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Devendra Banhart reveals new album details
NME Jun 29, 2007 4:34 pm BST
He'll tour North America this fall
Devendra Banhart has released details of his fifth studio album in as many years.
Posting on his MySpace page, Banhart revealed that he is currently mixing the as-yet-untitled follow-up to 2005's 'Cripple Crow'.
He wrote: "Dear Friends! It's a beautiful day in California, we began mixing the record today, let's see…it's about 16 songs, some very unexpected guests."
Banhart has not yet revealed who the guests are, but he disclosed the dates of an extensive North American tour set for late summer and early fall, which includes a stop at Seattle's Bumbershoot Festival on September 2.
The dates are:
Vancouver, BC Commodore Ballroom (September 1)
Seattle, WA Bumbershoot Festival (2)
Portland, OR Crystal Ballroom (4)
Santa Cruz, CA Rio Theater (6)
Berkeley, CA Campus Zellerbach Hall (7)
Denver, CO Ogden Theater – Native American benefit (10)
Omaha, NE Sokol Auditorium (12)
Lawrence, KS Liberty Hall Theater (13)
Minneapolis, MN First Avenue (15)
Milwaukee, WI Pabst Theater (16)
Chicago, IL Portage Theater (18)
Detroit, MI Majestic Theater (19)
Toronto Danforth Music Hall (21)
Montreal Theatre National (22)
Burlington, VT Davis Center Grand Ballroom (23)
Boston, MA Roxy Ballroom (25)
New York, NY Grand Ballroom (27)
Philadelphia , PA Theater of Living Arts (29)
Washington DC Sixth and I Historic Synagogue (October 1)
Nashville TN City Hall (4)
Dallas, TX Granada Theater (6)
Austin, TX La Zona Rosa (7)
Albuquerque, NM Sunshine Theater – Native American benefit (9)
Tucson, AZ Rialto Theater (10)
Phoenix, AZ Marquee Theater (12)
Los Angeles, CA Orpheum (13)

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How higher-education institutions can transform themselves using advanced analytics
August 2018 | Article
By Mark Krawitz, Jonathan Law, and Sacha Litman
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Article (PDF -958KB)
Many college and university leaders remain unsure of how to incorporate analytics into their operations. What really works?
Article (PDF-958KB)
Leaders in most higher-education institutions generally understand that using advanced analytics can significantly transform the way they work by enabling new ways to engage current and prospective students, increase student enrollment, improve student retention and completion rates, and even boost faculty productivity and research. However, many leaders of colleges and universities remain unsure of how to incorporate analytics into their operations and achieve intended outcomes and improvements. What really works? Is it a commitment to new talent, technologies, or operating models? Or all of the above?
To answer these questions, we interviewed more than a dozen senior leaders at colleges and universities known for their transformations through analytics. We also conducted in-depth, on-campus visits at the University of Maryland University College (UMUC), a public institution serving primarily working adults through distance learning, and Northeastern University, a private nonprofit institution in Boston, to understand how their transformations went.1 1.Our research base included presidents, vice presidents of enrollment management, chief data officers, provosts, and chief financial officers. In September 2017, we conducted on-campus visits to meet with leaders at several levels at both the University of Maryland University College (UMUC) and Northeastern University. We thank these leaders for generously agreeing to have their observations and experiences included in this article. We combined insights from these interviews and site visits with those gleaned from our work with more than 100 higher-education engagements across North America over the past five years, and we tapped McKinsey's wide-ranging expertise in analytics-enabled transformations in both the public and private sectors.
Our conversations and engagements revealed several potential pitfalls that organizations may face when building their analytics capabilities—as well as several practical steps education leaders can take to avoid these traps.
Understanding the challenges
Advanced analytics use cases
Northeastern used advanced analytics to help grow its U.S. News & World Report ranking among national universities from 115 in 2006 to 40 in 2017.
UMUC used advanced analytics to achieve a 20 percent increase in new student enrollment while spending 20 percent less on marketing.
Transformation through advanced analytics can be difficult for any organization; in higher education, the challenges are compounded by sector-specific factors related to governance and talent. Leaders in higher education cannot simply pay lip service to the power of analytics; they must first address some or all of the most common obstacles.
Being overly focused on external compliance. Many higher-education institutions' data analytics teams focus most of their efforts on generating reports to satisfy operational, regulatory, or statutory compliance. The primary goal of these teams is to churn out university statistics that accrediting bodies and other third parties can use to assess each institution's performance. Any requests outside the bounds of these activities are considered emergencies rather than standard, necessary assignments. Analytics teams in this scenario have very limited time to support strategic, data-driven decision making.
Isolating the analytics program in an existing department. In our experience, analytics teams in higher-education institutions usually report to the head of an existing function or department—typically the institutional research team or the enrollment-management group. As a result, the analytics function becomes associated with the agenda of that department rather than a central resource for all, with little to no contact with executive leadership. Under this common scenario, the impact of analytics remains limited, and analytics insights are not embedded into day-to-day decision making of the institution as a whole.
Failing to establish a culture of data sharing and hygiene. In many higher-education institutions, there is little incentive (and much reluctance) to share data. As a result, most higher-education institutions lack good data hygiene—that is, established rules for who can access various forms of data, as well as formal policies for how they can share those data across departments. For example, analytics groups in various university functions may use their own data sets to determine retention rates for different student segments—and when they get together, they often disagree on which set of numbers is right.
Compounding this challenge, many higher-education institutions struggle to link the myriad legacy data systems teams use in different functions or working groups. Even with the help of a software platform vendor, the lead time to install, train, and win buy-in for these technical changes can take time, perhaps two to three years, before institutions see tangible outcomes from their analytics programs. In the meantime, institutions struggle to instill a culture and processes built around the possibilities of data-driven decision making.
Lacking the appropriate talent. Budgets and other constraints can make it difficult for higher-education institutions to meet market rates for analytics talent. Colleges and universities could potentially benefit from sourcing analytics talent among their graduate students and faculty, but it can be a struggle to attract and retain them. Furthermore, to successfully pursue transformation through analytics, higher-education institutions need leaders who are fluent in not only management but also data analytics and can solve problems in both areas.
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Deploying best practices
These challenges can seem overwhelming, but transformation through analytics is possible when senior leaders in higher-education institutions endeavour to change both operations and mind-sets.
Leaders point to five action steps to foster success:
Articulate an analytics mandate that goes beyond compliance. Senior leaders in higher education must signal that analytics is a strategic priority. Indeed, to realize the potential of analytics, the function cannot be considered solely as a cost center for compliance. Instead, this team must be seen as a source of innovation and an economic engine for the institution. As such, leaders must articulate the team's broader mandate. According to the leaders we interviewed, the transformation narrative must focus on how analytics can help the institution facilitate the student journey from applicant to alumnus while providing unparalleled learning, research, and teaching opportunities, as well as foster a strong, financially sustainable institution.
Establish a central analytics team with direct reporting lines to executive leaders. To mitigate the downsides of analytics teams couched in existing departments or decentralized across several functions, higher-education leaders must explicitly allocate the requisite financial and human resources to establish a central department or function to oversee and manage the use of analytics across the institution. This team can be charged with managing a central, integrated platform for collecting, analyzing, and modeling data sets and producing insights quickly.
For example, UMUC has a designated "data czar" to help define standards for how information is captured, managed, shared, and stored online. When conflicts arise, the data czar weighs in and helps de-escalate problems. Having a central point of contact has improved the consistency and quality of the university's data: there is now a central source of truth, and all analysts have access to the data. Most important, the university now has a data evangelist who can help cultivate an insights-driven culture at the institution.
In another example, leaders at Northeastern created an analytics center of excellence structured as a "virtual" entity. The center is its own entity and is governed by a series of rotating chairs to ensure the analytics team is aware of and paying equal attention to priorities from across the university.
In addition to enjoying autonomous status outside a subfunction or single department, the analytics team should report to the most-senior leaders in the institution—in some cases, the provost. When given a more substantial opportunity to influence decisions, analytics leaders gain a greater understanding of the issues facing the university and how they affect the institution's overall strategy. Leaders can more easily identify the data sets that might provide relevant insights to university officials—not just in one area, but across the entire organization—and they can get a jump-start on identifying possible solutions.
Analysts at Northeastern, for instance, were able to quantify the impact of service-learning programs on student retention, graduation, and other factors, thereby providing support for key decisions about these programs.
Win analytics buy-in from the front line and create a culture of data-driven decision making. To overcome the cultural resistance to data sharing, the analytics team must take the lead on engendering meaningful communications about analytics across the institution. To this end, it helps to have members of the centralized analytics function interact formally and frequently with different departments across the university. A hub-and-spoke model can be particularly effective: analysts sit alongside staffers in the operating units to facilitate sharing and directly aid their decision making. These analysts can serve as translators, helping working groups understand how to apply analytics to tackle specific problems, while also taking advantage of data sets provided by other departments. The university leaders we spoke with noted that their analysts may rotate into different functional areas to learn more about the university's departments and to ensure that the department leaders have a link back to the analytics function.
How to improve student educational outcomes: New insights from data analytics
Of course, having standardized, unified systems for processing all university data can help enable robust analysis. However, universities seeking to create a culture of data-driven decision making need not wait two years until a new data platform is up and running. Instead, analysts can define use cases—that is, places where data already exist and where analysis can be conducted relatively quickly to yield meaningful insights. Teams can then share success stories and evangelize the impact of shared data analytics, thereby prompting others to take up their own analytics-driven initiatives.
The analysts from UMUC's decision-support unit sometimes push relevant data and analyses to the relevant departments to kick-start reflection and action, rather than waiting for the departments to request the information. However, the central unit avoids producing canned reports; analysts tend to be successful only when they engage departments in an honest and objective exploration of the data without preexisting biases.
Strengthen in-house analytical capabilities. The skills gap is an obvious impediment to colleges' and universities' attempts to transform operations through advanced analytics—thus, it is perfectly acceptable to contract out work in the short term. However, while supplementing a skills gap with external expertise may help accelerate transformations, it can never fully replace the need for in-house capacity; the effort to push change across the institution must be owned and led internally.
To do so, institutions will need to change their approaches to talent acquisition and development. They may need to look outside usual sources to find professionals who understand core analytics technologies (cloud computing, data science, machine learning, and statistics, for instance) as well as design thinking and operations. Institutions may also need to appeal to new hires with competitive financial compensation and by emphasizing the opportunity to work autonomously on intellectually challenging projects that will make an impact on generations of students and contribute to an overarching mission.
Do not let great be the enemy of good. It takes time to launch a successful analytics program. At the outset, institutions may lack certain types of data, and not every assessment will yield insightful results—but that is no reason to pull back on experimentation. Colleges and universities can instead deploy a test-and-learn approach: identify areas with clear problems and good data, conduct analyses, launch necessary changes, collect feedback, and iterate as needed. These cases can help demonstrate the impact of analytics to other parts of the organization and generate greater interest and buy-in.
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Realizing impact from analytics
It is easy to forget that analytics is a beginning, not an end. Analytics is a critical enabler to help colleges and universities solve tough problems—but leaders in higher-education institutions must devote just as much energy to acting on the insights from the data as they do on enabling analysis of the data. Implementation requires significant changes in culture, policy, and processes. When outcomes improve because a university successfully implemented change—even in a limited environment—the rest of the institution takes notice. This can strengthen the institutional will to push further and start tackling other areas of the organization that need improvement.
Some higher-education institutions have already overcome these implementation challenges and are realizing significant impact from their use of analytics. Northeastern University, for example, is using a predictive model to determine which applicants are most likely to be the best fit for the school if admitted. Its analytics team relies on a range of data to make forecasts, including students' high school backgrounds, previous postsecondary enrollments, campus visit activity, and email response rates. According to the analytics team, an examination of the open rate for emails was particularly insightful as it was more predictive of whether students actually enrolled at Northeastern than what the students said or whether they visited campus.
Meanwhile, the university also looked at National Student Clearinghouse data, which tracks where applicants land at the end of the enrollment process, and learned that the institutions it had considered core competitors were not. Instead, competition was coming from sources it had not even considered. It also learned that half of its enrollees were coming from schools that the institution's admissions office did not visit. The team's overall analysis prompted Northeastern to introduce a number of changes to appeal to those individuals most likely to enroll once admitted, including offering combined majors. The leadership team also shifted some spending from little-used programs to bolster programs and features that were more likely to attract targeted students. Due in part to these changes, Northeastern improved its U.S. News & World Report ranking among national universities from 115 in 2006 to 40 in 2017.
In another example, in 2013 UMUC was trying to pinpoint the source of a decline in enrollment. It was investing significant dollars in advertising and was generating a healthy number of leads—however, conversion rates were low. Data analysts at the institution assessed the university's returns on investment for various marketing efforts and discovered a bottleneck—UMUC's call centers were overused and underresourced. The university invested in new call-center capabilities and within a year realized a 20 percent increase in new student enrollment while spending 20 percent less on advertising.
The benefits we discussed barely scratch the surface; the next wave of advanced analytics will, among other things, enable bespoke, personalized student experiences, with teaching catered to students' individual learning styles and competency levels. To realize the great promise of analytics in the years to come, senior leaders must focus on more than just making incremental improvements in business processes or transactions. Our conversations with leaders in higher education point to the need for colleges and universities to establish a strong analytics function as well as a culture of data-driven decision making and a focus on delivering measurable outcomes. In doing so, institutions can create significant value for students—and sustainable operations for themselves.
Marc Krawitz is an associate partner in McKinsey's New Jersey office. Jonathan Law is a partner in the New York office and leads the Higher-Education Practice. Sacha Litman is an associate partner in the Washington, DC, office and leads public and social sector analytics.
The authors would like to thank business and technology leaders at the University of Maryland University College and Northeastern University for their contributions to this article.
Article - McKinsey Quarterly
Shaking up the leadership model in higher education
Three more reasons why US education is ready for investment
Boosting productivity in US higher education
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THE BRIDE / Lloyd Fonvielle 1984 Screenplay STING plays Frankenstein Horror Film
Script Dated: May 2, 1984. This is an original movie script used during the making of the 1985 Horror film titled, " The Bride". This script was used by Grahame Ménage, the scenic artist. However, there are no handwritten annotations inside.
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One day, Frankenstein introduces Eva to the high-society, telling her that she was an amnesic found in the woods and has become his protégée. Frankenstein becomes obsessed with Eva, while she and Viktor have a strange connection. What will happen to Eva? THE POSTER SHOWN IN THE LAST PICTURE ABOVE IS NOT INCLUDED, IT IS JUST BEING USED AS A VISUAL REFERENCE. Specializes in rare and collectible movie scripts.
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These two types of scripts are much less valuable and desirable. All of our scripts are Original.. An original movie script has a lot of character in the item itself and every one of them is different in some way or another.
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text:
package com.hazelcast.internal.monitor;

import com.hazelcast.collection.LocalQueueStats;
import com.hazelcast.executor.LocalExecutorStats;
import com.hazelcast.json.internal.JsonSerializable;
import com.hazelcast.internal.management.dto.ClientEndPointDTO;
import com.hazelcast.internal.management.dto.ClusterHotRestartStatusDTO;
import com.hazelcast.internal.management.dto.MXBeansDTO;
import com.hazelcast.map.LocalMapStats;
import com.hazelcast.multimap.LocalMultiMapStats;
import com.hazelcast.replicatedmap.LocalReplicatedMapStats;
import com.hazelcast.topic.LocalTopicStats;

import java.util.Collection;
import java.util.Map;
import java.util.UUID;

/**
 * Local statistics for a Hazelcast member.
 */
public interface MemberState extends JsonSerializable {

    String getAddress();

    /**
     * Returns the UUID of this member.
     *
     * @return the UUID of this member.
     */
    UUID getUuid();

    /**
     * Returns the local CP member's UUID if this Hazelcast
     * member is part of the CP subsystem, returns null otherwise.
     *
     * @return local CP member's UUID if available, null otherwise
     */
    UUID getCpMemberUuid();

    /**
     * Returns the name of a Hazelcast member.
     * @return the name of a Hazelcast member.
     */
    String getName();

    Map<String, Long> getRuntimeProps();

    LocalMapStats getLocalMapStats(String mapName);

    LocalMultiMapStats getLocalMultiMapStats(String mapName);

    LocalQueueStats getLocalQueueStats(String queueName);

    LocalTopicStats getLocalTopicStats(String topicName);

    LocalTopicStats getReliableLocalTopicStats(String reliableTopicName);

    LocalPNCounterStats getLocalPNCounterStats(String pnCounterName);

    LocalReplicatedMapStats getLocalReplicatedMapStats(String replicatedMapName);

    LocalExecutorStats getLocalExecutorStats(String executorName);

    LocalCacheStats getLocalCacheStats(String cacheName);

    LocalWanStats getLocalWanStats(String schemeName);

    LocalFlakeIdGeneratorStats getLocalFlakeIdGeneratorStats(String flakeIdName);

    Collection<ClientEndPointDTO> getClients();

    MXBeansDTO getMXBeans();

    LocalMemoryStats getLocalMemoryStats();

    /**
     * Returns the local operation statistics.
     *
     * @return LocalOperationStats statistics
     */
    LocalOperationStats getOperationStats();

    MemberPartitionState getMemberPartitionState();

    NodeState getNodeState();

    HotRestartState getHotRestartState();

    ClusterHotRestartStatusDTO getClusterHotRestartStatus();

    WanSyncState getWanSyncState();
}

redpajama_set_name: RedPajamaGithub


text:
Durante la colonización española de las Filipinas, varias rebeliones contra España fueron acometidas por varias razones. No obstante, se puede afirmar que todas estas rebeliones tuvieron como causa común, generalmente, las políticas represivas del gobierno colonial español contra los nativos filipinos.

Rebelión de Pampanga (1585)
La Rebelión de Pampanga, ocurrida en 1585, fue emprendida por los líderes del pueblo pampango, quienes reclamaban por los abusos cometidos en su contra de parte de los encomenderos españoles. La rebelión incluía una trama para asaltar Intramuros, pero no se llevó a cabo, porque una filipina casada con un soldado español reportó el plan a las autoridades españolas. Por sus acciones, los líderes de la rebelión fueron ejecutados.

Rebelión contra el Tributo (1589)
La Rebelión contra el Tributo ocurrió en las provincias actuales de Cagayán, Illocos Norte e Illocos Sur, en 1589. Los nativos, entre los cuales constaban los Illocanos y los Ibinag, se alzaron en armas contra los supuestos abusos cometidos por los recolectores de impuestos. El Gobernador General de las Filipinas, Santiago de Vera, envió tropas para pacificar a los rebeldes. Finalmente se les otorgó el perdón, junto con la reorganización del sistema de cobro de impuestos.

Rebelión de Sumuroy (1649-1650)
En el actual pueblo de Palapag, en las Bisayas Orientales, Juan Ponce Sumuroy, un waray, y algunos de sus seguidores se alzaron en armas el 1 de junio de 1649 contra el sistema de polo y servicio aplicado en Samar. El polo consistía en que los nativos entre 16 y 60 años de edad con capacidad de trabajar debían servir forzosamente 40 días en obras públicas, tales como la construcción de puentes, iglesias, o la construcción o reparación naval (galeón).

El gobierno de Manila declaró que todos los nativos sujetos al polo no debían ser enviados a territorios distantes de sus lugares de residencia para hacer su polo. Sin embargo, bajo las órdenes de varios alcaldes, a los habitantes de Samar se los envió a los astilleros de Cavite para hacer su polo, razón por la cual se desencadenó la rebelión.

El sacerdote parroquial de Palapag fue asesinado y la rebelión se expandió a Mindanao, Bícol y el resto de las Bisayas, en especial en lugares tales como Cebú, Masbate, Camiguin, Zamboanga, Albay, Camarines y partes del Norte de Mindanao, como Surigao. También se estableció un gobierno independiente en las montañas de Samar.

La derrota, captura y ejecución de Sumuroy en junio de 1650 puso fin a la rebelión.

Levantamiento de Tamblot (1621)

El levantamiento de Tamblot de 1621, fue una revuelta ocurrida en la isla Bohol y liderada por Tamblot, un babaylán (chamán o sacerdote tribal filipino). Fue básicamente un conflicto religioso. En effecto, los misioneros cristianos españoles llevaban décadas queriendo cristianizar a los filipinos nativos, que practicaban religiones antiguas como el culto anito. Tamblot exhortó al pueblo Malagabo a volver a la fe de sus antepasados y liberarse de la opresión española. La revuelta fue sofocada poco después.

Rebelión de Dagohoy (1744-1829)

En 1744, en la actual provincia de Bohol, se produjo una rebelión liderada por Francisco Dagohoy. Luego de un duelo en el que murió el hermano de Dagohoy, el sacerdote de la parroquia local se negó a darle cristiana sepultura, afirmando que el participar en duelos es pecado mortal. Esta negativa finalmente terminó en la rebelión más duradera en la historia de las Filipinas: 85 años. También terminó en el establecimiento de un gobierno bolohano independiente.

Veinte Gobernadores generales, desde Juan Arrechederra hasta Manuel Ricafort Palacín y Ararca, fracasaron en su intento de detener la rebelión. Al finliazar la rebelión, en 1829, se les otorgó el perdón a los 19 000 rebeldes y se les permitió vivir en villas bolohanas, que se convirtieron en las municipalidades actuales de Balilihan, Batuan, Bilar, Catigbian y Sevilla.

Rebelión Agraria (1745-1746)

La Rebelión Agraria abarcó los años 1745 y 1746, en gran parte de lo que en la actualidad es Calabarzón, y en Bulacán. Los hacendados locales se alzaron en armas contra la expropiación de sus tierras a manos de los frailes. Cuando estos últimos se negaron a devolver las tierras expropiadas, ocurrieron disturbios, que a la vez resultaron en el saqueo de conventos y el incendio intencional de ranchos e iglesias. El caso fue finalmente investigado por oficiales españoles e incluso fue atendido por la corte del rey Felipe IV, quien dictaminó la devolución de las tierras expropiadas. Sin embargo los frailes apelaron con éxito la sentencia y las tierras expropiadas no fueron devueltas.

Rebelión Silang (1762-1763)

Una de las rebeliones más famosas en la historia de las Filipinas fue la Rebelión Silang, de 1762 a 1763, dirigida por los esposos Diego y Gabriela Silang. A diferencia de las rebeliones anteriores, esta tuvo lugar durante la invasión británica de Manila.

El 14 de diciembre de 1762, Diego Silang declaró la independencia de Illocandia, llamando al nuevo estado "Illocos Libre" y proclamando a Vigan como su capital. Los británicos se enteraron de esta rebelión en Manila e incluso solicitaron la ayuda de Silang en su lucha contra los españoles.

Empero, Silang fue asesinado por Miguel Vicos el 28 de mayo de 1763, para obtener la recompensa. Murió en brazos de su esposa Gabriela, quien continuó su lucha, pero en última instancia fue vencida y ejecutada por las autoridades coloniales en Vigan, el 10 de septiembre de 1763.

Rebelión del Basi (1807)

La Rebelión Basi (también conocida como Rebelión Ambaristo), duró del 16 al 28 de septiembre, de 1807. Fue liderada por Pedro Ambaristo, en el actual pueblo de Piddig en Illocos Norte.

En 1786 el gobierno colonial español expropió la manufactura y venta del basi, prohibiendo de hecho la fabricación privada del vino, costumbre de los locales. Así, los illocanos se vieron obligados a comprar el basi en los almacenes del Gobierno. Sin embargo los illocanos, amantes del vino, se rebelaron en Piddig el 16 de septiembre de 1807. La rebelión se expandió a otras poblaciones y duró semanas, pero fue reprimida por las tropas el 28 de septiembre.

Rebelión de Pule (1840-1841)

La Rebelión de Pule ocurrió entre junio de 1840 y noviembre de 1841, y debe su nombre a su líder, Apolinario de la Cruz, también conocido como el "Hermano Pule".

De la Cruz inició su propia orden religiosa, la "Cofradía de San José" en Lucban, en la actual provincia de Quezón (entonces llamada Tayabas), Nueva Vizcaya, en junio de 1840. El Gobierno español prohibió la nueva orden, en especial por su desviación de las enseñanzas y rituales católicos ya que adaptaban los rituales y oraciones a las creencias locales filipinas. Pero para entonces miles de personas en Tayabas, Batangas, Laguna e inclusive Manila ya se habían unido a la nueva orden y De la Cruz se negaba a disolverla. En consecuencia, el Gobierno español envió tropas para clausurar la orden por la fuerza y De la Cruz y sus seguidores a tomar las armas para defenderla. La resistencia fue sangrienta en el último reducto de la orden, en el monte San Cristóbal, cerca del monte Banahaw en octubre de 1841. Finalmente Apolinario de la Cruz fue derrotado y ajusticiado el 4 de noviembre de 1841.

La rebelión tuvo consecuencias aun después de la muerte de De la Cruz ya que entre las tropas del regimiento de Tayabas había militares que tenían parientes miembros de la orden y que resultaron muertos durante la rebelión. El 20 de enero de 1843 parte de la tropa del regimiento se amotinó bajo las órdenes del sargento Irineo Samaniego capturando el Fuerte Santiago en Intramuros. Sin embargo, al siguiente día las puertas del Fuerte Santiago fueron abiertas por soldados leales, y tras una sangrienta batalla, los amotinados fueron derrotados, y Samaniego y 81 de sus seguidores fueron ejecutados el mismo día.

Revolución filipina (1896-1898)
La Revolución filipina fue un conflicto armado entre el gobierno colonial español y los insurrectos filipinos del Katipunan, fundado por Andrés Bonifacio, que, si bien terminó con el dominio español sobre el archipiélago, sirvió como inicio de la guerra filipino-estadounidense (1899-1902).

Referencias

Rebeliones
Historia de Filipinas

Historia colonial contemporánea de España

redpajama_set_name: RedPajamaWikipedia


text:
Doodhout is een term uit de oude (hout-)scheepsbouw, ook wel slemphout genoemd. Het doodhout is een verstevigingsstuk (knie) op de overgang tussen de kielbalk en de achter- of voorsteven. Op ijzeren schepen heeft slemp- of doodhout dezelfde betekenis gehouden, het Engelse woord 'deadwood' is waarschijnlijk een leenvertaling uit het Nederlands, zoals het geval is met zoveel verengelste termen uit de scheepsbouw.

Het woord 'doodhout' wordt meestal in de scheepsbouwbetekenis gebruikt, maar soms ook in bosbeheerbetekenis. Meestal wordt dan de term dood hout (los geschreven) gebruikt.

Scheepsbouw


text:
Q: Raster projection fails without error I have a raster in one coordinate system (SC State Plane NAD83 NSRS2007) and need to project it to another (SC State Plane NAD83 HARN). When I run Project Raster, it fails silently: the dialog box output says "Succeeded," but no output is produced. Also, clicking "Close" on the dialog box brings the tool dialog back up, as it would if a tool failed to complete.
Without an error message, I am struggling to understand what the cause of the problem is, and how to circumvent or resolve it.

A: As per this forum post, I would try:

*

*Checking your environment settings (extents, etc.)

*Checking that you have chosen the correct transformation in the project raster tool.

redpajama_set_name: RedPajamaStackExchange


text:
Firewatch Spoiler Thread | Henry Two Hats
By Mington, February 8, 2016 in Video Gaming
Urthman
Thumb Enthusiast
So, has anyone found a secret winter ending hinted at by the soundtrack?
SuperBiasedMan
Supernaturally Biased Man
Location: Baile Átha Cliath
About Ned's alarmed backpack. I had assumed that it was not at all intentional. It seemed like he hid his backpack somewhere out of the way, and had it alarmed so that if someone tried to take it he'd hear (the fact that he left the key hanging on the side seems a poor choice on his part). The alarm was trackable probably because Ned was repurposing other devices to make his equipment, so he didn't know about the tracker that would lead Henry right to it.
Sorry, I should be clear - I don't think that H&D are deliberately and purposefully evil, but their decisions went beyond thoughtlessness and well into the territory of selfishness, like Henry's decisions re Julia's job and her illness, them not wanting to report two potentially missing girls because they think it will be easier if they don't, Delilah's nonchalant attitude about Henry getting assaulted, their general lack of desire to report or confront anything that might be upsetting or unsettling, etc.
They don't seem to be cruel or evil people, but they appear to deliberately choose not to "do the right thing", at least according to my own morality, which is why I'm not surprised that there is no happy ending for them.
That makes total sense! I think I was partly just misled by the weird connection I made to the Last of Us.
I suspended my disbelief long enough such that the actual reveal of what Ned was up to out there made logical sense, but my main issue was that it didn't really impact me all that much. It sets up a Lost-style mystery, and in the end, it's not really that mysterious at all. It makes perfect sense, but it is a bit anticlimactic.
Part of my problem was that I didn't really connect with Brian. I was looking for something bigger than Brian, so I sort of glossed over the stories Delilah told, just taking them more as world-building than as a core plot point. So when I discovered his hideout, it was neat, and it made sense in the context of his character, but I just couldn't tell if I should be paying more attention to it or not. When I discovered his body, it didn't really affect me all that much. "Oh, I guess I was supposed to be paying more attention to this guy and not trying to invent wild theories in my head". I didn't get enough of a chance to connect with Ned to care about his motivations.
I think, ultimately, my biggest problem was that Delilah was fascinating to me, so I spent most of my time thinking about her character and sort of skipping over the other details. Cissy Jones' voice acting was top-shelf, and the chemistry between Henry and Delilah was magnificent. To me, most things happening in the game that weren't interactions between Henry and Delilah were just simply not as interesting as their conversations. I actively looked forward to every chance I had to radio her, because I wanted to hear the conversation.
I tried to rationalize it as the mystery being incidental to H&D's interactions, because that's what I was really interested in, but the mystery took centre stage. Something that ultimately ended up being not all that outlandish tried to compete with wonderful characters and dialogue.
I don't want to sound too harsh. I really enjoyed the game a lot. It's beautiful, it's well-written, clearly well-designed, and I found a lot to which I could relate in H&D. The ending was unsatisfying, but in the right way - it really parallels some of my own experiences, and while I wanted a happy ending for H&D, it's increasingly obvious as the game goes on that getting that will be difficult, if not impossible. H&D aren't good people, so they don't necessarily deserve a happy, or even satisfying ending, just because I, the player, really want one. Everything about the ending made perfect sense to me. I felt hollow afterward, but I imagine that's not dissimilar from how Henry would have felt.
Reading through this thread and others, it's amazing how much I missed.
This post sums up my feelings almost word for word, especially the second paragraph about Brian.
Mington
Location: Fareham UK
Whooooa, imagine seeing the cube on this bad boy
jccalhoun
I didn't see this posted elsewhere in the thread: Firewatch in 3rd person perspective is weird http://www.gamesradar.com/firewatch-third-person/
marblize
Just finished. Loved it.
The ending was fine! The conspiracy turning out to be a lone half sinister, half sad human worked for me.
And I don't see any other way it could've gone with Delilah.
Looking around her cabin was a joy.
The last picture on my camera was of Brian's corpse and climbing gear. That was a bummer of a credits-sequence opener, lol
Alec Meer at RPS has an interesting piece up about his reaction to Firewatch. In the comments he notes that he wrote this as quickly as possible after finishing it to tap into the emotions it brought out in him, but with some recollection, some of his views have changed. I hope he writes another piece about it.
I think it's interesting that the immediate reaction he has about making Henry a "good man" are wrapped mostly around not stepping out, emotionally or physically, even as Henry has literally stepped out of her life and failed to step up again and again. There's something so....male about that thought process.
That was really interesting but he seemed to totally just see Henry's wife as a lingering obligation that was not part of his primary story at all. What a weird read on the game.
Reading the RPS article made me think: What would Firewatch be without Delilah? How would the game work if it was more sandbox-style where you wandered around without the external directions of Delilah? Technically, I think it would be hard to pull off as it would be hard to make sure the player saw things like the fireworks going off in the distance but if that could be handled I wonder if the rest of the game would have the same impact?
Personally, I was too suspicious of a twist regarding Delilah's role to allow myself to have any trust in her. Therefore, when she was crushed finding out about the kid, I didn't really feel for her. So I wonder how I would have felt if I was just piecing this all together on my own?
osmosisch
Quit gettin' mad
Location: Onnen
I strongly relate to Alec's experience. Lovely piece. I quite like the parallel of Henry's escape with the common idea of games as escapism.
I loved the first and last thirds of this game, but they are missing a middle piece and the middle piece of this game is Not It.
Mostly I have problems with Ned viz. the fact that he doesn't need to exist and that everything his does is contrived to make the game be a game. He distracts from the core of the story (the relationship between Henry and Delilah) with his incredibly convoluted plans to drive a wedge between H and D (why?) by faking a government conspiracy that's following the conversations of two random emotional wrecks (like, what?) so as to keep people away from the body of his son (which is 100% safe behind a locked door to which he has the only keys). His activities build tension but the payoff for it is nonexistent, and it sucks air and momentum from the emotional beats you're actually here for. I understand that the game needs a source of conflict between H and D, and it's through that that their relationship develops and ultimately fails as both of their statuses as actual human trainwrecks is revealed, but misleading the player into thinking the game is a different game than it is feels cheap.
That said I love the relationship between H and D, and especially (as a citizen of the internet since a very young and hormonal age) the parallels with online crushes/relationships, which follow many of the same beats. Growing up in the MSN era of the internet and not being the most social teenager, I had my share of online crushes, and the pattern - intense attachment formed from mutual loneliness and the kind of chemistry you can only muster by being able to project your Best Self from a position of complete emotional safety - is 100% spot on here, even down to the slowly-emerging cracks in the facade. Delilah begins the game as this charismatic, endlessly entertaining presence - like Ned says, she's a record you don't gotta flip - and she's always at your disposal, which is a key part of the lonely mutual crush. Like an internet crush, though, the flaws dawn eventually, and it becomes clear that a) you're two human beings with problems that neither of you is equipped to deal with and the relationship you had is as ephemeral as the method of communication you're using. It was mostly well done, but the Ned fuckery puts it on the backburner for about an hour with no real payoff. It stops being the focus for roughly 1/3 of the game, which is baffling to me.
The game does a really great job at representing that through gameplay, and (as someone who hikes) I really enjoyed the act of actually playing the game. Yeah, sure, you're just walking. But that's what hiking is - walking, and beauty, and solitude, and I think CS absolutely nailed it. The game is beautiful in the way that nature can be, and that's pretty high praise. Virtual hiking and the excitement of a beginning relationship fading into bittersweetness was absolutely the experience I'm taking away from this. It's just such a shame that a 3-hour game wastes so much time on a cheap bit of far-fetched misdirection.
Great write up on the relationship by Holly Green.
PileOfMeatballs
I originally sent this in to reader mail at Idle weekend but Danielle and Rob didn't read it on air. Not a surprise given how much eMail they probably get. But I am curious what people think about it so I'm posting it here.
I generally avoid first person perspective games because they make me motion sick. Despite this, Firewatch has been on my wishlist since the game was announced. I appreciate a well told story and the folks at Campo Santo that I'm familiar with (Sean, Jake and Chris) always have interesting perspectives on games. So I was excited to see what they produced. Firewatch was a very enjoyable experience for me, even though it did result in a nasty bout of nausea.
Wanting to show my support for the product, I logged onto Steam, gave Firewatch a thumbs up and wrote a review.
Unfortunately, the next time I checked my Steam recommendations que, it was populated almost entirely with first person games. The months I'd spent training the Steam discoverability robot appears to be completely undone by 1 positive review.
Do you think the increasing popularity of algorithmically driven marketing can discourage people from rating or reviewing products that might be outside their wheelhouse for fear of skewing the recommendations they get?
Also, are there any game mechanics that you have a physical reaction to so strong that you can't enjoy the game? First person seems to be the engine of choice among indies these days and I miss out on some tonally interesting stuff because they make me physically ill.
juv3nal
Lvl 99 Thumb Elemental
I think the Ned situation is not as extraneous as some have made it out to be. Thematically it's of a piece with what is going on with H&D; broadly speaking all three are in a situation of "did some some bad shit/had some bad shit happen->go hide in the woods to avoid dealing with it" so H&D finding out about Ned is basically reinforcing the idea that that stuff is going to catch up with you eventually. In the metaphorical sense, of course, that's because there's no escaping the inside of your own head rather than a third party somehow stumbling across your seekrits, but still I think it sort of holds up in a gestalt thematic sense.
I mean part of what is unhelpful about running away to the woods is that you're still the same person that made bad choices and (possibly) by yourself you're unable to come to the realizations necessary to make better ones in the future, but (again, possibly) seeing a similar situation played out externally might be the catalyst to some sort of change?
Jutranjo
Zombie Thumb
You've probably already tried this but have have you switched mouse acceleration in windows off yet? Or tried out different Field of View settings in games where that's supported?
thespyisaspy
I was delighted to see that one of my favorite youtubers posted a video about Firewatch yesterday!
Digging this thread up way afterwards because I wanted my wife to play first so I didn't spoil anything for her. I was pretty thorough and got almost all of the main-story related conversations and discoveries, which paint a mostly clear picture of events, minus the one alarmed backpack that everyone's kinda curious about. Unfortunately, when I found the raccoon in the stove D was drunk and not talking to me, so I missed that story about the burned out watch station. Anyone know of a place I can call it up on Youtube?
Anyway, i was very happy with the ending, really liked how it all ended up being (mostly) normal instead of veering into X-Files territory. I would say I liked it more than Gone Home, as I generally like to be handed characters to play as by game designers, rather than the blank slate that others on the thread seem to enjoy.
Edit: Nevermind, found it.
Caspar Neickel
I loved this game.
I was, however, surprised by the introduction of game mechanics at the beginning of the game in ways that are not consistent with the rest of the experience.
For example, in the opening section of the game, when the game is switching back and forth between the story of your marriage and the actual first-person experience of traveling to the park, you pick up your backpack using a prompt . . . and then never repeat that action again in the game. Instead, you always pick up the backpack automatically when you choose to open the door of your tower. I suppose the intention was to introduce the notion that you can interact with objects. But why use an object that you see for the rest of the game but never interact with again? That produced a strange dissonance for me.
Likewise, you are prompted to put the backpack into the back of the truck, but when you get out of the truck, you don't have to use prompts to get it out - in fact the backpack is gone. This was so strange that it made me wonder if Campo Santo was deliberately telling the player that control will sometimes be taken away?
I'd love to hear your thoughts, Thumbs.
mikemariano
These are similar to jump cuts and are speaking film language pretty well, so I bought them. They also prepared me for the abrupt beginnings and endings of the "Days" for the remainder of the game.
But that's a good point that it's kinda weird to use the otherwise non-interactive backpack as the introduction to interaction.
Professor Video Games
Active Thumb
You can pick up the backpack on your own before leaving for the day. I'd guess they just wanted to avoid a "get your backpack, dummy" prompt when you try to leave, so Henry will just pick it up independently on your way out. Makes things a bit more seamless.
I want to mention the best Firewatch secret, which is that the PS4 theme is fucking slick. It looks really good (of course), changes with the time of day, and has top tier Remo guitar strumming. Right up there with Corn Love Forever imo.
feelthedarkness
Thumb Observer
Finally finished it. Lovely game.
Loved the kind of down ending. That's life. No clean resolutions. Half baked decisions lead to transient relationships, always wondering what the other person thought. With the comparison to Gone Home I appreciated the "they're not fine, but they'll be ok" ending.
First the complaint: Man, I wish any game with exploration options that would force me into level exit would like put a Y/N over that choice. It also makes me feel weird when I've sussed out that exit button by how strenuously I avoid the most important thing. Towards the end I stumbled into the Elk, and Henry says some like "they were tracking animals like they said." I definitely caught a "they said" and thought I got off the crit path so reloaded and then later I railroaded myself into missing that part. Also, I think because it was during the evac stage I picked up the tape, radio'd D, but I didn't get an option to play it.
I see Ned described with "PTSD" which I don't think is accurate, and sort of like putting it in a box in a way that does everyone a disservice. I think there could be a few things going on. First, people become really devoted to "doing the thing they're doing" and not rocking their own shaky boat. Making bad decision to keep themselves on whatever path they have accepted as theirs. It's why Deliah messes up so much, lying to avoid scrutiny, which could expose her drinking etc. I also think about Christopher Knight, who lived in the Maine woods for 27 years stealing shitty paperbacks and food from campers. I assume Ned's line about running out of books as a reference to that?
Second, while I think the game avoids too much meta-game stuff, I see some meta-ness in "Ned's Conspiracy", who is "doing things because he can do them." Some of his actions practically read like another adventure game player checking the interactions. Take everything. Smash the glass. Steal their notes, observe their thoughts, rewire their lives.
I read this whole thread and everybody is ignoring the elephant in the room:
Why give the player a choice in responses if all responses lead to the same ending?
Seriously, why are response choices given in this game if they lead to the identical outcome.
Literally all that time spent racking your brain as to which response you should give, is meaningless in Firewatch, as they all lead to -exactly- the same ending.
A game that gives choices in response alludes to showing you where YOUR specific voyage of self discovery will lead. Firewatch doesn't do this, whether through budget considerations or otherwise, it feels like a cheat.
For me it was a meaningless waste of time because of this
I couldn't delete it off my HD fast enough after completing it. I can't imagine anyone playing it more than once. Searching for a deeper meaning I believe stems from the time and emotional investment spent with the game rather than any equally deep intrinsic quality.
Searching for a deeper meaning I believe stems from the time and emotional investment spent with the game
I don't think anyone talked about that because it's what we expected?
Speaking for myself at least, the Thumbs have talked before about not being as concerned with branching paths in narrative because they're more interested in conversation choices shaping how you respond to things rather than how the game responds to you. There's obviously ways the game changes with little details and conversations but really it's more about building up who Henry is than it is about deciding what happens to him.
SecretAsianMan
Thumbs Candyman
Firewatch isn't about the ending, it's about the path you took to get there. If you look back at this thread, you'll see that people see Henry and Delilah differently because of the interactions they had along the way. This colors their perception of the ending and what meaning they derive from it. I played the game a couple of times in different ways. In my first playthrough my Henry was devoted to Julia. In another he was resentful of his situation. Even though both encountered the same events, they were different people in my mind and had different stories. That is meaningful to me.
In short, it's the journey not the destination.


Contributed This zip-wire tour aims to educate visitors on the disappearing birds of New Zealand.
Up 120 feet in the forest canopy last week, I launched off a platform surrounding a towering 1,000-year-old kauri tree in Dansey Forest, Roturua, New Zealand. Holding onto my harness straps, I pushed off with my feet, surrendered my weight to the zipline, and went flying 720 feet through the treetops. About halfway through the flight, I let go of the harness, leaned back and spread out my arms. Exhilarating!
I had a little help of course. I was part of a group of 10 zipliners led by guides Scott and Kathy, locals employed by nonprofit Rotorua Canopy Tours.
During our three-hour adventure, we whizzed over .75 miles of ziplines, traversed three swinging bridges, and hung out on five tree platforms, all the while learning about the plight of New Zealand's native birds and the group's ongoing efforts to help them survive. By the time the tour ended, I was glad to know that a portion of my ticket price would be invested in supporting these efforts.
Kathy explained that 51 bird species endemic to New Zealand including the moa and other flightless birds are now extinct, while many other species are in decline. Because New Zealand birds evolved in isolation when there were no existing land mammals to prey on them, they never developed natural defenses needed to fend off introduced mammals.
While humans hunted the moa and other large birds, the nail in the coffin for many extinct bird species was the introduction of exotic mammals such as the possum, rat and stoat (a type of weasel). Fur traders introduced the possum because of its value in pelts, the rat came into New Zealand as a stowaway on ships, and the stoat was introduced in hopes that it would prey on rabbits, which were themselves introduced earlier with prolifically tragic results.
Some of the favorite foods of the possum are the new growth on New Zealand's native trees and the eggs of its native birds. There are now some 30 million possums in New Zealand, so their impact is astounding.
The rat also likes to eat native birds, as well as the seeds and fruits of the native trees, inhibiting their ability to propagate. Perhaps worst of all is the stoat; once introduced to New Zealand, the stoat lost its taste for rabbits and instead took to preying on native birds, especially the kiwi, New Zealand's national icon.
As all of these exotic mammals were being introduced, New Zealand's native forests were being decimated by logging and slowly replaced with introduced tree species like Monterey pine, which is now the country's leading commercial timber tree. As native forests were replaced with exotic tree plantations or converted to farmland, the habitat of New Zealand's native birds took a huge hit.
What could be done to turn this around? The founders of Rotorua Canopy Tours, James Fitzgerald and Andrew Blackford, decided to create a successful eco-tourism business to support the active trapping and killing of possums, rats and stoats on this 1,235 acre Dansey Forest to bring back native bird populations. The group joined into a partnership with the New Zealand Department of Conservation, which owns the land.
Their efforts have paid off. After testing different kinds of traps, the company now has installed more than 1,000 instant kill and humane traps in the forest. To date, 10 percent of the Dansey Forest is free from these exotic predators. Zipliners can now hear the birdsongs of the native North Island robin, the tomtit, tui, and the kaka, which are returning to the forest.
Betsy Herbert is a freelance writer who is on a year-long journey around the world. You can read her travel blog and environmental articles on her website, www.betsyherbert.com.
Boniface Faustine, now leading tours in Tanzania for Overseas Adventure Travel, previously worked as a park ranger in the Serengeti National Park.
I'm sitting on my mosquito-netted bed in a thatch-roofed hut at the Moivaro Lodge on the outskirts of Arusha, Tanzania, typing on my laptop. In a few hours, our tour guides will take 13 of us to the Kilimanjaro airport. We've just spent the last two weeks on a thrilling photo safari in the Serengeti and Tarangire national parks and the Ngorongoro National Conservation Area in this east African country where big game poaching, especially of elephants and black rhinos, is part of a regional environmental crisis.
Boniface Faustine was the lead guide for our tour, which was organized by the American company, Overseas Adventure Travel (www.oattravel.com). Faustine worked as a ranger in Serengeti National Park for three years before deciding to make a career change. He says that long periods away from his family and very real threats to the lives of park rangers drove his decision.
A bronze plaque at the rim of Ngorongoro Conservation Area serves as a memorial to six park rangers killed by poachers and bandits.
Faustine's passion for protecting Tanzania's wildlife commands attention to his well-prepared lectures about local species including the "The Big Five" — elephants, lions, rhinos, cape buffalo and leopards — some of the most sought after subjects for photographers.
Faustine emphasizes that revenue from tourism and photo safaris in the parks contributes significantly to government projects that stem poaching by catching and prosecuting the offenders.
Poachers, who are funded by international buyers of ivory and rhino horns, are heavily armed, technologically savvy, and may use helicopters to search out and kill their endangered prey. Their modus operandi is to cut out the tusks and horns, leaving the carcasses.
Poachers also attempt to eavesdrop on park ranger communications to locate targets.
To learn about efforts to conserve and protect the black rhino, we visited the Michael Grzimek Memorial Rhino Post in Serengeti National Park. In 1997, after poachers had killed all black rhinos in the park, the Rhino Post — with government authorization — captured two black rhinos in South Africa and airlifted them in crates to the Serengeti and Ngorogorango parks in Tanzania. The crate used to transport the rhinos is on display at the post.
As a result of this and other conservation projects, the black rhino is again breeding naturally in these parks, though rangers will not release actual population numbers or locations, so that poachers can't retrieve that information.
While dismayed by the continuing problem of big game poaching, our group was somewhat relieved to know that photo safaris such as ours help to combat the problem.
No doubt, some impacts to wildlife are inherent in such tourism. From what I saw, though, these magnificent animals, especially the big cats, seemed to ignore us and our safari vehicles, which are strictly confined to park roads. They continued to hunt and be hunted, graze, bathe, nuzzle each other and loll about.
Elephants cross the roads in Serengeti National Park whenever they please, ignoring or at times insisting that photo safari vehicles get out of the way. They never get an argument!
The tour was a photographer's dream. We observed all of the Big Five in their native habitats, including three rhinos, hundreds of elephants and cape buffalo and entire prides of lions. Giraffes, gazelles, zebras, hippos and wildebeests were too numerous to count. One of my favorite snaps was of a hyena pup, just a few weeks old, who curiously came right up to our open-topped vehicle to sniff us out.
We also filmed two lionesses as they began to devour their fresh zebra kill. As vultures descended, the lionesses dragged the carcass across the road to the shade of an acacia tree.
I came away from this tour with an enhanced appreciation of all wildlife in this region, as well as a great respect for the rangers and conservationists who put their lives at risk to protect them.
The famous Plitvice National Park draws more than a million visitors a year.
Starting in the capital city of Zagreb, our group, led by two Croatian guides, would travel by van roughly north to south, stopping to experience the country's vastly different landscapes. We would hike through alpine meadows of the Velebit Mountains, cycle through valleys graced with small towns and vineyards, kayak on crystalline rivers, and sail to some of the 1,200 islands along the coast of the Adriatic Sea.
Before we left Zagreb, a scientist named Mate Zec briefed us about the natural areas we were about to see. Zec is employed by Association Biom, a nonprofit based in Zagreb and affiliated with Birdlife International, a nonprofit that manages 6,000 natural areas in 47 countries.
Croatia is about the size of West Virginia. Some 25 percent of its land is arable farmland and about 40 percent is forested. Fifty percent of Croatia's landmass is limestone karst. Riddled with caves and underground cavities, limestone karst stores and exudes enormous amounts of water in the form of abundant rivers and waterfalls. Croatia's coastal areas have a Mediterranean climate with mild winters and hot and dry summers, while its mountains, the Dinaric Alps, have cold winters and hot summers.
Karstic limestone in the Velebit Mountains show signs of long-ago erosion.
These different climates and landscapes have produced remarkable biodiversity in Croatia. The network of subterranean limestone caves host species of plants and animals that are found nowhere else in the world. Croatia's forests and grasslands are home to many different species including brown bears, wolves and lynxes. But many of these species, especially the native lynx, are threatened.
According to Association Biom, 8.5 percent of Croatia's land is designated as some type of protected area. There are both national parks and regional "nature parks," which are managed differently. Admission tickets to the more popular parks provide an important source of income for park management. The famous Plitvice National Park, for example, draws more than a million visitors a year.
Tourism accounts for about 15 percent of Croatia's GDP. Croatia's population of 4.5 million has an average per capita income of $17,800. So, income from tourism is especially important.
But tourism can also create problems for natural areas. For example, Zec explains that a few "rich parks" with high numbers of tourists have no daily limits to the number of visitors. Later, when our group visited Plitvice National Park, we found that even prior to peak season, we had to move single-file along the trails, reminiscent of U.S. national parks like Yosemite at peak season.
Zec said that park management varies greatly throughout Croatia due to political influence. The result is that parks throughout the country have different levels of habitat protection, policies and investments in research.
Land-protection policies may be changing in Croatia, though, since Croatia joined the European Union (EU) in 2013. That's because the EU has relatively high standards for protection of natural areas and endangered species that member countries must address.
Zec identified some threats to Croatia's biodiversity on land outside of protected areas. These include increased development along the coast for tourism and increased construction of wind and hydro-power plants. While alternative energy projects help combat climate change, wind farms can spell death for migratory birds and dams can impact freshwater ecosystems.
Learning about Croatia's natural areas enhanced our ensuing adventure. As we kayaked the wild rivers of Croatia and sailed the turquoise Adriatic Sea, we were newly inspired to help protect these natural gifts.
Betsy Herbert is a freelance writer who serves on the boards of Sempervirens Fund and the Santa Cruz Mountains Bioregional Council. She is on an around-the-world adventure, during which she will be filing monthly reports on environmental and sustainability issues she encounters. Contact her through her website, www.betsyherbert.com.
The 1,665-acre Pt. Arena-Stornetta public lands on the Mendocino County coast has become the first portion of the California Coastal National Monument to offer public access.
Santa Clara, San Mateo and Santa Cruz Counties' redwood forests, known as the Southern Subdistrict, are highly valued for their timber, wildlife habitat and carbon sequestration -- but also as places for people to live and enjoy the outdoors. Many mountain communities and the entire county of Santa Cruz also depend upon forested watersheds for their drinking water.
But a bill in the California Legislature would remove critical protections that counties in this region have relied on for decades.
What recreational activities would you like to see at the 335-acre Loch Lomond Recreation Area in the Santa Cruz Mountains? The City of Santa Cruz Water Department, which manages the area, is seeking public input at a Community Meeting on May 30. "We are seeking different viewpoints about recreation use at Loch Lomond from the whole community," said Lydia Tolles, a water department management analyst.


Simply defined, verisimilitude means "the appearance of being true or real" to the recipient. And, for advertisers, anything short of that is just a big heaping bowl of wrong.
One of the main reasons that writing highly effective advertising content to attract potential new customers down the road is challenging is because, quite frankly, it's difficult to "sell the future." If you're trying to persuade people to buy into a stake in the future or into something they will use in the future – such as your vended laundry business – it is necessary to understand how your message makes them feel today, because what people are good at is now… right now!
Therefore, it's critically important that your advertising absolutely reflects the accurate quality of your laundromat. No doubt, you have heard the phrase "truth in advertising." Unfortunately, most ads (in and out of the laundry industry) simply don't live up to that standard.
My observation is that too many advertisements for consumer generic products (including self-service laundries) are guilty of some puffery or deception. In other words, the claims made in the ads are not completely true, yet not completely false. The ad writer is sometimes guilty of leaving out certain facts, and sometimes guilty of what is actually included. It's the age-old "sins of commission" and "sins of omission" issue.
On occasion, I'll run across some clever ads that use a combination of humor and negative copy that work well and actually avoid the verisimilitude issue completely. For example, there is a restaurant near my house that displays on its exterior sign: "Warm Beer and Bad Pizza." Of course, the parking lot is always full.
A clever ad that I've noticed on the marquis of one of those quick oil-change businesses stated: "Too Fast for a Waiting Room." And they change a lot of oil.
Another eye-catching ad I've seen – on a billboard promoting a local barber shop – touted: "We're Looking for Hairy Guys." How cool is that?
Unfortunately, the two most common words uttered by ad recipients these days are, "Yeah, sure." We have become a quite cynical and disbelieving society when it comes to trusting advertisements.
One reasons for this has to do with businesses using famous spokespeople who are not believable when they say they actually use the product they're promoting. The common belief is they simply get paid big bucks to say that they do.
Another reason is the FTAE ("fast talk at the end" ) approach, where the voiceover announcer rapidly spews out numerous product or service disclaimers at the end of the ad, leaving listeners to wonder what they're hiding or, more likely, what they're even saying.
Dishonesty in advertising has time and time again – aside from the moral issue – proven to be very unprofitable. The goal of advertising is believability, and nothing is more believable than the actual product itself.
The recent Volkswagen emissions fiasco is proof positive of what can occur when a product is misrepresented. However, there are other examples you can learn from.
For instance, in 2009, an Olay ad for its Definity Eye Cream showed former model Twiggy looking wrinkle-free and much younger than her years. As it turned out, the photos in those ads had been retouched. The company was financially penalized and lost customers.
A few years ago, Wrigley's Eclipse gum claimed in an advertising campaign that its new ingredient – magnolia bark extract – had germ-killing properties. It didn't. Consumers sued Wrigley, and the company eventually agreed to pay approximately $7 million dollars, which was distributed to consumers who has purchased the product.
These are just a few of the more well-known examples. Of course, there are several more. In the case of small businesses, such as vended laundries, the typical damages are loss of customers and loss of reputation, which translates to loss of revenue.
First and foremost, be sure that your advertising claims are factually correct.
If your advertising features someone's photo or endorsement of your business, get their permission in writing to display it.
Treat competitors fairly. Don't knock other vended laundries or their services by passing along false or misleading information about them.
Watch out for the word "free." If you advertise that goods or services are "free" or "without charge," be absolutely sure that there are no unstated terms or conditions that will qualify these offers. If there are any limits, state them clearly and conspicuously in your ads.
Lastly, be careful when you describe sales and savings. The most common pitfall is making doctored price comparisons with other laundries or with your own "regular" pricing.
Advertising is your only link to current and prospective customers – and, if used properly, it can be a great tool to increase both.
It can work for you, or it can do the opposite – if customers respond to your ads and find that your laundromat is far less than the way you've portrayed it in your promotional campaign.
When people respond to your advertisements and visit your laundry, they better not be disappointed. After all, they may not remember your ad word for word, but they will always remember what they felt when they arrived at your store for the first time.


Mom's Gone Bronson!: Cookwell & Company Cooking Sauces, Dips and Marinades - Review AND Giveaway! Ends Oct 14th, 13!
Cookwell & Company Cooking Sauces, Dips and Marinades - Review AND Giveaway! Ends Oct 14th, 13!
In last weeks package I received a jar of Hatch Verde Tortilla Soup, Red Pepper and Tomato Soup, Queso Con Salsa Escabeche, Bananas Foster Sauce, Texas 2-step Chili Sauce and a 2-step Cacciatore Sauce!
If you would like to check out these items on Cookwell & Company's website, you can find them HERE! With prices in the $5.99 to $7.99 range per jar, you are going to adore these products and you are going to love what you make with them even more! Top notch! Very, very happy!!
I will have to show these to my husband - he's the cook in our family, lol.. he loves trying new sauces/marinades and such!


Foam filled to support firmly at 15 degrees. Made of easy to clean, durable vinyl in the USA and CPSIA compliant for lead and phthalates. This is an oversized and requires additional shipping.
Dimensions: 12" x 36" x 42"


text:
Mapping Social Needs on an Evidence Map
Data specialists at IDSC are collaborating with national consulting firm MDB, Inc. in designing and developing an interactive evidence map displaying the impact of social needs interventions on health outcomes. "Our multidisciplinary UM team will effectively translate scientific findings and data into a visual evidence map to help physicians, researchers, and health insurance systems see patterns that otherwise would not be evident," said Alberto Cairo, PhD, IDSC Visualization, Data Communication & Information Design Director.
Michael D. Baker, founder of MDB, Inc., leads the collaborative team in the project: "Social Needs Interventions and Health Outcomes: An Evidence Map" for the Patient-Centered Outcomes Research Institute (PCORI). A Washington DC nonprofit launched in 2010, PCORI funds studies that can help patients and those who care for them make better-informed healthcare choices. "Data visualization in this evidence map will empower communities, health systems, purchasers, payers, and other stakeholders by depicting which interventions work for various populations, opening the door to improved health outcomes," said Baker, whose firm works with the U.S. Department of Health and Human Services (HHS) and other Federal agencies.
Last fall, Baker reached out to UM's professionals at IDSC and the School of Communication to prepare a proposal for the leading-edge national project, and he received approval in May. "PCORI will provide the research data on social needs interventions, and we will bring that information to life," said Baker. "Our team blends UM faculty, graphic designers, web developers, and user experience experts to deliver a clear and user-friendly interactive evidence map to PCORI."
Baker said a group of researchers will conduct a thorough search of the literature on social needs interventions and will prepare their findings for visualization. Then, Dr. Cairo will guide the design, development, and testing of the interactive evidence map, which will consist of several data visualizations. "This involves visually mapping quantities using properties such as height, length, position, and color to bring out patterns and relationships within the data," said Dr. Cairo. "Effective design visualization reflects both the purpose of the tool and its users, and the graphic elements need to convey the information in an accurate, understandable manner."
Other UM professionals include Christopher Mader, Director of IDSC's Software Engineering team, who will assist with the design, development, and programming of the evidence map. Lenny Martinez, a designer and engineer at the School of Communication, will be the main developer, and Barbara Millet, PhD, Director of the UM User Experience (UX) Lab and Assistant Professor of Interactive Media at the School of Communication, will guide the user testing.
"The goal of an evidence map is to facilitate evidence-informed decision making for clinicians and their patients," said Baker. "We are confident this important initiative will achieve that goal."
Story by Richard Westlund
Blockchain Project to Detect and Track Fake News
Predicting the Impact of Future Oil-Spill Closures on Fishery-Dependent Communities—A Spatially Explicit Approach
Alberto Cairo Barbara Millet Chris Mader Evidence Map Health Outcomes HHS Lenny Martinez MDB PCORI Social Needs Interventions


This Bibliography concerns the world-wide literature on the field of the Artist's Book and does not include Artists' Books themselves.
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September 2, 2012 by Joe Taylor Jr.
There's a school of thought that believes you should pay about $14 to add 5,000 new Twitter followers to your account, so that your prospects and clients will think you're more important and influential. Some folks believe you "need this" to have enough social media amplification to get started online. Ever since the mainstream news media started poking into the number of fake followers on Mitt Romney's Twitter account, social media marketing directors have started to scrutinize the tactic's legitimacy.
Austin Considine from The New York Times investigated one example, a stand-up comedian who spiked his Twitter follower count because that's something that some talent bookers apparently look at these days. It's a cynical move, assuming that those booking agents won't bother to look deeper into your followers list, where they'll see nothing but a bunch of eggs. And if they do find all of your eggs in that basket? You can kiss a good customer experience goodbye.
When Warren Johnson started studying real influence on Twitter in the United Kingdom, he discovered that your number of followers rarely denotes the real impact you're having on your audience.
Engagement: How many questions do you ask on Twitter? Who answers? Do your online conversations drive your ideas home?
Audience Quality: Who's actually in your audience? Customers, tastemakers, and thought leaders who can spread your message? Or bots and inactive accounts that bloat your stream?
Impact: How many of your followers click through the links you're sharing? Who responds to a call to action, especially when you're asking for support around something you sell? How much money have you earned because of your social media strategy?
If you're adding value to social media through memorable, insightful content, you might not have a follower count that rivals Lady Gaga's. However, you'll have built an audience of real people who allow you to influence their lives, and you'll save your paid media budget for more impactful campaigns.
At 2820 Press, I help small business owners and marketing managers develop the kind of content that spurs engagement and grows audiences. I've got room on my roster for just one or two more new clients this month, so please get in touch or dive right into the signup page.


Are women in Hollywood afraid of Harvey Weinstein's power in media?
Quentin Tarantino reveals an arrogance behind his flirtations with Blackness that exposes a racism rooted in his belief that he is the lone voice in Hollywood raising questions and starting debates about race.
The Harlem Fine Arts Show is the largest traveling art show in the U.S. dedicated to showcasing artists and art of the African diaspora; and it's set to launch this week with events throughout All-Star weekend.


If you live in the Alexandria, Virginia area, Comfort Solutions, Inc. is ready to take care of your air conditioning and heating needs. We offer ac repair, heating repair and many options to enhance the indoor air quality in your home. As soon as you call our office, you will experience our professionalism as we answer the phone. For years homeowners in the Alexandria, VA area have depended on Comfort Solutions, Inc. for top notch heating and air conditioning service. Whether you need an air conditioner repaired or an air conditioner replacement, our highly trained folks are standing by to take care of you and your family. Not only do we work on air conditioners, we also offer furnace repair and furnace replacements.
Comfort Solutions, Inc. is a quality focused company that is top rated in the Washington, DC metro area. We are a top rated HVAC contractor with Angie's List and Consumer's Checkbook also. Being a top rated heating and air conditioning company is important to all our team members and something we all take very seriously. We hold multiple awards in the industry for top service, including the Carrier President's Award.
Wherever you live in Alexandria, you probably have seen one of our highly visible trucks driving around town…or may even know someone who currently uses or has used one of our heating and air conditioning services. Choosing a good HVAC contractor can be challenging, however choosing Comfort Solutions, Inc. to take care of your heating and air conditioning needs is a step in the right direction. We look forward to being your Comfort Solution!