text:
Falling Giants
by Scott Thompson
At a digital/media conference, a panel was asked a warm-up question about what major industry developments in the last ten years they had not seen coming.
Its a good question because it forces a degree of humility ("tell us something you don't know much about") — which is a good way to kick off a panel— but at the same time expecting an understanding of complex areas; you don't want to admit that you didn't see a technology/media giant like Google or Apple getting where they are today (or that if you did, you were too slow to think about investing in them), or that the growth of Facebook was a massive surprise (unless you want to admit to not understanding the 'Web 2.0' explosion that led up to it.)
The best answer I could come up with was that the most unforeseeable developments probably weren't the growth of a company, or the rise or emergence of a new consumer product, category or technology (as a smartphone user and amateur web developer/accessibility specialist in 2002, the potential benefits of non-PC web devices were already pretty clear to me— I know I wasn't alone.) The thing that was unthinkable to me at the time was that the clear leaders in technology – Microsoft in computers, Nokia in mobile phones, AOL in the consumer web/internet – would not be able to retain their obvious leadership positions.
The Fallen Giants
Ten years ago, when your 12 month mobile contract came up for renewal and your network was tempting you with a free handset upgrade in exchange for signing up for another year, your priority was probably a phone you could use. In the days where people who were perfectly capable of using a traditional telephone were still getting used to dialling the full number, built-in phonebook and speed dial, voicemail (maybe even text messaging and ringtones), this was no mean feat – especially considering that different phones did all of these things in different ways.
In the UK, Nokia had the majority market share, and all of their phones had consistent menu structures, consistent key combinations (eg. for text messages, locking and unlocking the keypad etc.) and pretty consistent functionality. Because mobile phones were still a world of new technology and complexity, this familiarity and safety was hugely valuable. So, for "free" (or at least for very little cost, thanks to the mobile industry's format of subsidised handsets with costs absorbed by monthly contract fees), you would be getting a newer phone, with better battery life and new features. At the time, phones were getting significantly smaller with each generation, and although new features like cameras and colour screens were appearing, 'smartphones' were still some way off. Phones were still phones - not pocket computers. Small was good, big was bad, battery life was measured in days, and the measure of a phone was largely how it looked, rather than what it could do.
So it seemed unthinkable that the company who dominated the early smartphone market with the N95 would be forced to stand by and watch as the market was redefined and transformed. Not just once either; first by RIM (who changed the idea of 'smartphone' from 'feature phone with lots of features' to a much broader 'communications device'), then Apple (who first turned it into 'portable media device which happens to do emails and phone calls', and then turned the 'media device' into a 'computing device' with the App Store), and then Google (who brought the features and functionality of high-end smartphones to low-cost handset, hugely expanding the market.)
Ten years ago, buying a computer and buying a PC were synonymous. You bought a computer, which had Microsoft Windows. And you probably wanted to run Microsoft Office (or at least, Word and Excel) on it. Microsoft brands (liWindows and Office – which at the time for most people simply meant Word) provided familiarity and safety in a technological world of fear and complexity. (That theme again…) Their biggest problem seemed to be that they were too big – being run by the richest man in the world, and subject to years of anti-competition accusations, the threat seemed to be that regulators, rather than competitors, posed the greater threat.
Somehow, somewhere along the line, something changed. Microsoft are still a dominant force, but the idea that they – and they alone – are the 'leaders' of technology businesses is no longer true. I would say that ten years ago – maybe even less – the idea of that happening was unthinkable. They literally owned the PC (since IBM gave it away to them.) "Smartphone" and "Pocket PC" were Microsoft trademarks.
Now they are pressured on the one hand by keeping up with the 'Post-PC' world of smartphones and tablets (ie. Apple and Google), and on the other hand the pressure from those who feel that previous generations of their flagship products are 'good enough' – happy customers who feel no need to buy from them again.
Todays Giants
Looking at Microsoft and Nokia, its hard to see exactly what they did 'wrong' – even with the benefit of hindsight. The 'Personal Computer' has changed since Windows XP, but Microsoft has – arguably – not kept pace. Likewise, Nokia were leaders in mobile phones, even when the smartphone market started to develop. But they failed to keep pace as the smartphone market changed.
So – two technology businesses that were giants in their field, but brought down through significant changes in the broader technology landscape. It isn't that they lost the game – the game changed, slowly at first, then faster than they could keep up.
This isn't something unique to the last decade; we saw the mis-steps of Digital in the 1980s, or IBM's failure to capitalise on the PC in the 1990s. It would seem foolish not to expect similar stumbling in the next decade.
Obviously, trying to predict the changes that you won't see coming is impossible. But lets say that there is a pattern – that the big surprises won't be the appearance and/or growth of another Apple/Facebook/Twitter etc. but the surprising decline of a 'giant', then who might that be? And why?
The two most obvious of today's giants must be Apple and Google. One is a company selling hardware to consumers, using software (iOS, OSX) to help justify high markups on the hardware (iPhone, iPad, Mac.) The other is a media company, selling space to advertisers by creating media spaces (search results) that effectively target highly valuable audiences (people who have an express interest in a particular area at that very moment.)
At first glance, these are two very different businesses, with different products and different customers – but the potential threats that could unseat them illustrates exactly why there is such a friction between the two.
As a business, Apple is one of the biggest businesses in the world. While the Mac has grown into a strong competitor to the Windows PC, they became massive through first the iPod, and then the iPhone. The Mac would not be where it is today without Apple's success with the iPod. But Apple's business is about selling 'computing devices' – whether that is 'computers' like the Mac, 'mobile computers' like the iPhone and iPad, or accessory devices like the iPod, Apple TV (and routers, monitors etc.)
Of course, Apple sells its devices at a premium; its hard to see how selling high-end devices is a market that could be easily disrupted. But software like OSX, iOS, iLife and the App Stores help to sell them by making them 'premium' (ie. the reason the hardware can justify the high markup is the exclusivity of software.) So a shift that would threaten them is if the software became less relevant. That might be substantial competition that is less expensive (and at least good enough that the premium is no longer justifiable), or software that is unavailable on Apple's platforms (eg. Windows-only applications – as was a problem for the Mac some years ago) — or a shift to software that sits apart from the devices, as cloud-based services that function equally well on any device.
A threat that seemed apparent to Microsoft in the late 1990s was the growth of the web – a platform that was agnostic to hardware or operating systems, tied to a client-server model (where a cheap computer with a web browser could access the power of remote servers) posed a potential challenge to the standalone desktop PC. Perhaps the same threat will challenge Apple's integrated hardware, software and services model? iCloud is obviously Apple's response to the potential threat, but it is very much an 'all or nothing' solution; fine if you use OSX on your desktop, an iPhone in your pocket and an Apple TV in your living room – but throw in a single non-Apple device (say, a Windows PC, an Android smartphone or a games console like a PS3 or Xbox 360) and the 'everything, everywhere' promise of iCloud starts to crumble. Whether in the long term this is a selling point for Apple owners or a reason not to switch for those not yet converted is yet to be seen.
Google's rise came with the rise of the World Wide Web – effectively a massive collection of interlinked but disorganised information, while Google's mission was to 'organise and make accessible the world's information.'
Looking at books about 'e-media' or 'internet marketing' from the late 1990s/early 2000s, the most glaring omission is that they rarely foresaw the importance of Search. When they did talk about 'search', it was usually bundled in with 'portals', and talked about how consumers would use 'one of the search engines' to find the product or service that they were looking for. The idea of there being one clearly dominant search engine (and that a search engine would dominate the online advertising market) didn't seem to occur to them at the time; the vision for the "front page" of the web was similar to the front page of a newspaper or magazine — something that told you where to go, not asking you.
Its hard to see how any other company could find the resources necessary to build a better search engine – provided that your model/benchmark of a 'search engine' is Google. But a platform owner (like Microsoft or Apple) could provide their own default search engine for built-in services. We have seen this happen for specific services (Apple's apparent rejection of Google Maps), but not yet for a universal search engine. Today, Google Search is so popular that its hard to see a device that defaults to a Bing search being seen as anything but a negative (so equally hard to imagine anyone other than Microsoft attempting it.)
But if the IBM/Nokia/Microsoft pattern follows, then Google's downfall won't be the rise of a direct competitor (ie. a better search engine), but a fundamental shift in what a 'search engine' does.
Perhaps that will be the rise of 'vertical search' – search engines whose purpose follows a single function (eg. using Amazon to search for products to buy, eBay to search for cheap deals, Wikipedia to search for information, Wolfram Alpha to search for data, Facebook or LinkedIn to search for people etc.)
Another possibility is that there will be a change in the way information on the internet is published – Google can only index what it can see, so it is threatened by 'personal' content made private except to trusted friends/family, and by publishers putting content behind paywalls or pulling out of Google (such as the friction in France and Brazil between Google and publishers.)
Another possible threat is a change in the way that people 'search' – for example, asking Siri questions which it then uses one of a number of dedicated services to get the best information for.
Common Ground?
So, a significant threat to Apple's business is the growth of online services that supersede 'desktop' software (by which I'm also taking about iPhone/iPad apps.) While a threat to Google's business is the growth of services that offer an alternative to Search. Even though their customers and businesses are in very different areas, the one thing they have in common is being each other's greatest external threat.
Perhaps they will just be locked into a perpetual competition; the market of several gaming platforms led to years of intense competition and innovation, which was good for growing the wider market. If Coke and Pepsi didn't have each other to compete with, maybe we would be seeing a wider variety of soft drinks than cola everywhere. So maybe continued innovation into the next generations of computing technology will simply lead to faster innovation — Apple developing premium products, and Google disrupting the low end of the market so that nobody becomes dominant enough to block them.
To be honest, either alternative – one company getting big enough to suffocate the other – doesn't sound like as much fun to me.
Posted in Technology


This is really unfair! and it must be stop before it ends up to a big trouble. Last Wednesday, April 25, 2012, The Department of Budget and Management DBM official website was hacked by alleged Chinese hackers.
Budget Secretary Florencio Abad Jr. said in a statement, that the website was defaced at around 2:00 p.m. As of posting time, the website using its old design was up and running.
Budget Secretary assured to the public that all data inside the website was safe and remain intact.
This incident is the latest in a series of hacking incidents regarding to the China-Philippines standoff over Scarborough Shoal Island.
Comments or suggestions about "Department of Budget and Management DBM Website Hacked" is important to us, you may share it by using the comment box below.


The system that we use for our grass-fed Red Ruby Devon cattle is about as natural as it gets. All of our beef is pure Red Ruby, which is the breed native to Exmoor. These cattle are perfectly suited to the landscape and its natural resources.
Bred on native South West moorland, the breeding cows thrive on the poorer hill grass and rough heather and gorse-covered pastures, which they convert into mother's milk, simply the best food on the planet for their calves. The calves grow strong bones and develop natural immunity, which minimises the use of any medication. The calves stay with their mothers for at least 9 months, maximising the benefit of the milk, until their mothers supply naturally dries up.
Once weaned, the young cattle eat a diet of pure pasture; herb-rich grass, hay or silage. We only ever feed 100% grass to our Red Ruby cattle, this has been a core philosophy of Pipers Farm since we started in 1989.
Ruminant animals have a digestive system designed to process grass and forage and are less able to digest cereals. Modern industrial systems for growing cattle are designed to grow the cattle as fast as possible, with a diet of grain, cereals, and chemical inputs to speed growth rates. The acidity produced as a result of this unnatural diet destroys healthy gut bacteria and cattle show diabetic-like symptoms.
The biome in the stomach (rumen) of our Red Rubies is very important, for their own health and natural immunity. When our cattle are 'chewing the cud', they are repeatedly chewing the forage with their strong molar teeth, after mixing it with their gut flora, so that no nutritional value is wasted. Their dung, returned to the pasture from a healthy gut, provides food for insects, and the billions of soil bacteria, which create sustainable biodiversity. This is an integral part of the Pipers Farm philosophy.
Our herd of Devon Red Ruby cattle are a living part of the 'terroir', which is the link between the soil and the food we produce from it. It is important to us that our slow-growing Red Rubies are helping to sustain beautiful, natural, grassland landscapes, which are not suitable for growing other food crops. At the same time, they are utilising natural local resources and not imported protein such as soya, grown in areas which are being depleted by industrialised systems of globalised agriculture.
Our Red Rubies are grown slowly until they have reached natural maturity when the meat is well marbled and has a good texture.
We use a local, small, family run, farmyard based abattoir, where the team are highly skilled artisans. For us, reducing stress and having total control over slaughter is a vital step in the process.
We hang all of our Red Ruby Beef as whole carcasses on the bone for four weeks, in time-honoured fashion, to develop a rich depth of flavour.


text:
Licensing of Interested International Money Transfer Operators (IMTOs) on-going
Regulators	 4274 VIEWS
Friday, August 12 2016 5:18am /CBN
It has come to the notice of the Central Bank of Nigeria (CBN) that, in spite of its transparency in the licensing of International Money Transfer Operators (IMTOs) in Nigeria, some persons have continued to allege that the Bank has stopped the licensing of interested IMTOs in the country.
The CBN wishes to state, unequivocally, that it has not foreclosed the licensing of interested players in the IMTO space in Nigeria.
Therefore, interested applicants are required to forward their requests for licensing to the Director, Trade and Exchange Department of the CBN, in line with the CBN Guidelines on International Money Transfer Services in Nigeria (2014), which among other things, specifies the minimum technical and business requirements for various participants in the international money transfer services industry in Nigeria.
The aforementioned guidelines can be downloaded from the website of the Central Bank of Nigeria (CBN)
The Central Bank of Nigeria remains committed to providing an enabling environment for international money transfer services in Nigeria. It is, however, important to emphasize that a prospective player shall first obtain the requisite licence to operate in Nigeria as an IMTO.
Isaac Okorafor
Ag. Director, Corporate Communications
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Nigeria in 1min: Economic, Business and Financial Headlines - 180122
You would be the first to know the latest happenings around the Financial Market on Regulators
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SEC Issues Circular on the Commencement of Regulatory Fee on Fixed Income Transactions

redpajama_set_name: RedPajamaCommonCrawl


Boasting the highest thread count in the market, this range of bed linen has been expertly developed to be the best that money can buy.
Much of the high thread count linen available on the market uses techniques such as twisting or combining threads to create a plied yarn, thus creating an inflated, inaccurate thread count. John Lewis 1200 thread count for example is twisted. This collection of bed linen uses only extra fine, long-staple yarns that have been carefully combed to remove any smaller fibres, so only the best, long staple threads remain.
These extra fine threads are then woven together with a Sateen weave to create a sumptuous 1200 thread count linen that has a noticeably fine, silky and smooth handle with minimal bulk, superior strength and durability for the ultimate indulgent experience night after night.


text:
Virgulino Ferreira da Silva (* 4. Juni 1898 in Serra Talhada, Pernambuco; † 28. Juli 1938 in Poço Redondo, Sergipe) war der wahrscheinlich berühmteste Anführer einer brasilianischen Cangaceiro-Bande im Sertão. Seinen Spitznamen Lampião, auch Lampeão, (portugiesisch für "Lampe") verdankt er dem hellen Aufblitzen seines Gewehrs bei den Kämpfen gegen die Polizei.

Leben
Silvas Vater wurde nach einer Fehde mit einem Landbesitzer von der Polizei ermordet. Daraufhin schworen er und sein Bruder Rache und begaben sich in den Sertão, um sich dort einer der berüchtigten Banden Gesetzloser (genannt Cangaceiros) anzuschließen. Um etwa 1920 wurde er Anführer einer solchen Bande. Man fürchtete ihn wegen seiner Grausamkeit. Mit seiner Bande, die zwischen 15 und 50 Mann umfasste, durchstreifte er das Hinterland von Pernambuco, Paraíba, Alagoas und Ceará. Schon zu Lebzeiten wurde er ein Mythos, über den viele Geschichten und Lieder im ganzen Nordosten verbreitet wurden. 1929 schloss sich Maria Bonita seiner Bande an, die seine Geliebte und später seine Frau wurde.

Tod
Durch Schutzabkommen mit einflussreichen Landbesitzern und inmitten einer ansonsten verängstigten Bevölkerung wurden die Cangaceiros schließlich leichtsinnig, auch Neid und Eifersucht zogen unter ihnen ein. Der Tipp eines Verräters führte angeblich dazu, dass der Kern der Bande an einem frühen Morgen des Juli 1938 von einer Gruppe Polizisten aus Sergipe gestellt wurde, wobei Lampião, seine Frau Maria Bonita und neun weitere Mitglieder getötet wurden. Ihre abgetrennten und in Salzlake konservierten Köpfe wurden in einer Ausstellung herumgezeigt und verblieben bis 1969 im medizinischen Institut von Salvador da Bahia, bis die Angehörigen sie bestatten lassen konnten. Der letzte Überlebende der Cangaceiros, der sich noch eine Weile durch Racheakte an der Polizei hervortat, wurde 1940 ebenfalls getötet.

Bewaffnung des Cangaços
Durchaus gängige Gewehre waren neben Winchester 73 und Winchester 92 (beide im Kaliber 44) auch seitlich kunstvoll verzierte Karabiner von Mauser (7x57), FN 1895 (7x57) oder einschüssige Comblains-Gewehre (Kaliber 11 mm). Bei seinem Tod führte Lampião eine Parabellumpistole (9 × 19 mm) bei sich, verbreitet waren aber auch Smith and Wesson und Revolver von Colt.

Wirken

Lampião gilt in Brasilien trotz seiner Brutalität als Volksheld. Er wird gelegentlich auch brasilianischer Robin Hood genannt.

Der brasilianische Film O Cangaçeiro (1953) basiert auf der Lebensgeschichte des Lampião und seiner Bande und wurde von vielen europäischen wie auch amerikanischen TV Anstalten ausgestrahlt.

Untrennbar mit der Person Virgulino Ferreira da Silva und dem Film "O Cangaceiro" ist die "Hymne" der Cangaceiros "Mulher Rendeira",  die u. A. von Joan Baez gesungen wurde.

Die Stadt Mossoró in Rio Grande do Norte errichtete das Memorial da Resistência Mossoroense zur Erinnerung an  Lampião, die Cangaceiros und den erfolgreichen Widerstand der damaligen Gemeinde.

Literatur
 Patricia Sampaio Silva: Sur les traces de Virgolino, un cangaceiro dit "Lampião". Fragilités, violences et légalité (Brésil XIXe-XXe siècle). Diss. Université de la Sorbonne, Paris 2000.

Einzelnachweise

Räuber
Person (Pernambuco)
Brasilianer
Geboren 1898
Gestorben 1938
Mann

redpajama_set_name: RedPajamaWikipedia


I'd like to compliment SECO on how they handled our power outage last week. I called within 5 minutes after we determined it wasn't just our house.
I called and, of course, was directed to use my computer (which is powered by electricity). This was not an option so after listening to the prompts, I hit "0" and it connected me to a very nice customer service person.
I had my account number handy which helped her and within a very few minutes she determined there was a problem with the Lake Ella station but the power would be back by noon. It was back way before that. People are always going to complain but…..NICE JOB SECO!!!!


This path is part of Sendero de Chile hiking routes.
The excursion Duhatao-Chepu starts at the trailhead in the bay of Duhatao. It takes about 5 hours hiking from north to south through the forest and along the beach, before reaching the mouth of Chepu river.
It is an unforgettable experience where travelers will enjoy unspoiled landscapes, spectacular views over the Pacific ocean and finally a boat ride to navigate upstream the Chepu river and its sunken forest, before driving back to town.
Equipment required: Waterproof gear, hiking boots, hiking poles suggested, sun protection, bug repellent.


For 2003-2005 VN780 models. Measures 64.375″ long. Mid bottom pieces.
This mid fairing trim is designed for 2003-2005 Volvo VN780 models. Bottom section. Sold in pairs, the mid fairing trim are stainless steel trim panels that fasten using supplied 3M two-sided tape. Measures 64.375″ long.
For August 2005+ Volvo VN 730 and VN 780 models. Covers the front and mid-rear sections of the side fairings on both sides of the truck. With amber clear M1 LED lites.


text:
Eine Schatra () bezeichnet im Rumänischen, im Vlax-Romani und im Deutschen der Rumäniendeutschen eine Gruppe von Roma. Das Wort leitet sich ab von Ungarisch sátor, was Zelt bedeutet. Ursprünglich war damit eine Gruppe von nomadisierenden Roma gemeint, die eine feste Gruppe bilden und immer einen gemeinsamen Zeltplatz aufschlagen. Heute, wo es praktisch keine nomadisierenden Roma mehr gibt, versteht man unter einer Schatra die kleinste Gruppe im Clansystem, die meist aus mehreren Großfamilien besteht, die an einem Ort oder einem Stadtviertel zusammenleben und von einem Bulibascha (Ältesten, Clanvorsteher) angeführt wird. Schatra kann aber auch einfach so ein Viertel bezeichnen, wo vermehrt oder hauptsächlich traditionelle Roma in meist ärmlichen Verhältnissen wohnen. In dieser zweiten Bedeutung ist es ein eher abwertender Begriff für eine heruntergekommene Wellblechhüttensiedlung am Ortsrand. Leben mehrere Roma in einem Viertel zusammen, aber in normalen Ziegelhäusern, spricht man meist nicht mehr von einer Schatra, sondern sagt einfach Ziganie (rum.: țigănie), also Romaviertel.

Ein bedeutungsähnlicher Begriff ist das aus dem Türkischen bzw. Arabischen stammende Wort mahala (siehe: Machalla), das vor allem im Süden von Rumänien verwendet wird. Im Rumänischen bedeutet es abfällig Stadtrand bzw. heruntergekommene Siedlung an der Peripherie.

Der sowjetische Film Das Zigeunerlager zieht in den Himmel aus dem Jahr 1975, der in Rumänien zu einem Kultfilm geworden ist und bei Roma wie Nicht-Roma nach wie vor bekannt und beliebt ist, heißt auf Rumänisch einfach nur Șatră, oder in der Langform "O șatră urcă la cer" (Übersetzt: Eine Schatra steigt auf in den Himmel)

Einzelnachweise

Teilgruppe der Roma


The South Sydney Rabbitohs have signed back rower Brett Greinke for the remainder of the 2016 season and for the 2017 season today.
Greinke, 22, played in Sunday's residents representative match for Queensland, has represented his state at under 18s level and will be aiming to make his first grade debut for South Sydney from the back row having been recruited from the Brisbane Broncos.
Rabbitohs Coach Michael Maguire is pleased to be bringing Greinke into the squad.
"We're always looking to recruit quality players and we have done that in bringing Brett to our Club," Coach Maguire said.
"His recruitment bolsters our ranks in the forwards which is always a good thing.


text:
HOME > News > Health
Future of healthcare is here as Dubai pilots remote treatment
Asma Ali Zain/Dubai
Filed on November 4, 2017 | Last updated on November 4, 2017 at 07.38 pm
Telemedicine's phase 1 allows doctors to be connected remotely.
Telemedicine is the future, the first stop in providing early, life-saving treatment.
A pilot project within the medical community in Dubai is paving the way for telemedicine or remote treatment in the emirate.
A regulatory framework for telemedicine has been completed and in the future, helpline numbers will be availble for people to make medical queries under the Dubai Health Authority's (DHA) ongoing roll-out of policies and plans across different specialities, under its strategy 2016-2021.
"Doctors will address their queries and direct them to either specialised consultation, advice whether they need to visit the ER and even book appointments for them, based on their condition," Dr Mohammad Al Redha, director of the DHA's Office of Organisational Transformation told Khaleej Times. Phase 1 allows doctors in Dubai to be connected remotely as part of a testing phase project. "We are still in the process of laying down regulations, so that telemedicine has a wide reach within and outside the country," he said.
At a recent meeting, Humaid Al Qutami, chairman of the Board and DHA director-general said: "The strategy has been chalked out after comprehensive research and analysis and is divided into three waves - immediate, medium and long-term. It has 15 programmes and over 100 initiatives under those, so that we can implement, track and monitor progress. He added that in line with the UAE Artificial Intelligence strategy, the DHA will further bolster its plans to incorporate AI and latest technologies in healthcare. Dr Al Redha also highlighted the initiatives, falling under the strategy's 15 programmes. Some of these are:
The care model innovation programme, encompassing:
3D printing: A strategy for 3D printing is already in place. In fact, the dental department of the authority has already begun using 3D printing technology. The DHA has also used this technology to carry out some complicated procedures such as heart surgeries. By the end of 2017, certain 3D services such as 3D-printed casts for fractures will be available at DHA health facilities.
New apps: The DHA implemented recently the Smart Mazad app, the blood donation app to add to its list of existing apps; more are in the pipeline.
Data and technology (medical informatics) programme:
DHA-wide patient medical record project: The DHA's electronic patient medical record project known as Salama is on track and will be implemented across all DHA, moving to a paperless system by end 2017.
Currently, the project is in phase 3. The DHA's IT department has unified about 1.4 million records and more than 112 million transactions have passed through this system during the first phase which took place in April.
From then until now, 115,181 new electronic medical records were created in the system and approximately an additional 30 million transactions have been migrated in order to support the phase two rollout.
This will ensure electronic patient medical records are available across DHA health facilities. Additionally, it will help provide patients access to their medical records through a patient portal. Healthcare providers will receive consolidated and integrated patient information, giving them a rapid, complete overview of the patient's condition. Moreover, allergy warnings will be displayed on the screen, which directly results in minimising any medication errors.
Prevention & healthy lifestyle programme:
School Health Policy and Non Communicable Diseases (NCDs) policy.
Genetic mapping and social prescribing: DHA researchers are working on a project to understand how genetics play a role in disease manifestation. After completion, they will incorporate the results and conclusions into the complete health spectrum, from prevention strategies to primary care, extended care and lifestyle modification.
Public Health and Safety programme:
The programme focusses on how to create healthy indoor and outdoor environments. This includes occupational health and safety as well as home health and safety. Preventative strategies and epidemiological studies are on track.
Primary care programme:
Focus on urgent-care model across primary healthcare centres: After the successful implementation of 24 hour urgent care facilities in DHA's Al Barsha and Nad Al Hamar health centres, the DHA is working on initiatives to see how it can be implemented across other primary healthcare centres.
Dental care: Child Health Dental sessions were expanded to 5,000 sessions per year in 2016. The team is working on a complete continuum of care programme, which includes prevention and oral hygiene strategy in schools, including prevention and screening programmes.
Mental and behavioural disorders: The DHA is working on a complete mental health strategy.
Medical tourism programme
The medical tourism insurance, patient protection plan and other such measures have been implemented in 2016 to ensure patient safety and further bolster the Dubai Medical Tourism initiative.
Chronic disease management programme
Focus on speciality centres: A new DHA run dialysis specialty centre will be built in Al Barsha
Workforce & medical education programme
The DHA is working on developing medical educational programmes for nationals.
Insurance and health financing programme
Insurance pricing models and fraud detection programmes are in the pipeline to strengthen the overall functioning of the health sector.
KT Nano Edit
Telemedicine is the future, the first stop in providing early, life-saving treatment. And it's making a start here. This could have a bearing on costs, which would obviously come down. Data will be critical and patients will get the best treatment, swiftly. Privacy issues remain a concern though and it's important that rules are in place to ensure patients' private lives remain private.
asmaalizain@khaleejtimes.com
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text:
Broad Perspective
Timothy J. Finnerty
Civic Activities
Mr. Finnerty has deep experience in complex commercial litigation. He has written extensively on the topic and litigated numerous high profile cases. Few lawyers stack up better to matters involving alleged design defects or failure to warn, something to which his leadership roles in the Defense Research Institute and Kansas Association of Defense Counsel can attest.
Contact Timothy
Wichita, KS Office
tfinnerty@wallacesaunders.com
Print Attorney Bio
The world of construction is comprehensive, collaborative and highly detailed. The same can be said of our approach to construction law. Legal regulations, city and state codes, federal guidelines, environmental issues – there's a litany of laws and parameters that seems never-ending.
Quick advisers and zealous defenders for healthcare-based institutions and individuals, the Healthcare Group at Wallace Saunders offers something few healthcare groups can – all of our lawyers have been with the group for an average of 20 years. So you know you're getting experienced healthcare counsel with long-standing client relationships.
Insurance issues can escalate from simple to complex quickly, and you need attorneys able to handle it all. With Wallace Saunders, you can rest assured the attorneys in our Insurance Practice Group have a command of insurance law and litigation. In fact, the firm was founded more than 50 years ago with insurance at the core of our practice.
Founded as a litigation firm in 1963, our attorneys carry on our tradition of substantial deposition and courtroom experience, with hands-on training that begins early in every attorney's career. The litigation department is the largest practice area at Wallace Saunders, with more than half of our attorneys working under the Litigation Practice Area umbrella.
Understanding the nuances of Product Liability law and the significant exposure for clients involved in product litigation is a service not every firm can offer. Our experience representing manufacturers, distributors and retailers gives you the advantage of leveraging strategic planning with trial skills in this complex and dynamic area of law.
Most professionals regularly handle situations where they cannot guarantee specific results for their clients or patients. This makes them vulnerable to professional liability lawsuits. Choosing the right attorney to defend such lawsuits is critical. Additionally, the best defense against professional liability claims begins before a claim ever gets filed.
In his leisure time, Mr. Finnerty has employed his private pilot's license for recreation and business. He enjoys sport-tour motorcycling and has recently taken that hobby to Europe exploring portions of the Balkan peninsula.
Wichita State University magna cum laude
The University of Kansas School of Law
2019-present: Of Counsel, Wallace Saunders
1995-2019: Partner, Wallace Saunders
Mr. Finnerty began his legal career as claims counsel for a global company specializing in aerospace insurance pools and manufacturer's product liability coverage.
Later entered private practice, providing advice and assistance to aviation-related clients and embarking on a career-long pursuit of defending vendors and manufacturers and their insurance carriers against product liability claims.
Trial and appellate courts of Kansas
U.S. District Court of Kansas
District of Columbia Circuit Court of Appeals
Missouri/Kansas "Super Lawyer" as designated by Law and Politics and Kansas City Magazine
Defense Research Institute, State representative 2004-2007
Kansas Association of Defense Counsel, Past President and Board Member since 2012
Finnerty
Hospice, Inc., Board Member and Chairman, ConnectCare
Wichita Community Clinical AIDS Program, Inc., Past President and Board Member
Wichita-Sedgwick County Historical Museum, Chair of Development Committee; Member, Executive Committee and Board of Trustees
News + Events + Alerts
Wallace Saunders joins the Leadership Council on Legal Diversity and participates in the Sixth Annual LCLD Summit
The Sixth Annual Leadership Council on Legal Diversity Summit was held June 24-25 at the Harvard Law School in Cambridge, Mass. Kevin Weakley, Managing Partner, attended this event, which included industry leading speakers and group breakout sessions with other legal professionals.
Eric Van Beber to present at Harmonie Group's 2019 Construction, NextGen, and Transportation Seminar
Eric Van Beber will speak at the Harmonie Group's 2019 Construction, NextGen & Transportation Seminar in Oak Brook, IL on Thursday, July 18. He will present on the topic of "Waiver of Subrogation in Construction Contracts" at 10:10 a.m. For more information, please visit https://www.harmonie.org/seminar-2019.
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— January 28, 2019 — ORLANDO, FL —January 29, 2019— Orlando Health is rolling out a new weapon in the war on opioid abuse. Its name is EDie, a software application that uses risk analytics, data feeds, shared care guidelines and real-time notifications to help care teams identify and support patients at risk of opioid use disorder and those exhibiting opioid seeking behavior.
The EDie application was created by Collective Medical, a technology company that provides a collaborative care management platform for healthcare organizations throughout the U.S. In addition to helping identify patients at risk of opioid abuse, the platform can also help clinicians recognize patients with behavioral health concerns, those who are potential readmissions, and connect hospitals directly to post-acute providers – such as skilled nursing facilities – facilitating seamless transitions of care between acute and post-acute settings. Using the consolidated details provided by Collective regarding the patient's treatment plan, prescription history, relevant health history, and social determinants, healthcare providers will have the ability to use this data to make more informed real time decisions, ultimately leading to better patient care and outcomes. The Collective Platform has been recognized by the American College of Emergency Physicians as a best practice. It has also been endorsed by the Florida Hospital Association, which is actively promoting a membership-wide quality initiative predicated on the adoption of the Collective Medical platform.
The Collective Platform and EDie application can be integrated with the Prescription Drug Monitoring Program (PDMP), a state-wide initiative created to encourage safer prescribing of controlled medications in an effort to curb drug misuse and abuse. Orlando Health expects to officially launch EDie in early spring 2019.
Collective Medical empowers care teams to improve patient outcomes by closing the communication gaps that undermine patient care. With a nationwide network engaged with every national health plan in the country, hundreds of hospitals and health systems and tens of thousands of providers, Collective Medical's system-agnostic platform is trusted by care teams to identify at-risk and complex patients and facilitate actionable collaboration to make better care decisions and improve outcomes. Based in Salt Lake City, Collective Medical is proven to streamline transitions of care, improve coordination across diverse care teams, and reduce medically unnecessary hospital admissions. Learn more at www.collectivemedical.com and Twitter, Facebook, and LinkedIn.


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text:
Q: How to validate multiple models in asp.net mvc 3? I have a simple model like:
public class AppointmentModel
   {
      private static List<SampleModel> _list;

      public string ClientName {
         get;
         set;
      }

      [DataType( DataType.Date )]
      public DateTime Date {
         get;
         set;
      }

      public bool TermsAccepted {
         get;
         set;
      }

      public List<SampleModel> SampleModelList {
         get;
         set;
      }

      public static List<SampleModel> GetSampleList() {
         if ( _list == null ) {

            _list = new List<SampleModel>( 0 );

            _list.Add( new SampleModel {
               Id = 1,
               Name = "Test",
               IsChecked = false
            } );

            _list.Add( new SampleModel {
               Id = 2,
               Name = "Another test",
               IsChecked = true
            } );

            _list.Add( new SampleModel {
               Id = 3,
               Name = "All test",
               IsChecked = false
            } );
         }

         return _list;
      }
   }

SampleModel looks like (it is created to simulate checkbox inputs):
public class SampleModel
   {
      public int Id {
         get;
         set;
      }

      public string Name {
         get;
         set;
      }

      public bool IsChecked {
         get;
         set;
      }
   }

In my view, I implemented:
<%@ Page Title="" Language="C#" MasterPageFile="~/Views/Shared/Site.Master" Inherits="System.Web.Mvc.ViewPage<SimpleAppWithModelBinding.Models.AppointmentModel>" %>

<asp:Content ID="Content1" ContentPlaceHolderID="TitleContent" runat="server">
    Page
</asp:Content>

<asp:Content ID="Content2" ContentPlaceHolderID="MainContent" runat="server">

Page

   <% using ( Html.BeginForm(FormMethod.Post) ) { %>
         <%:Html.ValidationSummary()%>

Name: <%: Html.EditorFor( model => model.ClientName )%>

Date: <%: Html.EditorFor( model => model.Date )%>

<%: Html.EditorFor( model => model.TermsAccepted )%> Accept terms

      <%-- here I put the checkbox list using editor template --%>
      <%: Html.Action( "RenderPartialSample" ) %>

      <input type="submit" value="Test" />
   <%} %>

</asp:Content>

and the controller side, HomeController:
      public ActionResult Page() {

         return View();
      }

      // explicit validate model
      [HttpPost]
      public ActionResult Page( AppointmentModel model ) {

        // do some verification here

         if ( model.SampleModelList == null || ( model.SampleModelList != null && model.SampleModelList.Count == 0 ) ) {
            ModelState.AddModelError( "SampleModelList", "Please check something !" );
         }

         if ( ModelState.IsValid ) {
            //do something here
            return View( "Completed", model );
         } else {
            return View( "Page", model );
         }
      }

      public PartialViewResult RenderPartialSample() {
         List<SampleModel> model = new List<SampleModel> {
            new SampleModel{
               Id = 1,
               IsChecked = true,
               Name = "Test"
            },

            new SampleModel{
               Id = 2,
               IsChecked = false,
               Name = "Test1"
            },

            new SampleModel{
               Id = 3,
               IsChecked = false,
               Name = "Test2"
            }
         };

         AppointmentModel a = new AppointmentModel();
         a.SampleModelList = model;

         return PartialView( "SamplePartialView", a.SampleModelList );
      }

The problem:
When I press submit, the public ActionResult Page( AppointmentModel model ) gave me a model and he has SampleModelList null, always is null. I want to have the checked inputs in that list from model but maybe is not working because of partial view.
How to validate two models in my case ? Or what is the best approach in my case, maybe my approach is not good.
Please help :)
UPDATE:
SamplePartialView contains:
<%@ Control Language="C#" Inherits="System.Web.Mvc.ViewUserControl<List<SimpleAppWithModelBinding.Models.SampleModel>>" %>

<%: Html.EditorForModel() %>

and the template:
<%@ Control Language="C#" Inherits="System.Web.Mvc.ViewUserControl<SimpleAppWithModelBinding.Models.SampleModel>" %>

<%: Html.HiddenFor( x => x.Id ) %>
<%: Html.CheckBoxFor( x => x.IsChecked, new {
      value = Model.Id
   } )%>
<%: Html.LabelFor( x => x.IsChecked, Model.Name ) %>

A: You haven't shown the SamplePartialView partial but I suspect that inside you didn't respect the naming convention for your input fields. They were not prefixed with SampleModelList in order to respect the naming convention of the default model binder.
Inside this partial you should have input fields that look like this:
<input type="text" name="SampleModelList[0].Id" value="1" />
<input type="text" name="SampleModelList[0].Name" value="name 1" />

<input type="text" name="SampleModelList[1].Id" value="1" />
<input type="text" name="SampleModelList[1].Name" value="name 1" />

...

Look at the rendered markup for your form and make sure you have respected this convention.
In order to respect this naming convention you could set the template prefix, either inside the child controller action rendering your partial:
ViewData.TemplateInfo.HtmlFieldPrefix = "SampleModelList";
return PartialView("SamplePartialView", a.SampleModelList);

or inside the partial itself if you prefer:
<%@ Control
    Language="C#"
    Inherits="System.Web.Mvc.ViewUserControl<List<SimpleAppWithModelBinding.Models.SampleModel>>"
%>
<% ViewData.TemplateInfo.HtmlFieldPrefix = "SampleModelList"; %>
<%= Html.EditorForModel() %>

redpajama_set_name: RedPajamaStackExchange


text:
Detroit's Most Dangerous Roadways
Posted on December 14, 2010 September 2, 2020 to Motor Vehicle Accidents
The Detroit Free Press had an interesting article recently about the most accident prone freeways in the metropolitan Detroit area. Looking at 3 years of data, specifically between 2007-2009, the Free Press analysis found dangerous roadways throughout the region, some extremely treacherous. One of the most accident prone areas was on I-75 between Rochester Road and Maple Road in Oakland County. This stretch of freeway includes a dangerous curve that forces motorists to slow down abruptly and sometimes without warning, giving people little time to react to the action in front of them.
The data, compiled from Michigan State Police traffic crash reports, tells the following story:
Among the other top 20 high-crash segments of freeways in metro Detroit, most are in the suburbs, and more than half are in Oakland County.
I-96 and I-75 stand out, with seven high-crash segments each. In fact, stretches of both directions of I-96 near Inkster Road in Livonia and Redford Township rank highly. And there's a cluster of segments of south I-75 near Chrysler's headquarters and M-59 in Auburn Hills that ranks highly for crashes based on the freeway's traffic volumes.
Freeways are less likely to result in fatalities than county and city roads. In fact, in 2009 there were 871 people killed in traffic crashes, only 80 were on interstates. The rest were on state and local roads.
Freeways and interstates also tend to be safer when looking at the number of crashes per miles driven. The Michigan highway safety office said the number of people killed in crashes on interstates based on every 100 million miles driven in Michigan was 0.3, compared with 1.4 on smaller state highways and 1.1 on county and city roads. Based on this data, it is more dangerous to drive on city and county roads then interstate expressways.
The article also has a database that allows you to search for accident data throughout southeast Michigan counties. The database is here.
Search away for dangerous roadways in your area.


My interest and expertise in backup options started when my tough drive crushed and died. On that drive I had all my enterprise files %2B all my family members images. I couldn't stand the thought of losing all this, so I discovered a information restore organization, they gave me a good service which price me virtually $2000. After my recovery I understood how underestimated is the information on our computer systems and I decided to assist all my family members, friends and clients to become "Data Loss Protected."
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text:
Q: Is there equivalent API for Vulkan to do cuEventRecord & cuEventQuery? cuEventQuery and cuEventRecord are async APIs from CUDA for querying whether some tasks in queue has been finished or not. I have the same requirement in Vulkan but I don't want to use Vulkan Barrier API which works slow.

A: Depending on whether you need to synchronize between the same queue, queue-to-host, or between different queues, your options are:

*

*Fences – https://www.khronos.org/registry/vulkan/specs/1.1-khr-extensions/html/vkspec.html#synchronization-fences – can be used for synchronisation between the host and a queue and be waited on via vkWaitForFences() and queried for their status via vkGetFenceStatus(), and

*Events – https://www.khronos.org/registry/vulkan/specs/1.1-khr-extensions/html/vkspec.html#synchronization-events – can be used for sync in the same queue or queue-to-host, although they cannot be waited on by the host as fences can, but can be queried for their status via vkGetEventStatus()
Both are more heavyweight than barries, with events being the most lightweight one, and closest to the CUDA event API.


text:
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Featured • Impact of the Covid virus • Blog
It's a mistake to compare our Covid death toll with Spain and France
by John Keiger
Written by John Keiger
Covid statistics are like complex machinery: if you don't read the instructions you won't operate them properly. Which is why the claim by some media outlets that the UK now has the second-highest number of Covid deaths in Europe should be handled with caution.
On Wednesday the official UK Covid-19 death toll increased by 4,419 to 26,097 after the government included deaths outside hospitals for the first time. The figures were revised respectively by Public Health England since the first UK death in March.
According to the Guardian, 'The change comes after weeks of criticism of the way that the UK had been reporting its coronavirus death toll, which made effective comparisons with other European countries impossible.' While the Mirror stated that the 'UK now has second highest coronavirus death toll in Europe'.
But journalists' failure to read the instructions means the statistical comparisons they make are erroneous. The UK's daily statistics now include 'deaths in hospitals, care homes and the wider community', but neither Spanish nor French statistics include deaths in 'the wider community' – deaths that largely take place in the home.
As there is no international standardized method for attributing and recording deaths, we are not comparing like with like when we look at coronavirus deaths, and consequently effective comparisons with other European countries remain impossible.
Take the French statistics. When the French director general of health, Professor Salomon, first began giving his daily press conferences on Covid statistics in March, France's total deaths only included 'deaths in hospitals'. Media pressure forced this to change and from early April his reports began to include deaths in France's 10,000 care homes. But they still do not include deaths in the 'wider community'. Professor Salomon explained that this was too difficult to collect in a timely manner, because each death certificate with a cause of death must be signed by a doctor, and then transmitted to the local town hall, who must then pass it to the statistical agency (INSEE).
Nevertheless, on 26 April the French union of General Practitioners produced a tally of how many Covid deaths had occurred 'in the wider community' since the epidemic began, based on a survey of its members. It estimated that 9,000 had died since the beginning of the epidemic. If the French were to fully report their total deaths, they would have to include this third category, which would put their current tally way above the United Kingdom's. As the French daily La Croix noted, the large number of French deaths at home is 'a time-bomb' waiting to explode.
It is also far more accurate to record deaths per capita, as is done by Johns Hopkins University whose statistics today, per 100,000 population, put Belgium at the top (66) of the international table followed by Spain (53), Italy (46), the UK (40), and France (36) – with the United States much further down (19). But remember that few, if any, of these countries except the UK include in their total deaths the category of 'the wider community'.
So when the media presents coronavirus death tolls, and especially when it makes international comparisons, it's vital that you read the small print.
John Keiger is a professor of French history and former Research Director of the Department of Politics and International Studies at the University of Cambridge.
Posted by king permission of The Spectator Coffee House
Back to work soon? And back to Brexit?
Coronavirus in the UK: total confusion in the statistics
John Keiger
Featured • Impact of the Covid virus • News
France's vaccine problem
Featured • Foreign affairs • Post Brexit
Variable Geometry: Global Britain's Opportunity Post...
by Nick Busvine
Featured • The EU • Briefings
A devastating indictment of the EU
by Robert Tombs
Featured • Subscribers' Views
Boris's blow against SNP's independence dream
by Ed Robertson
Featured • Financial services • Reports
Financial services agreement – time to stop another...
by David Blake
Featured • Subscribers' Views • Brexit options & no-deal
The EU/UK Trade Deal: Boris Achieves the "Impossible"
by Robert Lee
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In 1986, when Euclid City Schools stopped operating the original Euclid High School, the city of Euclid recognized the opportunity to create a new community center to focus on recreation and the arts. Arts and culture, in particular, resonated strongly with residents, and in time an active support base grew into a non-profit arts organization that offered events, activities and artistic opportunities at what became known as Shore Cultural Centre.
While the grassroots enthusiasm was strong, the task was daunting: at 125,000 square feet, Shore Cultural Centre was a substantial maintenance challenge and far more space than a typical arts center would utilize. Maintenance was neglected as the board focused on efforts to introduce programs, and the city increasingly felt the strain of operating a large, dated facility.
As budget challenges grew, the perceived burden of an enormous, underutilized and city-subsidized center became a concern for the city's administration and residents. Shore Cultural Centre became the a subject of heated debate and nearly shutting down. In 2009, the city of Euclid invited proposals on how best to handle the future of the Shore Cultural Centre site, and ultimately accepted the plan proposed by The Coral Company to undertake a strategic planning process and evaluate the importance of a cultural center and the building's potential. While clearly deteriorated, the structure had many positive features: a central location in downtown Euclid, convenient to the freeway and to public transportation; spacious grounds with ample green space convenient to other city institutions, such as the schools, library, parks and lakefront; unusually good programming space, including an 850-seat auditorium, dance studios with sprung wood floors, music rehearsal space, a fully equipped pottery studio, and large rooms with high ceilings and excellent natural light. The strategic plan recommended detailed strategies for moving ahead with Shore as the city's cultural center, and both the city and the board of trustees have adopted the vision and recommendations.
Once the city committed to investing in professional management for Shore, the center began its turnaround. With a property manager in place, rental revenues went up, expenses came down, and physical improvements, from fresh paint and window repairs to a new boiler system, showed that the center would reward investment. The next strategic step was an investment in development – of programs, funding and the stakeholder base. Plans for growth include expanded, quality arts and culture programming, with an emphasis on multiculturalism and educational enrichment. In addition to offering classes for all ages in all media, from visual to performing arts, the space also serves as a resource for educational partners such as Tri-C and the ABLE program and provides low-cost incubator space for creative workforce businesses and non-profit organizations. With a strong, three-way partnership of committed city ownership, professional management, and non-profit programming, advocacy and outreach, Shore benefits from an innovative and strategic operating model. It is positioned to become not only a catalyst for revitalization in downtown Euclid, but a regional arts facility that will offer unique resources to residents of the greater Cleveland area.


The following are unit rankings for the various Units in AxE.
Units in AxE have very different roles, talents, and abilities - because of this, certain units are much better suited for traditional roles (such as "Tank" or "DPS") than others. The units below are sorted by their subjective ranked performance in those roles.


Cuesta plans to honor nine members of the college's community for their work around San Luis Obispo County, including alumni.
The event takes place on March 24, from 12:00 p.m. to 2:00 p.m.
The event reaches its 29th year of celebration, and has honored students for their post-college endeavors .
Cuesta looks to honor Ted Emrick, Jim Gregory and Frank Mecham, all former alumni of the college. Cuesta will also give individual awards to six other recipients.
Emrick has three degrees from Cuesta College, currently living in Los Osos where he runs his own art studio, Emrick Studios. Emrick also gives back to his community through Surfing for Hope, AmpSurf and the Art Legacy Project.
As well has his three degrees from Cuesta, Emrick also has a bachelor's degree in fine art from San Francisco's Art Institute.
Mecham and Gregory are also being honored. Gregory, an Arroyo Grande native, and Mecham, a San Luis Obispo native, are both being awarded for their careers after Cuesta.
Mecham, the former mayor of Paso Robles, has been a public servant since 1996, and has represented District One on the San Luis Obispo County Board of Supervisors from 2009 to 2016.
Gregory, since earning his teaching credential at Cal Poly, taught various social sciences at both Arroyo Grande high school and San Luis Obispo's own Mission College Preparatory. Since retirement, Gregory has written two books about the south county's history.
Members of the Cuesta community being awarded include: Dee Lacey, Gabriela Perez, Mia Alexander, Marcus Ziedses des Plantes and Ken and Darlene Kellett.
Awards include the Dr. Frank Martinez Superintendent/President's Award, John Schaub Student Volunteer Award, Dr. Merlin E. Eisenbise Service in the Classroom Award and the Betty Nielsen Volunteer of the Year Award.
The event will take place on the college's San Luis Obispo campus, and will be hosted in the 5400 building in room 5401.
Tickets to attend are $20 per person. For further information, or to RSVP, call the Cuesta College Foundation Office at (805) 546-3279.


text:
Once Again, Israel Is Defeated
by Gilad Atzmon / July 15th, 2014
As the Israeli Cabinet announced earlier today that it accepted the Egyptian cease-fire offer, Palestinian freedom fighters in Gaza continued firing rockets targeting the whole of Israel.
The situation is clear. Israel is desperate for a break in the violence. In spite of its endless 'bravado,' and military might, Israel lacks the military capacity and the courage to encounter Palestinian resistance on the ground. The Israeli elite recognizes that the military can't resolve the problem, if anything, its extensive use would diminish Israeli manoeuvrability on the international front.
Hamas, on the other hand, has won its biggest military, political and ideological victory to date; it has managed to deliver some elementary messages to all of Israeli society:
You are living on our Palestinian stolen land, our Right to Return is elementary and is not negotiable. You Israelis do not belong here, you never did, and you had better consider your options immediately.
Hamas has also managed to dismantle the Jewish "Left" and BDS' desperate and blatantly deceitful attempt to present the conflict as an issue over the '1967 occupation.' The range and targets of Palestinian missiles deliver a clear message to both Israelis and their controlled opposition agents within the "Left." Palestine is a stretch of land between the river and the sea. In other words, no more empty talk on 'conflict resolutions.' It is either Israel or Palestine. And today it seems Palestine it will be.
Hamas' strategy in the last week has displayed a rare genius in the method it used to capitalise on Israel's superior technology and the Iron Dome in particular. What could be smarter or more ethical than putting Israel under a constant barrage of rockets, delivering your essential message with missiles, yet knowing that no one will be hurt?
In the past week Hamas has managed to utilise Israeli technology and to integrate Israeli engineering into its operational tactics. This is a unique significant tactical achievement that proves that the Palestinian leadership in Gaza is significantly more sophisticated than their counterparts in Jerusalem.
This is a repetition of a familiar Jewish historical and cultural pattern. By the time the Jewish elite is convinced that its domination is established, a disaster is imminent. As Israel came to believe that it had bought itself the final and ultimate technological answer to Palestinian ballistic resistance, it has been devastated to discover that it has lost the war on every possible front: militarily, technologically, politically, and ethically.
Gilad Atzmon, now living in London, was born in Israel and served in the Israeli military. He is the author of The Wandering Who and Being in Time and is one of the most accomplished jazz saxophonists in Europe. He can be reached via his website. Read other articles by Gilad, or visit Gilad's website.
This article was posted on Tuesday, July 15th, 2014 at 7:11am and is filed under Israel/Historical Palestine, Militarism, Resistance.


App development can often be a stressful and daunting experience. Whether it's lack of communication, missed deadlines, or faulty servers, a lot can go wrong when coding. As such, most companies and individuals prefer to outsource apps. However, anxiety is likely to grow instead of decreasing when you choose to outsource app development services. Here are four pitfalls to avoid when outsourcing app development services.
It's often difficult to find a reliable app developer. Nonetheless, there are plenty of sources to research to avoid ending up with an awkward fit. Don't be afraid to seek reference from friends and family. They might assist you to get an app development company that suits your needs. Be wary of any app development company that hesitates to answer your questions. You want to work with a company that has a 24/7 customer support that you can contact for emergencies. The level of experience is also a paramount consideration when looking for an app developer. It's wise to research thoroughly before meeting your prospect app developer. Take time with your prospect app developer and ask any questions that concern you.
The next mistake that often occurs when one decides to outsource an app is expecting the impossible. Perhaps you might be having too high standards. You may also not understand what it takes to code especially when you're new in the app development world. However, it's easier to find the right app developer if you have a reliable communication channel. It's wise to walk through each app development process with your team to make sure your achievements are achievable. For example, underestimating the size of your project can cause hitches.
Companies often forget to address interests of their target audience when they choose to outsource apps. The end user is an essential component of any project but is often overlooked when outsourcing apps. Don't be afraid to ask how the developer will keep the interests of the end user in mind before the project begins. Hire an app developer company only after you're convinced that they will address the preferences of your end user.
Whether you're developing an iPhone or Android app, it's vital to test it properly to ensure the project is functional and concise. Your app development team should use a lean framework to monitor the app throughout the project lifecycle. Failure to test the app continuously might result in grave errors. You might end up regretting when it's too late for rushing to launch the software. You need to be diligent and relaxed when testing the software. Testing should be a continuous process to ensure you find the right app developer.


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Compatible with PlayStation®3.
Five years ago Carl Johnson escaped from the pressures of life in Los Santos, San Andreas. Now, it's the early 90s. Carl's got to go home.
On his return to the neighborhood, a couple of corrupt cops frame him for homicide. CJ is forced on a journey that takes him across the entire state of San Andreas, to save his family and to take control of the streets.
HDTV screen resolution: 720p
One time fee for use of downloads on up to 2 activated compatible Home Console systems.
©2002-2005 Rockstar Games, Inc. Rockstar Games, R*, GTA SA and Grand Theft Auto marks/logos are Take-Two Interactive Software trademarks. All Rights Reserved.
This videogame is fictional doesn't depict any actual event/person/entity & any similarities are coincidental. Take Two doesn't endorse or encourage engaging in any conduct depicted in game.
Use of software is subject to license in the game manual & online at rockstargames.com/eula. Non-transferable access to special features such as exclusive, unlockable, downloadable or online content, services, or functions may require single-use serial code, additional fee and/or account registration (13+). Access to special features require internet connection, may not be available to all users, and may, upon 30 days notice, be terminated, modified, or offered under different terms.


Sanskruti Balgude Family Husband Son Daughter Father Mother Marriage Photos Biography Profile.
Sanskruti Balgude is an Indian film actress who appears in Marathi films. She made her debut with Makdach Lagin in 2014. For her schooling, she went to Symbiosis High School, while for college she went to SP College in her city. From an early age, she has been frequently attracted to social projects and her sessions have been moving and playing music since the age of seven. She took an interest in various movements appears, which integrate both in India and abroad. She has even performed in countries such as Switzerland, France and Mauritius.
She is formally prepared at Bharat Natyam and has presented herself for her four separate examinations from the prestigious Gandharva Mahavidyalaya Institution, Pune. As far as her vocation is concerned, she began her acting career with small screen, where she got her first TV cleaner made public Vivaha Bandhan on ETV Marathi, which was followed by two other series Jallosh Suvarnayugacha on ETV Marathi and Pinjara in which she played the character of Anandi broadcast on Zee Marathi. She was best known with that character name in the Marathi People's Rally Circle, which is the main character of this TV cleaner.


MY BLOG - Working For You Every Step of the Way!: Selling Your Leisure World Home? Make Sure the Price is Right!
Homeowners in Leisure World who make the mistake of overpricing their homes will eventually have to drop the price. This leaves buyers wondering if the price drop was caused by something wrong with the homes when in reality nothing was wrong, the price was just too high!
If you are thinking about listing your home for sale in Leisure World of Maryland this year, let's get together to properly price your home from the start!
The price of a home is usually the main issue when it sits on the market too long. CMA's are a must and we try to do them with all of our listings to make sure the "price is right". Great blog...thanks for sharing!
Thanks Norma Elkins. It's in the best interest for sellers to work with a knowledgeable agent for their market to help them price their home correctly.


text:
July 1998 Article
Contact to Greg Moran
Mortal Tennis/Circle Game Archive
Get Greg Moran's book Tennis Beyond Big Shots at Amazon.com
Greg Moran
On the advice of his doctor, Frank, a 59 year-old businessman with a heart condition, began taking tennis lessons. His instructions were to begin very slowly, one half hour, and to do absolutely no running.
During the lesson, which was conducted by a certified USPTA professional, Frank would hit balls for five minutes and then rest for two. After 30 minutes, Frank had worked up a slight sweat, but was feeling good and booked a lesson for the next day. Ten minutes later, Frank collapsed in the locker room with a heart attack and, despite efforts to revive him, died.
John, a 43 year old, slightly overweight, accountant had just returned from a successful business trip. Recently promoted to a top position with his firm, John was tired but excited about his promising future and looking forward to his weekly tennis clinic. Two hours later, John was dead of a massive heart attack.
These two tragedies, both of which actually occurred, are the nightmare of every tennis player. If you or one of your friends were to suffer a life-threatening crisis, such as John and Frank, would you or anyone at your club be able to provide the emergency care necessary to keep them alive until the proper medical attention arrived?
THE LEADING CAUSE OF DEATH
Heart disease is the leading cause of death among adults in the United States with approximately 1.5 million americans suffering heart attacks each year. 700,000 of those stricken do not survive. 100,000 die within the first five minutes of the attack and another 350,000 die before ever reaching the hospital.
Overall, one in every five adult americans has some form of cardiovascular disease and, contrary to popular belief, it is not just the stereotypical middle-aged, overweight, heavy smoker who is a candidate for a heart attack.
On January 31, 1979, former Wimbeldon and US Open Champion Arthur Ashe suffered a career-ending heart attack. Ashe later underwent two open heart surgeries and could no longer run or play tennis for fear of further heart problems. Ashe, of course, tragically died from complications from AIDS a few years ago.
Remember world famous runner and prominent author Jim Fixx? Like Ashe, Fixx suffered a heart attack at a relatively young age. Both Ashe and Fixx were highly trained, superbly conditioned athletes' who suffered major, and in Fixx's case fatal, heart attacks.
The fact is, anyone who walks onto a tennis court is, to some extent, a potential victim. With this in mind, it is only wise to take the proper steps to acquaint yourself with the various emergency medical procedures so that in the case of an emergency such as John and Frank's, you can provide prompt, proper, and possibly life-saving care.
PREPARING FOR A SITUATION YOU HOPE NEVER ARISES
"The first thing you must do," says Stephen McKelvey, Executive Director of the American Red Cross in Westport Ct., "is to learn to recognize the signs of someone who is suffering a heart attack."
WHAT ARE THE SIGNS OF A HEART ATTACK?
Pain or discomfort under the breastbone, in either arm, shoulder or jaw.
Severe perspiration.
Pale complexion.
If you notice any combination of these symptoms, or if someone suffers chest discomfort that lasts longer than two minutes, call for help immediately. If the victim stops breathing, the next step is to administer CPR.
WHAT IS CPR?
Cardiopulmonary resuscitation (CPR) is a manual way of helping someone breath when their heart is no longer beating. When a person suffers a heart attack, their heart stops beating and thus, ceases to provide oxygen to the brain and other tissues. If the brain is deprived of oxygen for more than four or five minutes, brain death or permanent damage usually occur.
Jane Brody, in her best-selling book, The New York Times Book of Health: How to Feel Fitter, Eat Better, and Live Longer, describes CPR as "an artificial way to get oxygen-containing blood flowing to the brain and other tissues when the heart has stopped beating."
In short, CPR can prolong life until medical experts arrive on the scene and can take over. "Many victims of sudden death have what cardiologists call "hearts too good to die, meaning undamaged hearts that could have gone on beating for years if the victims circulation had been maintained until medical techniques could restore the hearts normal pumping action," says Brody.
If a person can, through the use of CPR, be helped to breath until proper medical attention arrives, they stand a much greater chance of surviving the attack.
"The first four to six minutes are critical," says Robert McManus, an Emergency Medical Services Professional. "If CPR is not started within four minutes of when the victim stops breathing, their chances of survival drop to less than 4%."
In 75% of the deaths attributed to heart attacks, the victims were stricken while in the company of others. Tragically, these bystanders, THROUGH LACK OF KNOWLEDGE, were unable to offer the victim any potentially life-saving assistance.
WHO CAN PERFORM CPR?
"Anyone who's trained," says McKelvey. "The Red Cross offers a course which is eight hours in length and will train people to perform CPR on adults, children and infants. The course includes reading material, video and practical experience on mannequins. The cost is roughly $25."
DOES THE STAFF AT YOUR CLUB KNOW CPR?
CPR is a vital asset and should be a requirement of employment at any athletic facility. In any life-threatening situation such as a heart attack, it is critical to have on-site, immediate attention. Ask the manager of your club if his staff is trained in CPR and other emergency medical techniques.
"Being properly trained in CPR as well as basic First Aid is a professional responsibility for all those involved in any aspect of the fitness industry," says Kevin Cleary, President of the ONE TO ONE FITNESS CORPORATION in Bethel, CT. Cleary, who himself has experienced a situation similar to John and Franks warns, "Don't fall into the trap of saying, it can't happen to me or at my club. It can and, at some point, probably will."
By simply placing a call to your local Red Cross you can arrange to have an instructor come to your club and in just a few hours, train your club's staff in both First Aid and CPR.
John and Frank were fortunate in that they were given every possible chance of surviving their attacks because they were surrounded by people who were fully trained in a variety of emergency medical procedures.
By being trained to deal with emergency situations you and your club will have the piece of mind of knowing that you can help someone in the event of a crisis.
This column is copyrighted by Greg Moran, all rights reserved.
Greg Moran is the Head Professional at the Four Seasons Racquet Club in Wilton, Connecticut. He is a former ranked junior and college player and certified by both the USPTA and USPTR. Greg has written on a wide variety of tennis-related subjects for numerous newspapers and tennis publications including Tennis, Tennis Match and Court Time magazines. He is also a member of the FILA and WILSON Advisory Staffs.
Questions and comments about these columns can be directed to Greg by using this form.


An image of a Buddhist ritual in progress with a Buddhist priest or Buddhist monk, and a family praying and undertaking a ritual. The photo was shot on the island of Koh Sumai in Thailand, just outside the Big Buddha temple.
Here are faithful Buddhist followers lighting candles at the Golden Buddha temple in China.
Your polite comments are welcome!


If my child has ADHD can they apply for Social Security Disability?
If my child has ADHD can they apply for Social Security Disability in Ohio?
ADHD (Attention Deficit Hyperactivity Disorder) is a disorder that is most commonly marked by hyperactivity, impulsiveness, and/or inattentiveness. Many people that raise children with ADHD often apply for benefits via the SSI (Supplemental Security Income) program to help finance the costs of care and living for the diagnosed child. Unfortunately, it is not common for children with ADHD to be granted disability benefits. Benefits are usually granted in extreme cases that meet all of the Social Security Administration's criteria.
The Social Security Administration has implemented an impairment listing for ADHD, and if the severity of the disorder coincides with it, benefits are likely to be granted. You can refer to the listing 112.11 for further information, but the basics will be covered here.
To begin with, a child must exhibit three different traits after being diagnosed with ADHD, and these are: hyperactivity, impulsive behavior, and severe inattention. As a result of these traits, the child must live under "limiting conditions" set on by ADHD.
To be considered for disability benefits, the child (ranging from age 3-18) must be more challenged and affected than other children with ADHD in at least two items of the set-forth criteria. The criteria lists four items, and they are social functioning, personal functioning, cognitive and communicative functions, and concentration/persistence/pace.
Additionally, the parents or guardians of the child must be able to show proof, or medical documentation, that demonstrates the severity of the situation. A list of the approved types of documentation includes accounts from teachers or parents (reports and evaluations are fine), findings by a physician, doctor, or other healthcare provider, and results from IQ or standardized testing.
Children ranging in age from newborn to 3 years of age are generally not approved for benefits based on ADHD disorder. This is mostly because of the rapid development a child experiences at these ages; it is easily mis-labeled as behavior from ADHD.
There are income/assets limitation requirements set in place for children to be able to receive benefits for ADHD. Older children that are applying for ADHD disability benefits must not make more than $1,040/month, and if the child is too young to work, parents face a strict limit that they cannot exceed in order to receive benefits. Like most benefits offered via SSI, there are strict income limitations that ultimately deem a case worthy or not of benefits.


For the last decade and a half, I've engaged in anthropological research on higher education, identifying several challenges and mismatches between what we know about learning "in real life" and learning in college. In my most recent book, "I Love Learning; I Hate School": An Anthropology of College, I identified a number of ways that formal education has led to a lack of learning. Colleges promote credentials, obedience and the sorting of haves and have-nots, but not necessarily learning.
I'd been making some efforts in that direction, but still I fretted over how to make my pedagogy align with my theoretical understanding of how people learn. "Fretted" may be too light a term; I wondered if I could actually keep teaching if I didn't believe in the enterprise.
Last summer, as I prepared my classes, deeply immersed in the thinking that had led to the book, I decided I would go all the way and get rid of grades. Or at least, get rid of them as much as I could -- all the way to the end of the semester.
I had read many accounts of individual faculty members and whole colleges that were grade-free, but in mid-August, I discovered Starr Sackstein's book Hacking Assessment: 10 Ways to Go Gradeless in a Traditional Grades School, which gave me some cover in case students or administrators challenged this.
My reasons for wanting to get rid of grades were numerous: I felt as if students are fixated on grades above all else. Most faculty conversations with students include some discussions of grades: What do you want? What do I have to do to get an A? How can I improve my grade? What are the criteria for grades? And the professor takes on the role of a judge.
It felt like there was no space for adventure, zest, risk -- or even for genuine learning. Everything focused on pleasing the professor.
Grading requires uniformity. It assumes uniform input, uniform process and uniform output. I stopped believing that was a useful way to approach student learning. Students don't start out the same. They don't have the same life experiences -- or even academic experiences -- during our semester together. They don't go to the same places afterward. They have different goals.
Grades don't provide adequate information. If the purpose of grades is to convey a student's accomplishment, adequacy, excellence, compliance, effort and/or gain in learning, then they fail. Is a student who enters already knowing a lot and continues to demonstrate knowledge at a high level, but then misses an assignment because of a roommate's attempted suicide and ends up with a B-plus, the same as someone who begins knowing nothing, works really hard, follows all the rules, does quite well and ends up with a B-plus? What information is conveyed? What about someone who loves biology and excels in those classes, but who loathes history, bombs in history classes and ends up with a 3.0 GPA? Compared to someone who muddles through every class and a similar GPA, yet with no passion, excellence or highs or lows? What do we learn from the GPA? What does a course grade mean?
Grades don't truly motivate students. Experts distinguish different types of motivation: 1) intrinsic, or doing things for their own sake and 2) extrinsic, or doing things for external benefits not inherently part of the activities themselves. I would also add fear and avoidance as big motivators, or doing something to avoid negative consequences.
Grades are the quintessential form of extrinsic motivation: they reward for accomplishment. But they are also threats: if you don't comply in every way, no matter how you feel about anything, you will be dethroned. Yet the fact is, most people are motivated by interest or need, not by arbitrary mandates.
Extrinsic motivation leads to the minimax principle. If the only thing you care about is something beyond the activity itself -- an extrinsic reward such as the grade -- it is sensible to do as little as possible to procure the highest possible reward (grade), which Arie Kruglanski, Chana Stein and Aviah Riter dubbed in 1977 the "minimax strategy" in instrumental behavior. Cheating, shortcuts, cramming … all those make sense if the only goal is points or winning.
Students treat college as a game. Games are fun, but if the goal is amassing points and winning at any price, then game is the wrong model for college -- at least if learning, not just winning, is the goal. Of course, games can also be absorbing and done for their own sake -- playing Words With Friends or Grand Theft Auto-- so those types of games are fine. Maybe the problem is when it is seen only as a survival course.
Students see the rules as arbitrary and inconsistent. Different professors have different scoring -- participation, homework, teamwork or no teams, tests, showing your work, partial credit -- all of which appear to be plucked out of thin air and make no sense, as I found in my research on plagiarism. Citation? Sharing? Page length? Number of quotes? Consult notes or closed book? Students just have to figure out in each case what the professor wants. It all seems arbitrary, and therefore unconnected with anything meaningful or real.
In fact, people are consumed with curiosity and joy when they learn new things. Sometimes it's hard and sometimes it's needed (as for a workplace that changes), but learning happens all around us all the time -- TED talks, podcasts, Nova, adult ed, learning from WikiHow, lectures at libraries, church study groups, knitting circles, work challenges.
Grades encourage a fear of risk taking. Grades seem so consequential that students believe they can't take a chance on anything unproven. In most college classes, a mistake is punished by a lower grade, which is then averaged into the other grades, even if the student completely gets it forever after that initial try. Yet mistakes are information and contribute to learning. In tasks like riding a bicycle or submitting an article for publication, feedback about shortcomings is information. This helps with improving.
Decenter grading. We don't talk about the point breakdown because I don't have one in my classes anymore. We talk about what the goals are for everything we do: for reading, writing, discussion, research and projects.
Emphasize the entire portfolio. A semester is a nice, long, luxurious time for a lot of activities, reflection, conversation, writing and wondering. At the end, we can assess the entire experience, rather than students worrying about how an early misstep is going to mean lack of success.
Have students develop an individual plan. I developed this myself on the model of an individualized education program (usually used in special education). I have since discovered two similar models: Universal Design for Learning and Individual Development Plan. The idea is to have students figure out how a class fits with their own lives, course of study and interests. Even if it is required, I want them to articulate some value for themselves. I try to meet with every student early in the semester and again midway through to talk about how prepared they are, what they are eager to learn or do, and what causes apprehension or even dread.
Encourage self-evaluation. If the genuine goal of college is to prepare students for life, then it's vital that they develop their own standards. So rather than ask students to submit work with the hope that I'll think it's excellent, I encourage them to develop honest standards and self-scrutiny. Every assignment is accompanied by students' written self-assessment of their work. What were they trying to get out of the assignment? What did they learn? What was successful? What was less successful? Why? What might they do differently? What would they like help with? That should serve them better in life than hoping that mediocrity will be seen as fabulous. Sometimes things aren't perfect -- and that's OK. But it is useful for them to understand and even articulate the reasons. (I didn't give myself enough time. I started too late. I didn't understand this. I couldn't really get into this subject.) Throughout our lives beyond college, we won't excel at and plunge enthusiastically into every single thing we do all day.
Conduct portfolio conferences. I begin the semester with a discussion with each student about their own individual plan. I try to meet with everyone at the middle of the semester and the end of it in a portfolio conference. I give them a document to complete prior to our meeting and instruct them to look back through all their work. The goal is to show them their learning, by comparing their early and later understanding, and to help them feel pride at their body of work. It also forces them to review the material, which research shows fosters retention. Students suggest their grade, which I can accept or not. No, not every student suggests an A.
I enjoyed my relationship with my students; I loved the atmosphere of the classroom; I believe that the encouragement of learning and even risk taking in the service of growth have been successful.
I am confident that at least some of the students were sincere in generating their own adventure in learning.
Going gradeless can be done in a class of any size and of any type, though students may find it alarming and unfamiliar. Some faculty use something called "contract grading," which still uses a traditional scale but puts some of the control in students' hands.
You can provide opportunities for students to make choices, which allows them to find at least a tiny bit of intrinsic motivation even in the most conventional of courses.
Some assignments -- maybe small ones -- can still be risk-free and contribute to intrinsic motivation, by being utterly fascinating, completely useful or fun.
You can always offer low-stakes exercises that are perceived as enjoyable and not trivial, in any course.
And even if your supervisors are skeptical, as long as the process serves the central goal of contributing to student learning, they shouldn't object.
Isn't that a beautiful, honest analysis of learning? I wanted students to believe that this education is for them, not for me.
I can never go back!


The maps are generated using the Google Geochart API, which unfortunately don't allow us to use custom images instead of the default round markers. However, with some CSS hacks we can use the Text Labels display mode and use a font family like 'Font Awesome' that provide vector icons as a font.
The plugin includes some options to make this 'hack' easier (available from version 1.7.3 released in January 2016).
We are limited to the icons provided by the font toolkit, but there are hundreds to choose from. You can also control the size and colour of the markers. Below are some simple instructions on how to achieve this.
Create/Edit your map and choose the 'Text Labels' display mode. Preferably with the coordinates mode.
You can now visit the fontawesome cheatsheet page to copy the icon you want to use (the icon image itself) and paste it into the 'Title' option of your entries. You can choose different colours for each icon entry.
Save your map and apply the shortcode where you want the map to display.
Interactive Regions screenshot. Note that the icons are placed in the 'Title' column. You should copy them directly from the Font Awesome page.