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Q: How to interact with the deployed ERC20(openzeppelin ERC20 contract) token and transfer token from user address X to address Y? I've created a simple Contract extending openzeppelin ERC20.
I'm trying to transfer token from one address to another.
Contract code is as below:
File name: Token.sol
pragma solidity ^0.7.0;
import "@openzeppelin/contracts/token/ERC20/ERC20.sol";

contract Token is ERC20 {
    uint256 public INITIAL_SUPPLY = 100000;

    constructor() ERC20("My Token", "MYT") {
        _mint(msg.sender, INITIAL_SUPPLY);
    }
}

Code within test file:
const { expect } = require("chai");

describe("Send token from second address in the block", function () {

    it("Send 100 MYT to the third account", async function () {

        const Token = await ethers.getContractFactory("Token");
        const token = await Token.deploy();

        // get accounts from the network
        const [owner, secondAccount, thirdAccount] = await ethers.getSigners();

        // send some credit to the second account
        await token.transfer(secondAccount.address, 500);

        // Approve token transfer
        await token.approve(secondAccount.address, 200);

        // Transfer credit from second account to the third account (This step is not working)
        await token.transferFrom(secondAccount.address, thirdAccount.address, 100);
    });
});

Error received:
     Error: VM Exception while processing transaction: reverted with reason string 'ERC20: transfer amount exceeds allowance'
      at Token.sub (@openzeppelin/contracts/math/SafeMath.sol:171)
      at Token.transferFrom (@openzeppelin/contracts/token/ERC20/ERC20.sol:154)
      at processTicksAndRejections (internal/process/task_queues.js:94:5)
      at runNextTicks (internal/process/task_queues.js:63:3)
      at listOnTimeout (internal/timers.js:501:9)
      at processTimers (internal/timers.js:475:7)
      at EthModule._estimateGasAction (node_modules/hardhat/src/internal/hardhat-network/provider/modules/eth.ts:421:9)
      at HardhatNetworkProvider.request (node_modules/hardhat/src/internal/hardhat-network/provider/provider.ts:105:18)
      at EthersProviderWrapper.send (node_modules/@nomiclabs/hardhat-ethers/src/internal/ethers-provider-wrapper.ts:13:20)

Thank you for the help.

A: If you check Approve if erc20, the function arguments expect address _spender, uint256 _value as arguments. In your case you approved secondAccount to withdraw 200 tokens.
It means secondAccount can transfer those token to his account from the token contract. To do that, you try await token.connect(secondAccount).transferFrom(token.address,secondAccount.address,100);

redpajama_set_name: RedPajamaStackExchange


text:
AliJJetJtTask* AddTaskJJetJt(
		Int_t       trigger            = AliVEvent::kEMCEJE,
		TString  taskName      = "AliJJetJtTask"   ,
		TString  jetTaskName   = "AliJJetTask" ,
		TString  cardName      = "card.input",
		TString  cardSetting   = "",
		Int_t	    Nrandom    =  1,
		Int_t	    moveJet =  1,
		Int_t	    doMC       = 0,
    Int_t     leading = 0,
		Int_t       debug 		 = 1
		)
{

	// Get the pointer to the existing analysis manager via the static access method.
	//==============================================================================
	AliAnalysisManager *mgr = AliAnalysisManager::GetAnalysisManager();
	if (!mgr)
	{
		::Error("AddTaskJJet", "No analysis manager to connect to.");
		return NULL;
	}

	// Check the analysis type using the event handlers connected to the analysis manager.
	//==============================================================================
	if (!mgr->GetInputEventHandler())
	{
		::Error("AddTaskJJet", "This task requires an input event handler");
		return NULL;
	}

	//-------------------------------------------------------
	// Init the task and do settingTasks
	//-------------------------------------------------------
	cout<<"card_name input"<<endl;
	AliJCard *card = new AliJCard(cardName.Data());
	card->PrintOut();
	card->ReadLine( cardSetting.Data() );
	card->ReCompile();
	card->PrintOut();

	AliJJetJtTask * jtTask = new AliJJetJtTask(taskName,"AOD");
	jtTask->SetJetTaskName(jetTaskName);
	jtTask->SetMC(doMC);
	jtTask->SetCard( card );
	jtTask->SelectCollisionCandidates(trigger);
	jtTask->SetNrandom(Nrandom);
	jtTask->SetMoveJet(moveJet);
  jtTask->SetLeadingJets(leading);
	mgr->AddTask(jtTask);

	// Create containers for input/output
	AliAnalysisDataContainer *cinput  = mgr->GetCommonInputContainer();

	// Connect input/output
	mgr->ConnectInput(jtTask, 0, cinput);
	AliAnalysisDataContainer *jjtHist = mgr->CreateContainer(Form("%scontainer",jtTask->GetName()),  TDirectory::Class(), AliAnalysisManager::kOutputContainer, Form("%s:%s",AliAnalysisManager::GetCommonFileName(), jtTask->GetName()));
	mgr->ConnectOutput(jtTask, 1, jjtHist );

	return jtTask;
}

redpajama_set_name: RedPajamaGithub


Pamuya offers a surreal under-water experience. Using a VR headset and the Leap Motion the player is able to use their own hands to interact with the world of Pamuya. Simply pointing the thumb downwards sends the player on their journey into the depths below. Pointing the thumb upwards causes them to rise again. Of course they can always stop using the familiar stop gesture.
Interacting with the environment is as easy as pointing at something. If you get the chance, touching does the trick just as well!


Genuine OEM BMW Interior Door Handle Clasp/Outer Cover for Front/Rear Passenger/Right Side.
This is the trim cover for the interior door handle. It is not the entire handle, only the outer trim cover. The main part of the handle is also available in our store. This is a new Genuine BMW part. It is the exact one that you would pay more for at a dealership. It is not a cheap low quality aftermarket knockoff.
Note: Only fits door trim panel with Door closing handle with two reinforcement braces.
Genuine OEM BMW Interior Door Handle Front/Rear Passenger/Right Side.


Yesterday, the Supreme Court heard oral argument in Kentucky Retirement Systems v. EEOC. The issue is whether a benefit plan's use of age as a potential factor in the distribution of retirement benefits to disabled workers establishes a prima facie case of age discrimination. Kentucky's disability retirement plan at issue awards benefits based in part on how close a disabled worker is to reaching normal retirement. For example, it disqualifies those who have already reached normal retirement age, and otherwise calculates disability retirement benefits so that an eligible older employee receives a lower monthly benefit payment than a younger disabled employee who is similar to in every relevant way other than age. It therefore affects older workers differently than younger workers, even though its goal is to provide workers with the same retirement benefits he or she would achieved by working until eligible for normal retirement.
The EEOC sued on behalf of a 61-year-old disabled employee. Because he was over age 55 and eligible for normal retirement, he received normal retirement benefits based on his years of service. The EEOC claimed that this policy constituted age discrimination because had he been under age 55 and not eligible for retirement, he would have received higher disability retirement benefits based on the 20 years of service he would have been granted under the plan.
The 6th Circuit decision from which the State of Kentucky appealed found that the EEOC established a prima facie case of age discrimination based on the facially discriminatory language of the plan, and further that when a plan is facially discriminatory one need not offer any further proof of discriminatory animus to establish a prima facie case.
The State argued that the plan is not facially discriminatory because it differentiates on the basis of retirement eligibility, and not age. The EEOC has countered that the plan is facially discriminatory because it uses age as a factor to the disadvantage of older workers.
Kentucky also argues that as age is a necessary component of any retirement plan, only plans that use age in an arbitrary manner can be considered discriminatory on the basis of age. The EEOC, on the other hand, counters that the the at-issue plan is arbitrary because its use of age to provide a claimed necessary safety net for younger workers is based on "stereotypical assumptions of the kind the ADEA seeks to eradicate."
Instead of reinventing the wheel on yesterday's oral argument, I'll merely point everyone to Professor Paul Secunda's thorough summary at the Workplace Prof Blog.
It is very difficult to get a read on what the Court is going to do with this case. If I had a vote, I would reject Kentucky's argument that there is a difference between retirement eligibility and age. The former certainly seems like a proxy for the latter, and both are facially discriminatory. Nevertheless, I would reverse the 6th Circuit, because the use of age in this context simply is not arbitrary. One simply cannot design a disability retirement plan without taking age into consideration.


I've been careful lately to set out on the table nuts, seeds and grains that are more easy to digest and more nutrient rich for my family. I had no idea before research and cooking classes this winter that this means we need to soak them, sprout them, or use sourdough.
Why Soak, Sprout, and Sourdough?
Think about what a seed is. It is dormant, waiting and protecting itself until it is time for new growth. God created them to have protective guards like phytic acid and enzyme inhibitors that prevent them from germinating too early. However, these wreak havoc on a human digestive track and prevent us from being able to absorb the vitamins, minerals, and nutrients we are hoping to gain from eating these foods.
Adding one extra step in makes all the difference. It is a step traditional societies still take, and it is one that you could likely see in dusty cookbooks from a couple generations back.
What is the Extra Step to Make Nuts, Seeds, and Grains More Digestible?
Making these delicious foods easier to digest and releasing the minerals and nutrients so that our bodies can access them better.
Our family has a lot of recipes made with pasta. Now, I had thought I was being super healthy by paying the little bit extra for whole wheat. For the last couple of years, I have wanted a pasta maker and asked for one for my birthday.
I had been looking at the $30 hand crank models, but my husband had been looking at the high end ones and saving money for a better one.
Meanwhile, I'm looking at the money we spend on pasta compared to the cost of the flour and eggs it takes to make it and I'm thinking- This is going to save us money in the long run.
Then, the cooking classes I took helped me realize that making my own pasta would have other benefits as well. By adding the extra step of soaking, sprouting, or using sourdough, the pasta wouldn't just be cheaper, it would be way better for us as well.
Soaked, Sprouted, or Sourdough Pasta?
My husband gave me an excellent pasta maker this last Christmas that was even electric, making my exploration of pasta making much easier. Though getting the right recipe wasn't easy.
I ran into a lot of difficulties along the way. First, pasta dough has to be a certain wetness that often depends on a tiny amount of liquid. Too sticky and it will be painful to keep apart; too dry and it will fall apart. Soaking and sourdough were just too variable in wetness for my taste. Using sprouted whole grain flour fit my taste for ease. I use One Degree Sprouted Whole Wheat Flour (but get no kickbacks for sharing it).
After reading up on pasta making, it was clear that the dough needed to rest at least 30 minutes before being cut into pasta. This strengthens the bonds in the dough, making it easier to work with later. But the pasta maker goes directly from mixing into extruding (pushing it out into strands).
I figured out if I just mixed my dough in my food processor and let it rest (30 minutes…3 hours….8 hours- however I fit it into my day), it extruded perfectly with the recipe I'm sharing.
I recently made some dough for dinner and then, due to a change in schedule, wrapped it in plastic wrap and stuck it in the fridge for the next day. When I got it out, it seemed harder than normal, and I wondered how it would work in my pasta maker. I broke it up a little, stuck it in, turned it on, and held my breath.
Then I let it out in excitement as the pasta extruded. It was incredibly manageable! It made a great recipe even better. That pasta was indeed ready in 15. I usually have to extrude my pasta multiple times, opening the lid and moving the pasta around a little along the way, but it was so much faster with the dough cold.
Now, I'm not promoting this pasta maker. (I'm really only sharing it's name, because when I searched for help online for making it work, I couldn't find it. I'm hoping this will help someone else wondering how to get an electric pasta maker to make manageable pasta).
This recipe is also perfect for those that roll it out on the counter and cut it with a butter knife or those that have a splendid hand-crank pasta maker. I'm not sure if having cool dough would be a benefit in these cases, but I know the recipe is great for them on its own.
Combine all ingredients except water in a mixer. Add one Tablespoon of water at a time until dough sticks together. (I put mine in my food processor and mix it until the blob of dough sticks together and goes around the food processor in one big blob for a little bit). Knead it a little by hand and wrap it in plastic wrap. Let it sit for at least 30 minutes.
Drop it into boiling water and cook it for 4-6 minutes.
Be sure not to miss when I share my favorite recipes!


Welcome to Monterra a family home community. Shows like new! Located in Walnut Grove. Stunning corner unit situated away from main Road. Move right in to this spacious 3 bed, 3 bath featuring new carpet and flooring, fleshly painted throughout including doors, trim and garage. Kitchen boasts large open island concept with new electrical range (can be gas ), shaker cabinets, granite countertops and stainless appliances. Upgrades include new hot water tank, new power, data, CATV outlets and cover plates.Fully fenced south facing private yard and north facing balcony. Located right across from elementary French immersion school. Don't miss this one.


text:
Impacts of Artificial Intelligence on Branding
By Brigitte Chan and Suzie Suliman
Artificial Intelligence ("AI") applies intelligent algorithms in a manner that enables machines to perform tasks that generally require human thinking. Needless to say, AI is viewed as "the way of the future" and it is expected that consumer experiences will soon be driven entirely by AI. While the development of AI has already changed the way brand owners interact with their consumers, it still has a long way to go. The rise of AI will undoubtedly make significant impacts on an entity's branding and trademark practices.
Brands are akin to a company's "personality" and a brand's value is connected to the relationship it builds with its consumers – namely, how well consumers relate to it and come to trust it. AI has allowed brand owners to personalize consumer experiences. Today, brand owners can provide personalized services, such as: product recommendations and targeted advertising based on prior searches or purchases, fitness training advice based on the user's activity and goals, and tv show suggestions based on other shows a user has enjoyed.
AI has also allowed brand owners to manage their brands more efficiently and accurately, and provide a seamless customer experience. A common example of this is the use of online customer service chat bots, which allows brand owners to quickly respond to inquiries and resolve issues. In addition, brand owners can monitor their customer feedback or comments easily across various platforms in order to respond quickly and preserve their reputations. AI can also be used to track trends and stay competitive in the marketplace. The implementation of AI has allowed brand owners to automatically humanize their brands, provide better customer care, improve consumer loyalty and expand their reach effectively. Overall, the shift to AI has helped brand owners manage their brands better, which in turn has resulted in increased brand values.
While AI has introduced meaningful benefits for brand owners and consumers, there are potential downfalls to be aware of. There are concerns that AI may eliminate jobs given its efficiency. In addition, since AI is used to track and follow trends, it may reduce creativity. From a consumer's perspective, AI has the potential to limit consumer choice because it reduces how much consumers shop around as, for example, machines display top matches or suggestions. For brand owners, AI could make it more difficult to stay competitive. Since AI bases suggestions on data collected, such as previous searching history, it may result in potential disadvantages to new entrants in the market. AI could result in a loss of control over one's brand as it collects data and gets "smarter". Furthermore, using AI to develop branding can have negative consequences. With the increase in the use of mobile applications, trademarks and logos have to be short and simple, and consumers find it easier to process simple and descriptive marks. However, from a trademark perspective, descriptive marks are weak, and thus enjoy a narrow scope of protection (if any).
Given that AI has clearly impacted how consumers encounter products and services, it will affect trademark law as well. Trademark law has historically revolved around human characteristics and human faults. This is evident, for example, in the test for confusion, which considers the first impression of the casual consumer somewhat in a hurry, having imperfect recollection. How will confusion be assessed when a machine is encountering different marks as opposed to a human? Can a machine be confused? Who will be at fault if a machine recommends a counterfeit product to a customer? It remains to be determined how a Court will apply trademark law to AI technology.
In the meantime, brand owners should review their trademark registrations periodically and ensure these registrations accurately cover their uses. Once AI is incorporated into goods or services, the nature of the goods or services may change. For example, "colour printers" may not fully cover printers that automatically order ink when it is running low. To that end, brand owners should also think ahead when developing their goods and services descriptions to anticipate how their goods and services will change over time.
It can be challenging to specify goods and services given how quickly AI develops. The only preapproved AI term in CIPO's goods and services manual is "humanoid robots with artificial intelligence". Furthermore, given the way CIPO has applied the requirements to describe goods or services in "specific and ordinary commercial terms", it can be difficult to specify AI in a manner that accounts for future developments in the industry. In Canada, when including software in the description of goods, applicants are required to specify the function of the software, and if not obvious from the function, applicants are also required to specify the area of use of such software. Carefully crafting the goods and services while thinking broadly is important to ensure all uses are covered, and that the goods and services cover future uses as well.
Not only can AI have an impact on trademark law, but it can also impact intellectual property ("IP") law more broadly. We previously wrote about how the rising popularity of AI has resulted in copyright and privacy issues. AI can impact many areas of technology law as well, including ownership and user rights. Companies using AI will need consider the effects of AI on their rights and legal obligations.
In a world where AI continues to grow rapidly, an IP professional can provide strategic guidance in ensuring brand owners are properly protected.
Content shared on Bereskin & Parr's website is for information purposes only. It should not be taken as legal or professional advice. To obtain such advice, please contact a Bereskin & Parr LLP professional. We will be pleased to help you.

redpajama_set_name: RedPajamaCommonCrawl


The Sienna Canyon community was developed by Coventry Homes and consists of 189 homes which were built between 1998 and 2000. In November of 1998, which is the date of the earliest builder price list that I have in my files, the pricing began at $274,900 for the 2548 square foot Borgata model and went as high as $341,900 for the largest two-story model, the Talavera.
At present, prices range from the low $500,000's to over $600,000 with the highest values going to those homes with the most attractive settings and views.
There were six different models (with a total of eight floor plan variations) ranging in size from 2548 square feet to 3808 square feet. Each model was offered in three different exterior "elevations" and also had a number of customizable exterior options which gave the community a more varied and attractive look. A 3 car garage was a standard feature of each home.
The community is located at the very end of 105th Street, in between the communities of Mirador and Sonoran Estates. Many of the homesites are adjacent to a wash or natural area open space with mountain views.


text:
Q: how can i package an electron app for linux? I have been using electron to make desktop application for a while now but still can't figure out how it can be packaged for all the available linux distributions

A: For ALL linux distributions I have no idea. The way I make mine Linux Electron projects is just
npm install --save-dev electron-builder

add this to the root of my package.json
  "build": {
    "appId": "com.myname.appname",
    "asar": true,
    "mac": {
      "category": "public.app-category.developer-tools"
    }
  },

I make a build folder in the root and put
icon.icns
icon.ico

which I built from this site
and then
./node_modules/.bin/electron-builder

it puts an .AppImage file in dist
more instructions here


The University of New Mexico's Initiative for Maximizing Student Development (IMSD) Program offers research training and professional development to prepare students for graduate school. IMSD prepares UNM undergraduates for graduate work in biomedical research, drawing on students majoring in STEM-related fields including biology, chemistry, biomedical and chemical engineering, psychology, computer science, and mathematics.
The IMSD program at the University of New Mexico is funded by a grant from the National Institute of General Medical Science (NIGMS) of the National Institutes of Health (NIH). The overall goal of IMSD is to promote diversity, which includes increasing the number of underrepresented minorities who pursue Ph.D.-level research careers in the biomedical sciences.


Our task was to align Visian's brand with its technology and business strategy, and deliver a new digital platform. Its removable lens implants correct a person's vision without needing glasses or contacts. We needed to raise awareness and reinvent its approach to product education across digital, connecting with consumers through relatable stories concerning the benefits of Visian ICL.
Our industry research discovered that the majority of companies in the medical field failed to deliver a strong sense of brand. The websites used generic stock imagery and the experiences can be fairly described as sensory overload. Conveying information succinctly was a challenge, and breaking down the content was key. We simplified everything, engaged and educated, encouraged discovery, and built its brand around these principles.
Approaching the medical industry with a brand-first mindset meant entering mainly untested waters. Our audience of millennials and GenX consumers expect on point content that captures their attention, and only through a strong brand is such engagement possible. Millennials are open to new procedures, they compare costs of products and services, look for social proof for justification, and digest information quickly.
To encourage our branded approach, we opened up our office space to the Visian team, establishing a collaborative environment through workshops and design sprints. We quickly aligned with its team, shared insights, created a vision for content creation and design direction, and set new brand guidelines. Differentiating Visian from its competitors and creating a unique digital experience was crucial in building a brand.
We brought a story-approach to the new Visian ICL website. The digital experience takes Visian from a newfound surgery to a household brand name offering a realistic procedure. We focused on four primary tiers - awareness, education, brand persona, and connected experiences - and on two consumer mindsets: those coming to the site to consider a vision correction procedure, and those wanting to compare ICL to other surgeries.
With a strong structure and two unique millennial-focused user-flows, our attention turned to bringing empathetic design language and content strategy to healthcare. As we built out the site, we understood that the platform would also function as a utility portal to encourage potential consumers to connect with a Visian physician. This amounted even more importance on the education process, making information easier to digest. The digital platform we created puts readers at ease; our audience of millennials feel informed and comfortable at all times, engaged in the open and light environment.
The more information a user consumes about the procedure, the more questions emerge in their mind, so our design embraced this inquisitive mindset and ensured the content provided answers ahead of time. Our question-based formatting structured the story and guided the reader, driving them towards the most relevant content. Regarding visual storytelling, motion graphics, animated page breaks, and SVGs (looping illustrations), we shared information and contributed clarity to our narrative without overwhelming the reader.
Creating and continuing an inviting and engaging tone was important. We applied subtle cues in our content, design language, and animations; we simplified messages as much as possible, without losing sight of SEO and key terminology; we led a universally-minded photoshoot to drive global content for Visian, also creating a video to articulate the procedure and benefits; our control over visual consistency throughout the entire experience was immense. Our brand guidelines for Visian ICL and its parent company, Staar Surgical, help the brands achieve and maintain consistency.
After understanding the two consumer mindsets we identified in our strategy sessions, we structured two separate user journeys. The secondary navigation and user-flow experience acts as an index that provides important information to encourage deeper learning. The information is easily organized within a menu lightbox that encourages users to dive in and out of specific touch-points. This option saves the user time. The primary navigation is where our story-first approach can really be appreciated. One feature of the narrative is the intuitive way in which content appears: it anticipates the reader's questions, providing answers with strategic timing. It took a great deal of research into the audience to achieve this. It's a method that resonated extremely well with the consumers, whose commitment depended upon being as informed as possible.
Our experience shares the principle that better vision is more than just seeing things clearly; it's about living an improved life, and we achieved this message through vivid imagery. Our 'Life With Visian' page is full of interesting stories from Visian brand ambassadors, aligned with our 'story' and 'experience' themes, and generating authentic conversation about the real experiences that distinguish Visian ICL from its competitors.
Throughout the design nuances and improved UX/UI, we never lost sight of the end goal: the consumer must feel informed and motivated to visit a nearby doctor. Visian had been working with a generic 'Find a Doctor' (FAD) search engine that presented some minimal contact information. We created a robust search tool with improved clarity, hierarchy, and functionality. We designed new tools in the portal to make it more convenient to contact a doctor, such as setting up a quick Skype call. The result is a reimagined FAD tool that revolutionizes by simplifying the way people contact an appropriate doctor.


text:
Merkel's party ranks third in Hamburg parliamentary elections
The Social Democratic Party of Germany (SPD) won the parliamentary elections in the federal state of Hamburg, follows from the calculation of the statistical bureau. The ruling Christian Democratic Union (CDU) gained 11.2%, ranking third.
Philipp via flickr
The SPD received 39% of the vote, the Greens - 24.2%. Both parties were included in the former government of the land. According to Die Zeit, the CDU has gained such a weak result for the second time in its history. The right-populist Alternative for Germany (AdG) also passed into parliament.
The turnout was 63.3%. 1.3 million local residents have the right to vote. They chose between 348 candidates from 15 parties.
The CDU said they were disappointed with the election result. CDU General Secretary Paul Ziemiak believes that the failure of the party can be explained by the election scandal in Thuringia.
Recall that Thomas Kemmerich, a candidate from the Free Democratic Party of Germany (FDP), won the elections in Thuringia (the former East German state). He received support from MPs of the right-wing AdG (all 22 representatives in the parliament of the land voted for him), the CDU and the FDP itself. In the history of the country there has never been a case when a land's Head received a position thanks to the support of AdG.
Against the background of the incident, the CDU Chairman and Minister of Defense of Germany, Annegret Kramp-Karrenbauer, announced the decision not to run for Chancellor and resign as Party Leader.
source: zeit.de


text:
European car registrations totalled 1.93 million units in March – which constitutes the highest March result ever recorded
Europe overtook the USA to become the world's second largest region for car registrations in March 2017
The Ford Fiesta overtook the Volkswagen Golf as Europe's most popular car model – the first time in seven years that the Volkswagen Golf hasn't held the top spot
The European car industry boomed in March 2017 – with new registrations for the month totalling 1.93 million units, a double digit increase of 10.8% when compared to March 2016. This was the highest March result ever recorded, and the stellar performance meant that the European car market overtook the USA to become the world's second largest region for car registrations in March 2017.
All five of Europe's largest markets posted a healthy increase in registrations, with Germany, Italy and Spain all experiencing double digit growth. The largest increase was posted by Italy; registrations increased by 17.4% – this was largely boosted by pre-registrations, as private demand has cooled following lower incentives. This was followed by Spain, where registrations increased by 12.7%, and Germany, where registrations increased by 11.4% due to strong private demand and increased SUV registrations. The UK experienced growth of 8.4% in March, as the market reacted to the impending tax changes that came into force in April.
Twelve other European markets also posted double-digit growth. Countries such as Poland benefited from a strong economic situation, with positive consumer sentiment contributing to the market's 26% increase. The 22.3% increase in the Netherlands was influenced by increased purchasing power among consumers, as well as a larger amount of jobs with leasing-contracts.
"For the first time in seven years, the Volkswagen Golf has been overtaken by the Ford Fiesta as Europe's best-selling car model. There are several reasons behind this shift – one of which is that the Volkswagen Golf is also experiencing a natural lull in sales, as it runs down on stock of its pre-facelift range. On top of this, Ford's incentive programme has been more aggressive when compared to Volkswagen. There's also been a general slowdown on diesel registrations across the continent, which has had a notable impact on the Volkswagen Golf, but has left smaller segments, where the Fiesta sits, relatively unaffected. This change in position may only be temporary, as we expect the updated Golf model to reinvigorate sales once it becomes more readily available in the market," commented Felipe Munoz, Global Automotive Analyst at JATO Dynamics.
SUVs continued to dominate the market, thanks in particular to a more active VW Group – which is expected to continue this trend as it launches several more SUV models over the upcoming months. New SUV launches also benefited brands such as Maserati, Jaguar and Seat.
The big story of the month was the Ford Fiesta overtaking the Volkswagen Golf as Europe's most popular car. The VW Golf has held the top position for several years, and was last overtaken in Mar/10.
Download file: march-2017-europe-reg-release-final.pdf
European car market posts strongest Q1 performance since 2000, despite monthly decline in March
All the Big 5 European Markets experienced growth, as SUV's continued to dominate in April
European car market sees 5th consecutive month of decline in Jan-19, but still records 2nd highest January volume of the last 10 years
Gap between Volkswagen Golf and Ford Fiesta in Europe's Big 5 narrows as competition in Model ranking grows
Global car market remains stable during 2018, as continuous demand for SUVs offsets decline in sales of Compact cars and MPVs


text:
French Connection:
1967 Morris Mini Moke
The Swinging Sixties have given birth to some of the most extraordinary vehicles ever built.
Penned before big brother implemented safety and emission standards, they '60s gave rise to the pony car, the muscle car, the Volkswagen Buggy, and the fun runabout, a category into which the Moke belongs.
The Moke competed directly with the Fiat Jolly and the Citroen Mehari, yet provided a bigger engine and more power.
Mokes were at home at the French Rivera, often piloted by celebrities, and on ranches and the great outdoors. They are perfect vehicles for quick runs to the store or the day on the beach as well.
This 54-year-one is solid as a rock, runs and drives very well, and needs nothing but a new home.
Chassis *M-AB1-L/974728* was built on January 31, 1967 and dispatched to Paris France on February 1, 1967.
As the Heritage Certificate proves, the car is 100% matching numbers, still powered by the original engine, and painted in the original Old English White paint over a green viny interior.
The car comes with a voided French Certificate D'Immatriculation, a.k.a. the Carte Grise, nicknamed after its gray color.
It was first registered for road use on May 9, 1967, and remained with the original owner until 1982, when it was sold to the second owner, also a Paris resident who kept the car until 1994, when it was sold to the third owner, a good friend of mine, who resides near the Palm Springs area in California.
Power comes from the original 848cc A-series inline-4 engine that puts out 34 horsepower at 5,500 rpm, sufficient to propel the 850-lbs. lightweight to cruising speed.
The engine is healthy as the proverbial ox. It doesn't smoke, leak any fluids (seriously, none!), and doesn't display any untoward noises either.
The engine number *680* is confirmed by the Heritage Certificate to be the original engine this Moke was born with.
Above: engine closeups.
Not only does this car come with a genuine convertible top in fine fettle, but also a set of custom-made side curtains, which, comgined with the rare heater unit, turn this Moke into an all weather vehicle. Personally, we have never seen a Moke with side curtains!
Each of the four side curtains can be rolled up individually . . .
. . . or be removed entirely.
The top itself is older but without any damage, so there are no rips or tears to be found.
A treat of the special kind are the gold-colored alloys with polished lip which give the car a sporty appearance.
With the top folded back and down, the Moke turns into a fully open funmobile.
Moke's dash layout is simple, with a large storage shelf to the left and the instrument pod in the center.
Note sport steering wheel.
Accessory heater unit is mounted under the instrument pod. Engine turned dash plate shows a vintage auto club badge.
Removable front seat cushons have been newly re-upholstered in marine-grade green viny.
Auxilary rear bench seat provides space for two additional passengers.
Bags for side curtains, factory jacking equipment, European foldable emergency triangle.
Undercarriage is solid as a rock.
Bolted panel gives access to the fuel tank.
Driving the Moke is super fun.
Wherever we showed up with it, the car got a lot of attention.
The car runs and drives flawlessly.
Steering is tight and the brakes anchor the car with authority.
Mini Mokes do not come up for sale very often. This one is quite attractive, wouldn't you agree?
The car needs nothing but a new owner.
Hop in, and have fun!
Here is a 3:12 video of the car . . .


Two adults and a child are dead following a crash early Tuesday morning. According to DPS, the passenger vehicle crashed into the trailer of an 18-wheeler while it was attempting to turn. There were six passengers in the passenger vehicle. In addition to the three deceased, the other three passengers were all injured "incapacitating" and taken to UMC. The names of the passengers and their injuries are listed below. The truck driver was no injured. For more information, click here.
Driver of Buick passenger car 31 year Lino Sonny Perez of Lubbock with incapacitating injury at UMC not wearing seat belt.
Passenger (unknown age of child) Analize Perez of Lubbock with Incapacitating injury at UMC Pedi.
Passenger (unknown age of child) Scarlet Perez of Lubbock with Incapacitating injury at UMC Pedi.


The Masonic Cancer Center of the University of Minnesota received an overall rating of "outstanding" from NCI in the course of renewal of its five-year Cancer Center Support Grant and reconfirmation of its comprehensive status.
The center's overall score has improved from "excellent" to "outstanding." Since 1998, the Masonic Cancer Center has been recognized as an NCI-designated comprehensive cancer center.
The Masonic Cancer Center will continue to lead the Minnesota Cancer Clinical Trials Network, which provides even better access to cancer clinical trials for all Minnesotans, in collaboration with Essentia Health Community Oncology Research Program, Fairview Health Services, The Hormel Institute, Mayo Clinic Cancer Center, Metro-Minnesota Community Oncology Research Consortium and Sanford Community Oncology Program of the North Central Plains.
Dominic Seraphin was named vice president of Strategic Alliances & Network, a group dedicated to expanding access to care available at Moffitt Cancer Center. He will also manage business development and operations.
Prior to joining Moffitt, Seraphin served as administrator and managing director of the Medical Services & International Clinic at Johns Hopkins Medicine International in Baltimore.


text:
Calista director Colonel Wayne Don denies allegations against him
Teresa Cotsirilos, KYUK - Bethel
Alaska Army National Guard Col. Wayne Don pledges the Oath of Office after being promoted to full colonel on July 14, 2017. (Photo courtesy of Sgt. David Bedard/ U.S. Army)
The Calista Regional Native Corporation is trying to get rid of its former chairman, and it's not entirely clear why.
In a press release last week, Calista's Board of Directors accused Colonel Wayne Don of interfering with an internal investigation, improperly issuing orders to Calista employees, and threatening Calista CEO Andrew Guy. They voted to publicly censure him last week.
The allegations came as a surprise to many of Don's supporters. Born and raised in Mekoryuk, Don is a well-respected colonel in the Alaska Army National Guard. For his part, Don says that none of the three allegations against him actually happened, which is why he won't resign.
"Why would somebody subject themselves to this when they otherwise had a positive, very good reputation?" Don said. "Other than the fact of my convictions and my sense of service."
Don and his attorney tell a very different story, one that involves the #MeToo Movement and a CEO's slow response. In 2017, when Don was still serving as the board's Chairman, he says that Calista was conducting an internal investigation of one of its employees. Don would not elaborate on the nature of that investigation, but his attorney Sam Fortier did.
"An employee had engaged in, basically, a rather significant 'me too' moment. In fact, a series of moments," Fortier said.
Fortier said that the unnamed Calista employee had repeatedly sexually harassed a woman who worked for a potential Calista vendor. The woman reported it to CEO Andrew Guy in August 2017. Calista's employee policies require leadership to respond immediately to allegations like this, but Fortier says that nothing happened.
The woman reported the harassment again a few weeks later, this time to Calista's Human Resources Department, and Calista promptly launched an internal investigation. Fortier said that a few members of Calista's middle management were concerned about Andrew Guy's failure to respond the woman's first complaint, and Don said that they approached him with their concerns.
"There are specific provisions within the employee handbook which allow employees to come directly to the chairman of the board if there is an issue that involves the president," Don said.
Don said that he did not interfere with Calista's internal investigation, like the board claims, or give any employees directives that he shouldn't have. The investigation wrapped up in November 2017, and Fortier said the corporation found that their employee had repeatedly sexually harassed the woman. They quickly fired him.
Toward the end of November, Don organized a board meeting of his own to discuss CEO Andrew Guy's failure to act on the woman's complaints. That meeting is at the center of the board's allegation that Don threatened Guy. His attorney, Fortier, said that didn't happen. Instead, he says that Don contacted Guy before the meeting on the advice of two different attorneys that he'd consulted. A few of the employees who had originally talked to Don about the CEO's lack of response to the initial complaint were worried about getting fired; Don advised Guy not to retaliate against them.
The board meeting Don called was surprisingly short. Right after it started, Fortier said that one board member made a "motion to adjourn." Another board member seconded it, and in accordance with Calista's protocols, that brought the meeting to a standstill. Andrew Guy's alleged failure to report sexual harassment was never discussed.
Over the next few months, Don said that he started noticing tension among his fellow board members. Then Calista's Governance Committee unanimously decided that Don had reneged on his duties as a board member. The committee is comprised of Don's fellow board members, and its members are Earl Samuelson Sr., Willie Kasayulie, Paul George Guy, Johnny Evan and Robert L. Beans.
In March, the board narrowly voted, six to five, to remove Wayne Don from his chairmanship and recommended that he resign.
Don's attorney claims that these attempts to push Don out are entirely political and made by board members allied with Andrew Guy.
"Wayne has been crucified in order to try to maintain a sense of dignity and order within Calista," Fortier said. "[He] did everything you're supposed to do in compliance with your fiduciary duties and more, and this is what he gets for it."
This wouldn't be the first time that Calista's leadership was shaken by sexual harassment allegations. In 2016, a former Calista employee filed a lawsuit against both Calista and its former CEO, Matthew Nicolai, who she accused of sexually harassing her. Calista fired Nicolai for this behavior back in 2010. Andrew Guy is his successor.
In an interview with KYUK, Calista spokesperson Thom Leonard said that he had no knowledge of the specific allegations against Don, or Don's version of the story. The corporation also released a statement on Monday afternoon which reiterated claims that Don had acted improperly and implied that he may not be telling the truth about what happened. It says that board members "shall not knowingly disseminate false or misleading information."
Despite the public censure and controversy, Wayne Don still refuses to resign from Calista's board.
"I continue to try to serve the best I can," Don said. "I have to try to put this this particular issue behind for the shareholders' benefit and focus on the positive things that we're charged with doing."
Don said he hopes to continue to serve the Yukon-Kuskokwim Delta to the best of his ability. He is up for reelection by Calista's shareholders in 2019.
Previous articleAlaska News Nightly: Wednesday, May 2, 2018
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Q: ComboBox SelectedValue doesn't show I have a strange problem in my WinRT/C# XAML Metro app, using the Windows 8 Release Preview (latest patches installed). I'm using a ComboBox, whose values ItemsSource and SelectedValue are bound to properties in a ViewModel:
<ComboBox SelectedValue="{Binding MySelectedValue, Mode=TwoWay}"
          ItemsSource="{Binding MyItemsSource, Mode=OneWay}"
          Width="200" Height="30" />

Code behind:
public MainPage()
{
    this.InitializeComponent();

    DataContext = new TestViewModel();
}

And a very simple definition of the TestViewModel, using strings:
public class TestViewModel : INotifyPropertyChanged
{
    public event PropertyChangedEventHandler PropertyChanged;

    private IEnumerable<string> _myItemsSource = new List<string>
        {
            "Test Item 1",
            "Test Item 2",
            "Test Item 3"
        };
    public IEnumerable<string> MyItemsSource
    {
        get { return _myItemsSource; }
    }

    private string _mySelectedValue = "Test Item 2";
    public string MySelectedValue
    {
        get { return _mySelectedValue; }
        set
        {
            _mySelectedValue = value;
            if (PropertyChanged != null)
            {
                PropertyChanged(this, new PropertyChangedEventArgs("MySelectedValue"));
            }
        }
    }
}

Now I thought this simple solution should just work... But when I start the app, the SelectedValue="Test Item 2" doesn't show up, the ComboBox is left empty. By setting breakpoints I noticed that the bound values MyItemsSource and MySelectedValue are corectly retrieved from the View Model when I set the DataContext of the view. After this action, the ComboBox.SelectedValue property is actually set to "Test Item 2", but it just doesn't show! Also I noticed that when I change the selected value in the ComboBox by user action on the UI, the changed value shows up in the ComboBox and the View Model property is updated accordingly. So everything seems to work fine except the initial visualization of the MySelectedValue View Model property. I'm becoming really desperate about that...
Now while this is the simplest example, in the origin I wanted to bind whole entities to ComboBox, setting DisplayMemberPath and SelectedValuePath. Unfortunately, the same problem occurs.

A: I found the problem in my example: In the XAML markup I've defined the SelectedValue property before the ItemsSource property. If I swap both definitions in this way, it works:
<ComboBox ItemsSource="{Binding MyItemsSource, Mode=OneWay}"
      SelectedValue="{Binding MySelectedValue, Mode=TwoWay}"
      Width="200" Height="30" />

This is really odd and annoying. Now I would like to know: is this a bug or by design? I think this is a bug, because the control should be working regardless of the order of the defined properties in XAML.

A: this is working solution : you can find here https://skydrive.live.com/?cid=b55690d11b67401d&resid=B55690D11B67401D!209&id=B55690D11B67401D!209
<ComboBox Width="300" Height="32" HorizontalAlignment="Left" DisplayMemberPath="Name"
                  VerticalAlignment="Top" ItemsSource="{Binding PersonCollection}"
                  SelectedItem="{Binding SelectedPerson, Mode=TwoWay}"></ComboBox>

ViewModle class is
public class ViewModel:BaseViewModel
    {
        private Person selectedPerson;
        public Person SelectedPerson {
            get { return this.selectedPerson; }
            set { this.selectedPerson = value;
            this.RaisePropertyChanged("SelectedPerson");
            }
        }
        public ObservableCollection<Person> PersonCollection { get; set; }

        public ViewModel()
        {
            this.PersonCollection = new ObservableCollection<Person>();
            this.PopulateCollection();

            //setting first item as default one
            this.SelectedPerson = this.PersonCollection.FirstOrDefault();
        }

        private void PopulateCollection()
        {
            this.PersonCollection.Add(new Person { Name="Oscar", Email="oscar@sl.net" });
            this.PersonCollection.Add(new Person { Name = "Jay", Email = "jay@sl.net" });
            this.PersonCollection.Add(new Person { Name = "Viral", Email = "viral@sl.net" });
        }
    }