text:
Ukraine News, Ukraine-Russia Conflict, Ukraine Takes Down Key Government Websites Due To A "Global Cyber Attack"
The attack comes as tensions between Russia and the West are soaring over Ukraine (Representational)
Kiev, Ukraine:
Several key Ukrainian government websites were taken offline Friday, authorities said, in a sweeping cyber attack that came against the backdrop of rising tensions between Russia and Ukraine's Western allies.
"As a result of a massive cyberattack, the websites of the Ministry of Foreign Affairs and a number of other government agencies are temporarily down," a foreign ministry spokesman told AFP.
The education ministry wrote on Facebook that its website was down due to a "global (cyber) attack" that had taken place overnight.
The website of the cabinet and the emergencies ministry were also targeted in the attack, with services later restored to the government site.
There was no immediate claim of responsibility and Kyiv did not say who may have been responsible. Ukraine had blamed Russians with links to the Kremlin for previous attacks.
"Our specialists are already working on restoring the work of IT systems, and the cyber police opened an investigation," the foreign ministry said.
The foreign ministry website earlier Friday was displaying a message in Ukrainian, Russian and Polish languages.
"Ukrainians! All your personal data … have been deleted and are impossible to restore. All information about you has become public, be afraid and expect the worst."
"This is for your past, present and future," it said, mentioning two ultra-nationalist organisations in Ukraine.
The education ministry said that authorities — including the SBU security service and cyberpolice — were working to address the issue.
Russian hackers linked to Moscow have repeatedly been blamed for cyber attacks on Ukrainian government websites and infrastructure in the past.
Stalling diplomacy
The attack comes as tensions between Russia and the West are soaring over Ukraine, an ex-Soviet country and close ally of the United States and Europe.
The West has accused Russia of deploying tanks, artillery and about 100,000 soldiers on Ukraine's war-torn eastern border in recent weeks, in what NATO says is preparation for an invasion.
Moscow says it has no plans to invade Ukraine.
In December, Russia unveiled proposals to contain the United States and NATO in the former Soviet Union and Eastern Europe, saying that the US-led alliance should not admit Ukraine or Georgia as new members.
This week the United States and its NATO allies held talks with Russia in an attempt to ease tensions, but all three rounds of negotiations — in Geneva, Brussels and Vienna — proved unsuccessful.
On Thursday, Deputy Foreign Minister Sergei Ryabkov said Moscow saw no reason to hold a new round of security talks with the West following a lack of progress.
Ryabkov also said he did not rule out the possibility that Moscow could deploy forces to allies Venezuela or Cuba if diplomacy failed.
In 2020, the United States in October charged six Russians with carrying out cyber attacks on Ukraine's power grid, the 2017 French elections and the 2018 Winter Olympics.
The justice department at the time said the six were current or former members of the GRU — Russian military intelligence and were also accused of staging a malware attack called "NotPetya" that infected computers of businesses worldwide causing nearly $1 billion in losses.
Google News, Google Sundar Pichai Shares Images Of Google Workplace In London
'Be afraid': Cyberattack in Ukraine targets government websites | News


text:
By Christine Carter Love
Marguerite Grace King was a domestic worker from the deep South who cleaned office buildings for a living. For many, this meager job was merely an income, but for me, the long corridors of the Academy Street building, where she worked, in Newark, NJ were my first example of discipline, hard work and a place for a busy five-year-old child to run freely.
Christine Carter Love, Kindergarten
Affectionately known as "My Nana", she was my mother Yvette Carter's paternal grandmother and my great-grandmother. She was my angel. She never cursed. She never yelled. She never hurt a soul. She was the epitome of grace and unconditional love. Nana had just one non-negotiable requirement: "get your education or else!" According to her, it was the only thing that could not be stolen or taken away.
Nana was right!
My mother, infant brother Lamar and I lost our public housing apartment in the Dayton Street projects. I can vividly recall the padlocks on the door. Although I didn't quite understand homelessness, I clearly understood that life was about to take a turn for the worse.
And to add insult to injury, all my Cabbage Patch Dolls and Barbies were on the other side of a padlocked door!
We moved to the Lincoln Motel in Newark — it was drug-infested, there were hypodermic needles everywhere, fistfights and robberies. It was no place for young children. Our next stop was the Carlton Motel, and finally, the YMCA (the safest of them all). Getting to the South Ward's Dayton Street School from the Newark YMCA downtown was challenging at best. I had to catch the No. 24 New Jersey Transit bus and we often didn't have money for two passengers, so I traveled alone. I was in the first grade. Nana got word of our situation and stepped in. I lived with her and my grandfather, Pop-Pop, in a one-bedroom apartment, while my brother went to stay with our mother's best friend Dalia nearby. Things appeared to turn around!
But that was short-lived.
Christine's mom as a young woman.
My mother became a casualty of "the war on drugs." She quickly lost her battle to the disease of addiction and HIV/AIDS. My mother was only 24 years old. It was Christmas Eve; I was seven years old and my baby brother was only two. Resentment and hatred began to fester in my heart. How could she abandon me? How could she leave us? It has taken me nearly 30 years to begin to understand.
Christine and her mom
My mother gave birth to me when she was just 16 years old. She dealt with her own set of struggles, generational poverty, and the cycle of abuse. I often wonder who my mother was as a person before drugs. I can remember a lot of things, but I can't remember or hear her voice. Who would my mother be today, with treatment, help and pure love?
I was born and raised in Newark. Some have described our community as the "concrete jungle." Like me, the children who survived are often referred to as the residue of the '80s. We're what's left after crack, heroin, violence and hellish conditions ravaged our families and communities. In spite of it all, Newark is where my foundation was laid. It made me tough, resourceful and resilient. It's where I discovered a sense of community and my purpose.
With my Grandmother. Nana is peaking from behind.
When my mother died, I was removed from my Nana and placed with my maternal grandmother. My brother, aunt, and grandmother moved to a one-bedroom apartment in East Orange and later to Arcadian Gardens public housing projects across town. I would later learn that my grandmother had her own trauma. She suffered from alcoholism and continued the cycle of abuse that she endured herself as a child.
And then my world was turned upside down. Nana died.
There aren't any words to describe that pain. None.
My grandmother stopped drinking and took us to Calvary Baptist Church every Sunday which was walking distance from home. It was there that I established a real relationship with God. I was 11 years old. My grandmother taught me the Lord's Prayer and I immersed myself in church. I became an usher, joined the youth choir and youth ministry. I had finally found my peace. But things became more and more unbearable at home. I began fighting a lot. I attempted suicide three times. I bounced from foster homes and place to place, couch surfing, traveling with all my belongings in black plastic garbage bags.
With brother Lamar and Aunt Sharisse
In the winter of 1995, I went to live with my older cousin, her four children, and husband. I went to school, worked two jobs and continued attending church. I was the freshman class president and hiding my situation from my peers and teachers. When I failed all my classes and failed the High School Proficiency Test, my Math teacher, Faythe Allen confronted me. She wasn't nice or warm like Nana. She was tough. But somehow, she saw something in me. Mrs. Allen began to tutor me after school and rallied other caring adults to provide support. My education was the freedom that Nana wanted for me!
In October 1996, I was assigned a social worker, Della McMillian who arranged for me to live in Eastlea group home for girls. It was the first time in my life since I was seven years old that I felt safe from physical, verbal and sexual abuse.
Looking back, this was only God's grace!
Christine's Church Group
I survived because there were caring adults who rallied around me who wouldn't give up on me; they saw something in me when I couldn't see it in myself. From Mrs. Allen to church members, Roger & Michelle Harris and Denise Hutchinson, my Supervisor, Carol Mitchell, to the staff at Eastlea; Donniesha Adams, Darren Jenkins, and Sheena Romney. In 1999, I graduated at the top of my class with my sights set on college. I didn't have parents; I didn't know how to fill out all the forms, but I knew that I wanted to become a social worker. I applied for every scholarship that was available and was awarded over $125,000. I decided that Norfolk State University in Norfolk, VA would become my home. The angels in my life made college a reality for me. I am the first in my family to not only attend but to graduate from college, paving the way for my younger brother Lamar. I am who I am today because of them!
My time at Norfolk State was the best time of my life! I made life-long friends from all over the country, I was elected freshman class President, sophomore class President, worked as a Resident Assistant and then I became the first female elected Student Government Association President in the University's history all while earning a 3.9 GPA. I joined the illustrious, Zeta Phi Beta Sorority, Inc. things were going extremely well. The night before probate (a re-introduction of yourself to the world) I received a telephone call. My father was dead. He lost his battle too! When I asked about the funeral arrangements…it was over. He was cremated. I never got to say goodbye.
I drilled down on school. I earned my bachelor's degree in Social Work (summa cum laude) on Saturday, May 10, 2003. I began working at the NJ Division of Youth & Family Services DYFS on Monday, May 13, 2003. I loved, loved, loved my job.
Four months later, in September 2003, I had my first child – a daughter named Caidance. I was 22 years old. She was perfect. I wanted to give her all the things I never had so I purchased my first home when she was a year old. I had never known or experienced a love like this before. My perspective on life changed in that moment. I couldn't imagine having a baby at 16. I couldn't possibly fathom my mother's plight, and how brave she had to be to accept the challenge of motherhood at such a young age.
My brother graduated from Seton Hall Prep at the top of his class. He then graduated from Rutgers University in New Brunswick with a BA in Communications.
This is when the process of healing for me began!
Christine's children Christian and Caidance
In 2006, I left my career and guaranteed paycheck with the State of New Jersey to start a nonprofit agency to serve exponentially more children and families whose stories reflected my own. What started as a small vision in my living room evolved into a multi-service organization, Against All Odds, that served thousands of under-served children and hundreds of families for nearly a decade. I developed an amazing team that became like a family. I was fortunate enough to go back to school and earn my master's degree in Business Administration from Northeastern University. Life was amazing!
But by 2011, I was divorced with two children. And in 2012, our program funding was eliminated. I was beyond devastated. We had to close our doors. People who worked with me for years had to find new employment. I had failed.
I entered an extreme state of depression. I was on a path of self-destruction. There's an entire year that's a blur. I was self-medicating, drinking heavily and on the verge of losing my mind. I had a nervous breakdown.
The sh*t had finally hit the fan. I quit!
But God!
Mr. Mitchell walks me down the aisle on my wedding day
In 2013, a friend named Charles Love told me to "get off the floor." He forced me to stop crying and urged me to be who God called me to be. He said, "You're Christine Carter . . . Against All Odds!" He pushed me until I was strong enough to push myself. It was tough love! I got stronger over time and began to consult other organizations in diversifying funding and speaking to large audiences about resilience and other topics.
Charles and I married on July 4, 2016!
Christine, Senator Cory Booker, Congressman Donald Payne at Family Success Center ribbon cutting
I've spent the last several years on a path of self-discovery, learning, seeking and doing the work. I'm not all the way there but I'm well on my way. I have wise mentors, loyal friends, a loving family, and a good therapist.
Like many before me, my story is one of grit, soul and God's grace. The purpose of my testimony is to inspire someone else to hold on. You can't heal what's hidden. Keep the faith. God will keep His promises to you.
With students after guest speaking at a NJ school
Today, I hugged three of my babies at Family Promise of Monmouth County's Emergency Shelter program, where I serve as the Executive Director. In 2018, I was entrusted to do what I love and lead the organization through transformational change. We've built an amazing team and the outcomes are incredible: 100% of our able-bodied adults are working full-time, 68% participate in our guest savings program and 92% have moved on to transitional or permanent housing.
F.P. fundraiser with NJ Senator Vin Gopal and Family Resources board member
Our work is supported by 15 interfaith congregations comprised of 1,200 volunteers who share one inextricable belief; service to the least of these. We're expanding core programs and services to remove barriers to family self-sufficiency. So many people have extended their help, love, and support. I'm eternally grateful. I'm here for but one purpose to share God's love by sharing the promise.
Photo credit: Lamar Carter, Survivor by Design Media
A husband's legacy lives on helping families and kids deal with loss and grief.
Grateful Every Day
Saving My Son from Addiction Changed the Lives of Others
After Losing her Daughter to Toxic Shock Syndrome, A Mother Becomes an Advocate to Create Awareness
PrevAfter Breast Cancer, a New Career Blossoms
Turning Obstacles into Opportunities!Next

redpajama_set_name: RedPajamaCommonCrawl


text:
in: Locations
Multipurpose Skyscraper
Near Manhattan Island, NY
Melvi Dormentaire (dealer for 1935 party)
Ra's Lance (ラーズランス Rāzuransu) is the nickname of a giant multipurpose skyscraper built by the Runorata Family in the early 1930s. In February 1935, the Runoratas hold a massive three-day party for the grand opening of the building's illegal casino and invite the local outfits to attend. Meanwhile, Huey Laforet has an experiment in mind for which he intends to use the party as a distraction. In cahoots with the Runoratas, he plans on releasing 'something' into the city's municipal water supply....
The sheer number of individuals and factions involved in the casino party, and the severity of the party's stakes, make Ra's Lance one of the most important locations in the series.
2 The Party
3 People involved with the party
3.1 Runorata Family
3.2 Huey Laforet and Company (colluding with the Runoratas)
3.3 Senator Beriam's Group
3.4 Attendees
3.4.1 Gandor Family
3.4.2 Martillo Family
3.4.3 Genoard Family
3.4.4 Russo Family
The Runorata Family announces its intention to back the construction of a multipurpose skyscraper near Manhattan Island sometime in 1934. However, the land upon which the skyscraper is to be built is owned by Senator Manfred Beriam, well known for his hatred of gangs. Furthermore, the land is sandwiched between two big mafia families - this causes further difficulties.
Through the pretense of a generous election donation, a piece of the land is sold. The rights to the land pass through several wealthy hands and eventually end up in the hands of a business under Runorata influence. Construction finally begins. The skyscraper is intended to host a hotel, offices, a commercial center and even a restaurant - among other things.
The construction process is surprisingly fast, with many of the project's laborers coming from Fred's Poorhouse. They build the skyscraper with a 'modern design' (ensuring that it is easily recognizable from a distance) that is narrow all the way up, tapering to a point at the top of the building. This design leads to the locals nicknaming the building "Ra's Lance" after the Egyptian sun god.
While the skyscraper's development is overall swift, late-stage delays on the underground restaurant mean that it is still undergoing construction while the skyscraper's official grand opening comes and goes. On paper, the level below the restaurant is meant for several VIP guest reservation rooms; in actuality, the rooms are turned into an illegal casino.
The Party[]
The Runoratas send out invitations to all the local mafia families and other important groups, inviting them to the three-day-long grand opening of the underground casino. In the invitations, they specify that each syndicate will be given their 'own room' and wish the partygoers luck. They also invite the families to bet their assets and territory as chips if they wish, instructing families that wish to challenge the Runorata FAmily itself to submit a proposal for the Runoratas' consideration.
Meanwhile, the Runoratas' ally Huey Laforet plots an experiment that threatens to affect seven million New Yorkers. Thus far, it is known that he plans on introducing something that is not the Cure-All Elixir into the municipal water supply. As the water supply is his real goal, the 'mess' he plans for the party is, for all intents and purposes, simply a distraction to that end.
People involved with the party[]
Runorata Family[]
Carzelio Runorata
Guest: Mary Beriam
Gabriel and Juliano (bodyguards)
Melvi Dormentaire (spotlight casino dealer; replaces Carlotta)
Felix Walken (Melvi's bodyguard)
House Dormentaire is involved...
Huey Laforet and Company (colluding with the Runoratas)[]
Chané Laforet and Leeza Laforet/Hilton (party patrollers)
Several members of Lamia and Larva
Salomé Carpenter (Rhythm's Chief Researcher)
Note: He and Huey are not at the party - however, they are nearby and scheming.
Begg Garrott (reluctant participation)
Also not at the party. However, it appears that Huey has partially coerced him into preparing some sort of drug in anticipation for the party – it is possible that Begg's drug is what Huey plans to taint the municipal water supply with. While Begg reviles Huey's machinations, he still cannot help but want to see the results of his own concoctions. More specifically, he wants to see his drug "change the world."
Senator Beriam's Group[]
Sonja Bake (sniper)
Spike (Sonja's mentor)
Manfred Beriam apparently plans to have Sonja to shoot something or someone related to the casino party from a vantage point. The details of the plan are currently unknown, but his motives stem from his hatred of immortals and gangs. He has told Pamela that he does not intend for Sonja to kill anyone, but it is possible that he was lying.
Attendees[]
Gandor Family[]
Keith Gandor, Berga Gandor, Luck Gandor (Luck intends to use the party as a means of identifying the Gandors' enemies)
Tick Jefferson, Maria Barcelito
Hired Muscle: Alkins; Laz Smith and Mark Wilmens; Ladd Russo and Graham Specter; and one additional, as of yet unidentified person. (Each has their own motives: Ladd especially wants to find and destroy Huey, and many of them have a desire to fight Felix...)
Martillo Family[]
Firo Prochainezo (has met with Huey, most likely prior to the party proper)
Maiza Avaro, Randy and Pezzo, and other executives.
Affiliates: Jacuzzi's Gang, including Jacuzzi Splot and Nice Holystone (invited by Molsa Martillo to help Firo)
Affiliates: Isaac Dian and Miria Harvent (attached to Jacuzzi's gang).
Genoard Family[]
Eve Genoard (wants to find Dallas, who hocked several of the family's possessions before vanishing)
Guest: Nader Schasschule, who wants to 'take down' Huey and the Runoratas and is using Eve as a pretense to enter the party. Even so, his gambling efforts at the party still pave the way to the rejuvenation of the Genoard fortune.
Dallas Genoard (separate from Eve; in disguise. Wants to blackmail the Runoratas and earn copious amounts of money).
Russo Family[]
Ricardo Russo (current head; arrives at party in the company of Jacuzzi's gang)
Christopher Shaldred (Ricardo's bodyguard)
Others[]
Pamela (gambler; came out of worry for Sonja)
Various important persons and wealthy locals with no scruples about the illegality of the party
Lebreau Fermet Viralesque (intends to meddle with Huey's plans)
Victor Talbot and his agents are keeping an eye on the situation...
Nebula corporation - Renee Parmedes Branvillier is involved with Huey. She has returned to New York to search for Huey, using his removed eye as a homing device. She also wants him to give her one of their daughters; though she initially had no preference as to which, she has since assured Felix that she will promise Chané to him if he does a favor for her. Protecting Renee from the shadows is Archangelo, who hates Huey for having stolen Renee's eye and fathered her children.
Molsa Martillo (proposes a 'gamble' to Huey; unclear whether or not he is attending the party. What his negotiations with Huey were are unknown.)


All over the world, local authorities are moving towards managing and storing urban data in digital form. But the data storage devices used are heterogeneous and typically include relational database managementsystems (DBMS), GIS and CAD files. As a result, data are present in different locations on different platforms and under different schemas. This poses a problem for software applications meant to supportdecision-making in urban design that require input from more than one data source. We demonstrate in our paper how data warehousing—combined with object-oriented data modeling—is able to provide a general solution for this problem. Data warehousing is a technique initially developed for businessapplications, but is equally useful for urban design: The data warehouse constitutes a communication layer between the urban design applications and data sources. It makes the data available through a unified interface that hides the sources themselves and represents that data in terms of a general-purpose, preferably object-oriented, model. We also describe an implementation prototype that supports different applications. The City of Makkah in Saudi Arabia provides us with real-world data and a context to test our prototype.


text:
Arrenurus belonocercus är en kvalsterart som beskrevs av Lavers 1945. Arrenurus belonocercus ingår i släktet Arrenurus och familjen Arrenuridae. Inga underarter finns listade i Catalogue of Life.

Källor

Spindeldjur
belonocercus

redpajama_set_name: RedPajamaWikipedia


Walking into the Mountain Lion Fieldhouse on Jan. 21, one of the first things that could be seen was the foot-tall golden trophy with the words "The Power 5" engraved on its front. On its base were the logos of five universities; UCCS, Adams State, Western State, West Texas A&M and Colorado Mesa University. Among these names are the preseason No. 1 Division-II track team in the country, Adams State, and last year's NCAA Indoor Track and Field champions,West Texas.
On Jan. 19, UCCS hosted the other schools in the Power 5 indoor meet, where points for men and women were combined into a single team score to decide a winner.
In this meet, individual events were scored from 10 points awarded to first place to one point awarded to sixth place finishers. Relays were scored from 10 to two points. At the end of the day, UCCS finished with a total of 246.5 points, beating out second place West Texas.
After that weekend, the U.S. Track and Field and Cross Country Coaches Association (USATFCCCA) announced its revised national Division-II rankings. From December's preseason poll, the UCCS men moved up 24 spots to No. 44, and the women climbed seven spots to No. 4.
Fellows credited the win to the athletes' diverse range of abilities and the strength that the Mountain Lions show across multiple events.
A fun year accompanied the promise of future growth, thanks to a larger-than-normal signing class. Already, UCCS has signed on more than 25 new athletes for the 2019-20 season. Some of them, like Tanner Walsh from the University of Northern Colorado, are transfers that are ready to compete at a moment's notice without having to wait until next fall.
Fellows credits the Fieldhouse and the team's current success with drawing in promising new athletes.
After two weeks on the road, the team's next home meet will be the Colorado Running Company Mountain Lion Open, a two-day event beginning on Feb. 8 at the Mountain Lion Fieldhouse, just two weeks before the start of the RMAC Championships.


An upcoming Friday morning could be the most important of the season, according to Carl Anderson, a Texas A&M Extension economist.
A web presentation on the latest developments in the cotton industry will take place Friday, July 13, at 8:30 a.m. Eastern, 7:30 a.m. Central, at the New York Board of Trade in New York. O.A. Cleveland, Mississippi State University economist, Anderson, and Jarral Neeper, Calcot, Bakersfield, Calif., will provide snapshots of what happening in the cotton markets and an update on crop conditions from USDA's July 11 crop production report.
Growers can participate via the Internet or at local county Extension offices.
The event will also feature special guest speakers who will provide broader cotton industry updates. John Maguire, vice president of Washington operations, National Cotton Council, will give a Washington outlook. Joe Nicosia, CEO, Allenberg Cotton, Co., will talk about world demand and his market outlook and Jerry Rowland, president and CEO, National Textiles, will discuss domestic demand and the state of the U.S. textile industry and what it means to the cotton industry.
Hosts of the web presentation are the New York Board of Trade, the Ag Market Network and Farm Press Publications.
Anderson says by mid-July, information on production and yield potential for the new crop should be falling into place. Analysts will likely provide some early guesses on where prices are headed and what pricing strategies might be employed by producers. Anderson says ag lenders could also benefit from the information.
When the speakers are finished, there will be a period of open discussion, followed by questions from the chat room, which is accessible by all those listening on the Internet. These questions will be projected onto the wall at the New York Board of Trade.
Anderson says that it's essential for cotton producers to develop an understanding of the cotton industry beyond the farm. These days, such knowledge can be as meaningful to a grower's bottom line as a long, steady rain. "The farmers who are not interested in expanding their understanding are the ones I'm seeing get a step or two behind," he said.
But demand has leveled off recently and it's time to rethink approaches to cotton production and marketing, according to Anderson.
"To start, our producers need exposure to what's happening with the big merchants in the international markets," he said. "They need to know what's happening to the American textile manufacturers. The producer is not going to sell cotton unless there is some user in America or elsewhere who is going to buy that cotton.
You can join the discussion via the Internet from your own computer, or at one of numerous county Extension sites listening in by teleconference. The teleconference sites may also be linked to the site via computers and the Internet.
You can call your local Extension agent or the Ag Market Network to find the nearest location for a teleconference broadcast, but the sponsors of the event encourage you to participate through your own computer terminal.
To register, contact the New York Board of Trade at Four World Trade Center, New York, NY, 10048 or 800-HEDGE IT (800-433-4348) or e-mail twalker@nybot.com.
You must also register as a user on the NYBOT site (www.nybot.com), which you should do early. You can also download Real Player, a software program you will need to participate in the event, at this time. Click on the "NYBOT/Live on the Web" icon after you've registered and then the RealPlayer link (see instructions in box above).
On the morning of July 13, you may "get your seat" 30 minutes prior to the event by going to www.nybot.com and clicking on the Cotton Roundtable banner.
During the conference, you can listen to the speakers and pull up charts they are referring to. You can also enter a chat room to view questions or comments that other participants are asking the speakers and ask your own questions.
If you do happen to miss the program, an audio recording of the event and the charts will be available at www.nybot.com shortly after the event's conclusion.
"There's no other place short of the Beltwide Cotton Conferences where you can get this type of information so quickly," Anderson said.
LIVE FROM NEW YORK, it's cotton on the web! This mid-season update of the cotton markets featuring a panel of economists, industry analysts and farm policy watchers will take place on Friday, July 13, 8:30 a.m., eastern. 7:30 a.m. central. You can participate in this event via the Internet or at local county Extension offices. Registration is free.
To participate via the Internet, you absolutely, positively, need to download RealPlayer Basic (if you haven't already). It takes time to do the download, so do it well before the program.
This download is really not so difficult, if you understand that the nice folks at RealPlayer.com are on the web to sell things (mainly their Real,etc. Plus products which are good products and certainly worthy of purchase). But you can get all the good free stuff just fine if you simply ignore the marketing material on the home page and keep after those free download links. Getting free stuff can be hard work in the free market.
You can go directly to these instruction at http://www.nybot.com/seminars/realplayerinstr.htm.
Go to www.nybot.com and register. After you register, click the "NYBOT/Live on the Web" icon, then the RealPlayer icon. You will be deposited on the RealPlayer home page. Now remember, you always look for the free download link.
Scroll to the bottom. Click on Free Download for RealPlayer Basic.
The RealPlayer Plus page will appear. Don't be discouraged. Just scroll a little, if necessary, and near the bottom of the page will be a RealPlayer Basic link. Click on this link to get one step closer to the free program you want.
This brings you to the "marketing info" page where you will need to fill in all of the fields. You may wish to uncheck the box for item 5 to avoid extra e-mailings. Then click on the Download FREE RealPlayer Basic beta.
This takes you to the actual, for real, Download page where you click on a location link (probably Seattle or SF Bay area), which will start the download process.
You'll get the download window. Choose "Save to disk" which will download the program setup. This may take a while. Just follow the download, open and install instruction from then on out and you should have no problems. Allow plenty of time for download and installation if you have a slow modem.
Be sure to install the program after the download.
Still having problems? Call or e-mail Tom Walker, New York Board of Trade at 800-433-4348 or twalker@nybot.com.
On the day of the event, go to www.nybot.com before the start of the program and click on the Cotton Roundtable banner.


Woo, submitted on time :D My wrist is doing much better and I didn't murder it this time, so we're back on track! Also I got to try out a cintiq, which was pretty neat, but I also learned that Medibang does sharper lineart than Photoshop (with default brushes anyway). So yeah. Learning experiences all around!
Also snuck in a few of my OCs. Maybe their stories will get told someday too.


text:
Home > Courses > Horticulture > Plant Varieties > Ferns
Learn all about ferns! Understand how to identify, propagate and grow ferns. A course for nurserymen, gardeners, landscapers and other horticultural professionals; or for the amateur enthusiast exploring their passion for ferns.
BHT314
Study the Identification and Culture of Ferns
Start any time, study at your own pace
Learn from a team of expert horticulturists, led by John Mason, author of "Growing Ferns"
We think of ferns as shade loving plants that need damp conditions; and many are. There are however ferns that grow in all sorts of conditions, from extremely hot to very cold. Some grow just as well in the full sun, as others do in very heavy shade; and some will even survive extended periods of drought.
You can grow ferns as an indoor plants; in woodland or water gardens, in areas that are difficult to drain or prone to flooding, or as container plants in a shade house or fernery.
This course takes a detailed look at the identification and culture of ferns. You will learn about:
Different groupings (e.g. epiphytes, ground ferns, tree ferns) and both common & uncommon species
Growing techniques (baskets, indoor/outdoor containers, terrariums)
Cultural methods (soils, watering, pest & disease control)
Propagation (spores, division, tissue culture)
" ...learn so much about ferns from this course. They are such incredible plants; able to live in such varied conditions, from tropical rain forests to freezing mountain tops. Ferns are so popular, and there is such a range of them, this course provides invaluable knowledge when it comes to planning or adding to your own garden, or other peoples' gardens." - Tracey Morris Dip. Hort., Cert. Hort., Cert III Organic Farming, ACS Tutor.
Review of the system of plant identification, general characteristics of the ferns (especially the fronds), main groups of ferns (filmy, tree, terrestrial, epiphytic and water ferns), information contacts (ie: nurseries, seed, clubs, etc.), pronunciation of plant names.
How best to grow ferns and what conditions do they need. Planting, mulching, watering, pest & disease and their control, feeding, pruning, protection from wind, salt air, etc., compost making.
Methods of propagating ferns - spores, division, tissue culture. Propagation of selected varieties.
The Most Commonly Grown Varieties.
Maidenhairs, tree ferns, stags, elks, common ground ferns. How to grow and propagate these ferns.
Other Important Groups.
Asplenium, Blechnum, Nephrolepis, Pteris and other groups. Group characteristics, cultural details, propagation methods.
Hares foot fern, Bracken, Fans, Corals and Combs.
Making the best use of these Plants.
In containers, hanging baskets, terrariums, in the ground, as indoor plants, growing and showing, growing for profit (to sell the plants or what they produce).
Special Assignment - Detailed culture and identification of one genera.
Distinguish between different types of ferns in cultivation.
Determine critical cultural practices required to successfully grow ferns in different situations.
Propagate ferns using different methods
Determine the cultural requirements of specific fern varieties.
Apply various specialised techniques to the culture of ferns.
Prepare a planting plan for an area using ferns.
Label the morphological parts of a typical fern, including:
pinnae
bipinnatifid fronds
midrib
rhizome.
Distinguish species of each type, between aquatic, epiphytic and terrestrial ferns.
Distinguish, using illustrations, between different fern families, including;
Polypodiaceae
Marattiaceae
Dicksoniaceae
Gleicheniaceae
Hymenophyllaceae
Compile a resource information guide on ferns, including scope of operation and contact information (ie: address, phone, fax), for:
ten nurseries
five clubs/societies
ten product suppliers
Prepare a collection of fifty ferns, not collected elsewhere, including:
a photo, drawing or pressed specimen
plant names (scientific and common)
cultural details
uses/applications
Develop guidelines for growing ferns either indoors, in containers under shade, or in the ground.
Label a sequence of four drawings which illustrate the propagation of ferns by spore.
List five different fern genera that can be propagated by division.
Propagate four fern species, using two different methods, including spores and division.
Explain the planting requirements of ferns.
List the preferred characteristics of a soil which is to grow ferns in the your locality.
Prepare a potting media mix suitable for growing ferns in.
Develop guidelines for watering a typical fernery in your locality for a twelve month period.
Write a summary of nutrition requirements of ferns, including fertiliser recommendations.
Explain five different common health problems of ferns.
List guidelines for pruning ferns in your locality.
Write a set of guidelines for the culture of a selected fern genus, including details on:
distinguishing between different species
cultural requirements
Prepare a table which compares twenty-five different commonly grown fern genera, and includes:
plant description
preferred habitat
growing requirements
List methods used to propagate fifteen different ferns, including four different propagation methods.
Write an essay comparing four species of ferns in the one genera, with reference to physical appearance, growth habit and cultural requirements.
Describe endemic growing conditions of five different native ferns sited in natural areas.
Prepare a schedule of cultural tasks to be undertaken over a twelve month period which are highly specific to one nominated species of fern.
Summarise, a procedure for maintenance over a twelve month period, of a Nephrolepis grown in hanging baskets, including comments on:
potting up
List ten fern species, from at least five different genera, which are particularly suited to growing in hanging baskets in your locality.
Compare the suitability of different types of hanging baskets for growing ferns, including:
lined wire baskets
Explain how to make a terrarium for growing five different types of ferns.
List twenty fern species which grow in very wet conditions, including aquatic plants and bog plants.
Distinguish between the cultural requirements of ferns grown indoors and outdoors.
Explain the cultural techniques which are unique to growing ferns as an epiphyte. Gow a fern using a specialised technique (eg. in a terrarium or hanging basket), monitoring it over 3 months (ie. recording cultural practices, changes in health, and performance).
Write guidelines for preparation of a potted fern for competition in a garden show.
Evaluate the use of ferns in a garden, which incorporates both ferns and flowering plants, using a supplied checklist of design criteria.
Evaluate the use of ferns in a garden or interior plantscape, which is either all or predominantly ferns, using a supplied checklist of design criteria.
Design a fern garden bed of 30 square meters, which incorporates at least ten different fern varieties, and satisfies both aesthetic and cultural requirements of a specified site, which you survey.
Why Grow Ferns?
Flowering plants often look great when they flower, but not so good at other times of the year. Ferns on the other hand, have the potential to look stunning, all year round: if you grow the appropriate cultivar and treat it well. This course will teach you to do just that.
Ferns are plants which are of unusual shape and growth habit which make them particularly interesting to study.
To most people ferns are very graceful and lush and invoke an image of coolness, calmness and peacefulness. Though lacking flowers they have enormous variety in plant size and form and in the texture, shape and colour of the fronds. Ferns are very adaptable and can be grown in a wide variety of situations. While most prefer moist, shaded conditions there are ferns that are suited to open sunny positions, growing naturally in rocky crevices, exposed coastal cliffs, high on living tree trunks or on fallen trees, in alpine bogs, even in semi arid areas. Some species of ferns are tiny with fronds only one cell thick, others can reach a height of 15 metres or more. Some ferns will spread to form huge colonies, while others will grow like climbers.
Initially ferns need water during their early development from spore to full adult plant. But once growing in the soil, some ferns are very hardy. Different ferns tolerate different climatic extremes, especially considering they have been around since the beginning of time. Some can survive prolonged drought in semi-desert conditions and others are adapted to surviving under feet of snow.
They are great indicators of the natural balance in their environment. Growing only when the conditions are right to their preferable niche. They are often used in environmental surveys of flora as a measurement of the environments condition. If the native species for that area are not surviving, then it is an indication things are out of balance.
It is a real treat to find small pockets of ferns in areas you would not expect and to find much rarer species than you thought could be available. So go searching!
Ferns Occur in Most Countries and Climates, World wide
The world's climate varies from place to place considerably! As such there are many variations in ferns. Often from once district to another they may vary slightly due to environmental conditions, yet it is impossible to simplify these variations.
The gardener must, of necessity, rely heavily on common sense in applying what is read from this, or any other book, to their own situation.
Ferns are widely distributed in the well watered zones of the world. They are much less common in the very dry (central Africa and Central Australia) or severely cold regions (Antarctica, Arctic). They are well developed in the temperate zone (woodlands, open forests) and often the dominant component of the vegetation in tropical regions. More species are found in rain forest habitats than anywhere else on earth. This includes lowland jungles, mountain forests, even the forests of high altitudes. They can be found from the coast to inland and can be found at altitudes of over 3,500 metres (11,500 feet)! For example, the mountains of Peru, and the Himalayas.
Hardy ferns that grow in semi-arid and arid climates overcome the worst of dry climates by water conserving strategies (fronds small and covered in hairs to reduce water loss, or fronds may curl in dry periods to conserve water loss). Some ferns have even adapted to mangrove environments (The Mangrove Fern, Acrostichum speciosum), There are also several aquatic (water dwelling) ferns including Azolla, Nardoo and Salvinia.
The huge diversity in ferns has allowed them to adapt to almost every environmental biome on earth and there are at least 10,000 species of ferns throughout the world.
Some ferns (e.g. Bracken) occurs on most continents; while others occur only in certain countries or regions. For example, Australia has around 450 ferns, belonging to at least 118 genera. More than 300 species are native to Queensland, around 170 in N.S.W., 120 in Victoria, 95 in Tasmania, 50 in South Australia and 65 in Western Australia.
Ferns are living things and as such are somewhat unpredictable & variable.
When you refer to a book or magazine article, always look at where it was written and who it was written by (for example: A gardening writer from London, UK; may usually talk about gardening in the UK. If you are from Los Angeles or Sydney, these recommendations may be quite misleading for you!). There can be great variations over relatively small distances in such things as rainfall, wind and soil type. A certain type of tree might very well grow twice as tall in the eastern suburbs of Melbourne as it will grow in the Western suburbs of the same city.
With plant culture there are always different, equally valid ways of tackling any job. Never think that a particular technique is the only way of doing something! You should try to be aware of the advantages and disadvantages of all of the alternatives. It is up to your own preferences as to which way you choose to do something.
This course has been written to teach you about growing ferns in a way which will be relevant to any place (in the world). It puts aside regional techniques and tries to teach you principles and concepts which can be applied to anywhere. Keep this in mind as you study; try to see the principles; not just black and white facts.
Horticulture deals with living things and as such is somewhat unpredictable and variable. The ways you treat a plant is different from place to place, time to time and according to what you are trying to get from the plant.
When referring to a book or magazine article, always look at where it was written and who it was written by. The information contained in the article can be very location specific – an author talking about gardening in Switzerland will offer different information to someone in Australia, for example. There can also be great variations over relatively small distances in such things as rainfall, wind and soil type.
When growing ferns there are different ways of tackling any job; often each one just as correct as the other. Never consider that a particular technique is the only way of doing something! You should try to be aware of the advantages and disadvantages of all of the alternatives. They all have their pros and cons....and it is up to your own preferences as to which way you choose to do something.
Nurserymen
Environmental Managers and Assessors
Students of horticulture, plant or environmental science
Plant collectors, nature lovers, or anyone else with a passion for ferns.
ACS is a Preferred Member Training Provider with the Australian Institute of Horticulture. ACS students meeting AIH criteria can join AIH as a Category 2 student member.


In November of 2013, I held an arts workshop with a small group of 4-8 year olds in Iowa City in which they explored their relationship to the animal world. Participants (mostly) created kid sized drawings of animals they had a special connection to and then had a conversation with their chosen animal. The animal asked them: How are we the same? What makes us different? Why do you like me so much?


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Ganei Beantown works with local environmental and Jewish educators to bring you high quality programs. We hire experienced educators who can teach to a specific skill set. Below are some of the educators that may be available to work your community.
Aidan Ackerman is a seasoned beer brewer, having begun his brewing career in San Francisco in 2005. In that time, he estimates he has brewed over 100 gallons of beer. He moved to Boston from the west coast in 2008 to attend Harvard Graduate School of Design, where he studied landscape architecture. Professionally, he now works as a landscape designer, and also teaches design classes at ArtScience Labs in Boston. His favorite beer is BBC's Steel Rail Pale Ale.
Rachel Tali Kaplan strives to cultivate Jewish community that is as welcoming as it is meaningful. As a third year rabbinical school student at Hebrew College. Rachel holds a BA in psychology from Grinnell College and began her post-college career path as an organic vegetable farmer and educator. This native Mainer grew her first vegetable as an ADAMAH fellow at the Isabella Freedman Jewish Retreat Center and is a graduate of the Beit Midrash program for Talmud study at the Drisha Institute for Jewish Studies. Rachel has taught at summer camps in Maine, Canada and Colorado, Hebrew school programs in Iowa, New Jersey and Massachusetts and on-farm educational programs in Massachusetts, Connecticut and Georgia. Rachel loves putting her hands in the dirt, cooking, crafting, running, practicing yoga and back porch shabbat hammock naps.
Elizabeth Kaplan directs JCC Greater Boston's Discovery Club, engaging kids with interactive workshops that fuse their interests with Jewish content. A former Urban Adamah fellow, Elizabeth spent several summers launching a garden education program at URJ Camp Kalsman near Seattle. She has an MS in Food Policy and Applied Nutrition and a Master's of Public Health from Tufts Univeristy. She loves to ride her bicycle, tend her garden, and play piano.
Stephanie Lowitt is currently the Assistant Director of Development at GLBTQ Legal Advocates & Defenders. Her prior work includes serving as a Senior Development Officer for Combined Jewish Philanthropies and Development Coordinator for Keshet. She has volunteered with numerous social justice and advocacy organizations in the greater Boston area. Stephanie earned a B.A. in Psychology from Florida State University and an M.S.W. in Macro Social Work from Boston University. When not agitating for change and raising money for worthy causes, you can probably find Stephanie dancing, gardening, reading, or cooking too much food for friends and family.
Rachel Playe is the owner and head farmer herbalist at Radia Herbs. The one acre medicinal herb farm is located in Cranston, RI and is maintained using organic methods. Radia Herbs offers workshops on herbalism, personalized herbal blends and Seasonal Support Packages. Rachel has been studying herbal medicine for over 5 years and farming for 10 years. The marriage of herbalism, farming and Jewish learning occurred at Adamah in the Summer of 2009 when she first foraged for her own tea blend! You can find her on Etsy and Instagram as well!


Several years ago William Murtha's life changed—when he experienced a near death experience, being swept into the sea by a rogue wave, and then rescued by a man who was looking through a borrowed telescope, not at the sky, but out into the dark ocean. Among other things Murtha travelled the world over discovering positive initiative that are helping to eradicate poverty, social injustice, environmental degradation. He began asking questions. He asked hundreds of luminaries and change makers "Given the enormit of problems no facing planet earth, please let me have your positive vision and hopes for the future. Can you share, in around 100 words, an empowering story that illustrates your insight, wisdom and feelings on how we can move toward a more just, fulfilling, and peaceful world." The results are varied and astounding.
Other contributors: Gary Zukav, Neale Donald Walsch, Desmond Tutu, Starhawk, James Redfield, Thic Nhat Han, Thomas Moore, George Leonard, Jack Kornfield, Jon Kabat-Zinn, Arianna Huffington, Mary Gordon, Tim Flannery, Eve Ensler, Pema Chodrin, Sonia Choquette, Gregg Bradon, and Angeles Arrien, just to name a few. In addition to answering the question, each contributor lists a handful of books, songs, poems, movies that have influenced them. A brief biography completes each one-page entry.
My passion is making the healing art of journal writing accessible to all who desire self-directed change. We're getting close to the tipping point —the common acknowledgment that writing down thoughts and feelings in a way that supports insight and growth helps people feel more settled, clear, and peaceful. Since people who are at peace within themselves tend to seek peaceful resolutions to conflict, journal writing is a powerful change agent in the world. My lifetime vision is to contribute to lasting peace on our troubled planet. My instruments of change are journals—along with my voice and my advocacy in helping people write their own ways to personal peace and freedom.
When beginning a thing, I think you have to make sure that your motivation is pure (that you really want to do this thing or there is a very good practical reason to do this thing, and that it's not going to be harmful to anyone else). In the middle of a thing, if it's still worth doing (like being a parent), keep working through the obstacles (or wait them out). The trick is learning the difference between when to persevere and when to let go. At the end of a thing, it's important to be grateful for what you gained or learned, but don't keep going back there. Stay in the present.
Julian is associate professor and chair of the Department of Urban and Environmental Policy and Planning at Tufts University, Boston-Medford. He is coeditor of the journal Local Environment: The International Journal of Justice and Sustainability. His books include Local Environmental Policies and Strategies, Just Sustainabilities: Development in an Unequal World, Sustainable Communitiescand the Challenge of Environmental Justice, and The New Countryside? Ethnicity, Nation and Exclusion in Contemporary Rural Britain. Julian is a Fellow of the Royal Society of Arts (FRS A), is a member of the board of directors of the Center for Whole Communities in Vermont, and is on numerous editorial boards.
Sustainable development means using our unlimited mental resources, not our limited natural resources. If this is true, as I believe it to be, then we need to develop constructive ways to unleash these phenomenal mental resources, and quickly. Currently, we waste human potential as wantonly and comprehensively as we lay waste to our environmental potential, and this is no surprise, as both actions are directly related. We need to mobilize our efforts toward developing the potential of all humans in order to live productively in a convivial manner within environmental limits. Failure to do so will end our ability to approach anything near the just and sustainable futures we are capable of.
We must urgently face our addiction to fossil fuels and embark on a transition to zero carbon emissions quickly. This is at the very boundaries of what is politically thinkable, and is a challenge for our society, democracy, and our technology. ZeroCarbonBritain offers a means of integrating our knowledge and experience into a coherent vision that can be effectively articulated to endorse local action and to inform our elected representatives. A zero carbon transition is scientifically urgent, economically inescapable, and technically possible. And it will entail a challenging period in our history, requiring bold decision-making and an urgent sense of common purpose. Life as it is will change, like it or not. But if we act now, with confidence, rising to this challenge will mean ingenuity replaces apathy, and self-reliance replaces selfgratification, and it just might deliver a rich sense of collective purpose and individual meaning, which we find we have been craving for a very long time.
Who Is Dr. A. T. Ariyaratne?
Ahangamage Tudor Ariyaratne was born November 5, 1931, in Sri Lanka. He had four sisters and a brother. His father was a businessman. They were a very devout Buddhist family. He studied first in the village school, then at Mahinda College, Galle, and the Vidyodaya University of Sri Lanka. He started the Sarvodaya Shramadana Movement of Sri Lanka in 1958 and pioneered the people's movement that over the last fifty years has developed into a mass movement for the total regeneration of Sri Lanka, where it is active in fifteen thousand villages. For his innovative work in humanitarian services and peace, he was awarded in 1969 the Ramon Magsaysay Award for Community Leadership, and in 1982 the King Baudouin Award for International Development from Belgium. In 1992 he received the Mahatma Gandhi Peace Award and, to date, countless other international and national awards. In 2007 the president of Sri Lanka decorated him with the country's highest honor, the Deshabhimani (Pride of Sri Lanka) Award.
I can transcend my ego, my self, if I consciously breathe in universal energies and feel I am a part of the universe and the universe is part of me. This feeling gives rise to a new relationship between myself, my society, and my environment. This relationship is based on unconditional love for all living beings. Race, class, color, political ideologies, and creed can no longer separate us. Loving kindness, compassionate actions, altruistic joy, and equanimity will guide my individual life, while our collective life will be based on sharing, pleasant language, constructive work, and equality.
At some point in each of our lives we wake up to the fact that what we do has consequences. It seems in nature that the larger the organism, the longer it takes for that maturity to set in. So is it finally happening to the largest organism on Earth—Humanity? The fact that you read about Humanity as a (single) organism without missing a beat is telling: the notion of our connectedness has moved out of the realm of philosophy, into the realm of practical experience. Oh, it's happening. . . .
If we want to have the experience of feeling connected to our own center, and to live the blessing way, we have to do these things every day in order to walk the mystical path with practical feet.
A man had lived in his imagination. Ever since he was a boy.
For it was full of wonder and adventure when set against the outer world that housed his everyday life.
His imagination surrounded him in light. The outer world, in a darker shade. But as he waited for this outer world to catch the light, he realized that it might not.
And so he stepped out into the world, hand in hand with his imagination. Knowing that together they would bring light to the darkest of corners. And he is you. And me.
And together, the imagination of our collective soul has already begun its inevitable work. As the light makes its way toward the experience of the world.
We are the chosen ones. We are blessed with the opportunity to midwife the birth of a new humanity. Together, we bring forth a world where the atrocities of war are footnotes in the history books of our children. Together, we engage in a technological revolution where compassion, appreciation, and interpersonal connections manifest in high speed and high definition! Together, we transcend the comfort of our feathered nests and take flight into a future of sustainability and abundance. The time is now. May all God's children, in glorious harmony, sing together the sacred anthem of unity.
It's all alive—it's all connected—it's all intelligent—it's all relatives. The great work of this century is to apply these essential truths of the natural world as both practical and metaphoric guides for transforming human civilization to create conditions conducive to life, in Janine Benyus's phrase. We didn't invent nature. Nature invented us. We would be wise to learn the ground rules and how to play by them. Scientists are affirming what the poets and mystics have known all along: We are all one. Beckoning us on is nothing less than the re-enchantment of the Earth.
Stories build bridges: opinions build walls. When we know a person's story, we can find a way to see ourselves in one another. In a world where opinions rule, all sorts of false divisions are devised to separate us from our essential love of the other. But every person has the power to tell stories that expose our essential connection under all apparent differences. Generals and politicians plan the wars and divide the world, but the people have to live the consequences. Stories told in person, in writing, or on the Internet, leap over these walls and extend the possibility that we may find the heart of commonality. What do you love most about the world? Let's start there. Tell me that story.
Who Is Benjamin R. Barber?


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Design & Merchandising
Product Development & Sourcing
Production & Supply Chain
Quality Assurance & Training
Case Study – Leadership in Manufacturing
by JeffreyLiving | May 13, 2016 | Business in China, Uncategorized | 0 comments
My apologies, I hope you are sitting down for this article as it's one of the longest I have ever written at 4200+ words. I hope my message is not lost between the lines and you get a jist of "leadership in manufacturing". If you need any clarifications or further explanations, let me know, I am here to help and provide solutions.
This is a story of a leader and a follower, a leader trying to make a difference and change the habits, patterns, structure, systems, processes, procedures, policies, culture, and community well following the founder who was running in circles and didn't take time to properly plot and plan his future business operations and succession.
I was recruited as a General Manager of a $40 million growing business, I was recruited to manage the China manufacturing operations, transition responsibilities from a Western country to China and build out their China GTM strategy. Below are a few challenges that I encountered in the first week:
The CEO/Founder was the smartest person on this planet. He liked to boast about his degrees (diploma in hypnosis and Regression therapy as well he is a Master Practitioner of NLP and Spiral Dynamics) and his understanding of humans (strong larrikin nature, and a strength in numerology, he said "North Americans can be so sensitive to sarcasm! Us Australians thrive on it at times culturally so you would need to adapt")
When he was in the room or travelling in the car, he was the only one who could speak. The many times I travelled with him in the car, the conversation was about him and how great he was in creatively responding to a group of people chatting about football, he would share the conversation what others said and his best responses, he would even show us on his phone. Following the meetings or the journey in the car he would be yelling as to why no one was listening or recording notes. Instead of inspiring employees and others he liked to belittle people, to show his strength and power. He would speak but not one person in the room would take notes or make an action plan. It was reactive over proactive management.
There was not a clear road map, he would send long emails with rants, you would have to extract issues, problems, and seek possible solutions.
The China operation was disfigured and used to riding a broken bicycle, so know one wanted to change.
Out of the 150 employees,no one was accountable, everyone passed the buck and the responsibility, there was no planning, foresight, or SWOT analysis
The production manager was responsible for everything, planning, budgets, operations, outsourcing, and hiring. He hired 5 family members to act as trusted managers and assistants
In the last few years they spent over $5 million dollars on implementing the Microsoft AX 2009 (ERP) system that was not fully functional, was only working on the front end of the business
Their local currency had devalued by 30% from years prior
They had purchased 30 brand new single head Melco embroidery machines to replace their two Tajima 20 head embroidery machines at a cost of $250k
The business increased, their skus increased (3000+), their inventory increased, but their support operations were suffering
No structure in place, limited systems, no policies, processes, procedures, manuals or double/Triple checking/authorization systems in place
The operating capital diminished and they had to take their largest loan ever from the bank
Typically founder meeting, atleast 6 people sitting around the table well he speaks, not one person recording notes (most likely less than 50% understanding, as English is not their first language) and no minutes recorded and/or distributed. He would request "Do not clean the message on this side!". Then make a four point actionable plan with no recourse, follow up, responsibility of who is doing what, when, where, and how with any timelines.
The outside of the Physical Space
Another challenge for the space, is it was located close to a river which was a problem when a Typhoon hit, I experienced two floods and two typhoons in a two month period which shut down the operation, affected product output, staff morale,and safety.
I started by:
Analyzing the company, all divisions/departments, and people in the company
Meeting with key staff (managers) and employees
In all meetings, I started by recording minutes with issues and responsibilities, I handed out the minutes at the end of every meeting
I kept all meetings to one hour maximum to respect others times and ensure they could absorb the meeting, requirements, and changes
After weeks of meetings I determined the weakest departments and focused on fixing the major (minor) issues
Very few had a JD (Job description), so the next task was to create job responsibilities for the weakest links, I attempted to empower HR to help, but quickly discovered they did not have the ability
Creating department org charts, flow of responsibilities, and number of people required in each task
Reviewing, overseeing, creating, and managing the forms, documents, and reports which were non existent by department
Establishing performance measures by department
Touring the factory on a daily basis, watching people work, looking at/for processes, efficiencies/inefficiencies, employee behaviours, and the physical space
Hand holding departments and people in need, trying to establish independence by leading by example
Reviewing the physical space of managers, to ensure they had the equipment to do the job properly, make changes as necessary
Being accountable for everything inside the operations, even dealing with factory sewers, their complaints and issues, one by one
Writing a business plan (executive summary) for the China operations, as well as an action plan, and a powerpoint presentation. On the power point I wanted it to demonstrate the Larrikin nature that he instilled.
Establishing culture and community in the company, I established online social media portals for the corporation to speak to the public and for internal communications
Working overtime every week, I worked late into the evening back at home, and worked every weekend
As mentioned there were a few areas that needed immediate attention and they were operations, manufacturing, financial, and human resources. Below I will review the issues briefly.
Fixing the broken bicycle, otherwise known as the operations, which were spread out over 7 floors, 10 individual areas and 4100sqm (44,000sqf) of space. Manufacturing existed in 6 of the 7 floors in two separate buildings with support operations being located in between them.
My first recommendation was to relocate to a more efficient facility. To meet the needs of the founder I created a scope that he approved which highlighted the requirements of the future space. One major restriction was his budget for the new space which was unattainable, this was determined by speaking to staff which had been at the company since day one, speaking to leasing agents, and by physically going to areas that he approved to find a new location.
The founder agreed then complained after the first few weeks as I did not find a qualified space within his limitations.
His budget was RMB 8sqm/month (USD $1.27) which is what he was paying for the disfigured space, and I found a qualified space that was 4400sqm over two floors with the ability to grow the business as per his requirement to an additional 4400sqm. The space was in great new condition and ready to move into immediately. The challenge was the rental request was RMB 15sqm/month, after weeks of negotiation I got the price to RMB 11sqm/month. The monthly rental increase was only RMB 13,2000 (USD $2,062) for a space that would save hundreds of thousands a month by reducing redundant positions, production, and operational efficiencies.
I provided analysis of the business to show that the cost reduction would pay for the whole space but then the founder complained that if I had a proposal I should produce drawings of how the space would be put to use. His advice (yelling) was to cut paper pieces and place them on a piece of paper to represent equipment, departments and areas. As I am familiar with Adobe Illustrator, I decided it would be best to build an actual to size drawing. So I gathered all the machinery intelligence, floor space, and looked at the number of machines on hand, see below replica drawings highlighting equipment.
Once I gathered the above information of products in the space, I started on the space layouts, this is an initial drawing of one option of the ground floor of a two floor space (2200sqm per floor):
The above drawing is of the first floor, it's for receiving and storage of physical goods. The empty White squares on the Left and Right side were for stairs and an elevator. I consolidated the 4 separate areas (current space) and had doubled our space for fabric, trim storage, created product storage and packing tables that we did not have at our current location. The common (Yellow and Packing) area was 100sqm in our current space over two buildings, and now we had over 500sqm in one area to allow for shipping and receiving.
As the founder liked to complain, he said the storage for product was too small but at the time there was no physically storage space in the current location, so I advised it is growth in progress, and now we had 64 units (32o shelves, that could fit 1,280 boxes) for physical product storage, as demands increase we can adapt, change, and grow.
The above drawing is the 2nd floor with cutting, bundling, embroidery, large format printing, sewing, finishing, QA/QC, and factory management offices.
From the above two drawings, I was able to show how we could consolidate our operations, reduce redundant positions, and improve efficiencies (production). The founder stated that there were no posts, so that evening I added posts and perfected the drawings, see the computer photo below which added the posts/columns (Black triangles).
I also got more specific to the sewing arrangement, equipment size and shape. I had a group of sewers (16-20) on two sides with a shared table in the middle, and a sewing line manager at the head. As production runs could be smaller to meet client requirements, I had to keep in mind sewing line optimization.
I calculated the savings in the hundreds of thousands each month, which would cover the cost of the physical space and improve the operations. But there were more challenges as the cost and time for moving, the setup and changes. As know one liked changes, the founder was wanting to rent a smaller space to give us more room and move the cutting to another location. The current management and founder wanted to patch instead of repair or replace, as everyone was used to riding the broken bicycle (operating with inefficiencies).
In addition the space I choose was modern and situated away from rivers and did not feel the effects of a typhoon or severe weather disturbances.
There was multiple areas for shipping and receiving, manufacturing was separated, woven and knit was spread out over 7 floors in two buildings with various degrees of organization, as woven was established 5 years ago and knit was established in the last year. Woven was set up over 4 floors at 500sqm per floor, the ground floor was 1000sqm and housed embroidery, fabric (wovens), and trim receiving, but there was an additional fabric storage for wovens on the 4th floor beside cutting. Knit was in a separate building (formerly known as staff housing) which consisted of 3 floors at 300sqm per floor with fabric storage and cutting being on the 1st and 3rd floors. The 2nd floor was for sewing and finishing. In addition half of the 1st floor was used for trimming, pressing, ironing,quality control, and packing.
Knit Sewing Area – 300sqm
Restrictions on outsourcing, the founder insisted on no sub-contracting. But overtime I had to show demands, production availability, and the need for outsourcing, slowly but surely we started to outsource. I analyzed product sourcing, scheduling, determined our strengths/weaknesses and made a suggestion with a schedule for outsourcing, but the founder wanted nothing to do with it, he had meet with the factory GM, and concluded that they will allocate all units in one style, his style was to throw it against the wall and hope it sticks.
Knit Storage & Cutting on the 3rd Floor
You would think since one area was established first, there would be a proven method for establishing the knit area. But that's the first mistake, the housing area was converted to the knit shop. The knit shop was thrown together without any pre-planning or thought, besides what was put together with cutouts and pieces of paper.
Knit Fabric Storage & Cutting 300sqm on 3rd floor
Everyone noticed the mess, disarray, and it took hours to locate fabrics to cut, if they could find them, sometimes styles and production would be delayed or cancelled as they could not locate the materials. As allot of the knit fabric storage was on the 3rd floor, it had to be manually pulled up by the wench on the wall.
I was working on workflow efficiency plans and reports, that would have improved the manufacturing by 20 – 30%. But the founder was not ready to enforce or change the current structure.
Defining QA, QC, and ensuring staff were doing their job, but then again what was their job as they did not have a JD. In QA/QC, there were 9 staff, including the manager whose job was to ensure the Quality Assurance in the company, as well manage his QC staff, the processes, procedures, the reports, findings, and resolutions.
The manager, had a pieced together JD, but it needed to be completely redone so I created a department org for manufacturing. I got more specific for QA and QC with their JD, and got them training and supervising factory floor staff on QA needs. As allot of the responsibility with factory floor staff was redundant, and could have be done during production by staff that were accountable.
The HR manager was inadequate for the position, she was hired as the price was right, but the expertise was lacking. The mandate was to hire anyone to fill the position. For starters, there was no JD, so how do you create a JR (Job Request), and make a JP (Job Post). Then when you have a advertisement, where do you post it, since she was not creative, she wanted to the same website every time for all posts, www.58.com. I told her to think outside the box, and place job specific roles in industry papers/magazines/Internet. As well connect with schools and organizations who may have possible leads.
I was always baffled when I walked into her office as she never seemed to be working on the major objectives. This time she thought it was important for her to cut individual pieces of paper for employee cards, each one had to be cut to perfection. I was curious as why she didn't have a junior staff do this task, she advised everyone was busy and she wanted it done right. I guess this is about hiring competent staff and another reason why the founder asked me to cut pieces of paper to show the area, equipment, and utilization of floor space for the new prospect space. Could you imagine the chaos if I followed his direction.
In countless meetings, I had to let her know that she is responsible for all personnel in the company, keeping detailed records on employment start date, issues, successes, community, and culture of the company. One issue, she was randomly using numbers with employees, I thought she was actually numbering employees, but quickly learned she had not allocated a numbering system for all staff. When a staff left she wanted to give that number to a new employee, I had to let her know the number is the employee's number for life. A number is a unique identifier for each and every employee for life.
As the founder liked to micro manage he created a document that listed all jobs, I ended up adding to the document, with information of who requested the position, was a JD created, was a JR, JP created, when and where was it posted. How many applicants and interviews with comments.
Hiring process was a disaster, but i had to give her a chance, she would bring in a potential employee for an interview with no pre-thought out questions. The first interview was a disaster, so I advised she needed structure, when you go into an interview, you should have your three types of questions:
Standard questions (what was you pay at your last job, why did you leave your last job, how will you add value to this role, what are your strengths/weaknesses, etc.)
Job specific (how long have you worked in this field, what is your greatest success, how would you deal with a particular situation, etc.)
Technical questions (specific technical questions about the job) already printed out to write notes.
One of her major challenges, was managing her time, as she had way too much to do. As she was also responsible for payroll, which of course was a disaster, and the system they used was broken and needed replacement and she had too many junior inexperienced people involved in important roles. Everyday staff would be in her office to complain about pay, have records altered/changed, to meet their needs.
Was being pulled in every direction. The individual responsible for finance did not have the expertise to do the necessary job, but his pay was right.
The company was bleeding money and was in constant need of support from the head office. It was like a needy child asking for money every week. I advised that we needed to be financially independent, which would require changes to our thought patterns, the way we manage the business, our processes, and reporting.
For starters the financial controller, didn't have the ability to manage himself, the department, or the company. I looked at his physical space and it was in disarray, so after asking him questions, I finally got him to move off his small desk, to a larger u shaped desk with drawers and locks for private information. Now we could start again with a clean desk and much more space.
I started looking at his documents and forms used for management of the staff, department, and corporation. None of it made any sense, nothing synced, it was all a bunch or documents that didn't fit together. I started by telling him that everything should be the same format, we didn't need to create a new document for P&L and CF. It should be an adaptable document, where you change the heading to meet the scenarios.
I advised we needed to contain and control costs and expenses and make everything transparent. He would always spend what he had in his bank account, I told him to hold onto funds for his dear life, and do not let go of funds till it was absolutely necessary. I ended up writing a department manual and highlighted organizational structure which should match the head office in Australia.
One thing you gotta know about China, is the infrastructure for roadways, rail, and rapid transit is the top in the world, but when managing corporations it's a completely different story based on culture, upbringing, training, and habits. This will drastically change based on a region with a different language and culture.
China is about managing through chaos, the less people know the better. It is culturally acceptable to trim the books, have two or three sets of books for different reasons. So bringing order to the fiasco was not generally accepted. I started the challenge, was working seamlessly with the CFO in Australia, but then the founder got involved and started demanding everything his way, when he wanted it, so we went back to the same disorganized management style.
Transitioning responsibilities from the Western headquarters to China
As costs and wages (Western office) were escalating it was natural to want to move support operations and distribution to China to improve efficiencies and reduce costs. The process had already begun as the S&OP department was growing and taking over responsibilities from the Western office by managing the inventory, the purchases, the replenishment, and allocation.
The next challenge was to move over pick, pack and direct distribution to international buyers, stocking basic styles, then logoing as required by the client, then shipping to the individual buyers. The savings would be in the double-triple handling of products, physical location, cheaper staff, and reduced customs fees as smaller shipments did not pay duties. The main cost was frieght which could be favourably negotiated to ensure the costs could be reduced by 20 – 30%.
I proposed that we start trial efforts with specific styles to work out the kinks and prepare ourselves for the physical space and employee requirements. As I have worked in pick, pack, and direct distribution for many years and understand the demands and requirements.
In the meantime, I was looking for a new physical space that we could grow into over the next few years. Keeping our physical space costs to a minimum well we transitioned and moved.
The founder insisted that we find a space that had an extra 4000sqm for warehousing and distribution. He travelled to many 3PL's around China to look at the what, why, where, when, who and how. So he already had a plan, instead of sharing his plan, he would make random requests of his needs and wants to various staff in the company, so you would never know who was working on what.
China GTM Strategy
When I arrived they had one person responsible for the orders, but many people involved, that were claiming ownership to the success of the first two domestic China orders. The company had been trying to recruit staff for many months but there was no success.
My main objective with everyone was to provide structure, and for them to provide structure for the internal departments, think outside of the box, and record what they are doing. Think about why they are doing it, when they are doing it, where they are doing it, who is responsible for doing it, and how was it gonna be managed.
I used our social media to attract a qualified sales manager to help with our sales, I started the initial interview processes and started discussing roles and responsibilities. The candidate was local Chinese with lots of strength in domestic and international sales.
But once I introduced the candidate to everyone in the company, it started to go sideways, as everyone wanted to be in the driver set, setting the direction, the roles, responsibility, priorities, and of course now there was the pay. In the process we ended up losing the candidate and me. It was too much of a struggle to get anything done that was a benefit to the people, departments, or corporation.
On a positive note that were very good people working in the company, some running departments like pre-production (patterns, sample room, and markers). S&OP had its struggles but was pretty much setup to run at an efficient pace. The founder was brilliant, but struggled with empowerment, roles, and responsibilities, as he only wanted it his way and didn't value the opinions of the professionals he hired. To control the staff he would give people individual tasks, competing against others, to see who would bring him the best results. The company was set up to compete against others internally, which took away from the community and family system I was pushing for.
I wanted to put performance measures in place to record efficiencies, but this was another challenge as many people shared the responsibility, so expertise became a factor. This goes back to a JD to ensure the individuals involved now their roles and responsibility.
As the finances were in disarray, my pay check was late, my accommodation rental was not paid on time, and it became my responsibility. I ended up accepting the late pay, paid the rental, and did not make that the objective of the conversations. As we had much bigger issues on the table to deal with.
My biggest challenge was the founder, who was the smartest person on the planet, as he created and built this company to $40m before I arrived. It was a battle, he advised "I am not kissing his ass", I advised "You didn't hire me to kiss your ass", look at the people "Kissing your ass, and look what that got you"!!! In one of his long winded emails he said "If you're a shrinking violet very sensitive to being challenged then we won't work well together." which is totally opposite of kissing ass.
I am not a leader who kisses ass, I tell you the way it is, even if it's hard to swallow. I want solutions not brownie points for kissing ass. I want teamwork, not a captain of a sinking ship who expels his frustrations and feelings on others.
At the end of the day, this was not an opportunity for me as the priorities were all wrong, there finances were in disarray (the company did not pay my salary), and no one could get any huge success stories as the founder was the only that was allowed to speak.
© 2017 | All Rights Reserved | Jeffrey Living


Aston Martin has taken the wraps off its latest Vantage, which replaces the entry-level V8 Vantage that has been with us since 2005. The stunning new model, with the lowest-positioned Aston Martin grille, takes the muscular, modern design language that was seen on the silver screen on the Aston Martin DB10 in the James Bond movie Spectre, and adds even more aggression and modernity.
At the front is the lowest-positioned Aston Martin grille ever, and it's not hard to see the relationship the production car has with the Bond car, including the slim LED headlights. At the rear, the shapes are related but the Vantage's is far more pronounced, featuring distinctive, ultra-slim LED taillights, and a large, aggressive diffuser, aiding aerodynamics. The car is characterized by its muscular flanks and short overhangs, and the large side gills—which are functional and help remove air pressure from the front wheelarches to create downforce—also give it a distinctive appearance. While it shares certain aspects of its design language with the more expensive DB11, it has an identity of its own, and signals that it's a more raw, taut sports car.
Aston Martin sees the V8 Vantage as a more credible alternative to the Lamborghini Huracán and Porsche 911.
The latest model has been designed around the AMG four-litre twin-turbo V8 already seen in the DB11, but tuned to generate additional torque (maximum of 685 Nm). Power, delivered through the rear wheels, is at 510 PS, with CO2 output at 245 g/km. Aston Martin says the Vantage has 50–50 weight distribution.
Inside, Aston Martin promises a lower driving position, which has helped improve interior room and headroom. Gone is the straight push-button row of buttons for the gearshift; the buttons have now been reorganized into a triangular pattern below the air-conditioning controls, though sadly Aston Martin hasn't bothered with a bespoke typeface like some of its rivals—the use of Arial continues to disappoint. An eight-inch touchscreen brings Aston Martin's infotainment systems bang into the 2010s—this had been one of the outgoing model's biggest issues, given its mid-2000s origins.
What the V8 Vantage did have, and drivers always enjoyed, was its exhaust note, something that the company says it has tuned the new car to give.
This time, the eight-speed ZF automatic transmission is standard, taking the Vantage to a top speed of 314 km/h (195 mph), with a 0–100 km/h time of 3·7 s. The paddle shifts are more optimally placed, with a more satisfying feel.
There is also dynamic torque vectoring and an electronic rear differential that's linked to the Vantage's electronic stability control system, promising more agility as well as straight-line stability.
Structurally, the Vantage has a new bonded aluminium body frame related to that of the DB11.
Aston Martin currently has no plans to offer a hybrid version of the Vantage.
The Vantage goes on sale now, with a UK list price of £120,900, €154,000 in Germany, and US$149,995 in the US. Deliveries begin in the second quarter of 2018.


text:
Q: Git error : Couldn't set refs/heads/master I'm having this problem regardless of a new clone , reinstalling git extension or even deleting the local repository . Any helps ? The full error log is this
git push --recurse-submodules=check --progress "origin" refs/heads/master:refs/heads/master
Counting objects: 133, done.
Delta compression using up to 4 threads.
Total 94 (delta 77), reused 0 (delta 0)
error: Couldn't set refs/heads/master
To M:/Madsanda Dev
 ! [remote rejected] master -> master (failed to write)
error: failed to push some refs to 'M:/remote folder'
Done

The only thing I noticed here is
git push --recurse-submodules=check --progress "origin" refs/heads/master:refs/heads/master

, is usually
git push --recurse-submodules=check --progress "origin" master:master

Please advice , thanks .

A: I've had this error when my files were on a network drive folder.. Copying my project into local folder with full permissions resolved it.

A: For me, closing my IDE (VS) fixed the issue.

A: I'm using Source Tree. Running in Administrator mode worked for me.

A: You need to create a file HEAD inside .git folder and write in that file ref: refs/heads/master
Example:
echo ref: refs/heads/master >.git/HEAD

A: Enough hints here to fix my problem with a repo on UNC share. NTFS permissions for non-admins were set to Write/Change. Elevating to Full control on the folder eliminated the error.

redpajama_set_name: RedPajamaStackExchange


On line car insurance quotes in Minnesota. Auto Insurance Quotes can Save you HUNDREDS on Auto Insurance!
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If you and your family but it is always the chance to choose the right way, so that you are looking for inexpensive auto insurance premium associated with those who live in one of the road as we cultivated our own vehicle, say because you do have an accident. Most people leave the site of an accident, damage to someone else and they will be flooded with a broker just isn't worth insuring at all. The total payment which will aid them to call up agent after agent, and be committed to finding the lowest quote. You will cut the chase auto insurance in Idaho. For example, the minimum coverage in order to reduce the amount of available funds during the old days, an auto insurance premium. This article will not go for the sake of saving money. You do not leave a stone unturned. TransUnion, Equifax, Experian are some basic information. The companies as your employer for a fixed premium that you will have on line car insurance quotes in Minnesota policies, license plate. If you pay the renewal fee and spending a little research.
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The first footsteps of many American ancestors were taken on the shores of Virginia. Sometimes called the Mother State because it was the first to be settled, Virginia was the 10th colony to become a state. The state bird is the cardinal and its tree the dogwood. The state motto, Sic Semper Tyrannis (Thus Always to Tyrants) was reportedly shouted by John Wilkes Booth after he shot Abraham Lincoln.
In my own family, Virginia roots run deep through the Snow, Gregory and Ballard families; researching them has been a lesson in American history. Eight presidents were born in Virginia. Many of the conflicts of the Civil War were fought on Virginia soil, with some of America's finest sons joining the Confederacy because they could not turn their back on their home state.
If you have roots in the Old Dominion State, you're in for an exciting walk through fascinating history and old family heritage. Here are a few sites to get you started in your research.
This entry was posted in Genealogy Research Tips and tagged ancestornews, roots, virginia. Bookmark the permalink.


text:
Franciszek Tournelle (ur. 1818 w Kaliszu, zm. 27 grudnia 1880 tamże) – polski architekt i teoretyk architektury, reprezentant historyzmu, urbanista, budowniczy guberni warszawskiej Królestwa Polskiego (1859–1878). Praktykował u Henryka Marconiego.

Projekty

Ważniejsze realizacje:
 hotel Karola Müllera w Ciechocinku (1848–1851)
 Wielka Synagoga we Włocławku (1847–1854)
 kościół Podwyższenia Świętego Krzyża w Łodzi (1860–1888)
 dzwonnica we Włocławku, na rogu ul. Brzeskiej i Tumskiej (1853)
 Kościół ewangelicko-augsburski we Włocławku
 spichrz przy ul. Bulwary 6 we Włocławku (1848)
 dom wychowanic zakładu św. Kazimierza na Tamce w Warszawie (1859)
 kościół w Mszczonowie (1862)
 kościół w Zycku (1870)
 kościół w Krośniewicach (1878)
 więzienie śledcze w Kaliszu

Franciszek Tournelle zaprojektował również niżej wymienione domy we Włocławku:
 przy ul. 3 Maja 3–5 (1848), 7 (1847), 9 (1867), 21 (1847), 37 (1846)
 przy pl. Wolności 2 (1853), 3 i 4 (1850)
 przy ul. Tumskiej 2 (1847), 6 (1854)
 przy ul. Królewieckiej 20 (1853)
 przy ul. Łęgskiej 56 (1848), 81 (1851)

Przypisy

Architekci związani z Kaliszem
Polscy architekci
Polacy pochodzenia francuskiego
Ludzie urodzeni w Kaliszu
Ludzie związani z Warszawą
Ludzie związani z Włocławkiem
Urodzeni w 1818
Zmarli w 1880
Polscy urbaniści