin el consentimiento de ésta. En una zona que estaba aislada, sin carretera y sin servicios básicos, dijo José Manuel Muñoz, un líder comunitario que también ha llevado la delantera en el empeño por la legalización de la tierra.“Eso fue cuando decidimos ir adelante con nuestro plan de acción”, dijo Muñoz.“La constitución dice que la propiedad del Estado es la propiedad del Estado, y nosotros [como ciudadanos] somos parte del Estado”, explicó; añadiendo que la burocracia impide la ejecución de las leyes establecidas en la Constitución. “Merecemos vivir de manera digna, en un lugar digno”.En los años 80, una guerra civil, librada en gran medida por desigualdades socioeconómicas y falta de derechos humanos, asoló a El Salvador. Aquí, un hombre sostiene un ejemplar de la Constitución de 1986, que garantiza muchos de los derechos por los que se luchó en la guerra civil, pero que con harta frecuencia aún no se obtienen. La Fundación Cristosal labora con los salvadoreños para proseguir la lucha en pro de la igualdad de derechos. Foto de la Fundación Cristosal.Los líderes de la comunidad, con la ayuda de un abogado y un organizador comunitario que trabaja para Cristosal, han escrito cartas, organizado reuniones y presentado un decreto legislativo en que piden la legalización de la tierra. El decreto, sin embargo, sigue varado.“El proyecto de ley está en la Asamblea, pero lo han archivado, no lo han sometido a votación”, dijo Bullock. Pero él se siente optimista porque el Partido ARENA ha hecho avances en las últimas elecciones municipales de San Martín, donde está situada La Anémona, y el Partido FMLN está buscando ganarse el favor popular antes de las elecciones presidenciales de febrero de 2014, añadió. “Legalizar la tierra en la que viven 10.000 personas sería una gran victoria política para ellos”.De 1980 a 1992, El Salvador fue víctima de una brutal guerra civil entre un gobierno dirigido por militares y respaldado por EE.UU. y una coalición de grupos guerrilleros, organizados como el Frente Farabundo Martí de Liberación Nacional, o FMLN. La guerra fue alimentada fundamentalmente por las graves desigualdades que existían entre una pequeña elite adinerada que controlaba el gobierno y la economía y la mayoría de la población que vivía en la pobreza. Las comunidades en la actualidad siguen afiliándose a partidos de derecha e izquierda, y los beneficios dependen de qué partido está en el poder. El Partido FMLN detenta [en la actualidad] la presidencia.En cooperación con la Fundación Cristosal, el obispo Martín Barahona, de la Iglesia Anglicana-Episcopal de El Salvador se ha valido de su cargo para abogar a favor de la comunidad respecto a la legalización de la propiedad de la tierra y en la negociación de los derechos al agua y la electricidad.José Manuel Muñoz, a la derecha, y Benjamín Pérez, residentes de La Anémona, de pie sobre el techo de una de las casas abandonadas de la comunidad donde habían vivido durante 36 años. El huracán Ida obligó a los residentes a abandonar sus casas en 2009. Foto de Lynette Wilson para ENS.Los vecinos de La Anémona distan de estar solos en haber sido desplazados de sus hogares por huracanes y otros desastres naturales. En todo el mundo, 34,2 millones de personas fueron desplazadas por desastres naturales en 2012. En América Central, 605.046 personas fueron desplazadas por desastres naturales en 2011, según un informe del Centro de Supervisión de Desplazamientos Internos y del Consejo Noruego para los Refugiados.En El Salvador, los desastres naturales desplazaron 90.362 residentes entre 2009 y 2011, según datos compilados por el centro de supervisión. Más del 88 por ciento de la totalidad del suelo de El Salvador se considera en peligro de sufrir desastres naturales, y el 96,4 de la población vive en esas zonas riesgosas, según el Programa de Desarrollo de las Naciones Unidas.Los vecinos de La Anémona, dicen Flores y otros líderes de la comunidad, se consideran víctimas del cambio climático. Desde que se vieron forzados a relocalizarse, han luchado por rehacer sus vidas y trascender el nivel de subsistencia.“Después de la tormenta, la gente tenía pocos recursos y se vieron obligados a optar entre vivir en peligro de muerte por un deslave o en peligro de ser excluidos por vivir sin derecho a la tierra, como ocupantes ilegales”, dijo Bullock. “[Los miembros de] la comunidad se sienten como extranjeros en su propio país.La competencia de cometas es un pasatiempo popular entre los niños que viven en La Anémona. Los padres dicen que uno de los problemas de criar niños en la comunidad es mantenerles ocupados y fuera de peligro. La comunidad está situada en una zona controlada por una de las pandillas más peligrosas de El Salvador. Foto de Lynette Wilson para ENS.“Con las personas desplazadas, la inseguridad del lugar se convierte en una patología y refuerza la sensación de ser menos igual o de tener menos derechos que los otros salvadoreños. En un sentido, el desplazamiento era una negación de la plena ciudadanía”, afirmó él, añadiendo que sentirse inseguro respecto a la vivienda perpetúa el ciclo de la pobreza.“Tiene que ven con la estabilidad y con la capacidad de una familia de proyectar la senda de su vida futura. Si no tienes la seguridad de que has de vivir en ese sitio durante cinco o 10 años, no puedes tener una perspectiva a largo plazo. Vives de día en día, no quieres invertir en tu casa o en cosas que podías probablemente perder mañana”.Cinco personas encabezaron la reclamación de la tierra junto a la carretera, primero midiéndola y luego parcelándola y marcándola en lotes de [aproximadamente] 3,5 por 3,5 metros para cada familia. Durante 22 días, los dirigentes clavaban sus postes y la policía se los sacaba y les exigía un permiso para permanecer allí.“Debíamos mostrar un permiso que no teníamos”, dijo Flores. “Un día uno de los policías me dijo, ‘estoy cansado de verte’, y yo le dije, ‘y yo estoy cansada de verte’. Así fue como seguimos haciendo nuestras chozas”.Los dirigentes de la comunidad no cedieron. Una vez que las familias habían levantado las paredes de lo que serían sus casitas, los policías se cansaron y no han amenazado con demoler la comunidad. Sin embargo, los residentes viven con miedo, dijo Flores. El miedo a ser desahuciados les dificulta el dormir de noche y, como uno de los líderes de la comunidad, ella se siente responsable por los demás, agregó.“Tenemos fe en Dios de que un día nos darán esta tierra”, afirmó Flores. “No es grande, pero tomaremos lo que podamos. No es seguro estar en tierra ajena”.– Lynette Wilson es una redactora y reportera de Episcopal News Service temporalmente radicada en San Salvador, El Salvador. Traducción de Vicente Echerri Associate Rector Columbus, GA Canon for Family Ministry Jackson, MS
Architects: Studio Lotus Area Area of this architecture project Area: 9000 ft² Year Completion year of this architecture project Manufacturers: Aurubis, Bega, Bharat Floorings, Fima, SDMO, SamsungHouses, Residential•Goodlands, Mauritius “COPY” Photographs Area: 9000 ft² Year Completion year of this architecture project Architects: Studio Lotus Area Area of this architecture project Photographs “COPY” CopyHouses, Residential•Goodlands, Mauritius Year: 2018 Year: House in a Garden / Studio Lotus Projects Photographs: Karl Ahnee Manufacturers Brands with products used in this architecture project ArchDaily Photographs: Karl Ahnee Manufacturers Brands with products used in this architecture project Mauritius House in a Garden / Studio LotusSave this projectSaveHouse in a Garden / Studio Lotus 2018 ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/933371/house-in-a-garden-studio-lotus Clipboard Houses Manufacturers: Aurubis, Bega, Bharat Floorings, Fima, SDMO, SamsungArchitect In Charge:Sidhartha Talwar, Ambrish Arora, Harshvardhan KumawatInterior Design:Daniel De RobillardStructural Consultant:Arup GroupCity:GoodlandsCountry:MauritiusMore SpecsLess SpecsSave this picture!© Karl AhneeRecommended ProductsWoodStructureCraftEngineering – Architectural & FreeformWoodAccoyaAccoya® CanalsDoorsStudcoAccess Panels – AccessDorWoodAccoyaAccoya® Cladding, Siding & FacadesText description provided by the architects. House In A Garden is situated at the northern tip of mainland Mauritius, in one of the most densely populated neighborhoods of the island nation. At the center of Goodlands are large swathes of reserved forest lands, the fringes of which are occupied by sprawling family residences. The house is home to a couple – who are avid art collectors – and their two young children. The house sits parallel to the south edge of the site, opening it up to the winter sun and a glimpse of the sea in the distance. With all living spaces arranged along a central spine, the built mass of the house is characterized by timber-shuttered concrete walls folding inwards to create multiple niches and courts in the built envelope.Save this picture!© Karl AhneeSave this picture!Ground floor planSave this picture!© Karl AhneeAdded on to this are layers of the owners’ collection of antiques and artifacts. The central spine manifests itself as the internal corridor which connects all living spaces sequentially; the façade modulates itself in accordance with the function of the interior spaces. A series of portals along the spine highlights the sequential nature of the living spaces, with varying degrees of privacy accorded to each zone: public spaces, for instance, open directly into the forecourt, whereas the relatively private family zone, adjoining the kitchen, has been placed towards the back of the house.Save this picture!© Karl AhneeThe trees in the forecourt, along the South-Western periphery and the tree towards the North determine the spatial layout of the residence, with multiple balconies and windows opening out to glorious views off their dense canopies. The fenestration system has been devised keeping in mind the climatic conditions of Mauritius. The larger openings have been fitted with mild steel doors specially designed to withstand the frequent cyclones that the country experiences during summers. The larger openings of the living room are framed by narrow slit windows with adjustable timber louvers along the slit windows allow for cross-circulation through the house. Save this picture!© Karl AhneeAll bedrooms, except the guest suite, have been placed on the first floor to allow privacy to the family. Both suites open into a common shared library, located on the living room mezzanine; the spatial layout, hence, allows for cross-level visual connections to be made tying the public and the private zones together. Staircases on either ends of the spine connect the bedrooms to the ground floor. Almost all the timber used in the house – from the planked false ceiling, to the timber floors – is reclaimed teak; most of the basalt used on the walls is from the dismantled structure on site.Save this picture!© Karl AhneeThe simple materials provide a suitable backdrop for the clients’ extensive art collection, and for integrating reclaimed architectural elements into the home – such as the deep red spiral staircase in the kitchen, and the South Indian columns along the entrance forecourt as well as the Rajasthani columns in the poolside verandah. Be it the retention of vegetation on site, the integration of manicured greens with the neighboring wilderness, or the creation of external visual foci for all internal spaces – the design intent for House In A Garden is highly responsive to the connection between the residents, their lifestyles and memories, the climate of the region and the nature that surrounds the house.Save this picture!© Karl AhneeProject gallerySee allShow lessArt Shield Statue Conservation Pavilion / Hello WoodSelected ProjectsFlexible Landscape / GOA ArchitectsSelected Projects Share ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/933371/house-in-a-garden-studio-lotus Clipboard Save this picture!© Karl Ahnee+ 21Curated by Hana Abdel Share CopyAbout this officeStudio LotusOfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesInterior DesignResidential InteriorsOn FacebookGoodlandsMauritiusPublished on February 08, 2020Cite: “House in a Garden / Studio Lotus” 07 Feb 2020. ArchDaily. Accessed 10 Jun 2021.
Commenting on the Manchester announcement, Mary Considine, CEO, Shannon Group said, “As we move closer to the UK’s departure from the EU on January 31st, this is a very important and timely boost for Shannon and the wider region as it increases capacity on a UK route that serves business and tourism sectors in our region post-Brexit.“ Facebook Twitter Previous articleClosing date for entries for Ireland’s Young Filmmaker of the Year 2020 is January 24Next articleRomanian man charged with murder of limerick pensioner, remanded in continuing custody Staff Reporterhttp://www.limerickpost.ie BusinessNewsRyanair expands Manchester service for Shannon AirportBy Staff Reporter – January 21, 2020 1127 Email Advertisement RYANAIR has announced the expansion of their Manchester service to Shannon Airport, increasing its operations from five to six days a week.RYANAIR has announced the expansion of their Manchester service to Shannon Airport, increasing its operations from five to six days a week.The new service will start on March 31 and will operate on Tuesdays, departing Shannon at 2.10pm.Sign up for the weekly Limerick Post newsletter Sign Up Welcoming the announcement Andrew Murphy, Managing Director, Shannon Airport said the airline’s decision to expand the Manchester service was a “vote of confidence in the region”, and will provide an “additional 12,000 seats on this popular route in the peak season”.“We are also delighted to have the Lauda twice-weekly Vienna services on our summer schedule starting on 1st April this year, a service that will boost business for our tourism industry along the Wild Atlantic Way,” he said, adding, “We look forward to working closely with Ryanair and its sister company Lauda to make the expanded Manchester and new Vienna service a success.” Print Linkedin WhatsApp
Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash Email Facebook WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads WhatsApp Limerick’s National Camogie League double header to be streamed live RELATED ARTICLESMORE FROM AUTHOR Twitter Advertisement TAGSKeeping Limerick PostedKerstin MeylimerickLimerick PostUNIVERSITY of Limerick President Professor Kerstin Mey Donal Ryan names Limerick Ladies Football team for League opener Previous articleAnn & Steve Talk Stuff | Episode 28 | Memories through MusicNext articleSt. John’s Brass & Reed Band launch new outreach programme David Raleigh LimerickNewsUL President joins Gardaí on Covid patrolsBy David Raleigh – October 1, 2020 486 Linkedin Limerick Ladies National Football League opener to be streamed live Print UNIVERSITY of Limerick President Professor Kerstin MeyUNIVERSITY of Limerick President Professor Kerstin Mey has accompanied Gardaí on visits to off-campus housing estates to remind students to follow public health guidelines and stop the spread of Covid-19.As students made a return to learning this week, members of the University’s senior leadership have engaged in nightly walking tours with local Gardaí.Sign up for the weekly Limerick Post newsletter Sign Up A UL spokesman said the initiative was “to engage with students, educate them about public health guidelines and to stress a co-operative approach in protecting the community surrounding the campus in light of the situation with Covid-19.“Through a community liaison committee, UL has developed a response plan to ensure that new and returning students can live and learn as safely as possible in the context of Covid-19.“UL has allocated further resources to An Garda Síochána to increase its capacity to undertake community engagement activity over the course of the coming weeks.“This involves student union representatives, engaging with students to educate them on following the public health guidelines.President Mey said her participation in the nightly tours was to “show a shared responsibility for community welfare through direct visibility with Gardaí who are out in the normal course of their work”.“We are hoping that our presence will help with the message that for students, behaviour in the general community is directly linked to their status as a UL student,” she said.Prof Mey said it was vital that students take responsibility for their actions, follow the public health guidelines, limit their social contacts and stay safe”.“We are fully aware that this situation is difficult for students in what should have been one of the most exciting weeks of their lives – but they must follow the advice and heed the warnings, or they risk putting the people they love and the wider community at risk by their actions.”Limerick Garda Chief Superintendent Gerry Roche welcomed the assistance of UL in helping to engage, educate and encourage the community.“We now need everyone to double down on the tremendous efforts they have made here in Limerick.“While you may feel safe at home and think it’s okay to have friends over or have a party, you are putting your health, their health and everyone you come into contact with afterwards at risk,” he added.There has been a leaflet drop around campus and student union representatives are also working on “a parallel daytime education and advice operation“ to assist with student queries and to meet students living in local accommodation.The government stated last Friday that all higher education institutions move to the enhanced public health protection measures, while the vast majority of academic delivery has moved online.Lab work and workshops as well as some essential tutorials are taking place on the UL campus as scheduled.However, UL students are being advised not to travel to Limerick if their full programme is due to be delivered online over the next two weeks.“All social and club activities on campus have been suspended until further notice,” added a spokesman.According to UL, action can be taken against students through the code of conduct who, by breaching public health guidelines, may be considered to have engaged in conduct that is harmful to others.“There is no set sanction within the code of conduct for any offence but penalties allowed within the code of conduct include monetary, academic, suspension and expulsion.““Students have a responsibility to their wider community to follow government and institutional guidelines,” the spokesman added. Roisin Upton excited by “hockey talent coming through” in Limerick
Previous: Investors See Record SFR Appreciation Next: CFPB Identifies Mortgage Servicing Violations The Best Markets For Residential Property Investors 2 days ago in Daily Dose, Featured, News, Print Features Print This Post February 18, 2020 4,610 Views Data Provider Black Knight to Acquire Top of Mind 2 days ago Share Save Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Governmental Measures Target Expanded Access to Affordable Housing 2 days ago David Wharton, Managing Editor at the Five Star Institute, is a graduate of the University of Texas at Arlington, where he received his B.A. in English and minored in Journalism. Wharton has over 16 years’ experience in journalism and previously worked at Thomson Reuters, a multinational mass media and information firm, as Associate Content Editor, focusing on producing media content related to tax and accounting principles and government rules and regulations for accounting professionals. Wharton has an extensive and diversified portfolio of freelance material, with published contributions in both online and print media publications. Wharton and his family currently reside in Arlington, Texas. He can be reached at [email protected] Related Articles Demand Propels Home Prices Upward 2 days ago Demand Propels Home Prices Upward 2 days ago One-on-One With the Leader of Service Mac Servicers Navigate the Post-Pandemic World 2 days ago Subscribe The Week Ahead: Nearing the Forbearance Exit 2 days ago 2020-02-18 David Wharton Sign up for DS News Daily Editor’s note: This feature originally appeared in the February issue of DS NewsOne of the first things President and CEO Robert “Bob” Caruso said to me during my visit to the offices of his mortgage subservicing company, ServiceMac, was to offer to let me remove my tie. It was a small gesture, but one that echoed many of the themes Caruso and the ServiceMac team would discuss passionately over the course of the afternoon to come— themes such as a commitment to a family-focused culture, an attention to detail, and a willingness to reexamine entrenched processes and mindsets, even if that’s “how things have always been done.”Founded in 2017, ServiceMac now occupies a full floor of its building in Fort Mill, South Carolina, sharing an office park with the headquarters of Movement Mortgage. Caruso tells me that the company is already planning a move into a larger facility, and the evidence of those preparations aren’t hard to see—one whole section of the floor is occupied by spare chairs, tables, and other furniture. According to Caruso, they bought it by the lot after a local legal college shuttered, and they simply don’t have anyplace else to store it until their larger offices are ready for them.Nevermind the clutter, the message is clear—ServiceMac has plans to grow. It’s the sort of casual confidence that isn’t unexpected from Caruso, a 30-year mortgage veteran who has put in time at companies such as JPMorgan Chase, Wells Fargo, Bank of America, and ServiceLink. But in spite of all those years of experience, Caruso’s ServiceMac venture is very much an attempt to push limits—both his own and those of his team.ServiceMac’s website reads like that of many other similar companies, running down a list of services offered and avowing a commitment to providing “personalized solutions that span the mortgage continuum and enhance security, customer satisfaction, and profitability.” But once you dig deeper, you find a company firmly tied to a few core ideas and a very specific way of thinking—all of which relate directly back to the company’s founder, and the worldview he brings to the table.Caruso graduated and began his first steps into building a career in the late ‘70s, amidst a nation still recovering from recession. He spent some time working at American Express, which he described as quite literally a family-focused environment—his co-workers included his wife, two of his brothers, and his father.While he enjoyed his time at American Express, he found himself thinking ahead and trying to be proactive and strategic with his career plans.“With all the volatility at that time, a lot of jobs were being eliminated and industries were getting hurt,” Caruso recalled. “I was trying to figure out what industry I wanted to work in that would have job stability.” He settled on banking, and then more specifically on mortgage, figuring, “People always need mortgages.”He began on the servicing side of the industry, then gradually learned the originations aspects, slowly learning all the ins and outs and intricacies that define mortgage. He said that the complexity of it all appealed to him.“People think, ‘Mortgage lending is similar to auto lending or credit cards.’ But it’s much more intricate than that because of the secondary market, how homes are securitized, Fannie Mae, Freddie Mac, the Veterans Administration … The consumer groups are much more engaged with what happens in the mortgage business than with any other loan product because it’s the typical person’s largest single asset.”It’s also, as he pointed out, a heavily regulated sector. And the necessities of staying on top of compliance proved to be one of the key ideas that went into ServiceMac’s “origin story.”“The way compliance works in our industry today, you do your work, and then at the end of a month, you have a group compliance audit and they sample your loans to see how you performed,” Caruso said. “Based on those errors, they’ll extrapolate it out and say, ‘You have a 5% error ratio.’ That’s fine, but it’s not the best way to manage compliance and quality in our environment.”When it came time to design ServiceMac’s underlying approach to compliance and customer service, Caruso and his team didn’t start with one particular rule—they started with 1,000.A Thousand Rules to Live ByServiceMac’s processes are designed from the ground up to try to get ahead of compliance from the start, rather than circling back periodically to audit how things have gone. Caruso and his team sat down and identified one thousand regulations and quality rules, running the gamut from the GSEs, FHA, the CFPB, and more.They began at the federal level, then worked down to the state level. Once they had a robust list, they began working down it to remove duplicates, eventually arriving at the list of one thousand.“Let’s say a letter has to be sent to all loans in a certain state by the 15th of the month,” Caruso explained “We run those thousand rules against every one of our loans, every single day. Approximately five days before the 15th, we start identifying loans that did not have the required activity, such as that letter being sent.”The system then automatically alerts the ServiceMac team, puts those items into a work queue, and the team works the loans to ensure that letter deadline is not missed.“Then we look at it again, running the same rules again every day. What about four days out? Three days out? Two days? In theory, we should have identified and addressed every loan prior to the rule being violated. At the end of the month, if we’ve done it right, we should be as close to zero errors as possible.” Of course, implementing that check of a thousand rules is no quick or easy task.When I spoke to Caruso, his team had programmed in the first 200, with a target of having the full list completed by the end of Q1 2020. It’s a daunting task, but one Caruso told DS News he believed was critical to what he was trying to accomplish with ServiceMac.“Everyone at ServiceMac actively manages risk from all levels,” said Melissa Perdue, ServiceMac’s CFO. “Bob has surrounded himself with people that know how not managing your risks impacts you as a company.”Perdue lamented that, all too often in mortgage, investment in technology is not as proactive as it should be. “You’re not going to spend a lot of money on mortgage technology, and when you do, the money is spent to fix things that weren’t working the first time,” Perdue said. “We came at it with the approach of, you have a blank sheet of paper, and you can be smarter.”“I believe in transparency,” said Eric Sadow, ServiceMac’s Chief Compliance Officer. “I believe in connecting with regulators—not being afraid of regulators, but actually working with them to make sure that we have what they need and that we’re meeting their expectations. It goes back to the golden rule: treat people as you would like to be treated.”Working Outside the Comfort ZoneCaruso founded ServiceMac alongside fellow investors JC Faulkner and Bill Griffin, the former of whom previously served as President of HSBC Mortgage Services. New York-based private equity funds manager Black Rock also came aboard as an “anchor partner,” taking 15% of the company on behalf of its clients. “They’re great people to work with,” said Caruso of Black Rock.“They know the business, and they’re supporting our mission to grow the company.” With the necessary funding in place, Caruso set about assembling an A-team of past associates to fill out ServiceMac’s C-suite.Roderick Hatfield, whom Caruso has known for two decades and who previously worked at ServiceLink Field Services and Lender Processing Services (LPS), came aboard as Chief Information Officer. For CFO, Caruso chose Melissa Perdue, a veteran of both Wells Fargo and Bank of America, among other roles. And with a focus on compliance and regulatory issues, having the right General Counsel and Chief Compliance Officer would be critical.Caruso tapped Sadow, formerly the Chief Compliance and Fair Lending Officer for PHH Mortgage, for the role. Although Caruso had worked in just about every corner of the mortgage industry over the past three decades, his ServiceMac venture challenged him to step outside his comfort zone: it’s the first time he’s served as a company’s CEO.Likewise, Caruso told DS News that he intentionally placed his core team in roles that demanded they stretch beyond the familiar.“We’re all being pushed a little bit beyond our comfort zones,” Hatfield said. “Building a company, you do whatever it takes to get it up and running.” “It’s been an exciting challenge for everybody involved,” Caruso admitted. “Me included.” Hatfield recalls meeting Caruso at LPS, amidst the heat of the financial crisis. Needless to say, the two made an impression on each other, forming a bond that continues to this day. “We were struggling,” Hatfield recalled.“The company was trying to determine ‘What does normal look like in the future?’ Because who knew? I was asked to come over and work with Bob on the default side, an area where I didn’t have a lot of experience. I was a technologist, but I knew the company inside and out.” Hatfield smiled and added, “I got a PhD in default servicing from Bob, in a hurry.”Hatfield then followed Caruso to ServiceLink after LPS sold to Fidelity and eventually became Black Knight. When Caruso initially approached him about joining what would become ServiceMac, Hatfield was doing consulting work outside the mortgage business. When Caruso enticed him with an invitation to join him in starting a new mortgage subservicing company, the temptation was too strong to resist.“The opportunity to build something from the ground up and work with Bob checked all the boxes,” Hatfield said. “It’s not often that you get a chance to start with a blank piece of paper.” Hatfield was intrigued by Caruso’s stated desire to make ServiceMac a deeply datadriven company from the start, a focus that proved foundational as Hatfield began to staff up.“The first people that I hired were data architects and engineers,” he said. “We started building the company on data governance, and what data we would need to capture, well beyond just core servicing, in order to meet the demands of what we were going to try to do differently with the customer experience and the customer journey.”Melissa Perdue met Caruso at Wells Fargo in 2008. The two worked together for four years and stayed in touch thereafter. Eventually, the call came where he told her, “I’m looking at maybe doing something on my own.” She told DS News that she was signed on before she even really knew what Caruso wanted her to do. “I knew with Bob it would definitely be an adventure,” she said. “He looks at you from an adaptability standpoint.”For Perdue’s part, this involved initially overseeing HR for the company—not an area she felt overly comfortable with. “He would give you things that you’ve not done before, but knowing that you’ll figure it out and you would look for the right people to get the answers from,” Perdue said. “I couldn’t go spend $200,000 on a finance system. I had to find something that would help get me there.”Perdue recalled that, although the challenges of unfamiliar roles were sometimes daunting, she and her fellow colleagues were spurred onward by Caruso’s quiet confidence that they would nevertheless succeed and excel.“You don’t know what you are capable of until you’re put in the middle of it,” she said. “I’ve always been enticed by building something new.”Sadow had also worked with Caruso in a previous life—in his case, during the ServiceMac CEO’s time at Bank of America.“I have been in the servicing business and origination business for years, but this was the chance to really do it right,” Sadow said. “We want to make sure the customers are treated the way they should be treated, and we also want to make sure that clients get the transparency and the focus that they deserve.”As became a familiar theme during my ServiceMac conversations, Sadow said his ServiceMac role challenged him to swim in unfamiliar waters. “I’ve managed legal departments before,” he said. “I’ve managed compliance departments before. I’ve managed operational risk. The challenges here are more around looking at factors beyond just the day-today operations. My biggest challenge was thinking holistically about the personnel risk, the information security risks, and the cash-management reporting risks, and then figuring out how to build out a structure that covers those areas. That was a bit of a stretch for me.”Nevertheless, he told DS News he felt inspired by Caruso’s leadership to rise to the occasion, a sentiment echoed by everyone I spoke with at ServiceMac.“Bob is transparent and candid,” Sadow said. “I want a leader who’s going to tell me what he’s thinking, what he’s expecting, and who doesn’t mince words. He entrusts that you’re going to get things done, and then he expects it to be done. He doesn’t micromanage at all.” “He’s very generous with his knowledge,” Hatfield said. He holds you accountable, but he doesn’t tell you how to do it. He has high expectations, but he gives you a lot of latitude in getting it done.””Solve It and Move On”Caruso united his team around a central vision focused on two tenets: data and customer service. “Our industry has often been accusedof poor quality, poor customer service, and not taking care of customers,” Caruso said. “We’re determined to implement solutions designed to change that paradigm.”“From day one, we started capturing all the data and information about the customer and their interactions with us,” Hatfield said. “Now that we understand where the customer’s coming to us, we understand the types of issues we’re trying to deal with. Next, we start architecting a platform that’s capable of both being the customer-facing site with self-service capabilities and the internal, customer service system. The platform is one piece, and so it’s being designed with that end state in mind.”ServiceMac’s integration of tech and focus on innovation and “working smarter” even extends to the devices the employees all use to complete their daily tasks.The entire ServiceMac office runs off virtual desktops, with everything cloud based and nary a PC tower in sight. “You can sign on from anywhere in the world,” Hatfield said. “This allows us to be infinitely scalable from an infrastructure perspective. All our telephony systems are all cloud based. All our desktop systems are all cloud based. It makes disaster recovery much easier, because it’s all there, it’s all recoverable. Our employees can work from literally anywhere in the country from a secure platform.”Perdue said that Caruso wanted to do things right the first time, “because many of us spent a lot of time going back and fixing things that were broken over the years, and much of that involved data and technology.”The ServiceMac team, Perdue explained, approached innovation as a cost-management tool. “When you do something right the first time, it will actually lower your costs,” she added. “You only get one chance, usually, to build something from scratch,” Sadow said. Of course, a clean slate sometimes sounds a lot more exciting before you’re actually staring that white void down yourself. “You’ve got the clean whiteboard,” said Sadow. “Now what are you going to do with it?”One defining innovation Caruso was eager to spotlight is the fact that ServiceMac’s customer service call center significantly streamlines the convoluted phone trees that have become punchline fodder for a generation of stand-up comics.“We only have two buttons,” Caruso said. “If you want to go through the automated machine, hit one. If you want to talk to a customer service person, hit two.” Caruso concedes that the system might not be as cost-effective as a more automated system, but he believes the benefits outweigh the extra expense, in the form of customer goodwill. “If our customers need to talk to us, why not make it easy for them to do so?” That’s a guiding philosophy that ServiceMac also implemented with a strong focus on “first-call resolution.”“Don’t let a customer off the call, until we solve their problem,” Caruso explains. “If our customer service representative doesn’t know an answer to some technical question, they are empowered to conference in with another representative that can help resolve the matter. Solve it and move on.”Caruso said that this tenet also extends into notions such as providing customers with insights that they might need, even if they don’t know how to ask for them. He cites the example of lending parameters related to the Home Affordable Modification Program (HAMP). While it’s designed to help financially burdened homeowners avoid foreclosure—already a stressful and trying time even under the best of circumstances— the loan-modification program often finds applicants denied without really understanding why. Speaking of HAMP’s “narrow” parameters, Caruso summed up the process as “either you’re in or you’re out.”“The letters are somewhat prescriptive in that they say, ‘Sorry, Mr. Jones, you don’t qualify for this mortgage because your income is insufficient,’” Caruso explained. “If I was a customer, what did that just tell me? Nothing. All it does is annoy me that I didn’t qualify, and I still don’t really understand why. So, we run the numbers and show that their income’s too low or their expenses are too high … and then we tell the customer. ‘Mr. Jones, you don’t qualify because your income is $500 lower than expected to qualify. If you’ll either raise your income or lower your expenses, you may be able to qualify for that modification.’”ServiceMac’s processes also incorporate extensive monitoring, with each manager having a list of metrics they are assigned to review daily, weekly, and monthly. “We have a QA system running over the top of the system, looking at every loan, every day, trying to identify problems,” Caruso said. “We have a whole grouping of what we call ‘key indicators,’ which is in many ways like a report card.” The team also runs frequent mock audits.Caruso explained that the company then posts the results of those audits on their website. “Our regulators and clients can pull them up and see how we’re doing,” Caruso explained. “That transparency, provides confidence regarding how effective we are in terms of remaining compliant.”Building a LegacyWhen I asked Bob Caruso what motivated him the most, he was blunt: “Fear of failure. I simply don’t want to fail.” While ServiceMac’s ultimate legacy remains to be seen—or, more accurately, to be built—it’s clear from speaking to the team he has assembled that Caruso’s motivations ultimately result in a drive to take risks and a willingness to challenge both himself and others. Or, as Caruso succinctly puts it,“Getting good people and giving them the authority to get things done is incredibly important.” About Author: David Wharton Home / Daily Dose / One-on-One With the Leader of Service Mac Servicers Navigate the Post-Pandemic World 2 days ago The Best Markets For Residential Property Investors 2 days ago
Top Stories”Pandemic Situation Likely To Worsen, States & Centre Must Gear Up To Combat It”: Supreme Court Sanya Talwar22 Nov 2020 11:05 PMShare This – xThe Supreme Court on Monday observed that the pandemic situation is likely to worsen across the country in the coming months and States as well as the Centre must be well-equipped to deal with the Covid19 crisis.In this light, a bench of Justices Ashok Bhushan, R. Subhash Reddy & MR Shah directed the States of Delhi, Maharashtra, Gujarat & Assam to file status reports with respect to…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Supreme Court on Monday observed that the pandemic situation is likely to worsen across the country in the coming months and States as well as the Centre must be well-equipped to deal with the Covid19 crisis.In this light, a bench of Justices Ashok Bhushan, R. Subhash Reddy & MR Shah directed the States of Delhi, Maharashtra, Gujarat & Assam to file status reports with respect to the Covid19 cases in respective states, the ground situation for handling crisis as well as steps taken.”All states have to be prepared to combat the situation of Covid19 which is likely to worsen and immediate steps required by all states. Status report be filed within two days. List on Friday,” Supreme Court directed.At the beginning of the hearing, Solicitor General Tushar Mehta expressed grief that the situation has come to a point where the Courts are having to deal with this subject matter.”Yes, but it has to be taken account of,” said Justice Bhushan.The SG told Court that the centre had taken steps in the State of Delhi to manage the situation and that Delhi needed to do more as the cases were rising.”I understand this is not Us Vs. Them, its Us together but I want to tell Court that on 15th November, the Union Minister has taken some decisions and directions have been issued but Delhi needs to do more,” said the Law Officer.Senior Advocate Sanjay Jain for GNCTD told Court that everything in Delhi was completely in place. “Dedicated slots for cremation of 380 Covid patients and they are attached to hospitals area wise, Great deal of upsurge for ICU hospitals, 80 percent ICU beds reserved for covid patients in private hospitals,” said Jain.The directions were given in the suo moto case titled, “In Re: Proper Treatment of COVID-19 Patients and Dignified Handling of Dead Bodies in the Hospitals, etc”.Justice Shah also slammed State of Gujarat with regard to the permissions granted for performance of marriage ceremonies and processions in the state. The Counsel assured the court that an affidavit will come on record in this regard.The suo motu case will now be taken up for further hearing on Friday and all affidavits have been directed to come on record by day after tomorrow.On July 2, court had directed the Centre to file a fresh detailed Affidavit within two weeks in order to show the steps that have been taken in pursuance of the directions issued by the Supreme Court on 19th June, 2020.The Court had then observed that the affidavit filed by the Centre did not give details of compliance with respect to the slew of directions passed by it on June 19.”An affidavit has been filed on behalf of the Union of India, which does not give the details of compliance of the directions except that orders have been issued to comply the directions. Mere direction to comply the directions is not enough. The steps taken towards compliance of the directions have to be brought on the record”, the SC said in the order.On July 27, the bench had observed that most States had failed to file a response to the directions which had been given by the Court vide their judgement dated 19th June. They further wanted to know if the directions had been complied by the Centre as well as the States, as details of compliance had not been provided by the Centre.In response to this, Solicitor-General Tushar Mehta submitted to the Court that some time was required to file a proper Reply.”The State Governments / UTs have not filed affidavits giving details of compliance of various directions issued by this Court on 19th June, 2020. We are of the view that the Chief Secretaries of the States have to take steps to ensure that directions issued by this Court in order dated 19th June, 2020 are complied with. An appropriate compliance report be filed. We grant two weeks’ time to the States / UTs to file an appropriate compliance affidavit. The Union of India may also file detailed affidavit within two weeks giving the details of the various compliance of the directions which were issued by this Court”, the bench ordered.Next Story
Harps come back to win in Waterford Twitter Google+ Pinterest WhatsApp DL Debate – 24/05/21 Valuable equipment stolen from fishing boat in Moville By News Highland – December 3, 2019 Gardaí are appealing for information in relation to the theft of numerous items of fishing equipment that were stolen from a fishing boat at Moville Pier.The theft is believed to have happened between the 29th of November (Friday) at 4.30pm and yesterday, Monday the 2nd of December at 3.30pm.A fishing boat owner discovered yesterday that the wheel house door on his boat had been forced open.The external controls for the boat which had been mounted on the wheelhouse had been removed.The pressure control valve, ships wheel, double morse control and helm pump were all stolen. The value of this equipment is substantial.If anyone is offered these goods for sale they are being urged to alert Gardaí in Buncrana.Anyone who can assist in any way with the investigation are being asked to call Buncrana Garda Station on 074-9320540 or the Garda Confidential line on 1800 666 111. News, Sport and Obituaries on Monday May 24th Google+ Previous articleGardai reissue appeal over car break-ins outside Letterkenny ChurchNext articleLetterkenny residents wake to thieves in balaclavas News Highland Pinterest WhatsApp Twitter Arranmore progress and potential flagged as population grows Homepage BannerNews Facebook Important message for people attending LUH’s INR clinic Facebook RELATED ARTICLESMORE FROM AUTHOR Loganair’s new Derry – Liverpool air service takes off from CODA
FBI(NEW YORK) — As investigators hunt for the culprit behind the explosive devices targeting top Democrats, CNN and actor Robert De Niro, the mystery evokes memories of America’s “most prolific bomber” — the notorious Unabomber — who was so methodical in his attacks he went nearly 20 years without being captured.The first device by the Unabomber — later revealed to be Ted Kaczynski — was primitive and homemade, exploding at a Chicago university in 1978, according to the FBI.His bombs then became “increasingly sophisticated” as he mailed or hand-delivered them to random victims, the FBI said. He even threatened to bomb planes.The FBI formed a task force to investigate the terrifying mystery in 1979, calling it the “UNABOM” case, which stood for the “UNiversity and Airline BOMbing” targets.His 16 bombs killed three people and injured two dozen others, the FBI said, until his arrest in 1996.Hand-crafted without a trace of evidenceKaczynski was so “methodical,” said former FBI agent and ABC News contributor Brad Garrett, that he was able to build his bombs without leaving any trace of DNA, hairs or fibers.He wore gloves and even vacuumed the bombs “to eliminate the possibility that you could find a trace of him on the package,” Garrett said.Many of his bombs were hand-crafted out of wood. While not as powerful as a metal pipe, that made his devices more difficult to trace since they were homemade instead of purchased, said Garrett.He even tried to mislead investigators by writing initials that had no connection to himself inside his creations, Garrett said.Bombs through the mailThe bombs Kaczynski sent through the mail were “intricate, tripwire-types,” Garrett said, “which are not easy to build.”“He was so prolific,” said former FBI agent and ABC News contributor Steve Gomez, because when he put bombs in the mail, they didn’t explode while going through the delivery process. The bomb would only go off once the victim opened the envelope.“That’s truly amazing in the eyes of the bomb-tech community,” Gomez said. That was “very, very sophisticated, which is why he’s viewed as the most prolific bomber in America.”Patience and diversityHis patience — and diversity in targets — also helped him evade capture.Kaczynski’s attacks could be months, sometimes years, apart, instilling fear all over again once a new explosion hit.He “didn’t get enthralled in the rush,” or let his ego get in the way, Gomez said.And while he focused on academics, research and technology — as he perceived technology to be the downfall of civilization — he had no one specific target, Garrett said.“He thought modern technology and industrialization were basically destroying society and taking away personal freedoms. People like him, they’re acutely paranoid and disillusion,” Garrett said.Spending all of his time alone likely magnified that paranoia, Garrett added.A big breakYears went by without a solid lead — until 1995, when the Unabomber released a 35,000-word manifesto.Investigators worried about giving in to his demands, but ultimately decided to publish it, hoping someone could name the writer.David Kaczynski then came forward, giving authorities letters written by his brother, Ted Kaczynski.FBI linguistic analysis found that the writer behind the manifesto and the individual who wrote those letters “were almost certainly the same,” the FBI said.Investigators also learned Ted Kaczynski grew up in Chicago, where the first bomb was, taught at the University of California at Berkeley, where two devices were left, and had lived in Salt Lake City, which was also a target.By that point, Ted Kaczynski was living as a recluse in a small cabin in Montana, where he was arrested in April 1996.“The fact that he moved out into this desolate area — he wasn’t on anybody’s radar,” said Gomez.A live bomb and a “wealth of bomb components” were found at the cabin, the FBI said, as well as “40,000 handwritten journal pages that included bomb-making experiments and descriptions of Unabomber crimes.”Ted Kaczynski pleaded guilty in Jan. 1998 and was sent to a Colorado prison, the FBI said.The manifesto “was his undoing,” said Gomez.Without that, Garrett added, “he may still be out there in that cabin in the middle of nowhere in Montana.”Copyright © 2018, ABC Radio. All rights reserved.