The story

History of Diligence - History


Assiduous application; industry.

(Ctr: t. 187; 1. 58'; b. 20'; dr. 9'; cpl. 50; a. 12 6-pdr.)

Diligence was built at Philadelphia, Pa., in 1797 for the Revenue Cutter Service. Her commanding officer navy Captain John Brown, USRCS. She was transferred to the Navy Department in 1798 under authority of an act providing for a naval armament approved by Congress 1 July 1797.

In September 1798 Diligence sailed from Philadelphia for Wilmington, N.C., and Savannah, Gal, with arms for the protection of the southern coast. After completing the delivery she cruised for a time along the North Carolina and Virginia coasts. On 15 December she was transferred to Prince Ruperts Bay, Dominica, to rendezvous with Commodore John Barry in frigate United States, from whom she would receive further orders. Diligence performed convoy duty out of that bay until 16 April 1799 when she returned to Wilmington, N.C. Since her small size handicapped her for full naval service, she was returned to the Treasury Department 4 June 1799.


The problem, though, is that despite doing your due diligence in keyword research, putting content on your blog site, and optimizing them for search engines, one problem you will encounter is that no one may ever get to see them.

Liberal democracies must improve due diligence around security in the digital supply chain, invest in research and development, and become more competitive in the smart technologies market.

She also called Cisterra a “straw seller” and cited a gross lack of due diligence when buying the building.

I understand the law is out of the city’s control and we get that, but we are going to do our due diligence on our end.

The reports in the city’s due diligence files only touched the surface of the nearly 50-year-old building’s true condition.

It has allowed the project to bypass normal due diligence and environmental impact assessments.

Well, the Attorney General had to do their due diligence to find out where the mistakes were made, and what happened.

Ferret is a carefully chosen comparison, implying diligence but absolutely no imagination.

What he may lack in leadership or due diligence skills, he makes up for in his abilities to whip the media into subservience.

Tom wanted to meet with me, so I wanted to do my due diligence before I met him and went online and looked at his credits.

As judge, I set about collecting his property with much diligence , involving considerable hardship.

Mais il fut garenti par la diligence des matelots, qui lui tendirent vne corde, par laquelle il se sauva.

Mary was on the contrary so far subdued, as to be exemplary in goodness and diligence , and Blanche was always steady.

Her time she devoted, with unremitting diligence , to those literary avocations in which she found so much delight.

She must prepare herself, by habits of diligence and economy, to become a poor man's wife.

Seven deadly sins

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Seven deadly sins, also called seven capital sins or seven cardinal sins, in Roman Catholic theology, the seven vices that spur other sins and further immoral behaviour. First enumerated by Pope Gregory I (the Great) in the 6th century and elaborated in the 13th century by St. Thomas Aquinas, they are (1) vainglory, or pride, (2) greed, or covetousness, (3) lust, or inordinate or illicit sexual desire, (4) envy, (5) gluttony, which is usually understood to include drunkenness, (6) wrath, or anger, and (7) sloth. Each of these can be overcome with the seven corresponding virtues of (1) humility, (2) charity, (3) chastity, (4) gratitude, (5) temperance, (6) patience, and (7) diligence.

What are the seven deadly sins?

According to Roman Catholic theology, the seven deadly sins are the seven behaviours or feelings that inspire further sin. They are typically ordered as: pride, greed, lust, envy, gluttony, wrath, and sloth.

Who was the first person to outline the seven deadly sins?

The Christian ascetic Evagrius Ponticus outlined eight—not seven—cardinal sins in the 4th century CE. Evagrius’s influential pupil John Cassian expounded on his list in the 5th century. Borrowing from this tradition, Pope Gregory I analyzed the cardinal sins in his authoritative 6th-century text Moralia and trimmed their number to seven.

How were the seven deadly sins first identified?

The seven deadly sins were first enumerated—then eight in total—by the Christian ascetic Evagrius Ponticus in the 4th century CE. His work articulated a monastic consensus rooted in Hellenistic cosmology, which identified seven or eight planets that were guarded by corresponding aerial spirits. By Evagrius’s time these unorthodox influences had largely been eliminated.

Why are the seven deadly sins considered deadly?

The earliest Christians did not understand the seven cardinal sins to be deadly. The first Church Fathers and their rabbinical counterparts thought that certain sins, unrelated to the cardinal sins and drawn from the Ten Commandments, condemned the soul to eternal damnation. The deadly and the cardinal became conflated during the early Middle Ages through the sacrament of penance.

What famous works incorporate the seven deadly sins?

St. Thomas Aquinas’s Summa Theologica and Dante Alighieri’s Divine Comedy are perhaps the best-known examples of medieval Italian thought on the seven deadly sins. In medieval England, Geoffrey Chaucer ended The Canterbury Tales with a discussion of the sins. Since the Middle Ages the concept has inspired countless works of literature, art, music, and film.

The seven deadly sins can be thought of as dispositions toward sin and separation from God. Lust, for example, could result in adultery, which is a mortal sin, or could lead to somewhat less intentional immoral thoughts that would be classified as venial sins. The deadly sins were a popular theme in the morality plays, literature, and art of the European Middle Ages.

The Editors of Encyclopaedia Britannica This article was most recently revised and updated by Melissa Petruzzello, Assistant Editor.

USCGC Diligence (WMEC-616)

USCGC Diligence (WMEC-616) is a Reliance-class United States Coast Guard 210-foot medium endurance cutter formerly based in Wilmington, NC but now based in Pensacola, Florida. [2] Diligence was the second of 16 cutters built from 1962 to 1968, fourteen of this class cutter are still in active U.S. service, and two have been transferred to foreign navies.

All Reliance-class cutters were built with dual shafts and controllable pitch propellers, and were capable of speeds up to 18 knots. [2]

Diligence originally moored in downtown Wilmington, North Carolina, and was the 6th US Coast Guard Cutter to bear that name and be homeported in Wilmington, which is one of only twenty-one cities in the country with the designation of "A Coast Guard City". [3] Diligence is capable of performing any of the missions that white-hulled Coast Guard Cutters traditionally perform, ranging from alien migrant interdiction operations (AMIO) and drug interdiction missions down in the Caribbean, to fisheries protection of the Atlantic seaboard, to search and rescue (SAR) anywhere in between. The SAR capabilities are enhanced by utilizing helicopters to extend the reach of the cutters well beyond the horizon.

On 24 Jan. 2019, the Coast Guard announced that the Diligence would be homeported in Pensacola, Florida by 30 Sept. 2020. [4] Diligence departed Wilmington for the last time on 25 May 2020. [5]

The cutter Diligence was seen in the 1966 science fiction movie Around the World Under the Sea starring Lloyd Bridges. USCGC DILIGENCE also appeared in the Matlock TV Series in "The Heist" episode.

  1. ^Todd ShipyardsArchived 25 May 2006 at the Wayback Machine
  2. ^ ab"WPC's & WMEC's: 1945-2000". United States Coast Guard . Retrieved 9 February 2015 .
  3. ^
  4. ^
  5. ^

This article about a specific ship or boat of the United States Armed Forces is a stub. You can help Wikipedia by expanding it.


For nearly 150 years, we have grown by helping our clients anticipate and meet the challenges of changing times.

We are an organization forged by change and defined by deep specialization. Over the years we’ve grown through the help of trailblazing people who thrive on working together.

We are an organization forged by change and defined by deep specialization. Over the years we’ve grown through the help of trailblazing people who thrive on working together.

Henry Marsh and Donald McLennan - The Power of Complementary Personalities

Henry W. Marsh dropped out of Harvard to seek his future in Chicago. The Great Fire of 1871 had wiped out most insurers and Marsh saw opportunity for insurance brokers that could distribute great risks across many firms. Almost upon arrival, his ambitions were bigger than the new company he joined. Marsh wanted to open an office in New York. Then he set out to win U.S. Steel, the world's first billion-dollar corporation. Colorful, urbane, high living, and audacious, Marsh was the kind of man who would book a transatlantic passage so he could pitch AT&T's Theodore Vail aboard ship. On Vail's return voyage, there was Marsh again. He got the business.

Donald R. McLennan of Duluth, Minnesota, became his family's sole support at age 14. In business life, his intense competitiveness took the form of thoroughness. McLennan was all diligence, researching insurance clients' operations until he knew as much as the owners. During 1901, while Marsh was pursuing U.S. Steel, McLennan was mastering the intricacies of railroads, winning one line after another. He spent weeks at a time inspecting every property along thousands of miles of road — a man who believed in research, and in seeing for himself.

When the two men merged their firms in 1904, the new company was the largest insurance agency in the world with annual premiums of US$3 million — and it was only the beginning.

Guy Carpenter - The Power of Data

In the American south of the early 20 th century, cotton was a major industry. But cotton insurance — young Guy Carpenter's area of interest and business — was haphazard and reactive. Bad years sent premiums rocketing out of growers' reach. Lucky years sent premiums down, exposing insurers to huge risks.

Like other Marsh & McLennan Companies founders, Carpenter looked at the business before him and saw a better way. His insight: quantitative analysis of losses over time could reveal the signal within the noise of year-to-year fluctuations. For the first time, producers and insurers could anticipate rates and manage costs. The insight that data — the more the better — could help clients anticipate perils and measure risks put Guy Carpenter on a trajectory that is still transforming the industry. In 1921, Guy Carpenter met Henry Marsh and Donald McLennan during a transatlantic crossing. Guy Carpenter & Company would become part of Marsh & McLennan and take the nascent science of analytics far beyond cotton.

William Mercer - The Power of Customization

In 1944, William Mercer was a young economist at Canada's Powell River Company, then one of the world's largest paper manufacturers. Mercer was assigned to design a pension plan for the company, and he came to the task as the objective economist he was. He had no preconceptions about what kind of plan it should be, and instead worked out from scratch the most beneficial scheme possible for Powell River's people, whom he thought of as his clients.

The difference between his plan and those that were commercially available led him to launch his own pension consulting business a year later with $25 of his own and a $100 loan. In 1949, Mercer's firm joined Marsh & McLennan, which had created an employee benefits area of expertise in 1938. William Mercer's legacy can be seen across Marsh & McLennan Companies today. Mercer believed in hiring the brightest people he could find, and in objective, clean-sheet-of-paper analysis of the challenge at hand. The best answer is always better than a good answer, no matter how well 'good' has worked before.

Alex Oliver and Bill Wyman - The Power of Specialization

In 1984, Alex Oliver and Bill Wyman saw that the landscape of business was about to change in fundamental ways. Deregulation and privatization of financial services, communications, and other industries around the world meant that CEOs would need more than better ways to run their companies they'd need clarity on the future, whole new business models, and multifaceted strategies to implement change while continuing to make the most of their current businesses.

And, because entire industries were changing, they'd need deeply specialized advisors — people who wouldn't need to be educated about the client's world because they'd lived it. Oliver and Wyman left partnerships at Booz Allen Hamilton to set up a company to deliver this new kind of advice for organizations in dynamic environments.

Thirty years on, as industries continue to evolve, Oliver Wyman is an advisor (and employer) of choice for leaders who would rather be change agents than fast followers.

Due diligence

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Due diligence, a standard of vigilance, attentiveness, and care often exercised in various professional and societal settings. The effort is measured by the circumstances under which it is applied, with the expectation that it will be conducted with a level of reasonableness and prudence appropriate for the particular circumstances.

Due diligence is generally expected in any interaction when one party owes a duty of care to the other party, although it is most often associated with professionals and businesses. For example, a patient expects his or her doctor to exercise due diligence when prescribing medications to ensure there are no allergic reactions or harmful interactions with other medications the patient may be taking. Professionals such as lawyers, psychologists, and consultants must also exercise due diligence by protecting the privacy of their clients and guaranteeing confidentiality with regard to sensitive personal information that should not be shared with others. In addition, accounting professionals incorporate due diligence services for their clients by, for example, reviewing benefits plans for funding sufficiency and compliance with regulatory requirements.

Due diligence is also essential in commercial real estate. Potential investors in commercial real estate recognize that they must look beyond the traditional priority of location and verify factors such as compliance with zoning laws, the structural soundness of buildings, and, most important, compliance with environmental laws.

Due diligence is often considered an ethical issue in business because, without such reasonableness and prudence, there is an opportunity for management to misrepresent information to key stakeholders. Proper due diligence should therefore be viewed as a responsible business practice, and the practice should be included in the strategic planning of an organization.

The process of due diligence is most commonly applied to business transactions, often in the context of the sale of a business. Due diligence is expected of the buyer to ensure that all relevant facts regarding the acquisition target have been ascertained prior to consummation of the purchase. Due diligence is also expected in other business contexts, most notably mergers or consolidations, funding new ventures, and performance of partnership duties, as well as within the mutual fund industry. These due diligence expectations arise from, and are enforced by, the common law of the United States (which is a body of law evolving from numerous court decisions).

The standards of due diligence can also be applied through federal statutes. For example, Section 11 of the Securities Act of 1933 may protect issuers of publicly traded stock from liability for inaccurate statements if they can show they performed adequate due diligence in ascertaining the veracity of those statements. In addition, Chapter 8 of the Federal Sentencing Guidelines allows for the reduction of sanctions for organizations that have exercised due diligence by establishing compliance and ethics programs.

History of Anti-Money Laundering Laws

Money laundering is the process of making illegally-gained proceeds (i.e. "dirty money") appear legal (i.e. "clean"). Typically, it involves three steps: placement, layering and integration. First, the illegitimate funds are furtively introduced into the legitimate financial system. Then, the money is moved around to create confusion, sometimes by wiring or transferring through numerous accounts. Finally, it is integrated into the financial system through additional transactions until the "dirty money" appears "clean." Money laundering can facilitate crimes such as drug trafficking and terrorism, and can adversely impact the global economy.

In its mission to "safeguard the financial system from the abuses of financial crime, including terrorist financing, money laundering and other illicit activity," the Financial Crimes Enforcement Network acts as the designated administrator of the Bank Secrecy Act (BSA). The BSA was established in 1970 and has become one of the most important tools in the fight against money laundering. Since then, numerous other laws have enhanced and amended the BSA to provide law enforcement and regulatory agencies with the most effective tools to combat money laundering. An index of anti-money laundering laws since 1970 with their respective requirements and goals are listed below in chronological order.


[1] Literally the house of the Lord. The Lord has always commanded his people to build temples, holy buildings in which worthy Saints perform sacred ceremonies and ordinances of the gospel for themselves and for the dead. The Lord visits his temples, and they are the most holy of all places of worship. Building and using a temple properly are signs of the true Church in any dispensation, including the restored Church in our day. The Kirtland Temple was the first temple built and dedicated to the Lord in this dispensation. Since that time temples have been dedicated in many lands across the earth (Guide to the Scriptures, Temple/House of the Lord).

[3] Keys are the rights of presidency, or the power given to man by God to direct, control, and govern God's priesthood on earth. Priesthood holders called to positions of presidency receive keys from those in authority over them. Priesthood holders use the priesthood only within the limits outlined by those who hold the keys. The President of the Church holds all priesthood keys (see D&C 107:65–67, 91–92 132:7 The Guide to the Scriptures, "Keys of the Priesthood," 141).

Plantations: The Dark History Behind the South's Most Famous Architectural Style

We&rsquove all seen Southern plantation houses in the movies, with dreamy allées leading up to picturesque neoclassical mansions, set on acres and acres of lush farmland. There&rsquos no doubt these homes are visually bucolic, both on the silver screen and in-person today. But that beauty belies a dark past. Plantations are also sites of brutal oppression: They&rsquore largely responsible for the prolific growth of slavery in the United States. Curious about how plantations came to be? Here&rsquos a primer covering the timeline from their origins to their transformation to educational historic sites and memorials.

The Origins of the Plantation System

In the early 17th century, when the British colonized what would later become the United States of America, the crown offered large plots of land to settlers as an incentive for them to make the grueling journey to a strange and harsh new world. Many of the settlers who took the deal combined their properties into larger settlements&mdashin the South, these eventually became plantations, given their focus on agriculture&mdashwith the wealthiest and most powerful men governing these microcosms. As these landowners needed immense manpower to maintain their plantations, they turned to slavery, importing captured peoples from Africa as forced laborers.

Plantations After the Civil War

Plantations operated relatively unfettered in the American South for more than 250 years the Northern states, however, had all abolished slavery by 1804. Despite the banning of the African slave trade by Congress in 1808, though, the domestic slave trade in the South continued until the ratification of the 13th Amendment in 1865, which banned slavery outright.

During Reconstruction, or the post-Civil War years, the plantation system collapsed. While some plantations were destroyed, many were subdivided, with both Black and white farmers leasing these smaller plots as sharecroppers (who would give a portion of their harvest to the landowner as &ldquorent&rdquo) or tenant farmers (who actually paid rent). These farming practices continued through the mid-20th century the Great Depression and advancements in farming technology got rid of traditional plantations for good.

Plantations in the Modern Era

Though some plantation homes remain private residences&mdashmost on far smaller properties&mdashmany were transformed into historic sites for tourists. But they&rsquore often romanticized as beautiful houses set among elegant gardens, disregarding the darker side of their history.

&ldquoMost plantation tour narratives focus on the architecture or the furnishings while they fail to mention the presence of enslaved Africans on site,&rdquo says Dr. Linda Enoh, a content strategist with a doctorate in tourism studies. &ldquoMany narratives go a step further by acknowledging their presence but refer to them as &lsquoservants,&rsquo which contributes to the romanticized imaginary of the South.&rdquo

But times are changing, and some plantations are putting in the effort to confront that dark history in a manner that is both respectful and educational. &ldquoWhat plantations have to do is to interpret the entire history of the people who lived on the property, whether they were Black or white, enslaved or free slaves or slaveholders,&rdquo says Dr. Edda L. Fields-Black, an associate professor of history at Carnegie Mellon University. &ldquoThe story is common to all of those groups, and big parts of that story are very painful for the enslaved people who were forced to live and to work there.

Such a rethinking of these historic sites is largely inspired by the growing interest of the general public in facing those painful parts of the story. &ldquoTwenty years ago, I would go on a plantation tour and expect to be insulted, expect to leave angry, and often expect that they might have thought I was a heckler and not a historian, because I often asked questions of the tour guide they thought were completely inappropriate,&rdquo says Dr. Fields-Black. &ldquoWhereas now I've seen that I&rsquom not the only one on the tour asking those questions.&rdquo

That dark history, however, shouldn&rsquot deter you from appreciating the antebellum architecture of plantation homes or the well-manicured gardens that surround them, as Dr. Fields-Black sees it&mdashin fact, it may provide an opportunity to spotlit the work of crafters and creatives who have largely been erased from architectural history. &ldquoThat&rsquos a perfect place to talk about the enslaved carpenters and the gardeners and horticulturalists,&rdquo she says.

&ldquoVisitors need to understand that the lush gardens, the architecture, and the crops didn't exist in a vacuum,&rdquo adds Dr. Enoh. &ldquoSlavery made the romanticized southern lifestyle possible.&rdquo

What to Consider When Visiting Plantations Today

While plantations do have a painful past, it&rsquos important to visit these sites to learn about and reconcile with the dark side of American history. Plus, they serve as memorials to enslaved peoples. But not all plantations-turned-tourist sites have done their due diligence.

&ldquoChoose your plantations carefully,&rdquo advises Dr. Fields-Black. "Do some research into if and how they are interpreting the history of the enslaved. I would advocate for supporting those plantations that have made that investment historical interpretation is a significant amount of work. They've taken that risk. They've taken that step to reinterpret their history and to try to make it inclusive of everyone that lived on the property."

As historian Michael Diaz-Griffith noted in his Anti-Racist Preservationist's Guide to Conservative Monuments, "unlike monuments, architecture is mutable, and historic buildings tell stories from throughout their histories&mdashfrom the time of their construction through the present. Anti-racist interpretive strategies can shed light on Black and Brown stories from throughout our country&rsquos history."

The bottom line? If you want to appreciate the architectural beauty of a plantation home, be sure you're paying equal attention to the impact and lives of enslaved people there.

The Evolution of the Third-Party Due Diligence Questionnaire

To compete in today’s marketplace, companies routinely engage third parties to provide all manner of products and services. Nonetheless, every third party presents a certain degree of risk.

To make intelligent decisions regarding which third parties to hire and determine how best to mitigate the risk they present, companies must conduct initial as well as ongoing third-party due diligence , which involves the administration of assessment questionnaires. Furthermore, in response to changes in the regulatory environment coupled with an ever-changing threat landscape, the breadth and scope of third-party risk management programs has continued to evolve. Consequently, so too has the third-party due diligence questionnaire.

In the Beginning: The One-Size-Fits-All Due Diligence Questionnaires

Not long ago, businesses made do with a single questionnaire for every type of vendor. While that approach proved expeditious, every vendor, regardless of their size and inherent risk , completed the same form. Consequently, the scope of the questionnaire was often too broad for some vendors while not broad enough for others. And given the lack of relevancy to their operations and the resulting administrative burden, companies ran the risk of alienating some of their third parties during the process.

Questionnaires Based on Inherent Risk Level

The next iteration of the due diligence questionnaire split the questionnaire according to the third-party’s risk profile . To support this approach, companies needed to segregate their vendor population to ensure that each vendor received the appropriate questionnaire. However, this still required the maintenance of multiple versions of the third-party due diligence survey. Furthermore, businesses needed to determine which questions to include in each version. And should the need arise to update the questionnaire, companies needed to make changes to multiple questionnaires simultaneously. Organizations now had three or more questionnaires – usually a superset for critical vendors, with smaller sets and subsets for less risky partners. Determining which questions appeared in which assessment posed a challenge as did making updates to questions that appeared in multiple question sets.

Auto-Scoping Due Diligence Questionnaires

The next iteration of the questionnaire – the self-scoping questionnaire – automatically showed or hid questions (or sections of questions) from the questionnaire based on the real-time responses and risk-level of the vendor. Third parties c ould also also delegate questions or sections of the questionnaire within their company, and therefore provide more accurate and relevant responses. By removing or inserting individual questions or entire sections, organizations presented the most applicable questions to the vendor considering its operations, goods or services provided, and overall relationship with the company. And since the questions evolved based on the vendor’s responses, the questionnaire could focus on the areas of greater concern to the business and its ability to measure, manage, and mitigate third-party risk.

Since there was only one version of the questionnaire to maintain, organizations didn’t need to expend the time, effort, and expense in updating multiple versions simultaneously and were able to create a standardized third-party risk program. While this approach was and still is beneficial, there was another iteration of the questionnaire on the horizon.

Self-Scoring Vendor Self-Assessments

Today’s self-scoring assessment s allow companies to scrutinize a vendor’s responses based on a preferred response for each question. This approach has proven highly effective in uncovering where the greatest risk resides, and consequently, where the company should focus its review time. Now, instead of requiring an organization’s risk personnel to conduct an in-depth manual review of a vendor’s responses, next-gen questionnaires programmatically identif y those areas that require further analysis.

The technology supporting the most advanced version of the questionnaire can also minimize the administrative burden by pre-populating responses from prior years as well as auto filling basic data, such as the information housed in the vendor’s previously completed profile.

Self-scoping and self-scoring questionnaires are used in tandem in mature Third-Party Risk Management programs .

The Benefits of a Streamlined and Standardized Approach to Third-Party Due Diligence

As the third-party due diligence questionnaire evolved, companies improved their ability to satisfy regulatory expectations while also improving their understanding and effectiveness in mitigating third-party risk. Additionally, each time a company adopted the latest approach, they reduced the administrative burden placed on their vendor portfolio .

With the use of dedicated technology systems that incorporate the most sophisticated version of the third-party due diligence questionnaire, companies can capture a higher quality of input from vendors, which in turn delivers a far more proactive approach to vendor risk management.

To learn more about the evolution of the third-party due diligence questionnaire and why investing in a high-performing third-party risk management program is invariably less than the cost of non-compliance , download our latest white paper, Understanding the Evolution of the Third-Party Due Diligence Questionnaire.

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