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~ 13 MIN READ
The Top 30 Business Thought Leaders To Follow
Discover new business thought leaders who are revolutionizing strategy, leadership, and innovation.
Balanced ScorecardStrategic PlanningStrategy Execution
In my more than 20 years in strategy and management reporting, I've come to realize that getting an organization from Point A (where it is now) to Point B (where it hopes to be in the future) requires a set of skills that go far beyond planning alone. There are a number of other important aspects critical to the strategic planning and execution process that call for insights which can only be honed through experience.
Strategy Thought Leadership
While personal experience is valuable, seeking out other people's perspectives and ideas may inspire you to approach the strategy process differently. There are many business thought leaders today who have expert insights on the very elements that impact the success of strategic planning and execution, specifically:
Strong communication
A lot of companies craft a strategy, but once it's done, they tuck it away in a binder and put it on a shelf. Writing a strategy is only step one; you may have a clear vision of what you're trying to accomplish, but if you can't convey it to your team, it will be almost impossible to carry out. So step two is to unite everyone's efforts by communicating the strategy to the rest of your organization (beyond just the strategy team), clearly explaining what everyone is working toward and how they should be doing it.
Communication is a two-way street, and just as important as spreading the word about your strategy is listening to feedback about it. According to business thought leader Melissa Daimler, listening with the intent to understand is a challenging skill to master—not everyone is equally inclined to be attentive and open-minded. The best CEOs and business leaders take time to seek out employee feedback and are willing to make changes to the strategy if necessary to strengthen it.
The ability of leaders to inspire and motivate their employees to want to take action is critical to strategy execution. Your team needs to be aligned and on-board with your strategic objectives and goals to be successful. But building a positive, strategy-friendly culture takes skill and effort. Make sure your employees know what they need to do and have what they need to succeed. Encourage people to pay attention to the strategy on a daily basis by creating incentives that are aligned with results.
Performance management is an ongoing process that ensures the organization stays continuously on track to achieve its goals. Implementing projects, tracking progress toward your objectives, and conducting regular performance reviews are crucial activities for realizing strategic goals. And pulling it all off requires detail-oriented individuals who excel at communication and collaboration.
Whether or not your organization's ranks are filled with veteran CEOs, strategy planners, and managers, you can benefit from the insights of thought leaders in business, who often have unique points of view about issues relevant to strategy planning and execution. The 30 men and women listed below (ranked alphabetically by last name) represent a mix of business and strategy thought leaders, many of whom I follow for advice myself. We've summed up their credentials, and included a quote from each that we felt was relevant to strategy planning and execution. If you follow these people, I'm confident you'll pick up some valuable advice that will help you plan a smarter strategy—and make it stick.
These 30 business thought leaders have unique points of view about issues relevant to strategy planning and execution. Click To Tweet
Top 30 Business Thought Leaders
1. Teresa M. Amabile
Website: http://progressprinciple.com
Follow @teresaamabile
Teresa Amabile is a Director of Research and Professor of Business Administration at Harvard. She studies how routine activities within an organization influence employee performance. Her latest book, "The Progress Principle," teaches managers how to build up morale, engagement, creativity, and productivity within a team. She has presented her research-driven theories in public and private forums around the world, and implements her research and practices in major corporations.
"As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy."
2. Bob Burg
Website: https://www.burg.com/
Follow @BobBurg
Bob Burg is a well-known speaker, author, and business thought leader who focuses on sales. His first book, "Endless Referrals," was published in 1993 (and is now in its third edition). Endless Referrals focuses on the importance and power behind building relationships. Pinned at the top of Burg's Twitter feed is a tweet that reads, "The single greatest 'people skill' is a highly developed & authentic interest in the *other* person." His latest book series (including "The Go-Giver," a parable-style tale) places emphasis on (surprise!) giving rather than getting. If you're in a sales-based position, Burg's tips will certainly be helpful.
"Collaboration is the ultimate win-win. It's both parties getting MORE of what they do want (as opposed to compromise); it's the ultimate one plus one equals three."
3. Clayton Christensen
Website: https://www.claytonchristensen.com/
Before his death in early 2020, Oxford and Harvard graduate Clayton Christensen was regarded as one of the foremost authorities on strategic thought and innovation. He authored and co-authored dozens of bestselling books and journal articles throughout the years, including "The Innovator's Dilemma" and "The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty." The former Harvard business school professor is also the figurehead behind the Clayton Christensen Institute, a think tank dedicated to improving the world through disruptive innovation.
"You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it's effectively implemented."
4. Lee Cockerell
Website: https://www.leecockerell.com/
Follow @LeeCockerell
As the former vice president of operations for Walt Disney World, Lee Cockerell knows a thing or two about excellence in the service management industry. His last two books—both published in 2016—are aptly titled "Time Management Magic" and "Career Magic." The former is focused on making the best use of your time, the latter focused on how to handle the high and low points of your career. Check out his website or his latest tweets for more details.
"Culture eats strategy for lunch. You get the culture right, your people will help you implement any strategy you come up with. You don't get the culture right, you're not gonna get anywhere because they won't help you. They'll quit."
5. Cheryl Snapp Conner
Website: https://snappconner.com/
Follow @cherylsnapp
Public Relations (PR) and communication expert Cheryl Conner has created a name for herself through bridging the gap between communication and business strategy. She is the founder and managing partner of Snapp Conner PR, an industry-leading firm that has worked with dozens of large companies worldwide. Conner has been a regular contributor to Forbes and The Wall Street Journal.
"Whether you work in a new industry or a traditional market, it is vital to look beyond the way your company is succeeding today to think about how you need to position your solution and message to ensure you don't become obsolete."
6. Lolly Daskal
Website: https://www.lollydaskal.com/
Follow @LollyDaskal
Lolly Daskal is considered one of the foremost leadership experts in the world and is hired by some of the top executives around the globe to help them make a positive impact in their organizations and beyond. Her latest book, "The Leadership Gap: What Gets Between You and Your Greatness," focuses on how to become a better leader—as do the many articles you can find on her blog. If you want to learn to become a stronger leader from a pro, make sure you're following Daskal.
"Understand the vision of the business or project and keep it at the forefront at all times. As a leader, you need to stay focused, prioritize and keep moving toward your goals."
7. Steve Denning
Website: http://stevedenning.com/
Follow @SteveDenning
Steve Denning's expertise lies in the parallels between storytelling and management. He works with companies worldwide, consulting on innovative new business techniques and practices. If you're looking to turn traditional management thinking on its head and understand management in a new way, Denning's latest book, "The Leader's Guide to Radical Management," is a must-read.
"Storytelling translates dry and abstract numbers into compelling pictures of a leader's goals. Although good business cases are developed through the use of numbers, they are typically approved on the basis of a story—that is, a narrative that links a set of events in some kind of causal sequence."
8. Nir Eyal
Website: https://www.nirandfar.com/about
Follow @nireyal
Nir Eyal is a Stanford-educated entrepreneur, researcher, consultant, and author who focuses on a topic he calls "behavioral design"—a mix of psychology, technology, and business, according to his blog. His 2014 book "Hooked: How to Build Habit-Forming Products" is an ideal read if you're building a product and want to know how you can make it better. Check out his website, and give him a follow on Twitter—he tweets good stuff regularly.
"There are three ingredients required to initiate any and all behaviors: (1) the user must have sufficient motivation; (2) the user must have the ability to complete the desired action; and (3) a trigger must be present to activate the behavior."
9. Thomas Friedman
Website: https://www.thomaslfriedman.com/
Follow @TomFriedman
Thomas Friedman is three-time Pulitzer Prize winner and New York Times columnist. He has written seven books, focusing primarily on environmentalism, globalization, and foreign and domestic policy. While Friedman isn't a business strategist, strictly speaking, he has drawn parallels between policy and international business in his writing and his ideas are certainly valuable. Find out more about Thomas Friedman in this profile from The New Yorker.
"The hallmark of a truly successful organization is the willingness to abandon what made it successful and start fresh."
10. Malcolm Gladwell
Website: https://www.gladwellbooks.com/
Follow @Gladwell
Malcolm Gladwell is an author, public speaker, and staff writer for The New Yorker. His five books deal frequently with cognitive and social psychology—often as they relate to business, advertising, and strategy. You can read one of his most popular articles in The New Yorker, "The Talent Myth," here.
"Practice isn't the thing you do once you're good. It's the thing you do that makes you good."
11. Seth Godin
Website: https://www.sethgodin.com/
Follow @ThisIsSethsBlog
Seth Godin is well-known for his extensive work in marketing and leadership, and was inducted into the Direct Marketing Hall of Fame in 2013. He has authored 19 books—including bestsellers "Purple Cow" and "Tribes"—and has made his mark by helping individuals learn to market their businesses effectively. Godin is known for his extremely short blog posts. If you want an easy way to stay up-to-date with what he publishes, follow him on Twitter—he only tweets his blog posts.
"Strategic quitting is the secret of successful organizations."
12. Vijay Govindarajan
Follow @Vgovindarajan
A professor at the Tuck School of Business at Dartmouth College, Govindarajan (commonly known as VG) is widely considered to be one of the best business school professors in the world. VG is a leading authority on strategy thought leadership and innovation, and has worked alongside numerous Fortune 500 management teams to create better business strategies. He is passionate about innovation in developing countries; you can read about that in his blog.
"The future is not located on some far-off horizon, and you cannot postpone the work of building it until tomorrow. To get to the future you must build it day by day."
13. Lynda Gratton
Website: http://lyndagratton.com/
Follow @LyndaGratton
A top strategy thought leader, Lynda Gratton is an expert in organization behavior. She is a Professor and Director of the world's leading Human Resources (HR) program at the London Business School. When she isn't teaching, Gratton is writing—she's written ten books that examine HR and strategy—or acting as an organization consultant for other large firms.
"Globalization means you can assume somebody, somewhere around the world is going to be able to make what you can make faster and cheaper. So in high-cost societies that increasingly means value can only be created through innovation. And that takes an enormous focus on human assets—investment in both individuals and the organizational structures and technologies that get people to work together seamlessly."
14. Tim Harford
Website: https://timharford.com/etc/biography/
Follow @TimHarford
Tim Harford is a Financial Times columnist and well-known author. His first book "The Undercover Economist" takes an unconventional and entertaining look at economic theories. His other works include "Messy: The Power of Disorder to Transform Our Lives," which fights the adage that cleanliness is next to godliness. Whether you read one of his books or his well-known "Dear Economist" column, you'll walk away with a fresh perspective.
"Always be willing to seek help, ideally from a different person than you normally would, try unusual experiences, or work with new tools. Recognizing this will feel uncomfortable, and that you're not going to necessarily love it or continue working this way or start producing the best work. But you might start down a very interesting path that can help you make something fresh or solve an old problem."
15, 16. Chip and Dan Heath
Website: https://heathbrothers.com/
Chip and Dan Heath are business strategists, authors, public speakers, and brothers. They've co-authored and published four books, including "Decisive," "Switch," and "Made To Stick"—all of which have been best-sellers. Chip is a professor at the Stanford School of Business and Dan is a Senior Fellow at Duke University's CASE center—The Center for Advancement of Social Entrepreneurship—where he founded the Change Academy.
"To make our communications more effective, we need to shift our thinking from 'What information do I need to convey?' to 'What questions do I want my audience to ask?'"
17. Sylvia Ann Hewlett
Website: http://sylviaannhewlett.com/
Follow @Sahewlett
Hewlett is a woman of many talents—she's an economist, renowned speaker, and CEO of a consulting firm (Hewlett Consulting Partners) and non-profit think tank (Talent Innovation). She's penned 10 books, including her latest, "Executive Presence," in which she discusses how your perception of yourself shapes your advancement in the workplace.
With regard to sponsors and proteges in a work setting, Hewlett said: "Winning a sponsor is just the beginning. The relationship must be consistently nurtured and periodically refreshed—tasks that fall to the junior player. Successful protégés understand that sustaining sponsorship looks a lot like earning it: meeting deadlines, exceeding targets, and proving you will advance the larger mission."
18. Ryan Holmes
Website: https://hootsuite.com/
Follow @invoker
Ryan Holmes is the founder and CEO of Hootsuite as well as a self-proclaimed "future enthusiast, inventor, [and] hacker." He is a frequent contributor to Inc., where he writes about social media, technology, and leadership. His Twitter is constantly updated with good content; from a Forbes podcast interview to a LinkedIn article he authored on running Hootsuite from his iPhone (an experiment of sorts), you'll find a plethora of good thought leadership.
"There are no million-dollar ideas—only million-dollar executions. Without the right talent, the right technology, and real traction, even a brilliant vision is bound to flounder."
19. Herminia Ibarra
Website: https://herminiaibarra.com/
Follow @HerminiaIbarra
Herminia Ibarra is the Professor of Leadership and Learning and Organizational Behavior at INSEAD Graduate Business School. The Cuban native is an expert in leadership and professional development, and has been published many times in leading management journals. To learn more about her view on why leaders should orchestrate change by taking action first, then changing their way of thinking, check out Ibarra's latest book, "Act Like A Leader, Think Like A Leader."
"Knowing what we should be doing and actually doing it are two very different things."
20. Sheena S. Iyengar
Website: https://sheenaiyengar.com/
Follow @Sheena_Iyengar
Author of the critically-acclaimed book "The Art of Choosing" and Columbia Business School professor Sheena Iyengar is considered the leading expert on the subject of choice. Her text delves into whether choice is a culturally-constructed concept, and how much control we truly have over our choices. If you are interested in understanding the choices you, your co-workers, or your employees make, take a closer look into Iyengar's research.
"Choice is not about being reactive to whatever is in front of you. It's being able to be proactive about creating those choices that enable you to go from who you are today to whom you want to be tomorrow."
21. Daniel Kahneman
Daniel Kahneman is a highly regarded psychology and public affairs professor at Princeton University and a renowned author. He's one of the most influential psychologists on the planet and a Nobel Prize winner for his work in behavioral economics. If you haven't read his 2011 bestseller "Thinking, Fast And Slow"—which examines the different ways we think and how those thought processes impact the way we make choices—you're missing out. While Kahneman doesn't have Twitter or a blog, you can get more of him from this TED talk he gave in 2010.
"Acquisition of skills requires a regular environment, an adequate opportunity to practice, and rapid and unequivocal feedback about the correctness of thoughts and actions."
22. Rosabeth Moss Kanter
Bio: https://advancedleadership.harvard.edu/people/rosabeth-moss-kanter
Follow @RosabethKanter
A business professor at Harvard University and chair and director of the Harvard University Advanced Leadership Initiative, Rosabeth Moss Kanter has focused her life's work and research on strategy thought leadership. Kanter has authored or co-authored a tremendous number of articles and case studies through Harvard Business Review and other publishing houses. Take this article, "Workplace Rage," for example. She asserts (via her Twitter page) that "high-performance cultures require leaders who invest in people & improve their work conditions." You'll find various other innovative topics of research if you give her a follow.
"Leaders today need to be very flexible. You need to define goals much more broadly than 'whether we'll make this quarter's earnings' or 'whether a particular device gets launched on the market.' Leaders need to work around the obstacles, try a different way, if they believe that the goal is really important."
23, 24. Robert S. Kaplan and David P. Norton
Robert's Harvard Business School Faculty Bio
In 1992, Drs. Robert Kaplan and David Norton developed the Balanced Scorecard, a revolutionary strategic performance management system that aligns business strategy and goals in organizations worldwide. Their work in strategy implementation and performance management is considered to be second to none.They have co-authored five books and eight articles. You can read more about the Balanced Scorecard in this Harvard Business School working paper.
"A distinguishing feature of the comprehensive management system is its explicit link between long-term strategy and daily operations."
25. John P. Kotter
Website: https://www.kotterinc.com/
Follow @JohnPKotter
John Kotter—a Harvard professor, best-selling author, and acclaimed public speaker—is an expert on change and leadership. He founded Kotter International, a management consulting firm, to help organizations worldwide lead more effectively during times of change.
"It is often said that major change is impossible unless the head of the organization is an active supporter. What I am talking about goes far beyond that. In successful transformations, the chairman or president or division general manager, plus another 5 or 15 or 50 people, come together and develop a shared commitment to excellent performance through renewal."
26. Steven D. Levitt
Website: https://freakonomics.com/
Follow @Freakonomics
Economist Steven Levitt is widely known for applying economic theory to subjects that are not typically discussed. His 2005 bestseller "Freakonomics: A Rogue Economist Explores The Hidden Side Of Everything" discusses topics such as financial and criminal impacts of drug dealing, larger police forces, and abortion. Levitt and co-author Steven J. Dubner have also penned "SuperFreakonomics" and "Think Like A Freak," and have been both highly praised and criticised for their work.
"Knowing what to measure and how to measure it makes a complicated world much less so."
27. Rita Gunther McGrath
Website: http://ritamcgrath.com/
Follow @RGMcGrath
Acclaimed public speaker and leadership consultant Rita McGrath is considered an expert in business strategy. She often speaks and writes about competitive strategy, handling business adversity, innovation, and organizational leadership. She is also a professor at Columbia Business School.
"Companies need to provide some stability in the midst of change. There has to be a mix. People need to be able to count on their leaders and the values of the firm. They need to have a common understanding of what's within the strategy and what's excluded from the strategy. There needs to be clarity about the relationships and the development of people. These things provide stability. On the other hand, they need to be pushed to avoid complacency, to try new things, and to stretch a bit. Part of the skill of leadership is being able to provide both. It's provoking change and giving people something they can count on at the same time."
28. Daniel Pink
Website: https://danpink.com/
Follow @DanielPink
Armed with a Yale Law degree and years of political policy under his belt, Daniel Pink offers a unique perspective on what he calls "the changing workplace." He has authored six bestselling books, including the New York Times bestseller "Drive: The Surprising Truth Behind What Motivates Us." If you are interested in learning more about the intersections between human behavior and the workplace, check out Pink's work.
"What you decide not to do is probably more important than what you decide to do."
29. Don Tapscott
Website: http://dontapscott.com/
Follow @DTapscott
On the forefront of media innovation and the social impact of technology is Don Tapscott. He has authored and co-authored 16 books during his career, including the best-selling management book of 2007, "Wikinomics: How Mass Collaboration Changes Everything." If you are interested in how technology is changing the business landscape, Tapscott's work is a must-read.
"If you work for and eventually lead a company, understand that companies have multiple stakeholders including employees, customers, business partners and the communities within which they operate."
30. Margie Warrell
Website: https://margiewarrell.com/
Follow @margiewarrell
Margie Warrell's list of accomplishments is long—she is a Forbes magazine columnist, a commentator for ABC News and the Today Show, a keynote speaker, and a bestselling author. Her work focuses on "Living Bravely"—her tagline—and how to identify and fix anything that could be holding you back from living your best life. If that sounds like something you're interested in, check out her book "Make Your Mark: A Guidebook for the Brave Hearted," which offers seven steps to help you reach that goal.
"A question for you: 'What is your ultimate vision for yourself and, if you aspire to true leadership, for your organization two years from now?' And once you've clarified that, a second question: 'Where could you be acting more purposefully and boldly right now bring it into reality?' While fear tends to run high in crisis, the courage to act decisively and purposefully is key. This isn't about being reckless; denying real risks or failing to manage legitimate threats. Rather it's about ensuring you are investing energy and resources in identifying opportunities and positioning yourself (your team and organization) to seize them."
All 30 of these individuals offer highly sought-after insights and business thought leadership, and are shaping and redefining business leadership today. Be sure to follow these thought leaders on Twitter or bookmark their websites for excellent business and strategy advice.
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Max Reinhardt with music from Steve Reich, Anne Briggs, Satie and Accordone.


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Q: Shouldn't @next/font optimization remove @font-face code blocks for unicode-ranges not required? If not, can it be removed to reduce css file size? I'm following Next's guide to optimize fonts
I added the font export:
src/style/fonts.ts
import { Montserrat } from '@next/font/google';

export const montserrat = Montserrat({
  weight: ['500', '600', '700'],
  display: 'swap',
  preload: true,
  subsets: ['latin'],
});

What I get in the network request response for the css includes this:
@font-face {
  font-family: __Montserrat_4a3ba4;
  font-style: normal;
  font-weight: 500;
  font-display: swap;
  src: url(/_next/static/media/df4ba022c23c08de.woff2) format("woff2");
  unicode-range: U+0460-052f,U+1c80-1c88,U+20b4,U+2de0-2dff,U+a640-a69f,U+fe2e-fe2f
}

@font-face {
  font-family: __Montserrat_4a3ba4;
  font-style: normal;
  font-weight: 500;
  font-display: swap;
  src: url(/_next/static/media/b1464bad92c88a2d.woff2) format("woff2");
  unicode-range: U+0301,U+0400-045f,U+0490-0491,U+04b0-04b1,U+2116
}

@font-face {
  font-family: __Montserrat_4a3ba4;
  font-style: normal;
  font-weight: 500;
  font-display: swap;
  src: url(/_next/static/media/8ed0c04f7e5d7b36.woff2) format("woff2");
  unicode-range: U+0102-0103,U+0110-0111,U+0128-0129,U+0168-0169,U+01a0-01a1,U+01af-01b0,U+1ea0-1ef9,U+20ab
}

@font-face {
  font-family: __Montserrat_4a3ba4;
  font-style: normal;
  font-weight: 500;
  font-display: swap;
  src: url(/_next/static/media/c528baaebca50056.woff2) format("woff2");
  unicode-range: U+0100-024f,U+0259,U+1e??,U+2020,U+20a0-20ab,U+20ad-20cf,U+2113,U+2c60-2c7f,U+a720-a7ff
}

@font-face {
  font-family: __Montserrat_4a3ba4;
  font-style: normal;
  font-weight: 500;
  font-display: swap;
  src: url(/_next/static/media/1060bab20f18b5c2.p.woff2) format("woff2");
  unicode-range: U+00??,U+0131,U+0152-0153,U+02bb-02bc,U+02c6,U+02da,U+02dc,U+2000-206f,U+2074,U+20ac,U+2122,U+2191,U+2193,U+2212,U+2215,U+feff,U+fffd
}

These have unicode ranges that correspond to subsets not included in fonts.tsx. They also point to src urls non-existant (non-latin ones). Perhaps it's some issue with SASS, I'm not sure. My question is, shouldn't all but latin be removed as specified in subsets in fonts.ts?
I tried all methods described in Next's documentation yielding the same results. This might not necessarily be an issue, but since CSS files sizes affect SEO I imagined that those code blocks shouldn't be there as part of Next's optimization. Specially since they are pointing to files that don't exist.
Dependencies in case they are relevant:
"dependencies": {
  "@apollo/client": "^3.5.5",
  "@elastic/elasticsearch": "^8.4.0",
  "@newrelic/next": "^0.3.1",
  "@next/font": "^13.0.2",
  "@sentry/nextjs": "^7.16.0",
  "@snowplow/browser-tracker": "^3.2.1",
  "@types/react-scroll": "^1.8.3",
  "@types/styled-components": "^5.1.15",
  "apollo-link-timeout": "^4.0.0",
  "apollo-upload-client": "^16.0.0",
  "date-fns": "^2.29.3",
  "dayjs": "^1.11.3",
  "email-validator": "^2.0.4",
  "expo-jwt": "^1.4.1",
  "express": "^4.18.1",
  "firebase": "^9.6.1",
  "graphql": "^16.0.1",
  "grommet": "^2.19.1",
  "i18next": "^21.5.5",
  "ioredis": "^5.2.3",
  "js-base64": "^3.7.2",
  "lodash.flatten": "^4.4.0",
  "lodash.uniqby": "^4.7.0",
  "lru-cache": "^7.14.0",
  "newrelic": "^9.3.0",
  "next": "^13.0.0",
  "polished": "^4.1.3",
  "react": "^18.2.0",
  "react-cookie": "^4.1.1",
  "react-dom": "^18.2.0",
  "react-hook-form": "^7.24.1",
  "react-hot-toast": "^2.4.0",
  "react-i18next": "^11.14.3",
  "react-icons": "^4.3.1",
  "react-intersection-observer": "^8.33.1",
  "react-loading-skeleton": "^3.0.1",
  "react-scroll": "^1.8.4",
  "react-slick": "^0.29.0",
  "react-transition-group": "^4.4.2",
  "sass": "^1.43.4",
  "shortid": "^2.2.16",
  "styled-components": "^5.3.3",
  "uuid": "^8.3.2",
  "winston": "^3.8.2",
  "winston-elasticsearch": "^0.17.1"
}

redpajama_set_name: RedPajamaStackExchange


While you're away, let them stay at home - where they feel most comfortable!
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Part of the videoed conversation between Peter and Kevin was transcribed in an earlier post, 'Improvement Work is About Ownership'. The second part of the conversation is a masterclass in what real transformation is and how everyone can do it with the right mindset for change and a large dose of humility. To be an effective change leader, Peter says that he likes a quote from Nelson Mandela – You have to lead from the front, but be at the back. And, never take credit for the outcomes. The credit is in the glory that the workforce and the patients achieve.
Have we got everyone on board?
Much of what Health calls transformation isn't because you really do need to "change to another for", however you can still have transactional change in the way that you do your business. It doesn't necessarily have to be structural change. A changed way of thinking and a new model such as moving from a paternalistic change but rather look at how we can involce all parties. Asking questions framed differently – What type of hospital do we need rather than we need a hospital.
You can hear more of the engaging conversation and the detail through here. It will be time and space worth creating!
Kevin Hardy is the Founder and Co-owner of HardyGroup. His vision and entrepreneurial talent are the forces behind HG's unique position in the market. His creativity is driven by his capacity to listen and respond to client needs and his genuine commitment to supporting Health and Human Services leaders and helping systems and organisations solve significant problems.


text:
Q: error: The argument type 'Null Function(int)' can't be assigned to the parameter type 'dynamic Function(int, CarouselPageChangedReason)' I am using the carousel Slide plugins too create a carousel slide image, but when I initialize a variable of "int" _current = 0; and I create a set state to assign the variable to it it gives me an error. "Null function(int)' can't be assigned to the parameter type 'dynamic Function(int, CarouselPageChangedReason)'"
class HomePage extends StatefulWidget {
static String page = 'home_Page';
  @override
  _HomePageState createState() => _HomePageState();
}

class _HomePageState extends State<HomePage> {
  int _current = 0;

  List imgList = [
    'assets/images/deal1.jpg',
    'assets/images/deal4.jpg',
    'assets/images/deal2.jpg',
    'assets/images/deal3.png',
  ];

  @override
  Widget build(BuildContext context) {
    SizeConfig().init(context);
    return Scaffold(
      appBar: buildAppBar,
      drawer: Drawer(
        child: DrawerPage(),
      ),
      body: Container(
        margin: EdgeInsets.only(left: 14),
        child: Container(
          height: getProportionateScreenHeight(820),
          child: ListView(
            children: [
              Column(
                crossAxisAlignment: CrossAxisAlignment.start,
                children: [
                  welcomeHeader(),
                  SizedBox(height: getProportionateScreenHeight(10)),
                  SearchField(),
                  SizedBox(height: getProportionateScreenHeight(20)),
                  categorySectionTitle(),
                  SizedBox(height: getProportionateScreenWidth(5)),
                  categoryListTiles(),
                  SizedBox(height: getProportionateScreenHeight(20)),
                  SizedBox(height: getProportionateScreenHeight(10)),
                  popularFoodSectionTiles(),
                  Column(
                    mainAxisAlignment: MainAxisAlignment.center,
                    crossAxisAlignment: CrossAxisAlignment.center,
                    children: [
                      CarouselSlider(
                        options: CarouselOptions(
                          height: 100,
                          initialPage: 0,
                          onPageChanged: (index) {
                            setState(() {
                              _current = index;
                            });
                          },
                        ),enter code here
                        items: [],
                      ),
                    ],
                  ),
                  SizedBox(height: getProportionateScreenHeight(20)),
                  restaurantSplendorTiles(),
                  SizedBox(height: getProportionateScreenWidth(5)),
                  RestaurantCat(),
                ],
              ),
            ],
          ),
        ),
      ),
    );
  }
}

This is the error line of code is:
onPageChanged: (index) {
                            setState(() {
                              _current = index;
                            });
                          }

,
help me please... :(

A: it looks like you need to accept another argument into the onPageChanged function. something like this should work...
onPageChanged: (index, _) {
  setState(() {
    _current = index;
  });
}

A: I found the Answer, Instead of ;
onPageChanged: (index) {
                            setState(() {
                              _current = index;
                            });
                          }

it should be ;
onPageChanged: (index, reason) {
                            setState(() {
                              _current = index;
                            });
                          }


text:
Q: Show that $P_{n}(x)\rightrightarrows 0\qquad (x\in[0,1])$ Let $P_{0}(x)=\sqrt{x}$,   $P_{n+1}(x)=\frac{1}{2}P_{n}^{2}(x)+(1-\sqrt{x})P_{n}(x)$,Prove that
$$ P_{n}(x)\rightrightarrows 0\qquad (x\in[0,1]) $$(the double arrows means Uniform convergence)
my idea:it can deduce that
$$ P_{n+1}(x)\leq P_{n}(x)$$
and
$$ 0\leq P_{n}(x)\leq \sqrt{x}$$,also for any fixed $x$,I find that $ \displaystyle\lim_{n\to\infty}P(x)=0$,but I don't know how to prove that Uniform convergence,if we can prove that,does there exist a constant $c>0$ which makes
$$\lim_{n\to+\infty}n\cdot\max_{x\in[0,1]}|P_{n}(x)|=c$$
or not ?
My friend told me that we can prove
$$ P_{n}\leq \frac{2}{n+1}$$ at frist,but I don't know how to do it..
Thank you in advance!

A: Given, $P_0(x) = \sqrt{x}$, and the recurssion $P_{n+1}(x)=\frac{1}{2}P_{n}^{2}(x)+(1-\sqrt{x})P_{n}(x)$, for $n \ge 0$.
We prove by induction, that $0 \le P_n(x) \le \dfrac{2\sqrt{x}}{2+n\sqrt{x}}$, $\forall \,x \in [0,1].$
The lower bound is easy to establish. As for the upper bound,
Since, $0 \le P_n(x) \le \sqrt{x} = P_{0}(x)$, (corresponds to case $n = 0$),
$ \implies P_{n+1}(x) = P_{n}(x)(\frac{1}{2}P_n(x) + (1-\sqrt{x})) \le \dfrac{2\sqrt{x}}{2+n\sqrt{x}}\cdot(1-\frac{\sqrt{x}}{2}) $
$\le \dfrac{2\sqrt{x}}{2+n\sqrt{x}}.\left(1-\dfrac{\sqrt{x}}{2+(n+1)\sqrt{x}}\right) = \dfrac{2\sqrt{x}}{2+(n+1)\sqrt{x}}$
Establishing our Induction hypothesis.
Hence, $P_n$ converges uniformly to $0$, on $[0,1]$. Q.E.D.

A: For simplicity, let we set $T_n(x)=P_n(x^2), T_0(x)=x$ in order to deal with the polynomial sequence:
$$T_{n+1}(x) = \frac{1}{2}T_n(x)^2+(1-x)T_n(x) = T_n(x)\left(1-x+\frac{1}{2}T_n(x)\right).$$
Obviously $T_n(x)$ is always positive over $(0,1)$. The behaviour in zero is always the same, hence it is worth to further set $T_{n}(x)=x U_n(x)$ in order to deal with:
$$U_{n+1}(x)=U_n(x)\left(1-x+\frac{x}{2}U_n(x)\right),\qquad U_0(x)=1.$$
Now it is not difficult to prove by induction that:
$$ U_n(x)\leq (1-x/2)^{n}, $$
hence:
$$ T_n(x) \leq x(1-x/2)^n, $$
where the maximum of the RHS occurs in $x=\frac{2}{n+1}$, giving:

$$ \sup_{x\in(0,1)}P_n(x)\leq \frac{2}{ne}.\tag{1}$$

A: If $P_n(x)\le\sqrt{x}$, then
$$
\begin{align}
\frac{P_{n+1}(x)}{P_n(x)}
&=\frac12P_n(x)+1-\sqrt{x}\\
&\le1-\frac12\sqrt{x}\tag{1}
\end{align}
$$
Inequality $(1)$ implies that $P_{n+1}(x)\le\sqrt{x}$ as well. Therefore, by induction and the fact that $1+x\le e^x$, we have
$$
\begin{align}
P_n(x)
&\le\sqrt{x}\left(1-\frac12\sqrt{x}\right)^n\\
&\le\sqrt{x}e^{-n\sqrt{x}/2}\\
&=\frac2n\cdot(n\sqrt{x}/2)e^{-n\sqrt{x}/2}\tag{2}
\end{align}
$$
Since $xe^{-x}\le\frac1e$, $(2)$ implies
$$
P_n(x)\le\frac2{ne}\tag{3}
$$

A: To estimate the limit of $c = \lim\limits_{n\to+\infty}n\cdot\max\limits_{x\in[0,1]}|P_{n}(x)|$ the best constant for this inequality, $$|P_n(x)| \le \dfrac{c}{n}$$
Denote $T_n(x) = P_n(x^2)$, then $T_{n+1}(x) = T_n(x)\left(1-x + \frac{1}{2}T_n(x)\right)$, for $x \in [0,1]$
We can establish the estimate by induction or otherwise, $$\frac{2x}{1+exp\left({\dfrac{nx}{1-x}}\right)} \le T_n(x) \le \dfrac{2x}{1+e^{nx}}$$
We can have a short proof by induction on $n$:
The base case $n=0$ is obvious.
It remains to show that, $T_{n+1}(x) \le \dfrac{2x}{1+e^{nx}}\left(1-x+\dfrac{2x}{1+e^{nx}}\right) \le \dfrac{2x}{1+e^{(n+1)x}}$
and, $\dfrac{2x}{1+exp\left({\dfrac{(n+1)x}{1-x}}\right)} \le \dfrac{2x}{1+exp\left({\dfrac{nx}{1-x}}\right)}\left(1-x+\dfrac{2x}{1+exp\left({\dfrac{nx}{1-x}}\right)}\right) \le T_{n+1}(x)$
Which can be rearranged respectively to showing,
$\displaystyle \dfrac{e^x-1}{x} \le \dfrac{e^{(n+1)x}+1}{e^{nx}+1}$ and $\displaystyle\dfrac{e^{(n+1)h(x)}+1}{e^{nh(x)}+1} \le \dfrac{e^{h(x)}-1}{x}$ where, $\displaystyle h(x) = \dfrac{x}{1-x}$
Note that the Cauchy Schwarz inequality implies, the sequence $\dfrac{s^{n+1}+1}{s^n+1}$, is increasing for $n\ge 0$. Since, by Cauchy-Schwarz $(s^{n+1}+1)(s^{n-1}+1) \ge (s^n+1)^2 \implies \dfrac{s^{n+1}+1}{s^n+1} \ge \dfrac{s^n+1}{s^{n-1}+1}$, and taking the limits $n \to 0$ and $n\to \infty$ gives the bounds.
Thus, $\dfrac{s+1}{2} \le\dfrac{s^{n+1}+1}{s^n+1} \le s$, for $s > 1$ and $n\ge 0$.
Considering the two cases, where $s = e^x$ and $s=e^{h(x)}$ in the above inequality,
it suffices to show that $\dfrac{e^x+1}{2} \ge \dfrac{e^x-1}{x}$ and $\dfrac{e^{h(x)}-1}{x} \ge e^{h(x)}$, for $x\in (0,1)$. Both can be verified from the Taylor expansion of $e^x = 1+x+\frac{x^2}{2!}+\cdots$, thus establishing our bounds.
Now, $\displaystyle \sup\limits_{x \in [0,1]} \dfrac{2x}{1+e^x} = 2e^{-w} = 2(w-1)$, where $w$ is the unique solution to $e^{-x} = x-1$, i.e., $w = 1+W_0\left(\frac{1}{e}\right)$. Where, $W_0$ is the Lambert-W Function, and $1<w<2$.
So, $\sup\limits_{x \in [0,1]} \dfrac{2x}{1+e^{nx}} = \dfrac{2}{n}(w-1)$
i.e., $T_n(x) \le \dfrac{2}{n}(w-1)$
Similarly, $\displaystyle \sup\limits_{x \in [0,1]} \frac{2x}{1+exp\left({\dfrac{nx}{1-x}}\right)} = \displaystyle \sup\limits_{x >0} \dfrac{2x}{(1+x)(1+e^{nx})} = \frac{2}{n}(1+w_n)^2e^{-nw_n}$, where $w_n$ is the unique solution to $1+e^{-nx} = nx(1+x)$.
Denote, $\displaystyle v_n = nw_n \implies 1+e^{-v_n} = v_n\left(1+\frac{v_n}{n}\right)$. But, $0 < v_n < 2$, hence $v_n \to w$ as $n\to \infty$.
i.e., $\displaystyle 2(1+w_n)^2e^{-nw_n} {\to} 2e^{-w} = 2(w-1)$ as ${n \to \infty}$.
Therefore, $$\lim\limits_{n\to+\infty}n\cdot\sup\limits_{x\in[0,1]}|T_{n}(x)| = 2(w-1) = 2W_0\left(\frac{1}{e}\right)$$


The bayou is part of the Louisiana charm and a swamp tour is a must. Most are done on the Northshore, on the other side of Lake Pontchartrain. Dr Wagner's Honey Island Swamp Tours in Slidell probes the Honey Island cypress swamp. A resident naturalist is available to answer wildlife questions about the flora, fauna and various reptiles that frequent the swamp. Or, head 29km (18 miles) south of New Orleans to Barataria Preserve (www.nps.gov/jela/barataria-preserve.htm).
Tel: +1 985 641 1769.
New Orleans Paddlewheels operates several boat tours, departing from the Aquarium of the Americas Dock, South Peters Street. The Cajun Queen Riverboat runs 90-minute harbour cruises, while the Creole Queen Paddlewheeler runs a Battlefield Cruise to the spot where Andrew Jackson defeated the British. In the evening, the Creole Queen offers a two-hour dinner and jazz cruise, with or without dinner.
Tel: +1 504 529 4567.
About 200km (130 miles) west along I-10 from New Orleans is Lafayette, the gateway to the Cajun country. The Acadian Cultural Center traces the origins and culture of the Cajun people, who relocated from Nova Scotia, Canada, to the Mississippi Delta in the 18th century, as well as other cultures of the region. There are several attractive Cajun towns and plantations north of Lafayette on the Cajun prairie. The town is also a good base from which to explore the swamps and bayous of the Atchafalaya basin.
Tel: +1 337 232 0789.
No fewer than 28 ancient oak trees line the entranceway of this stately, pre-war plantation home. When completed in 1839, the Greek revival-styled, 10-room mansion was considered a modest plantation home. The grounds and home are so picturesque, that they have been the setting for scenes from such films as Primary Colors, The Long Hot Summer and Hush… Hush Sweet Charlotte. The site grounds also have a bed and breakfast, gift shop and restaurant. Oak Alley Plantation is open daily 0900-1630 and admission is charged. It's situated 97km (60 miles) east of New Orleans.
Tel: +1 225 265 2151.


text:
Robertson Languages > Culture > German has become the must-learn language for British millennials
German has become the must-learn language for British millennials
Oct 24 in Culture, General, Language, Travel
To the dismay of teachers up and down the UK, the number of A-level students taking German has halved over the past ten years and figures for French have halved in the past 14 years.
But they're not the only ones to voice concern at the fact that 11 to 18-year-olds are becoming increasingly disinterested in European languages.
Julia Gross, the chargé d'affaires at the German embassy in London, said: "This year's further decline in the number of A-level students studying modern European languages, and German in particular, is both saddening and troubling." Despite the pessimistic tones of some, however, others still continue to discover reasons to be cheerful.
While at this year's World of Learning conference in Birmingham, our team learned about some of the most inspiring developments in the world of language training. Most promising of all, perhaps, was the number of millennial professionals at the conference.
Consistent with our observations at the World of Learning, recent headlines would suggest that, among ambitious millennials, European languages are as important and as attractive as ever—especially German.
During the summer, London-based Goethe-Institut announced that more than three thousand young adults aged between 18 and 30 had signed up for their German language courses.
Angela Kaya, director of the institution, said: "We are seeing an increase of British students who might think they haven't learned German as a foreign language so far and it makes sense to do it now, as a young professional."
But how does the country where the language originates compare in terms of popularity among global expats?
Willkommenskultur?
According to InterNations, a global expat network, Germany ranks among the bottom three nations 'for ease of settling in'. Though 72% of people who've settled there say they are generally happy, 62% of those who reflect poorly on their happiness claim that not having enough opportunities to socialise has impacted them negatively.
What's more, an estimated 56% of respondents find it challenging to make friends, and only 51% claim that the local population is generally friendly. That's 18% below the global average.
The biggest hurdle facing many expats once they land on German soil, however, is the language divide. An estimated 59% of expats claim that it's largely difficult to live in Germany without knowing the tongue: a disheartening statistic when you consider that only 19% of expats agree that German was easy to learn.
According to InterNations, the language barrier contributes massively to the unhappiness of expats, with 50% claiming it affects their happiness negatively. "Not knowing [the language] creates a feeling of isolation," one InterNations expat explains. But the list of charges against Germany doesn't end there.
In 2017, only 42% of respondents said they were happy with the country's climate.
It should be said, however, that Germany's stable economy and healthy job market more than compensates for the rainfall as well as the linguistic pitfalls. Around two-thirds of expats state they considered the economy and job market a potential advantage even before moving: that's 20% points above the global average.
At the time of writing, the largest proportion of expats in Germany worked in manufacturing and engineering (12%) and IT (20%).
German as a language of the future
At first, many of the expats who genuinely struggle to master German complain that the language is exclusive: full of harsh-sounding consonants and cumbersome polysyllables. However, as their confidence grows, and they become increasingly comfortable in conversation, their original reservations tend to dissipate.
Others, however, fall in love with the language at first syllable. Spy fiction behemoth, John Le Carré, for example, wrote in Guardian earlier this year: "I learned to imitate, then recite them, crack and all. And I discovered that the language fitted me. It fitted my tongue.
"You can have a lot of fun with the German language," he says, "and for all its pretending, the German language loves the simple power of monosyllables."
Though the debate surrounding the subject will no doubt rumble on, one fact about Germany remains undisputed: you'll be hard pressed to find a more idyllic place on the continent for young and ambitious professionals.
Our advice to those who plan on ditching their native home for Deutschland? Simple: lerne die Sprache.
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The time has come for actors to learn languages as well as their lines »
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Learning German in Germany? It's harder than it sounds
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redpajama_set_name: RedPajamaCommonCrawl


Sir, – The reason so many of my younger physiotherapy colleagues are working in New Zealand (as well as Canada, Middle East, the UK, and so on) is because there are surplus graduates to jobs available within the HSE, which is the main start point on the career ladder of a physiotherapist. When the UK had a similar problem back in 2003/2004, there was a blanket ban on students commencing their physiotherapy degree at the 20-odd universities that offered the undergraduate program, until the NHS had "absorbed" the surplus graduates into the workforce.
In addition, master's programmes have added to the numbers qualifying.


You might feel somewhat conflicted. However, this confusion could clear up as the day goes on. A lack of control does not appeal to you. Your willingness to express the appropriate feelings will help. Use good sense with your budget.
Tonight: Time for some Friday night fun.


As I listen to the lectures at the Zen Center, I keep thinking that I too want to offer something about a practice that we all share. I'm referring to a practice that everybody already knows intimately, even if they don't usually think of it as a practice: waking up and falling asleep.
For me, waking up and falling asleep is one practice, and that practice is about a sense of physical location. Odd as it might sound, when I realize my physical sense of location in space, and realize it as it occurs from one moment to the next, I wake up or fall asleep as appropriate.
This is useful, when I wake up in the middle of the night and need to go back to sleep, or when I want to feel more physically alive in the morning. This is also useful when I want to feel my connection to everything around me, because my sense of place registers the contact of my awareness with each thing, as it occurs.
Just before I fall asleep, my awareness can move very readily, and my sense of where I am tends to move with it. As I wake up, the same thing is true, although I sometimes overlook it; my sense of where I am tends to move as my awareness moves. At these times, I realize that my ability to feel a sense of place is made possible in part by the freedom of my awareness to move.
I sometimes overlook the movement of my awareness because I attach to the feelings that arise in a particular instance of awareness, or I am averse to the feelings, or I ignore them. The result is that I lose my ability to feel the movement of awareness. At such a moment, I have the opportunity to witness first-hand the connection between attraction, aversion, or ignorance and the loss of my ability to feel. As I experience such a witness, my ability to feel returns to me, and with it my sense of the movement of awareness.
To me, what we do at the Zen Center is all about regaining a sense of place in our lives, about living life from exactly where we are. When we live our lives from exactly where we are, we make space for others to live their lives from exactly where they are, and in the process we discover the real connection between us all; this is the connection that depends on our ability to feel rather than on appearances, and so permits us to act appropriately even in the midst of our changing circumstances.
There's really nothing I can do to practice waking up and falling asleep, other than to accept being where I find myself at the moment. The beautiful part of it is, that's exactly the practice of waking up and falling asleep.


BEIJING, Feb. 26, 2018 -- The remains of Luo Haocai, former vice chairman of the National Committee of the Chinese People's Political Consultative Conference (CPPCC), was cremated Saturday in Beijing.
Luo, a well-known returned overseas Chinese, jurist, educator, social activist, and an outstanding leader of the China Zhi Gong Party, died of illness on Feb. 12 in Beijing. He was 83.
He was vice chairman of the 9th and 10th National Committee of the CPPCC and chairman of the 11th and 12th Central Committee of the China Zhi Gong Party.
He was extolled as an excellent member of the Communist Party of China.
Xi Jinping, Li Keqiang, Zhang Dejiang, Yu Zhengsheng, Zhang Gaoli, Li Zhanshu, Wang Yang, Zhao Leji, Han Zheng and other senior leaders paid their final respects at the service at Babaoshan Revolutionary Cemetery in Beijing.
They stood in silent tribute and bowed three times in front of Luo's body before the cremation. They also extended their condolences to his family.
Xi Jinping, Li Keqiang, Zhang Dejiang, Yu Zhengsheng, Zhang Gaoli, Li Zhanshu, Wang Yang, Wang Huning, Zhao Leji, Han Zheng, Jiang Zemin, Hu Jintao and other senior leaders either visited Luo while he was in the hospital or offered their condolences after his death.


Please find attached guidelines regarding team warm-ups regarding pre-competition dry land warm ups within Servus Place & Akinsdale-Kinex Arenas. As your seasons are starting up we are once again sending the guidelines to distribute to your coaches so they are aware and clear on the process. We respect the desire for pre-competition dry land training; however we are limited as to available space, and are responsible for the safety of the teams and other patrons who frequent the facility.
documents be shared among your members at your discretion so they are educated on the guideline. Signage is posted throughout the facilities.
Also, a quick reminder on dressing room access. Dressing rooms are available up to 1 hour prior to booking time & groups must leave the dressing room 30 minutes after the end of booking time. Many teams show up 1 ½ - 2 hours before their ice time and want to get into the rooms.
This is not possible due to the high volume of bookings. We ask that the coaching staff and players respect this and do not rush other users out of the room.
Feel free to contact me if you have any further questions or concerns.
©2019 St.Albert Ringette Association / SportsEngine. All Rights Reserved.


Tirunelveli, fondly called as 'Nellai Mavattam' by the Tamil speaking population living all over the world, is an important district located in the southerly corner of the state of Tamil Nadu. The fifth largest territorial dominion in the state in terms of area, Tirunelveli was originally constituted by the East India Company during the year 1790. The urban centre of Tirunelveli is the central office of the Tirunelveli district.
Located approximately 650 km away from the southern metropolis of Chennai, Tirunelveli is bordered by Thoothukudi district in the east, the Western Ghats in the west, Virudhunagar district to the north and Kanyakumari district to the south. Tirunelveli district is popularly regarded as one of the most significant educational hubs of South India. With a distinguishing literacy rate of 76.97% (Census 2011), that is well above of the state's literacy rate, the territorial dominion is the official address for a lot of prestigious educational institutions. Let's get to know more about the historic district of Tirunelveli in detail.
Tirunelveli was cited in the Thevaram, a 7th century Saiva literary work by Thirugyana Sambandar (one of the most prominent of the sixty-three Nayanars) as Thirunelveli. The renowned Nellaiappar Thirukovil inscriptions suggest an interesting story behind the name Tirunelveli that Lord Shiva came down as a hedge and roof to preserve the paddy field of an ardent devotee. The renowned Tamil dynasties of the Cholas and the early Pandyas named the region as Mudikonda Cholamandalam and Thenpandiyanadu respectively, while the Madurai Nayaks named it as Tirunelveli Seemai. The British mights named the city as Tinnelvelly before the region finally acquiring its archetype Thirunelveli. According to the local language of Tamil, the word Tirunelveli is actually a combination of three words, that is to say, Tiru, nel and veli which stands for Sacred paddy hedge.
The region of Tirunelveli was reined by various Pandya rulers and as a matter of fact Tirunelveli was Pandya kingdom's subordinate headquarters. The history of the Pandya kingdom in the area goes back to many centuries prior to the Common Era from inscriptions by Ashoka Maurya. The Pandya supremacy has even got its mention in the historical book scripted in the Pali language of the Kings of Sri Lanka known as the Mahavamsa, Varahamihira's Brihat-Samhita and so on. Many historic record evidences that the region of Tirunelveli was under the Chola Empire, governed by the Rajendra Chola the Great during 1064 Common Era. Tirunelveli continued under the Cholas till the early 13th century.
The district spread over an area of 6,823 sq km and rests between 8°05' and 9°30' of the northerly line of latitude and 77°05' and 78°25' of the easterly line of longitude. Estimating the statistical average, the natural elevation of the city is pointed at 88 meters. Furthermore, the district comprises of a stretch of the Western Ghats, a wide range of flora and fauna and protected wildlife, inland, lowland fields and mountainous forests.
Local administration in Tirunelveli district is led by the District Collector. The primary responsibilities of the Tirunelveli district collector include activities involved in maintaining law and order in the district in good working order, coordinative profile with assorted departments for development and social welfare activities and many other responsibilities. The Tirunelveli district collector is assisted by a set of duly appointed officials who typically include special Deputy Collector, district revenue officer, project officer, district supply officer, assistant commissioner, public relations officer, assistant director, district adi dravider and tribal welfare officer, district backward class welfare officer, inspection cell officer, personal assistants, additional personal assistants and many other officers.
Tirunelveli is one among the most frequented tourist destinations in the southern state of Tamil Nadu. The district is so special in its own way that it boasts a diverse topographic feature that include mountainous areas, seashore, fertile fields, rivers, lakes, low plains, woods and so on.
Situated along the banks of the illustrious Thamirabarani River, Tirunelveli is a tourist paradise that it has something to offer to everyone. The district is dotted with a lot of notable historic temples, tiger reserve, hills, waterfalls, bird sanctuary and many other tourist sites. The sites that are credited as must-visit in Tirunelveli feature everything that a visitor loves to see and explore on a typical vacation. Tirunelveli is sure to offer something for all kinds of visitors including nature buffs, historians, and pilgrims and so on.


text:
Die Übertragung bedeutet in der Geburtshilfe die fortgesetzte Schwangerschaft über den erwarteten "üblichen" Geburtstermin hinaus.

Etwa vier von zehn Kindern kommen in den 14 Tagen nach dem errechneten Geburtstermin zur Welt. Erst wenn diese zwei Wochen überschritten sind (42+0 Schwangerschaftswoche) spricht man von einer Übertragung. Dies betrifft ca. ein Prozent aller Schwangerschaften.

Bei Übertragung über die 42. Woche hinaus wurde eine erhöhte Sterblichkeit beobachtet.

Ein Neugeborenes, das übertragen wurde, wird als Risikoneugeborenes eingestuft.

Übertragungszeichen (Runge-Zeichen)
Objektive Kriterien für die Diagnose, ob ein Neugeborenes übertragen ist, sind die so genannten Runge-Zeichen:
 gelbe Haut, gelbe Eihäute bzw. Nabelschnur;
 Waschfrauenhände mit
 Abschilfern / Abschälen der Epidermis;
 roter Hodensack bzw. rote Schamlippen;
 keine Vernix caseosa (Fruchtschmiere, Käseschmiere);
 Dystrophie (relativer Entwicklungsrückstand).

Clifford-Syndrom
Als eine Folgeerkrankung der Übertragung (chronischen Plazentainsuffizienz) beim Neugeborenen kann das dreigradige Clifford-Syndrom auftreten:
Grad I: keine Käseschmiere, kaum ausgeprägte Fettpolster und Hautatrophie;
Grad II: dazu grüne Farbe von Haut und Eihäuten wegen mekoniumhaltigen Fruchtwassers
Grad III: Haut in hellem Gelb mazeriert, Fruchtwasser gelb-braun.

Die Prognose ist relativ gut, wenn die Neugeborenenperiode überlebt wird.

Einzelnachweise

Ubertragung (Geburt)

redpajama_set_name: RedPajamaWikipedia


text:
Predictability vs skill in sports analytics: 3 point shooting
To listen to the audio version, click on the triangle or grab it on Apple Podcasts. The text version is below.
You're interested in making sports predictions. The more accurate, the better.
To do this, we typically take a statistic and look at its correlation from season to season. This is especially relevant in preseason football as we look to predict the upcoming season.
If there is a high correlation from season to season, we say the statistic is predictive and include it in our models. If the statistic has a weak correlation, then it's not predictive. Analytics 101.
However, this exercise can be confusing. For example, consider 3 point shooting percentage in the NBA. There's a weak correlation from season to season, as a player's 3 point shooting percentage from last season explains 14.5% of the variance during the current season.
I think there's a problem with this analysis; more on that later.
In addition, the analysis doesn't make sense. There is clear skill in shooting a basketball. Who would pick Russell Westbrook over Steph Curry in a three point shooting contest? No one.
In discussing the lack of correlation in 3 point shooting percentage, data scientists like myself usually say something like "randomness plays a big role in 3 point shooting percentage." This is true, but not the entire picture.
In this article, I'll discuss predictability versus skill and how they are related but different concepts.
Skill in shooting 3 pointers
Why is there skill in three point shooting?
To get some intuition, let's take the following approach: assume 3 point shooting is random, and compare the actual data on players with this assumption.
I looked at NBA data from 2014 through 2020 before the lockdown. During this period, the average 3 point shooting percentage was 35.6%. If 3 point shooting is random, each player makes shots at this rate.
Based on this random assumption, a player's 3 point shooting percentage won't land exactly on the mean value of 35.6%. Some players will end up above this value, some below. But as a player takes more shots, his shooting percentage approaches the mean value of 35.6%.
When you look at many players based on this random assumption, you get a distribution of 3 point shooting percentages spread around the mean. If each player takes 2000 shots, the width of this distribution is about 1%. This implies that two out of three players will have a percentage between 34.6% and 36.6%.
Let's compare this random assumption with actual players like Steph Curry. Steph has made 43.2% of his 3 point shots over the past six seasons. If each of Steph's shots had a 35.6% chance to go in at random, Steph's shooting percentage would be 9.6 standard deviations from the NBA average (based on 3,681 attempts). This is extremely unlikely.
This confirms what we all know: Steph Curry is a great shooter, probably the best to have ever played the game.
In contrast, Russell Westbrook has made 30.4% of his 2,150 attempts from 3. His percentage is five standard deviations below the NBA average. That's the kind of ineptitude you expect if you made Dave Gettleman the CTO of your sports analytics startup.
Westbrook is not the worst in the NBA over this period by the standard deviation analysis. More on that later.
These outliers seem to confirm the skill in three point shooting. Let's put some numbers behind this.
Skill vs luck
To distinguish skill from luck, I'll use an idea from Michael Maubossian's book The Success Equation. He defined a model in which outcomes are a combination of skill and luck.
outcome = skill + luck
For 3 point shooting percentage, some of a player's results comes from skill while the remainder comes from luck. There's always some randomness. A shot is not always going in, even if Steph Curry is wide open.
Consider the variance in outcomes. Based on this simple model, we get:
Var(outcome) = Var(skill) + Var(luck)
In taking the variance of the previous equation, there is usually a term that considers the correlation between skill and luck. However, by definition, I'm assuming that there's no correlation between skill and luck. Every player has an equal chance to get lucky.
Let's go back to our random assumption in which every player makes shots at the same rate. By taking the standard deviation of each player from NBA average, we get a normal distribution with variance of 1. There is no skill in this model.
Let's compare this assumption with the actual data on NBA players over the past 6 seasons. The wider this distribution in 3 point shooting percentage, the more skill in 3 point shooting.
To measure skill, I consider the fraction of variance in 3 point shooting percentage, Var(outcome), explained by skill, Var(skill). This is similar to the previous idea of predictability. A player's 3 point shooting percentage from last season explained 14.5% of the variance in a player's 3 point shooting percentage this season. To get a visual explanation of this concept, click here.
For both predictability and skill, we ask how much of the variance in outcome can be explained by another quantity.
For predictability, how does last season's data explain the variance in this season's 3 point shooting percentage.
For skill, how much bigger is the variance in player 3 point shooting percentage than the variance based on the random assumption.
In the NBA, 78% of the variance in 3 point shooting percentage is explained by skill.
To put this into perspective, let's look at Maubossian's results on teams. If winning NFL games were all luck, each game would be a 50-50 coin flip. The distribution of win percentage for teams would have a certain width based on a 16 game season.
The actual distribution of win percentages is wider than the random assumption, and Maubossian calculated the following:
NFL: 62% of variance in win percentage is explained by skill
NBA: 88% of variance in win percentage is explained by skill
There is more skill in shooting 3 pointers than winning NFL games, as skill explains 78% of the variance in outcomes. However, there is less skill in shooting 3's than winning NBA games.
For another perspective, let's look at free throw shooting. Based on the same 6 season NBA data set, skill explains 98% of the variance in free throw shooting percentage.
On the good side, Damian Lillard is 16.8 standard deviations higher than average. On the bad side, Andre Drummond is more than 33 standard deviations worse than NBA average. That is some massive Dave Gettleman ineptitude.
This analysis supports the idea of skill in shooting a basketball. Almost all of the outcome in free throw percentage is skill. It's the player and the basket. The analysis reveals less skill in 3 point shooting, presumably because of increased randomness due to factors such as defense.
Unlike 3 pointers, free throws are also highly predictable. A player's free throw shooting percentage from last season explains 70% of the variance in free throw shooting percentage in the current season. We expect that high degree of predictability when a statistic is 98% skill.
3 point shooting percentage is not a strong predictor. From before, a player's data from last season explains 14.5% of the variance in 3 point shooting percentage this season. This is despite the analysis that 3 point shooting is 78% skill.
3 point shooting is a skill but not predictable. Let's look at an example.
Unpredictability of 3 point shooting
In performing this analysis, Duncan Robinson of the Miami Heat showed up as one of the best shooters in the NBA. In the 2019-20 season before the lockdown, he made 45% of his 3 point shots.
Robinson played his college basketball at Michigan. He was a senior in the spring of 2018 when Michigan made a run to the NCAA tournament title game against Villanova.
Robinson was a great shooter in college. This was obvious either from looking at his shooting motion or his numbers from his first two seasons at Michigan. But as a senior, he only shot 38% from 3.
However, those 203 eight attempts his senior year didn't provide a sufficient sample to predict future performance. In his second NBA season, Robinson has shown his skill as a three point shooter.
In contrast, Giannis Antetokounmpo does not have skill in shooting 3 pointers. Over the past 6 seasons, the Greek Freak was the one player worse than Russell Westbrook. Only an MVP caliber player can make 28% of his 3 pointers and still take almost a thousand attempts.
Better 3 point shooting predictions
There's another problem with looking at year to year correlations in making statements about predictability, especially in pro sports. We have multiple seasons of data on pro players. This is not college.
To see how an increased sample helps predictability, I took the six season NBA sample and asked how five seasons of data could predict the remaining season. To do this, I took a player and picked one of the six seasons at random. To include this player in the analysis, he needed 100 attempts in the target season and 300 in the remaining seasons.
A five year sample was able to explain about 24% of the variance in 3 point shooting percentage in the target season. This doesn't make me run to put this statistic in a predictive model. However, five seasons gives about a 60% improvement over one season.
For free throw shooting, a five season sample explains 72% of the variance in free throw shooting in the target season. Based on the 70% value from one season, four addition seasons result in about a 3% improvement.
There's a lot of randomness in three pointers, and a larger sample gives a significant boost in predicting the future. There is less randomness in free throw, and one season is a decent sample to predict the future.
Predictability vs skill in the NFL
Here's the take home message: predictability and skill are related distinct ideas.
In this analysis, predictability is the correlation of a statistic from an earlier to a later time period. I'm defining skill in terms of the distribution of player statistics over a six year period in the NBA. The variance of this distribution in excess of a random assumption is defined as skill.
Usually, predictability and skill are related. We saw this with free throw shooting. However, skill does not imply predictability. 3 point shooting is a skill, an intuitive results confirmed by the analysis in this article. However, a player's three point shooting percentage in the past struggles to predict the future.
Next month, we'll see how these ideas apply to the NFL. In particular, we'll look at the 32 most important men in sports: NFL quarterbacks.
To make sure you get this analysis, sign up for my free email newsletter. In addition, each week during football season, you'll get a sample of my best predictions usually saved for paying members of the site.
Filed Under: NBA, Podcast
Early season NBA rankings for 2018-19
I like to look at NBA rankings about this time of the season as we reach a crossover point with football. NBA, college football and NFL have all played about 10 games.
Here are my NBA team rankings through games on Monday, November 5th, 2018. The rating gives an expected margin of victory against an average NBA team.
1. Milwaukee, (7-1), 11.57
2. Golden State, (9-1), 9.21
3. Toronto, (9-1), 8.39
4. Denver, (9-1), 7.26
5. Boston, (6-4), 5.45
6. Portland, (7-3), 5.39
7. Charlotte, (4-5), 2.52
8. Indiana, (7-4), 2.30
9. Oklahoma City, (5-4), 1.94
10. Utah, (4-6), 1.25
11. Memphis, (5-4), 1.14
12. New Orleans, (3-6), 1.12
13. Los Angeles Clippers, (5-4), 0.90
14. Los Angeles Lakers, (4-6), 0.63
15. Sacramento, (5-4), -0.09
16. Miami, (4-5), -0.11
17. San Antonio, (6-3), -1.15
18. Minnesota, (4-6), -1.38
19. Houston, (4-4), -1.43
20. Philadelphia, (6-5), -1.52
21. New York, (3-7), -1.64
22. Washington, (2-6), -3.23
23. Orlando, (4-6), -3.48
24. Chicago, (3-7), -4.24
25. Brooklyn, (4-5), -4.58
26. Detroit, (4-5), -5.12
27. Dallas, (2-6), -6.50
28. Phoenix, (2-7), -7.75
29. Cleveland, (1-9), -9.28
30. Atlanta, (3-6), -9.66
From only early season results, we would conclude that top ranked Milwaukee is better than Golden State, the dynasty that has won 3 of the last 4 NBA titles.
We might give up on LeBron, as the Lakers aren't even the best team in Los Angeles. The Lakers are ranked 14th, right behind the Clippers.
Of course, these results reflect small sample size. Remember this when you look only at football numbers from this season.
Follow along with my NBA rankings, which get updated daily, to see how the season plays out.
Filed Under: NBA
Win probability for the 2018 NBA Finals
For the 2018 playoffs, I've been using data from game results and markets and then filtering to attempt to account for injuries. More details below.
For the 2018 NBA Finals, my model says that Golden State is better than Cleveland by 6.2 points on a neutral court. This leads to the following odds for the series.
Golden State has a 89.6 percent chance of winning the series.
As of Tuesday afternoon on May 29th, 2018, Bookmaker had Golden State -1100 to win the series (Cleveland is +750). This implies a 88.6% chance to win the series for Golden State once you account for the vig.
I'm really surprised the numbers match up so well. The NBA playoffs have been frustrating to predict from a numbers perspective because of injuries and Golden State's underachieving. Here's how my model works.
First, I took the game results from the season and kept only games in which teams had all their key players. For example, Golden State had 38 games in which Steph Curry, Klay Thompson, Kevin Durant and Draymond Green all played.
This reduces the set of games, but it gives a better picture of how a team might perform with its top players. It also assumes Cleveland's Kevin Love will play. With this reduced set of games, I take margin of victory and adjust for schedule with my ranking algorithm.
Second, I take the closing point spreads in the markets since January 1st and perform the same filtering process with top players. I generate market rankings by adjusting these spreads for schedule.
Then I blended these two rankings to give the following rankings of playoff teams. The rating gives an expected margin of victory against an average NBA team on a neutral court.
1. Golden State, 8.89
2. Houston, 8.11
3. Toronto, 4.59
4. Cleveland, 2.72
5. Philadelphia, 2.32
6. Oklahoma City, 2.17
7. Utah, 2.10
8. Boston, 1.44
9. San Antonio, 1.35
10. Minnesota, 1.26
11. Washington, 1.26
12. Portland, 0.79
13. Indiana, 0.70
14. New Orleans, 0.69
15. Milwaukee, 0.28
16. Denver, 0.26
17. Los Angeles Clippers, -0.60
18. Miami, -1.23
19. Charlotte, -1.39
20. Detroit, -1.46
21. Dallas, -2.71
22. Los Angeles Lakers, -3.68
23. Memphis, -4.27
24. New York, -4.51
25. Orlando, -4.73
26. Brooklyn, -5.14
27. Chicago, -5.44
28. Atlanta, -5.50
29. Phoenix, -6.67
30. Sacramento, -7.35
2018 NBA Championship Odds at the start of the playoffs
Predicting the 2018 NBA playoffs is a mess. The list of problems starts with these issues:
Elite players like Steph Curry and Joel Embiid will start the playoffs injured.
Golden State has not performed up to expectation this season, as their defensive efficiency dropped from 2nd to 11th from 2017 to 2018.
Kyrie Irving is out for the entire playoffs.
Usually, I take my team rankings that include data from all regular season games and calculate championship probabilities. However, that will not work this season.
Here's how I approached predicting the 2018 NBA playoffs.
This reduces the set of games, but it gives a better picture of how a team might perform with its top players. These numbers assume Golden State and Philadelphia will have Curry and Embiid respectively. With this reduced set of games, I take margin of victory and adjust for schedule with my ranking algorithm.
I decided to focus on the last part of the season to get a more recent picture of team performance. The markets still believe in Golden State, but not as much as in earlier in the season.
8. Minnesota, 2.42
11. San Antonio, 1.79
This leads to the following championship probabilities for 2018 NBA playoffs.
1. Houston, 39.4%
2. Golden State, 36.5%
3. Toronto, 14.9%
4. Boston, 2.2%
5. Cleveland, 1.9%
6. Philadelphia, 1.6%
7. Oklahoma City, 0.9%
8. Washington, 0.5%
9. Utah, 0.5%
10. Portland, 0.4%
11. Minnesota, 0.3%
12. San Antonio, 0.2%
13. Indiana, 0.2%
14. Milwaukee, 0.2%
15. New Orleans, 0.1%
16. Miami, 0.1%
You can compare the calculations with these implied odds from the markets, taken from Bookmaker on Friday morning, April 13th, 2018.
3. Cleveland, 10.9%
4. Toronto, 9.1%
8. Portland, 1.4%
9. San Antonio, 1.2%
10. Boston, 1.0%
12. Washington, 0.5%
Houston and Golden State should have the best odds to win the title, and both the calculations and markets agree on this.
My calculations are low on Cleveland. The conventional wisdom is that regular season results don't matter in predicting how LeBron James will perform in the playoffs. This may or may not be true.
However, LeBron does play almost 4 more minutes per game in the playoffs than in the regular season. This should make Cleveland better in the playoffs. My numbers don't account for different minute distribution and shows how better models could be built with play by play data.
My calculations are also too high on Boston. I did not exclude games in which Kyrie Irving played in my analysis, so some adjustment should be made for this injury.
Get the game by game predictions each day on the main predictions page.
2017 NBA Finals Series win probability
I strongly like Golden State to win the NBA Finals over Cleveland. Let me back that up with some numbers.
My best NBA projections use rankings that incorporate both scores of games and closing point spreads from the markets. These ensemble rankings rate Golden State 5.3 points better than Cleveland on a neutral court.
I then calculate a series win probability by considering this rating differential and a home court advantage of 4.5 points. This implies a 86.3% win probability for Golden State.
It's worth breaking down some of the components of these ensemble rankings.
By team rankings that consider all games, Golden State rates 7.1 points better than Cleveland on a neutral court. However, this is a misleading number as teams rest their star players and deal with injuries.
I adjust for these player absences by only considering games in which a team has its top 2 or 3 players. These filtered team rankings make Golden State 4.0 points better than Cleveland, which corresponds to a 80.5% win probability.
I like this number since it closely corresponds with another set of my calculations.
In my market rankings, I take closing lines and adjusting for opposition with my ranking algorithm. The playoffs markets have been distorted by injuries, so I use data from the trade deadline in February until the end of the regular season.
These market rankings make Golden State 4.6 points better than Cleveland on a neutral court. This corresponds to a 83.5% series win probability for the Warriors.
Each of these components gives a win probability for Golden State higher than the 73% implied by the markets (Golden State -270 on Wednesday at Bookmaker). The markets feel like Cleveland and LeBron James can outplay their year long numbers more than Golden State.
I don't buy it, and it comes down to defense.
In points allowed per possession, Cleveland ranked 21st this season, a poor showing for a championship caliber team. This group is capable of better, as they ranked 10th last season.
However, their defense isn't nearly as good as that of Golden State, which ranked 2nd this season after 5th last season. It will make the difference in this series, which could be much shorter than anyone expects.


Nippers is a junior program that introduces children aged 5 – 12 years to surf lifesaving. Nipper Education Programs are delivered at all thirty-one Western Australian surf lifesaving clubs throughout the summer season. Nippers is about children participating in safe, fun and organised activities in a beach environment.
There is a wide range of opportunities available for members interested in participating in surf life-saving sport. Surf Sports continues to be a retention tool for our clubs as well as a way for our lifesavers to display and practice the skills and abilities required to save a life on our beaches.
For our Under 8 and Under 9 (7-8 year old) nipper members – who we refer to as Little Nippers – we have the very popular Little Nipper surf sports carnivals and clinics.
For our Under 10 – Under 13 nipper members (9-12 year old members), SLSWA provides Nipper surf sports carnivals and championships.


South Africa has had a thriving wine industry since the 17th century, but there has never been a better time to discover South African wines than now. Quality and innovation push the envelope and values abound. And nowhere in South Africa is this truer than in the much heralded winelands of Stellenbosch.
Located on the Western Cape less than an hour north of Cape Town, the picture-postcard town of Stellenbosch and the surrounding mountains form a dramatic backdrop for what has justly been heralded as the most beautiful wine country in the world. Although some may try to refute that claim and promote the various picturesque merits of other world-renowned wine regions, what is not in question is the integral role Stellenbosch has played for more than three centuries in the formation of South African wine. Yes, the South African wine industry is that old; it dates back to the second half of the 17th century. Not only is Stellenbosch South Africa's oldest and most important wine producing region, it is the finest region for red and white wines on the African continent. It is South Africa's Napa, Sonoma, and Santa Barbara counties, along with more than a few touches of France. It contains a myriad of microclimates, which allows for the cultivation of an enormous number of grape varieties. Consequently, Stellenbosch is responsible for high quality red and white wines from a host of varietals that include Cabernet Sauvignon, Shiraz, Chardonnay, Chenin Blanc, Sauvignon Blanc, Semillon, Viognier, and South Africa's unique varietal, Pinotage, a cross between Pinot Noir and Cinsault. From wineries in Stellenbosch old and new flow an enormous variety of wines that are world class and wholly unique in character. So don't wait to discover the unique, incredibly flavorful wines of Stellenbosch – South Africa's rising wine star and the world's most beautiful wine land.


We are very proud that as our company has grown, so has the service department. Unlike other machine tool manufacturers who rely on their dealer networks or independent servicemen for all service expertise, we keep all service "In-House". This should show all our customers and potential customers that we are in business for the long haul and take pride in doing business the "RIGHT WAY".
We now have a very extensive field service tech network covering most areas of the country. If you need a tune up, parts, preventative maintenance (PM), or parts we are here to help. If you have questions about running our saws, call us toll free @ 1 (877) 528-2809 and we will help in every way possible.
Unlike our competitors, all our hydraulic machines come with installation by one of our factory trained service technicians. We coordinate the arrival of the tech with the arrival of your saw, complete the installation, then train your operators. We stay until your people are ready. Nobody offers this exceptional service.
If you want to set up a yearly maintenance of your saw or need a tune up immediately, we can schedule one of our techs to fit your schedule. We even try coordinate PM visits with multiple companies in your area to keep costs down. Once again it is our trained experts making your saw as close to new as possible.


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Die Bahnstrecke Litovel předměstí–Mladeč ist eine regionale Eisenbahnverbindung in Tschechien, die ursprünglich als Teil der staatlich garantierten Lokalbahn Littau–Groß Senitz erbaut und betrieben wurde. Sie verläuft von Litovel (Littau) nach Mladeč (Lautsch).

Nach einem Erlass der tschechischen Regierung ist die Strecke seit dem 20. Dezember 1995 als regionale Bahn ("regionální dráha") klassifiziert.

Geschichte
Die Konzession für die Lokalbahn Littau–Groß Senitz mit einer Abzweigung zu den Steinbrüchen in Lautsch wurde am 31. Dezember 1913 erteilt.  Teil der Konzession war die Verpflichtung, die Strecken innerhalb eines Jahres "zu vollenden und dem öffentlichen Verkehre zu übergeben". Ausgestellt war die Konzession bis zum 31. Dezember 2003. Eröffnet wurde die Strecke am 1. August 1914. Den Betrieb führten die k.k. Staatsbahnen (kkStB) für Rechnung der Eigentümer mit deren Betriebsmitteln aus.

Nach dem Zerfall Österreich-Ungarns im Oktober 1918 ging die Betriebsführung an die neu gegründeten Tschechoslowakischen Staatsbahnen (ČSD) über. Der Fahrplan von 1921 verzeichnete drei gemischte Zugpaare 2. und 3. Klasse. Sie benötigten für die sechs Kilometer lange Strecke 17 Minuten. Ein weiteres Zugpaar diente an Sonn- und Feiertagen dem Touristenverkehr.

Mit der Verstaatlichung der Lokalbahngesellschaft zum 1. Jänner 1925 gehört dann auch die Infrastruktur zum Netz der ČSD. Mitte der 1930er Jahre wurde der Reiseverkehr schließlich zugunsten einer Autobuslinie eingestellt.

Im Zweiten Weltkrieg lag die Strecke zur Gänze im Protektorat Böhmen und Mähren. Betreiber waren jetzt die Protektoratsbahnen Böhmen und Mähren (ČMD-BMB). Am 9. Mai 1945 kam die Strecke wieder vollständig zu den ČSD.

Ende der 1940er Jahre wurde der Reiseverkehr wieder aufgenommen. Der Fahrplan von 1949 verzeichnete bis zu sechs Zugpaare täglich, die überwiegend als Motorzug gefahren wurden.

Am 1. Januar 1993 ging die Strecke im Zuge der Auflösung der Tschechoslowakei an die neu gegründeten České dráhy (ČD) über. Seit 2003 gehört sie zum Netz des staatlichen Infrastrukturbetreibers Správa železniční dopravní cesty (SŽDC).

In den 1990er Jahren wurde der Reiseverkehr schließlich nur noch an den Wochenenden betrieben, am 24. Mai 1998 wurde er schließlich ganz eingestellt. Kurios war das Angebot der ČD, Züge bei Bedarf fahren zu lassen, wenn mindestens 40 Fahrkarten gekauft wurden. Dieses Angebot wurde als "železniční taxi" (Bahn-Taxi) beworben. Von 2007 bis 2010 gab es noch einmal planmäßigen Reiseverkehr an den Wochenenden im Sommer. Seitdem diente die Strecke nur noch dem Güterverkehr für das Kalkwerk Mladeč (Vápenka Vitoul s.r.o.). Betrieblich wurde die Strecke zur Schleppbahn ("vlečka") abgestuft.

Seit dem Jahr 2012 bestellt der zuständige ÖPNV-Aufgabenträger Olomoucký kraj wieder planmäßigen Reisezugverkehr während der Touristensaison im Sommer. Im Jahresfahrplan 2013 wird die Strecke zwischen 1. Juni und 29. September an Samstagen, Sonntagen und Feiertagen mit jeweils vier Reisezugpaaren bedient.

Weblinks

 Strecke 274: Litovel předměstí - Mladeč auf www.zelpage.cz

Einzelnachweise

Bahnstrecke in Tschechien


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Q: Can Firebase be integrated with Stormpath? Could a Firebase application be integrated with Stormpath as a custom authentication provider ?

A: To answer your question: yes.
I'll assume that you want to store your user accounts in Stormpath, and want to use Firebase for everything else. If that's the case, you could do something like this:

*

*Authenticate to Stormpath.

*On success, authenticate to Firebase with a JWT (code sample below).

*Grab whatever information you need out of Firebase (with their user security in place for the data).

This would allow you to use both systems nicely together =)
var FirebaseTokenGenerator = require("firebase-token-generator");
var tokenGenerator = new FirebaseTokenGenerator("<YOUR_FIREBASE_SECRET>");
var token = tokenGenerator.createToken({
  uid: "1",

  // the fields below are taken from your Stormpath Account model, and are
  // being added to your firebase JWT
  customData: req.user.customData,
  email: req.user.email,
  givenName: req.user.givenName,
  surname: req.user.surname,
});

Here are some useful reading resources:

*

*https://www.firebase.com/docs/web/guide/login/custom.html

*https://www.firebase.com/docs/web/guide/login/password.html
This would work great with something like the Express-Stormpath library: https://docs.stormpath.com/nodejs/express/


Any force that tends to raise an engineered structure and its foundation relative to its surroundings. It may stem from pressure of subjacent ground, surface water, or expansive soil under the base of the structure; or from lateral forces such as wind or earthquake shaking that tend to cause overturning. Neuendorf, K.K.E., Mehl, J.P., Jr., and Jackson, J.A., eds., 2005, Glossary of Geology: American Geological Institute, 799 p.
Below is a list of publications related to Uplift. Select a publication number to access more detailed information and their respective files available for download.
Bacon, C.R., Neal, C.A., Miller, T.P., McGimsey, R.G., and Nye, C.J., 2014, Postglacial eruptive history, geochemistry, and recent seismicity of Aniakchak volcano, Alaska Peninsula: U.S. Geological Survey Professional Paper 1810, 74 p.
Carver, David, Plucinski, Timothy, Frankel, Arthur, and Safak, Erdal, 2003, Data report of aftershocks of the 03 November 2002, Mw 7.9 Denali Fault earthquake recorded near the fault rupture at the Richardson Highway and Alyeska Pipeline: U.S. Geological Survey Open-File Report 2003-158.
Yehle, L.A., 1979, Reconnaissance engineering geology of the Yakutat area, Alaska, with emphasis on evaluation of earthquake and other geologic hazards: U.S. Geological Survey Professional Paper 1074, 44 p., 1 sheet, scale 1:63,360.
Plafker, George, and Rubin, Meyer, 1978, Uplift history and earthquake recurrence as deduced from marine terraces on Middleton Island, Alaska: U.S. Geological Survey Open-File Report 78-943, p. 687-721.
Kirkby, M.J., and Kirkby, A.V., 1969, Erosion and deposition on a beach raised by the 1964 earthquake, Montague Island, Alaska: U.S. Geological Survey Professional Paper 543-H, p. H1-H41.
Plafker, George, 1967, Surface faults on Montague Island associated with the 1964 Alaska earthquake: U.S. Geological Survey Professional Paper 543-G, p. G1-G42, 2 sheets, scale 1:31,680.


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Newhouse Academy is a coeducational secondary school located in Heywood, Greater Manchester, England.

History
Siddal Moor School opened in September 1968. It was formed from Heywood Grammar School and the Bamford Road and Hornby Street secondary modern schools. It was originally to be the new site of the grammar school. The former site of the grammar school on Hind Hill Street became the Hind Hill Centre. It was demolished in 2006 and is now the Phoenix Centre.

As part of the specialist schools programmes, Siddal Moor School was awarded Sports College status and was renamed Siddal Moor Sports College.

The school was allocated money for the refurbishment and rebuild. The project included a new building at the front for teaching and administration with the rest of the school being refurbished. The project was finished in 2011.

Previously a community school administered by Rochdale Metropolitan Borough Council, in April 2020 Siddal Moor Sports College converted to academy status and was renamed Newhouse Academy. The school is now sponsored by the Hollingworth Learning Trust.

Notable former pupils

Siddal Moor Sports College
 Nico Mirallegro, actor.
 Ryan Tunnicliffe, footballer

Siddal Moor School
 Lisa Stansfield, singer and actress

Heywood Grammar School

 John Abrahams, former captain of Lancashire Cricket Club
 George Bellairs (Harold Blundell), author
 Charles Booth CMG LVO, Ambassador to Burma from 1978–82 and High Commissioner from 1982-85 to Malta
 Pamela Bowden , contralto, and former President of the Incorporated Society of Musicians
 David Cross, striker for West Ham in the 1970s
 Air Chief Marshal Sir Malcolm Pledger OBE AFC, Station Commander from 1990-92 of RAF Shawbury, and Chief of Defence Logistics from 2002–04
 Lister Tonge, Dean of Monmouth since 2012
 Wilfred Turner CMG CVO, High Commissioner to Botswana from 1977–81
 John Welsby CBE, the last Chief Executive from 1990-96 of the British Railways Board, and President from 1999-2002 of the CILT

References

External links
 Siddal Moor Sports College
 Heywood Grammar School
 EduBase

News items
 Demolished former school
 Teacher dies in plane crash in July 2004
 Council signs Building Schools for the Future contract

Secondary schools in the Metropolitan Borough of Rochdale
1968 establishments in England
Educational institutions established in 1968
Academies in the Metropolitan Borough of Rochdale
Heywood, Greater Manchester