Friday, October 29, 2010

Damn Good Reminder: If You Run A Blog, Register For DMCA Protections | Techdirt

Damn Good Reminder: If You Run A Blog, Register For DMCA Protections

from the don't-forget,-yo dept

Righthaven famously started suing lots of websites earlier this year for having some materials from the Las Vegas Review-Journal posted on their sites. In some cases, the content was posted by the owner of the sites in question, but in many cases, it involved content posted in forums or comments by users. Now, as you know, the DMCA creates safe harbors for sites where users post content -- but it's only if you've designated an official DMCA agent with the Copyright Office. After more and more Righthaven cases started showing up, we noticed a pattern. In talking with some of the sites that were sued, as well as some of the lawyers trying to fight Righthaven, it became apparent (quickly) that Righthaven was clearly avoiding sites that had a registered DMCA agent, and basically was relying on the fact that many websites were ignorant of the need to register. So, back in September, we noted, as a bit of a public service announcement, that if you ran any kind of site that allows for public participation, you should register with the copyright office. Seriously. Do it now.

A bunch of folks have sent over a Wired article highlighting the same thing and urging people to go register. While we've already made the same point, it's such an important point, that we're going to repeat it again, and urge you to register again.

Oh, and in an amusing bit of irony, in the Righthaven lawsuit that the EFF got involved in, one of the points it noted was that the Las Vegas Review-Journal itself appeared to have not designated a DMCA agent, meaning that while it (via Righthaven) was suing sites for forgetting this basic step, it was leaving itself open to the same sort of issue with its open forum. Of course, since then it appears that this has been corrected, but it looks like Stephens Media only registered in August of this year... So it does seem a bit ironic that the company relying so heavily on people forgetting to designate DMCA agents apparently did the same itself.

Associations need to understand this, as well.

Posted via email from Judith's posterous

Monday, October 25, 2010

10 Things That Good Bosses Do | BNET

10 Things That Good Bosses Do

By Steve Tobak | October 22, 2010

The Corner Office

Steve Tobak

Biography

Steve Tobak

Steve Tobak
Steve Tobak is a consultant, writer, and former senior executive with more than 20 years of experience in the technology industry. He's the managing partner of Invisor Consulting, a Silicon Valley-based firm that provides strategic consulting, executive coaching, and speaking services to CEOs and management teams of small-to-mid-sized companies. Find out more at www.invisor.net

10 Things Good Bosses DoAs we discovered in 7 Signs You May Be a Bad Manager, bosses aren’t usually aware that they are bad bosses. The fact is that nobody wants to believe they’re the problem. Nevertheless, there’s a bell curve for all things involving people, which means there are few really bad bosses, few really good bosses, and most of you fall somewhere in the middle.

To me that says, for the vast majority of you, there’s lots of room for improvement.

So, if you’re not exhibiting any of the 7 Signs, that’s great, pat yourself on the back. Still, if you really want to up your management game, maybe even vault into the executive or ownership ranks someday, you’d better start doing at least a few of these 10 Things That Good Bosses Do.

Incidentally, this isn’t from some academic study. These are real attributes of real bosses, culled from decades of observation, which motivate and inspire employees to perform at their best.

  1. Pay people what they’re worth, not what you can get away with. What you lose in expense you gain back several-fold in performance.
  2. Take the time to share your experiences and insights. Labels like mentor and coach are overused. Let’s be specific here. Employees learn from those generous enough to share their experiences and insights. They don’t need a best friend or a shoulder to cry on.
  3. Tell it to employees straight, even when it’s bad news. To me, the single most important thing any boss can do is to man up and tell it to people straight. No BS, no sugarcoating, especially when it’s bad news or corrective feedback.
  4. Manage up … effectively. Good bosses keep management off employee’s backs. Most people don’t get this, but the most important aspect of that is giving management what they need to do their jobs. That’s what keeps management away.
  5. Take the heat and share the praise. It takes courage to take the heat and humility to share the praise. That comes naturally to great bosses; the rest of us have to pick it up as we go.
  6. Delegate responsibility, not tasks. Every boss delegates, but the crappy ones think that means dumping tasks they hate on workers, i.e. s**t roles downhill. Good bosses delegate responsibility and hold people accountable. That’s fulfilling and fosters professional growth.
  7. Encourage employees to hone their natural abilities and challenge them to overcome their issues. That’s called getting people to perform at their best.
  8. Build team spirit. As we learned before, great groups outperform great individuals. And great leaders build great teams.
  9. Treat employees the way they deserve to be treated. You always hear people say they deserve respect and to be treated as equals. Well, some may not want to hear this, but a) respect must be earned, and b) most workers are not their boss’s equals.
  10. Inspire your people. All the above motivate people, but few bosses have the ability to truly inspire their employees. How? By sharing their passion for the business. By knowing just what to say and do at just the right time to take the edge off or turn a tough situation around. Genuine anecdotes help a lot. So does a good sense of humor.

All this adds up to an environment where people feel appreciated, recognized, challenged, and appropriately compensated. So what do you think? How do you measure up on the good boss scale?

Also check out:

Image CC 2.0 courtesy Flickr user dailyhrtips

Posted via email from Judith's posterous

Tuesday, October 19, 2010

Observations from Africa, blog 5

Remember "Hotel Rwanda"? Well, I'm not staying in it. I'm in the Kagali Serena Hotel in Rwanda, which is like its Serena Hotel Uganda cousin, quite sophisticated and urbane. I do have the pleasure of experiencing construction first hand--and I do mean "first hand", because the workmen are on scaffolding located about a foot from my window. They are pounding and sawing, and there's red dust coating them and their helmets. Well, that's the sound of progress and money. Kagali, Rwanda is distinctly different from Kampali, Uganda. On the ride from the airport I notice that there are paved streets and even curbs and sidewalks in Kagali. There are still many motorcycles, but helmets are mandatory. Many of the cyclists are one-passenger taxis, and most of the passengers are helmeted male riders. In Uganda, there were many women passengers, but they all sat sideways on the back seat, no helmets on anyone. I was told they sat this way because women must keep their knees together. Here in Rwanda, riding sidesaddle is illegal and so, unless you are willing to straddle the passenger seat 'like a man', you will chose to walk or ride one of the crowded van/taxis that are everywhere. As many as 18 people are squeezed into one conventionally-sized van here, so one has no option but to keep one's knees together... (Note to Traverse City, Michigan, folks: there are almost no traffic lights in this town of a million people--traffic flow is orderly and steady using traffic circles). The city is quite beautiful, though: many landscaped parks and well-tended subdivisions are scattered (sprawled?) around the hills which circle the city center. The existence of the sprawl seems to defy conventional planning that says urban sprawl encourages auto use: most Rwandans don't have cars and think nothing of walking a couple of miles to catch one of the vans mentioned above or a motorcycle taxi. Of course, you almost never see an overweight Rwandan, either.... I spent yesterday afternoon with about a dozen brokers and agents who are involved in starting a real estate association here in this country. The effort has just gotten underway, and IRPF has volunteered to fund the start-up, including a salaried employee to manage the day-to-day activities. These gentlemen (and they are all MEN) understand that the goal is to organize an association which can be sustainable and independent within one year. Now that's a tall order, but I came away from the meeting with optimism that they can, in fact, accomplish this goal. They are young, well educated, and enthusiastic about bringing order to the chaos in the way real estate is practiced in Rwanda: they know they need education, a code of ethics, and an agreement on the best practices of conducting the real estate business. As in Uganda, most real estate firms don't hire real estate agents--agents are unlicensed and unsupervised self-declared bird-dogs who come to the firms and bargain to be paid for the information they have (somebody wants to buy or sell property). Agents lack the skills to do much else, so they turn their information over to the real estate firm--for a fee, of course. The firm then sees the transaction through to the closing, which takes about 2-3 months. Thus the REAR will consist of a small number of firm owners and/or decision-makers within a real estate company and then a membership category for others affiliated with the firm: property managers, valuers, and builders. By the way, when these folks talk about property managers, they don't necessarily mean large project property managers. One of the most successful real estate firms in Kigali is owned by Steve, with whom I had lunch today. Steve is a property manager, with about 14 residences which he personally oversees. They belong to diplomats and part time residents, and those owners pay Steve approximately $1500 a month each to totally manage the building, including finding tenants and supervising cleaning and repairs. In addition, Steve sells property and says that because he is a reputable property manager as well, he has clients for life. In addition, he has several specialists in his office who are mortgage experts and who will work as general contractors for building or remodeling. To Steve, a real estate office doesn't mean 'real estate sales'--in fact, he says the sales part is a small part of his company's income stream. Steve started out as one of those individual sales agents not too many years ago (he's in his early 30's) with an office in his car and a cell phone: now he is a company owner with a large firm and a steady (and healthy) income. He's also a gadget person carrying two cellphones and a laptop, and he fell in love with my new iPad. "I'll just order one," he said. "I can probably get it at Best Buy or Amazon." Another skill Steve has, and so do most of the residents of this country no matter what their social station, is the ability to communicate in several languages. He tells me you have to know French, English, and some form of your 'mother language' just to survive. If you want to do business with commercial brokers or embassies, add Dutch, Belgian, and German to your skill set. Steve and his firm owner/counterparts are hard workers: they keep long hours every day (no weekends, either), and most of them are quite concerned about their professional reputation and public image. The are universally adamant about hiring someone who is untrained, unskilled, and doesn't have an understanding of good relationships and business protocol. That's why few of them will take a chance on hiring a sales agent, preferring to pay a referral fee for leads instead. The observation I did make to them, however, was that the current way they do business makes it real tough for a potential client to spend money to buy or sell real estate. Before I left my hotel room yesterday I tried to find Kigali properties on the internet: it was just as difficult in Rwanda as it was in Uganda to find professional assistance or look at listings on a website. Rwanda economy is expanding rapidly--spending money on real estate shouldn't be so difficult. (again, thanks to Real Estate Technology for permission to re-post this blog).

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Monday, October 18, 2010

Observations from Africa, blog 4

On Thursday--two days ago--I arrived in the second stop on my three-country African journey: Kampala, Uganda. The difference in countries was immediate to me: the hotel had a representative at the airport to greet me and assign me to a cab driver for the 40-minute drive to an exquisitely lovely Serena Hotel. Not long after check-in, I met with the two staff persons of AREA, The Association of Real Estate Agents of Uganda. Vincent, the CEO, and Catherine, his administrator, are young and passionate about organized real estate. The association itself is about 3 years old, and Vincent was its first president. He still maintains his own company which offers real estate, insurance, and mortgages. Both Vincent and Catherine speak excellent English, and are very computer literate. While I was there, their two-person office was a center of activity: in two days Catherine processed four new walk-in members. It seems AREA is offering a course next week, and every agent in town is interested in taking it. But in order to do so, they have to be a member. AREA has about 100 members currently, but at this rate they'll be expanding exponentially. (It was interesting to note that all four applicants paid their dues on the spot by transferring money from their personal bank account directly to AREA's, using their cell phone!) As in Kenya, real estate agents are not licensed. In Uganda, they don't even need to register with the government--they just say "I am a real estate agent". Uganda is completing some major real estate reforms at this time, however, and issuing a certificate to real estate agents to ensure basic skills and knowledge is in the government's immediate plans. Vincent says that the association and the government are in the final states of negotiation in an agreement through which AREA would become the accrediting agency for all real estate agents so again, this action will mean that all agents MUST belong to the association, and participate in its accreditation process. AREA hopes to announce this agreement at its first Annual Conference to be held in December. That will be a huge leap forward for AREA, which is an organization that is agent-based--no valuers and surveyors here! "What," I asked, "is the profile of your agent member? Who becomes an agent, and what do they have to do to earn money?" As I said earlier, agents don't have to have anything official to begin a career selling real estate. Most have a cell phone, but they do not have an office. "So if I wanted to buy a house or a condominium, how would I find an agent?" I asked. "Well," Catherine explained, "You'd see a flyer with a name and telephone number on a shop window or telephone pole. You'd contact the agent and tell him what you need. If he knew of something he would take you there. You would pay the agent by the hour, plus you would pay for any transportation fees. The problem with this method is, of course, that since they are getting paid by the hour, agents will take you to very unsuitable places, just to get more money." She tells me that she spent $400 looking for an apartment, and then found one that was suggested by a friend and the agent didn't participate in the transaction at all. In Uganda, $400 is a fortune, of course, so finding an apartment was very expensive. Most agents do not take exclusive listings, though this is a lesson that AREA is working hard to change. An agent can expect a commission on a small sale (of, say, $50,000) of 10%. However, the commission rate decreases as the property price raises, to the point that in a very expensive property sale, the commission to the agent might be only .05%. Ugandan real estate agents are specialists in geography and locations. They might confine their sales activities to a neighborhood, or perhaps two or three blocks on a residential street. They would become the neighborhood specialists who knew everything: who was sick, who wanted to sell a house, who was needing a new house for an expanding family. Often there's no real listing in existence, just neighborhood gossip, and one goes to the real estate agent, who knows everything. The agent's job is locating property in his neighborhood and putting buyers and sellers together. Once an offer has been written and agreed upon, the agent's role is pretty much over. I did spend some time with Nicholas, the current president of AREA. Nicholas owns a successful real estate firm, and works in development and property management. He depends on independent agents to assist him in finding properties, paying them referral fees for producing customers for the properties he lists and/or manages. Nicholas seemed quite prosperous: he has a driver, an SUV, and two cellular phones which rang constantly. He's quite passionate about the association, and about the education center project that the International Real Property Foundation is helping establish. Finally, the AREA wants to grow. Nobody knows how many people are selling real estate in Uganda, but AREA's goal is to bring them into the association and offer them education and a code of professional conduct. Someday, AREA would like to begin an MLS as well, and expand member services in a variety of other ways. The eyes of the staff and leadership come alive when they talk about what's ahead for their association. It's an exciting place to be, with the real estate world out there in front of them. And hey, AREA has been in existence less than four years, it has a hundred members, employs a dynamic and committed staff, and the very real possibility exists that they will become the credentialing agency for their entire country. In addition, the organization is scheduling its first annual convention (to which the Prime Minister is committed to attend) and it is a partner in a regional education center which includes three countries. It looks to me like a very exciting future for organized real estate in Uganda.

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Observations from Africa, part 3

Buying and selling property in Kenya Let me begin by saying, I don't intend to write a 'how to' document here. I'm sure the process is much more complex than I understand, and I'd be the first person in line to hire a real estate professional to help me through it. In fact, in Kenya, I'd have to hire a LOT of real estate professionals, it seems. So, I asked a few leaders in the ISK (the leading real estate professional organization in Kenya), "How do I buy property? What do I do first? Can I even own property as a non-national?" Oh yes, they assure me, you can. It will be on a 99-year lease, of course, but that's the same as owning, for most people. "Well, not quite, but since all I want is a place to live, how do I go about finding one?" I ask. Oh, I am told, you go to a real estate firm. Real estate firms may have a small sales staff which also can find you a rental. The most important activities for real estae companies are in writing appraisal reports and in property management, so primarily they have property managers on staff, and valuers (appraisers). If you need a survey, you will have to go to a separate firm which specializes in that. "But," I say, I read the paper here, and I don't see any advertisements for real estate firms or properties. How do I find such things?" The answer is a little vague--there are some newspaper advertisements, but not many, because it's very expensive-about $1000 for a quarter page ad. Most Kenyans don't have internet access, either, so I won't find much help with a Google search. (I did find a pretty resourceful Coldwell Banker site, with lots of information on how to own property in Kenya, and a rudimentary search of the company's listings.) It seems you just 'know' where to find a reputable company: company advertising is not a huge investment, and I have yet to see a company sign or a For Sale sign on a property. "OK," I say, "let's skip that part. I've accidentally stumbled upon a real estate firm, and I pay them a visit. What next?" Someone there will show me the company's listings. Apparently there are two kinds of listings in Kenya, exclusive listings and multi-company listings. Only the larger, more established firms have exclusive listings--multi-company listings are more common, because sellers think the more companies they list with, the better their chances of a good sale. And smaller firms can't afford to be too selective about the listings they have, so they have few--if any--exclusive listings. Apparently, there's a pretty good chance that once the word gets out that i am a potential buyer, I may be accosted by an independent sales agent, too--one who is not affiliated with a real estate firm, who has only a government issued permission slip, and may not even have a valid listing for what he or she is trying to sell me. (Note to self; be careful of these guys.) I discover there's no common listing data base. If I haven't found something I like at the first firm, I can go to another one. I may see some of those same listings (the multi-company ones), and I may find something new that I like. At any rate, I repeat the process until I can come up with something that suits me. I could, of course, hire someone to do the research for me. The government suggests my representative would be entitled to a finder's fee of 1.5%. If I do buy one of a firm's listing, the government recommends a commission rate of 3% to the firm. (I'm not sure that this is a 'set' rate: apparently there's not much recourse in enforcing this amount. Buyer, beware.) Once I have found a property, my agent (if i have one) draws up a letter of intent. If my offer is accepted by the seller, it then goes to a lawyer to draw up the final sale agreement. The whole process is subject to consent of the sale from a local real estate board, which reviews all permissions and requirements needed. Plan on three months for this process. Can I find financing? Of course I can. Kenyan banks are highly competitive, and loan offices are available on every street corner in downtown Nairobi. Some lenders, my real estate friends tell me, may "even use the property being purchased as collateral." All of this, of course, depends on my credit records and my reputation. Owning property is a good investment in Kenya, it seems. Property is comparatively inexpensive--in Nairobi an adequate family home can be easily acquired for the equivalent of $40-50,000 USD. The government is stable, and tenure is guaranteed. The problem is, of course, that Kenya's people are poor and property ownership is impossible for most. The lesson learned: not only do you have to have some money to buy property here, but you've got to have a whole lot of determination and courage in order to survive the purchase process.

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Observations from Africa, blog 2

The group of land professionals I'm working with here in Kenya is the Institution of Surveyors of Kenya (ISK). It's a 40-year-old organization, and it wields great influence and respect on the national scene. As you might expect, the organization of over 1,000 members consists of surveyors, property managers, and valuers (appraisers). Their organization has been in existence 40 years, a long time when you understand that Kenya has been an independent country since 1963. There had been real estate professionals in Kenya since the 1920's, but they'd all been branches of organizations headquartered in other countries: the first surveyors came to East Africa at the end of the 19th century, They were British, and were needed to construct an important railway in the region. From that point on, the venerable Royal Institution of Chartered Surveyors of London, England, dominated the real estate scene. After Kenya became an independent commonwealth, the RICS sponsored the current organization--the early British influence remains strong in the current real estate environment. It took me a while to understand this, coming as I do from the background of the US and the Realtor organization. What's different here is this: in Kenya, organized real estate is focused on the land itself, and not on the transactions related to it. That's a profound difference in the way things have evolved and as they exist here today. Real estate is not about 'brokers' and 'agents': in fact, the members of the ISK don't think too highly of that profession, and don't include it in their membership. The reason as they see it is that there is no quality control: one can practice real estate sales simply by obtaining a permit from the government, and the only qualification for that is to produce documents proving that you are not a convicted criminal. Anybody can do it and apparently, anybody does. "Everybody thinks," said one ISK board member, "that you can make a lot of money in sales. People do, too: but often they sell properties which are not really for sale to unsuspecting customers and disappear with the money. There's no regulation or enforcement." In contrast, being a surveyor or valuer in Kenya requires a 6-year commitment: 4 years of college, studying a professional course in a specialized field of real estate, and a two-year apprenticeship before you can become a full member of the ISK. And, ISK certification and full membership is necessary to practice as a valuer, surveyor, or property manager. These, then, are the people who influence Kenyan real estate practices: highly trained and educated, and well respected in the business community. In their 40 year history, this group has played a key role in writing Kenya's building code and the newly completed National Land Policy. The latter document was completed only last year, is an extensive national platform upon which is built the legal system, governmental reforms, and the elimination of corruption and misuse of power. the goal of the National Land Policy is to ensure efficient and fair access to, and use of, land resources in Kenya. The Kenyan government is now embarked on an extensive education and implementation campaign about these new land reforms, and once again the ISK is a key factor in educating both the real estate practitioner and the public. So here are my takeaways: in Kenya, 1. Real estate brokerage and sales is not highly regarded. These areas are at this point unregulated, filled with unqualified practitioners, and unorganized. There is no association for agents and brokers, and no formal recognition of the transaction process. 2. It is surveyors, valuers, and property managers who are at the center of land access and a large spectrum of activities related to land use, tenure, and other key issues. 3. The country is actively working to reform many land related practices which have emerged in this country, and doing so by formulating and adopting a comprehensive land policy which will be the foundation of legal, governmental, and social reform. Real estate professionals, in the form of the ISK, play a key role in this process. Interesting, isn't it? A comprehensive national land policy? A professional organization which controls the quality of its members? Certainly these are familiar concerns to US Realtors--how many of us wish that real estate licensing rules were stronger and more consistently formulated? How often have we heard concerns about 'professionalism'? And yet here in Kenya what seems to be missing at this point is concern for the consumer, the buyer and seller of real estate. I asked this question of the ISK leadership: "Ok, I want to buy a piece of property in Kenya, a condo maybe. How do I do that?" The answers were amazing. Note: these blogs were originally written for The WAV Group. Thank you for allowing me to post them here as well. Judith

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Observations from Africa

Looking out my hotel window, I see a busy city street--packed with busses and taxis and people. Often when I'm in another country I play a game called 'How do I know I'm not in America?' It's not easy knowing, as I look out the 8th floor window of the Nairobi Hilton, that I'm in Africa--the signs are all in English, and I see 'Sony' and other familiar brand names on the billboards scattered here and there. Many buildings are tall, and and sprout antennas and satellite dishes, and below me, the streets are packed with busses and taxis, though not as many private cars and I might see in a US city. What I do notice is that the exteriors of buildings and stores seem a little worn and tired, and streets and sidewalks--even from this height--are in need of repair and resurfacing. But downtown Nairobi swarms with pedestrians, walking quickly and purposefully under the warm October sun. Nobody moves slowly and, once I am down at street level, I can see that they are dressed in what Amerians would call 'casual business attire'--dark colors, neckties for men, somber suits or dresses for women. Occasionally I see a more ethnic costume--an embroidered hat on a man, or a long robe and veil on a woman. But what characterizes everyone is that they are in a hurry, dashing across streets and striding purposefully down the sidewalks. I'm in Africa as a part of the International Real Property Foundation's work in emerging nations. The IRPF is one of NAR's best kept secrets, I tell people: it's a non-profit organization housed in the Realtor building in Chicago, and it's dedicated to bringing real estate professional expertise to emerging economies around the world. Originally conceived to assist Eastern European countries emerging into political independence, the IRPF has now expanded into Africa, Viet Nam, and India. These efforts are funded by NAR, the Reume Foundation, and by USAID, as well as private donors. Norm Flynn, a past NAR president from Wisconsin, is the IRPF CEO, and the Board of Directors is populated by many recognized industry leaders. In my work as a member of the Board and as a consultant for the Foundation, I've visited many countries--much of Eastern Europe, as well as Russia and Armenia, and assisted real estate professionals in these countries as they work to form their real estate trade associations and build their capacity to better serve brokers, surveyors, developers and appraisers so that the real property infrastructure can become stable and healthy within each country. It's rewarding work--real estate professionals everywhere I visit seem eager to learn. They are enthusiastic and well educated, they are often young and enthusiastically entrepreneurial, and wanting to learn everything they can from the American experience of building successful associations and member services. Often they work agains huge odds--governments that are unstable and corrupt, tax structures where transfer taxes are 18 or 20% of value, no property records and reliable historical data, and no technology base (like dependable electricity). I'm not sure what real estate life is like in Eastern Africa yet: I've only been here less than 24 hours. My job description on this assignment is to assist in the formation of a real estate information center, one that will encompass three countries: Kenya, Rwanda, and Uganda and which will become self sustaining in its operations within two years. It's an ambitious plan, an extreme 'regionalization' project which, if it succeeds, will go a long way towards building organizations of competent real estate professionals in this area. I'll keep you informed.

Posted via email from Judith's posterous

Untitled

Looking out my hotel window, I see a busy city street--packed with busses and taxis and people. Often when I'm in another country I play a game called 'How do I know I'm not in America?' It's not easy knowing, as I look out the 8th floor window of the Nairobi Hilton, that I'm in Africa--the signs are all in English, and I see 'Sony' and other familiar brand names on the billboards scattered here and there. Many buildings are tall, and and sprout antennas and satellite dishes, and below me, the streets are packed with busses and taxis, though not as many private cars and I might see in a US city. What I do notice is that the exteriors of buildings and stores seem a little worn and tired, and streets and sidewalks--even from this height--are in need of repair and resurfacing. But downtown Nairobi swarms with pedestrians, walking quickly and purposefully under the warm October sun. Nobody moves slowly and, once I am down at street level, I can see that they are dressed in what Amerians would call 'casual business attire'--dark colors, neckties for men, somber suits or dresses for women. Occasionally I see a more ethnic costume--an embroidered hat on a man, or a long robe and veil on a woman. But what characterizes everyone is that they are in a hurry, dashing across streets and striding purposefully down the sidewalks. I'm in Africa as a part of the International Real Property Foundation's work in emerging nations. The IRPF is one of NAR's best kept secrets, I tell people: it's a non-profit organization housed in the Realtor building in Chicago, and it's dedicated to bringing real estate professional expertise to emerging economies around the world. Originally conceived to assist Eastern European countries emerging into political independence, the IRPF has now expanded into Africa, Viet Nam, and India. These efforts are funded by NAR, the Reume Foundation, and by USAID, as well as private donors. Norm Flynn, a past NAR president from Wisconsin, is the IRPF CEO, and the Board of Directors is populated by many recognized industry leaders. In my work as a member of the Board and as a consultant for the Foundation, I've visited many countries--much of Eastern Europe, as well as Russia and Armenia, and assisted real estate professionals in these countries as they work to form their real estate trade associations and build their capacity to better serve brokers, surveyors, developers and appraisers so that the real property infrastructure can become stable and healthy within each country. It's rewarding work--real estate professionals everywhere I visit seem eager to learn. They are enthusiastic and well educated, they are often young and enthusiastically entrepreneurial, and wanting to learn everything they can from the American experience of building successful associations and member services. Often they work agains huge odds--governments that are unstable and corrupt, tax structures where transfer taxes are 18 or 20% of value, no property records and reliable historical data, and no technology base (like dependable electricity). I'm not sure what real estate life is like in Eastern Africa yet: I've only been here less than 24 hours. My job description on this assignment is to assist in the formation of a real estate information center, one that will encompass three countries: Kenya, Rwanda, and Uganda and which will become self sustaining in its operations within two years. It's an ambitious plan, an extreme 'regionalization' project which, if it succeeds, will go a long way towards building organizations of competent real estate professionals in this area. I'll keep you informed.

Posted via email from Judith's posterous