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Home » Health » Community Beacon: Asian Health & Service Center
Community Beacon: Asian Health & Service Center
Since 1983, Asian Health & Service Center (AHSC) has catered to the Asian population in Portland, Ore., with a mission to deliver healthcare and social services while serving as a cultural bridge between Asian and American cultures as well as the community. Over the decades, the organization rented several locations, expanding or moving as demand and services grew—until August 2018, when the nonprofit organization moved into its first purpose-built facility in Portland's Lents neighborhood.
"Most of our 18,000 clients call our center their home away from home, and we wanted our new building to reflect that quality—a place of love and kindness," says Holden Leung, CEO at the Asian Health & Service Center.
The nonprofit partnered with locally based Holst Architecture (Portland) to turn that idea into a physical reality. "The vision of [AHSC founder] Dr. Erik Szeto, the board, and the center's staff is to reduce health inequities and improve healthcare quality for all Asians in the Portland area, with this building serving as the hub for that mission," says Dave Otte, principal, co-owner, and development director at Holst Architecture. In July, the center received an Honorable Mention in Contract magazine's 2020 Inspiration Awards, a program that celebrates commitment to social responsibility in commercial interior architecture and design projects that improve the quality of life for those in need. (Contract, part of the Design Group at Emerald X with Healthcare Design, ceased publication in July.)
To help fulfill the project's objectives, Holst sought to create a building that served as a beacon (both literally and figuratively) for its clientele. That concept took root early in the design phase during a charrette exercise, when the Holst team was inspired by a picture of Chinese lanterns floating into the night sky. "In keeping with that motif, the center's design plays with layering and light," Otte explains. One of the most noticeable examples is a yellow metal screen wall on the south side that gives the 40,600-square-foot building a distinct visual texture from the outside and offers a variety of sun and shade patterns throughout the interior.
Holst's programming for the three-story building also supports the beacon concept, while reflecting the AHSC's three-tiered service offerings. "We put the largest community spaces, including a multipurpose space and community kitchen, on the top floor so that we could take advantage of the higher ceilings, which enhanced the idea of the building as a beacon or a lantern," Otte explains.
AHSC's administrative/office/meeting spaces for employees and volunteers are housed on the second floor, while the first floor is home to reception and clinic spaces, with AHSC operating seven exam rooms and its partner tenant, Yakima Valley Farmworkers' Clinic, occupying six exam rooms.
One of the biggest challenges on the project was figuring out how to stack those three disparate space uses on top of one another, Otte says. "The three different program elements all had different room sizes and needs, so the structural spans and layout had to be designed for flexibility," he says.
Addressing the interior design, the project team sought to help patients feel at ease in the space with elements of the familiar. For example, the AHSC exam rooms feature splashes of blue with images of fish and other wildlife that represent good health in Asian cultures. Additionally, a series of Asian-inspired custom laser-cut wooden screens are used to delineate spaces throughout the facility, while a meditative rock garden occupies the space under the main staircase.
Sustainability was also important to the project, Otte says. "The client wanted us to provide a healthy indoor environment for its staff and visitors and to also help lower their ongoing operational costs," he says. To that end, the building was built to LEED-NC Gold standards with features such as an advanced stormwater treatment system, access to natural sunlight throughout, and the use of motion-activated sensors for lighting and heating/cooling settings.
In addition to lowering the building's ongoing operational costs, Otte says another major financial-related challenge associated with the project included "managing soaring regional construction costs to stay within budget for a nonprofit agency relying on a capital campaign, which meant being very smart and judicious with material choices and space allocations." For example, he says the multipurpose spaces on the top floor had to be designed to work for a variety of events.
This spring, AHSC had to suspend virtually all its operations due to pandemic-related restrictions. CEO Leung says he understands that necessity and is confident once the building reopens it will continue fulfilling its mission to provide a welcoming care center and hub for the community. "Many people have told me they are homesick for the center," he says.
Project name: Asian Health & Service Center
Project completion date: August 2018
Owner: Asian Health & Service Center
Developer: Housing Development Center
Ground floor tenant: Yakima Valley Farm Workers Clinic
Total building area: 40,600 square feet
Total construction cost: $10.8 million
Cost/sq. ft.: $266
Architecture: Holst Architecture
Interior design: Holst Architecture
General contractor: O'Neill/Walsh Community Builders
Engineering: MFIA Inc. (MEP), ABHT Structural Engineers (structural), KPFF (civil)
Landscape: NNA Landscape Architects
Carpet/flooring: Interface, Daltile, Tandus, Centiva
Ceiling/wall systems: USG, Promat, Knotwood, Equitone
Doors/locks/hardware: Raco Aluminum Doors
Fabric/textiles: MBI (office ceiling)
Furniture—seating/casegoods: Forms+Surfaces (garden bench)
Lighting: Eaton, Sonneman, SPI Lighting
Wallcoverings: Artistic Tile, Levolux
Other: Modernfold (retractable walls), Iceberg (whiteboards)
Project details are provided by the design team and not vetted by Healthcare Design.
Matthew Hall is a freelance writer/editor based in Cincinnati. He can be reached at matt.hall56@icloud.com.
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Louisiana Discovers the Always-Growing Costs of Free College
Jun 12, 2019 Kevin Boyd TheKevinBoyd
Student loan debt has become a major concern for young people. In response, some Democratic candidates for president are offering "free college" proposals.
Vermont Senator Bernie Sanders was the first presidential candidate to propose this in 2016. His plan came with a price tag of $47 billion and had the federal government covering two-thirds of the cost. In 2019, Massachusetts Senator Elizabeth Warren proposed a more ambitious plan that would forgive student loan debt for everyone with a household income of less than $100,000.
Some states, too, have embraced free college: Currently, 21 of them offer some kind of tuition-free college or a statewide scholarship program to help students afford college. These programs range from making two-year schools tuition-free to offering a full ride to some public colleges.
But in Louisiana, we have an example that should give even the biggest proponents of free college some pause. Louisiana is the poster child for a program that started with the best of intentions, but has become uncontrollable in size and cost. Expanding free college has been easy, but taming it has been difficult—if not impossible.
Louisiana's near-universal college program is the Taylor Opportunity Program for Students (TOPS). It is based on a promise that oilman Patrick F. Taylor made in 1988 to a class of eighth-graders in a New Orleans school. He promised the class that if they held a "B" average throughout high school, he would pay for their college tuition.
Taylor's program began life as a privately funded initiative for poor students. Taylor grew up poor and put himself through Louisiana State University when doing so was still possible. His program caught the attention of lawmakers who wanted to expand it statewide, and the state took it over in 1989.
When the state took over TOPS, it had an income cap of $25,000 (about $51,500 today) and the 3.0 GPA academic requirement was lowered to 2.5. The GPA reduction was offset by a minimum ACT score requirement of 20, which critics have blamed for the lack of black students in the program because they tend to score lower on the ACT than their white counterparts. TOPS awards can be used for any Louisiana school: public or private, two-year or four-year, vocational or traditional.
In 1998, the state abolished the income cap and made TOPS a near-universal free college program to fight brain drain. Its best and brightest students were leaving for out-of-state universities, and expanding TOPS was a ploy to keep them in Louisiana. The program worked, as more and more students stayed in state. Doing so, however, shifted TOPS away from Taylor's original mission to help poor students get a college degree.
Now, TOPS disproportionately benefits the middle class and the wealthy.
By 2008, for instance, 72 percent of TOPS recipients came from households with incomes of at least $50,000, according to a Louisiana Budget Project analysis. Though 56 percent of Louisiana households had incomes below $50,000, they comprised only 28 percent of TOPS recipients.
The result is an inevitable demand for more funding from the state to preserve a new middle-class entitlement.
State spending on TOPS exploded accordingly. The TOPS budget has quintupled, growing from $54 million in 1998 to $293 million in 2019. About 24,000 students received an average award of $2,293 in 1998, but, by 2019, more than 53,000 students received an average award of $5,583.
The only meaningful cost controls Louisiana enacted with TOPS was decoupling it from tuition increases in 2016. Legislation that would've prioritized awards for the neediest and highest-achieving students failed in 2018. The universal nature of TOPS is largely unchanged from 1998.
The difficulty in controlling the spiraling costs of TOPS is connected to its second major problem: It has largely been immune to reform. Numerous proposals, like raising the minimum GPA and the minimum ACT score, have been defeated in the legislature. Without changing its requirements, program costs can't be limited. And as the cost of college grows, middle-class and wealthy households expect TOPS funding to keep up. The result is an inevitable demand for more funding from the state to preserve a new middle-class entitlement.
As more states create free college programs, they'll find that, like with TOPS, the only acceptable changes are funding increases and eligibility expansions. Reforms aimed at containing costs will be difficult.
The third problem with TOPS is that it's a political football. Louisiana's governor is Democrat John Bel Edwards and the legislature is controlled by Republicans, with the House particularly opposed to Edwards. The two government branches have fought over how to fund higher education, making the TOPS program a political problem as much as a financial one.
Edwards wants to boost higher ed funding with tax increases after former Republican governor Bobby Jindal cut the state higher ed budget. House Republicans have generally been opposed to raising taxes and argued for budget reforms that would give the legislature more authority to cut more areas of state government. TOPS has been one program on the chopping block.
The first threats to TOPS' budget were made in 2016. The program was only partially funded in 2017 until taxes were raised in 2018. The resulting squabbling and cuts, which were as high as 30 percent and often made with little notice to students, led some high-achieving Louisiana students to attend college out of state.
Many objections have been made against free college programs. Opponents cite the high cost of free college, the tendency of programs to disproportionately benefit the wealthy and middle class, and how these programs could actually increase income inequality. But those objections are made while free college programs are being debated. They leave out an important corollary: Once created, the cost of free college programs grow well-beyond the original cost claimed by its proponents.
Creating a tuition-free college program offers an easy solution for rising tuition costs. Students and their parents see the cost reductions immediately. But free college programs, as seen in Louisiana, can quickly become an expensive, hard-to-reform mess. They may also be a short-term solution: The average tuition of four-year public colleges in Louisiana has grown 75 percent since 2011.
Kevin Boyd is a Louisiana-based freelance writer. He is a contributor to The Hayride, a Southern regional publication. In addition, he has been published at the American Conservative, The Federalist, and The Atlanta Journal-Constitution among many other publications. You can visit his website and follow him on Twitter @TheKevinBoyd.
free collegeLouisianaTaylor Opportunity Program for Students
Author Kevin Boyd
Jun 12, 2019 › Costs, Governance
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Holy Crap, this is still a forum?
why does pasta make me gassey?
remember the time when big matt the hombo banned 90% of all o the forum?
when is cagravin getting baned?
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VIP Demo Status update and additional Vinyl - anthemapps Webseite!
We've been testing the entire game and platform for several months, but there were a few things we missed; real-world play frequently leads to unexpected issues. Before I share details on this and what we're still facing, I want to dispel one comment we've seen: that we under-planned for server capacity. To ensure stability, we intended to manage our servers to match the player population as it grew.
Overall, we had excess capacity prepared for population increases, and continue to do so. That said, what's important is that all parts of the game work as designed to meet players' needs, and that did not happen in the opening hours.
We've heard reports of rubber-banding and other signs of server latency. We believe we can address this and will be conducting some small-scale experiments to confirm that. We may roll some fixes out this weekend or may wait for the open demo next weekend, depending on the level of risk to the overall service.


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Fiskars Consumer Products, Inc.
Shear Genius
The first and last word in garden tools is Fiskars. World renowned for ergonomic design and ease of use, Fiskars Garden Tools make everyday
Volume 5 | Issue 1 | Year 2002
In Europe, during the time of Rembrandt and Velázquez, a new company began to master the fine art of making tools and cutlery. That company was Fiskars, founded in 1649 when a Dutch merchant was given a charter to establish a blast furnace and forging operation in the small village of Fiskars, Finland.
Along the way, Fiskars introduced the now-famous orange-handled scissors – recognized around the world as the most comfortable, reliable scissors available. One of the oldest companies in the western world, Fiskars is the leading manufacturer of cutting tools used in homes, schools, offices, gardens, campsites and numerous other environments.
The company's largest business unit, Fiskars Consumer Products, Inc., is headquartered in Madison, Wis. This unit is responsible for all of the company's consumer products, including the FISKARS®, Gerber Legendary Blades®, BucketBoss® and Royal Floor Mats brands.
Fiskars Garden Tools Division designs and manufactures a wide variety of innovative, high-quality cutting tools and watering systems for the garden. "We really lead the marketplace in innovation," says Jeff Powell, president of Fiskars Garden Tools. "We look at problems that consumers have, and try to solve them – to create solutions for gardeners of all levels and ages."
Fiskars engineering effort is much like an Olympic training program devoted to extending the user's power. In the manufacturer's program, design engineers study the action and development of strain in human muscles in relation to the mechanisms of power transmission.
Powell explains, "When we design and develop a tool, we really look at it as an extension of the body and consider how it impacts the total body when in use. A lot of people give lip service to ergonomics, but we have an engineering staff whose specialty is ergonomics. We've got equipment to test muscle use, strain and fatigue – all the forces that interact with the body when people use our tools."
It is by taking that approach that Fiskars got the idea of the progressive gear mechanism that gives many of its cutting tools – everything from hand pruners and hedge shears to several sizes of loppers – up to 3.5 times more power throughout the cutting process than conventional tools.
FISKARS® PowerGear® Hand Pruners were inspired by the terrific labor required in the annual pruning of vineyards. The work can be quite stressful on the hand and arm, as a worker performs about 1 million cuts during a growing season. A traditional pruner opens around a single pivot point, and the motion of the index and middle fingers is short, which causes strain on the arm muscles. In contrast, FISKARS® PowerGear® Pruner, with its innovative gear mechanism, increases power and makes cutting easier and better balanced. The unique design of the handle uses a longer working motion of the index and middle fingers, minimizing the strain on the muscles of the fingers and hand. The grip even adjusts to fit the user.
But it doesn't take a vintner to feel the difference Fiskars makes. "People who are true gardeners are enthusiasts," says Powell. "This is a hobby, similar to somebody who does hunting or fishing or sewing, and they take it very seriously. That helps in selling our products because of the quality that we offer to the consumer."
Further commenting on Fiskars' product-development program, Powell states, "We spend a lot of time in our research and development on creating the best products in the industry and using new materials," says Powell. "We're constantly updating our technologies." The growing line of PowerGear® tools is indicative of this commitment.
FISKARS® PowerGear® Lopper series features a full line, including a compact and lightweight anvil lopper and a heavy-duty bypass lopper with high-carbon steel blades that cut branches up to 2 inches in diameter effortlessly. The PowerGear® design increases the cutting power of the loppers by 230 percent, allowing the handles to be shorter than usual, making them lighter and easier to use.
The patented gear design used in FISKARS® Hedge Shears provides more leverage for cutting along the entire length of the blade – even at the very tips. The blades are made of hardened stainless steel and the top blade is non-stick coated for smooth cutting. The handles are made of Nyglass®, Fiskars' proprietary, fiberglass-like material that is extremely durable yet lightweight.
In addition to the PowerGear® family of tools, Fiskars has introduced one of the most revolutionary tools ever designed – the Pruning Stik™. Available in its original size or in a telescoping version, the Pruning Stik™ does not fit into any of the traditional garden tool categories – it performs the functions of both loppers and tree pruners and has advantages over both. Measuring 62 inches long, the Pruning Stik™ allows gardeners to perform pruning activities while standing, reducing the stress on the back and knees. It's lightweight and versatile, and its 240-degree rotating head and dual-activated cutting system make it easy to cut overhead without using a ladder. The Telescoping Pruning Stik™ has an inner aluminum pole that extends to 13 feet to reach even the highest branches and limbs.
Growing Demand
In order to accommodate the increasing popularity of FISKARS® Garden Tools, operations that were once based only in Finland now include manufacturing and distribution sites in Sauk City, Wis., and Phoenix. The company's heritage and commitment to innovation and high quality continue to be a driving force for continued success.
"There is a lot of emphasis put on quality in our tools. You can see that in the design, the process and the products that we produce," says Bill Hess, vice president of operations at the Sauk City location. "All of our products and all materials we use go through rigorous testing to make sure we use and produce the best." Hess also emphasizes the company's heritage and expertise in grinding, one of the most critical operations in tool making. "We have extensively studied the impact and importance of each grind and the material we use. It is through this knowledge, experience and uncompromised desire for excellence that we continue to produce the best cutting tools on the market today."
Fiskars' products are already in the hands of millions of gardeners. As satisfied customers seek to add to their collection and word of mouth creates demand among first-timers, Fiskars is eager to add quantity to the quality that made the company famous. There is little doubt that consumers can expect an increased presence in retail hardware outlets and home improvement stores nationwide soon.
www.fiskars.com
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Ed Sheeran: Fans Brought Me To A Turning Point With Alcohol
By Bryan Le 07/17/17
Pop star Ed Sheeran recalls his rocky relationship with drinking and performing in his new autobiography.
Sheeran took his fan's words to heart.
Before he struck gold with his hits, Ed Sheeran was drinking heavily, performing drunk and sleeping outdoors. In his new autobiography, Ed Sheeran: A Visual Journey, the "Shape of You" singer reveals that he didn't clean up his act until a fan approached him after a gig and shared some advice.
Before he was performing in front of massive crowds, the pop singer sang his songs in pubs in return for beer and food. Sheeran recalls having to rough it a few times over the years.
"There were some hairy periods," Sheeran recalled. "I spent about a week catching up on sleep on the Circle line trains."
At times, he recounts, he was basically homeless. "There's an arch outside Buckingham Palace that has a heating duct and I spent a couple nights there," he said.
His performances during this time were also drenched in alcohol, with a drunk Sheeran having a little too much fun on stage.
"I'd drink at gigs and I'd be drunk on stage. The guy at the bar who ran them (the gigs), used to liquor me up to get into it," he remembered. "He'd bring tequila shots after every song."
Sheeran's turning point came after a fan approached him after a show, telling him that the gig was "was terrible, really disappointing." Following that encounter, Sheeran promised himself that he would clean up his act and give fans the performance they deserved.
"I'm never drinking before a gig again," he vowed.
That isn't to say that Sheeran has stopped drinking—far from it. In a feature by Rolling Stone in March this year, "Pop's Hardcore Troubadour" still parties and drinks—hard. When asked if he thinks he drinks too much, Sheeran replied:
"Often, I'm like, 'Is it bad that I drink almost every single day?' And then I look at my friends and most of them do the same. And they're actually worse than me. The first thing Americans say is, 'There's a problem, and you need to go to rehab.' But I don't wake up and drink. I don't depend on drink. I can go without it completely. I just enjoy going out and having fun, being 25. And I think that's a normal thing."
drunk performances
musicians and alcohol
performing drunk
Bryan Le
Bryan Le grew up in the 90's, so the Internet is practically his third parent. This combined with a love for journalism led him to The Fix. When he isn't fulfilling his duties as Editorial Coordinator, he's obsessing over fancy keyboards he can't justify buying. Find Bryan on LinkedIn or Twitter.


The 18-hole "Glengarry" course at the Glengarry Golf Links facility in Latrobe, Pennsylvania features 6,142 yards of golf from the longest tees for a par of 69. The course rating is 69.3 and it has a slope rating of 124. Designed by Gary Nese, the Glengarry golf course opened in 1999. Gary Nese manages the course as the Co-Owner.


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Richard Diebenkorn in his Hillcrest Road studio, Berkeley, California, in 1959
Photo © Fred Lyon
An introduction to Richard Diebenkorn
By The RA Podcast Team
Published 23 April 2015
Curator Edith Devaney explores the life and work of Richard Diebenkorn.
Richard Diebenkorn is regarded as one of the most significant artists in post-war America. His work captures a sense of the light and place in which he worked, of New Mexico and California, and reveals his mastery as a consummate colourist.
In this lecture, curator Edith Devaney explores the life and work of Richard Diebenkorn and considers why this is the first UK exhibition of such a major artist in over 20 years.
Richard Diebenkorn is on in The Sackler Wing of Burlington House until 7 June.
Richard Diebenkorn
Edith Devaney
An introduction to
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Gwendoline Christie presents the RA and Pin Drop Short Story Award
Sophie Ward is the winner of the 2018 RA and Pin Drop short story award: hear Ward's story, 'Sunbed', read aloud to a live audience by actress Gwendoline Christie.
Podcast catch-up: Technology is the answer, but what was the question?
A series of talks considered the title's provocation, by architect Cedric Price. Catch up on all the events here…
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Feminist futures: event recording round-up
Catch up on our series of events exploring possible feminist futures – from the power of art practice as a catalyst for social change to automation in architecture, moving image as language, and alternative artistic platforms.


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Exploring the ACLU News Archive: Korematsu v. United States
Sarah Hopkins @ACLU_NorCal
Thanks to a partnership between the ACLU of Northern California and the California Historical Society, every issue of the ACLU News has been digitized and is now available to read online. This blog is the first in a series that examines the archive's contents.
On Feb. 19, 1942, President Franklin D. Roosevelt signed Executive Order 9066, authorizing the incarceration of 120,000 people of Japanese descent in "relocation centers" across the western U.S.
The order rubber-stamped blatant discrimination, ripping apart families, livelihoods, communities. It took advantage of, and stoked, racist and xenophobic fervor. Eventually, its distorted logic was deemed acceptable by the highest court in our land.
In Korematsu v. United States (1944), the Supreme Court deferred blindly to the military's claim that a person's Japanese ancestry marked them as a potential national security threat, authorizing their mass exclusion from society.
Documentation of the Korematsu case arises throughout the archive of the ACLU News: the member newsletter of the ACLU of Northern California that has been in circulation since 1936, and that documents ACLU advocacy and its historical context.
Like any good historical record, it demands examination in light of the present day. Here, we take a closer look at its reporting on Roosevelt's incarceration orders and related ACLU advocacy.
A clipping from ACLU News archives from May 1943. Photo: California Historical Society
Documenting Korematsu
The Korematsu case looms large in this affiliate's historical record because representatives of this organization brought that suit before the courts. Ernest Besig, the long-serving executive director of ACLU NorCal, met with Fred Korematsu as he sat imprisoned in San Francisco for having refused to evacuate to a Japanese detention center. Together, they decided to challenge the constitutionality of the evacuation order.
It was the Korematsu case that almost broke the bond between this affiliate and ACLU National: Roger Baldwin, ACLU National's executive director, pressured Besig to drop the case after National's board issued a policy barring challenges to Roosevelt's executive order in the belief that backroom diplomacy with government officials presented the best opportunity for advocacy. Besig refused. The case went forward. ACLU National relented.
The ACLU News dedicates significant attention to every twist and turn in the case, conveying this affiliate's devotion to its representation of Korematsu and the imperative question he forced the American judiciary to consider: Does the Constitution allow for the mass exclusion of people based on their race and ethnicity?
The first mention of the Korematsu case arrives in the July 1942 edition of the ACLU News, in an article that carries snapshots of the bigotry Korematsu fought against before his name became synonymous with one of the most unjust Supreme Court rulings in history.
"The San Francisco case involves 23-year-old Fred Toyosaburo Korematsu, who failed to evacuate from San Leandro," the article says. It explains that, because Korematsu had been rejected from the draft due to stomach ulcers, he had been contributing to the World War II effort on the home front by working as a shipyard welder. But the welders' union cut short his participation when it "cancelled his membership because of his race."
Several weeks after Roosevelt issued his executive order, the military created an "exclusion zone" along the West Coast for people of Japanese ancestry. Afterward, the military forcibly removed tens of thousands of people to "assembly centers": remote, inland incarceration camps where people lived in brutal conditions under the surveillance of armed guards.
Korematsu tried to escape his own forced removal by passing as white. According to the ACLU News, he "hoped to escape detection by having a plastic operation performed on the bridge of his nose and by changing his name." But the FBI arrested him. He was "placed in the San Francisco county jail, and charged with remaining in a military area from which all Japanese had been ordered to evacuate."
Through the archive, we can track the journey of Korematsu's case: from its District Court briefing; to the appeal of the District Court ruling finding Korematsu guilty of violating the military's evacuation orders; to the U.S. Attorney's attempts to dismiss the case; to the Ninth Circuit's ruling "upholding the constitutionality of the Military's evacuation of all Japanese from the Pacific Coast"; to the shameful Supreme Court ruling.
Japanese Americans at a train station, tagged and waiting to be evacuated as a result of President Roosevelt's Executive Order 9066. Photo: National Archives Catalog
Contextualizing Korematsu
The February 1944 edition of the ACLU News (published the same month that Korematsu was filed at the Supreme Court) contains a small article on page 3 with the story of a "Mrs. June Arrii Terry." Terry, of Japanese ancestry and born in Martinez, Calif., had returned home on a military permit with her two-year-old son.
The day after she, her son, and her white husband moved into their house in Martinez, a neighbor named Mrs. Williams stopped by to visit. When Williams "learned that Mrs. Terry was of Japanese ancestry," she "tried to pull her out of the house."
The encounter left the Terry family shaken. The article notes that Terry's husband stayed home from work, the family "kept their blinds drawn," and they did not dare venture outside to retrieve their furniture from storage.
Williams' sense that Terry's Japanese ancestry meant she deserved to be violently extricated from her own home is not so shocking when read in light of the evacuation orders, or in the shadow of the Korematsu ruling. Williams' actions illustrate how the racism and xenophobia of the Korematsu ruling was replicated in communities across America.
Nor is it so shocking when read in light of the ACLU News articles that document the racism of California's long-serving attorney general, U.S. Webb. In the July 1942 edition (the first edition to mention Korematsu) he is reported to have testified in support of a lawsuit aimed at disenfranchising Japanese-American voters in San Francisco, with the larger aim of disqualifying vast amounts of Asian Americans from citizenship:
Former Attorney General U.S. Webb appeared before the U.S. District Court on June 26 and declared, "This is a white man's country, and is yet a white man's government, if the laws be properly construed."
The courts struck down the case.
Japanese Americans arrive by truck to one of the 10 incarceration camps managed by the War Relocation Authority. Photo: Wikicommons
Investigating Tyranny
Coverage of the evacuation orders and their context intensifies in the August 1944 edition of The ACLU News, in which Besig reports on his July 1944 investigation into conditions at the Tule Lake Relocation Center: the largest of the 10 incarceration camps managed by the War Relocation Authority (WRA), the federal agency charged with overseeing the camps. This camp, situated in the remote northeast corner of California, was designated for the incarceration of people whom the government had deemed "disloyal."
In the newsletter, Besig details the darkness he and his secretary encountered there. They discovered that, for over eight months, authorities had shut people away in the stockade (the prison within the prison) without trial or hearing. The number of people in the stockade had once numbered 300; at the time of their visit, there were 18.
Besig learned that people in the stockade had "been denied all visiting privileges." He "heard of men who had never been permitted to see children born after their detention," and family members who "became sick with grief over the forced separation…."
The article suggests that, as Besig's investigation deepened, further allegations of abuse emerged. He writes of evidence that internal security police "dragged certain Japanese into the administration building and beat them with baseball bats." He reports that personnel "who came to work in the administration building the next morning… found a broken baseball bat, and had to clean up a mess of blood and black hair."
His discovery apparently prompted camp authorities to cut the investigation short. After spending two days at the camp and interviewing a fraction of the people who had requested interviews, armed guards escorted the ACLU NorCal representatives from the premises. They later discovered that someone had poured salt into their gas tank, severely damaging their car.
Besig submitted a complaint to the WRA, and an ACLU NorCal attorney held a conference with WRA officials about the investigation. The ACLU News reports that, subsequently, the WRA "very quietly released" those imprisoned in the stockade.
Looking Back to Look Forward
America now faces a dramatic rise in anti-Asian hate crimes, sparked in part by a presidential administration that employed anti-Asian rhetoric—aimed at China and Chinese Americans, specifically— to divert attention away from its utter mismanagement of a global pandemic that has disproportionately impacted communities of color.
The briefest look at American history shows us that this pattern of racist and xenophobic scapegoating is nothing new. Though today marks 79 years since Roosevelt's infamous executive order, we recognize the continued ease with which those in power can "other" a vast amount of people with impunity and strip them of rights, protection, and connections to community.
Through the acknowledgement of history, we hold the power to move beyond this cycle. We cannot advocate for better policies or dismantle systems of power without knowing their historical context or their results. The ACLU News archive, now in the public record, stands as a contribution to this effort of memorialization.


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Q: Why they use collections in writing csv?) Puzzles me Came across this topic Save results to csv file with Python
All i needed - to write csv changes to file. BUT. This code stole some of my rows)) unreasonable amount(instead of five as in code)
Could you please explain why do they use collections in this simple action?
And why is counter used here?
Use csv.writer:

import csv

with open('thefile.csv', 'rb') as f:
  data = list(csv.reader(f))

import collections
counter = collections.defaultdict(int)
for row in data:
    counter[row[0]] += 1

writer = csv.writer(open("/path/to/my/csv/file", 'w'))
for row in data:
    if counter[row[0]] >= 4:
        writer.writerow(row)

A: Not sure what is going on in the original code, but I think it reads the input and creates a dictionary of the data lines and assigns a counter to each line. So this wouldn't work correctly if there are two identical data lines btw. And then it uses this dictionary to determine which are the first 4 lines, in order to skip them when writing to the output (which is not a good use of dictionaries imho).
if counter[row[0]] >= 4:

The main thing is that it's an old answer from 11 years ago. Back then Python libraries like pandas for handling csv files weren't as commonly used. Now it's easier to just do something like this.
import pandas as pd

# semicolon separated and comma decimals, skip first 4 rows
df_in = pd.read_csv("oldfile.csv", delimiter=";", decimal=",", skiprows=(0,1,2,3))

# comma separated and point decimals
df_in.to_csv("newfile.csv", sep=",", decimal=".")

A: This row
counter = collections.defaultdict(int)

creates a defaultdict where the values are integers, and the default value is zero. Then this bit
for row in data:
    counter[row[0]] += 1

scans the input, and counts how many times the value in the first field occurs in the file. Finally, the code outputs only those rows whose first value occurs at least 4 times. This could all be made a bit shorter by using collections.Counter instead, but I don't know whether that was in the standard library ten years ago.

redpajama_set_name: RedPajamaStackExchange


Number 633756550 has 9 digits. Number 633756550 can be formatted as 633,756,550 or 633.756.550 or 633 756 550 or in case this was a phone number 633-756-550 or 63-375-6550 to be easier to read. Number 633756550 in English words is "six hundred and thirty-three million, seven hundred and fifty-six thousand, five hundred and fifty". Number 633756550 can be read by triplets (groups of 3 digits) as "six hundred and thirty-three, seven hundred and fifty-six, five hundred and fifty". Number 633756550 can be read digit by digit as "six three three seven five six five five zero". Number 633756550 is even. Number 633756550 is divisible by: two, five, seven, ten. Number 633756550 is a composite number (non-prime number).
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Magnet Designation
UCLA Designated a National Magnet Hospital
UCLA earns 4th National Magnet® Hospital designation for nursing excellence
This prestigious recognition translates to better patient care and clinical outcomes.
Ronald Reagan UCLA Medical Center (RRUCLA) has been recognized a fourth time by the American Nurses Credentialing Center (ANCC) Magnet Recognition Program® – a recognition called Magnet designation. This latest designation for nursing excellence moves the hospital into an elite group of health care organizations to have been Magnet-recognized four times.
Fewer than 10% of health care organizations out of nearly 6,200 nationwide are Magnet-designated facilities, and fewer than 2% have received the honor four times.
"I couldn't be prouder," says Karen Grimley, PhD, RN, NEA-BC, FACHE, interim chief nursing officer at RRUCLA and chief nursing executive for UCLA Health and vice dean at the UCLA School of Nursing. "This honor means that we have met the highest standards for professional nursing practice and, more importantly, ensures that UCLA Health continues to deliver on its commitment to provide leading-edge care to our community. It is more than a nursing award, it is acknowledgement that RRUCLA as a medical center provides an environment where nurses can excel in their professional practice. Today, Magnet designation is more than an industry standard, it is something that patients and professional nurses look for when choosing a place for care and a place to work."
Considered the gold standard for nursing excellence, Magnet designation is conferred every four years to health care organizations that demonstrate excellence in nursing and patient care as well as innovation in professional nursing practice. Applicants undergo a rigorous process that includes providing documented qualitative and quantitative evidence for patient care and outcomes, followed by an on-site evaluation.
Grimley says the credentialing process is more than just a list of tasks and activities — it's about raising the bar year after year. "Our nurses have a professional commitment to excellence that is woven into the UCLA Health culture, which made this fourth designation obtainable.
"I think it says a lot about the camaraderie and the relationships between nurses and nursing leadership. It shows how much we value the efforts of our staff," Grimley says. "As a nursing organization, we truly recognize that creative solutions and ideas to improve care come from the bedside or the clinical exam room. They come from staff who work in our practice day in and day out as they start to see opportunities for improvement or experience those ah-ha moments."
What does Magnet status mean for patients? Nurses at Magnet-recognized hospitals tend to be highly educated with higher levels of degrees and specialty certifications, says Lee Galuska, PhD, RN, NE-BC, director for the Center for Nursing Excellence at UCLA Health. As a result, the care is better, the patients are safer and they have fewer complications.
A recent review of literature studying Magnet hospitals versus non-Magnet hospitals shows a 14%-20% lower mortality rate at Magnet hospitals, Galuska says. The incidence of pressure injuries and hospital infections is significantly lower. Patients experience fewer falls and better care at end of life.
"We're constantly looking at not only outperforming the national benchmarks for all the important nurse-sensitive indicators like pressure injuries, falls and infections, but how can we get to zero harm for our patients," Galuska says. "That's one of UCLA Health's strategic goals and Nursing aligns with that."
Consumer surveys have shown patients in Magnet hospitals are more likely to be satisfied with their experience and more likely to recommend the hospital, Galuska says. Magnet recognition is also a factor in national hospital rankings, contributing to UCLA Health's 2020-21 ranking as No. 1 in California and No. 4 in the nation in U.S. News and World Report's "Best Hospitals Honor Roll."
Recognition also helps hospitals attract highly qualified nurses. This results in lower turnover, fewer travel nurses and a higher rate of retention, which means cost savings for the organization but — more importantly — consistency in the level of care UCLA Health can provide, Galuska says.
Studies have shown physicians look to be affiliated with Magnet hospitals because they know a strong nursing partnership will produce the best outcomes for patients, she adds.
Organizations seeking Magnet redesignation must provide interim reports showing they continue to meet or exceed Magnet standards. They must reapply for Magnet designation every four years.
This year, the RRUCLA Magnet site visit took place virtually due to COVID-19. Three appraisers evaluated RRUCLA over the course of three days.
"When the appraisers came, they could not say enough about UCLA nursing care," says Kateri Tobias, BSN, RN, nursing outcomes and Magnet program coordinator for RRUCLA. "They met with nurses from all areas of RRUCLA to validate what was submitted in the Magnet document. They verified clinical nurse engagement and involvement in decision making and asked about structures, leadership and nursing care during COVID. And every single day of those three days they came back and were profuse in their praise. It was very uplifting."
Although Magnet status specifically recognizes excellence in nursing, Galuska emphasizes the designation is a team effort.
"One of the things that makes Ronald Reagan UCLA Medical Center a Magnet organization is the culture, characterized by strong interpersonal relationships, healthy communication and authentic leadership," she says. "Everybody is pulling together to deliver the best care and the best patient experience. The designation is really a tribute to the excellence of the whole organization and everybody on the team. Nursing is part of it, but we don't do it alone."
For more information, visit uclahealth.org/nursing.
Ronald Reagan UCLA Medical Center receives highest nursing credential for third time
Ronald Reagan UCLA Medical Center has again attained Magnet® recognition as part of the American Nurses Credentialing Center's (ANCC) Magnet Recognition Program.
This voluntary credentialing program for hospitals recognizes excellence in nursing. The credential is the highest honor an organization can receive for professional nursing practice.
"Magnet recognition is a tremendous honor and reflects our commitment to delivering the highest quality of care to this community," said Heidi Crooks, interim chief nurse executive at UCLA Health. "To earn Magnet recognition twice in the past was a great accomplishment and an incredible source of pride for our nurses. Our achievement of this credential for an additional four years underscores the foundation of excellence and values that drives our entire staff to strive harder each day to meet the healthcare needs of the people we serve."
Magnet recognition has become the gold standard for nursing excellence and is taken into consideration when the public judges healthcare organizations. In fact, U.S. News & World Report's annual showcase of "America's Best Hospitals" includes Magnet recognition in its ranking criteria for quality of inpatient care.
To achieve initial Magnet recognition, organizations must pass a rigorous and lengthy process that demands widespread participation from leadership and staff. The process begins with the submission of an electronic application, followed by written documentation demonstrating qualitative and quantitative evidence regarding patient care and outcomes. If scores from the written documentation fall within a range of excellence, an on-site visit will occur to thoroughly assess the applicant. After this rigorous onsite review process, the Commission on Magnet will review the completed appraisal report and vote to determine whether Magnet recognition will be granted.
An organization seeking to reapply for Magnet recognition must provide documented evidence of how Magnet concepts, performance, and quality were sustained and improved over the four-year period since the hospital received its most recent recognition.
In particular, the Magnet model is designed to provide a framework for nursing practice, research and measurement of outcomes. Through this framework, ANCC can assess applicants across a number of components and dimensions to gauge an organization's nursing excellence. The foundation of this model is composed of various elements deemed essential to delivering superior patient care. These include the quality of nursing leadership and coordination and collaboration across specialties, as well as processes for measuring and improving the quality and delivery of care.
"UCLA nurses have a passion for being the best in the world," said Cathy Ward, chief nursing officer for the Ronald Reagan UCLA Medical Center. "The Magnet Recognition Program continues to raise the bar for excellence in nursing and inspires us to pursue that goal every day."
Being recognized as a Magnet facility for the third time is a great achievement for UCLA as it continues to proudly belong to the Magnet community—a select group of 420 healthcare organizations out of nearly 6,000 U.S. healthcare organizations. Hospitals must reapply for Magnet recognition every four years based on adherence to Magnet concepts and demonstrated improvements in patient care and quality.
For more information on nursing at UCLA, please visit uclahealth.org/nursing.
UCLA awarded redesignation as a National Magnet Hospital
Ronald Reagan UCLA Medical Center earns top honor for nursing excellence
The Magnet Recognition Program of the American Nurses Credentialing Center (ANCC) has redesignated Ronald Reagan UCLA Medical Center as a Magnet hospital - one of only 372 hospitals worldwide to achieve this prestigious distinction for excellence in nursing services and patient care.
A subsidiary of the American Nurses Association, the ANCC is the world's largest and most influential nurse credentialing organization. By recognizing outstanding patient care, nursing excellence and innovation in professional nursing practice, the Magnet Recognition Program provides health consumers with the ultimate benchmark for measuring the quality of care they can expect to receive.
To preserve Magnet status, designated hospitals must maintain rigorous standards and undergo an extensive reevaluation process every four years.
"Magnet recognition is nursing's top honor and accepted as the gold standard in nursing excellence," said Heidi Crooks, R.N., M.A., chief nursing officer and senior associate director of operations and patient care services at Ronald Reagan UCLA Medical Center. "To achieve Magnet status is a tremendous accomplishment and a great source of pride for our nurses and staff. To retain Magnet recognition for an additional four years conveys our health care team's commitment to caring, to compassion, to connecting with our patients - and to each other. Together we have created an extraordinary environment of healing and excellence."
When U.S. News & World Report publishes its annual "America's Best Hospitals" ranking, being an ANCC Magnet organization contributes to the hospital's total score for quality of inpatient care. In the 2010 listing, eight of the top 10 medical centers featured in the prestigious "Honor Roll" were Magnet-recognized hospitals, including Ronald Reagan UCLA Medical Center.
The hospital's redesignation is confirmation of its ongoing mission to deliver the highest level of care currently available in nursing.
"In today's complex medical environment, it is increasingly important that consumers become familiar with the Magnet designation so they can seek out the best health care providers available," Crooks said. "Magnet is a seal of approval for quality nursing care."
UCLA Medical Center now a National Magnet Hospital
We are pleased and proud to recognize the Department of Nursing at the UCLA Medical Center on the occasion of our hospital's designation as a Magnet Hospital. Only a select group of hospitals in the U.S. earns this honor. There presently are 169 Magnet hospitals in the U.S., with 7 of them in California.
The American Nurses Credentialing Center, a subsidiary of the American Nurses Association, began the official Magnet recognition program in 1994. The program honors hospitals that act as a "magnet" force for attracting nurses by creating and sustaining a work environment that recognizes and rewards them for outstanding clinical practice and close collaboration between Nursing and the rest of the hospital organization. Magnet Hospital designation is the highest and most prestigious honor an organization can receive for excellence in nursing and quality patient care.
Magnet status honors the excellence of Nursing at UCLA but it also is recognition of the importance of collaboration among all our departments. Without a team of great physicians, pharmacists, therapists, technicians and support staff from all areas we would not have received this award. Magnet status communicates to consumers and other health care professionals that the UCLA Medical Center's highest priorities are the care we provide to our customers and the positive, professional practice of our employees.
As we continue to celebrate the Medical Center's first 50 years of leading healthcare, it is fitting that our staff have earned Magnet recognition for our hospital. We congratulate all of you who have worked so hard on this process and look forward to your continued success. Thank you for your commitment to UCLA.
Additional information about the ANCC Magnet Recognition Program is available at www.nursingworld.org/organizational-programs/magnet/.
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