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AN ACT PROVIDING FOR THE UNIFORM COMPOSITION AND POWERS OF THE GOVERNING BOARDS, THE MANNER OF APPOINTMENT AND TERM OF OFFICE OF THE PRESIDENT OF CHARTERED STATE UNIVERSITIES AND COLLEGES, AND FOR OTHER PURPOSES
Be it enacted by the Senate and House of Representatives of the Philippines in Congress assembled::
Section 1. Short title. – This Act shall be known as the "Higher Education Modernization Act of 1997."
Section 2. Declaration of policy. – It is the declared policy of the State to establish, maintain, and support a complete, adequate and integrated system of education relevant to the needs of the people society. Towards this end, the composition of the governing boards of chartered state universities and colleges is hereby modified in order to:
(a) achieve a more coordinated and integrated system of higher education;
(b) render them more effective in the formulation and implementation of policies on higher education;
(c) provide for more relevant direction in their governance; and
(d) ensure the enjoyment of academic freedom as guaranteed by the Constitution.
Section 3. The Governing Boards; manner of appointment. –
(a) Composition – The governing body of state universities and colleges is hereby in the Board of Regents for universities and in the Board of Trustees for colleges which shall be composed of the following:
(i) Chairman of the Commission on Higher Education (CHED), Chairman;
(ii) President of the university or college, Vice Chairman;
(iii) Chairmen of the Congressional Committees on Education and Culture;
(iv) Regional Director of the National Economic Development Authority (NEDA) where the main campus of the university or college is located;
(v) Regional Director of the Department of Science and Technology (DOST) in case of science and technological colleges; or the Regional Director of the Department of Agriculture colleges; or the Secretary of Education for an Autonomous Region. In lieu of such representation, the commanding generals of the Philippine Air Force and the Philippine Navy shall sit as members of the Board of the Philippine State College of Aeronautics and the Philippine Merchant marine Academy, respectively;
(vi) President of the faculty association;
(vii) President of the supreme student council or the student representative elected by the student council:Provided, That in the absence of a student council president of student representative elected by the student council, the university or college shall schedule one (1) weekly for the campaign and election of student representative;
(viii) President of the alumni association of the institution concerned;
(ix) Two (2) prominent citizens who have distinguished themselves in their professions or fields of specialization chosen from among lists of at least five (5) persons qualified in the city or the province where the school is located, as recommended by the search committee constituted by the President consultation with the Chairman of the CHED based on the normal standards and qualifications for the position;
The faculty and the student council shall be represented of their respective federations in multi-campus universities and colleges. The private sector representatives shall be appointed by the Board of Regents/Trustees upon recommendation of a duly constituted search committee.
(b) Term of office – The president of the faculty and alumni associations and the student regents or trustees shall sit in the board until expiration of their term of office in such capacities.
The prominent citizens shall serve for a term of two (2) years.
(c) Meetings; quorum – The Board of Regents/Trustees shall regularly convene at least once every quarter. The Chairman of the Board of Regents/Trustees may call a special meeting whenever necessary: Provided, That members are notified in writing at least three (3) days prior to said meeting.
A majority of all members holding office shall constitute a quorum for board meetings: Provided, that the Chairman of the CHED who is the chairman of the Board or the president of the university or college is among those present in the meeting. In the absence of the Chairman of the CHED, a commissioner of the CHED, duly designed by him, shall represent him in the meeting all the rights and responsibilities of a regular member:Provided, however, That in the said meeting, the president of the university or college as vice chairman shall be the presiding officer: Provided, further, That this proviso notwithstanding, the Chairman of the CHED is hereby authorized to designate a CHED Commissioner the regular Chair to the Board of a particular university or college, in which case said CHED Commissioner shall act as the presiding officer.
The members shall serve without compensation, but they shall be reimbursed for necessary expense incurred in their attendance of meetings of the Board or in connection with their official business authorities by resolution of the Board.
Section 4. Powers and duties of Governing Boards. – The governing board shall have the following specific powers and duties in addition to its general powers of administration and the exercise of all the powers granted to the board of directors of a corporation under Section 36 of Batas Pambansa Blg. 68 otherwise known as the Corporation Code of the Philippines;
(a) to enact rules and regulations not contrary to law as may be necessary to carry to carry out the purposes and functions of the university or college;
(b) to receive and appropriate all sums as may be provided, for the support of the university or college in the manner it may determine, in its discretion, to carry out the purposes and functions of the university or college;
(c) to receive in trust legacies, gifts and donations of real and personal properties of all kinds, to administer and dispose the same when necessary for the benefit of the university or college, subject to limitations, directions and instructions of the donors, if any. Such donations shall be exempt from all taxes and shall be considered as deductible items from the income tax of the donor: Provided, however, That the rights, privileges and exemptions extended by this Act shall likewise be extended to non-stock, non-profit private universities and colleges: Provided, finally, That the same privileges shall also be extended to city colleges and universities with the approval of the local government to city colleges and universities with the approval of the local government unit concerned and in coordination with the CHED;
(d) to fix the tuition fees and other necessary school charges, such as but not limited matriculation fees, graduation fees and laboratory fees, as their respective boards may deem proper to impose after due consultations with the involved sectors.
Such fees and charges, including government subsidies and other income generated by the university or college, shall constitute special trust funds and shall be deposited in any authorized government depository bank, and all interests shall accrue therefrom shall part of the same fund for the use of the university or college: Provided, That income derived from university hospitals shall be exclusively earmarked for the operating expenses of the hospitals.
Any provision of existing laws, rules and regulations to the contrary notwithstanding, any income generated by the university or college from tuition fees and other charges, as well as from the operation of auxiliary services and land grants, shall be retained by the university or college, and may be disbursed by the Board of Regents/Trustees for instruction, research, extension, or other programs/projects of the university or college: Provided, That all fiduciary fees shall be disbursed for the specific purposes for which they are collected.
If, for reason of control, the university or college, shall not be able to pursue any project for which funds have been appropriated and, allocated under its approved program of expenditures, the Board of Regents/Trustees may authorize the use of said funds for any reasonable purpose which, in its discretion, may be necessary and urgent for the attainment of the objectives and goals of the universities or college;
(e) to adopt and implement a socialized scheme of tuition and school fees for greater access to poor but deserving students;
(f) to authorize the construction or repair of its buildings, machineries, equipment and other facilities and the purchase and acquisition of real and personal properties including necessary supplies, materials and equipment. Purchases and other transactions entered into by the university or college through the Board of Regents/Trustees shall be exempt from all taxes and duties;
(g) to appoint, upon the recommendation of the president of the university or college, vice presidents, deans, directors, heads of departments, faculty members and other officials and employees;
(h) to fix and adjust salaries of faculty members and administrative officials and employees subject to the provisions of the revised compensation and classification system and other pertinent budget and compensation laws governing hours of service, and such other duties and conditions as it may deem proper; to grant them, at its discretion, leaves of absence under such regulations as it may promulgate, any provisions of existing law to the contrary not with standing; and to remove them for cause in accordance with the requirements of due process of law;
(j) to set polices on admission and graduation of students;
(k) to award honorary degrees upon persons in recognition of outstanding contribution in the field of education, public service, arts, science and technology or in any field of specialization within the academic competence of the university or college and to authorize the award of certificates of completion of non-degree and non-traditional courses;
(l) to absorb non-chartered tertiary institutions within their respective provinces in coordination with the CHED and in consultation with the Department of Budget and Management, and to offer therein needed programs or courses, to promote and carry out equal access to educational opportunities mandated by the Constitution ;
(m) to establish research and extension centers of the SUC where such will promote the development of the latter;
(n) to establish chairs in the university or college and to provide fellowships for qualified faculty members and scholarships to deserving students;
(o) to delegate any of its powers and duties provided for hereinabove to the president and/or other officials of the university or college as it may deem appropriate so as to expedite the administration of the affairs of the university or college;
(p) to authorize an external management audit of the institution, to be financed by the CHED and to institute reforms, including academic and structural changes, on the basis of the audit results and recommendations;
(q) to collaborate with other governing boards of SUCs within the province or the region, under the supervision of the CHED and in consultation with the Department of Budget and Management, the restructuring of said colleges and universities to become more efficient, relevant, productive, and competitive;
(r) to enter into joint ventures with business and industry for the profitable development and management of the economic assets of the college or institution, the proceeds from which to be used for the development and strengthening of the college or university;
(s) to develop consortia and other forms of linkages with local government units, institutions and agencies, both public and private, local and foreign, in furtherance of the purposes and objectives of the institution;
(t) to develop academic arrangements for institution capability building with appropriate institutions and agencies, public or private, local or foreign, and to appoint experts/specialists as consultants, or visiting or exchange professors, scholars, researchers, as the case may be;
(u) to set up the adoption of modern and innovative modes of transmitting knowledge such as the use of information technology, the dual system, open learning, community laboratory, etc., for the promotion of greater access to higher education;
(v) to establish policy guidelines and procedures for participative decision-making and transparency within the institution;
(w) to privatize, where most advantageous to the institution, management and non-academic services such as health, food, building or grounds or property maintenance and similar such other objectives; and
(x) to extend the term of the president of the college or university beyond the age of retirement but not later than the age of seventy (70), whose performance has been unanimously rated as outstanding and upon unanimous recommendation by the search committee for the president of the institution concerned.
Section 5. Promulgation and implementation of policies. – The governing boards shall promulgate and implement policies in accordance with the declared state policies on education and other pertinent provisions of the Philippine Constitution on education, science and technology, arts, culture and sports; as well as the policies, standards and thrusts of the CHED under Republic Acts No. 7722.
Section 6. The Administration. – The administration of the university or college shall be vested in the president of the university or college who shall render full-time service. He shall be appointed by the Board of Regents/Trustees, upon the recommendation of a duly constituted search committee. He shall have a term of four (4) years and shall be eligible for reappointment for another term: Provided, That this provision shall not adversely affect the terms of the incumbents.
The president shall be assisted by a vice president for academic affairs who shall be appointed by the Board upon the former's recommendation without prejudice to the appointment of more than one vice president when so warranted.
In case of vacancy by reason of death, resignation, removal for cause or incapacity of the president to perform the functions of his office, the Board shall have the authority to designate an officer-in-charge pending the appointment of a new president.
In case of vacancy in the office of the president as mentioned in the immediately preceding paragraph, his successors shall hold office for the unexpired term.
Section 7. The Secretary of the University or College. – The Board shall appoint a secretary who shall serve as such for both the Board and the university or college and shall keep all records and proceedings of the Board. He shall communicate to each member of the Board notice of meetings.
Section 8. The Treasurer of the Philippines. – The Treasurer of the Philippines shall be the ex-officio treasurer of the university or college. All accounts and expenses of the university or college shall be audited by the Commission on Audit or its duly authorized representative.
Section 9. Administrative Council. – There shall be an administrative council consisting of the president of the university or college as Chairman, the vice president(s), deans, directors and other officials of equal rank as members, and whose duty is to review and recommend to the Board of Regents/Trustees policies governing the administration, management and development planning of the university or college for appropriate action.
Section 10. Academic Council. – There shall be an academic council with the president of the university or college as Chairman and all members of the instructional staff with the rank of not lower than assistant professor as members.
The academic council shall have the power to review and recommend the curricular offerings and rules of discipline of the university or college subject for appropriate action of the Board of Regents/Trustees. It shall fix the requirements for the admission of students as well as for graduation and the conferment of degrees subject to review and/or approval by the Board of Regents/Trustees through the president of the university or college.
Section 11. Academic freedom. – Pursuant to paragraph 2, Section 5 of Article XIV of the Constitution of the Republic of the Philippines, all institutions of higher learning, public or private, shall enjoy academic freedom and institutional autonomy.
Section 12. Admission. – No student shall be denied admission to any university or college by reasons of sex, nationality, religion, political affiliation, or physical disability.
Section 13. Exclusion clause. – Except for the chairmanship of the Board, the provisions of this Act shall not affect the charter of the University of the Philippines System. Likewise, this Act shall not affect the charter of the Mindanao State University (MSU) except for the provision of this Act on chairmanship of the Board, and the membership of the Chairmen of the Congressional Committees on Education and Culture.
Section 14. Filing of report. – On or before the fifteenth (15th) day of the second month after the opening of regular classes each year, the president of the university or college shall file with the Office of the President of the Philippines through the Chairman of the CHED, and with the Senate and House of Representatives a detailed report on the progress, conditions and needs of the university or college.
Section 15. Implementation. – The Chairman of the CHED is hereby directed to take such steps as are necessary for the immediate implementation of this Act.
Section 16. Separability clause. – If, for any reason, any part or provision of this Act is declared invalid or unconstitutional, the remaining parts or provisions not affected thereby shall remain in full force and effect.
Section 17. Repealing clause. – All laws, presidential decrees, executive orders, letters of instruction and SUC charters contrary to or inconsistent with this Act are hereby repealed or amended accordingly.
Section 18. Effectivity clause. – This Act shall take effect upon its approval.
Approved: June 6, 1997


All movers within the company should have some type of certification or hours of training when it comes to moving families from across the country or all over the United States. A move can be a delicate situation for any family. Your belongings are everything. A company should even give you suggestions on how best to store them. It doesn't hurt to look around and do your research to find the best quotes in the area. There are plenty of moving companies denver has to offer and in other surrounding cities. When you request a quote, it should be fast and reasonable. It's also good to communicate your budget to the moving company prior to starting.
This can break down a lot of miscommunication and save you from going bankrupt. You can even inform them on what rooms they should start with first and the different types of items needed to be moved. This is highly important if you have large items that need moving personnel of two individuals versus one who can carry boxes out on a cart.
This is when you get into the nuts and bolts of exactly what you are expecting in terms of your move. Any company should have experts on hand to make your entire process easier for your family. If there is something the company doesn't offer, it might be best to suggested it or move on. It's best to remember that every move is different, and everyone has different baggage as well. Home estimates, an on-site moving manager, pre-packaging services, discounts, protection for your materials, storage options, suggestions flexible prices, and move protection are a few basic services to look for.
Continue reading "Choosing the Right Mover for Your Family"


Smashwords – Books Tagged "vacation ocean weddings cancer restaurant architecture"
These results show books which have been specifically tagged with this keyword. You can also try doing a general search for the term "vacation ocean weddings cancer restaurant architecture" .
To stay or go? Either would end in pain. What choices would you make for love?


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Banting House National Historic Site of Canada
House Museum/Homestead
442 Adelaide Street North London Ontario
Under the stewardship of Diabetes Canada, Banting House National Historic Site of Canada creates public awareness and understanding of the national historic significance of Sir Frederick Banting and preserves the commemorative integrity of Banting House, the birthplace of insulin, for the benefit of the people of Canada.
The museum celebrates not only a great Canadian discovery but the life and career of Sir Frederick Grant Banting (1891-1941). Come celebrate the most important Canadian medical discovery of the twentieth century and experience the life of the man you thought you knew.
The Royal Canadian Regiment Museum
Birthplace of the Canadian Infantry located at Wolseley Barracks.
Eldon House Heritage Site
Eldon House was lived in for 125 years and remains as a time capsule in London, ON.
The Blackfriars Street Bridge was first placed across the North Thames River in 1875.
Grosvenor Lodge
A Tudor Gothic style home built in 1853 by Samuel Peters, one of London's pioneer famili
Popular VisitLists Including "Banting House National Historic Site of Canada"
Medical History in Canada
Aurora, Ontario to Peterborough, Ontario 14 places
Explore these historic sites that offer insight into Canada's medical history!
The Best of #LdnOnt!
London, Ontario 8 places
The historical & cultural gems in London, Ontario.
Following "The Best of #LdnOnt!"

redpajama_set_name: RedPajamaCommonCrawl


Manchester United welcome Crystal Palace to Old Trafford as they look to bounce back to winning ways after their derby defeat.
Manchester United are probably out of the title race after defeat at the Etihad Stadium but they put up a good fight and had recorded a run of positive results prior to the Manchester City match. The form of Anthony Martial in particular will please Jose Mourinho and fans alike with the French forward scoring in each of the last five Premier League games.
Crystal Palace did not play badly in their defeat at home to Tottenham Hotspur last week but Roy Hodgson will be painfully aware that they have not won in the league since the middle of September and their only victories have been against relegation favourites Huddersfield and Fulham. A visit to Old Trafford must be the last thing the former England manager wants.
United's season has been very up and down and that has not been helped by the soap opera that seems to follow Joes Mourinho around. Whether it is falling out with players in public or antagonising opposition supporters, the Portuguese coach has continually attracted the headlines to the detriment of his side. United should beat Palace relatively easily so maybe the game will be the story for once.
The news that Wilfried Zaha was to miss the Spurs match was met with dejection from the Palace fans as what little positivity they have experienced this season has been thanks to the Ivorian forward. Crystal Palace will struggle against Manchester United with or without their star player however and this one could end in a 3-0 win for the home side.
Predictions will be available closer to the match.
United have only scored more than two goals in a Premier League match once this season but Palace are on a losing streak and there could be goals here.
Martial has been on fire recently and he will relish the chance to run at a Palace defence that has let in eight goals in four matches.
Manchester United have been dominant in the games between these two with Palace's 2011 Carling Cup victory their last positive result.
Anthony Martial's recent run of form has seen him climb the goal scorer's table and now sits just two behind Sergio Agüero.
Crystal Palace are not having a very good season but it is always worse with Wilfried Zaha not in the side. They have lost the last 12 games he has missed.
Outside of their Champions League matches Manchester United have only failed to score on one occasion this season.
Goals have been in short supply for Palace this season but they have scored three times as many on their travels as they have at Selhurst Park.


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Tag Archives: startup
Paradox or Paragon? A Non-Techie Look at Blockchain, Cryptocurrency & Cannabis: Part I
Disclaimer: Marguerite Arnold has just raised the first funds for her blockchain-based company, MedPayRx in Germany (and via traditional investment funding, not an ICO). She will also be speaking about the impact of blockchain on the cannabis industry in Berlin in April at the International Cannabis Business Conference.
You have probably heard of cryptocurrencies, tokens and smart contracts. You might have also heard, even if you did not understand the significance, that IBM recently suggested that the Canadian government use their form of blockchain, called Hyperledger, to track the recreational cannabusiness. Or that a large LP called Aurora is also looking at this space (as are other licensed producers large and small). Or maybe you have seen an item in the mainstream news about an ICO for a cannabis company that is now also going terribly wrong.
What on earth is going on?
These are all related issues, even if highly confusing and disjointed. Blockchain technology and cryptocurrency are hot right now and getting hotter – both in the mainstream world and in the cannabis industry globally. But for all its fans, the drumbeat for caution is also growing louder the more mainstream this technology (and the legitimate cannabis industry) becomes.
The many problems the entire cannabis vertical has with banking has make this current development almost inevitableOn the technology and finance side, that is why so many big names right now are urging caution. Nouriel Roubini, professor at NYU's Stern School of Business, is just the latest to do so – and for reasons that everything to do with history. Including recent history ten years ago, when the world stood on the brink of a financial disaster thanks to unchained derivatives. The biggest worry in fact, right now, is about the financial implications of widespread adoption of the technology, beyond the tech itself and how it may (and may not) be legitimately used. Which itself is a huge question.
So why all the fuss?
This is revolutionary technology which is also being introduced into the market at a time when decentralized processing for automation is on the horizon. But also because blockchain can be used to create tokens or digital coins that act like financial instruments. And once created, such tokens can be issued much like money or even stock, to raise additional funds – for both start-ups and ongoing enterprises. The best thing though? This technology was invented to create a decentralized form of value exchange and trust-less, anonymized auditing and verification. No traditional financial institutions or even governments needed, wanted or should apply (at least in theory).
The many problems the entire cannabis vertical has with banking has make this current development almost inevitable. Not to mention accessing investment cash (although this is certainly changing outside the United States). Compliance issues in every direction are another wrinkle this tech will help solve. Starting with tracking product but also rapidly expanding to uses including protecting users' privacy and facilitating access to high-quality, inspected product for qualified users and buyers. Not to mention other areas that are literally space-age but coming fast. Look for cool stuff coming soon involving both AI (artificial intelligence) and IoT (internet of things).
It is a fascinating, complex space. However, one aspect of this world, in particular, Initial Coin Offerings – or ICOs are getting attention right now. Why? They can be an incredibly efficient way to raise money for companies – both ones currently in business and start-ups with little more than a whitepaper or business plan and perhaps a working prototype. More and more of the successful ICOs are, however, for an existing company or are even attached to an asset, including a license, a prototype or a fund of money (or other combinations). They also rely on blockchain and alternative currency or tokens (sometimes also referred to as smart contracts) to work.
From a technology perspective, you can "mint" new coins relatively easily these days, sourced from a variety of different kinds of blockchain. Or even combinations thereof. You also can issue tokens or altcoins without an ICO.
In a world where there is vastly expanding cannabis opportunity, and many of these hopeful entrepreneurs are both digitally astute but without access to traditional capital, what could be better?
Bitcoin quickly became one of the more popular cryptocurrencies
From a financial and investor perspective, ICOs are a hybrid form of an IPO meets social media. "Coins," "tokens" and "smart contracts" –or cyber currency collectively– are digital forms of cash, contracts, membership cards, discounts or even authorizations for identity. There are many ways tokens can be used, in other words. This by way of saying there are also important differences too. Not all tokens are the same. Not all are used as "money." Some are but have assets assigned to them (like real estate). Others, particularly smart contract tokens, are strictly functional (pay funds when product is delivered and verified). The one caveat here is that the exchange of any token or altcoin will also cost money. Why? It is the electricity cost of computer processing the request for transfer. Plus access and service fees. There is no such thing as a "free" token. How tokens are priced, sold, bought, maintain value and for what purposes, is a debate if not process function that will not be solved anytime soon. Starting with the fact that some blockchains are more energy efficient (and sourced from green energy) than others.
To add to all of this confusion, not all ICOs function the same way. Some do give investors ownership in the company or specific portfolios that even include real-world assets. Others offer to use pooled funds to buy assets (like real estate or an expensive license). Many rely on the "coin" issued as a kind of discount scheme, reward mechanism and in many cases, direct discounted payment for future goods and services, of both the digital and real world kind. Many offer banking services directly, including in the very near future, the ability to exchange cyber cash for the fiat variety at even remote ATMs. Sound futuristic? It is coming and soon.
Most ICOs in the market now, however, rely on the following supposition: Issue a token with a unique name. Put up an ICO website. Encourage investors from anyplace on the planet with an internet connection, to use either crypto or fiat currency to buy tokens in the issuing startup as an investment that will give the new company funds to operate and build out services or the application (whatever that is). Also, plan to use the tokens for an exchange of some kind in the future (either for other coins or a good or service). Watch the value of the coin increase (for whatever reason) while informing investors (or contributors) that this is not really a security but a "utility" token that is expected but not guaranteed to become more valuable. Retire early with the prospect of having brokers of expensive real estate in places like London and Dubai come calling.The public tide of opinion, even if regulations are slow to move, is on the side of reform if not outright advocacy.
That will not be the case for the vast majority of ICOs, however, no matter what returns, goods or services they offer. Even if they also have vibrant communities already using their services (whatever those are). It will not be the case for most of the cryptocurrencies upon which such ICOs are based (most at the moment are based on Ethereum, NEO, Hyperledger or combinations of the three). There will be more of those too. And not every blockchain will make it (cryptocurrencies and tokens are based on an origin protocol or blockchain much like computer operating systems are either PC or Mac or mobile phones are Android or Apple). Some speak to one another well. Most do not "exchange" easily – even between themselves – let alone back into good old cash. And while nobody wants to be the Betamax of blockchain, there will, inevitably, be quite a few of them. When that happens, any economic value of the coins and even contractual relationships created with them disappear as well. Add in extreme price volatility in the current market pricing of these tokens, and you begin to get a sense of the risk profile involved in all of this.
The real hurdle, not to mention expense, comes when transferring back from the world of crypto to the one of fiat (regular money). Being a Bitcoin billionaire (there are about 1,000 individuals who own about 40% of the entire global Bitcoin issuance) is no fun if you have no place to spend it.
A Rapidly Changing Marketplace
In the past 18 months, cryptocurrency and ICOs have gotten increasing attention because of the increasing value of all kinds of cyber currency (far beyond Bitcoin). The total market cap for all forms of cryptocurrency itself zoomed past $700 billion at the turn of the year. That is impossible to ignore. You might have heard of some of these currencies too. There is ETH, Litecoin, Bitcoin Cash, Dash, even Dogecoin (created originally as a joke on an internet dog meme). Right now, in fact, at some of the most expansive exchanges, there are literally hundreds of these coins which are constantly bought and sold if not exchanged and used.
This has red flags written all over it.
And then there are the sums ICOs are bringing in some cases, flagrantly flaunting regulatory agencies and doing end runs on the global banking system that cannot keep up with them. The top ICO of 2017, a company called Block.one and registered in the Cayman Islands, so far holds the record at $700 million and counting. Filecoin, the second largest ICO last year, raised $262 million in one month from August to September. And then, of course, there is the cannabis industry-specific case of Paragon – now headed for class-action lawsuit litigation over their $70 million pre-and ICO sale intentions.
It would be logical to assume, given the eye-watering sums potentially involved not to mention the large role a smart digital media footprint has to do with an ICO's success, beyond its service or technology offerings, that this would be a perfect place for cannapreneurs to turn for funding. The global market is opening for cannabis reform at the same time the crypto craze meets Fintech Upheaval is occurring – in fact, these two things are happening almost simultaneously.
Thanks to regulatory realities and an ongoing stigma, there is still no institutional investment in the industry in the United States (that is rapidly changing other places). These are two new industries and dreams are large.
In the legit cannabis space, so are the expenses.
The price of opening a dispensary in most U.S. states tops a million dollars right now. In Europe, the price of entry is even more expensive. A GMP compliant grow facility in Western Europe, plus the money for lawyer's fees and negotiations for the license itself will set you back anywhere from $20 million and up, depending on the location. Even staying afloat in the industry once the doors are opened is a challenge. And loans, even for outstanding invoices, are still tough to come by in an industry where banking services of the simple business account kind are a challenge. Particularly in the United States.
The public tide of opinion, even if regulations are slow to move, is on the side of reform if not outright advocacy. Why shouldn't a reform-group-rooted ICO aspire to own or provide ongoing business financing to a community-minded canna farm in California, Canada, Germany, Israel or Australia? Or even Greece?
However, right now, with some noted exceptions, the cannabis business remains at minimum, a dangerous place to consider issuing altcoins that act like financial instruments or raise money with them. Why and how?
Part II of this series will look at the significant liabilities of using cryptocurrency and ICOs in the cannabis industry.
Implementing Real Science in Cultivation and Extraction
By Aaron G. Biros
Formed in 2015, Outco is a vertically integrated, licensed producer of medical cannabis in Southern California. Outco manages Outliers Collective, the first licensed dispensary continually operating in San Diego County. They operate the first licensed cultivation on Native American land in Southern California, the first cultivation building permit in Southern California and the first licensed extraction facility in San Diego County. Outco is on track to be the largest licensed producer of medical cannabis in Southern California.
Lincoln Fish, co-founder and chief executive officer of Outco
The company prides themselves on attention to detail; the well versed team implements real science in their cultivation and extraction processes. Lincoln Fish, co-founder and chief executive officer of Outco, has more than 30 years of experience as an entrepreneur. Before entering the cannabis industry, Linc started and sold companies in the healthcare technology and nutraceutical spaces.
With construction underway at new facilities, Outco is anticipating an expanding market and higher demand.
Fish's experience with FDA regulations in nutraceuticals prepared him for running a business in such a tumultuous, highly regulated environment like cannabis. "One thing I took from the nutraceutical industry is how to present products to consumers and letting them know it is safe, effective and consistent," says Fish. He says he noticed a serious lack of consistency in products. They tested 25 different vape cartridges, with their own oil, to find a consistent product they can use and know that consumers will safely and consistently get the same results. "There is a lot of room for more professionals and a lot of room for more science," says Fish. "We try to position ourselves in a way that is consistent with where we think policy will go so we are very careful with recommendations from a scientific standpoint, patient information and product safety."
Starting at a seed or cutting, plants are grown with the protection of biological control agents
According to Fish, they currently distribute cannabis products to about 75 licensed dispensaries in Orange County, San Diego and Los Angeles. With construction underway at their cultivation facility on Native American land, Fish says they plan to generate roughly 2600 pounds of cannabis each month. Gearing up for that in addition to the expanding recreational market requires some planning in advance, says Fish. Part of that plan is making sure quality controls are in place to keep consistency in the product quality and dosage. They are also actively seeking to open their distribution channels further.
One of the cultivation facilities at Outco
"We are building out a full lab of our own in addition to third party testing to perform internal quality controls," says Fish. Equipped with their own laboratory instrumentation like HPLC and GC, they hope to establish proper in-house quality controls as well as provide that resource to younger startup companies. As one of the founding partners of Canopy San Diego, an ancillary startup accelerator, Fish sees great potential in working with younger companies to get them off the ground. Fish met Outco's vice president of extraction, Dr. Markus Roggen, at a Canopy San Diego event. It was there that they had the idea to build a startup accelerator for companies that actually touch the plant- extractors, cultivators and infused-product manufacturers, as opposed to a startup accelerator that would only help ancillary businesses.
Dr. Markus Roggen, vice president of extraction
Dr. Roggen, who is an organic chemist by training, heads up Outco's supercritical CO2 extraction operation. "I came to the 'art' of cannabis extraction with an open, yet scientifically focused mind," says Dr. Roggen. "My approach was to look past the myths and stories about extraction methods and focus on finding data, as there really wasn't much available. I therefore, from the beginning, started to study the capabilities of our extraction equipment by chemometric methods." Chemometrics is the science of relating measurements made on a chemical system or process to the state of the system via applications of mathematical methods. "Already the first sets of experiments showed that long-held beliefs in the cannabis community were inaccurate," says Dr. Roggen. "For example the particle size of extracted material matters. Or that it is possible to preserve and even isolate terpenes by CO2 extraction methods." With plans to have a full plant and analytical chemistry laboratory on site, they hope to perform more research that focuses on optimizing extraction processes.
Plant irrigation and fertigation procedures are determined via experimentation
Dr. Allison Justice leads their cultivation team with a background in greenhouse management and commercial horticulture. Dr. Justice says plants are grown, starting at a young age (seed or vegetative cutting), with the protection of biological control agents. "Biological control is a management strategy that entails the release of beneficial insects or fungi, such as parasitoids and predators, in order to suppress or regulate insect populations in greenhouses and grow rooms," says Dr. Justice.
Dr. Allison Justice, vice president of cultivation
When implemented properly, this eliminates the need to use synthetic pesticides. "Biological control agents are not put in place to eradicate pest populations yet are applied as preventives to minimize plant damage and maintain their own populations." They are constantly evaluating light types, spectrum and intensity to determine optimal ranges, according to Dr. Justice. They don't use any pre-mixed "cannabis" nutrient supplements for their plants, instead they design an experiment to determine the desired levels and ratios of essential plant nutrients. "We have found it crucial to determine what ratios of nutrients the plant actually needs and by knowing this, we know how to manipulate the recipe determined by the plant's given nutritional symptoms," says Dr. Justice. Every type of adjustment in cultivation and extraction is based on results from experimentation rooted in legitimate science. Instead of guessing when it might be time to harvest, they use a water activity meter, logging and recording all the data to determine the appropriate time to trim and cure plants. Performing analytical testing at every step is key, says Fish.
Looking toward the recreational market, Fish sees an obvious opportunity to expand their wholesale operations substantially, with several larger new cultivation projects planned. "The key though is to produce flower and concentrate offerings with the same standards we employ for medical cannabis," says Fish.
Greenhouse Ventures Names Lindy Snider Lead Advisor
Greenhouse Ventures (GHV), a cannabis business accelerator based in Philadelphia, PA, announced they are bringing on Lindy Snider as the lead advisor to the organization. GHV helps seed-stage startups through a ten-week, 90-hour curriculum-based program. Using industry mentors and staff, the accelerator trains founders on emerging best practices of building sustainable cannabis businesses and helping them to raise up to $5 million in seed or growth capital, according to a press release.
Lindy Snider, lead advisor at Greenhouse Ventures
Snider is the founder and chief executive officer of a Philadelphia-based skin therapy company, LindiSkin, as well as an investor in KIND Financial and Poseidon Asset Management. According to Snider, she is involved in a number of cannabis related ventures at the moment. "In a nascent industry like cannabis, early stage companies require hands-on training reinforced with constant mentorship and continuing education," says Snider. "Greenhouse Ventures is taking a unique education-technology approach towards early- stage venture development, which stands to benefit entrepreneurs who get accepted into their accelerator, as well as investors who are evaluating accelerator graduates for a potential investment." Snider's late father, Ed Snider, was the chairman of Comcast Spectacor, a Philadelphia-based sports and entertainment company that owns the Philadelphia Flyers.
According to Tyler Dautrich, co-founder of Greenhouse Ventures, Lindy Snider is an extraordinarily valuable asset. "Lindy has been essential in the early success that Greenhouse Ventures has experienced to date and we are fortunate to name such an active and respected member of the investment community as our lead advisor," says Dautrich. The company will be hosting two ten-week semesters in February and September every year. Applicants that are accepted into the program typically receive an average of $60,000 in professional services in exchange for a minor equity stake in their venture. Those accepted applicants are not required to relocate, as virtual participation is available.
Kevin Provost, Greenhouse Ventures co-founder and chief operating officer, believes Snider has played an instrumental role in the company's growth. "From day one, Lindy has supported Greenhouse Ventures' goal of positioning Pennsylvania as the east-coast cannabis and industrial hemp capital of the country, and with the recent passing of SB3, Greenhouse Ventures is in a unique position to make Philadelphia the epicenter of medical research and ancillary technology innovation," says Provost. The organization is currently accepting applications for its Fall 2016 semester in Philadelphia beginning October 3rd and culminating with Demo Day on December 8th.
New Business Accelerator Program, Greenhouse Ventures, Completes Pilot Semester
There are a few business accelerator programs that currently exist in the cannabis space, but Greenhouse Ventures (GHV), based in downtown Philadelphia, seeks to fill a gap in helping ancillary businesses get off the ground. Through a ten-week, 90-hour curriculum, program, Greenhouse Ventures assists startups by increasing their business model sophistication.
Bart Mowrey, founder & CEO of TokerWare in December on the 'Demo Day' in Center City Philadelphia
"The program consists of three hour sessions, three nights a week, for ten weeks, covering topics such as general business development, go-to-market strategy, growth strategy, capital formation, legal & financial due diligence, fundraising, valuation, and exit opportunities," says Tyler Dautrich, founder of Greenhouse Ventures. Business startups in the program are paired with industry experts who serve as mentors providing advice, guidance and strategic introductions.
The program culminates in a pitch event where the startups are given the opportunity to pitch potential investors and advisors in an effort to strategically advance their business model. According to Dautrich, Greenhouse Ventures' overall mission is to increase the level of business sophistication of ancillary startups.
Courtney Rudolph, founder & CEO of Green Seven, in December during the program in Center City Philadelphia
They differentiate themselves from other startup accelerators like Canopy Boulder and MJIC's Gateway by using a curriculum-driven program. Participants in the accelerator work closely with GHV staff, industry services providers and industry experts to learn exactly what they need to secure capital and get their business to the next stage.
Tyler Dautrich, founder of Greenhouse Ventures
According to Dautrich, Greenhouse Ventures also differs from other accelerators because they are not an investment fund. "We do not invest any capital into any portfolio companies at this time," says Dautrich. GHV does however invest $60,000 worth of services into each portfolio company and only takes an average of 5% common, non-voting rights, stock. "The goal is for the companies in the accelerator to validate some, if not all, their initial assumptions and prove that the company can progress without that capital infusion" adds Dautrich. "This serves as a great due diligence process for potential investors."
Graduates of GHV and CoPhilly Fall 2015 semester
The program successfully completed its pilot semester in December of 2015 with three ancillary businesses in the cannabis industry. The second semester will launch this Spring in the end of April and Greenhouse Ventures will be accepting up to 10 ancillary companies for its second semester. The application window is currently open for the spring semester.


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Q: MSSQL: How to display TOP 10 items from GROUP BY query? I have a query which displays this as result:
Year-Month  SN_NAME Raised Incidents
2015-11 A   14494
2015-11 B   8432
2015-11 D   5496
2015-11 G   4778
2015-11 H   4554
2015-11 C   4203
2015-11 X   3477
.......+ thousands more rows for 2015-11
2015-12 A   3373
2015-12 B   3322
2015-12 H   2814
2015-12 D   2745
......+ thousands more rows for 2015-12
......+ thousands more rows for 2016-01 - 2016-10
2016-11 B   2645
2016-11 C   2571
2016-11 E   2475
2016-11 D   2466
....+ thousands more rows for 2016-11

I need to select TOP 10 SN_NAME by Raised_Incident count from last month and and then show their COUNTS for previous 12 months.
The query I use to display above result is this one:
DECLARE @startOfCurrentMonth DATETIME
SET @startOfCurrentMonth = DATEADD(month, DATEDIFF(month, 0, CURRENT_TIMESTAMP), 0)

SELECT
    CONVERT(char(7),IM.SN_SYS_CREATED_ON,121) as "Year-Month"
    ,CI.SN_NAME
    ,COUNT(IM.SN_NUMBER) as "Raised Incidents"
FROM [dbo].[tab_IM_Incident] IM
    LEFT JOIN [dbo].[tab_SNOW_CMDB_CI] CI on IM.SN_CMDB_CI = CI.SN_SYS_ID
WHERE
    IM.SN_SYS_CREATED_ON >= DATEADD(month, -13, @startOfCurrentMonth) AND    IM.SN_SYS_CREATED_ON < @startOfCurrentMonth
    AND (IM.SN_U_SUB_STATE <> 'Cancelled' OR IM.SN_U_SUB_STATE IS NULL)
GROUP BY
    CONVERT(char(7),IM.SN_SYS_CREATED_ON,121)
    , CI.SN_NAME
ORDER BY
    CONVERT(char(7),IM.SN_SYS_CREATED_ON,121)
    , COUNT(IM.SN_NUMBER) DESC

The problem is I don't know how to limit each month values to TOP10 only, as the query returns me around 200 000 rows in total, while it should return 13x10 = 130 rows.
The expected output is exactly as on top of the question, but limited to only top 10 rows per month for last 13 months.
Please advise.

A: If I understand correctly, you want the 10 incidents that are top for the most recent month, and then to see their incidents for all months in the data.
Here is one method:
with t as (
      your query here
     )
select t.*
from (select top 10 t.*
      from t
      order by YearMonth desc, RaisedIncidents desc
     ) top10 left join
     t
     on t.sn_name = top10.sn_name
order by YearMonth desc, RaisedIncidents desc;

Note that the top 10 is not filtering on the latest month.  Instead, it orders by the latest month and then RaisedIncidents.  This assumes that there are at least 10 incidents in the most recent month.

redpajama_set_name: RedPajamaStackExchange


text:
Hassans Consult
Virtual University
Our team has a wide range of cultural backgrounds, expertise, qualifications, training skills and national and international experience. We match the best mix of consulting and training talent with every client project, along with staff who ensure support systems are strong and adaptable to changing needs.
Entrepreneur, educator and CEO of Hassan's Consult, Dr. Saman Hassan has worked for the past decade to inspire and train educators to be well versed in their various leadership roles. In 2007 Dr. Hassan began development of Hassans Consult. In the beginning she served as the only consultant. She began to take on an increasing work load until in 2010 she gathered a strong group of educators and business professionals. Dr. Hassan then became CEO and founder of Hassans Consult. She now leads over 10 educational professionals who conduct various workshops, training seminars and symposiums throughout the U.S. and is expanding internationally for schools, universities and businesses. Dr. Hassan served as a private principal in Kentucky and Florida that served students ranging from grades K through 12. While serving as principal, in both Kentucky and Florida, she implemented programs for guidance counseling, virtual high schools and helped get awards for increased library funding-funding for school technology and funding for the development of the teachers and staff. While making achievements at both schools Dr. Hassan also served as an educational consultant for school systems in Boston, MA. Through her work, Dr. Hassan assists traditional institutions in developing methods, leadership models, and strategic plans, to bring about productive relationships in the community. She also provides direction, information, and motivational tools, to help parents and families foster collaborative relationships within the school to advance their children's education.
Dr. Shaukat Nawaz Khan is a business consultant, Trainer, Lecturer, a Neuro-Linguistic Master Practitioner. Shaukat Khan is currently the member of Institute of business advisors and of the Pakistan Institute of Management; Fellow of the Institute of Commercial Management; and of the Institute of Leadership and Management. He is also well connected with the Art world too and is Chairman of Dr Allama Iqbal Academy in London and Asian arts Council. He is Visiting Professor of social science at Karachi University, and regularly gives lectures at various Universities and institutions. His services have been well recognised both within UK and abroad and he has been the recipient of several national and international awards. He was awarded Hon. Doctorate from the Global University of Lifelong Learning, for his lifelong academic services to Learning (GULL) Australia.
Dr. Shireen Khanum is a medical doctor trained in pediatrics and was associated with Pfizer for 14 years while continuing with her clinical practice. During her term at Pfizer, she was trained in Clinical Research, involved with Train the Trainer Programs, and developed soft skills for staff and sales representatives. For five years, she built and headed a newly formed Public Affairs Division at the company. Since then, she has relocated to Dubai, runs her practice, conducts "made to order" training programs at her practice, and operates Gymbamama, a gym that focuses on physical fitness, health awareness, and fun for pregnant women, new mothers, and babies.
In addition, Dr. Shireen has been associated with television since 1994, her main focus being health education programs.
Dr. Jill Young is an experienced business professor with years of experience in various fields of business. A former employee of General Electric and The Stevenson Company, she has had the opportunity to work in finance, marketing, and training and development. Her experiences have allowed her to obtain a broad base of knowledge in both corporate and small business. Dr. Young received her Doctorate in Education from Strayer University in Louisville, KY. Her published dissertation research allowed her to delve into leadership issues, and to learn how female leaders manage others. Dr. Young also has an MBA and M.A. in HR Management from Webster University in Louisville, KY. Currently, she teaches business, management, and human resource courses exclusively online at four different universities.
George S. Rivoli has over 30 years of distinguished executive and managerial experience with Ford Motor Company (Ford Customer Service Division) with broad-based experience in Sales and Marketing Management, Customer Service Satisfaction and Training and Leadership development. George represented Ford as host on dealer incentive trips around the world and has developed local and national marketing promotions to assist dealers in achieving retail parts sales, service growth and customer satisfaction targets. He also implemented a "Building a Retail Mindset"strategy for dealer organizations. George holds a M.Ed. in Counseling Psychology and is Six Sigma Green Belt Certified and trained in Process Improvement Methodology and Participate Management and Employee Involvement from Dale Carnegie Kentuckiana. He is currently teaching at the University of Phoenix at the Louisville campus subjects such as Communications, Public Speaking, Teamwork, Critical Thinking, Problem Solving, Collaboration and Conflict Resolution. Conduct special local business seminars for the Corporate Education Department in the areas of Managing Change, Negotiating through Influence and Persuasion and Understanding Generations at Work.
Doug Sloan has over twenty-six years of successful leadership and managerial experience in a variety of responsible positions. His areas of expertise involve managing health care systems, health education, and corporate level headquarters, and an extensive background in healthcare administration include business office operations/revenue cycle management, admissions, health information and quality management, customer service, physician relations, strategic planning, and data analysis.
Doug specializes in various fields, such as Leadership, Mentoring, Coaching, Mediation, and Health Services Administration. He successfully developed and executed the implementation plan for a facility wide Health Information Systems upgrade that greatly increased patient safety, accountability, and revenue management. In addition, he served as the Chief of a Clinical Support Division at Fort Greely and Fort Richardson and has experience with leading initiatives to develop plans for data quality management control in organizations.
Doug currently serves as an adjunct faculty member at the School of Advanced Studies at Indiana Wesleyan University in Louisville, Kentucky.
Nirupama Kulkarni is the founder and managing attorney of Indus Law Firm. Her practice focuses primarily on international business law and immigration. Indus Law Firm provides full-service legal guidance to industries as diverse as education, information technology, health care, engineering, manufacturing, hospitality and the arts. Nirupama also represents many educational institutions, corporations and investors.
Nirupama has been practicing law for five years and has established partnerships with crucial stakeholders from the legislative, corporate, nonprofit and educational arenas. She is a board member of the Indian Professional Council of Kentucky, Greater Louisville Outstanding Women (GLOW), and serves as Country Ambassador for the Greater Louisville International Professionals. She is a member of Rotary International, and serves on the International Service Committee. Nirupama has been awarded the Global Visionary Award from the World Affairs Council and named an Emerging Leader by Greater Louisville Inc.
Nirupama earned an MBA in Entrepreneurship from the University of Louisville and provides strategic guidance to companies wishing to expand into the global marketplace as well as foreign companies wishing to expand into the U.S. market. She is a member of the American Immigration Lawyers Association and has established relationships with legislators on a state and national level. In addition, she is a board member of the Beaded Treasures Project, which focuses on refugee women, and is an advocate for international and immigration issues.
David Hamblin spent four years in the Marine Corp, received an Associate's degree in Arts from Holyoke Community College, and obtained his Bachelor's in Science with a concentration in Atmospheric Science from Creighton University in Omaha, Nebraska. He spent the next eight years in Colorado, California, Arizona, and Kentucky as a Television News Meteorologist.
David currently serves as a Police Training Officer and District Resource Officer (DRO) for the Louisville Metro police Department, and has since earned an MBA from the University of Phoenix in 2010. He also sits on a Performance Improvement Advocate board for the city of Louisville, where he is involved in think tanks with a mission of planning a better Louisville. David is in the process of pursuing his Ph.D. in Industrial and Organization Psychology along with a side certification course in Six Sigma.
Mary I. O'Sullivan, a professional speaker, business owner, and author, has been a professional development instructor at the University of Wisconsin–Madison. From 1988-1996, she directed an applied research center in conjunction with the University of Louisville Medical School to study how stress and anxiety affect sleep and performance. Her health education company, Quanta Dynamics, Inc., specializes in sleep education for major corporations, and community groups, and it has designed and produced sleep and stress training materials in conjunction with a large three-year federal grant. Currently, she also teaches writing skills and critical thinking at the University of Phoenix in Louisville as an adjunct faculty member. She earned her M.S. degree in Training and Development from the University of Wisconsin-Madison and has been active in the local and national training communities, and a long time board member of the Kentucky Sleep Society and of the National Association of Women Business Owners.
Kathy Ohlmann has been a medical professional for over thirty five years focusing on Occupational Health Issues. She has managed an occupational health program that provided services to over 800 companies, including injury treatment, medical surveillance, and substance abuse screening. For twenty years, she has owned an occupational health consulting company, Work Place Solutions, Inc., that provides services to business and industry customers on Substance Abuse, Sleep Issues, Workers Compensation, and Wellness. Her professional expertise has resulted in consulting and testifying in several court cases. Kathy obtained her BS degree in Nursing from Spalding University, and her MS degree in Nursing Education from Bellarmine University in Louisville, KY. She is a board certified Occupational Health Nurse-Specialist, with memberships in the American Association of Occupational Health Nurses, the Kentucky Sleep Society, and the National Sleep Foundation.
Bob Doherty has over thirty years proven leadership experience in hospitality retailing. His skill sets include strategic planning, marketing, operations, regional management, and staff development. Additionally, Bob has experience in leading various teams. At the McDonald's Corporation, his team developed a new positioning platform anchored in the relationship between brand attributes and customer emotional experience utilizing perceptual maps. While at Burger King Corporation, Bob led a region team responsible for over 350 restaurants that performed in the top five percent in sales and customer satisfaction. He also led an initiative to develop a new interviewing platform and skills development protocol that was implemented nationally. Bob has worked both in the national and field marketing groups of Dunkin Donuts Inc. He played a key role in developing national marketing programs to drive purchase frequency and average check.
In addition, Bob has worked with three start-up concepts. His primary focus was with web-based business aggregators – aligning business caterers with end users. Bob holds undergraduate and graduate degrees from Boston College University.
JD Moore received his Bachelor of Arts degree in History, with a minor in Political Science, from Georgetown College. He read for his Master's degree in Public History at Arizona State University in the mid-1980's, where he also was fortunate to be a Graduate Assistant instructor for several undergraduate history courses and to work for the Arizona Historical Foundation as a researcher and seminar coordinator. He worked as a consultant to the City of Phoenix and the U.S. Army Corps of Engineers, where he collected all of the records and wrote the official history of their major flood control project. He worked for two U.S. Senators and is a Kentucky Colonel. JD's business expertise is in three main areas: customer service, information management, and in leadership and teambuilding. He has experience in sales and marketing, where he won awards as a Financial Planner and Broker. His long career at YUM Brands and KFC mostly involved information management, restaurant customer support, and leading cross-department teams. He has since then become a business owner of a national franchise, learned how to develop a business from ground up and the importance and impact of financing and cash flow, and led many seminars using popular and current business training tools and curricula. He is an active member of the Frankfort Area Chamber of Commerce and is a graduate of the Leadership Frankfort program.
Miranda Allen has 15 + years' leadership experience in for-profit education, having obtained diverse knowledge in all functional departments that include student services, operations, finance, enrollment, and academic affairs. Currently she manages the Operation's department at the University of Phoenix campus in Louisville, Kentucky. Her responsibilities include the supervision of projects, campus events, compliance, security, facilities, and student services. Miranda is also adjunct faculty at University of Phoenix and has taught courses in conflict management, popular culture, and creative and critical thinking. She earned her Bachelor degree in Behavioral Science and graduated Magna Cum Laude from Western International College. She also received a Master of Arts in Organizational Management from University of Phoenix.
Lisa Wilhelmus brings 17 years of experience in corporate marketing, communications and advertising. She began her career at GE Aviation, specializing in Employee Communications, and has worked in industries such as home building, manufacturing and marketing. A seasoned MarCom professional, Lisa has developed communication plans and materials for projects including the launch of mobile phone wagering for a Churchill Downs affiliate, fundraising communication initiatives for a Catholic elementary school, the overhaul of company marketing collateral, yearly media planning and more. She is an accomplished professional in: advertising, copywriting for print and online, internal communications, media buying, print management, project management, public relations, search engine optimization (SEO), social media strategy, strategic communication planning, trade show coordination and website development.
Currently Lisa does freelance marketing communications work and is also an instructor at the University of Phoenix. She graduated Cum Laude from Wilmington College of Ohio, where she received a bachelor's degree in Communications with minors in English and French. During her undergraduate studies, Lisa also spent a semester abroad studying and working in Paris. In 2005, she obtained a master's degree in Education from Xavier University in Cincinnati, Ohio, with a focus in Sport Administration.
Mudassar Haroon is a dynamic and self motivated mid career accounting professional, carrying over 10 years of working experience in diverse public and private industries including real estate, manufacturing, automobiles and healthcare. His areas of expertise are costing, budgeting, revenue recognition and forecasting, cash flows and receivable control, and management reporting. Mudassar was elevated for the role of team leader to develop revenue and receivable functionality in finance department. He has successfully achieved revenue and collection targets for the last five consecutive years working in Alain Hospital, UAE and was rewarded for financial reporting, resolving system coding issues and reducing patient discharge costs in hospital.
Mudassar holds a bachelor degree in Mathematics, CMA finalist and pursuing his academic career further with IMA, USA. He has completed his executive MBA last year from SZABIST Dubai that exposed him to new arenas of social and management sciences like marketing, communication strategies, human resource management and organizational behavior. He also acts as a freelance consultant for developing accounting systems in a small scale company as part time; utilizing his extensive experience he gained working with different ERP modules like MS Great Plains, Oracle Financials and Cerner HIS & PA, USA.
Ryan Correll has more than 15 years of experience in Human Resources Management. His experience ranges from providing HR consulting in various industries that provide service in personnel management to strategic planning in change management. He has authored recruitment plans, performance reviews, provided leadership development, and other innovative recruiting programs to achieve productive outcomes. Ryan holds a degree in Business Management with a concentration in Human Resources and is also actively involved with various nonprofit groups to provide leadership education. Additionally, he has been involved with global refugee resettlement programs and employment awareness not only for job seekers, but educating employers with diversity in the work place.
Brandy Savage is a highly motivated social media professional with over four years of experience in leading and facilitating training sessions on various topics. She has expertise in Higher Education, Training and Development, Recruitment/ Retention programs, Event Management, Research, Non-Profit Association Management, Social Media Administration, and Database Administration. Brandy is highly skilled in Microsoft Office Suite 2007/2010, Presentations/Public Speaking, Grammar, Writing, and Personal Branding. She also possesses over two years of experience overseeing the social media presence of a for-profit university's local campus and is an expert at operating Facebook on an analytical level, Google +, Twitter, LinkedIn, Wordpress, and Hootsuite. Brandy graduated from the University of Phoenix in 2011 with an MBA degree.
Zariah Gaelyn-Levai is an electronic engineer and lead project developer, who advocates her vision of sustainability in education throughout her endeavors. She graduated Suma Cum Laude from Chapman University in February 2012 and was a member of Pi Lambda Theta. She holds a Master of Arts in Education-Instructional Technology with a concentration in Distance Education, ADA and Section 508 Compliance, with a focus on sustainability in education. Her Graduate Capstone project involved creating an online course for Instructors. Zariah was previously invited to write about her learning and teaching vision in her online article: "Triple Bottom Line of Sustainability in Education: social, economic, and environmental," which discussed how to help instructors identify and implement sustainable practices within their educational socio-cultural micro/macro environments.
Oliver Nicholas offers a distinctive blend of Management and Information Technology proficiencies that highlight his diverse consulting experiences. A dedicated, results-oriented, professional, he provides leadership services in a variety of business and technical engagements. He is skilled at assessing client needs by recommending strategies and solutions for extended growth and efficiency. He also is able to minimize potential risks using established management and process improvement methodologies. A continuous learner, he has MBA and MSMIT degrees from universities in both Michigan and Kentucky. Currently, he is working towards a doctoral degree to further his effectiveness as an accredited professional.
Barbara Blackstone possesses a wide range of business and teaching experience. She is a certified yoga instructor and has taught Hatha yoga for five years, with a pedagogical emphasis on the art of connecting mind, body, and spirit. She inspires her students to manage the stresses of life through moving meditation. Barbara owns her own successful yoga business, Peace of Work, which she operates out of historic Spalding Hall Chapel in Bardstown, KY. She is also a part owner of Millicare, an environmentally-friendly textile and carpet care company. Barbara spent twenty years in southern California, where she learned the ins and outs of Fortune 500 companies, such as ABM and Sempra Energy Solutions, and became one of the nation's top 1% income-producing women. Currently, she is Vice President of Business Development at MCI/AST, a women and minority-owned facility services company. Barbara is an authority on helping people to peacefully and purposefully balance career, family, and wealth. She is the mother of two children, ages eight and eleven.


text:
Astrobiology Serves NASA and The National Interest - Statement Prepared by Principal Investigators of the NASA Astrobiology Institute
Posted: Sunday, March 26, 2006
Astrobiology is the interdisciplinary study of the origins, evolution, distribution, and future of life on Earth and in the universe. It melds the understanding of life on Earth, the nature of our solar system and its potential to support life, and the search for habitable environments and life on planets around other stars.
The President's budget calls for cuts to the NASA astrobiology program that would abdicate U.S. leadership and threaten our capabilities in this field.
Astrobiology is central to NASA's science program and exploration mission, to enhancing workforce competitiveness, and to the public interest:
Astrobiology addresses far bigger questions in science than are accessible by any single discipline, including the age-old question of whether there is life beyond Earth.
Astrobiology provides an overarching theme to integrate disparate space science programs, ranging from origins and evolution of life, to planetary habitability and global change, to planets around other stars.
Astrobiology leverages new avenues for discovery and scientific development across disciplines.
Studying the Earth as one of many planets contributes to understanding how the Earth works as an integrated system, a topic of particular relevance to the future of our home planet.
The Mission of NASA
Astrobiology is central to the Space Exploration Vision, to the strategic roadmap of the NASA Science Mission Directorate, and to the intellectual rationale for space exploration as put forward by the National Research Council.
Many missions in planetary science and astrophysics are motivated directly by astrobiology themes, whether they are so labeled or not. NASA missions continue to discover potentially habitable environments in our solar system, as with the recent discovery of possible liquid water on Saturn's moon Enceladus. Astrobiology plays a key role in prioritization of missions, as exemplified by the high priority of a mission to Jupiter's moon Europa.
Identifying in situ resources necessary to support life, such as water, is an important objective for astrobiology and also enables future human exploration beyond Earth.
We need to sustain today's investment in astrobiology in order to understand the results from ongoing missions and to help develop future missions.
Workforce and Competitiveness
Astrobiology attracts and retains outstanding students through its exciting content, and trains them in interdisciplinary research, at a time when maintaining scientific and technological competitiveness in our workforce is a national priority.
More than 200 colleges and universities nationwide teach astrobiology as part of their curricula. Astrobiology provides a compelling means of training non-science majors in science, thereby contributing to general scientific literacy.
Research and analysis programs preferentially support young scientists, so reductions in these programs risk disproportionate loss of early-career scientists.
The long lead time necessary for training scientists requires a continuing commitment in order to retain capability.
Astrobiology addresses fundamental questions about life that are of deep interest to the public, and is a key factor attracting them to space exploration.
Astrobiology outreach enhances the public understanding of science.
The nation's investment in astrobiology provides enormous dividends.
Prepared by the Principal Investigators of the NASA Astrobiology Institute:
Jillian Banfield, University of California, Berkeley
David Des Marais, NASA Ames Research Center, Moffett Field, California
Steven D'Hondt, University of Rhode Island
Bruce Jakosky, University of Colorado
Rocco Mancinelli, SETI Institute, Mountain View, California
Victoria Meadows, California Institute of Technology, Pasadena
Karen Meech, University of Hawaii
Michael Mumma, NASA Goddard Space Flight Center, Greenbelt, Maryland
Hiroshi Ohmoto, The Pennsylvania State University
Lisa Pratt, Indiana University
Mitchell Sogin, Marine Biological Laboratory, Woods Hole, Massachusetts
Sean Solomon, Carnegie Institution of Washington, Washington, D.C.
Michael Thomashow, Michigan State University
Peter Ward, University of Washington
Neville Woolf, University of Arizona
Edward Young, University of California at Los Angeles
31 Jan: Queen's Space Conference


text:
Committee for Sydney calls for a $75m Cultural Renewal Fund
Matt Levinson
matt@sydney.org.au
Think tank the Committee for Sydney is calling on NSW Government to introduce a $75m Cultural Renewal Fund for an arts and culture sector decimated by COVID-19.
Physical distancing and limits on gatherings have shut down galleries, museums, theatres, music halls and festivals in NSW. Although limited re-opening for some institutions is scheduled in early June, many have seen income from the box office, commercial opportunities and public events dry up.
The Committee warns that, without a major rescue package, many of these institutions will not recover.
Supporting the arts and culture sector will also be vital to encouraging domestic tourists to NSW, at a time when borders are re-opening. In 2019 there were 12.3 million domestic overnight visitors to Sydney, with many flocking to arts festivals, galleries, museums, theatres, live music and other cultural activities.
And according to the World Tourism Organization, heritage and culture tourists spend over a third more than general leisure tourists.
The Committee is proposing that NSW Government establish a $75m Cultural Recovery Fund of new spending to support small, medium and large institutions – and the people they work with – across our state.
Last week the Victorian Government committed almost $50m to a cultural recovery package. The Committee believes that introducing a similar – but even more ambitious – recovery package for NSW would be an important addition to the broader set of efforts being undertaken already.
Note to editors:
The Committee for Sydney is an independent think tank and champion for the whole of Sydney, providing thought leadership beyond the electoral cycle. The Committee aims to enhance the economic, social, cultural and environmental conditions that make Sydney a competitive, resilient and liveable global city. The Committee has a diverse membership with over 150 member organisations: including the major corporate sectors driving Sydney's economy; strategically minded local authorities; key NSW Government departments and agencies; not- for-profit organisations; and leading arts and sporting institutions. Members help develop and deliver priorities, provide expertise and ensure a representative geographical spread across the greater Sydney region.


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Why Leeds must keep hold of their 22-year-old key cog amidst Premier League interest
by Mizgan Masani October 6, 2018, 1:00 am
Why Leeds must hold onto Kalvin Phillips amidst interest from Arsenal and Tottenham
According to Hull Live, Everton, Arsenal and Tottenham Hotspur are eyeing Leeds United midfielder Kalvin Phillips. The Englishman is in fine form this season under the management of Marcelo Bielsa and has helped the Peacocks' surge towards the top of the Championship table.
Now with the Premier League clubs interested, it shows how talented the player is. The 22-year-old is a defensive midfielder by trade but can be deployed as a centre-back when required. To be kept on close tabs by some of the top clubs in the top-flight is an honour for the youngster, who is growing in stature with every passing week.
However, Leeds cannot afford to lose him in the winter or next summer. Here's why:
Phillips is key to Bielsa
Given the way Bielsa plays his football and the 4-1-4-1 formation, Phillips is such a key element. The manager switches the player's role from defensive midfield to one of the three centre-backs. It proves that the Argentine trusts the qualities and the adaptabilities of the Englishman.
Furthermore, the 22-year-old is a fantastic passer of the ball and possesses a great knowledge of the game. This helps him to be an effective defensive midfielder, shielding the backline expertly and keeping the midfield ticking.
If we look at Leeds' squad, they would really struggle to replace someone like Kalvin Phillips in a system that Bielsa deploys. Therefore, they just can't get rid of him, even if big offers from the big Premier League clubs come in.
If the Peacocks are serious about getting promoted to top-flight football this season, they shouldn't sell the player unless they buy a replacement.
Any player who is an emerging talent in the game, being touted to become one of the better players in the future would like an upgrade in their career. However, given the ambitions Leeds have for this season, especially after hiring someone like Bielsa, they cannot let their important players go away.
Read More: 2 prodigies Leeds must sign in January to beef up their squad including this Chelsea starlet
It would be good for the player as well because he is a key player in the team right now. There's no guarantee if a Premier League club would allow him the same amount of game time as Leeds. He is still young and hence, playing more games at an ambitious club would suffice.
Written by Mizgan Masani
A football enthusiast, who loves to analyse the game in depth. Following various leagues and knowing about the playing styles of different managers intrigues me to the core.
Other than that, I am an Electronics Engineer!
Follow me @mizgans
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Guttation is the exudation of drops of xylem sap on the tips or edges of leaves of some vascular plants, such as grasses, and a number of fungi, which are not plants but were previously categorized as such and studied as part of botany. Guttation (from Latin gutta drop) is not to be confused with dew, which condenses from the atmosphere onto the plant or fungus surface and does not originate from within them. Guttation generally happens at night.

Process

At night, transpiration usually does not occur, because most plants have their stomata closed. When there is a high soil moisture level, water will enter plant roots, because the water potential of the roots is lower than in the soil solution. The water will accumulate in the plant, creating a slight root pressure. The root pressure forces some water to exude through special leaf tip or edge structures, hydathodes or water glands, forming drops. Root pressure provides the impetus for this flow, rather than transpirational pull. Guttation is most noticeable when transpiration is suppressed and the relative humidity is high, such as during the night.

Guttation formation in fungi is important for visual identification, but the process causing it is unknown. However, due to its association with stages of rapid growth in the life cycle of fungi, it has been hypothesised that during rapid metabolism excess water produced by respiration is exuded.

Chemical content
Guttation fluid may contain a variety of organic and inorganic compounds, mainly sugars, and potassium. On drying, a white crust remains on the leaf surface.

Girolami et al. (2005) found that guttation drops from corn plants germinated from neonicotinoid-coated seeds could contain amounts of insecticide consistently higher than 10 mg/L, and up to 200 mg/L for the neonicotinoid imidacloprid. Concentrations this high are near those of active ingredients applied in field sprays for pest control and sometimes even higher. It was found that when bees consume guttation drops collected from plants grown from neonicotinoid-coated seeds, they die within a few minutes. This phenomenon may be a factor in bee deaths and, consequently, colony collapse disorder.

Nitrogen levels
If high levels of nitrogen appear in the fluid, it is a sign of fertilizer burn.

See also
 Homeostasis
 Osmosis
 Soil plant atmosphere continuum

References

Plant physiology

redpajama_set_name: RedPajamaWikipedia


The humble book bundle for electronics is a pay-whay-you-want ebook bundle with several nice books for anyone interested in electronics. Hopefully this is a good fit for some of the MySensors users.
I hope so too. Ordered a pack. But have yet to receive the keys for them. Mailed them as I usually get them right away. Hopefully in a couple of days I'll receive them. I got order numbers and stuff so it should be ok.
I bought some books too Thanks for the hint. @Anticimex you can normally download all your humblebundle purchases if you login on their website. I got mine ~30s after I bought them (via paypal though).
@LastSamurai I know. I have bought many things through their site. But I have not bothered with an account, as just a mail is enough. I also bought through paypal.
Thanks for the link @mfalkvidd , ordered. Should be some fun projects for the kid and I over the summer.


Professor Emilia Jamroziak is currently a recipient of an Invitational Fellowship for Research in Japan from the Japan Society for the Promotion of Science at Okayama University.
Emilia Jamroziak (Professor of Medieval Religious History, University of Leeds) is a recipient of the Invitational Fellowship for Research in Japan as a guest of Dr Toishio Ohnuki (Associate Professor in the Graduate School of Humanities and Social Sciences, Okayama University). The Fellowship is sponsored by the Japan Society for the Promotion of Science (JSPS).
JSPS strives to provide comprehensive support for researchers who boldly take on challenges that spur the pioneering of knowledge across the humanities, social sciences, and natural sciences.
Dr Ohnuki's research interests include Medieval Europe, the Cistercian Order, and churches and monasteries. Similarly Jamroziak's areas of expertise include Medieval religious history from the 12th to the 15th centuries, monasticism, and the Cistercian order.
Invitational Fellowships provide overseas researchers who have excellent records of research achievements with an opportunity to conduct collaborative research, discussions, and opinion exchanges with researchers in Japan. This programme is intended to help advance the research activities of overseas researchers while promoting advanced research and internationalisation in Japan.
The Fellowship runs from February to March 2019.
During her Fellowship, Jamroziak will contribute to the two-day international symposium held at Okayama University titled 'Pastoral Care and Monasticism: ca. 800-1650'. Jamroziak will also teach seminars for MA students at Okayama University on Latin Palaeography, and will deliver a workshop for Early Career Researchers at the Japan Society for Medieval European Studies on how to develop international research cooperation, based on the International Medieval Congress (IMC) at Leeds.
Jamroziak and Ohnuki plan to develop further research collaborations focusing on medieval monastic culture, and to establish regular cooperation between the Japan Society for Medieval European Studies and the Institute for Medieval Studies (IMS) at the University of Leeds.
Congratulations to Professor Emilia Jamroziak from the Faculty, staff, and students of the IMS!


Homework is not something thought of as fun. But with the right organizational tools, you can turn it into a productive and fun experience for your children. Setting the right atmosphere and providing support will set the stage for success.
First, decide upon a time for homework. This must be a consistent daily time in order to reinforce the routine of homework. When children arrive home from school, give them some "down time," for example 45 minutes, in order to unwind and get ready for the task. Arrange an area of the home where homework is always done. Place a carpet, pillow, or favorite poster along with their school supplies to make the environment stress-free.
Next, set some ground rules. Each child needs to understand that his homework time is individualized, not for his big brother or little sister, but his alone. It is parents' job to reinforce homework time by staying actively involved by supervising and asking the child to explain the assignment. Make sure the child is able to voice the purpose of the assignment, and that you act as a cheerleader for your child's efforts, instead of taking over the assignments. It is not the responsibility of the parent to know the subject matter, but know how to help the child if he is having difficulty. Contact the school for a tutor or aid to get additional help if you see your child struggling (many schools have free after school services to help). Take advantage of these services to ensure your child's success.
Other helpful vehicles for homework success are planners. Calendars and planners allow your child to conceptualize time expectations and plan appropriately. Try an online app organizer with fun, colorful graphics and voice activation to utilize all the senses. Search the iTunes educational category for useful apps with the key words teacher tools, planner, and school calendar. Using an app as a planner is much less costly than paper organizers, and helps your little one learn healthy ways to use technology. You can use the app to bond with your children to understand what is expected of them, and also to understand the activities they are excited about.
Lastly, create a homework chart to monitor good behavior, which can be rewarded with playtime or scheduled activities. Homework is a must but you can add spice to make it more tasteful. Remember, homework can be a time to bond with your child, and not a screaming match.


Radionov V.F., Sakunov G.G., Yakovlev A.A. Statistics of light scattering phase functions in the Antarctic region. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 479-481.
Terent'ev Yu.I. Wavelength dependence of ray deflection angles of edge light. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 482-484.
Lyulin O.M., Perevalov V.I. Line intensities of vibration-rotational transitions of acetylene molecule in the 1.5-mm region. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 485-488.
Arshinov M.Yu., Belan B.D. Vertical distribution of nanoparticles in the continental troposphere. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 489-499.
Komarov V.S., Popova A.I., Popov Yu.B. Adaptive algorithm for spatial prediction of meteorological fields based on the Kalman filter and the second-order polynomial model. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 500-504.
Pelevin V.N., Rostovtseva V.V. New temperature-humidity criterion for estimation of the possibility of tropical cyclone generation. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 505-509.
Ivanova A.S., Latysheva I.V., Molodykh S.I., Mordvinov V.I., Fomenko A.A. Numerical simulation of the reaction of surface thermobaric field to temperature anomalies on the ocean surface. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 510-513.
Glushkov A.V., Khokhlov V.N., Perepelitsa G.P., Tsenenko I.A. Time variation of atmospheric methane content effect: North Atlantic Oscillation. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 514-515.
Gorev G.V., Zadde G.O., Kuzhevskaya I.V. Estimation of climatic predisposition of Tomsk Region to forest fires. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 516-521.
Gushchin G.P. Toward the theory of ozone hole. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 522-535.
Roldugin V.K., Rumyantsev S.A., Karpechko A.Yu., Beloglazov M.I. Variations of the surface ozone content and UV radiation intensity on the Kola Peninsula. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 536-542.
Shlychkov V.A. Numerical study of oil pollutant transport in a shore zone by means of eddy-resolved model. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 543-546.
Kuryak A.N., Makogon M.M. High-vacuum system for spectroscopic studies of water vapor. // Atmospheric and oceanic optics. 2004. V. 17. No. 07. P. 547-551.
VII International Conference "Atomic and Molecular Pulsed Lasers". P.


TOKYO (AFP), MAY 29, 2010 (BULLETIN) By HARUMI OZAWA - Thousands of fired up and sleep-deprived gadget fans mobbed shops in Australia and Japan Friday as Apple's iPad, touted as a revolution in computer use and publishing, began its international launch.
A queue some 200 meters long stretched round the block at Apple's flagship central Sydney store, flummoxing commuters bemused by the hype, while similar scenes played out in downtown Tokyo.
The iPad – a flat, 10-inch (25-centimeter) black tablet targeted at the leisure market – was also going on sale in Britain, Canada, France, Germany, Italy, Spain, and Switzerland on Friday as part of a staggered global roll-out.
In central London about 40 enthusiasts clad in sleeping bags and blankets were queuing in the middle of the night outside the city's cavernous Apple store.
In Sydney, security guards had to quell pushing and shoving amongst the media as Rahul Koduri, who queued for some 30 hours from 2:00 am Thursday, became the first to buy the touch-screen computer.
"It's fantastic, it was so worth the wait," said the 22-year-old, brandishing two iPad boxes after his long wait in the chill of the late Australian autumn.
The international launch date was pushed back by a month after huge demand in the United States, where one million iPads were sold in the first 28 days after the product's debut in early April.
Prices in Japan and Australia for the basic 16GB iPad are comparable to US prices, once sales tax is included, although a significant markup by Apple in Britain and continental Europe has triggered some grumbling.
In Australia, a 64GB version that runs on advanced 3G phone networks is priced at 1,049 dollars (889 US), which in sterling terms is around 13 percent cheaper than in Britain.
In Japan, whose corporate giants once ruled the technology roost, more than 1,000 buyers lined up in front of Apple stores and outlets of its exclusive local partner, mobile phone carrier Softbank, along with big electrical shops.
Media crews flocked to the stores as broadcasters flew helicopters to gain aerial views of a 1,200-strong queue at the Apple store in Tokyo's Ginza shopping district.
Kazuki Miura, a 38-year-old freelance technology writer wearing a home-made iPad headpiece, was the first to get his hands on the brand-new gadget at Softbank's main Tokyo store.
"Now the time has come for us to hold an iPhone in the right (hand) and iPad in the left – just like the samurai with two swords!" Softbank president Masayoshi Son said at an in-store presentation.
The multi-functional device is tipped by some pundits to revitalize media and publishing, with many major newspapers and broadcasters launching applications.
But in Japan, content providers including powerful newspaper groups – less affected by the market downturn that is roiling media groups in the West – are taking a wait-and-see approach about rolling out iPad "apps".
On London's upmarket Regent Street, Jake Lee, a 17-year-old student from Essex, was at the front of the queue with two friends after a 15-hour wait that had stretched since midday Thursday.
The group had received "a few weird looks" and an offer of 200 pounds ($290) to give up their places at the front of the queue, but they refused. ''It's for us, we don't want to give it to anyone else,'' said Lee.