Listen to “Dawn Tolson, Executive Director, Citywide Event Coordination and Management & Street Activity Permit Office” on Spreaker.

Dawn Tolson has worked in the events space for over 20 years. She joined the Mayor’s Office in 2014, as the Director of Street Activity Permit Office (SAPO). As Director Ms. Tolson oversaw the permitting of high-profile events including, Thanksgiving Day Parade, New Year’s Eve, NBA All-Star, Papal Visit, Formula E, Summer Streets, Fashion Week and Apple Launch.  She also modernized SAPO procedures and updated permitting rules and administrative protocols.
In 2019 Ms. Tolson began working at Gracie Mansion were as Executive Director she partnered with the Gracie Mansion Conservancy (GMC), Historic House Trust (HHT) and the Parks Department to maintain the historical aspects of Gracie, including supervising the installation of art exhibits, and ensuring that Gracie Mansion remains “The People’s House” and a private home to Mayor of New York City.
Prior to joining the Mayor’s office, Ms. Tolson spent eight years with American Council On renewable Energy (ACORE) as the Senior Vice President of Events and Information Technology, where she coordinated the planning, marketing and logistics for all ACORE conferences, teleconferences, special events and programs. She was also responsible for managing the design and marketing of all ACORE websites.
Before joining ACORE, Ms. Tolson worked as the Program Director of Reaching Out to Others Together (ROOT) a Washington, DC based nonprofit. Ms. Tolson previously spent over seven years working as a Marketing Director and Coordinator in the entertainment industry. She created and managed tours for independent and signed artists, working with labels including Disney Music, Universal Music Group, and Sony Music Group.
Dawn Tolson attended Howard University in Washington DC. An epicure, she enjoys music, travel, snowboarding, and currently resides in Harlem.

#NYC #DawnTolson #NYC.gov #NYCgov

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The post Meeting October 25, Meeting China and the United States Association, The First National Community Cultural Activity and Halloween Ball of China and the United States Association appeared first on Good News!.

A volcano in southwest Iceland erupted again on Tuesday, after a brief pause of eight months, spewing lava and smoke into the air. The eruption occurred in the Fagradalsfjall volcano, about 32 kilometers (20 miles) from the capital Reykjavik, and near the Keflavik Airport, the country’s main international hub.

The Icelandic Meteorological Office (IMO) said the eruption was small and did not pose a threat to aviation or public safety. However, it warned people to stay away from the site, as there may be high levels of volcanic gases and poor air quality in the vicinity. The IMO also advised people to monitor the air quality in their area and follow the instructions of the health authorities.

The eruption was preceded by a series of earthquakes that shook the Reykjanes Peninsula, where the volcano is located, for several days. The seismic activity indicated that magma was moving close to the surface, and scientists had anticipated an eruption somewhere on the peninsula.

The Fagradalsfjall volcano had previously erupted in March 2021, after nearly 800 years of dormancy. The eruption lasted for six months and attracted hundreds of thousands of visitors, who came to witness the spectacular lava flows and fountains. The eruption was considered a “tourist eruption”, as it was relatively harmless and accessible.

However, the new eruption may have a different impact on the tourism industry, which is already struggling due to the COVID-19 pandemic. Some tour operators have canceled their trips to the volcano, citing safety concerns and uncertainty. Others have resumed their tours but with stricter measures and precautions.

The eruption may also affect the air quality in the region, especially if the wind direction changes and carries the volcanic plume toward populated areas. The plume contains sulfur dioxide, carbon dioxide, and other gases that can irritate the eyes, nose, and throat, and cause respiratory problems. People with asthma, heart disease, or other chronic conditions are more vulnerable to the effects of volcanic gases.

The IMO said it will continue to monitor the eruption and provide updates on its website and social media. It also urged the public to respect nature and the environment, and not to leave any traces or litter behind when visiting the volcano.

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More than 82% of people feel their rosacea is uncontrolled, and less than 50% are satisfied with their current prescription treatments, which can lead to overuse or misuse of these products which can trigger or worsen the condition.5-8 Rosacea can be so challenging to manage that 55% of people with the skin condition and a high disease burden reported they were willing to give up one year or more of their life to cure their symptoms.9

The U.S. Food and Drug Administration (FDA) has recently approved a new treatment that can improve the bumps and blemishes of rosacea and provides significant relief.10
Some precautions for those with rosacea include:4

Protect your face from the sun by using a broad spectrum sunscreen and wearing a hat
Avoid strenuous outdoor activity from 10am-2pm when sun is hottest
Break up physical activity to avoid becoming overheated
Stay cool by carrying cold water when outdoors in the heat

Dr. Ted Lain, Executive Director, Austin Institute for Clinical Research to discuss the signs, symptoms, and triggers of rosacea. He’ll also share the latest treatment for the condition and offer advice to keep rosacea symptoms in check, especially during the summer months.
Interview is courtesy: Galderma

References

1 Huynh TT. Burden of disease: the psychosocial impact of rosacea on a patient’s quality of life. Am Health Drug Benefits. 2013;6:348-354.
2 National Institutes of Health. Rosacea. Available at: https://www.niams.nih.gov/health-topics/rosacea. Accessed April 19, 2022.
3 Mayo Clinic. Rosacea. Available at: https://www.mayoclinic.org/diseases-conditions/rosacea/symptoms-causes/syc-20353815. Accessed April 19, 2022.
4 National Rosacea Society. Rosacea sufferers can enjoy summer without rise in flare ups. Available at: https://www.rosacea.org/rosacea-review/2001/summer/rosacea-sufferers-can-enjoy-summer-without-rise-in-flare-ups. Accessed April 19, 2022.
5 Galderma Laboratories, L.P. Galderma global study reveals true burden of rosacea and encourages healthcare professionals to look ‘beyond the visible’. June 2018. Available at: https://www.galderma.com/news/galderma-global-study-reveals-true-burden-rosacea-and-encourages-healthcare-professionals-look. Accessed April 19, 2022.
6 Del Rosso JQ, Tanghetti EA, Baldwin HE, Rodriguez DA, Ferrusi IL. The burden of illness of erythematotelangiectatic rosacea and papulopustular rosacea: findings from a web-based survey. J Clin Aesthet Dermatol. 2017;10(6):17-31.
7 National Rosacea Society. Rosacea triggers survey. Available at: https://www.rosacea.org/patients/rosacea-triggers/rosacea-triggers-survey. Accessed April 19, 2022.
8 Huang YX, Li J, Zhao ZX, et al. Effects of skin care habits on the development of rosacea: A multi-center retrospective case-control survey in Chinese population. PLoS One. 2020;15(4):e0231078.
9 Tan J, Steinhoff M, Bewley A, Gieler U. Beyond the visible: rosacea (2018). The BMJ hosted content 2018. Available at: https://hosted.bmj.com/media/images/burden-of-rosacea-beyond-the-visible.pdf. Accessed April 19, 2022.
10 Epsolay. Package insert. Galderma Laboratories, L.P.; 2022.

#drtedlain #galderma #warmweather #triggers #skinconditions #rosacea #disease #cure #protect #sun #sunscreen #hat #strenuousoutdooractivity #physicalactivity #coldwater

The post Warm Weather Can be a Trigger for A Common Skin Condition HELPING PEOPLE WITH ROSACEA GET READY FOR SUMMER. appeared first on Good News!.

‘Getting ethnic consumers’ is not just about leaving money on the table, it will determine which brands win or lose. We are at the tipping point where the American critical mass is Multicultural and ‘minority-majority’ is an oxymoron. The need to do Multicultural marketing right is painfully obvious.
Multiculturals are nearly 40% of U.S. consumers who spend $1.7 trillion yet still get under 18% of all ad dollars, and less of company resources. U.S. kids are already majority-ethnic, Millennials will be in 2022, and all of America by 2040. Key states like Texas, California and Florida are led by Hispanics, and ethnic-skewed top 15 DMAs, which make up half of our economic activity.
Hispanics, African Americans and Asians will power all future growth in population, jobs, new HH formations and new customers – as aging Non-Hispanic Whites decline. National minority-targeted media, digital, and social platforms and content continue exploding, as do sophisticated research and data analytics to develop and evaluate multicultural marketing efforts, and a shift of cultural openness in overall attitudes to foster Multicultural marketing.
While major players in telecom, CPG, QSR, Automotive and banking have been effectively addressing ethnic consumers for decades, they still drive the bulk of MCM ad spend growth. Most of the Fortune 500 are still reticent, late in the game or not doing it right. It is not just about a few adjunct in-language TV spots, influencers, soccer, events or social. It’s about a top-down, thoughtful, holistic and organization-wide approach that impacts the company’s goals, metrics, research, operations, resource allocation, strategies, target segmentation and execution. And tactically, hopefully make English ethnic efforts BAU because it is way overdue – we did our first English McDonald’s Hispanic spot back in 1989.
Recently, a Univision C-suite executive asked me ‘Liz, don’t you get tired of the constant education to deaf ears and wish you had gone Wall Street like your Stanford buddies?’ The answer: No, I am still an avid preacher and believer in marketing, love the multicultural, uber connected world we live in, and never give up… because money talks.’ So I urge Fortune 500 stakeholders to get it right. And here are my top ten pitfalls to watch out for.

1. Approaching The Market As If It Were A Blended or Monolithic Reality.
Don’t assume one size fits all or that the lowest common denominator approach is viable for long-term growth and success.
The answer: Personalized marketing will be even more critical based on the expectations and needs of Multiculturals, Millennials and Gen We. The optimal marketing approach is more of both ethnic targeting plus leveraging broader-appeal strategies for all.
Multicultural marketing has certainly evolved from the orphan regional efforts and silo years, to the post-pubescent total market homogenization, and now the Multicultural-led total market. Yet few have matured to the adulthood rich with complexity where the truth lives. For Hispanics, there is granularity by country of origin, acculturation, integration, generational distance and language; for AA, single female HOH decision-makers vs. traditional families, single young influencers or matures; and for Asians, by acculturation, or country, like Chinese vs. Filipino vs. Korean. Marketing can be incisive, geo-targeted, layered, or general as desired, depending on the objective and ROI parameters. But the first priority is honing the common base to maximize the brand voice and investment, and as a DDB-bred ad executive, I totally get finding the universal truths of human nature. Yet while a LCD approach works at times, it’s not going to drive consistent growth. The need to address target specificity and needs to drive deep relevance is vital in the increasingly geo-targeted, digital and social me-centric era we live in – where we must know customers profoundly and use customization on a grand scale for two-way brand connections with multiple targets, platforms and technologies.

2. Oversimplifying and Under-estimating the MCM Potential.
Don’t delegate MCM sizing to a junior person or intern, or think it’s just a big deal in a few markets.
The answer: Dig deep, understand and quantify the size and potential of each segment rigorously, the sub-segments within, roll-up by market and product, and reapply per initiative.
To build sustainable and profitable brand relationships, you must delineate an accurate ‘lay of the land’ view with the bandwidth of data, information, evidence and expertise to make the best and most judicious choices. Quantify the national impact by aggregating the target potential by market, by product, by store or zipcode. Figure out how to package meaningfully so it resonates within your organization. Establish the right metrics to identify the priority targets and roll out plans applying the proper analytics, research partners and tools like Simmons, Nielsen, TNS, Millard Brown and Horowitz.

3. Not Grasping the Ethnic Differences Related to Your Category.
They are likely not at the same point of category lifecycle or brand development, and culture lifestyle, demos and preferences impact their category behavior, needs and response.
The answer: Knowledge-based strategies require discipline to ensure all consumer factors weigh in. Identify the category differences that matter, and assess how far to drill-down efforts.
Some differences matter to drive sales, some don’t, but the assessment is necessary to answer that. Understand their differences in demos, family dynamics, culture, lifestyle, psychographics, product usage, preferences, and buying influencers which trigger perceptual and behavioral differences in how they define quality, value and loyalty; buy and use products, media and services; what motivates them and how they respond to marketing and ads. For example, in telecom, Hispanics are the heaviest mobile and data users, AA the highest TV entertainment and latest gadget users, while Asians skew broadband Internet – and this varies by market and sub-demos. Thus, address strategic, message and tactical implications for the common segment approach, and then pertinent sub-segment variances.

4. Inadequate Allocation Of MCM Company Resources.
Don’t say ‘This is all we have for Multicultural this year’ or allow territorial departmental silos to cause ineffective resource allocation to Multicultural marketing and hinder business growth.
The answer: Understand upfront the market in totality and by segment to objective budget allocation on segment revenue and upside, identify any programs/processes requiring recalibration, and address nuanced needs/opportunities across 360 strategies-tactics.
Inadequate pre-planning, lack of sound research, analysis or metrics, limited efforts, sub-standard concepts, and poor execution devalue the MCM potential. MCM should be an integral part of the top corporate strategies and planning process. There are likely disconnects in strategy, unidentified chances to leverage data, or missed opportunities from internal and external stakeholders. Within total resources, properly allocate MCM budgets by target share, revenue and potential, and weigh spend trade-offs across all the 5 P’s. Think about the money spent researching GM customers and identifying breakthrough product, insights or ads, while MCM cultural relevance, response, understanding or motivations dwarf in attention. The more this is done, the more impact ethnic marketing has in the mix. The best MCM marketers have recalibrated the organizational culture and programs where needed, and the way teams work so efforts are sustainable.

5. Executing short-term MCM Programs that Must Immediately Pay Out.
Multicultural efforts, generally added by switching dollars ‘from the GM’, are unrealistically expected to incrementally pay out in a limited time, with little costs for customer loyalty.
The answer: The right expectations and metrics, consistent marketing, engagement and two-way communication are all critical, and the base cost to maintain and grow customers.
There is a base cost for attracting, getting, growing and keeping Ethnic customers, and the MCM Program should not pay out solely on incremental sales. Short-term messaging and lack of customer engagement leads to poor brand perception, discounting, and churn. And don’t assume that brand affinity among AA will remain so without deep roots in their community; or brand familiarity in Mexico/LatAm will automatically transfer here without nurturing that relationship. A great example is Colgate-Palmolive left behind by P&G. Just like the GM, you need a consistent, integrated branding, retail, promotional and loyalty plan, a sound campaign across media and touch-points in the purchase path and customer lifecycle. Employ the proper research to ensure Ethnic segments are well defined and represented; and have realistic, measurable goals. We call this effective Transculturation, making your company Ethnic-relevant.

6. Not recruiting or Staffing Multicultural Marketing Appropriately.
Don’t have staff who happens to be ethnic lead Multicultural efforts, assume interspersing Multiculturals across departments is the holy grail, or recruit your housekeeper to evaluate work done by an experienced creative with a Masters.
The answer: Cultural leadership driven by a central group is foundational to success, layered with some cultural competency across all decision-makers, and an understanding of its importance across the organization. Effectiveness is not found in either extreme of silos or total market blending.
Assure Multicultural efforts are led by a multi-disciplined Ethnic marketing group with the depth of experience to guide strategies upfront at the high-level; have ongoing strategic oversight to feed into the brand as a whole; define where it makes sense to align or diverge; adeptly develop, execute and assess initiatives; assure ads are tested for validity; and be fully accountable for MCM performance. While also integrating Ethnic personnel across departments is beneficial, this alone fails as departmental management is still GM-driven, no one is accountable, and insufficient time is allocated to the ongoing depth of MCM segment knowledge and analysis required. While leaders like McDonalds entrench this philosophy with all marketing filtered by Multicultural leadership, I have also witnessed the loss of MCM accountability, dilution of efforts, and business erosion with various clients taken by the total market ‘efficiency’ model.

7. Consistently Opting For GM Translations, Benetton or Blended Casting.
Sometimes a concept or initiative transcends ethnicities, but consistently employing and force fitting a ‘universal’ approach is ineffective and dilutes all efforts and impact.
The answer: Leverage both universal commonalities and unique segment needs or opportunities. While always within a single brand platform, the target consumer should ground the segment efforts.
Seek synergies where it makes sense but don’t force-fit. It’s about transculturation, a relevant application of your brand essence to Multicultural segments, which usually results in a successful combination of three approaches – universal, parallel or unique. The ‘universal’ approach is a program, message or execution that works equally well across all segments (with minor tweaks); the ‘parallel’ approach makes strategic sense for all segments but may vary in product, message, nuances or casting; and the ‘unique’ approach is an initiative, promotion, channel or strategy necessary or opportunistic for one single segment, which may or may not cross-over to others.

8. Mistaking Language for Culture And Not Knowing the Difference.
There are the ‘fixers’ who use in-language as the solution to effective MCM marketing; the ‘uninformed’ who minimize the impact of cultural relevance regardless of language; and the ‘blinders’ who do not see the importance of either culture or language.
The answer: The currency of culture is how and where Multiculturals spend their time and money, the basis of effective marketing, with both native and English efforts key to maximize reach and impact.
Multiculturals, while integrated strongly or somewhat into the dominant culture, are set apart from others by their roots, context and idioms language abilities because they have access to a unique world of culture, people, way of relating, values, passions, content, music, food, sports experiences and media, and that they desire to maintain. There are three types of marketers that miss the mark. The most common are the ‘fixers’ who rely only on in-language efforts to define Hispanic or Asian efforts, but as most Multiculturals are bilingual/bicultural, they transition seamlessly in between, thus both in-language and English-targeted ads are important. The ‘uninformed’ misguidedly believe their GM spots work equally well, and while at times it does, it is not as effective as targeted efforts, as it’s foremost about cultural relevance, and staying culturally rooted is an inherent choice made by most African-Americans, Asians, and Hispanics whether foreign or US-born. Lastly, I’ve had Client ‘blinders’ who say ‘Half of them see our English spots, so we are covered since they’re the ones with the money anyways.’ They don’t get that over 20% of Hispanics have income over $100k income and Asians the highest of all, so they can likely afford the product, and their connection to cultural content and in their native language remains strong because is the language of the heart, even among bilinguals.

9. Assuming You Know the Target, Stereotyping & Cultural Appropriation.
Making generalizations about Multicultural consumers results in superficial or ineffective work, missed opportunities, negative stereotyping, and at worst, inadvertent racism and backlash.
The answer: A knowledge and demand based view and cultural lens and insight are key to a sound marketing strategy and ads. Assure you have the personnel, research, listening tools and hard data competency to know the difference, and avoid cultural appropriation.
We all know Hispanics are group-oriented, but showing a family with grandma in tow is not effective advertising – it’s how this collective lens affects their lifestyle, influencers and decisions. A Benetton Millennial cast piled into a car does not assure car buyers. Salsa is sold more than ketchup, but only 15% of buyers are Hispanic, and suburban White men consume 80% of urban AA hip-hop music. False assumptions and faux pas stem from ignorance, lack of perspective, and unvetted bad judgment. I almost choked when asked to translate Taco Bell’s ‘Run for the border’ for Hispanics. Another client wanted a ‘high level’ Asian campaign since ‘All Asians are smart’. Home Depot got ostracized for a tweet with African-American drummers and a Caucasian disguised as a gorilla, asking, ‘Which drummer is not like the others?’ Houston 1836 failed as the new MLS team name tied to its founding year, but also Texas winning independence from Mexico, offending its Mexican soccer fan base. Starbucks’ good intentions of engaging customers in race-related discussions was rejected by most ethnicities, and Kendal Jenner’s Pepsi ad showed just how bad it could get. And beware of poor GM translations, from the classic ‘Got Milk?’ campaign launched in Spanish as ‘Are you lactating?’; ‘Come alive with the Pepsi Generation’ translated in Chinese as ‘Pepsi brings your ancestors back from the grave’; to ‘Life Takes Visa’ translated in Spanish as ‘Life Drinks Visa’ which was confusing and culturally clueless. And be careful not to be seen as a quick fix, cliché or offensive when localizing regional text, radio or video. All of this counts as cultural appropriation, the ‘silent racism, disrespect, ignorance, tokenism, discrimination, pandering or cultural white-washing of marketing and advertising’ – which you must be aware of to avoid potentially catastrophic blunders.

10. Not Finding The Right Agency Partners.
Don’t settle for your GM agency hiring a few ‘ethnic experts’, just because Multicultural is now one of the few growth areas left, and also dominates youth, digital and social.
The answer: Hire the right ethnic agency with proven success, depth of knowledge and experts, which takes years to develop and effectively guide Clients strategies and profit.
Find the right ethnic agency that lives and breathes Multicultural. By definition, Multicultural experts have a uniquely broader perspective, as they have to be well versed in ‘GM/White’ consumers to lead the client and identify the commonalities and differences, whether in cultural cues, behavior, preferences, needs etc. Thus, are in the best position to feed the core MCM insights that will help fuel better ideas, opportunities and growth. Make them a part of the broader agency team that helps drive the company’s efforts. They are used to working collaboratively, have an engrained philosophy to work harder and smarter, and love challenging the status quo. Also, in shifting your GM strategy to be more culturally relevant, in addition to culturally focused efforts, there are several viable approaches. The ‘multi-agency reconciliation model’ has Ethnic agencies weigh in on overall marketing strategy and efforts (e.g., Wal-Mart); the ‘GM agency co-option model’ where they co-opt or buy-out a MCM agency, or create multicultural competency internally to better serve a Multicultural total market (e.g. Ogilvy); and the ‘Ethnic agency inversion model’ where Ethnic agencies go after the total market, competing on their deeper consumer knowledge. Bottom-line, hire a true MCM agency, and try a new one – like INFUSION by Castells.

About Liz Castells-Heard
CEO/Chief Strategy Officer of INFUSION by castells
Liz Castells-Heard is a ‘tell it like it is’ strategic thought leader and industry force with a Stanford MBA, finance and psychology training, 37 years of Multicultural, GM and Client experience with hundreds of brands, and unique brand of ‘brains, heart and grit’ with her analytical acumen, diverse skill-set, energetic style, solid values, and fearlessness.
Her agency, INFUSION by castells, is a leading national Multicultural agency providing Clients best-in-class marketing leadership and consistent results ‘no matter what’ by infusing strategic acumen, cultural insights and ROI-powered ideas. They create strategic brand and performance-driven creative with innovative 360° activation. The creators of Transculturation, they guide clients McDonald’s, Toyota and Charter Communications to profitably integrate Multicultural efforts across the P’s. The agency, founded in 1998 and formerly known as Castells & Asociados, is now minority and women-owned, expanded its Multicultural capabilities, and now has offices in both NY and LA.
Liz is regularly tapped industry source, speaker, and sits on the board of The LaGrant Foundation, which offers scholarships, internships and mentoring to Multicultural youth in pursuit of marketing/advertising careers. Education is her passion, which she calls the ‘equalizer’ to possibility. Liz is also a member of Easter Seals, AHAA/CMC, AMA, City of Hope, New America Alliance, SBSAA, Mentoring Partnership, Women In Management, and Who’s Who.
Fully bilingual and bicultural, Liz was born in Cuba, raised in Europe, Puerto Rico, and ten diverse U.S. cities. She lives with her husband Alan of 34 years in LA, has 7 godchildren, 2 German-Shepherds, a Chihuahua, and loud macaw (whose colorful personality matches hers).

Contact:
Liz Castells-Heard | CEO, Chief Strategy Officer | INFUSION by castells
liz@adcastells.com, Executive Asst.: carolina@adcastells.com
865 S. Figueroa St. Suite 1100, LA, CA 90017 | m: 213-305-4129 | p: 213.688.7217
122 East 42nd St. Suite 2305, NY, NY 10168 | p: 606.649.5600
www.adcastells.com

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The New York City Department of Education is the largest system of public schools in the United States, serving about 1.1 million students in over 1,700 Department of Health visited schools.

SchoolFood serves around 850,000 meals to these students each school day. Of these, over 700,000 meals are provided at no charge to the students or their parents. To find out if your child qualifies, simply apply for free or reduced-price meals.

Over the past decade, SchoolFood has made tremendous strides in improving the nutrition and taste of our meals. We are committed to promoting healthy food choices among our students and maintaining high nutritional standards while offering delicious and satisfying menu choices.

We invite you to explore our website to learn more.

STUDENT PARTNERSHIP MEETINGS:
SchoolFood’s Partnership Meetings support the New York City Department of Education’s Wellness Policies on Physical Activity and Nutrition. These policies are aligned with the Obama administration’s goal of ending the childhood obesity epidemic within a generation.

The Partnership Meetings have been a viable platform for our school based managers to interact within the school community. Hosting these personalized, cyclically scheduled meetings allow us to hear student and administration opinions-enabling us to enhance our school meals programs, enrich operational performance, and develop organizational goals.

URBAN SCHOOL FOOD ALLIANCE:
The New York City Department of Education, along with the Los Angeles Unified School District, Chicago Public Schools, Dallas Independent School District, Miami-Dade County Public Schools, and Orange County Public Schools in Orlando have partnered to form the Urban School Food Alliance. The joint venture will allow the school districts to leverage purchasing power from food providers to secure lower costs.

The ultimate goal is to offer public school students healthy and delicious meals while keeping food costs low. Collectively, the Alliance corresponds to approximately 2.9 million daily lunches – of which 860,000 are served in New York City. Although costs for food throughout the country are rising, the Urban School Food Alliance will help school districts control costs by buying food in large quantities while still offering students nutritious menu items.

PARTNERS:
The Office of SchoolFood has fostered successful strategic partnerships throughout New York City, State, and across the Country. Our list of partners ranges from business industries, associations, not-for-profit organizations, colleges, universities, and school districts. Our collaborations contribute high-level expertise, comprehensive resources, and targeted activities. These efforts bring about improved quality, service, and satisfaction with our school meals program for New York City students.

Click here to view a list of our partners.
(http://schoolfoodnyc.org/AboutUs/aboutus.htm)

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Teaming up with the Active Family Project, soccer legend Brandi Chastain – member of the World Cup and Olympic-winning women’s soccer teams – is encouraging families to play for a change through media appearances and social media engagement. Chastain will also offer soccer tips on the Active Family Project Activity Finder, at www.activefamilyproject.com, a go-to guide for play and resource for parents looking for some instant solutions to their playtime needs.

The Play for A Change program with USYS will last through September 30. Tips from experts at USYS about how to be playful through soccer will be highlighted on the Active Family Project Activity Finder and Facebook page. Helpful information on soccer field locations and clubs in the 10 largest U.S. cities will also be featured on the Activity Finder, making it easier for families to join leagues and participate in local games – locations in more cities will roll out this fall.
The Active Family Project, launched by Merck Consumer Care in May, helps inspire families to live life more fully by spotlighting healthy habits, providing tips and information, and sharing fun family activities, while building a national community of moms dedicated to adopting and promoting an active and healthy lifestyle, for the people they care about most.

Brandi Denise Chastain

Brandi Denise Chastain (born July 21, 1968) is a professional American soccer defender and midfielder who plays for the team California Storm of Women’s Premier Soccer League and is a former member of the United States women’s national soccer team.

Chastain has played for San Jose CyberRays of the WUSA and FC Gold Pride of Women’s Professional Soccer. She is best known for her game-winning penalty shootout kick against China in the 1999 FIFA Women’s World Cup final and her bra-baring celebration afterwards. Amongst her many achievements, Chastain has won two Women’s World Cup championships, two Olympic gold medals, and an Olympic silver medal.

The post SOCCER LEGEND, BRANDI CHASTAIN ENCOURAGING FAMILIES TO PLAY FOR A CHANGE appeared first on Good News!.

Public Speaker
President of The McKay Foundation
Oil and Gas Landperson
Educational Consultant
Author and Artist
Retired Elementary School Teacher

EDUCATION

M. S. 1977 Education Mississippi State University
B. S. 1972 Education Mississippi College

PROFESSIONAL EMPLOYMENT

Public Speaker. Single Source Speakers. June 2010 – Present.

Oil and Gas Landperson. Management Position. Kellam, Magee and Company. May 2007 – Present.

Educational Consultant. Product development and evaluation of products. Rock ‘n Learn. 2006 to 2009.

Commercial and Residential Loan Officer. May 2006 – January 2007.

Project Director of grant from the U. S. Department of Education. Study the efficacy of a safety education program as it relates to ethnic background. 2004.

President of The McKay Foundation, Advocate for The McKay Foundation, Advocate for Samuel McKay Everett during criminal proceedings, Cofounder and Director of The McKay Foundation. Responsibilities include management of 501 C (3) nonprofit corporation and fundraiser of majority of budget of The McKay Foundation. www.protectingchildren.org. 1996 – Present.

Teacher, Second Grade, Willis Independent School District, Willis, Texas. Responsibilities included teaching all subject areas in second grade. 1999 – 2006.

Designer of gift items for IVAN’S, gift manufacturer and distributor. Company based in U. S. and Monterey, Mexico with gift items in 9 showrooms in the U.S. Worked internationally and published catalog through Mexico catalog publication company. 1997 – 1998.

Montgomery College. The Woodlands, Texas. Taught College Level Writing. 1998 – 1999.

Co-Owner, Landperson, and Office Manager of S. Carl Everett & Associates, Inc., Oil and Gas Land Work and Oil and Gas Properties and Homebuilding Company. 1983 – 1995.

First Grade Teacher, Conroe Independent School District, Conroe, Texas. Responsibilities included teaching all subject areas in first grade. 1980 – 1983.

Fourth, Fifth, and Sixth Grade Teacher, New Waverly Independent School District, New Waverly, Texas. Reading Coordinator. Conducted workshops for School Administrators for Region VI, Huntsville, Texas. 1978 – 1980.

First Grade Teacher, Crawford Elementary School, Lowndes County, Mississippi. Responsibilities included teaching all subject areas in first grade. 1974 – 1978.

First and Fifth Grade Teacher, Perryman Elementary School, Terry, Mississippi. Responsibilities included teaching all subject areas. 1973 – 1974.

LEGISLATIVE ACTIVITY

Amber Alert. Attended White House ceremony and signing of Amber Alert into law. Presidential invitation from President George W. Bush. April 2003.

White House Summit on Missing, Exploited, and Runaway Children participant. White House Invitation. October 2002.

Texas Education Committee on Safe Schools. Testified on behalf of the mission of The McKay Foundation and the importance of safe schools. 2002.

U. S. Congressional Children’s Caucus. Washington D.C. Presenter. Congressional Children’s Caucus provides an organized and effective forum in which to address the daunting challenges confronting our nation’s children. 1997.

FUNDED RESEARCH ACTIVITY

Research the efficacy of “McKay’s Legacy School Safety Program” for 4th graders in Guatemala. Project Director is Dr. Yetilu de Baessa, Director of Psychology Department, Universidad Francisco Marroquin (Psicologia). 2005.

Research the efficacy of “McKay’s Legacy School Safety Program” for 4th graders in Peru. Project Director is Sheyla Blumen, Ph. D. in San Isidro, Lima 27 Peru. 2005.

Research the efficacy of a safety program , “McKay’s Legacy” as it relates to ethnic background. Partnering with Houston Independent School District, Houston, Texas. Funded by the U. S. Department of Education. $270,000.00. January 2004 – December 2004.

Mother to Mother/Mother to Child Project. Funded by The Houston Endowment, Children’s Safe Harbor, National Children’s Alliance, First Data/Western Union
and The McKay Foundation. Principal Investigator – Paulette Norman. Co-Principal Investigator – Dr. Victoria Constance. $25,000.00. 2003.

FUNDED ACTIVITY

Expand “McKay’s Legacy” Safety Curriculum and forward the ministry for children, women, business people and sharing of Paulette’s testimony. Funded by Shepherds for the Savior. $10,000.00. 2010.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First and Second Grade through animation and production of DVDs. Funded by Shepherds for the Savior. $10,000.00. 2009.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First and Second Grade through animation and production of DVDs. Funded by Shepherds for the Savior. $10,000.00. September 2007.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First and Second Grade through animation and production of DVDs. Funded by First Data Foundation. $25,000.00. 2007.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First and Second Grade through animation and production of DVDs. Funded by Veritrust. $10,000.00. 2006.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First and Second Grade through animation and production of DVDs. Funded by Meyer Family Charitable Foundation. $10,000.00. 2006.

Expand “McKay’s Legacy” Safety Curriculum to Pre-Kindergarten, Kindergarten, First
and Second Grade through animation and production of DVD for the “ABC’s of Safety”. Funded by Shepherds for the Savior. $10,000.00. 2006.

Expand public awareness campaign to prevent the abduction, assault, and murder of children for Spanish speaking families and families living in shelters. Funded by First Data/Western Union/Telecheck. $25,000.00. 2005-2006.

Public Awareness. Funded by Simmons Foundation. $10,000.00. March 2005 – February 2006.

Public Awareness. Funded by Allstate Foundation. $500.00 yearly. 2006, 2005, 2004, 2003.

Expand public awareness campaign to prevent the abduction, assault, and murder of children for Spanish speaking families and families living in shelters. Funded by First Data/Western Union/Telecheck. $5,000.00. December 6, 2004.

Public Awareness. Funded by First Data/Western Union/Telecheck. $5,000.00. June 2003 – May 2004.

Conroe Independent School District, Conroe, Texas. Furnished safety education materials. Funded by The McKay Foundation, Woodforest National Bank, and others. $80,000.00. 6 year partnership. 1998 – Present.

Conroe Independent School District, Conroe, Texas. Furnished safety education materials. Funded by Woodforest National Bank. $25,000.00 of $80,000.00 budget. 1998.

Willis Independent School District, Willis, Texas. Furnished safety education materials. Funded by Montgomery County Community Development. $15,000.00. 2001 – 2004.

Splendora Independent School District, Splendora, Texas. Furnished safety education materials. Funded by Montgomery County Community Development. $14,000.00. 2002 – 2004.

Magnolia Independent School District, Magnolia, Texas. Furnished safety education materials for pilot research program with Dr. Rebecca Robles-Pina of Sam Houston State University. Funded by The McKay Foundation and Woodforest National Bank.
2003.

Public Awareness. Funded by Burlington Foundation. Houston, Texas. $10,000.00. 1996.

Foundation site:
http://www.protectingchildren.org/

You can find her book at:
http://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Dstripbooks&field-keywords=Walts+with+Insanity%2C+Paulette+Norman&x=14&y=19

Also see this book written by Paulette and several attorney’s documenting the judicial process:

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