All COAST beanbags are available pre-filled via this website, our Ponsonby Showroom or via our exclusive retail partners.
All of our beanbags are designed to be filled with polystyrene beans (also known as 'EPS' beans or beads).
Small, lightweight beads present a severe danger to children if swallowed or inhaled.
- Shake the liner into the Sunbrella shell.
Please note that most polystrene beans will compress over time and that you may need to top-up your beanbag from time to time.
If for any reason you need to replace your beans, please dispose of the old beans responsibly - see recycling information below.
For your safety, the liner of your beanbag is fitted with a locking zip. To open and close the liner, slide an un-bent paperclip through the top of the zip slider and use it to pull the slider up or down the zip. When you have filled the liner, close the zip securely and remove the paperclip.
Please contact us if you have any questions relating to the safe use of your beanbag.
The classic Marine Bean is primarily designed for lounging, not for perching. Achieve the perfect lounging position by lying your beanbag on its back (i.e. with the zip against the ground), then sink into the middle. And relax.
Plystyrene beans will last for a long time and should not need to be replaced. Polystyrene does not biodegrade, but can be recycled and/or reused.
If for any reason you need to replace your beans, please contact us and we can send you a replacement liner for a nominal charge (to cover shipping). You can then take the entire filled liner to be recycled.


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Q: Running python script on static app engine site? If I have a static website site on app engine (within a python runtime), if I want to make a jQuery AJAX call to a single python script to fetch something, do I have to put the whole site in a python framework just to run that file?
Using app engine standard.

A: No. Just specify in your app.yaml a path that should be routed to a python app, and leave the rest of the paths mapped to your static site.
For example:
handlers:
- url: /your/ajax/call
  script: yourmodule.yourapp

- url: /(.*)
  static_files: static/\1
  upload: static/.*

Handlers are evaluated for matches in the order they're specified, so your ajax call will match its specific path, and the static handler will match anything else.
https://cloud.google.com/appengine/docs/standard/python/config/appref

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Home Politics
Experimenting with Fascism: Two facts that make people choose it
With nationalism on the rise, we should look at why populism is so ... popular
by Kenura Medagedara
Fascism is a political system based on a strong leader, state control, and being very proud of one's country and race. It took over in a few European countries and climaxed with World War II, the largest conflict in human history. These days, there are few people who follow this ideology. However, as political discourse is shifting to the right, we should take another look at why people are drawn to fascism.
So, why is fascism so appealing? This was a question history students in Cubberley High School, California, asked their teacher, Ron Jones, in 1967. The class just couldn't understand why the Germans elected someone as despicable as Adolf Hitler. Unable to answer, Jones decided that the best way to explain the appeal was to show them. He taught his students a lesson they would never forget by incorporating fascist principles into his teaching.
Experimenting with Fascism
On the first day of the experiment, Jones introduced strict rules into his classroom to create a sense of discipline. Students had to be sitting before the bell, standing to answer questions, and begin each sentence with 'Mr Jones'. You would think that such unnecessary regulations would be met by strong opposition, especially from teenagers. This was not the case. Not only were the students completely complicit with these rules, but they became more motivated than ever before.
On day two, Jones named this movement the 'Third Wave Movement', introduced a salute, and told his class to do it whenever they saw each other, even outside the history lesson; they all complied. By the third day, students who didn't even take history attended the class because they wanted to join the movement. Jones created initiation tests and gave members jobs like preventing people from outside the movement entering the classroom. Unexpectedly, students began reporting to Jones when other members weren't complying with the rules. Membership increased from thirty to two hundred.
At this point, Jones realized that things were beginning to get out of hand. He told the members that the Third Wave was a nationwide campaign and that tomorrow on the television, a presidential candidate who was part of the movement would reveal himself. The next day, the students gathered in Jones' room in front of a screen, only for Jones to announce that they were all part of a fascist experiment and were behaving exactly as the Germans did in the 1940s. Jones then played a video of the Nazi propaganda minister Joseph Goebbels to drive home his point. He named the experiment the Third Wave Experiment after the movement.
Conclusions and Solutions
To answer the question, fascism rises because it appeals to two of the strongest elements of human nature: community and competitiveness. One of the most mysterious aspects of the human condition is that compared to other animals, we have a stronger desire to cooperate with each other and compete against each other at the same time. Fascism creates a sense of belonging by emphasizing a group's superior morality and discipline, which Jones did by introducing a strict code of conduct. However, it also creates a dislike against those who are outside the group, showcased by members reporting to Jones that some people weren't following all the rules.
But how did these students go from hating Nazism to supporting fascism in just five days? In my opinion, the issue lies in free speech (or lack thereof). Society told these students that fascism was wrong, but never explained why. That would involve fascist ideology being presented to them, which was considered harmful, even if only as a devil's advocate. Consequently, when Jones exposed genuine fascist ideology to them, they became completely infatuated with it. Simultaneously, they condemned Nazism in a staggering show of doublethink that would make Orwell turn in his grave.
If we want to stop countries implementing extremist policies, we should debate ideas that we disagree with rather than shy away from them. After all:
'I may not agree with you, but I will defend to the death your right to make an ass of yourself' — Oscar Wilde.
Tags: FascismGermanyHitlerNazisstudents
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Home — Third Drawer Down X Robert Rauschenberg, Overdrive Tea Towel
Third Drawer Down X Robert Rauschenberg, Overdrive Tea Towel
Single Item - $36.00 USD
Third Drawer Down in collaboration with The Robert Rauschenberg Foundation present the iconic Overdrive work as a linen tea towel and collectable and functional art product.
One of the 20th century's most influential American artists, Robert Rauschenberg was known for his groundbreaking work as well as a spirit of generosity and social activism.
Working in a wide range of subjects, styles, techniques, and mediums, Rauschenberg was a forerunner of many of the important artistic movements since abstract expressionism. He had a lifelong commitment to collaboration, working with performers, printmakers, scientists, writers and artisans from around the globe. Rauschenberg also stood behind many causes ranging from environmental protection to the role of art in education to the connection between freedom of expression and human rights.Today, Rauschenberg's work is not only heralded by curators and art historians, it remains highly influential and relevant to a new generation of artists.
-100% Linen
-Size: 50cm x 67cm (19" x 26")
-Gift packaged
Robert Rauschenberg, Overdrive, 1963.
© Robert Rauschenberg
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PHILADELPHIA -- Carolina earned its first road win of the season in highly dramatic fashion Sunday, completing the largest fourth-quarter comeback in franchise history to beat the reigning Super Bowl champion Eagles 21-17.
In addition to a few timely defensive plays, quarterback Cam Newton provided the spark that surged the Panthers late. After completing just 8 of 15 passes for 59 yards to start, Newton completed 17 of his final 24 attempts for 210 yards and two TDs, including a 1-yard pass to tight end Greg Olsen - his first score of the year - to give Carolina its lone lead.
"Every win is a statement win but we were against the ropes to a degree. We didn't have a good performance in the first half. We know that can't happen," Newton said. "Moving forward, this is a confidence booster for us, it's something that can accelerate the production offensively, defensively, as well as special teams."
Head coach Ron Rivera focused on what winning after sluggish play in the first three quarters says about his team.
"This is special just because it's the defending champs. We talk about wanting to be the champs. You got to beat those guys and, today we had that opportunity," Rivera said. "When you win this type of game, coming back the way we did, a lot of credit goes to our guys. The players in this room were terrific."
Down 17-0, Carolina's offense came alive early in the fourth quarter with a crafty 14-yard rushing touchdown by wide receiver Curtis Samuel to end an 11-play, 80-yard series.
A sack by linebacker Luke Kuechly on quarterback Carson Wentz resulted in third-and-18 on the Eagles' subsequent drive and a punt soon after, giving Newton and Co. another scoring chance. Five straight Newton completions - the biggest a 28-yarder to receiver Jarius Wright - set up Newton for a 18-yard connection to wideout Devin Funchess for Carolina's second score of the quarter. Wright secured the two-point conversion to put the Panthers within three.
After cornerback James Bradberry came up with a huge pass break-up on third-and-10 on a pass intended for receiver Alshon Jeffrey, the offense was gifted one final shot to complete the unlikely comeback.
The threat was in jeopardy after three incompletions, but Newton hit wideout Torrey Smith for a 35-yard catch and run to give Carolina life approaching the two-minute warning. A few chunk plays allowed Newton to find Olsen in the end zone with 1:22 to go.
A strip-sack by defensive end Julius Peppers ended the Eagles' last-gasp effort on fourth-and-2 at the Panthers' 14-yard line and gave Carolina the shocking victory.
Wentz - the other half of Sunday's QB duel - ended the game 30-of-37 for 310 yards and two TDs. Tight end Zach Ertz led all receivers with nine receptions for 138 yards while Jeffrey added 88 yards on seven catches.
As Rivera said, Sunday was a "tale of two halves." The first half - or really three quarters - was controlled by the Eagles. Three Wentz completions for 57 yards early in the second quarter helped set-up an 11-yard touchdown pass to Jeffery to give Philadelphia a 7-0 lead. Much like their first two drives, the Panthers' third series did them no favors, ending with another punt. The offense went 0-for-3 on third down and amassed just 29 yards in the first three drives. Newton went 1-for-6 for 5 yards during that stretch.
Back-to-back 25-plus-yard completions by Wentz put the Eagles in Carolina territory. A sack by defensive end Mario Addison, who briefly exited in the first quarter, on third-and-5 stopped the momentum, but kicker Jake Elliott nailed a 46-yarder to put Carolina in a 10-0 hole.
A 34-yard reverse to Wright coupled with a 12-yard Newton rush pushed Carolina into field goal position, but two false starts added 10 yards to a 39-yard attempt against the wind, and Rivera elected to punt to end the half. For the second straight week, Carolina went into halftime without putting any points on the board.
After playing on the road in back-to-back weeks, the Panthers will return to Bank of America Stadium to take on the Ravens on October 28.


This site provides information from events organized by the IAEA on the topics of culture, management and leadership for safety; human and organizational factors (HOF). It contains presentations and papers, as well as other relevant material such as agendas and compendia created for events.
For additional information, we invite to register to access the IAEA Management System Network of Excellence, developed to further facilitate co-operation and exchange of knowledge on management systems and safety culture in the nuclear industry and related disciplines around the world.
TM on Safety Culture in Pre-operational Phases Conducted in South Africa. Arranged jointly with IAEA Dept. of Nuclear Energy.
The information and materials contained on this site are posted only for the purpose of promoting the exchange of experience and dissemination of knowledge in the area of safety culture, as well as leadership and management for safety. The information presented does not necessarily reflect the views of the IAEA or the governments of IAEA Member States and as such is not an official record. The IAEA makes no warranties, either express or implied, concerning the accuracy, completeness, reliability, or suitability of the information. Neither does it warrant that use of the information is free of any claims of copyright infringement.
Extracts from IAEA materials posted on this web-site may be freely used elewhere provided acknowledgement of the source is made. If the attribution indicates that the information is from a source or site external to the IAEA, premission for reuse must be sought from the originating organisation/individual.


Sgagliozze. From Bari. They don't generally eat polenta in the south of Italy. In fact a nick name here for northerners is "polentone" which roughly translated means "polenta eaters". One of the exceptions is this dish from Bari. It is often available as a street food, especially in the old town. Many thanks to Memma for the recipe. She says they are her husband Michele's favourite.
250g polenta flour, the quick cooking kind is fine.
Boil the salted water, add the flour and mix it with a wooden spoon without making lumps.
When it is cooked (follow the instructions on the packet) pour it onto a board and form it into a thick rectangle. Let it cool down.
Cut the polenta into squares about 2cm thick. Allow them to dry out a little.
Fry the sgagliozze in very hot oil until crispy.
Ah polenta! This is one of the many ways my Nana made it. I got stuck in a Southern state & have to order my extra fine unleavened cornmeal or instant polenta from Amazon. Grits are just no substitute to my pallette of cheap, delicious comfort food.
Isn't it though? And it just doesn't have the versatility that polenta does. I suppose it could but it would end up having the texture of the sad pan of polenta my second eldest swore he could make on his own. Yes, I made him eat it with every meal until it was gone. My Nana, Papa, Nona & Poppy (he was a chef at The Rose Hotel in Chicago before the original burned) would have all haunted my dreams for not making him eat his mistake. LOL!
Grits is different – it is ground hominy. Southern US has cornmeal also – use it instead of grits.


The Managing Change in HE (MCHE) themed network is hosting its tenth Annual Open Forum for those AUA members (and non-members) interested in improving practice on managing change in higher education. There will be an opportunity to share good and bad practice, network and consider how to work more collaboratively.
As with previous Open Forums the programme has been designed to improve professional practice in the sector and provide an opportunity for colleagues to learn from practice. This year the focus will be on identifying issues that need to be addressed in the higher education sector and the key tenets for success.
For professionals who manage, or aspire to manage projects and change as part of your role or for managers and leaders who are managing teams/departments currently going through change and professional experiencing change in the workplace.
Does a changing HE sector change the way we should approach change?
Simon Donoghue has over twenty-five years higher education leadership, management, consultancy, research and teaching experience – including Lead Consultant for SUMS Consulting, Head of the Strategy Project Group at the University of Leeds, Chief Executive for the White Rose University Consortium and Board Member for the US National Consortium for Continuous Improvement.
Simon is currently Lead Consultant for SUMS Consulting, a specialist higher-education consultant that provides both strategic and operational management support across the entire range of university functions and activities. SUMS Consulting operates a unique not-for-profit membership model, working in close partnership with the SUMS member universities who own SUMS. In this role, Simon has supported over 25 different universities with large strategy, development and transformational change projects ranging from strategy development, target operating model development, longer-term change and process change capability, reviewing the configuration and effectiveness of professional services.
Awarded a Leadership Foundation Fellowship by the Leadership Foundation for HE, Simon pioneered the creation and development of the first dedicated central strategic change team in a UK University and the creation and development of the first fully integrated strategic planning and transformation programme using the strategy map and balanced scorecard approach in a University.
Simon was instrumental in promoting the wider adoption of strategic change teams and integrated strategic planning and transformation approaches in other universities. He has worked with a wide range of international (Malaysia, Poland, US, Norway, Sweden, Russia) universities, NGOs, sector bodies and Higher Education agencies to further develop and advance best practice in leading strategic change in universities.
His approach was featured in the Strategic Leadership of Change in Higher Education (Marshall, 2007), Execution Premium (Kaplan & Norton, 2008) & The Challenge of Establishing World-Class Universities (Salmi, 2009). Organisations that have invited Simon to present have included the World Bank, the Malaysian Ministry of Higher Education, the Swedish National Higher Education Board, HEFCE, UUK, OECD and the European Balanced Scorecard Forum.
In times of considerable change, with ever shorter time horizons, how do we achieve our desired future state? Using several case examples this session will introduce innovative methodologies to achieve change, including a rapid implementation methodology and campaign-based tactics.
Saad Qureshi is a rising BME leader in Higher Education (HE) and is one of the youngest Deans in the country at SAE Institute UK. He is certified in continuous organisational improvement and project management and has significant experience in business transformation. He is particularly focused on creating cultures of experimentation and innovation, and high performance that are learning based. He is the founder of www.thirdspacehe.com providing free advice and resources to support staff in HE.
A Fellow of the Association of University Administrators (AUA) and Principal Fellow of the Higher Education Academy. He is also a Reviewer at the International Journal for Students as Partners, Advisor to the UK Research and Innovation Office, and sits on the Board of Studies and other working/development groups at the AUA. Saad is a visiting lecturer at King's College London, where he was previously Education Manager, and before this rose up the ranks at School of Economics and Law becoming Director Academics and Corporate Affairs.
lessons learned and success against the odds.
Helen is Higher Education Lead Consultant at Waterstons. Helen is joining Waterstons from Durham University where she managed the University's Strategic Planning Process, spanning the full breadth of the university's activities. Experienced in business transformation she has managed has a wealth of strategic and operational projects, at Durham in the last seven years. Her early career was spent working in criminal intelligence and learning the importance of evidence-based decision-making. She is an experienced data analyst, programme manager and change manager with expertise in facilitation, process improvement techniques and quality management. Helen holds an MA in Management from Durham University and BEng in Mechanical Engineering.
Kathryn is Business Intelligence Manager at Durham University. She manages the strategic analysis and forecasting functions and is driving the development of a management information service, transforming the way the university applies data to its business decisions and ensuring an evidence-based approach throughout. Her previous roles in the Government Statistical Service included leading on Higher Education statistics to inform development and monitor success of government policies, managing stakeholders, publishing Official Statistics, and managing cross-departmental data linkage projects, with resolution of legal barriers. Kathryn holds an MSci and PhD in Physics, from Durham University.
University change is increasingly happening at rapid pace with fewer resources, yet expecting high impact in short timespans. This is often in competition with traditional project management approaches which require time/cost/quality assurances. This presentation looks at implementation over 24 months of a Centralised Timetable at the University of West of Scotland and the practical project methodologies applied to achieve the project. This was done with no set budget, no set staff resources, and across 4 campuses. Also impacting the project was the complete shutdown of 1 campus and opening of a new £100m unproven campus and University restructuring.
The presentation will look at the project as a case study of managing a high impact project with great risk to fail and impact to the student experience alongside transitional methods of Project managed such as Prince2 and Agile. Concepts of strategic thought will also be examined such as handling high risk failure and the unknown during the project to remain fluid and able to react to circumstances rather than "come off the rails" as risks become reality.
Greg Sheridan is an HE sector project manager with over 10 years' experience in the UK and USA. He is a member of AUA and the Institute for Leadership and Management and a certified Prince2 and Prince2Aigle project manager. His experiences focus on implementing complex customer service oriented projects in Universities. Past projects include Student HUB customer service desks, design of new university buildings, business change and technology implementation projects.
Using a case study from a university project, looking at how both ADKAR and neuroscience (Switch: Heath) were used practically to create engagement. And also uncover what organisational barriers were in place.
Effective and agile change professional delivering successful change in organisations and Higher Education Institutions. Implementation of organizational strategies, by integrating business analysis, system design and process improvement. I lead projects to ensure that business change is embedded with stakeholders alongside quality technical delivery of systems. Ensuring benefits are sustainable long-term, by coaching teams to deliver operational excellence; and embed continuous improvement methodology and change management to create change-agile cultures.
The session will explore how over the period of 18 months Edge Hill created a innovative front-line service, bringing together three previously separate departments in a new building that would serve as Library, Student Services and Careers centre.
It will explore the strategic work needed to gain support for the building as well as the work undertaken to build relationships, manage expectations and negotiate between competing priorities for the building and service.
Alongside this we'll explore the operational aspects of enabling a multi skilled frontline team that would represent all services in the building. It will demonstrate how the growth and development of this team was managed to maintain a positive approach to service delivery; despite significant changes to contracts and areas of work. It will explore the challenges experienced, the work done to overcome this and the benefits that are being realised through the delivery of the new service and the building it is in.
Throughout we'll explore the challenges of managing significant structural change alongside a large building project and the lessons learned since operating in the building.
Maria is the Assistant Head of Learning Services which a role within the senior leadership team of a multi-professional academic and student support department. Her remit covers the strategic development of high quality, student-centric learning support services supported by excellent library resources and innovative learning spaces. She has worked in various HEIs during her career with the longest period of service being her current role which she has occupied for 11 years. Maria enjoys the challenge of working across organisational boundaries and managing a diverse range of professional services.
Andy is the Help & Support Manager within Learning Services, responsible for the frontline service provision across virtual and physical service points. Managing a team of 23, he has the mission of ensuring that their knowledge and delivery of the Help & Support team is of an excellent standard, while providing the tools to grow and improve the service offered. Andy previously worked in banking and bookmaking sectors before joining the university in 2007.
In an interactive session, Jan and Alex will share experiences and theoretical underpinning of practices in engaging colleagues to support strategic-operational alignment and strategy delivery in the largest faculty within the University of Nottingham.
Portfolio Manager, Green Chemicals Research Beacon /formerly Strategy Manager, Faculty of Medicine and Health Sciences. Jan has worked in 4 Russell Group universities across the UK and in other sectors in a variety of operational and strategic management roles over the past 30 years. Jan is also an Executive MBA student at Nottingham Trent University on a Senior Leaders Masters Degree Apprenticeship.
Culture and Change Facilitator, Human Resources Directorate, University of Nottingham / Director, Shoal Consulting. Alex is a management consultant and organisational psychologist with 15 years' experience achieving business transformation, specialising in driving behavioural and cultural adaptions to deliver measureable change and benefits for clients.
A brief introduction to service design; referencing LMU's acceptance (or not!) of design thinking methodology.
A fast and furious workshop session demonstrating the value of gathering the user experience when considering the design of services.
Alistair is currently the business operations manager for the Student Journey directorate at London Metropolitan University. He has 20 years' experience of delivering frontline services to students and is an accredited change practitioner and project manager.
Sharon is an experienced higher education professional services director specialising in innovative change management, service design, quality assurance, international partnerships, higher education policy, governance and regulation, the law of higher education.
The professional services at the University of Newcastle Faculty of Medical Sciences are undergoing a reconfiguration to create an environment for Newcastle to achieve its strategic ambitions around the growth of research and education. However, as with any large organisational change, there is significant complexity, risk and potentially disruption to navigate. The new configuration of the professional services will deliver an efficient and effective structure that aligns with and supports the strategic academic objectives. The presentation will take participants through the journey of the professional services reconfiguration – focussing on the development and design of a new operating model for the professional services, the development of professional services vision and values, and the design of the change management process.
Simon Donoghue is Lead Consultant for SUMS Consulting. Simon has held senior leadership roles in Higher Education including Head of the Strategy Project Group at the University of Leeds, Chief Executive for the White Rose Consortium and Board Member of the National Council for Continuous Improvement (US). Simon works with a wide range of universities on strategic change and transformation programmes.
Katharine Rogers is the Director of Faculty Operations for the Faculty of Medical Sciences at the University of Newcastle. Katharine has overall strategic responsibility for the effective and efficient professional services across the Faculty; comprising 7 research institutes and 5 schools. Katharine is a leading the development and delivery of the restructure of the professional services as part of the wider Faculty restructure leadership team.
Do you ever feel like meetings are going round in circles, or you always run out of time before that last agenda item? This is where facilitation could help you; a facilitator brings structure and process so that groups are able to function effectively and make high quality decisions. The University of York has established a pool of staff with generic facilitation skills, who can be requested to support others to plan and deliver events to achieve their objectives. Learn how they went about it, where it can add value and pick up some tips for facilitating collaboration in your meetings.
Charley Bayley is a Project Manager at the University of York who bravely volunteered to be part of the facilitator pool when it was established. She has put her new facilitation skills into practice to support organisational change (and has quite enjoyed being a 'fly on the wall' in other people's meetings in the process). She is not an expert in change management, but has been a driver of improvements and collaboration for the last four years at the university.
This session will cover a project carried out at Elon University in North Carolina, USA, including the context, the planned and unplanned, the successes and failures, and the impact delivered. It will involve a brief overview presentation alongside some handouts of the mapping tools for attendees to map their own professional development on, followed by questions.
The project aim was to gain a holistic understanding of professional development across the institution with a view to enhance and join up the pathways, and to build a narrative around diversity and inclusion work in the context of professional development. A highly consultative project spanning 55 interviews and a number of focus groups, this high profile project had engagement from across the central departments and most of the faculty departments, with input from the senior management team and University President. Cut across three phases: interviews and focus groups (consultation), coding and meaning-making, and findings and recommendations, the outcomes were far reaching with various offshoot project emerging to address some of the recommendations.
Jordan is the first Apprentice Higher Education Manager at Aston University, embarking on a four year integrative programme involving rotations through university departments, various projects across the institution and three secondments to the University of Birmingham, University of Warwick and Elon University (NC, USA). Following a BSc in Politics with International Relations and a PG Certificate in Learning and Teaching in Higher Education, Jordan is currently undertaking a Degree Apprenticeship MBA as a part of his apprenticeship.
Highly engaged in professional development, Jordan is a Director at Better Pathways in Birmingham, a mental health and recovery charity in Birmingham, and Engagement Champion for the LGBT+ Network of Networks in Higher Education. A previous Students' Union sabbatical officer for Education and Welfare back in 2015 and a member of the AUA since his re-entry to Higher Education in 2016, Jordan is a frequent participant in AUA Events, Networking, and Professional Development.
Going into his third year of the apprenticeship, Jordan will be leading a project centralising the University timetabling systems, a highly impactful and complex change management initiative cutting across the whole institution.
The Secretary of the University is leading a significant change programme across all professional services across our global campuses.
The presenter provided background on the project to the AUA Change Forum in 2018 focusing on first part of cluster 1 which covered support for research and enterprise.
Much has moved forward since that time including the establishment of a dedicated Programme Team.
Heriot-Watt University has five campuses: three in the UK (Edinburgh, Scottish Borders and Orkney), one in Dubai and one in Malaysia. The University offers a highly distinctive range of degree programmes in the specialist areas of science, engineering, design, business and languages.
My association with Heriot-Watt University goes back to 1993 (when I was an undergraduate) and the early 2000s when I was a research student.
I've had a varied work history – not in the HE sector including. My background includes working in residential lettings, for landlord organisations and the Scottish Qualifications Authority.
For two years I was the Research Quality Enhancement Officer at Heriot-Watt University – the main aspects of the role being: PGR student experience, clerk to primary Senate Committee for Research and Innovation, established a new Research Degrees Committee and project managed a restructure of research support across the University.


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Three Chicago Bosses Removed
Posted on January 22, 2001 by NLPC Staff
Laborers' Int'l Union of N. Am.'s "in-house judge" Peter F. Vaira permanently barred three Chicago bosses Jan. 10, finding that they were trusted members of organized crime and used their union positions to achieve Mafia objectives such as rigged union elections. The Jan. 10 decision should end the Caruso family's long-running control over two LIUNA locals and the Chicago Dist. Council, which oversees the pension, training, and health-welfare funds of 21 Chicago locals.
The decision removes: Bruno Caruso, the business manager of Local 1001 and the former president and business manager of the CDC; Frank "Toots" Caruso, Jr., a member of Local 1006 and the former president and business manager of the local; and Leo Caruso, the president and business manager of Local 1006. Bruno and Frank are brothers and Leo is their first cousin. The decision permanently revokes the Carusos' LIUNA membership and bars them from holding any office or employment with LIUNA or any affiliated entities. No word if the Bush Dep't of Justice will pursue criminal (a.k.a. real) sanctions for the Carusos.
Reportedly, testimony from law enforcement officials, former mob associates, and informants in the witness protection program helped Vaira conclude that the three men were "associates" of the Mafia, which is known in Chicago as the "Outfit."
Bruno Caruso ran a campaign in 1996 against disgraced ex-LIUNA boss Arthur A. Coia. Coia beat Caruso with 67% of the vote; Coia was removed from office and the union and from the Rhode Island Bar after pleading guilty to tax crimes. Thus, in LIUNA's first-ever direct election of union officers, the two candidates for union president have been ousted from the union because of corruption scandals before the five-year term for which they ran ended.
The decision lays out the three men's long association with known organized crime figures in Chicago for more than 40 years, beginning with Frank "Skids" Caruso, Sr., the father of Bruno and Frank and uncle of Leo. The senior Caruso was the boss of the Outfit's so-called "26th Street Crew." Testimony also brought out witnesses who testified that the Carusos not only associated with the upper echelons of the Outfit, but they participated in the mob's illegal gambling, burglary, and loan sharking schemes.
Allan A. Ackerman, Bruno's attorney, called the ruling "flat out wrong." He added, "I think [Vaira's] decision was decidedly unfair. It's our intention to appeal the order because we find it totally conflicts with the facts that were produced during the lengthy hearings." He said his client intends to appeal the ruling to LIUNA's "appellate judge" (Bill Clinton and ex-Labor Secretary Alexis Herman attorney) W. Neil Eggleston. [BNA 1/16/01; Chi. Trib. 1/12/01]
Las Vegas Dissident Loses NLRB Case
Carey Indicted! Trumka Next? Hamilton Loses Appeal


I eliminated sugar from my diet.
I went to Lawlors butchers, they didn't have any bone marrow so I bought oxtail and put it in my slow cooker for 24 hours along with some small beef bones.
I also bought 2 onions and a head of garlic and made infused oil as the fructans (FODMAPs) do not seep into the oil as they would do into water.
I eliminated milk and gluten from my diet.
I had a friend come over to cook for me that evening. He made sea trout with slow roasted cherry tomatoes with ginger and cinnamon, and a butternut squash puree, yum!
I introduced the essential oils.
I took the beef stock out of the slow cooker, froze one jar and kept one to make soup tomorrow.
I eliminated all grains, starchy veg and high FODMAP foods from my diet.
I made a big batch of butternut squash, ginger and chilli soup with the beef stock and infused oil. I toasted almonds and garnished it with coriander for dinner.
I have all other foods eliminated as necessary.
My friend cooked me dinner. Sirloin steak with tomatoes, spinach and olives with celeriac chips, which was fab.
At about 3pm I had a banana pancake, which is just made with banana, egg, salt and cinnamon.
Soup with toasted almonds and coriander for dinner.
I woke and went for brunch in BiBi's café with a friend. I was pretty nervous about going anywhere for food but I was pleasantly surprised at how I managed.
I ordered the eggs benedict with bacon, spinach with hollandaise on roasted butternut squash instead of bread. It was very tasty.
I ate the very last of the oxtail and had a bowl of soup with it.
After breakfast I went for a long walk and there was a plan to go for food or a coffee afterwards. I heated up my soup and brought it in a thermos flask just in case I got hungry.
When I got home I roasted a chicken, stuffed it with grated courgette, spinach, lemon zest, herbs and grated Comté cheese, roasted a beetroot, tomato and courgette and blended that with the fat from the chicken, with herbs and lemon juice to make gravy. It turned out rather soup-like!
I also stopped into the chemist today and weighed myself out of curiosity. I weigh 61kilos!! It will be interesting to see if my weight changes while on my diet.
I'm really pleased with how It went. I have enjoyed all my meals thoroughly and I have felt great. I had a little digestive discomfort on Thursday evening, possibly from eating a big rare steak which I wouldn't do very often. I have had good energy although I have gotten a little light headed when standing up too quickly a few times. I am waiting to see if I will suffer from a "die-off". When yeasts die off they can cause flu like symptoms.


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Improvement of cardiac function and myocardial energy metabolism of rats with chronic heart failure by long-term coenzyme Q10 treatment.
A Sanbe, K Tanonaka, Y Niwano and S Takeo
A Sanbe
K Tanonaka
Y Niwano
S Takeo
The effects of long-term treatment with coenzyme Q10 (CoQ10) on myocardial energy metabolism of rats with chronic heart failure (CHF) were examined. Left coronary artery ligation resulted in decreases in blood pressure, left ventricular developed pressure, the first derivative of left ventricular developed pressure, cardiac output and stroke volume indices and caused an increase in left ventricular end-diastolic pressure 12 weeks after the operation. Significant decreases in adenosine-5'-triphosphate, creatine phosphate, creatine and inorganic phosphate contents and the mitochondrial oxygen consumption rate of the viable left and right ventricles were detected in the CHF rat. Oral administration of 5 mg/kg/day CoQ10 for 12 weeks attenuated the changes in the first derivative of left ventricular developed pressure, cardiac output and stroke volume indices of the CHF rat but did not significantly improve the survival of CHF animals. The developed infarct area was approximately 40% of the whole left ventricle, irrespective of treatment with or without CoQ10. There was no reversal in the decreased myocardial CoQ9 and CoQ10 contents of the CHF rat after treatment with exogenous CoQ10. In the right ventricle of CoQ10-treated animals, a significant recovery of creatine, inorganic phosphate and mitochondrial oxygen consumption rate, and a small restoration of creatine phosphate but not of adenosine-5'-triphosphate, were observed, which suggests an appreciable recovery of energy-producing ability in the right ventricle. In contrast, a significant restoration of tissue creatine and inorganic phosphate, but not of other variables, was detected in the left ventricle.(ABSTRACT TRUNCATED AT 250 WORDS)
You are going to email the following Improvement of cardiac function and myocardial energy metabolism of rats with chronic heart failure by long-term coenzyme Q10 treatment.


The Crowd Get User Data Vector Shaders for Renderman Studio are two Renderman Studio shaders (one for REYES and one for RIS) which are able to read a vector user data of a given name stored in the currently rendered mesh, and return its value. This data can be used to feed other shaders in Maya that have a vector or color input. Refer to the Shader Attributes page to know how to store vector user data in a mesh.
Result of a Get User Data Vector Shader combined with a Surface Shader and different user data values.
To create a Crowd Get User Data Vector for Renderman Studio, the Renderman Studio plugin (Renderman_for_Maya) must be loaded.
Param Name Name of the vector user data attribute to read in the rendered mesh. The name of the user data should be the same than the one defined in the Shader Attributes of the Mesh.


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Q: iOS Firebase - how to force data reads to happen sequentially? I'm trying to use multiple snapshots to get info that I need for my code. The problem is that sometimes they don't execute in the order that I need them to. Right now I'm nesting them like this:
 _ = ref.child("users").child(self.userKey).child("name").observeSingleEvent(of: FIRDataEventType.value, with: { (snapshot) in

   //execute block 1
   let argToQuery2 = snapshot.value as! String

         _ = ref.child("users").child(argToQuery2).child("job").observeSingleEvent(of: FIRDataEventType.value, with: { (snapshot) in

            //execute block2
......
     })
})

But as I said I'm finding that block 1 doesn't always execute before block2, and I need the information from block 1 to complete block 2. How can I force these queries to happen sequentially? If I only had two queries I would try using a boolean to see if the first block had finished or not, but in my actual code I have 5+ of these nested.
Thanks!


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By Barry Mason
After several months of protests, opposition leader Andry Rajoelina has been sworn in president of the Indian Ocean Island of Madagascar. Former president Marc Ravalomanana stood down last week after attempting to transfer power to a military committee made up of top army and navy chiefs.
Powerful factions in the army lower ranks backed Rajoelina against Ravalomanana and the top brass and helped him seize power. Army commander Colonel Andre Ndjiarijaona stated, "We had already said we did not want this military authority, it's another ploy by Mr Ravalomanana. The people here don't want a military authority."
Rajoelina's takeover has been denounced by the African Union who suspended Madagascar's membership, protesting that his seizure of power was a "coup". The Southern African Development Community (SADC) has discussed applying sanctions against Madagascar. This stance is shared by western governments including the United States, who have cut off aid payments. It is estimated that up to 70 percent of the country's income comes from aid and support from charities, so Rajoelina is now desperately attempting to win back western support.
Rajoelina, a wealthy businessman, entered politics by becoming the elected mayor of Antananarivo, the capital, in December 2007. He roundly defeated Ravalomanana's party candidate, winning over 60 percent of the vote. He criticised Ravalomanana's increasingly authoritarian rule and garnered support from the masses wanting to see their conditions improve.
The conflict increased markedly in December 2008 when Ravalomanana shut down Rajoelina's television network after it had broadcast an interview with the former president Ratsiraka, whom Ravalomanana displaced in a similar populist movement in 2002. Ratsiraka, who now lives in exile in France, is one of Rajoelina's backers.
In January Rajoelina organised opposition rallies and a general strike in the capital city. Dozens of opposition supporters were killed. On January 31 Rajoelina threw down the gauntlet to Ravalomanana, saying he was the real leader of Madagascar. Ravalomanana retaliated by sacking him as mayor.
Further demonstrations in February were suppressed by the military, with around 30 demonstrators killed. Rajoelina strengthened his bid for power by announcing an alternative administration.
Power began to ebb from Ravalomanana in March when troops in the main barracks in the capital refused his orders to use force against demonstrators. Rajoelina at one point sought and was given shelter in the French embassy. Attempted mediation by first the African Union and then the United Nations failed.
On March 16 around 100 soldiers broke into and took over the presidential palace, although Ravalomanana was elsewhere. A spokesman for the army faction said they would not take orders from Ravalomanana.
According to Africa Confidential the plan that Ravalomanana hand over power to a military committee was put forward by the US ambassador, R Niels Marquardt. However, lower ranking officers opposed the plan. Africa Confidential states:
"The military commanders earmarked for this role [i.e. taking power in a military junta] . . . were said to have refused it in the presence of a Kalashnikov-wielding junior officer. At one heated moment, he seemed be about to mow down the dignitaries gathered . . . Fortunately, the tension lifted."
Ravalomanana, a wealthy business man who made his money in the dairy industry, became leader of Madagascar in June 2002. This followed a six month period of struggle against the incumbent president Didier Ratsiraka that, while narrowly avoiding a civil war, cost the lives of dozens of people. The dispute arose following contested elections. Ratsiraka held political power in Madagascar for more than 20 years and had close political ties with the former colonial power France. Ravalomanana was able to triumph after receiving political support from the US.
Ravalomanana was re-elected president in December 2006. During his time in office he sought to increase ties with Anglophone African countries, with Madagascar joining the Southern African Development Community (SADC) in 2005.
He has opened up the country to western investment, especially by mineral companies. Foreign Direct Investment in Madagascar tripled in 2006 and tripled again the following year. US and British oil companies have been exploring offshore and Canadian, Japanese and Korean companies are working together to develop a nickel and cobalt mine. Rio Tinto has begun production at their limonite mine. A proposed project headed by Korea's Daewoo Logistics to lease large areas of land to grow food for South Korea was under discussion—though apparently this has been opposed by Rajoelina.
Ravalomanana also courted the Chinese, and in November last year Wu Bangguo, chairman of China's National People's Congress's Standing Committee, made an official visit to Madagascar and met with him. In the same month the Chinese-based Wuhan Iron and Steel group signed a cooperation agreement to jointly develop mineral deposits in Madagascar.
Despite the investment in Madagascar it remains one of the poorest countries in the world, coming 143 out of 179 in the UN Human Development index. Around 70 percent of the population have an income of less than a US$1 a day and lead a subsistence existence.
Rajoelina was sworn in as head of "transitional authority" on March 21. He has suspended parliament, but has promised elections within 24 months and is seeking constitutional changes. Under the current constitution Rajoelina, who is 34, would be too young to run for president, as 40 is the minimum age for presidential candidates. Despite winning popular support against Ravalomanana, his policies are not fundamentally different except that he is supported by other factions of the ruling elite.
Whilst not explicitly endorsing Rajoelina—President Nicolas Sarkozy condemned the takeover as "a coup d'état" and called for elections as soon as possible—France has been quick to respond to current developments, after being caught off guard following the ousting of Ratsiraka by Ravalomanana in 2002.
At the end of February the French government announced that Jean-Marc Chataigner would be the new ambassador to Madagascar. This is after a seven month gap left by the departure of the former ambassador at the behest of Ravalomanana. Chataigner, a career diplomat, had been deputy director of development in the Ministry of Affairs and was chief of staff to the French Secretary of State for Cooperation and Francophonie.
He flew into Madagascar just two days after Ravalomanana stepped down. According to the news website Topmada.com, Rajoelina's wife was on the same flight as the French ambassador and Chataigner was received at the airport by Rajoelina.
On March 19 Chataigner paid an official visit to Rajoelina. Speaking to media the after the visit, Rajoelina stressed the importance of the relationship between France and Madagascar.
Whilst much still remains unclear about the forces and interests behind the imposition of Rajoelina, it is clear that it is in line with growing imperialist manoeuvres seeking to exploit Africa's resources. The workers and peasants of Madagascar will not benefit by the replacement of one wealthy businessman as head of state by another.
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Clean Water Project
Access to safe and clean water is a challenge for schools in Uganda.
Especially in the rural areas, children walk long distances to fetch water which is not always safe for them to drink.
The lack of clean water sources and poor sanitation conditions also lead to water-borne illnesses that result in low school attendance and falling behind in their classes.
The Clean Water Project in Bugiri District
Nakavule is located in Bugiri District, one of the nine districts in Uganda's Eastern region. Only 37% of rural communities in Bugiri have access to a safe water supply. Many communities use unsafe traditional water sources like poorly constructed wells, ponds, springs, to mention but a few.
Water sources in the area comprise; boreholes (75.4%), shallow wells (18.5%), protected Springs (1.1%), unprotected wells (1.5%), and rainwater harvesting tanks (3.0%). In most of these sources, animals share water with the people and wouldn't be safe to drink.
We had a borehole serving more than 200 households. But due to unknown circumstances, the borehole stopped functioning for more than two years, and the community was in a crisis where they had to struggle to access clean and safe drinking water.
Our plight prompted one of our partner friends Lyndsay Schumacher to mobilize and contact friends to rescue the situation. It was all joy when Ms. Lyndsay's friend, Mr. Dan Wagner from the USA, donated to us a new clean water system that amounted to USD 6000. The water system consists of an electric water pump placed at the borehole and a 2000L water tank with taps.
The new water system has enabled the Nakavule community to access clean water. The church, school, and the surrounding areas now practice proper hygiene and sanitation because they now have access to safe and clean water.
Our hearts are always grateful to our partner friends who reach out for a more significant cause. In the same Spirit, our gratitude is always extended ahead of us to all partner friends who would love to support our many other projects to further our mission.
Access to safe and clean water is a challenge for schools in Uganda. Especially in the rural areas, children walk long ...
Medical Care Project
BCMU seeks to provide comprehensive and integrated community health services in three sub Counties of; Kapyanga, Nankoma Muterere
Agriculture Project
We work with the caregivers to empower OVC out of social marginalization, isolation and discrimination through income...
Sponsor a Child Now
When you sponsor a child, you will be personally connected with a boy or a girl who will know your name and treasure the thought that you care. Your monthly support USD.39 will provide life changing opportunities like:
Mentoring and a safe Christian family through a local Christian church
Most importantly, the opportunity to hear God's word to grow in Grace
Opportunity to attend and stay in school
Nourishing food
Bring up a child sponsorship program allow God to work through your donation gifts to empower a child fight poverty. Sponsor a child today.


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17 of the most interesting people in healthcare
Mary Rechtoris and Laura Dyrda - Monday, July 25th, 2016
Here are 17 people who have had a huge influence on the healthcare system in the United States.
Please contact Laura Dyrda at ldyrda@beckershealthcare.com with any questions or comments on this list.
Sylvia Mathews Burwell. Ms. Burwell spent time as the director of the Office of Management and Budget and President of the Walmart Foundation before being sworn in as the Secretary of Health and Human Services in June 2014. She oversees more than 77,000 employees. During her time with OMB she worked with Congress on budget and appropriations issues and oversaw the development of the President's second term management agenda. Ms. Burwell supports President Barack Obama's healthcare law, having become the public face of ObamaCare, according to Business Insider. She is committed to moving the ACA forward despite calls from the Republican Party and presidential nominee Donald Trump to repeal the law.
Jonathan Bush, MBA. Mr. Bush is the CEO, co-founder and president of Watertown, Mass.-based athenahealth. Mr. Bush is the cousin of former U.S. president George W. Bush and nephew of U.S. President George H. W. Bush. In 2000, Mr. Bush raised more than $10 million in venture capital for athenahealth, which successfully launched an IPO in 2007. Athenahealth's mission is to "create the healthcare Internet," with Mr. Bush viewing his company as a disrupter, he told Institutional Investor last year. Athenahealth has thrived since inception with its market cap being 7.3 times company sales, while the industry average market cap totals 4.7 times company sales. Mr. Bush ran in the 2007 Boston Marathon and was featured in the Nova Marathon Challenge, a T.V. series which followed runners for one year throughout their training for the Boston Marathon.
Toby Cosgrove, MD. Dr. Cosgrove has served as CEO and president of Cleveland Clinic since 2004. He has been a Cleveland Clinic team member since 1975. Dr. Cosgrove performed the first minimally invasive mitral valve surgery via a worldwide web network in 1996. As CEO of Cleveland Clinic, Dr. Cosgrove has maintained patient care as the number one priority and distributed around 40,000 buttons on his first day as CEO which stated "Patients First." Earlier this month, Dr. Cosgrove published an article on LinkedIn detailing why empathy must drive healthcare organizations. He wrote, "We all know that healthcare is changing. Medical leadership is also changing. The days of arrogance, isolation and opacity are gone. Honesty, transparency and collaboration have taken their place. Trust is essential. So is empathy. Above all, we must have humility."
Michael Dowling. Mr. Dowling is the president and CEO of New York-based Northwell Health, a large U.S. heath system with annual revenue totaling $9.5 billion. Growing up in Limerick, Ireland, Mr. Dowling earned his master's degree from Fordham University and has various honorary doctorates from University College Dublin, Hempstead, N.Y.-based Hofstra University and Dowling College in Oakdale, N.Y. Prior to assuming his role as CEO in 2002, he was the senior vice president of Empire Blue Cross/Blue Shield. Mr. Dowling was in the New York State government for 12 years and held roles as state director of health, education and human services. He was also the deputy secretary to former New York governor Mario Cuomo. He is the chair of the Healthcare Institute as well as an Institute of Medicine of the National Academies member.
Judy Faulkner. Founder and CEO of Madison, Wis.-based Epic Systems, Ms. Faulkner launched the leading health IT company with $6,000 she raised from her own funds as well as from her family members and colleagues. Forbes ranked Ms. Faulkner as the most successful female technology company founder in May 2016, with her net worth totaling $2.6 billion. As head of Epic, Ms. Faulkner remains dedicated to her customer base. In March 2016, she told Becker's Hospital Review, "I would say if I have one driving force, it is to keep commitments to our customers. When I have corporate philosophy class with all the new folks who come into Epic, we go over the philosophies behind Epic. That is the central message: To keep commitments to customers."
David T. Feinberg, MD, MBA. Dr. Feinberg is the president and CEO of Geisinger Health System. Triple board certified in child and adolescent psychiatry, adult psychiatry and addiction psychiatry, Dr. Feinberg previously served as CEO of UCLA Hospital Systems, where he led the efforts to improve patient care. He spearheaded his effort to revamp UCLA's mission. Once UCLA diverted resources from marketing to focus on one patient at a time, their patient satisfaction scores placed the hospital in the 99th percentile. In November, 2015, Dr. Feinberg lead the launch of ProvenExperience, a program which offers patients refunds if hospital staff do not meet patient expectations regarding kindness and compassion.
Dr. Feinberg said, "What matters to me is that every patient is satisfied with their treatment and so I started thinking, 'What is our guarantee? What is our refund?' We need to be disruptive to move the practice of providing great patient experience forward and so the decision was made to give unsatisfied patients their money back." The Washington Post called the ProvenExperience, "the most unexpected hospital billing development ever."
Dr. Feinberg also spearheaded the launch of ProvenCare, a performance-based bundled payment system. After implementing the ProvenCare, the hospital had a 10 percent reduction in readmission, shorter length of stay and reduced hospital charges for coronary artery bypass graft surgery.
Atul Gawande, MD. Dr. Gawande practices general and endocrine surgery at Brigham and Women's Hospital in Boston and serves as a professor in the department of health policy and management at the Harvard T.H. Chan School of Public Health. He is the executive director of Ariadne Labs, a joint center for health systems innovation, and chairman of Lifebox, a nonprofit organization with the goal of making surgery safer globally. In addition to his clinical work, Dr. Gawande is a prolific writer, authoring several books on the New York Times bestsellers list including The Checklist Manifesto and Being Mortal: Medicine and What Matters in the End. He has been a staff writer for The New Yorker since 1998 and has earned two National Magazine Awards. In one of his more controversial articles, Dr. Gawande made the analogy between healthcare and the Cheesecake Factory processes for efficiency.
"I always get a certain amount of flak for the things I write, and it was a little bit provocative," Dr. Gawande told Medscape. "I'm saying, here is the fast-food chain, medium-ly based fast food chain — they serve you at a table. And I was saying that this place runs better than healthcare."
John D. Halamka, MD, MS. Dr. Halamka is the chief information officer at Boston-based Beth Israel Deaconess. A practicing emergency physician, Dr. Halamka is the chairman of the New England Healthcare Exchange network and co-chair of the HIT Standards Committee. Outside of the health IT world, Dr. Halamka runs a family farm where he cares for alpacas, llamas and ducks. After joining Beth Israel Deaconess Medical Center in 1998, he launched an effort to develop securely web-enabled clinical information systems with CareWeb, which became the primary platform among Massachusetts hospitals for sharing information.
In an interview with Wachter's World, Dr. Halamka said, "I'm in this field not for fame and fortune but to make a difference. It's possible to make a difference, but you may want to do it in a different context than being in a healthcare delivery organization. Can you create an app that will revolutionize patient care? Yes. But can you — in the context of working in a hospital, which is trying to meet the requirements of ICD-10, meaningful use, and the ACA — spend vast amounts of time on innovation? You can't, really."
Elizabeth Holmes. Ms. Holmes dropped out of Stanford in 2003 at the age of 19 to found Theranos, where she currently serves as CEO, with the goal of creating a more reliable way to perform blood tests more cheaply. The company offers tests at 50 percent below Medicare reimbursement. She wanted to create a system to test blood with fewer drops of blood, inspired by her fear of needles. Ms. Holms raised more than $700 million from investors and the company was eventually valued at $9 billion at its zenith. Last year, Time named Ms. Holmes one of the Most Influential People in the World and she serves as a U.S. Presidential Ambassador for Global Entrepreneurship. However, an investigative report in The Wall Street Journal cited clinical pathologists who had doubts about her technology. Within a week the FDA reported Theranos's miniature blood containers weren't approved for tests beyond herpes tests and there were compliance issues with one of the company's major laboratories. CMS banned Ms. Holmes from owning, operating or directing a blood testing services for two years. The company has business lines beyond its labs and it will be interesting to see how its business model evolves given current circumstances.
Karen Ignagni. Ms. Ignagni assumed the role of EmblemHealth's president and CEO in September 2015 after the company reported more than $485 million net losses the previous year. Her prior experience includes time as president and CEO of Health Insurance Plans and the American Association of Health Plans. She serves on several boards and advisory groups including the Healthcare Financial Management Association's Leadership Council and the National Advisory Committee for Altarum Institute's Center of Sustainable Health Spending. She appears regularly before Congressional committees and was instrumental in debates leading up to the Affordable Care Act's passage. Ms. Ignagni has also appeared on national newscasts to share her expertise.
"Everybody's gotten the memo that we have to move to a value-based system from a fee-based system," Ms. Ignagni told the American Journal of Managed Care. "And providers, clinicians, hospitals are at various points on the continuum in terms of doing that. Our role as a health plan is to support their efforts wherever they are on that continuum so it's not a one-size-fits-all in terms of our strategy."
Vivian Lee, MD, PhD, MBA. Dr. Lee leads the University of Utah Health Sciences, which includes five major schools and a healthcare system of four hospitals and several other clinical and research specialty centers. There are more than 1,000 board-certified physicians serving patients in six states affiliated with the center. Dr. Lee is the senior vice president for health services dean and University of Utah Health Center School of Medicine CEO. In the past two years, she has focused her efforts on streamlining processes and lowering costs with key initiatives being Lean Management implementation and creating the Value-Driven Outcomes tool.
"I would say my biggest concern is that our industry has really been focused on sickness, not health, and that we're not equipped or designed to do the single most important thing we can — prevent disease," Dr. Lee told Becker's Hospital Review. "We know approximately 75 percent of our healthcare dollar is spent caring for preventable illnesses, often related to specific behaviors or lifestyles. Yet our system, our training programs, and the ways in which we're funded have generally not led us to be experts in changing those behaviors by incentivizing healthy living."
Edward Marx. Mr. Marx has spent his career building and leading teams at the forefront of healthcare information technology. He is currently CIO of The Advisory Board Company. He spent eight years as chair of the Texas Health Services Authority and seven years as the chief information officer at Texas Health Resources. Prior to that role, Mr. Marx was chief information officer at University Hospitals. In 2013, HIMSS and CHIME named Mr. Marx the John E. Gall Jr. CIO of the Year. He published the book Extraordinary Tales from a Rather Ordinary Guy, outlining personal stories and his 14 guiding principles. He suggested aspiring CIOs "volunteer and give until it hurts," in an interview with Michelle Ronan Noteboom.
"Our job as leaders is to serve. If you don't get that, you lose your humility. Just focus on serving other people. It's the key to everything else working. I'd also add that if you are just starting out, you should build a team of life givers because leadership is tough if you aren't surrounded by really strong people that help you. And you have to seek and chase vision because that sets the stage to where you want to go and how you get there."
President Barack Obama. On March 23, 2010, the 44th President of the United States Barack Obama signed the Affordable Care Act which aimed to create state-based health insurance exchanges, offer subsidized coverage through the exchanges, increase coverage and expand Medicare, amongst several goals. When addressing an audience at the U.S. Department of the Interior in September 2009, President Obama said, "After a century of striving, after a year of debate, after a historic vote, healthcare reform is no longer an unmet promise. It is the law of the land." Under the ACA, the uninsured rate has decreased from 15.7 percent in 2009 to 9.2 percent in 2015. He also removed an eight-year ban on federally funded stem cell research during his presidency.
Neal Patterson. Mr. Patterson is the CEO of Cerner, a medical software company. In 1979, Mr. Patterson co-founded the company with two colleagues. Forbes ranked Cerner as one of the "World's Most Innovative Companies" and "World's Most Admired Companies" in 2015. In 2014, the company had revenues totaling $3.4 billion. Mr. Patterson owns the Sporting Kansas City soccer team along with Cerner co-founder and Cliff Illig and other others. Mr. Patterson is the co-founder and executive board member of the First Hands Foundation, a nonprofit dedicated to providing assistance to children in need of critical healthcare.
Earlier this year, Mr. Patterson reported he was diagnosed with cancer in a note to the U.S. Securities and Exchange Commission. In the note he wrote, "It's not often I'm forced to slow down, but the silver lining will be having some extra 'think' time to reflect on all the extraordinary opportunities we have in health IT. After years of studying healthcare systems around the world, this unique opportunity already has my gears turning."
Nancy Schlichting. Ms. Schlicting is the CEO of Henry Ford Health System, a $4 billion healthcare organization with 23,000 employees. She led the system through a dramatic financial turnaround and focuses on patient safety, customer service and diversity initiatives. Her previous experience includes serving as senior vice president and chief administrative officer with the organization. Ms. Schlichting is known for her work with legislative and business leaders to improve health services while providing affordable care. She sits on the Walgreen Company Board, Federal Bank of Chicago Board—Detroit Branch and Detroit Regional Chamber Board. In 2015, President Barack Obama appointed Ms. Schlichting chairperson of the Commission on Care to work with the Veteran's Health Administration to find the best way to deliver care to veterans.
"Several years ago, I hired an executive from the Ritz-Carlton to be the first CEO of a new hospital we were building," Ms. Schlichting told the Journal of Healthcare Management. "People thought I had lost my mind because they didn't understand why I was putting someone without any hospital experience in this role. However, to really move health and wellness to a new level, we needed a person who thought differently about healthcare. We had a vision to create a new type of hospital, one that was much more patient centric and customer centric."
Bernard Tyson. Mr. Tyson is the CEO and chairman of Kaiser Permanente, a $60 billion nonprofit health plan headquartered in Oakland, Calif. Mr. Tyson knew he wanted to go into healthcare from an early age after being in and out of hospitals with his diabetic mother. For the last 30 years, Mr. Tyson has worked in numerous roles at Kaiser Permanente including an assistant administrator at Kaiser Permanente Medical Center San Francisco, CEO at Kaiser Foundation Hospital Santa Rosa and executive vice president of health plans and hospital operations, among several others. He spoke at the 2014 NAACP Legal Defense & Education Fund Annual Gala, which commemorated the 60th anniversary of Brown v. Board of Education. As CEO and chairman, Mr. Tyson takes a hands-on approach, saying in a Bloomberg report, "I still do hospital visits, and I can tell how well it's run in a couple minutes: How clean are the floors? How does the staff respond? What's the vibe?"
Chris Van Gorder. Mr. Van Gorder has been the president and CEO of five-hospital Scripps Health, based in San Diego, since 2000. When he stepped in as president and CEO, the organization was losing $15 million a year. Mr. Van Gorder built a strong executive team that streamlined business operations and focused their efforts on bolstering internal efficiencies, physician relations and workplace culture. Mr. Van Gorder is heading the restructuring of Scripps, which currently is worth $2.6 billion.
But his road to CEO wasn't always easy; in 1978, Mr. Van Gorder worked as a cop and was critically injured when responding to a family dispute. Following a nearly year-long hospital stay, the police department planned to retire him. Instead of staying at home, Mr. Van Gorder applied to work security at the hospital that cared from him during his injury. Mr. Van Gorder told Becker's Hospital Review, "The CEO said to me, 'You really haven't done that much in healthcare,' and I asked him to give me a shot. Give me minimum wage and 90 days and I'll prove to you that you have not made a mistake. After 90 days he said, 'You're right. You're good at this.' I realized shortly thereafter that I had found my calling."
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Q: htaccess redirect on error with broken link in get parameter I'm trying to redirect users to a nice http error page when they request a broken link. I would like this landing page to be a php page that gathers some info from the redirect and sends it to me in an email. The part i'm hung up on is getting the address of the broken link with either php or htaccess.
I was thinking it might be possible to get the link with htaccess and pass that as a get parameter to php.
Here is my htaccess file:
ErrorDocument 400 http://error.page.server/index.php?err=400&site=myweb.site.com
ErrorDocument 401 http://error.page.server/index.php?err=401&site=myweb.site.com
ErrorDocument 403 http://error.page.server/index.php?err=403&site=myweb.site.com
ErrorDocument 404 http://error.page.server/index.php?err=404&site=myweb.site.com
ErrorDocument 500 http://error.page.server/index.php?err=500&site=myweb.site.com

Here is the php from the server handling the error details:
<?php
// Get clients IP
function get_ip() {
    $ipaddress = 'UNKNOWN';
    if ($_SERVER['HTTP_CLIENT_IP']) {
        $ipaddress = $_SERVER['HTTP_CLIENT_IP'];
    } else if ($_SERVER['HTTP_X_FORWARDED_FOR']) {
        $ipaddress = $_SERVER['HTTP_X_FORWARDED_FOR'];
    } else if ($_SERVER['HTTP_X_FORWARDED']) {
        $ipaddress = $_SERVER['HTTP_X_FORWARDED'];
    } else if ($_SERVER['HTTP_FORWARDED_FOR']) {
        $ipaddress = $_SERVER['HTTP_FORWARDED_FOR'];
    } else if ($_SERVER['HTTP_FORWARDED']) {
        $ipaddress = $_SERVER['HTTP_FORWARDED'];
    } else if ($_SERVER['REMOTE_ADDR']) {
        $ipaddress = $_SERVER['REMOTE_ADDR'];
    }
    return $ipaddress;
}

function get_page() {
    return $_SERVER['HTTP_REFERER'];
}

function get_site() {
    $site = 'UNKOWN';
    if ($_GET['site']) {
        $site = $_GET['site'];
    }
    return $site;
}

function get_error() {
    $error = 'UNKOWN';
    if ($_GET['err']) {
        $error = $_GET['err'];
    }
    return $error;
}

// Gather info into an array
function gather_info() {
    return array('IP Address' => get_ip(), 'Web Site' => get_site(), 'Web Page' => get_page(), 'Error' => get_error());
}

As of now the get_page() function returns null when htaccess redirects to this script. Instead of trying to pull the info out of the header with the script is there a way to place the page in a new get parameter via htaccess?
Something like:
ErrorDocument 400 http://error.page.server/index.php?err=400&site=myweb.site.com&page= %VARIABLE HERE%

EDIT: Also note, this is the first time I've ever used .htaccess, sorry if this is a stupid question.


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text:
Record-breaking logic gate 'another important milestone' on road to quantum computers
Researchers at the University of Oxford have achieved a quantum logic gate with record-breaking 99.9% precision, reaching the benchmark required theoretically to build a quantum computer.
Quantum computers, which function according to the laws of quantum physics, have the potential to dwarf the processing power of today's computers, able to process huge amounts of information all at once.
The team achieved the logic gate, which places two atoms in a state of quantum entanglement and is the fundamental building block of quantum computing, with a precision (or fidelity) substantially greater than the previous world record. Quantum entanglement – a phenomenon described by Einstein as 'spooky' but which is at the heart of quantum technologies – occurs when two particles stay connected, such that an action on one affects the other, even when they are separated by great distances.
The research, carried out by scientists from the Engineering and Physical Sciences Research Council (EPSRC)-funded Networked Quantum Information Technologies Hub (NQIT), which is led by Oxford University, is reported in the journal Physical Review Letters.
Dr Chris Ballance, a research fellow at Magdalen College, Oxford and lead author of the paper, said: 'The development of a "quantum computer" is one of the outstanding technological challenges of the 21st century. A quantum computer is a machine that processes information according to the rules of quantum physics, which govern the behaviour of microscopic particles at the scale of atoms and smaller.
'An important point is that it is not merely a different technology for computing in the same way our everyday computers work; it is at a very fundamental level a different way of processing information. It turns out that this quantum-mechanical way of manipulating information gives quantum computers the ability to solve certain problems far more efficiently than any conceivable conventional computer. One such problem is related to breaking secure codes, while another is searching large data sets. Quantum computers are naturally well-suited to simulating other quantum systems, which may help, for example, our understanding of complex molecules relevant to chemistry and biology.'
Quantum technology is a complex area, but one analogy that has been used to explain the concept of quantum computing is that it is like being able to read all of the books in a library at the same time, whereas conventional computing is like having to read them one after another. This may be over-simplistic, but it is useful in conveying the way in which quantum computing has the potential to revolutionise the field.
Professor David Lucas, of Oxford University's Department of Physics and Balliol College, Oxford, a co-author of the paper, said: 'The concept of "quantum entanglement" is fundamental to quantum computing and describes a situation where two quantum objects – in our case, two individual atoms – share a joint quantum state. That means, for example, that measuring a property of one of the atoms tells you something about the other.
'A quantum logic gate is an operation which can take two independent atoms and put them into this special entangled state. The precision of the gate is a measure of how well this works: in our case, 99.9% precision means that, on average, 999 times out of 1,000 we will have generated the entangled state correctly, and one time out of 1,000 something went wrong.
'To put this in context, quantum theory says that – as far as anyone has found so far – you simply can't build a quantum computer at all if the precision drops below about 99%. At the 99.9% level you can build a quantum computer in theory, but in practice it could be very difficult and thus enormously expensive. If, in the future, a precision of 99.99% can be attained, the prospects look a lot more favourable.'
Professor Lucas added: 'Achieving a logic gate with 99.9% precision is another important milestone on the road to developing a quantum computer. A quantum logic gate on its own does not constitute a quantum computer, but you can't build the computer without them.
'An analogy from conventional computing hardware would be that we have finally worked out how to build a transistor with good enough performance to make logic circuits, but the technology for wiring thousands of those transistors together to build an electronic computer is still in its infancy.'
The method used by the Oxford team was invented at NIST in Boulder, USA, and, in a paper published alongside Oxford's in Physical Review Letters, the NIST team also reports the achievement of 99.9% precision.
The Oxford research was funded by EPSRC as part of the UK National Quantum Technologies Programme, and by the US Army Research Office.


text:
Billboard 200 Chart Moves: Def Leppard's 'Hysteria' Back In Top 40 After 28 Years
2/1/2018 by Keith Caulfield
Dave Hogan/Getty Images
Def Leppard prior to their home town concert in Sheffield, England on Oct. 9, 1987.
The return of Def Leppard's full catalog of music to digital retail, and its arrival on streaming services, pumps big gains.
On the latest Billboard 200 albums chart (dated Feb. 3), Fall Out Boy notched its fourth No. 1 with the arrival of Mania. The set earned 130,000 equivalent album units in the week ending Jan. 25, according to Nielsen Music. Of that sum, 117,000 were in traditional album sales.
The Billboard 200 chart ranks the week's most popular albums based on their overall consumption. That overall unit figure combines pure album sales, track equivalent albums (TEA) and streaming equivalent albums (SEA).
Now, let's take a closer look at some of the action on the rest of the Billboard 200:
— Soundtrack, The Greatest Showman – No. 2 — For the first time since the Billboard 200 transitioned to an equivalent album units-ranked tally in December of 2014, a soundtrack has scored four weeks of 100,000-plus units. The Greatest Showman, which holds at No. 2 on the chart, earned 109,000 units (up 5 percent) in the week ending Jan. 25 — which is also its fourth straight week of 100,000-plus units. Previously, among soundtracks, the Fifty Shades of Grey album logged three 100,000-plus weeks in 2015.
— Sam Smith, The Thrill of It All – No. 11 — The album zips 17-11 with 26,000 units (up 30 percent) and 13,000 albums sold (up 116 percent) after further sales were generated by Smith's concert ticket/album bundle redemption promotion offer.
— Def Leppard, Hysteria – No. 39 — The return of Def Leppard's full catalog of music to digital retail, and its arrival on streaming services (both on Jan. 19), naturally pumps big gains for the band on the charts. The bulk of the rock act's older catalog had been absent from digital retail since 2007, and from streaming services almost entirely, as the group had long disputed its payment rates from digital sales and streams.
The Def Lep hit parade is led by their 1987 monster album Hysteria, as it re-enters the Billboard 200 at No. 39 — its highest rank since June 17, 1989. The album, which spent six weeks at No. 1 in 1988, climbs back onto the list with 13,000 equivalent album units earned in the week ending Jan. 25 (up 2,337 percent), according to Nielsen Music. Of that sum, 7,000 were in traditional album sales (mostly from digital album sales), 5,000 were in track equivalent album units, and a little over 1,000 were in streaming equivalent album units.
The band's Vault: Greatest Hits 1980-1995 also returns (No. 79; 8,000 units), as does Pyromania (No. 146; 5,000 units).
In total, the band's equivalent album units grew 1,083 percent to 35,000 units. Their catalog of albums sold 24,000 digital downloads, 66,000 digital songs, and generated 4.3 million on-demand audio streams. "Pour Some Sugar On Me" was their top selling track and most streamed song (7,000 downloads; 1.9 million streams). The tune, from Hysteria, peaked at No. 2 on the Billboard Hot 100 in 1988.
— Neil Diamond, All-Time Greatest Hits – No. 86 — Following Neil Diamond's Jan. 22 announcement of his retirement from touring, due to his recent Parkinson's diagnosis, the music legend's catalog grew in sales in streams in the week ending Jan. 25.
Diamond's overall album sales jumped 157 percent to 6,000 copies sold, according to Nielsen Music. His total equivalent album units earned figure grew 121 percent to 10,000. His digital song sales vaulted 197 percent (to 14,000) and his on-demand audio streams rose 41 percent (to 3.3 million).
His All-Time Greatest Hits album re-enters the Billboard 200 chart at No. 86 — its highest rank since 2014. It earned 7,000 units during the week (up 119 percent). The set also zooms 27-4 on the Catalog Album Sales chart with 4,000 sold (up 164 percent).
— They Might Be Giants, I Like Fun – No. 108 — They Might Be Giants' latest album, I Like Fun, begins with 6,000 units (mostly from album sales). It also starts at No. 3 on Independent Albums, marking the group's highest charting set on the 18-year old list.
— Fleetwood Mac, Fleetwood Mac – No. 132 — Fleetwood Mac's self-titled 1975 album re-enters at No. 132 with 6,000 units (up 3,621 percent), following its deluxe reissue on Jan. 19. The album — which was the band's first No. 1 on the chart — was reissued in various remastered editions, some with many bonus tracks. All of the permutations of the album, including its original version, are tracked together for charting purposes. Fleetwood Mac's return to the chart grants the set its first visit to the list since 2012, and its highest rank since 1981.
The Fleetwood Mac redux is the latest expansive archival reissue from the act, following Rumours (in 2013), Tusk (2015), Mirage (2016) and Tango in the Night (2017).


text:
Corcentric Announces New Webinar on Accounts Payable Automation
Corcentric Webinar Uncovers the Automation Gaps that Occur in the AP Process and Explores Solutions
Corcentric
Accounts Payable Automation a Top...
Configure or Customize? Corcentric...
Corcentric Announces 2015...
Mc Lean, VA (Vocus) October 4, 2010
Corcentric, a leading provider of accounts payable automation solutions, today announced a new live Webinar: How Do You Achieve Accounts Payable Automation Using Software as a Service? The 45- minute Webinar, which is the first in a series of educational Webinars about AP automation, takes place on Thursday, October 7th at 2:00 PM EDT.
Rob DeVincent, Vice President of Corcentric Product Marketing is the Webinar's featured speaker. He will explore how enterprises have been attempting to bridge the automation gaps that persist in the back office where people, paper, and process collide. He will then explain how to seamlessly link Accounts Payable through automated solutions like ZeroTouch invoice handing and Straight Through Processing. In addition, he will show how AP Departments can dramatically improve operations and drive out costs using a Software-as-a-Service model.
"We are excited about this new Webinar and plan on introducing a new educational series for Accounts Payable professionals. By attending this event, they'll discover how companies can combine industry best practices with AP imaging and workflow, achieve the benefits of Straight Through Processing, and manage exceptions when invoices do not match. They'll also find out how to develop approval workflow using Delegation of Authority rules, interface with their ERP system using Business Connectors, and analyze and monitor workflow activity," stated Mr. DeVincent.
AP automation is a critical topic because of the pressure companies are under to reduce costs and improve processes. A complete solution that incorporates invoice imaging and workflow automation offers up to a 90% reduction of costs according to the Aberdeen Group. This results in stronger internal controls, and the overall streamlining of the AP invoice review and approval process.
For additional information and to register for the Webinar, please click here.
Corcentric is a leader in providing accounts payable automation solutions that are powerful, yet easy-to-use; giving companies an easy-to-adopt conduit between AP/AR and suppliers with uncompromising functionality. Corcentric builds customized solutions that allow clients to electronically mange 100% of their invoices, resulting in increased revenues and reduced business costs. For more information about Corcentric, contact Dave Lindeen, Vice President, at (630) 925-7677 or visit the Website at corcentric.com.
Jessica Barron
Corcentric Webinar: How to Achieve Accounts Payable Automation Using SaaS


text:
using System;
using System.Linq;

using Evercoin.BaseImplementations;
using Evercoin.Util;

using NodaTime;

namespace Evercoin.ProtocolObjects
{
    public sealed class ProtocolBlock
    {
        private readonly uint version;

        private readonly FancyByteArray prevBlockId;

        private readonly FancyByteArray merkleRoot;

        private readonly uint timestamp;

        private readonly uint bits;

        private readonly uint nonce;

        public ProtocolBlock(uint version, FancyByteArray prevBlockId, FancyByteArray merkleRoot, uint timestamp, uint bits, uint nonce)
        {
            this.version = version;
            this.prevBlockId = prevBlockId;
            this.merkleRoot = merkleRoot;
            this.timestamp = timestamp;
            this.bits = bits;
            this.nonce = nonce;
        }

        public byte[] HeaderData
        {
            get
            {
                byte[] versionBytes = BitConverter.GetBytes(this.version).LittleEndianToOrFromBitConverterEndianness();
                byte[] prevBlockIdBytes = this.prevBlockId;
                byte[] merkleRootBytes = this.merkleRoot;
                byte[] timestampBytes = BitConverter.GetBytes(this.timestamp).LittleEndianToOrFromBitConverterEndianness();
                byte[] packedTargetBytes = BitConverter.GetBytes(this.bits).LittleEndianToOrFromBitConverterEndianness();
                byte[] nonceBytes = BitConverter.GetBytes(this.nonce).LittleEndianToOrFromBitConverterEndianness();

                return ByteTwiddling.ConcatenateData(versionBytes, prevBlockIdBytes, merkleRootBytes, timestampBytes, packedTargetBytes, nonceBytes);
            }
        }

        public uint Version { get { return this.version; } }

        public FancyByteArray PrevBlockId { get { return this.prevBlockId; } }

        public FancyByteArray MerkleRoot { get { return this.merkleRoot; } }

        public uint Timestamp { get { return this.timestamp; } }

        public uint Bits { get { return this.bits; } }

        public uint Nonce { get { return this.nonce; } }

        public IBlock ToBlock(IHashAlgorithm transactionHashAlgorithm)
        {
            return new TypedBlock
            {
                DifficultyTarget = Extensions.TargetFromBits(this.Bits),
                Nonce = this.Nonce,
                PreviousBlockIdentifier = this.PrevBlockId,
                Timestamp = Instant.FromSecondsSinceUnixEpoch(this.Timestamp),
                TransactionIdentifiers = FancyByteArray.CreateFromBigIntegerWithDesiredLengthAndEndianness(this.MerkleRoot, 32, Endianness.LittleEndian).Value.AsSingleElementEnumerable().ToMerkleTree(transactionHashAlgorithm),
                Version = this.Version
            };
        }

        public override bool Equals(object obj)
        {
            if (ReferenceEquals(this, obj))
            {
                return true;
            }

            ProtocolBlock other = obj as ProtocolBlock;
            return other != null &&
                   this.HeaderData.SequenceEqual(other.HeaderData);
        }

        public override int GetHashCode()
        {
            return HashCodeBuilder.BeginHashCode()
                .MixHashCodeWithEnumerable(this.HeaderData);
        }
    }
}

redpajama_set_name: RedPajamaGithub


Matcon Limited, who specialize in providing solutions for handling and processing powders, granules, tablets and other materials in Intermediate Bulk Containers has chosen Dataflow (UK) Ltd as the supplier of its business finance system.
Over a period of 20 years Matcon had developed an extensive Job Costing system that was linked to their DOS based accounting system. When they decided they needed to move to a Windows based product, they found that it was not possible to purchase a system that would give them the functionality they required.
Many well known accounting software companies were invited to bid for the business, to provide an accounting system with a Job Costing solution matching the functionality of the existing system. Matcon went through a rigorous selection process and looked at Access, Exchequer, Dataflow, Sage, SAP, Deltek and Epicor, but chose Dataflow because of the power of its Customizer module, its Software Developer's toolkit, which allows dataflow to be adapted without altering the underlying source code.


My View- Both men exchange kicks, Lopez shoots for a take down, Bartolone sinks in a guillotine going with the take down. Lopez defends, pops his head out of the choke, Bartolone switches to an armbar and after a adjustment gets the tap.
RD 2- Taylor comes out with a stiff straight right hand. Curlee clinches with double underhooks. Taylor forces Curlee to the cage drops levels and scored the take down. Curlee throws up hois legs and is close to having a triangle choke. Curlee loses the triangle and Taylor postures up throwing punches, elbows, and knee before the ref saves Curlee.
My View: RD 1- Wirth is first to attack with the push kicks. Ojeda uses punches to get on the inside picks up slams Wirth who scrambles right back to his feet. Wirth clinches with Ojeda, transitions to the single leg scoring the take down. Ojeda gives up his back Wirth sinks in the RNC for the tap.
My View: RD 1- Silva goes inside outside with low leg kicks. Rodriguez baccks Silva up with 4 sets of 1-2 combs. Silva looks for the clinch can't complete the take-down. Rodrigez scores with an upper cut to Silva's jaw. Silva changes level and completes his 2nd take-down attempt. Rodrgiez fights his way back to his feet. Rodriguez lights up Silva with short straight persise punches to the jaw. Rodrigez is back Silva up as the round ends.
RD 2- Silva again starts off with the led kicks. Rodriguez back Silva up again with straight punches. Lightning quick Rodriguez lands a head kick knocking Silva out cold.
My View: RD 1- Clynes lands first with a left body kick Batts is movin in an out quickly. A short left from Clynes lands on Batts temple. Batts fires back. Clynes drops under scores a double leg take-down and advance to mount raining down leather till the ref steps in.
My View: RD 1- A Leepush kick puts Aldaco on his back, Aldaco is quickly back to his feet and applying pressure. Lee from the clich is landing left hooks. They reset. Lee misses a looping over hand right. Lee lands with a low kick and Aldaco answers with a left jab. Lee looks a bit winded after a pair of kicks to the body land. Aldaco ends the round with lee against the fence.
RD 2- Lee catches Aldaco with a jab after a missed elbow. Aldaco drops under a spining back fist attempt. Aldaco is not able to find the take -down. Aldaco pressure to the fence Lee tries to run and Aldraco with a school yard football tackle takes with down and transitions to the head and arm choke for the submission.
My View: RD 1-Montano pressures Acosta to the fence clinches and they battle along the cage. Montano from in close is working the knee strikes. Montano tries athrow from the clnch Acosta defends.Montano forces Acosta's head down ulls guard looking for the guillotine choke, but keeps rolling through to mount and after dropping some bombs transitions to the armbar for the tap.
My View: RD 1- Turjillo comes out with a low left kick nd eats a short right . Turjillo trips and they scrambleSmith landing a nice knee on the indside. Smith is trying for take-downs but Turjillo is showing off powerful hips in avioding. Turjillo is on top of Smith in side control. While trying to Pin Smith' arm between his own legsTurjillo lightened up chest presssure enough for smith to pop out the back door. Turjillo takes smith down from behind, smith sweeps and end the round in ount raining down punches.
RD 2- Both men exchange kicks. Smith Blitz' forwar dwith straight punches. Turjillo stings with a crisp straight punch,Smith drops to his knees and eats a few punches to the head before tapping out.


text:
Andinoacara pulcher és una espècie de peix de la família dels cíclids i de l'ordre dels perciformes.

Morfologia
Els mascles poden assolir els 16 cm de longitud total.

Distribució geogràfica
Es troba a Sud-amèrica: Veneçuela i l'Illa de Trinitat.

Referències

Bibliografia

 Eigenmann, C. H. i W. L. Bray: A revision of the American Cichlidae. Ann. N.Y. Acad. Sci. 7: 607-624. Any 1894.
 Gill, T. N. 1858. Synopsis of the fresh water fishes of the western portion of the island of Trinidad, W. I. Ann. Lyc. Nat. Hist. N. Y. v. 6 (núms. 10-13): 363-430.

 Kullander, S.O. 1986. Cichlid fishes of the Amazon River drainage of Peru. Swedish Museum of Natural History, Estocolm, Suècia, 431 pp.
 Kullander, S. O. i H. Nijssen: The cichlids of Surinam. E.J. Brill, Leiden and other cities, XXXIII+256 pp. Any 1989.
 Kullander, S.O., 2003. Cichlidae (Cichlids). p. 605-654. A R.E. Reis, S.O. Kullander i C.J. Ferraris, Jr. (editors) Checklist of the Freshwater Fishes of South and Central America. Porto Alegre: EDIPUCRS, Brasil.

 Römer U.: Cichliden Atlas, Bd. 1. Melle. 1311 p. Any 1998.
 Staeck, W. 2003. Cichliden-Lexikon, Tiel 3: Südamerikanische Zwergbuntbarsche. Dähne Verlag. Cichliden-Lexikon Tiel 3: 1-219.
 Stawikowski, R. i U. Werner, 1998. Die Buntbarsche Amerikas, Band 1. Verlag Eugen Ulmer, Stuttgart, Alemanya, 540 p.

pulcher

redpajama_set_name: RedPajamaWikipedia