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We harvest many trophy bulls on this spacious ranch in South Dakota. These hunts produce one of the most unique and beautiful trophies available. Many of which make SCI books. Hunts are conducted from Oct. through Jan. to ensure that the hides are at their prime.
Excellent for stocking the freezers (as well as your neighbors). You will harvest an immature animal on this hunt (something the meat will be excellent on). You also receive the "trophy" parts as well.
This option allows you to harvest something for the wall and the freezer. What a great opportunity for the hunter who is not concerned with record books!
Most Buffalo hunts will now include two nights lodging and meals the day of the hunt.


text:
Nortel Pumps a Bigger, Faster Core
News Analysis Light Reading 3/19/2001
ANAHEIM, Calif. - OFC2001 - Nortel Networks Corp. (NYSE/Toronto: NT) today threw its weight behind 40-Gbit/s optical technology in the core of the network, announcing a series of products that will push the next-generation technology.
The announcements are significant for showing Nortel is ready to make an aggressive bet on 40-Gbit/s technology, perhaps even before telecom carriers are ready to deploy it. Nortel's early move into 10-Gbit/s, the last major upgrade of the network, was a key factor in its success in gaining market share, making it the leader in core optical transport technology.
Nortel's announced products, which will be available in the latter half of this year, include:
The Optera Connect HDX switch, which has a capacity of switching between 3.84- and 40-Tbit/s of data. The product also supports both 10-Gbit/s and 40-Gbit/s interfaces, which is important for allowing service providers a smooth upgrade (see Nortel Launches Next-Gen Net Solution).
The Optera Long Haul 5000 Optical Line System, a DWDM platform designed to carry 160 wavelengths at 40-Gbit/s over 1,000 kilometers without needing electrical regeneration (see Nortel: Top Dog, but for How Long?).
A MEMS-based tunable laser for 40-Gbit/s systems, based on the technology it acquired from CoreTek last year (see Nortel Ships 40-Gig MEMS Lasers).
The Smart Optical Network, a software solution that will allow service providers to pull bandwidth on demand from the optical core. The software is designed to be embedded inside Nortel switches, automatically configuring optical connections in response to signaling that's based on emerging standards from the International Telecommunication Union (ITU) and Internet Engineering Task Force (IETF) (see Nortel Intros Net Management Suite).
"It's a bet on 40-gig," says Greg Mumford, president of Nortel's optical Internet division. "Just like how we bet on a 10-Gbit/s [core] when no one else would.
"When we talk to chief information officers, they say they would gladly trade more bandwidth [at the network's core] for additional processing [at the edge]."
The significance here is that Nortel's pushing for greater capacity at the network's core, something you'd think service providers would use when available. The catch, for now, is that the big service providers, Nortel's bread and butter, are cutting spending and slowing build-outs, as the capital markets seize up and CLECs continue to wither.
There's no doubt that Nortel's long view -- that more and more bandwidth is needed because it's still being consumed as soon as its available -- is still on the mark. However, given the economic slowdown, it'll be interesting to see whether service providers pick up on Nortel's 40-Gbit/s vision as quickly as they did when it offered a way to extend voice-based Sonet networks to 10-Gbit/s networks primarily used to shuttle data.
Harry Bosco, president and CEO of startup OpNext Inc., says that OpNext is selling about a thousand 10-Gbit/s modules a month and he's not seeing a slowdown there. All the same, he does see what's coming over the horizon. "Router vendors are the ones driving demand for 40-Gbit/s," he says. "They want it and they're pushing hard to get it."
Other equipment providers agree with Nortel's reasoning, saying that service providers are interested in 40-Gbit/s core gear because the upgrade will help them cut costs. But it may be a year to 18 months before certain issues make a 40-Gbit product launch more feasible.
"We've got 40-Gbit technology in our labs now, but we're waiting for the right time to fold it into a product," says Thomas C. Mock, Ciena Corp.'s (Nasdaq: CIEN) senior director of transport product management. "There would be a much greater press if there were already specific applications [for that kind of bandwidth] waiting."
-- Mary Jander, senior editor, and Phil Harvey, senior editor, Light Reading http://www.lightreading.com
gladysnight 12/4/2012 | 8:42:29 PM
re: Nortel Pumps a Bigger, Faster Core Mary,
Perhaps you'd like to elucidate on the capacity quoted to "switch from 3.8 to 4.something Terabits per second" ?
Since the recent so-called "terabit" core router test shows an extremely limited capability to handle even a fraction of this volume, this claim seems more than a little inflated.
Perhaps it might be more accurate to say that the item in question is able to "cross-connect" the claimed capacity - but this is a far different thing from an active switching fabric.
While we expect a certain level of hype, marketecture, and vapourware from the vendors, we'd also appreciate some sensible commentary from the pundits like yourself.
Belzebutt 12/4/2012 | 8:42:29 PM
re: Nortel Pumps a Bigger, Faster Core On Nortel's web site the product is referred to as a "cross-connect" as well as a switch. I don't think there's any confusion as to what the product is:
http://www.nortelnetworks.com/...
(...unlike some other almost-defunct company's "optical router" :)
melao 12/4/2012 | 8:37:49 PM
re: Nortel Pumps a Bigger, Faster Core "On Nortel's web site the product is referred to as a "cross-connect" as well as a switch. I don't think there's any confusion as to what the product is:
(...unlike some other almost-defunct company's "optical router" :)"
I guess the capacity that Nortel is talking about are measured on the bit slots of the digital wave that is passing by the switch.
What i mean is that, we got several ports at different rates going to the switch card to be switched. So several PRBS ate different rates are coming to the matrix. So the bit slots are different. Well, the lowest switch matrix capacity that the article reported would probably be if this equipment is equiped only with the STM-16/OC-48 cards, and the biggest when it's equiped with the STM-256/OC-768. That's when we have like lot's of PRBS sequencies at the highest rate and smaller bit slots, the switch should be in full capacity switching those bit slots among the different ports.
The HDX as far as i know is a BIG DXC.
http://www.nortelnetworks.com/..."
Certainly no confusion here. But I still expect journalists to ask challenging questions, not just reprint ad space.
"(...unlike some other almost-defunct company's "optical router" :)"
Touche, my man. Touche.

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Binding through IDictionary property changed event handler is null I have a class FormItem which implements an IDictionary<string, object>, when I bind the Value property of the FormItem, the PropertyChanged event is always null, but when I remove the IDictionary from FormItem then the FormItem.PropertyChanged event is not null. I want to know why it is null when I am implementing IDictionary and how it can be fixed.
Example
public class FormItem : INotifyPropertyChanged, IDictionary<string, object>
{
    public int _value;
    public int Value
    {
        get { return _value; }
        set
        {
            _value= value;
            OnPropertyChanged("Value");
        }
    }

    public event PropertyChangedEventHandler PropertyChanged;

    protected virtual void OnPropertyChanged([CallerMemberName] string propertyName = null)
    {
        PropertyChanged?.Invoke(this, new PropertyChangedEventArgs(propertyName));

    }

    public bool CanEdit
    {
        get { return true; }
    }

    IEnumerator IEnumerable.GetEnumerator()
    {
        return GetEnumerator();
    }

    public IEnumerator<KeyValuePair<string, object>> GetEnumerator()
    {
        throw new NotImplementedException();
    }

    public void Add(KeyValuePair<string, object> item)
    {
        throw new NotImplementedException();
    }

    public void Clear()
    {
        throw new NotImplementedException();
    }

    public bool Contains(KeyValuePair<string, object> item)
    {
        throw new NotImplementedException();
    }

    public void CopyTo(KeyValuePair<string, object>[] array, int arrayIndex)
    {
        throw new NotImplementedException();
    }

    public bool Remove(KeyValuePair<string, object> item)
    {
        throw new NotImplementedException();
    }

    public int Count { get; }
    public bool IsReadOnly { get; }

    public void Add(string key, object value)
    {
        throw new NotImplementedException();
    }

    public bool ContainsKey(string key)
    {
        throw new NotImplementedException();
    }

    public bool Remove(string key)
    {
        throw new NotImplementedException();
    }

    public bool TryGetValue(string key, out object value)
    {
        throw new NotImplementedException();
    }

    public object this[string key]
    {
        get { throw new NotImplementedException(); }
        set { throw new NotImplementedException(); }
    }

    public ICollection<string> Keys { get; }
    public ICollection<object> Values { get; }
}

<Page
    x:Class="App1.MainPage"
    xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation"
    xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml"
    xmlns:local="using:App1"
    xmlns:d="http://schemas.microsoft.com/expression/blend/2008"
    xmlns:mc="http://schemas.openxmlformats.org/markup-compatibility/2006"
    mc:Ignorable="d">

    <Grid>
        <Grid Background="{ThemeResource ApplicationPageBackgroundThemeBrush}">
            <TextBox x:Name="text" Text="{Binding FormItem.Val}"></TextBox>
            <Button x:Name="button" Visibility="{Binding FormItem.CanEdit}" Content="Hello World" />
        </Grid>
    </Grid>
</Page>

MainPage.xaml.cs:
using Windows.UI.Xaml.Controls;

// The Blank Page item template is documented at https://go.microsoft.com/fwlink/?LinkId=402352&clcid=0x409

namespace App1
{
    /// <summary>
    /// An empty page that can be used on its own or navigated to within a Frame.
    /// </summary>
    public sealed partial class MainPage : Page
    {
        public MainPage()
        {
            this.InitializeComponent();
            this.DataContext= new DataPageViewModel();
        }
    }
}

DataPageViewModel.cs:
using System;
using System.Collections;
using System.Collections.Generic;
using System.ComponentModel;
using System.Linq;
using System.Runtime.CompilerServices;
using System.Text;
using System.Threading.Tasks;

namespace App1
{
    class DataPageViewModel : INotifyPropertyChanged
    {
        private FormItem _formItem;

        public FormItem FormItem
        {
            get { return _formItem; }
            set
            {
                _formItem = value;
                OnPropertyChanged("FormItem");
            }
        }

        public event PropertyChangedEventHandler PropertyChanged;

        public DataPageViewModel()
        {
            this.FormItem = new FormItem();
        }

        protected virtual void OnPropertyChanged([CallerMemberName] string propertyName = null)
        {
            PropertyChanged?.Invoke(this, new PropertyChangedEventArgs(propertyName));
        }
    }
}

A: The issue you are seeing is an unfortunate consequence of Microsoft's refusal to achieve parity between the original WPF API and the WinRT/UWP API (which is derived primarily from the Silverlight/Windows Phone API, a dumbed-down and reinvented version of the WPF API). My guess is that if you asked Microsoft, or at least the folks responsible for UWP, they would claim this as a feature, not a bug.
What's going on is that when your type implements the IDictionary<TKey, TValue> interface, UWP decides to support indexing the dictionary via the property path syntax as well as the usual indexer syntax. That is, while in WPF indexing the dictionary would require writing something like Text={Binding FormItem[SomeKey]}, in UWP you can write Text={Binding FormItem.SomeKey}. Of course, this completely breaks binding to any actual properties in the class. Once the class implements the IDictionary<TKey, TValue> interface, you're stuck being able to access only dictionary items.
To make matters worse, when binding to an indexed dictionary item, UWP does not bother to subscribe to the PropertyChanged event. In WPF, it's a bit hacky, but you can raise the PropertyChanged event with the name of the property as "Item", and bindings to indexed values (such as through a dictionary) will be refreshed. UWP doesn't include even that hacky behavior. Indexed dictionary items are de facto one-time bindings.
If it were me, I would just not implement the dictionary interface on the same object where I wanted access to other properties. Instead, change the model hierarchy so that your model objects are strictly model objects. If you need dictionary behavior somewhere, make your model objects contain a dictionary, rather than be a dictionary. This will ensure you keep indexed dictionary items and named properties separate.
However, there is another work-around in this case. The {x:Bind} syntax, being more limited by design, does not conflate indexer and property path syntax. The down-side is that it also does not rely on DataContext. But, if you're willing to add a property to your Page class, you can use the {x:Bind} syntax and that will work as you expect. For example:
public sealed partial class MainPage : Page
{
    public DataPageViewModel Model { get { return (DataPageViewModel)DataContext; } }

    public MainPage()
    {
        this.InitializeComponent();
        this.DataContext = new DataPageViewModel();
    }

    // I added this to your example so that I had a way to modify
    // the property and observe any binding updates
    private void button_Click(object sender, RoutedEventArgs e)
    {
        Model.FormItem.Value++;
    }
}

Note that I wrapped the DataContext in the new property. This allows you to mix-and-match {Binding} and {x:Bind} syntax.
Note also that you'll either need to change your DataPageViewModel class to be public or (my preference) change your MainPage class to not be public. Otherwise, you'll get a compile-time error complaining about inconsistent accessibility on the new Model property.
Then, in the XAML:
<TextBox x:Name="text" Text="{x:Bind Model.FormItem.Value, Mode=TwoWay}"/>

Note that {x:Bind} is one-time binding by default. To get updates when the property changes, you need to explicitly set the mode to OneWay or TwoWay.
With your view implemented this way, you can keep the mixed model+dictionary design and still have UWP observe property changes.

redpajama_set_name: RedPajamaStackExchange


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A June interview with FDA's Bakul Patel, author of FDA's draft guidance on mobile medical apps, revealed that the majority of mobile health apps FDA has reviewed to date are classified as Class II Medical Devices. Of the 27,000 medical apps available today, FDA has reviewed less than .003%. Classifying even ten percent of the 27,000 medical apps as Class II Medical Devices risks bringing FDA to its knees, dramatically increasing the number of inspections and enforcement actions FDA needs to take each year.
As more developers around the world jump into the fast paced medical app business, the problem will get worse. Compounding this is the lifespan of the average mobile app: 14 months. And during that time, the app will be significantly revised or completely rewritten 3-4 times. In device terms, that's a new model every 3-4 months. And yet FDA needs an average of 67 days to review a medical app. So by the time FDA has finished its review and clearance, the version the agency reviewed may well be obsolete.
This is going to be problematic if the majority of mobile medical apps are classified as Class II Devices as suggested by FDA's draft guidance on mobile medical apps.
Class II Medical Devices are higher risk than Class I devices. Example Class II devices today include powered wheelchairs and infusion pumps. Class II devices require their maker to fully comply with FDA's Quality System Regulation (21 CFR § 820) and the Medical Device Reporting (21 CFR § 803) rules, from design control to supplier (including distributor) qualification to postmarket monitoring. Assuming a firm takes a traditional approach to compliance with the QSR and MDR, their cost of doing business will increase an average 30%.
Many questions about QSR and MDR compliance for medical apps abound. Is Apple a distributor of the medical mobile app? What about Google's Android store? Or Amazon.com? How should a maker of a mobile health app qualify Google or Amazon.com or Apple? If a user posits a poor review and bug problems he/she had on the app store's reviews section, what responsibility does the developer – or Apple or Google – have to consider that user review for postmarket reporting? How strict will FDA be in inspecting and enforcing design controls when device models completely change every 3-4 months. Far too few firms today get design control right with an 18 month development lifecycle. What is the agency's compliance expectation for a 90-day development lifecycle? And for apps that include the ability for a healthcare provider to enter patient data and track treatment plans, for instance, who is responsible for ensuring the app is 21 CFR § 11 compliant such that any data within it has integrity, much less remains confidential and private?
FDA's current draft guidance on mobile medical apps is woefully short of such practical specifics. And yet it's these specifics that will get even the most forthright medical app developer in trouble with FDA-483s and Warning Letters. Warning Letters have been shown to reduce product sales by at least 8% the first year and for three years thereafter. For many of these developers, a Warning Letter might be the kiss of death and bring a painful chill to the innovation marketplace.
1. Misinterpretations around technological capabilities vis-à-vis wellness versus treatment versus diagnosis. Many mobile medical apps help healthcare providers and patients track conditions – from weight loss to insulin levels. It seems to me that FDA's draft guidance identification of apps doing calculations as Class II devices is extremely broad. After all, if my weight loss app calculates my body mass index, doesn't that technically meet the criteria defined by FDA: "Apps that act as calculators or utilize algorithms to produce an index, score, scale, or other similar calculations." And what if my doctor decides to rely upon that to prescribe a weight loss drug or exercise regimen? Or a clinician, in the midst of a clinical trial, decides that this is how he/she is going to verify and track dosing?
2. Enforcement of the QSR and MDR requirements. How will FDA enforce these regulations given the enormous numbers of medical apps and the comparative dearth of FDA investigators and reviewers? Few app developers today use anything like design control for their rapid development and release cycle. And many medical app developers are virtual companies. What is the actual likelihood they will comply versus simply shutdown shop after 14 months (the lifespan of their app) only to re-open under another name? Think about how the video game development industry operates. Game studios open and close all the time. Individual developers jump ship to form a new studio, release a game, and then shut down the studio, only to reform with a slightly different group of developers and reopen a new studio 30 days later. I can easily foresee this happening in the mobile medical app space, particularly as more and more overseas developers join the fray. FDA can clarify all it wants that app developers need to register as device makers and comply with the QSR and MDR, but enforcement needs to be realistic to work. The ability of an app maker to open up, develop the app, sell it for 14 months, and then close up shop faster than FDA can realize the app even existed is going to make for a lot of frustration in FDA, in the marketplace, and among patients and providers.
While FDA continues its case-by-case enforcement and tries to craft guidance-based rules in which to understand and frame the fast-paced mobile health landscape, the market marches forward at double time.
Let's hope mobile medical app makers are not surprised when FDA finalizes the rules of the game.
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» Fr. Robert Timchak – Diocese of Scranton
Fr. Robert Timchak – Diocese of Scranton
Horowitz Law | Nov 28, 2018 | Abuser Profiles, Catholic Church
Father Robert Timchak
Diocese of Scranton
Ordained: 1992
Leave of absence: 2006-2007, 2009
Laicized: 2014
Assigned as follows:
1992-1994: St. Mary of the Immaculate Conception (Wilkes-Barre, PA)
1994-1996: Seton Catholic High School (Pittston, PA)
1996-1998: Bishop Hoban High School (Wilkes-Barre, PA)
1996-1998: Holy Savior (Wilkes-Barre, PA)
1998-2006: Annunciation (Williamsport, PA)
2000-2006: Transfiguration (West Hazleton, PA)
2000-2006: Ss. Peter and Paul (Hazleton, PA)
2006-2007: Leave of Absence
2007-2009: St. Vincent de Paul (Milford, PA)
2007-2009: St. John Neumann (Lords Valley, PA)
2009: Leave of Absence
Summary of Sexual Abuse Allegations against Father Robert Timchak:
Father Robert Timchak was ordained a priest in 1992, who served in multiple parishes in the Diocese of Scranton. According to media reports, in 2018, he was first named publicly as accused in the PA Grand Jury report. It noted that in December 2008, the Diocese received an anonymous letter that Father Robert Timchak was downloading child pornography.
The grand jury report suggests that some of these downloads were included in the letter. The letter and its contents were forwarded to the local district attorney. Timchak eventually pled guilty to use/possession of child pornography. He was sentenced to six to 72-months in prison. He was released in June 2012.
The grand jury report does not allege that Timchak had inappropriate physical contact with any children in the Diocese of Scranton. It also does not discuss the unusual year-long leave of absence that Timchak took from 2006-2007.
Timchak has since been released from prison and now resides in Warrior Run, Pennsylvania. He is a registered sex offender.
On October 24, 2022, Robert Timchak was again arrested. This time he is accused of downloading graphic videos of children engaged in sexual acts. When law enforcement asked Robert Timchak about the videos, he explained that he downloaded the videos from various pornographic websites. Timchak was charged with four counts of dissemination of photos or videos of children involved in sex acts, two counts of criminal use of a communication facility, and a single count of child pornography.
Horowitz Law is a law firm representing victims and survivors of sexual abuse by Catholic priests and other clergy in the Diocese of Scranton. If you need a lawyer because you were sexually abused by a priest in Pennsylvania, contact our office today. Although many years have passed, those abused by Catholic clergy in the Diocese of Scranton may have legal options, but filing deadlines will apply so do not delay in reaching out to us. Our lawyers have decades of experience representing survivors of clergy sexual abuse in Pennsylvania and nationwide. We can help.
Contact us at 888-283-9922 or [email protected] to discuss your options today.
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Hey everyone! Michael Young Séo and Shaun Swanson are going to host an informal hackathon this Thursday at [freespace].
We're going to focus on building a membership tracking prototype, but you're welcome to come and hack on anything that'll help the current [freespace] in it's mission, or any of the other ones in the world!
The membership system is being built with RFID cards, raspberry pi, maybe Arduino and some Ruby on Rails. This will be the second hack on the membership system.
Have any ideas for how we can keep track of visitors? Email shaun@radius.com with your ideas.


I mainly just play for fun. dont expect too many new scores or anything..
Friends: asar, Atticus, DrHappyJax, evilbunny26, Hyperstepz, JoJo, Krispy, licyeus, mr.miyagi, Nix, PEEWEE, pimpmachine, QooL, R4VN152?
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Join Humanitas at ECR's first annual college fair on Saturday, September 6 from 10 a.m. to 1 p.m. on ECR's campus. There will be college workshops and representatives from over 40 different colleges. Be sure to stop by the Humanitas booth to check-in and say hello!


text:
Home » India » Farmer Dies in Tamil Nadu's Salem Day After Being Assaulted by Police, Sub-Inspector Arrested
Farmer Dies in Tamil Nadu's Salem Day After Being Assaulted by Police, Sub-Inspector Arrested
The incident comes a year after the deaths of trader Jayaraj and his son J Bennicks in Thoothukudi police custody sent shockwaves across the country.
A screengrab from the video of the incident uploaded by the victim's friends on social media.
A 47-year-old farmer died in Tamil Nadu's Salem district on Wednesday, a day after being assaulted by policemen at a checkpost, leading to the arrest of a special sub-inspector.
The farmer identified as A Murugesan of Edapatti was beaten using lathis in public view at the Pappanaickenpatti check post on Tuesday evening, following which he fainted and was taken to the Salem government hospital for treatment.
Murugesan was returning from Kallakurichi with friends and got into an altercation with the police in allegedly inebriated state when they sought to check the group's motorbikes.
A video recording of the incident uploaded by the victim's friends on social media purportedly show special sub inspector Periyasamy beating Murugesan while ignoring their appeals to stop. Three other policemen at the scene reportedly made no attempt to stop Periyasamy.
Salem district Superintendent of Police M Sree Abhinav told mediapersons that a criminal case had been filed against Periyasamy who is in custody.
Murugesan's wife Annakili has demanded action against all four policemen, while relatives of the deceased gathered outside the Yethapur police station in protest against the assault.
In this article:farmer, police, salem, Tamil Nadu
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Cheddar businesses close and up security as festival arrives in village
Chamber of Commerce leaders are concerned about impact on visitor economy
Heather PickstockNorth Somerset reporter
Caravans arrive at the site of the Cheddar car boot field for a gathering (Image: Bristol Live)
Businesses in Cheddar have chosen to close or amend their opening hours - following the surprise arrival of hundreds of people in the village for a festival.
It is understood some pubs have reduced their opening hours, with some closing in the evenings, following the arrival of around 150 caravans on Monday for the event.
The group arrived, without warning, setting up camp on privately owned fields off the A371 Draycott Road close to the Cheddar Car Boot Sale site.
Read more: Cheddar 'back in lockdown' as businesses close because of 'louts from caravan rally'
It is understood the group are here for a religious festival.
The site is privately owned by landowner Ashley Hann who rented the group the site for six days.
Since their arrival there has been a spike in levels of antisocial behaviour in the village - a tourist hotspot famed for its gorge and cheese.
It is understood that some businesses, including pubs, have chosen to close or amend their opening hours.
Other businesses have stepped up their security measures after reports of thefts.
There have been reports of people urinating in the street and spitting at shop windows as well as glasses and bottles being smashed on pathways.
Some locals also claim to have been intimidated by some members of the group.
Both the police and Cheddar Parish Council say they have received reports of antisocial behaviour.
Police have now stepped up patrols in Cheddar following concerns from the community.
Leaders at Cheddar Chamber of Commerce say this week's issues are an unwelcome additional blow to local businesses who have already faced a tough 18 months due to the pandemic.
A spokesman for the Chamber said: "This is a very unfortunate situation for businesses who have already had a difficult time due to the pandemic.
"This is the first summer that many have been able to trade close to normal.
"There is also a wider impact on the community as many of these businesses are used by and employ local people."
The spokesman also said the chamber was concerned that the situation could deter tourists from visiting Cheddar again.
The spokesman added: "Cheddar is a popular tourist area which relies on its visitor economy.
"The chamber is extremely concerned about the impact of this situation on the local economy in what is the height of the tourist season.
"We are concerned as a result, visitors will not be able to go to the pubs and businesses and enjoy their time here and may possibly not want to come back.
"We do not want this situation to have a lasting blight on the tourism in the area."
Police will be carrying out reassurance patrols in Cheddar over the coming days.
A spokesman for Avon and Somerset Police said: "We've received a small number of reports of anti-social behaviour in connection with an authorised encampment in Cheddar.
"The neighbourhood team will be carrying out reassurance patrols over the coming days and engaging with those in attendance.
"We'd ask that any reports of crime or anti-social behaviour are directed to police on 101"
A spokesman for Sedgemoor District Council said the situation was being monitored.
The spokesman said: "We became aware of the event at Cheddar on Monday and I can confirm that we had not previously been notified.
"As such, the district council would not be required to give authority or permission for this event to take place.
"I understand that the organisers have the permission of the landowner for use of the land for the purpose of the event.
"There would be no requirement to give planning permission for temporary use in this manner and we have had no reports of licensable activities taking place on the land.
"I believe that caravans are in place on the land in support of the event but this would not require planning consent or a license.
"At this stage we are not aware of any breaches of licensing or planning regulations and would have no regulatory reason to engage with the organisers.
"We will of course keep the situation monitored."
It is understood that the festival is due to end on Friday.
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November 6, 2016 By Scott Brinker 7 Comments
Martec's Law: the greatest management challenge of the 21st century
Three years ago, I described a conundrum that I dubbed Martec's Law:
Technology changes exponentially, but organizations change logarithmically.
As shown in the graph above, we know that technology changes at an exponential rate. This is the phenomenon of Moore's Law — and, more broadly, Kurzweil's Law of Accelerating Returns. But we also know that human organizations don't change that quickly. Changes in behavior and culture take time. There are only so many changes in people, processes, and technology that an organization can productively absorb at once — at least without a major disruption.
So approximately speaking, organizations change at a logarithmic rate — much slower than exponential technological change.
In my opinion, Martec's Law encapsulates the greatest management challenge of the 21st century: how do we manage relatively slow-changing organizations in a rapidly changing technological environment? It is a hard problem.
I'll describe ways in which companies can address that challenge. But first, let me provide some context and evidence of this external/internal gap in marketing technology.
Marketing Technology and the Inverse Lake Wobegon Effect
The State of Marketing Technology 2017 report was recently published by Walker Sands (with contributions from yours truly), from a study of 335 U.S. marketers. Two of the questions they asked participants:
How do you feel the marketing technology landscape has evolved in the past three years?
How do you feel your company's use of marketing technology has evolved in the past three years?
In other words: how fast is technology changing and how fast is your organization changing with it? The data reveals the widening gap of Martec's Law:
The majority of marketers (72%) feel that the marketing technology landscape is changing either "rapidly" or at "light speed" — which is evident from the explosive growth we've seen in that landscape graphic over the past 5 years.
In contrast, the majority of marketers (67%) say that their company's own use of marketing technology is evolving only "slightly" or "steadily" — or "not at all."
This is Martec's Law: technology is changing faster than organizations.
And while you might predict that the marketing technology landscape is bound to settle down soon, keep in mind that we're now on the cusp on an explosion of new innovations in virtual reality, augmented reality, the Internet of Things, conversational interfaces, robotics, artificial intelligence, and so on. The next three years are likely to see more technological change than the last three. (Sorry.)
In addition to Martec's Law, this also triggers something I characterize as the Inverse Lake Wobegon Effect in marketing.
The Lake Wobegon Effect states that we tend to overestimate our capabilities — we think we're better at things than we actually are. It's a humorous reference to Lake Wobegon from A Prairie Home Companion, a town where "all the children are above average." (By the definition of average, at least one would have to be below the average of his or her peers.)
The Inverse Lake Wobegon Effect is the opposite of that: we think we're worse at something than we actually are — we all believe that we're below average in our peer group.
Thanks to the ever widening gap between technological change and organizational change of Martec's Law, modern marketers always feel behind — even when they're making remarkable progress by any absolute measure. This paradox can be visualized like this:
This is really just a slightly different way of illustrating Martec's Law.
But just as not all of the children in Wobegon can be above average, not all marketers can be below average either. If it feels like you're struggling to keep up, take comfort in knowing that pretty much everyone else who is paying attention feels the same.
(I do worry about the 1% of the marketers in the Walker Sands study who said the marketing technology landscape has evolved "not at all" in the past three years. Better do a pulse check.)
4 Ways to Deal with Martec's Law
So how do we manage Martec's Law?
First, take a deep breath and don't succumb to the Inverse Lake Wobegon Effect. Recognize that we now live in a world of perpetual change, and so we're never going to be fully caught up ever again. It's the journey, not the destination.
Second, the art of managing Martec's Law largely comes down to deciding which technology changes to embrace — and which to forgo, at least for the moment. We can only absorb a tiny fraction of changes into our existing organization at any given point in time. Therefore, we must strategically choose the few that we believe will have the greatest impact.
Let the others go. Trying to change too many things simultaneously leads to disaster. Instead, we must ruthlessly prioritize the subset of changes that best align with our company's strategy. (Having a clear strategy by which to make these choices is essential.)
Third, strive to become a more agile organization to accelerate the rate at which you're able to absorb changes. Practices such as lean and agile marketing, as well as other software-inspired management techniques, can increase your company's metabolism. Forgive the quick plug, but my book Hacking Marketing explains many of these agile concepts and methodologies and describes how to adopt them within marketing.
You can also apply this same agile thinking to the architecture of a marketing technology stack. By explicitly "designing for change," you can build a stack that facilitates new products and services being swapped in, while older ones can be gracefully sundowned and removed. Microservices — the software architectures used by digital natives such as Amazon, Google, Netflix, Spotify, and Uber — are emerging as a powerful pattern for marketing stacks to achieve such adaptability.
Still, there's a limit to evolutionary change. Even a highly agile organization cannot change continuously at an exponential rate.
So fourth, every now and again, we should be prepared for revolutionary change through an organizational "reset." This is an attempt to make a large jump up the curve of technological change by adopting a whole collection of changes all at once.
"If we were starting our company from scratch today, what would it look like?"
A "reset" might be acheived through an internal reorganization or by spinning off a new group that can operate with a fresh start, separate from the inertia of the existing organization. Digital transformation initiatives typically take one of those two approaches to leap frog to a new baseline on the technology curve. The Innovator's Solution by Clay Christensen also describes a number of strategies along these lines for harnessing disruptive innovation.
As you might imagine, these resets are often extremely disruptive. They can't be done at scale too frequently — although larger organizations may be able to systematically spin up small, intrapreneurial "start-up" teams, within an incubator-like structure, without continuously rocking the operations of the parent company.
The ultimate reset, unfortunately, happens when a company fails, and its resources are then reallocated in the open market. This is why 88% of the Fortune 500 ultimately collapsed, which is euphemistically called creative destruction. As W. Edwards Deming reportedly said, "It is not necessary to change. Survival is not mandatory."
I do believe that Martec's Law expresses one of the toughest management challenges of our time. But as the apocryphal Chinese blessing/curse goes, "May you live in interesting times."
Do you have other ways of dealing with Martec's Law that you'd like to share?
P.S. For higher resolution versions of the graphs of Martec's Law above, simply click on the images. Feel free to use, share, and distribute those graphs any way you like.
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Steve Rotter says:
Brilliant post Scott. Most marketers feel this Martec Law dilemma every day and the Inverse Lake Wobegon Effect can be daunting. Recommendation #3 is great advice… we've invested in a high-velocity approach to evaluate, prioritize and implement anything going into our stack and the results are powerful. Thanks, as always, for the great insights.
Thanks, Steve!
You know that story about the two hikers in the woods who get surprised by the bear, and one of them stops to put on his sneakers? "I don't need to outrun the bear, I just need to outrun you."
No one can keep up with exponential technological change. But if you can keep ahead of your competition that's good enough. Agile is the organizational equivalent of putting on sneakers.
John Philpin says:
"But if you can keep ahead of your competition that's good enough." … sad that this is so true for so many.
there's something in the middle that is missing for me …. technological change is indeed at breakneck speed – let's just choose a random topic …. virtual / augmented / mixed reality. We all know they are all coming. You cannot be even on the fringes of tech and not know what is occurring … BUT …. no organization can really implement that tech / thinking because there are other forces at work, technological readiness, organizational awareness, social acceptance, application availability, roll out scalability to rattle off five as I type.
Surely then there is a third curve that moves more in line with the organizational change curve – albeit still growing faster – I get that – but at the same time – seemingly more attainable?
Pat LaPointe says:
Scott – great framing of the current marketing revolution. Two thoughts:
First, Is the pace (line slope) of technology change perhaps also being exaggerated a bit by the many dozens of "look-alikes" in each tech category who launch with 1 or 2 small feature/function enhancements, $20M in venture funding, and new sales and marketing activity? In time, many will of course fail (your reference to creative disruption in action). They just haven't run out of money yet. But how would the slope look if it was calibrated to the pace of truly new categories of technology over the past 5-10 years? Still pretty steeply upward I'm sure, but I suspect it could actually be measured.
Second, the remaining gap between the pace of technology change and the adoption by the user base is already giving rise to a revolution in another area – specialized martech services companies. These new firms are getting great traction acting as technology advisors and implementers for corporations who recognize the extent to which their internal decision-making processes move too slowly. Could this possibly presage the emergence of a martech "leasing" sector where the service providers license the tech, wrap it with services, integrate it, operate it on behalf of their clients, and then evolve the offerings as the tech landscape changes? It would certainly help close the gap between tech evolution and organizational capabilities more quickly than we might expect waiting for politics and decision-making processes to evolve.
Thanks again for sharing. Great work.
Hi, Pat.
For the exponential curve, I'm actually not even thinking of the marketing tech vendor landscape pe se, so much as Moore's Law and Kurzweil's Law of Accelerating Returns in the world at large.
This is what Andrew McAfee and Erik Brynjolfsson, in their book "The Second Machine Age", refer to as "the second half of the chessboard." At some point, continuous exponential change has extremely disruptive effects. We're living in that environment now.
For instance, how will self-driving cars and trucks disrupt businesses and industries? Not such a far-fetched, sci-fi scenario any more. Will be far more disruptive to businesses than their choice of a marketing automation platform.
I think the very definition of "marketing technology" is more likely to be disrupted as a result of other exponential technology changes than any one martech vendor category. But that's a post for another day.
I do agree with you that service providers who can offer businesses more flexible adoption of technology should be very helpful in improving the coefficient of how much change a given business can adopt.
Interesting times. Interesting times.
A potential extension to your law : http://beyondbridges.net/2016/11/martec/
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GOLD: Iamgold steps out Monster Lake zones at Quebec JV
QUEBEC – Iamgold has reported the results of six drill holes completed at its 75% owned Monster Lake joint venture project, which […]
By Magda Gardner August 13, 2020 At 12:40 pm
Nelligan drill core Credit: Vanstar
IAMGOLD Corporation
TomaGold Corporation
Vanstar Mining Resources Inc
[caption id="attachment_1003741007" align="aligncenter" width="550"] Nelligan drill core Credit: Vanstar[/caption] QUEBEC – Iamgold has reported the results of six drill holes completed at its 75% owned Monster Lake joint venture project, which is located 50 km southwest of Chibougamau. These latest holes were drilled to the northeast and along strike of the Monster Lake structural corridor, which hosts an existing resource at the 325-Megane zone, and tested three additional shear zones within the 4-km long prospective corridor at the site. The drill highlights include 3.8 metres of 16.9 g/t gold as well as 4 metres of 1.89 g/t gold from the Annie shear zone; 2.8 metres of 5.63 g/t gold from the Big Mama shear zone and 12.3 metres of 2.09 g/t gold from the Main Shear area. "The drilling program continues to intersect the targeted shear zones with further positive results from the Annie area," Craig MacDougall, the company's senior VP of exploration, said in a release. "Our increasing understanding of the complex structural context has highlighted several discrete parallel shear zones hosting mineralization adjacent to the main known structural corridor. These results highlight the potential for the discovery of additional mineralized shoots along the Monster Lake structural corridor." The latest results will now be incorporated into structural and deposit models for the site ahead of additional drilling. Geological and geochemical surveys as well as regional structural studies are also underway. In March 2018, Iamgold reported an initial underground mineral resource estimate for the 325-Megane zone at Monster Lake, with 1.1 million inferred tonnes, grading 12.14 g/t gold, containing 433,300 gold oz. The resources are based on a 3.5 g/t gold cut-off. The Monster Lake project is under a joint venture with TomaGold – the latter has a 25% stake in the project. If a production decision or commercial production declaration is made by the J/V, TomaGold would also be entitled to a $1-million payment. Iamgold infills Nelligan, extends Renard system to the west Earlier this week, the gold producer also reported the results of three holes drilled at its 75% owned Nelligan gold project in the province, 60 km southwest of Chibougamau. Drill highlights from this property include 39.1 metres of 2.14 g/t gold and 34.5 metres of 1.85 g/t gold from the Renard zone; 5.1 metres of 2.81 g/t gold from the Renard West zone; and 16.4 metres of 2.65 g/t gold from the Liam zone. The results confirm the continuity of the existing mineralization and suggest that the gold zones and their associated alteration areas remain open along strike, to the west of the existing resource, the company said. In October of last year, Iamgold reported an initial inferred mineral resource for Nelligan of 97 million tonnes grading 1.02 g/t gold, containing a total of 3.2 million oz. of gold. The site is under an earn-in option to joint venture agreement with Vanstar Resources. Iamgold may earn an additional 5% in this project, for a total interest of 80%, by completing a feasibility study. For more information, visit www.Iamgold.com.


text:
using Microsoft.VisualStudio.TestTools.UnitTesting;
using NChainer;
using NConstrictor;

namespace KelpNet.Tests
{
    [TestClass]
    public class TestMeanSquaredError
    {
        [TestMethod]
        public void MeanSquaredRandomTest()
        {
            Python.Initialize();
            Chainer.Initialize();

            int batchCount = Mother.Dice.Next(1, 5);
            int ch = Mother.Dice.Next(1, 5);
            int width = Mother.Dice.Next(1, 16);
            int height = Mother.Dice.Next(1, 16);

            Real[,,,] inputA = (Real[,,,])Initializer.GetRealNdArray(new[] { batchCount, ch, height, width });
            Real[,,,] inputB = (Real[,,,])Initializer.GetRealNdArray(new[] { batchCount, ch, height, width });

            for (int i = 0; i < inputB.GetLength(0); i++)
            {
                for (int j = 0; j < inputB.GetLength(1); j++)
                {
                    for (int k = 0; k < inputB.GetLength(2); k++)
                    {
                        for (int l = 0; l < inputB.GetLength(3); l++)
                        {
                            inputB[i, j, k, l] *= 3.1415;
                        }
                    }
                }
            }

            //chainer
            NChainer.MeanSquaredError<Real> cMeanSquaredError = new NChainer.MeanSquaredError<Real>();

            Variable<Real> cX = new Variable<Real>(Real.ToBaseNdArray(inputA));
            Variable<Real> cY = new Variable<Real>(Real.ToBaseNdArray(inputB));

            Variable<Real> cZ = cMeanSquaredError.Forward(cX, cY);

            cZ.Backward();

            Real[] cXgrad = Real.ToRealArray((Real[,,,])cX.Grad);

            //KelpNet
            KelpNet.MeanSquaredError meanSquaredError = new KelpNet.MeanSquaredError();

            NdArray x = new NdArray(Real.ToRealArray(inputA), new[] { ch, height, width }, batchCount);
            NdArray y = new NdArray(Real.ToRealArray(inputB), new[] { ch, height, width }, batchCount);

            //KelpNetはBackwaward側のみEvaluateで実行される
            NdArray z = meanSquaredError.Evaluate(x, y);

            //許容範囲を算出(内部の割引順が違うため誤差が大きい)
            double delta = 0.001;

            //Loss
            Assert.AreEqual(cZ.Data[0], z.Data[0], delta);

            //x.grad
            Assert.AreEqual(cXgrad.Length, x.Grad.Length);
            for (int i = 0; i < x.Grad.Length; i++)
            {
                Assert.AreEqual(cXgrad[i], x.Grad[i], delta);
            }
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
The Adoption Process...the beginning
Bryan and I have known for quite a while that we were going to adopt a child and finally got the ball rolling on that in the fall of 2005. We chose Children's Home Society (CHSFS) because they are excellent at what they do and have a great support system before, during and after the adoption. We also have friends who adopted through CHSFS and had nothing but good things to say about them. By December, our initial application was approved and our preliminary background checks and physicals came back clean. (We also had letters of recommendation written by Chuck, Matt's mom Cathy, and Bryan's boss Amy. Thanks guys!)We attended PAC (Pre-adoption Class) in late December, where we learned more about our options and about the adoption process. After looking at all of the countries open for international adoption and giving the domestic program a once-over, we decided on adopting an infant from China. (I'll have to write a Why China? post later) We did our homestudy in January and February, which consisted of filling out questionnaires about our thoughts, feelings and motivations for adoption. We also met with Jill, our Social Worker, to discuss all of it. To wrap up that process, Jill came over to the house and determined it was safe and habitable. (even though the nursery was full of broken glass and stained glass supplies!) After Jill wrote up the report that said Bryan and I would make excellent parents, we started the dossier process in early April.Oh, how do I explain the dossier process? It was insane. We needed certified copies of our birth and marriage certificates. We needed copies of our passports which meant we needed to get passports. We needed to have more physicals with specific blood tests (HIV, Hepatitis, etc). We needed those physicals notarized! Thank goodness my cousin Gina is a notary and was kind enough to drive down to our doctor's office to witness his signature. Eventually all the notarized paperwork would have to be sent to the state to have the notarization certified. We needed to have a net worth statement notarized and certified. We got fingerprinted by the BCA and had background checks pulled at every level of the government from the city of South St. Paul on up. The list goes on and on. While we were chasing all of that paperwork, we were also petitioning the CIS (formerly known as INS) to approve us to bring a "foreign born orphan into the U.S. and claim them as an immediate family member". Wording like that makes you all fuzzy inside, doesn't it? The CIS process also involved fingerprinting, this time for an FBI background check. All of our dossier paperwork was complete and back to CHSFS by early May, where it was sent for that state certification I mentioned above. We then just had to wait for our CIS approval to come back, which it finally did in June. Then, all of our paperwork was bundled up and sent to the Chinese consulate in Chicago for a once-over and to be translated into Chinese. It was back in Minnesota by early July, where it was sitting and waiting for other dossiers from other families to be completed so we could all be sent in a group to China.So, it's mid-July and our dossier is complete and ready to be sent over to China at any second. We had finally finished the paperwork and were days away from starting the wait for a referral. At that point in July of 2006, the referral time in the regular China program was approaching one year. We were looking at getting a referral in July of 2007 and travelling in September. That was the plan anyway, until little Miss Maggie came into our life. And that story will have to wait for another day.
Sippy Cup?
Hey there to all our friends and family!


text:
package org.drools.command.runtime.process;

import org.drools.command.impl.GenericCommand;
import org.drools.command.impl.KnowledgeCommandContext;
import org.kie.command.Context;
import org.kie.process.CorrelationAwareProcessRuntime;
import org.kie.process.CorrelationKey;
import org.kie.runtime.KieSession;
import org.kie.runtime.process.ProcessInstance;

public class GetProcessInstanceByCorrelationKeyCommand implements GenericCommand<ProcessInstance> {

    private CorrelationKey correlationKey;

    public GetProcessInstanceByCorrelationKeyCommand() {}

    public GetProcessInstanceByCorrelationKeyCommand(CorrelationKey correlationKey) {
        this.correlationKey = correlationKey;
    }

    public CorrelationKey getCorrelationKey() {
        return correlationKey;
    }

    public void setCorrelationKey(CorrelationKey correlationKey) {
        this.correlationKey = correlationKey;
    }

    public ProcessInstance execute(Context context) {
        KieSession ksession = ((KnowledgeCommandContext) context).getKieSession();
        if (correlationKey == null) {
            return null;
        }
        return ((CorrelationAwareProcessRuntime)ksession).getProcessInstance(correlationKey);
    }

    public String toString() {
        return "session.getProcessInstance(" + correlationKey + ");";
    }

}


Attorney Seufert is former President of the NH Association for Justice. He holds national certification as a Civil Trial Specialist. He is licensed in NH, MA, and NC, Federal Courts, and the U.S. Supreme Court. He has his doctorate from Suffolk University and has practiced law since 1984.
Past Director, Franklin Business and Industrial Development Corp.
Chris has successfully tried cases in many arenas, including the United States Supreme Court. He is an avid boater and scuba diver, having served six years in the U.S. Coast Guard. He also enjoys motorcycles and holds a private aircraft pilot's license.


text:
2011 ACTC Board Candidates
Franz|	November 4, 2010 4:45 pm
The following individuals are running for the 2011 ACTC Board. You can vote by mail in ballot or online. Online voting will open by November 15th and all club members will receive an email with voting instructions.
Herman Wadler: A former vice-president of ACTC, I have been an active club member for eight years, as well as Dean of the ACTC Academy, a League Cycling Instructor and a bicycle advocate.
I currently serve as chair of the Campbell Bicycle Advisory Committee. I am also a member of two Valley Transportation Authority (VTA) committees -– the Bicycle Pedestrian Advisory Committee (BPAC) (former chair) and the Citizens Advisory Committee. Previously I served
on the board of the Silicon Valley Bicycle Coalition (SVBC). Having served two consecutive years as chair of the VTA BPAC, I feel I have the background and training to serve as ACTC president and look forward to a year of progress and growth for the club.
Michael Curtis: It has been a an enjoyable year and I would like to continue to serve the club this next year. I have been a member for more years than I would care to count and I would like to make this whole year a celebration of 35 years of the club. We are a great group of people with lots of varied experience and passion for the sport. Lets celebrate our love for each other and the club.
Brian Chun: Thank you for the opportunity to serve the club as Membership Chair for 2010. I look forward to your consideration for this important club duty for 2011. See you cycling soon
Ride Coordinator
Patrice Carney: For 2011 my focus will be to continue to work towards clarifying the Ride Guidelines for leadership, participation and stats credit. In addition, I hope to work with our new Webmaster to fine tune the online Ride Schedule, and to support the efforts of our Webmaster and Statistician in automating (or simplifying) the stats submittal/collection process. Most importantly, my mandate will be to continue supporting all our ride leaders with their traditional rides, events and tours as well as expanding our offerings of new adventures in cycling!
Tony Le: We will continue to modernize our means of communication within ACTC and to our community but with respect to our 35 years of history. When I first joined ACTC (probably 30 years ago), our club was small and easily manageable (I was the Newsletter Editor). Today, our club is much bigger, many members reside out of the immediate area, and our supporting infrastructure is changing rapidly. For example, Ralph Coole used to haul newsletters EVERY month to the Meridian post office for decades. It was no small task but doable because Ralph lives close to that post office. Today, we can't drop them off at just any post office; it has to be in Milpitas. The post office rules are constantly changing to make their life easier, not ours. The consequence is that we are taxing our volunteers to the max (remember we all want to ride and some of us still have a job). It does not have to be that way and furthermore we want to have some control of our own destiny. I have some ideas and together we will move forward in a constructive way without abandoning our past.
Paul Vlasveld: ACTC finances deserve close attention in order to assure all members that the club contributions and funds are put to the most effective use. To ensure such close attention requires a treasurer who has demonstrated that he or she is capable of handling money matters with precision. I believe I have demonstrated this capability as Treasurer for the past several years. I am a financial conservative, and I can promise that all expenditures made by ACTC will receive the same degree of scrutiny that I afford my personal cash flow.
This coming year, I will be introducing some additional financial controls that will help keep the club financially sound. Finally, I feel that handling other people's money efficiently and effectively is a matter of honor, and I would be proud to continue to serve as the ACTC Treasurer.
Lynn Tweedie:I am a long time member of ACTC and find that bicycling brings me great joy! I was club secretary in 2007 and 2008 and have a good feel for the position. As secretary for 2011 I will do my best to communicate as concisely and accurately as possible what goes on at our monthly meetings. I am looking forward to a year of celebration and fun as we recognize the people, places and events that have held us together for the past 35 years.


All I said below has been fix. Would be 5 star but there is a major glitch. Each round has a turn timer. If you fire and the animation runs timer to 0 your game is over, you are left on screen with no function. You can not shoot and you can not end your turn. Just reset game and do round over no matter if you had 1 shot to win.
Review title of BloodyKisses xYou Sunk My Battleship!
Battleship is the classic hit or miss strategy game. Aside from classic mode, it has been given a 30 mission campaign with different twists each mission. The twists revolve around the new abilities the ships have. Such as shooting torpedos from the sub until they hit a ship or reveal the entire line on the grid or the aircraft carrier with a squadron of planes attacking multiple coordinates of your choice. There's also different factions you'll play as and go up against. Each with the same ship abilities but different requirements to use them with slight tweaks to how the abilities perform. Don't bother with online, no one hardly plays. Not to worry, the A.I. can offer quite the challenge. Achievements are easy but will require a second controller to unlock all of them. I like the new modes and content that is put into these Hasbro games. Keeping the originals intact while adding creative new ways to enjoy them.
I bought this game to battle online, I waited 4-5 hours for it to find someone to battle, but it wont find anyone. I WANT A REFUND!!!!!!
Game wont stay connected to servers & most achievements won't unlock even at 100% complete. Shame anyone could get away with selling this. How can it have a 4.1 rating? I don't believe that is anywhere close to accurate at all, no way.


text:
Recent Abstracts
The Multidisciplinary Approach to The Study of Chronic Pelvic Pain (MAPP) Research Network*: Design and implementation of the Symptom Patterns Study (SPS).
The Multidisciplinary Approach to the Study of Chronic Pelvic Pain (MAPP) Research Network initiated a second observational cohort study-the Symptom Patterns Study (SPS)-to further investigate the underlying pathophysiology of Urologic Chronic Pelvic Pain Syndrome (UCPPS) and to discover factors associated with longitudinal symptom changes and responses to treatments.
This multisite cohort study of males and females with UCPPS features a run-in period of four weekly web-based symptom assessments before a baseline visit, followed by quarterly assessments up to 36 months. Controls were also recruited and assessed at baseline and 6 months. Extensive clinical data assessing urological symptoms, nonurological pain, chronic overlapping pain syndromes, and psychosocial factors were collected. Diverse biospecimens for biomarker and microbiome studies, quantitative sensory testing (QST) data under multiple stimuli, and structural and functional neuroimaging scans were obtained under a standardized protocol.
Recruitment was initiated (July 2015) and completed (February 2019) at six discovery sites. A total of 620 males and females with UCPPS and 73 Controls were enrolled, including 83 UCPPS participants who re-enrolled from the first MAPP Network cohort study (2009-2012). Baseline neuroimaging scans, QST measures, and biospecimens were obtained on 578 UCPPS participants. The longitudinal follow-up of the cohort is ongoing.
This comprehensive characterization of a large UCPPS cohort with extended follow-up greatly expands upon earlier MAPP Network studies and provides unprecedented opportunities to increase our understanding of UCPPS pathophysiology, factors associated with symptom change, clinically relevant patient phenotypes, and novel targets for future interventions.
Neurourology and urodynamics. 2020 Jun 23 [Epub ahead of print]
J Quentin Clemens, Jason J Kutch, Emeran A Mayer, Bruce D Naliboff, Larissa V Rodriguez, David J Klumpp, Anthony J Schaeffer, Karl J Kreder, Daniel J Clauw, Steven E Harte, Andrew D Schrepf, David A Williams, Gerald L Andriole, H Henry Lai, Dedra Buchwald, M Scott Lucia, Adrie van Bokhoven, Sean Mackey, Robert M Moldwin, Michel A Pontari, Alisa J Stephens-Shields, Chris Mullins, J Richard Landis
Department of Urology, Michigan Medicine, Ann Arbor, Michigan., Division of Biokinesiology and Physical Therapy, University of Southern California, Los Angeles, California., Department of Medicine, David Geffen School of Medicine at The University of California, Los Angeles, California., Departments of Urology & Obstetrics and Gynecology, University of Southern California, Los Angeles, California., Department of Urology, Northwestern University Feinberg School of Medicine, Chicago, Illinois., Department of Urology, University of Iowa Hospitals and Clinics, Iowa City, Iowa., Department of Anesthesiology, Chronic Pain and Fatigue Research Center, University of Michigan, Ann Arbor, Michigan., Department of Surgery, Division of Urologic Surgery, Washington University School of Medicine, St Louis, Missouri., Department of Epidemiology and Medicine, Washington State University Institute for Research and Education to Advance Community Health, Seattle, Washington., Department of Pathology, University of Colorado Denver, Aurora, Colorado., Department of Anesthesiology, Perioperative, and Pain Medicine, Division of Pain Medicines, Stanford University School of Medicine, Stanford, California., Department of Urology, Hofstra University School of Medicine, The Arthur Smith Institute for Urology, New Hyde Park, New York., Department of Urology, Lewis Katz School of Medicine at Temple University, Philadelphia, Pennsylvania., Department of Biostatistics, Epidemiology, and Informatics, Perelman School of Medicine at the University of Pennsylvania, Philadelphia, Pennsylvania., Division of Kidney, Urologic, and Hematologic Diseases, National Institute of Diabetes and Digestive and Kidney Diseases, National Institutes of Health, Bethesda, Maryland.
PubMed http://www.ncbi.nlm.nih.gov/pubmed/32578257


text:
Miles Teller: Nicolas Winding Refn 'Lost His Mind' Making TV Series 'Too Old To Die Young' — Cannes
After world premiering at the Cannes Film Festival, the television series will hit Amazon Prime Video this summer.
"Too Old to Die Young."
One of the most anticipated new television series of the summer is "Too Old to Die Young," a 10-episode detective thriller from film provocateur Nicolas Winding Refn. Two of the episodes are screening at the Cannes Film Festival, where star Miles Teller joined IndieWire's chief critic Eric Kohn for a SAGindie talk at the American Pavilion. The Amazon-backed "Too Old to Die Young" marks Teller and Refn's first major jump to television, but that's not how things felt on set for the "Whiplash" actor.
"It felt like each episode was its own independent film," Teller said during the discussion. "Nic said it would be seven months long, we'd be shooting in chronological order and that this is a 15-hour long movie that has an odyssey for my character. It's so nice. I haven't done anything chronological since theater. There's something really special about doing that, you are in the moment with your character and you can shift things as you go long."
Oscars 2023: Best International Feature Film Predictions
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Refn's longtime collaborator and film composer Cliff Martinez revealed earlier this year that every episode of "Too Old to Die Young" will run feature length. "It's ten episodes that are around 90 minutes a piece," Martinez said. "I warned Nic Winding Refn, you better drink a lot of coffee and get a lot of sleep when you can."
According to Teller, the mammoth task of pulling off a television series of this size drove Refn to the brink of sanity. "It was a challenge for sure," the actor said. It was like filming 7 movies back to back to back. No break. Nic lost his mind around episode 7. He refuses to settle for anything that is mediocre."
One way Refn powered through was having a little fun on set. The director gave the cast and crew red hats that read, "Making TV Great Again," in a nod to Donald Trump. Teller said Refn would even email the executives at Amazon every week and addressed them in Trump fashion.
"He would literally every Friday write an email to the heads of Amazon in his version of a Trump voice," Teller said. "He would tell them: 'I'm the greatest director everyone has worked with. Their abilities are growing because of my direction. It's going great, you're going to love it. It's going to be huge, the hugest show for Amazon."
"Too Old to Die Young" premieres June 14 on Amazon Prime Video.
This Article is related to: Television and tagged Cannes, Miles Teller, Nicolas Winding Refn, Too Old To Die Young


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For someone who wants a patriotic Wonder Woman look, these boots are the way to go. For the woman who wants to be the hottest thing since sliced bread!! These boots not only put you on people's radar, they simply knock people out with their red and white stripes and star stangled blue banner field!!! Wonder Patriot Boots Attributes No half sizes are made, only full sizes. Patent Leather. 5" Heel! Come up to mid calf region. White Lace up front with zipper inseam! Some sizes might not currently be in stock CLEANING: Dirt adhering to the coating can be removed with a damp cloth, using a mild soap if needed. Minor scratches and scuff marks in the coating itself can be removed using one of several special purpose patent leather and poromeric cleaners on the market.
I saw these & immediately knew that I had to order them for my wife. Notwithstanding my old crush on Linda Carter/Wonder Woman, these were perfect for a costume party we were having. She said they were very comfortable & true to size (details, details). She kept them on the entire night ;-). Needless to say we were both Very satisfied with our purchase.