More or less, most shopping sites follow the same basic format, which relies on scrolling or filtering through products to discover new items—and Yeezy Supply introduces an online experience that flips traditional e-commerce on its head. The artful experience was created to “make the Internet a more humane place,” according to Nick Knight, who worked as West’s creative partner on the design of the website. Knight, as a fashion photographer and filmmaker, created a short film that documents the three years it took to fully realize West’s vision.
Rather than seeing static product images, shoppers will see 3D models walks across the screen, and products can be clicked and dragged to have a virtual model try it on. The experience also lets consumers learn more about the models, including their favorite foods or notable life experiences.
KARACHI: A brave young officer has described in a video the gun battle that took place during the Karachi Stock Exchange (PSX) mass shooting Monday morning, saying the assailants attacked in a coordinated manner.
Officer Khalil, part of the Sindh Police’s Rapid Response Force (RRF), said one of the terrorists was launching grenade attacks and another firing shots.
Police had explained following the attack that all four terrorists who targeted the PSX building Monday morning had been killed, while two security guards and a police sub-inspector martyred as they repelled the attempt to storm the busiest building on Karachi’s I.I. Chundrigar Road, also known as Pakistan’s Wall Street.
In a video viral on social media and obtained by Geo News, Khalil said: “I had shot one [of the assailants] and he died. Then I heard someone saying there was another assailant shooting at us.
“As he tried to pull out the pin from the grenade, I shot him straight in the head. He fell to the ground and two of us stepped forward,” stated Khalil, an officer who is part of the Sindh Police’s Rapid Response Force (RRF) and who fought the assailants during the Karachi Stock Exchange (PSX) mass shooting earlier today. The News/via Geo.tv.
“That’s what I heard from outside. I stopped firing [momentarily] and retreated. Then we were advised to proceed, with two of us to stay in the front and fire while another gave us cover.
“As one of us started firing, the other [inaudible]… It was just a little ahead from here. As the second one [terrorist] stepped out — and he had seen me — I shot him twice and injured him,” the young officer said.
Khalil then mentioned a pause of milliseconds when one of the assailants attempted to reach other ammunition for a fresh attack but stressed that he was well-prepared for it.
The terrorist “then took out a grenade [to launch at us] so I aimed and fired at his hand and the grenade, as well as the weapon, dropped from his grip.
“As he tried to pull out the pin from the grenade, I shot him straight in the head. He fell to the ground and two of us stepped forward,” the officer stated.
“There was another one I had shot and injured. Afterwards, my colleague went ahead to continue the operation,” he added.
Chesapeake Energy, the poster child of the U.S. shale revolution, filed for bankruptcy protection on Sunday. The move comes as the company and industry more broadly has been rocked by a drop in oil and gas prices amid the coronavirus pandemic.
The heavily indebted company has been in trouble for some time, and in May said that it had concerns regarding its long-term viability.
Chesapeake said that $7 billion in debt will be wiped out through the restructuring. The company has secured $925 million in debtor-in-possession financing in order to continue operations during the bankruptcy process. In addition, Chesapeake has secured an agreement in principle from certain existing lenders for $2.5 billion in debt financing on emergence from bankruptcy, as well as a backstop commitment for $600 million in new equity.
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Franklin Resources and Fidelity are among the biggest creditors, according to people close to the company, and they will be among the primary equity holders following the company’s restructuring. The company will continue operations at a much reduced capacity, with a handful of gas rigs and no oil rigs, according to those familiar with the company’s plans.
“We are fundamentally resetting Chesapeake’s capital structure and business to address our legacy financial weaknesses and capitalize on our substantial operational strengths,†CEO Doug Lawler said in a statement.
Chesapeake Energy was founded in 1989 by Aubrey McClendon. An early pioneer of horizontal drilling, he built the company into a key player in the U.S. gas industry. At its peak, Chesapeake had 175 operating rigs, with operations across the U.S. including in Texas, Louisiana, Pennsylvania and Ohio.
But the company took on a lot of debt to fuel its rapid expansion, and from 2010 to 2012 spent $30 billion more in drilling and leasing than it made from its operations.
When current CEO Doug Lawler succeeded him, the company had nearly as much debt as Exxon and Chevron combined.
“Over the last several years, our dedicated employees have transformed Chesapeake’s business — improving capital efficiency and operational performance, eliminating costs, reducing debt and diversifying our portfolio,†Lawler said in a statement. “Despite having removed over $20 billion of leverage and financial commitments, we believe this restructuring is necessary for the long-term success and value creation of the business.â€
Chesapeake’s downturn is not unique. Whiting Petroleum is among the other once great drillers that couldn’t survive a historic plunge in oil prices. The company filed for bankruptcy protection on April 1.
MIRPUR – Pakistan Tehreek-e-Insaf (PTI) of Azad Jammu and Kashmir (AJ&K) had applauded US Presidential candidate Joe Biden’s demand for restoration of peoples’ rights in Kashmir and OIC Contact Group meeting on Jammu and Kashmir at the ministerial Level.
Talking to media, Additional General Secretary, PTI-AJ&K, Raja Mansoor Khan thanked world community for support on Kashmir issue.
He expressed gratitude for the US Presidential Candidate Joe Biden’s demand for restoration of peoples’ rights in Kashmir and OIC Contact Group meeting on Jammu and Kashmir at the Ministerial Level wherein the Contact Group reaffirmed its support for the people of Indian-occupied-Kashmir (IOK) and also called upon India to end the inhumane treatment, restrictions on people movement and condemned the worsening Human Rights condition since her illegal occupation and particularly unilateral actions of 5 August 2019.
Kashmiri people be allowed to exercise their right to self-determination through UN-supervised plebiscite
The PTI leader appreciated the fact that OIC had always been supporting the people of Kashmir and exhibited its concerns over the humanitarian crises in IOK. OIC had yet again issued a strong statement demanding from India to revoke its unilateral and illegal actions and allow the Kashmiri people to exercise their right to self-determination through a UN-supervised plebiscite with endorsement of the Kashmiri leadership’s stance. The OIC Contact Group on Jammu and Kashmir was formed in 1994 to coordinate OIC policy on the Kashmir dispute and had Turkey, Azerbaijan, Niger, Pakistan and Saudi Arabia as its five members.
While welcoming the demand of OIC Contact Group on Jammu and Kashmir to halt the Human Rights violation in IOK, Raja Mansoor Khan said that sustained involvement of OIC in the Kashmir issue reflected the growing realization about the dire humanitarian crisis in IOK at international level.
He further said that the Indian brutalities, restrictions and mass murder could not weaken the will of Kashmiri people to get their freedom. Instead, it strengthened their freedom movement and resolved to resist, he added.
Raja Mansoor Khan believed that Indian atrocities could not obliterate Kashmiri nor could make them surrender by restricting them through curfew and denying them access to internet which was a fundamental human right in today’s world. The OIC’s emphasis on the paramount importance of Kashmir problem for whole Muslim Ummah was a significant development, he maintained.Â
Her name is Seyitan Babatayo. She is a final year student at the University of Lagos. In December 2018, she attended a party at the Glee Hotel in Lagos. That evening, she said, a man let himself into her hotel room while she was sleeping. She woke up and asked him what he was doing. He raped her.
His name, Babatayo said in a Twitter thread earlier this month, is Oladapo Daniel Oyebanjo. He is better known, of course, as D’banj: the multi-award-winning, multimillionaire Afrobeats star, and one of Nigeria’s most recognizable celebrities.
Just days before Babatayo went public, D’banj had posted messages. expressing solidarity with women who had been raped – this was part of Babatayo’s motivation for speaking out, she said.
It took D’banj nearly two weeks to respond to Babatayo’s allegations. He did so in a letter published on Instagram on June 15. In it, he denied all the allegations, accused Babatayo of lying and demanded 100-million naira ($257,000) in damages.
And then, on June 16, Babatayo – not D’banj – was arrested. “Four armed policemen stormed into my apartment, and arrested me without a warrant,†she said in a statement released on June 24. “They seized my phones, other personal effects and detained me in the police cell overnight.â€
Babatayo was not charged with anything, although she was made to
sign a gag order. The next day, she was released from jail – and into the custody of D’banj and his team. She was made to spend the night in a location chosen by D’banj’s team, she said. “I was isolated from my family, coerced, pressured and intimidated in person by D’banj and his team to retract all statements and to announce that my testimony was a publicity stunt.â€
D’banj has not responded publicly to these specific allegations, and his team did not respond to the Mail & Guardian’s requests for comment. On Instagram, the pop star posted a video of himself singing a verse from from his hit Olurun Maje, which begins: Some people dey want make I cry Some people dey pray make I die, why?
It was captioned: “Innocent until proven guilty…STOP SOCIAL MEDIA TRIAL. SAY NO TO RAPE AND HUMAN RIGHTS VIOLATION.â€
Friends to the rescue
When they stopped hearing from Babatayo, her friends became worried. Not only was she not in contact, but her tweets accusing D’banj were suddenly deleted, and replaced by new tweets in support of the artist. They swung into action to find her.
Ayodele Olufintuade, a writer, reached out to her feminist networks. Through a contact in the police, they traced Babatayo to a police station. A lawyer, Ayodeji Osowobi from the Stand to End Rape Initiative, stepped in to help, and was able to secure her release from custody.
“It’s weird but she wasn’t charged with anything. She was just picked up and we later heard, interrogated, then her social media platforms accessed and all her tweets deleted. It was like a badly scripted mafia saga,†Olufintuade told the M&G.
Group of men known as Men Against Rape hold all-male awareness walk against rape, sexual and gender-based violence at Ikeja in Lagos, Nigeria on June 11, 2020. (Adekunle Ajayi/NurPhoto)
What happened next, according to Olufintuade, was even more sinister. “Her second abduction was as weird as the first. The last we heard of her was that she’d been released to her lawyer. We panicked the following morning because she had an appointment to meet with the Lagos Police Public Relations Officer but we couldn’t reach her. And when we eventually did, a male voice was in the background screaming at her, asking if she was still in touch with ‘those people’ – us, I assume. It took a lot of work but we eventually tracked her down to D’banj’s manager’s house in Ikoyi. From what we heard, immediately as she was released from the police station she had simply been picked up by D’banj’s manager and detained overnight.â€
The M&G reached out to D’banj’s manager for comment, but received no response. Nor did D’banj’s management firm, CSA Global, respond to requests for comment.
Kiki Mordi, a prominent journalist, had been working with Babatayo to help her tell her story. She first raised the alarm about Babatayo’s arrest and reported abduction on social media. She told the M&G that Babatayo had previously sought assistance from the police. “This is not the first time she’s trying to make an official police case.
She tried to make one a couple of weeks ago and she wasn’t allowed because the policeman said she didn’t have a case and they laughed at her and chased her away from her from the office,†Mordi told the M&G.
Public backlash
There has been a huge public backlash against D’banj in the wake of Babatayo’s
allegations. Nearly 25,000 people have signed a Change.Org petition asking NGOs and brands to disassociate themselves from D’banj.
It has been widely reported that D’banj is a United Nations Ambassador for Peace, but a UN spokesperson confirmed to the M&G that this is not true, and that the artist “has nothing to do with the United Nationsâ€.
D’banj is an ambassador for the ONE Campaign, an anti-poverty group. “ONE is aware of the allegations against D’banj and monitoring the situation closely. We believe in justice and accountability, and it is crucial that this matter is investigated thoroughly and transparently,†executive director Edwin Ikhouria told the M&G.
The allegations against D’banj come in an atmosphere of increased awareness of and activism against gender-based violence in Nigeria. The brutal rape and murder in May of Uwaila Vera Omozuwa, a 22-year-old student at the University of Benin, sparked outrage across Nigeria and precipitated a national conversation on the subject.
Other high profile figures have also been implicated recently: this month, tech entrepreneur Kelechi Udoagwu shared her story of being harassed, allegedly by Kendall Ananyi, the chief executive of internet provider Tizeti; and actress Sylvia
Oluchy accused Nollywood director Lancelot Imasuen of sexual assault, prompting the Actors Guild of Nigeria to set up a dedicated telephone line for survivors to report sexual harassment, assault and rape.
This article first appeared on The Continent, the new pan-African weekly newspaper designed to be read and shared on WhatsApp. Download your free copy here
When asked if he could imagine a college party where everyone is wearing masks, Jacques du Passage, a sophomore at Louisiana State University, laughs.
“No. I don’t think they would do that,” he says. “I think [students] would just have the party and then face the repercussions.”
That’s exactly what Apramay Mishra, student body president at the University of Kansas, is worried about when it comes to reopening campus amid the pandemic. “Right now it’s kind of slipped from most people’s minds,” he says. Students “don’t really think it’s a big deal.”
Around the U.S., coronavirus cases are rising among young people. The spread of the virus has been connected to college-related events such as fraternity parties, drinking at off-campus bars and athletic practices. For colleges planning to bring thousands of students together in the fall, student spread is a real worry. And the stakes are high: If there are outbreaks, campuses may once again be forced to shut down, scattering students and disrupting academics and college finances all over again.
To keep that from happening, schools have created robust guidelines — but those plans rely on a major wild card: students following the rules.
“That’s the conversation everyone is having right now,” says Anna Song, who studies young adult decision-making at the University of California, Merced. Many college students still have developing brains, so it’s not that they aren’t informed or that they don’t understand the risks — it’s that they’re wired differently. “They are highly sensitized to reward, especially in the context of peers,” she explains. Hanging out with friends is a pretty incredible reward, given that many students have been isolated for months.
“Peer culture is … not easy to change”
Changing campus culture and student behavior isn’t just about rewards. Song found that you can influence behavior if you find the right messaging. She studies smoking habits, and she has found that students who believe that their smoking will harm their friend’s health are significantly less likely to start smoking themselves. The challenge for colleges is to figure out what messages will motivate students to adhere to the guidelines. Song isn’t convinced that the idea of keeping faculty safe will be enough — she says administrators may have to focus on family members or friends who are vulnerable.
Other experts are less optimistic that student behavior can change. “Peer culture is really durable. It is not easy to change,” says Kristen Renn, an associate dean at Michigan State University. “We haven’t done it with alcohol. We haven’t done it with sexual behavior. We haven’t done it with all kinds of things.”
Renn is most worried about the moments outside the classroom: brushing teeth, running into friends, grabbing dinner. And Song is worried about those too.
“I vacillate back and forth, honestly. Day to day,” she says. “I am optimistic, but there are some real serious challenges. And we can’t be naive that those challenges aren’t there. Are we asking them to do something that is almost near impossible?”
The front lines
At the University of Miami, Pat Whitely, vice president of student affairs, is responsible for figuring out how to reopen dorms, how to orient new students and how to make sure everyone follows the rules. It hasn’t been easy.
“I’ve done a lot of crisis work in my career,” she says. “Different hurricanes and things. This has been the hardest work ever because it’s so much of the unknown.”
Whitely has been telling student leaders how integral they are to the college’s reopening plan.
“All of you are more crucial than you’ve ever been before,” she told a group of orientation leaders over Zoom this month. “We have to have everybody cooperate, because if we have an outbreak, then that becomes a problem for everybody.”
The university plans to hire student ambassadors to help enforce some of the new health policies, such as mask wearing and social distancing. It’s also one of many schools that have drawn up contracts for students coming back to campus, requiring them to follow the new pandemic guidelines. One such agreement, at the University of Pennsylvania, asks students to “refrain from organizing, hosting, or attending events, parties, or other social gatherings off-campus.”
Of course, student agreements aren’t new. Nearly every campus in America has a student handbook or code of conduct, explains Martha Compton, president of the Association for Student Conduct Administration. And for the most part, they work. “The vast majority of students do abide by guidelines, with an even higher level when they’re related to classroom conduct,” Compton says. But it’s imperative that colleges educate students on the rules, especially if they’ve changed. She also advises that colleges enforce the rules with compassion and leniency — for example, having masks available when someone forgets.
At the University of Virginia, senior Ellen Yates has been working with a handful of students to figure out what messaging and enforcement should look like on her campus.
“We are concerned about creating a kind of policing culture on grounds where students feel like they’re being watched or monitored,” she says. “We want to instead work for accountability between students.”
Keeping campuses safe will require buy-in from all students, because it’s not just an individual decision, like alcohol consumption. COVID-19 is a contagious disease, so peer behavior impacts the entire community. Yates is convinced that the key is to make mask wearing and social distancing the norm. Students will follow the example of their fellow students, she says, particularly students whom they admire and look up to. She thinks of it as a positive peer pressure strategy.
But even she has doubts.
“All of our routines are built around social interaction,” says Yates. “It’s just a totally new set of social conditions that certainly nobody in my age has ever been subjected to.”
A Paris court has sentenced former French Prime Minister Francois Fillon to five years in prison, with three suspended, for having used public funds to pay his wife and children for work they never performed.
His wife, Penelope Fillon, was handed a three-year suspended sentence on Monday for being an accomplice in the fraud that brought the family more than one million euros ($1.13m) since 1998.
The court also fined each of them 375,000 euros ($423,100) and barred Francois from standing in any election for the next 10 years.
The couple said they would appeal the verdict.
The scandal broke in the French media just three months before the country’s 2017 presidential election, as Fillon was the frontrunner in the race. It cost him his reputation. Fillon sank to third place in the election, which was won by now President Emmanuel Macron.Â
Penelope’s role alongside her husband drew all the attention during the February-March trial, which focused on determining whether her activities were in the traditional role of an elected official’s partner – or involved actual paid work.
Fillon sank to third place in the 2017 election after the scandal broke [File: Pascal Rossignol/Reuters]
During the trial, Penelope explained how she decided to support her husband’s career when he was first elected as a French legislator in 1981 in the small town of Sable-sur-Sarthe, in rural western France.Â
Over the years, she was offered different types of contracts as a parliamentary assistant, depending on her husband’s political career.
She described her work as mostly doing reports about local issues, opening the mail, meeting with residents and helping to prepare speeches for local events.
France ex-PM Fillon awaits verdict over corruption case (02:28)
She said working that way allowed her to have a flexible schedule and to raise their five children in the Fillons’ countryside manor. She said her husband was the one who decided the details of her contracts.
Prosecutors pointed at the lack of actual evidence of her work, including the absence of declarations for any paid vacations or maternity leave, as her wages reached up to nine times France’s minimum salary.
Prosecutor Aurelien Letocart argued that “meeting with voters, getting the children from school, going shopping or reading mail isn’t intended to be paid work”.
Letocart said Francois “had a deep feeling of impunity, the certainty that his status would dissuade anyone from suing him … This gets cynical when that attitude comes from a man who made probity his trademark”.
Francois insisted his wife’s job was real and said, according to the separation of powers, the justice system cannot interfere with how a legislator organises work at his office.Â
Magazine consultant
In addition, charges also cover a contract that allowed Penelope to earn 135,000 euros ($152,316) in 2012-2013 as a consultant for a literary magazine owned by a friend of her husband – also an alleged fake job.
The magazine owner, Marc de Lacharriere, already pleaded guilty and was given a suspended eight-month prison sentence and fined 375,000 euros ($423,100) in 2018.
The National Assembly, which joined the proceedings as a civil plaintiff, has requested a total penalty of 1.08 million euros ($1.13m)Â that correspond to the salaries and payroll charges that were paid.
Francois, once the youngest legislator at the National Assembly at the age of 27, served as prime minister under President Nicolas Sarkozy from 2007 to 2012.
He was also a minister under two previous presidents, Francois Mitterrand and Jacques Chirac.
Francois left French politics in 2017 and now works for an asset management company.Â
Liz Satterfield has a ritual for every time she returns home after leaving the house. Diagnosed with metastatic breast cancer in 2016, the Kirkland, Washington resident recently learned that the cancer that had spread to her brain in 2018 was still growing. Throughout the pandemic, she’s had to visit the hospital at least once every three weeks, often more frequently, for treatments to control her disease.
“I have a pair of shoes in a paper bag that I keep in the trunk of my car or a rack in the garage. I only wear those shoes when I’m going in to get treatment,†she says. “When I come home, I strip in the garage and put everything right in the wash. I don’t enter the house with anything that I was wearing at the cancer center. It’s the way I’m able to control what I can control in this situation, and gave my partner and me some peace of mind.â€
While COVID-19 has upended everyone’s life, the novel coronavirus’ impact on cancer patients is especially disruptive. Any infectious disease that taxes the immune system is high on their must-avoid list—especially for those getting chemotherapy or radiation treatments, both of which can weaken natural defenses. So that leaves cancer patients caught in the middle of two terrifying diseases.
Nearly 17 million people in the U.S. are living with cancer, many of whom, like Satterfield, are currently being treated for their disease, and forced to make these difficult calculations weighing their risk of cancer against their risk of getting COVID-19. Studies of cancer patients who become infected suggest that their death rate is higher—ranging from 13% to 28%—than those without cancer (though these numbers continue to change as more data become available).
That risk could have a lasting impact on cancer rates and deaths in coming years. Between existing cancer patients who are concerned about the risk of COVID-19 and either delay or skip treatments, and those who have not yet been diagnosed but are reluctant to see their doctor for possible cancer symptoms, experts say both death rates and new cases may creep up. “There have been people who are scared to death to even come near the cancer center,†says Dr. Leslie Busby, a partner at Rocky Mountain Cancer Centers.
A crude forecast of how the pandemic might affect deaths from just breast and colon cancers alone conducted by researchers at the National Cancer Institute (NCI) predicts 10,000 additional deaths from these two cancers on top of an expected 1 million over the next decade, based on the assumption that screenings are stopped for only six months. That model does not account for people who have not yet been diagnosed and are delaying seeing their doctors—and as a result, may not be diagnosed until their cancers are more advanced and harder to treat. “We don’t know what the level of disruption to care is going to be, but I think it has already been quite significant, and will last a while longer,†says Dr. Ned Sharpless, director of the NCI, who commissioned the prediction.
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He notes that increases in incidence and deaths from cancer due to COVID-19 may also be hidden, complicated by the fact that incidence, for example, may even dip for a while if fewer people are getting screening and fewer cancers are actually detected. Mortality may also be confounded by the fact that most cancer deaths are among older patients, and older patients are also at higher risk of dying from COVID-19 complications, so the pandemic could cause total cancer deaths to actually decrease tempoerarily.
Given those confounders, and the fact that many cancers take years to develop, it won’t be clear exactly how COVID-19 has affected cancer rates and deaths for many years yet.
“When you think of cancer care, there is very little that is elective,†says Dr. Robert Keenan, chief medical officer and vice president of quality at Moffitt Cancer Center in Tampa, Fl. Patients get chemotherapy as an intravenous infusion, which needs to be dosed and administered under medical care, and radiation treatments require calibrated doses from certified technicians in hospitals. And once patients have started chemotherapy or radiation regimens, they usually undergo treatment for several weeks, with each cycle building on the last to give them the best chance of wearing the cancer down and stopping malignant cells from growing and spreading.
As the pandemic began to surge, cancer doctors typically evaluated each of their patients to decide whether they needed to come in for their treatments or whether they could safely put off the chemotherapy infusion or radiation session for a week or more. Nancy Fleming, a former hospital pharmacist who was diagnosed with small cell lung cancer in 2019 after surviving breast cancer in 2003, receives an infusion of an immunotherapy drug once a month at the Dana Farber Cancer Institute in Boston, Mass. When cases of COVID-19 surged in Boston in April, her oncologist, Dr. Jacob Sands, suggested she put off one of her infusions by a week. He says he made these types of decisions on a case-by-case basis, depending on how well each individual patient was doing and how well-controlled their cancer was. “For somebody who has ongoing disease control, where everything is stable, and they had been on therapy for more than a year, those were cases where we would discuss delaying treatment by a week, two weeks or even three weeks,†Sands says.
Convincing them to continue their treatments wasn’t easy, however. “There was a lot of virtual and telephonic hand-holding,†says Keenan. “We tried to put in place measures to create an environment that let patients know that [the cancer center] was as safe a place as any to come in for their treatment.†At many hospitals and cancer centers, patients and staff have been screening patients and staff for fever and COVID-19 symptoms, and many restricted visitors from coming with the patients for their treatments. Any care that could be provided virtually was moved to video or telemedicine, which cut down on the density of people. At Moffitt, Keenan says, clinic visits dropped by 40% to 50%, and patient appointments were scheduled to avoid pile ups waiting rooms. At Dana Farber, Sands says “Patients were essentially able to get right into a private room when they showed up and we were able to completely isolate people so they were not sitting next to each other in the waiting room.â€
Such cues are critical to putting cancer patients’ at ease, agrees Busby, who asked non-essential staff to work from home. “These practices helped to both lower the risk of spreading COVID-19 and sent signals to our patients that we were doing the best we can to protect their health,†he says. Discussing these precautions helped to convince some wary patients to continue their treatments.
One such policy, however, was harder for patients to accept. Many cancer centers stopped allowing visitors to come with patients during their treatment appointments, which can stretch for several hours since the chemotherapy infusions themselves typically take at least 30 minutes. “It’s such a comfort to have family there,†says Fleming. “When you are a patient, when you are ill, it’s sometimes hard for you to absorb everything you are hearing. It’s always good to have an advocate with you.â€
For breast cancer patients, there were other options as well. At the University of North Carolina Lineberger Comprehensive Cancer Center, Dr. Lisa Carey says the pandemic changed the therapies she offered her patients. At the beginning of the pandemic, “for the patients whose cancers were hormone sensitive, I put them on anti-estrogen [pills] so we could tread water and keep an eye on the tumor for a couple months, while we waited for the [COVID-19] dust to settle before exposing them to an unknown level of danger of coming into the hospital for chemotherapy infusions,†she says. The oral treatment, normally given before or with chemotherapy for maximum effectiveness, allowed the patients to treat their cancer and not compromise their care while avoiding exposure to the risks of COVID-19 in the hospital. “The truth is, those things we did to protect them seemed to work,†Carey says.
Protecting patients from getting exposed to the virus also guides some of her decisions around how to provide chemotherapy. “If I have a choice between a [chemotherapy] drug that is given every week and a similar one that is given every three weeks, I now routinely use the one that’s given every three weeks,†she says. “Even if there are a few more side effects, if it reduces the number of times a patient has to come in, then this is a conversation I’m having with them.â€
Similar adjustments are possible for radiation treatment in some cases. Normally, radiation therapy is broken up into smaller, daily fractions in order to preserve the healthy tissue around cancers from the toxic effects of single blast. For breast cancer patients, recent, albeit early studies that followed patients for five years, suggested that significantly shorter courses of treatment—given over five days compared to 30, for example—could be equally as effective in controlling the cancer. “Typically we wouldn’t embrace [such early results] in daily practice as quickly as we did except for the pandemic,†says Dr. Reshma Jagsi, deputy chair of radiation oncology at the University of Michigan. “But some patients were willing to take the risk of not having long term evidence on the safety and trust the five year data which was certainly compelling and intriguing.â€
For the most part, cancer patients have understood the importance of continuing their treatment and of balancing their risk of cancer against their risk of getting COVID-19. In fact, says Busby, “it’s not so much our patients we worry about but the patients who are not ours yet.†Most hospitals canceled routine cancer screening appointments for things like mammograms and colonoscopies, which are essential for detecting cancer early. And many people who might have potential cancer symptoms and aren’t diagnosed yet, aren’t going to the doctor because of COVID-19 fears. If that’s the case—and only data on cancer rates in the coming months and years will provide the answer—it’s possible that both the number of new cancer cases and their severity will increase as a result of the pandemic.
“My concern is for the patients who have not yet been diagnosed with cancer; for those patients who delayed their screening; for patients who put off being examined for certain symptoms,†says Jagsi. “Those patients will be diagnosed at later stages and I do have great concern there that will change cancer-related treatment outcomes.†In recent years, advances in screening have helped doctors more regularly diagnose patients at earlier stages where their disease is still treatable and curable, Jagsi notes. “I fear that some COVID-19-related delays may compromise some of the advances we have seen.â€
How deeply COVID-19 will cut into those gains won’t be clear until more data on new cancer cases becomes available in coming months. But most experts agree that “it’s hard to imagine that the pandemic would contribute to a better situation; it’s going to have to be worse,†says Carey.
In the meantime, patients are learning to accept the adjustments they need to make to ensure their treatments continue with as little disruption and in the safest way possible. Satterfield has had two COVID-19 tests because the chemotherapy she receives gives her a runny nose, cough and diarrhea—all symptoms of COVID-19 that are flagged when she is screened before entering the cancer center for her treatments. But she’s okay with that, and understands why it’s needed. For her, “the most challenging part is emotional. With any terminal illness, it’s there—I think, is this the way the world is going to be when I die? Is this how I see the end of my life? But I’m feeling better than I have in recent memory. As much as my health status doesn’t sound great, I feel great. And I’m thankful for that.â€
The Coronavirus Brief. Everything you need to know about the global spread of COVID-19
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Weighed down by debt, Borden Dairy filed for bankruptcy in January.
The 163-year-old company planned to use the Chapter 11 filing to reorganize its business after some financial missteps left them with $250 million in secured debt, but it didn’t anticipate the coronavirus pandemic.Â
“Running a business is tough enough. Running a business in bankruptcy is tougher and then throwing a pandemic on top of that, even tougher,” CEO of Borden Tony Sarsam told Food Dive.Â
Both Borden and milk giant Dean Foods filed for bankruptcy just two months apart. Already struggling with shifting consumer demand, the milk producers took another hit as coronavirus shuttered foodservice operations, a major source of business for them.Â
Despite the hurdlesit faces, Borden is working to get back on track. The company secured a major government contract to supply 700 million servings of fluid milk to nonprofits amid the pandemic, and just five months after filing for bankruptcy, the company is now finishing up that process in the expected timeline.Â
“We are exiting Chapter 11 as a thriving company that is meeting and exceeding its performance forecasts, making our outlook very promising,” Sarsam said in a statement after the sale was approved.Â
Capitol Peak is led by Gregg Engles, a former chairman and chief executive of Dean Foods, while KKR previously owned Borden and was already a lender. Capitol Peak will assume majority ownership of the new company, and KKR will be a minority investor. Sarsam, who led the company for two years, will step down as CEO of the company in July and Engles will take over with a new senior leadership team.Â
“My mission when I came here changed once we began understanding the realities of the debt problem that was weighing on the company,” Sarsam told Food Dive.
Borden will remain fully intact, including all branches and plants, and the reorganized business will continue to employ all its workers. The company’s 12 plants in the U.S. produce about 500 million gallons of milk annually.
“My top priority these last six-plus months has been to get the best outcome for all 3,300 employees at Borden, and this outcome with Capitol Peak is the best outcome,” Sarsam said. “For me and for perhaps a few others, we’re going to move in a different direction, but that was still our mission, to get the best outcome for Borden and we’ve done that.”
But even though it is reducing its debt load with familiar faces taking over, analysts say Borden will likely continue to be plagued by the issues hurting the whole dairy industry.Â
Filing for Chapter 11Â
Companies in the dairy space, like Borden, have grappled with mounting challenges in recent years from rising competition with alternatives, dropping milk consumption, innovative startups and discounted private label.Â
Borden once sold products in all 50 states, but as of last summer, it offered 35 products in the Midwest, South and Southeastern U.S. The milk processor cited a 46% decline in fluid milk consumption per capita from 1980 to 2018 in its filing.Â
“The company continues to be impacted by the rising cost of raw milk and market challenges facing the dairy industry,” Sarsam said in a statement when it filed for bankruptcy.Â
“Running a business is tough enough. Running a business in bankruptcy is tougher and then throwing a pandemic on top of that, even tougher.”
Tony Sarsam
CEO, Borden Dairy
But what pushed the company to file for Chapter 11? Its debt, Sarsam said. There were “some mistakes that were made during the acquisition from the summer of 2017 that unfortunately put more debt on the company than was reasonable for the size of the company,” he added. Â
That year, private equity firm ACON Investments took a major stake in Borden. He said that debt constrained the company’s ability to make basic investments in areas like its plants and equipment. Borden tried to reach a resolution with its lenders, but Sarsam said it was unsatisfactory so the “only choice was to go through a court-supervised process to restructure our debt overall.”
A future with familiar faces
Post-bankruptcy, KKR and Capitol Peak both provide ample experience in this challenging space.Â
KKR bought Borden for $2 billion in 1995 and took it private after about 68 years as a public company. However, KKR ended up selling off its brands and divisions during the next decade, although it stayed on as a lender. When Borden filed for bankruptcy, it had a $175 million loan held by firms including KKR. The private equity firm used what it was owed on the loan toward the Borden deal, according to The Wall Street Journal.Â
Eric Snyder, partner at law firm Wilk Auslander and chairman of the firm’s bankruptcy department, told Food Dive that KKR likely didn’t want to take over the company, but they didn’t have much of a choice because there aren’t a lot of buyers interested in milk processing. Swapping the debt for the equity was really the only option. He said the issues plaguing the industry aren’t going anywhere.Â
“You wash the company through the bankruptcy. You get rid of your lenders, your general and secured creditors, and they’re able to take the company back,” Snyder said. “But the fundamentals are still there, milk consumption is down.”
While KKR was reportedly unhappy that Borden decided to file for Chapter 11 in January, the company has now paired up with Capitol Peak for a takeover.Â
Â
$340M
What Capitol Peak and KKR are paying for Borden in its 2020 bankruptcy sale
Â
$2B
What KKR paid for Borden in 1995
Engles, who ran Dean for about 18 years, founded Capitol Peak in 2017. “The Capitol Peak team is excited by this unique opportunity to work alongside KKR and build this iconic dairy company,” Engles said in a release.Â
Engles has his own checkered past with the industry, but does have experience taking over rival companies. Back in 2001, Suiza Foods acquired its rival Dean Foods and Engles, who was CEO of Suiza, took over the newly merged Dean.Â
The company was lucrative at first, with Engles being referred to as a “milkman to the nation,” but it hit road blocks, facing antitrust lawsuits and dropping milk sales. Forbes even listed him as one of its Worst Bosses for the Buck in 2011, averaging $20.4 million in compensation over six years while Dean’s stock dropped an average 11% per year. ​
Now that Engles will be heading up one of Dean’s rivals, many will be watching to see if he returns to his reputation as the nation’s milkman or continues to face the same problems at Borden as he did running Dean.Â
Similarly struggling with mounting debt, changing consumer demands and management blunders, the largest dairy producer in the U.S. announced its filing and said at the same time that it was already in “advanced discussions” with Dairy Farmers of America for a potential sale.
The milk giant recently completed its bankruptcy sale, where it sold off its assets piece by piece. The majority of its assets went to Dairy Farmers of America for $433 million, despite antitrust concerns that the deal could create market consolidation. Although more than 100 objections were filed in court in just three days after the sale, the Department of Justice approved the deal.Â
“I think this is a real blind spot,” Sarsam said. “Candidly, I think the Department of Justice missed some things here. There’s a vertical integration as well as horizontal integration — that has the potential to be bad for consumers.”
An antitrust lawsuit was already filed against Dairy Farmers of America in North Carolina after the deal closed.
“The combination of the fact that Dairy Farmers of America has government protections on their pricing, has government protections on their ability to collude on pricing, and now own the largest processor, those three things to me say we should probably take a little harder look at whether that deal was viable or not,” Sarsam said.Â
Â
Bondholders from Borden proposed merging the two dairy giants if the DFA sale were rejected, but by that time, the bankruptcy court had already approved the sale.Â
“Well it was a better deal for practically everybody. The only loser in that deal would have been DFA. Because in our case, we don’t have vertical integration, we just simply have a merger of two companies and that would have the opportunity to have synergies and best practices that allow us to be better together,” Sarsam said. “But at the end of the day the DFA thing was orchestrated early, and by the time we got to the place where we could actually contemplate that, it was water under the bridge.”
Sarsam said that Borden differs greatly from Dean because Borden was reporting positive numberslast year and prior to the pandemic, which shows that “with the right balance sheet we can actually make money in the current environment.”
Borden’s earnings before debt payments and taxes is positive. In 2018, Borden’s sales reached $1.2 billion with a loss of more than $14.6 million, The Washington Post reported. For January 2019 through December 2019, it had a net loss of $42.4 million.
“We’re in a much more stable situation than Dean Foods,” he said. “Dean Foods is not just a debt problem; they had significant operations problems. They were losing money in a more severe way. … We have to think about our situation differently and it’s a more positive story. We have a business that as a business unit can actually go on and prosper in ways Dean could not.”
Government contract helps amid the pandemic
When Borden filed for bankruptcy, Sarsam said the milk supplier would continue normal business operations as it reorganized.Â
But the coronavirus pandemic added additional challenges to an already struggling category. ​As restaurants and schools closed, milk demand in foodservice was down, which makes up about a third of Borden’s business.Â
Some of its jobs revolve around those closed businesses so they have tried to redeploy those workers as much as possible, but Sarsam said as of earlier this month 3%Â or 4% were still furloughed.
In May, however, the dairy company was awarded the USDA’s largest contract through its new Farmers to Families Food Box Program to supply 700 million servings of fresh fluid milk to nonprofits.Â
“It offers a better stability for our overall business because it is more volume in a time when our volume is down,” Sarsam said. “Our volume has been down about 20% during this pandemic and having more opportunity to run and produce and ship and all that, provides more stable work hours for our employees and …Â better stability for our farm partners.”
More than 2,700 dairy farmers went out of business in 2019 as milk consumption declined, Borden said in its filing. Due to the drop in foodservice demand during the pandemic, farmers have been forced to dump millions of gallons of milk.Â
Sarsam said Borden works with a lot of independent farmers and for most of them, the company is the single source for their milk, “so if our business is down, their business is down. That’s a tough situation. So this provides more certainty for them, and provides a better financial situation for their business.”​
“Nothing is more gut wrenching than watching a farmer destroy his crop at the same time where somebody on the other end supply chain doesn’t have enough to eat. And so I think this one actually fits the best spirit of how the government can help in a bridge that actually gets the food from the farm to the families,” he said.Â
Rohan Jaura, industry analyst at IBISWorld, told Food Dive the “lucrative government contract” Borden won during the lockdown is about 10% of its annual production. The contract, coupled with KKR reentering the market, “could cause a massive reshape of Borden,” he said.Â
During the pandemic, Jaura said there could be a slight increase in interest from consumers who never purchase milk during normal times but are buying it during lockdowns. However, he said Borden and other companies are aware they can’t change the shift in consumer habits, which is why they are developing “in” dairy products, such as flavored and higher-protein milks.Â
“Innovation is key to surviving in this industry. Plants and companies that only produced fluid milk will not be viable,” Jaura said. “New ownership may be able to find a way to lower costs in certain regions and some plants will close.”
Mary Ledman, global dairy strategist at Rabobank, told Food Dive that although retail sales for dairy have increased during the pandemic, these companies “can’t rest on their laurels here with these increased sales. They’re really going to need to bring things to the category to keep consumers coming back.”
“If we return to our previous habits, this won’t be enough to keep people coming back to the dairy category,” she said.Â
Remaining optimistic despite challenges
Last year, Sarsam told Food Dive he was optimistic that there is room for growth in the dairy space. Before the bankruptcy sale was approved, Sarsam saidhe remained “every bit as optimistic about the fundamental thesis of how Borden can be successful.”
He said consumers have already invested in a sense of trust in its “spokes-cow” Elsie and in the Borden label, so it will be looking to provide new innovations and products in the future.Â
“I think that those opportunities are out there for us to grab. They were held up by the practical financial problems we had prior to and during the bankruptcy, but those opportunities are still available, and so I remain quite optimistic,” he said.Â
When it comes to innovation, Sarsam said that if all the company is doing is milk in a different container or slightly altering the milk fat percentage, then those are not real innovations and “consumers aren’t really clamoring for that.”
He pointed to Fairlife as an example of a different kind of a milk offering that represented something consumers wanted. Fairlife, a joint venture with Coca-Cola, produces ultra-filtered milk, a higher-protein and lower-lactose product that boosted sales 42% in the first quarter of 2019 compared with the previous year.
“Innovation is key to surviving in this industry. Plants and companies that only produced fluid milk will not be viable. New ownership may be able to find a way to lower costs in certain regions and some plants will close.”
Rohan Jaura
Industry analyst, IBISWorld
For decades, fluid milk consumption has declined as some consumers have turned to new innovations and plant-based options. Even though it is still a very small share of the overall market, non-dairy milk sales in the U.S. increased 61% from 2013 to 2017.
“It’s going to take some disruptors to wake up some of the folks who haven’t made those decisions to invest in the future. If you’re not investing in the category today, you’re going to have a major challenge to survive,” Paul Ziemnisky, EVP of global innovation partnerships at Dairy Management Inc., previously told Food Dive.
But bankruptcy lawyer Snyder said if Borden does invest more in innovation, that money will be coming out of pocket. He said milk processing is just like coal, it’s outdated, and milk consumption is down almost 50% in the last 20 to 30 years so it’s not going to get any better.
“It’s a total disaster;Â it’s as simple as that,” he said.Â
Even though the category is in decline, Sarsam said continuing to be the most service-oriented dairy while introducing innovations will distinguish the company. Â
“Our focus is providing great service, providing new ways to bring energy in the category,” he said before the sale was approved. “I think to a degree, if the entire industry does the same thing then the entire industry will have a brighter future.”
The American poet GC Waldrep recently described gravity as “a debt … incurred by Godâ€. In the Stjwetla shack settlement in Alexandra, Johannesburg, gravity is God-sent. Built around a series of small rivulets that flow down the western bank of the Jukskei River in the township’s northeastern corner, it is a place where everything rolls downhill.
Some of the rivulets have been turned into concrete gutters; others run through the middle of dusty footpaths. But all of them stand in for the settlement’s lack of sanitation and services, transporting its waste into the river. The Jukskei accepts everything and denies nothing.
The trickle begins early in the morning when residents toss out the tubs of grey water used to wash dishes, laundry and their bodies. Others brush teeth, gargle and spit while the settlement wakes up around them. The sound is a mix of children in full voice and artisanal clanks: a carpenter hammering custom-made wardrobes, the hum of arc-welding machines as they fashion burglar bars, and the mending of fridges and televisions.
In a home alongside one of these streams, the morning din is mixed with the pitter-patter of sparrows’ feet. Gladys and Thandi Magxotywa’s shacks, which have denim-blue walls, are built in the shade of one of two oak trees that make up Stjwetla’s paltry canopy. Its branches are home to sparrows in the morning, and on some nights they hear the heavy thud of an owl relieving them of one of the chubby rats that scurry across their roof.
This home, with its L-shaped yard and concrete benches the colour of strawberry jam, is one among thousands that have been thrust into the Covid-19 spotlight by the government’s attempts to curb the spread of the virus in shack settlements.
The coming storm
By the end of the year, 1 600 of the homes in Stjwetla are set to be razed. In an effort to “de-densify†the settlement, the families will be moved into shipping containers on what are now two dusty patches of open land on the opposite end of Alexandra.
The Magxotywas are among the 5 100 families who call Stjwetla home, according to the City of Johannesburg’s most recent count, and two of the almost one billion people who live in the world’s slums and shack settlements. When the coronavirus pandemic started its planetary march, it didn’t take long for public health experts to point out that these are the areas least prepared for it.
There has been at least one confirmed Covid-19 infection in Stjwetla. (A Gauteng department of health policy not to disclose the location of infections beyond the regional level makes it difficult to say whether the virus has spread any further in the settlement.) But any further devastation will likely have less to do with the coronavirus and more to do with what it lays bare.
When the virus arrived, three in every 10 Stjwetla homes used bucket toilets; the rest shared portable chemical toilets. Nine in 10 homes got their water from a communal tap. Only 12% of households in the settlement earned more than R3 500 a month; 14% had no income at all. Mapping of geographic vulnerability to the virus by the Council for Scientific and Industrial Research also suggests that Stjwetla is more exposed to infection than the township around it. Whereas all of Stjwetla has been classified as extremely vulnerable to the coronavirus, the same can be said of only 9% of Alexandra (the majority of the township is classified as either vulnerable or highly vulnerable).
The coronavirus could not imagine a petri dish more welcoming than the Stjwetla shack settlement. The City hopes that ensuring fewer people are living alongside one another will take some of the edge off the virus. But its intervention is also likely to threaten the settlement’s well-established social and economic networks and histories.
It remains unclear which of Stjwetla’s homes will be torn down. But the Magxotywas, having long been eligible for a state-subsidised home, will qualify for relocation.
Winters of delay
This will be Gladys’s 33rd winter in Stjwetla. Living so near to the water makes the cold inescapable. When the settlement thaws in the early mornings, the chill is body-built – coming from your lungs more than from the air around you. And, in the evenings, many homes keep fires in perforated metal buckets. The smoky air turns every light on the opposite and more affluent eastern bank of the Jukskei into a star, until it seems that the sky is only a reflection of Alexandra.
For the past 24 winters, Gladys has been waiting for another home. She first qualified for state-subsidised housing in 1996. “But where is my house? This is it,†she told me, pointing around the salmon-coloured interior of her shack. “It’s better than sleeping on the street.â€Â
Gladys is a woman of deep faith. Two proud sepia portraits of the early bishops of the Zion Christian Church (ZCC) hang from the walls, and she is given to ending difficult conversations by staring out of her window and saying, “God will know.â€
She joined the church shortly after moving to Johannesburg as an 18-year-old to care for a young cousin. Her aunt was raising the children of the family whose home she kept as a domestic worker and had little time left for the newborn. Gladys is now 84, with smoke-white hair. “I have a big, hard life,†she said of the almost seven decades she has lived in the city. Her husband died in the early 1970s, and she has buried two sons since building her home in Stjwetla in 1987.
What makes a home is complicated; what keeps someone in it is even more so. For Gladys, first failure and then faith took their turns. After waiting nearly 20 years for the home the government had promised her, it appeared that charity might deliver where the state had failed. In 2014, Gift of the Givers built a small, neat neighbourhood of green shipping container homes nearby and offered one of them to Gladys. She refused it, however, and told New Frame it was because she would not be allowed to hang her ZCC portraits inside.
The puzzle of ‘de-densification’
The “de-densification†announced by the department of human settlements, water and sanitation in response to the likely spread of the coronavirus in shack settlements has taken on some puzzling proportions. For one, it has been difficult to establish what the department means by it. There is, after all, no “de-densification†policy or legislation. Social movements feared it was shorthand for evictions; some housing officials hoped the moment might be leveraged for progressive interventions.
In practice, “de-densification†has meant different things in different places. More a verb than a government programme, officials are interpreting and implementing the national directive using existing housing instruments. Some interventions during the time of “de-densification†have seen families moved from shack settlements and into Wendy houses, while in Cape Town’s Dunoon — which, together with Stjwetla, is among the 29 settlements prioritised by the department for “de-densification†— homes have been demolished wholesale.
In Stjwetla, “de-densification†will officiate an uneasy marriage between the Emergency Housing Programme (EHP) and the Upgrading of Informal Settlements Programme (UISP). The 1 600 families will be relocated using the EHP and the settlement will then be developed — improved services and eventually more secure tenure and better homes — using the UISP.
At the turn of the millennium, the government’s approach to shack settlements was one of “eradicationâ€. When the UISP was introduced in 2004, it heralded a shift — in policy, if not practice — towards the participatory upgrading of their tenure security and infrastructure. Implementation of the UISP, however, has been notoriously slow. The upgrading of Slovo Park, south of Johannesburg, often seen as one of the policy’s success stories, began only when a court ordered the City to upgrade the settlement after decades of false starts.
In the past, upgrades were funded through a municipal grant called the urban settlements development grant (USDG). But, time and again, the grant was barely spent. In 2013, municipalities spent only 45% of the USDG funds they had been allocated. Three years later, that had increased only slightly, to 57%. This chronic underspending necessitated the creation of a new funding instrument — the informal settlements development grant (ISDG) — that will come into effect in the next financial year.
Johannesburg was allocated just less than R2-billion of USDG funds for this year and will have an ISDG of about R400-million next year. Neo Goba, the deputy director of communications for the City’s housing department, told New Frame that his department is “still evaluating how much the development of Stjwetla will costâ€, but early plans for the upgrade suggest it could be anywhere between R128-million and R1.5-billion. That does not include the costs of relocation.
People vs the state
But for a beauty spot above Gladys’s lip, Thandi is ageing into her mother. Both have the same round face and deep cheek lines that make for stock expressions of concern. It is in their voices where they can be told apart. Thandi (more owl) speaks with a deep croak. Gladys’ sentences (more sparrow) trail off in high-pitched inflections.
But it is in their political outlook that mother and daughter differ most. Gladys, despite being well versed in the grammar of broken promises, holds on to her belief that a government home is coming. Thandi, on the other hand, is not too old to have acquired aversions to the processes meant to deliver that home. A lifetime of losing has seen her hope slowly atrophy. She now nurses an abiding mistrust in promises. “I’m tired of government. They just do shit. And they do it with my signature,†she once told me of her decision to stop voting.
Poor spending, then, is not the only stumbling block to the upgrading of shack settlements. By the time upgrading projects eventually reach shack settlements, residents like Thandi have often lived through enough false hopes and forced evictions to have erased their faith in state interventions. In her own words: “This is my land. Leave me alone. That is my gate. I am a woman, but I built it with my own hands. If the government comes back, I will tell them to leave before I boil water in the kettle and throw it on them.â€
When properly implemented, the UISP is designed to accommodate these tensions. Upgrades, so the thinking goes, should be co-productions in which communities take the lead in deciding their developmental needs. But, more than money, that sort of participation between local government and communities takes time. And the residents of Stjwetla may not have it. The UISP stipulates that people should be moved out of shack settlements as a measure of last resort, for instance, and only after lengthy engagements. Although the City maintains that it has reached out to community leaders in Stjwetla, the decision to move 1 600 families out of the settlement appears to have been taken without ordinary residents being aware of it.
The dumping ground that became a town
Government relocations have been a part of Stjwetla’s DNA from its earliest days. The settlement is a manifestation of the long afterlife of the 1985 state of emergency. When Alexandra residents rose against the apartheid government’s increased clampdowns, it culminated in the bloodletting of a “Six Days War†in 1986. In the aftermath, 400 squatting families were removed to a “dumping ground†initially called Genisville (the town clerk at the time, Piet Genis, was central to the operation), but later renamed Stjwetla.
When Gladys arrived a year later, Stjwetla was still little more than a field of hip-high grass. She staked out her yard with poles and wire from a nearby dump, and put up the flimsy cardboard structure that would become the wooden home in which she is now seeing out her old age.
Gladys’s first shack went up just as apartheid’s influx control, which was abolished in 1986, came down. She stood, with countless others, on the verge of South Africa’s great urban migration. Alexandra’s population nearly tripled between 1985, when there was a shack for every brick house, and 1990, by which time the township’s shacks far outstripped its houses.Â
Historians Noor Nieftagodien and the late Phil Bonner have noted that “the sheer scale of inward migration … created an unprecedented housing crisis†in Alexandra in the late 1980s.
The migration has not slowed. Between the national census in 2011 and a count conducted by the City in 2018, the number of homes in Stjwetla more than doubled. Today, yards the size of the Magxotywas’s, nevermind grass, are no longer imaginable. The settlement’s throng of homes — from the cardboard structures of residents still struggling to establish a foothold to the double-storey brick walk-ups of those who have — has grown so diverse as to confound categorisation.
Over its four decades of existence, Stjwetla has become the largest of the many Alexandra shack settlements, all of which have developed around water sources. Its banquet of built form hews so close to the bends of the Jukskei that, in places, it is difficult to distinguish between river and settlement, or to say whether one has grown from the other or birthed it. Plastic bags drifting lazily are the only sign of the currents masked by the river’s unfriendly olive-grey surface.
‘God will know’
On Alexandra’s far periphery, Stjwetla is geographically and economically a borderland. It is separated from opportunity by the arteries of Gauteng’s economy. Across the N3 highway in the east is the logistics hub of Linbro Park. Over the M1 highway to the west are Sandton’s glassy high-rises. And to the north, on the other side of the Gautrain, Midrand’s warehouses start.
Like all shack settlements, Stjwetla’s economy lives or dies on footfall and cash. And so, however barbaric the enforcement of Alexandra’s early lockdown —– the settlement is a stone’s throw from where Collins Khosa was killed — stay-at-home orders have long since been ignored. Under level four, Stjwetla was open for business. Its narrow alleyways heaved with the impossibility of physical distancing and its economy of spaza shops, hot-food stalls, hairdressers and hustlers was in full swing.
The settlement’s arc is now almost four decades long. And while it may soon become clearer whether it bends towards development or destruction, it appears that the City’s “de-densification†raft is being built as it sails.
Stjwetlans scoff at the idea, for instance, that land could ever be cleared for development in the settlement without immediately being reoccupied by people in need of a home. To this, Goba said only that the City would “demarcate the area with barbed wire to avoid invasionsâ€, warning residents that “we will not accept any lawlessness, and anyone who intends invading land and incomplete and unoccupied structures will face the full might of the lawâ€.
Many residents are also wary of the timeline of an intervention supposed to spare them from a virus already at their doorstep. Available evidence suggests that the virus will peak in different provinces at different times, with Gauteng’s worst months expected to be July and August. Mlungisi Mabaso, the member of the City’s mayoral committee responsible for housing, has suggested that the earliest families could be moved out of the settlement is in September. When asked why his department was pursuing an intervention whose goal — easier physical distancing — would be realised only after the virus had passed its projected peak, Goba said, “It would be premature for anyone to pre-empt when the virus pandemic will be at its peak.â€
The coronavirus has brought a new gravity to Stjwetla. It remains to be seen if its downhill roll towards change will prove to be heaven-sent or another debt in the settlement’s now heavy ledger. Gladys might say, “God will know.â€
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