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The Kaufman Group LTD
JAKTYX
My market is down in the U.S. How can I get into China, who I hear is anxious for my product?
TKG members have more than 35 years in-depth experience with businesses throughout the world. This is particularly the case for matters involving China, India, Australia, and in Central and South America. In 1987, Mr. Kaufman was one of 200 lawyers selected by the U.S. Attorney General to go to China as a delegate to the first Sino-American Conference on Economic Law.
Mr. Kaufman developed substantial relationships with the China National Corporation of Medicine as well as joint ventures with Dandong and others in China. Several other members of TKG have developed solid business relations with other countries in which the United States does business and which desire to do business in the United States.
Sales are dismal and my business and I are in debt. Must I go bankrupt? What other choice do I have?
While you should retain the services of a bankruptcy attorney, there are a host of considerations TKG will review and assess to drive the development of a properly crafted strategic turn-around plan.
The turn-around plan is an alternative to bankruptcy protection, and in some cases, may be utilized in a pre-bankruptcy context. The important thing is to review your situation to see whether you would be a viable candidate for assistance from TKG.
TKG has, in numerous cases, assisted the debtor in avoiding bankruptcy and successfully turning around the debtor's business. TKG has a long list of clients who have survived and today operate highly successful businesses.
My loan term is up and my bank won't renew. Without the loan renewal I'm out of business. What can I do?
TKG begins with a review and assessment of the terms and conditions of the instruments that created and secured the debt and also examines the relationship and conduct between borrower and lender. This analysis will provide answers as to what specifically and legally can and cannot be done and what practically should and should not be done.
Foreclosures are at a level not seen before and the entire mortgage industry is in substantial peril. The important thing to remember is you do have options and you must explore those options in the process of making and executing a strategic response plan.
I hear a lot about problems with financial providers involving SOT. What is SOT and its implications?
SOT is an acronym for Sold Out of Trust, most commonly used in the context of automotive and marine floor plan financing. It occurs, for example, when a car or boat is sold, the bank has a lien on the vehicle or vessel, and the buyer pays the dealer. But the dealer does not pay the bank that holds a lien on the vehicle.
This is not only a breach of trust and contract but may also in certain instances amount to fraud and even criminality. While thought of in the context of an automobile or marine dealer, it also may be applied to any floor plan provider where the product is held by the bank as collateral for floorplan financing, and a dealer sells one or more units without repaying the bank.
How important is it to understand the relationship between the business and its banker?
Understanding the relationship between a business and its provider of capital (whether banks or investors) is of critical importance. Credit markets have been disrupted through contraction, lack of funds, defaults, changed spending habits, unemployment, asset reductions and other major financial difficulties.
What worked over the past 30 years between banks and businesses does not work today, and relationships must be restructured, made relevant and tailored for success. These difficulties can no longer be viewed simply through the traditional banking-corporate culture but must now take into account corporate, legal, business, government and political influences.
What is the self-diagnostic test?
TKG prepares a self-test tailored specifically to your business and designed to focus on your issues. This test determines the help needed, the scope of assistance TKG will provide, and includes several "signal questions" to provoke analysis of irregularities, hidden problems, and problems that have been ignored. Through the questions and answers, substantial insight is acquired not only by TKG but by the owners as well, as to the nature and scope of the problems and the steps required to fix them.
How do you analyze a company's problems? What is the diagnostic process?
TKG's teams analyze a client's business problems through a careful and highly interactive review and assessment process. This process is a diagnostic method of determining what the problems are and how they may be prioritized and addressed in a comprehensive and strategic business, turn-around or work-out plan. The central objective in the diagnostic process is to assess the business and where the owner is relative to it. As painful as it is to organize and pay for this effort, if done honestly and correctly it will yield the following results:
(a) Deal with the most difficult decisions, such as how to withdraw from the business without throwing good money after bad;
(b) Determine whether to sell or otherwise alter the ownership of the company;
(c) Decide whether the company is unstable, insolvent, or merely in trouble and in need of a strategic turn-around plan;
(d) Diagnose whether the company's continued survival depends on doing a host of additional things in a certain manner in order to compete and adapt under changing circumstances;
(e) Assist where the decision is made to undertake the confusing and complicated process of foreclosures, wind-downs, liquidations, bankruptcy proceedings and other facets of acute business and financial distress, in order to help owners sort out these issues and navigate the minefields.
Do you assist companies in financial trouble? If so, how?
This is a major part of the assistance provided by TKG. We assist companies in financial trouble in a host of ways from obtaining capital to strategic business planning, restructuring, and workouts.
Domestic Business: Recent events in the financial world will continue to put enormous pressure on failing businesses and their manufacturers, distributors, dealers, suppliers and financial providers. Customary business practices are now unreliable and sources of capital will be, in many respects, rudderless and in disarray. Many will be unable to make the informed decisions critical to survival, restructuring, or appropriate wind-down. The need for clear and comprehensive strategic thinking, planning, restructuring and turnaround plans should be obvious.
TKG brings the skill sets and experience required to fill this need and is also carefully monitoring the political and governmental bailout efforts, scrutinizing the application of governmental so-called bailout funds as a source of revenue and assistance for our clients, and exploring pathways to those sources for our clients.
(1) Existing businesses: Work-out and turn-around plans and negotiations - target sectors:
Auto industry: (mega-dealers) suppliers, parts, derivatives, captives (financing, floor plan providers, and capital loans) i.e.: GMAC, GE Capital, Ford Credit, Chrysler Credit, etc.
Marine industry: manufacturers, dealers, suppliers, parts, derivatives, captives (financing, floor plan providers, capital loans) i.e., GE Capital, banks, etc.
Real estate projects: foreclosures, bank defaults, lender liability
Health care industry and hospitals
Legal clients needing business advice
(2) Start-up businesses
(3) Mergers and acquisitions
Because of the enormous contraction in the financial markets and other catastrophic pressures, many businesses will fail or may be forced to sell assets at highly reduced values. While unfortunate, the reality is that opportunities will also be presented to those investors who are able to obtain capital and willing to take the risks inherent in an unstable economy. Various business sectors will be under close examination in connection with these opportunities and the experience and depth of TKG will provide valuable assistance in analyzing the decision as to whether to acquire, and in the execution of acquisitions or mergers.
(4) Wind-down, liquidation, pre- and post-bankruptcy reconstruction management, sale of distressed assets
Businesses are faced with tougher decisions than ever before. The diagnostic process is critical, as is the need to make an honest assessment of the business and the owner's relationship to it. This threshold assessment will become the foundation for building a strategic, comprehensive business plan. The scope of the examination will be intentionally broad and deep. Everything relevant must be scrutinized, including not only written history (such as ownership records, corporate records and minutes, financial instruments), but also how personal and business matters historically have been conducted. Location and facilities are examined as well as contractual obligations and arrangements (including informal understandings both within and without the company). Both external and internal factors are considered.
How does TKG get paid?
The initial consultation with the appropriate TKG representatives is provided at no cost to the prospective client. The initial meeting allows TKG's members to listen carefully to the situation and make an initial assessment as to whether and how TKG can be of real assistance.
If TKG and the company agree that, under the circumstances, TKG can help, an initial fee will be agreed upon and paid. Thereafter, an in-depth review and assessment is undertaken, and a proposed plan developed. At that point, the cost on a phase and project basis will be discussed and a determination will be made as to whether TKG will go forward, what the cost and benefit of each phase will be, and whether expectation and performance can be matched.
Will the core group of members grow?
TKG is constantly developing added disciplines and depth to its membership, consistent with the continuing highest standards of integrity and experience demanded of each member. Our goal is not to grow in numbers, although that will continue to occur, but rather to add more members and associate members with the highest skill sets and the best records of accomplishments together with a lifetime of good relationships with their peers. TKG receives unsolicited applications to join daily. These are being very carefully screened. Only one in 500 received will be accepted.
Who are the members?
TKG is comprised of members at three generational levels with multiple disciplines and business and professional experience. The core group of members is comprised of 14 individuals, all of whom have been recognized by their peers as highly competent and successful in their specific industries and/or disciplines. In addition to education, experience, integrity, and credibility, our members possess the ability to approach and unbundle problems with clarity, think strategically, practically, and with creativity and intellectual flexibility. Our role is neither transactional nor as consultant, but to provide collective wisdom and direction to our clients to assist them in resolving their most pressing issues and help them achieve their ultimate goals. Current members are listed under the "Members" tab on this website.
Who makes up TKG's client list?
The client list remains confidential. As to companies doing business in the U.S. and start-up companies, TKG's clients are mega-dealers in the automotive sector, marine dealers, manufacturers, suppliers, commercial real estate owners, banks, mortgage brokers and bankers, captives and finance companies holding liens in floor plan financing and mortgages, companies associated with all aspects of the health care industry, hospitals, doctors and other health care institutions and providers, general businesses in financial distress and in need of comprehensive restructuring, turn-around plans, guidance through liquidation, pre- and post-bankruptcy, or acquisition and merger.
Foreign clients consist of major and start-up companies looking to expand into the U.S. TKG's foreign client list includes, but is not limited to, companies from England, Australia, Italy, Greece, India, Japan, and China.
What can TKG do that other consultants can't?
TKG's members are not business consultants working for an hourly fee. We provide critical analysis and a strategic plan for meeting the company's needs and objectives and assist the company as needed in "hands-on" execution of the plan. What separates TKG from others is its depth of across-the-board knowledge, operational experience, and expertise in the fields within TKG's disciplines.
For example, in the auto industry, Mr. Kaufman has provided legal, business and strategic advice to mega-dealers throughout the country for over 40 years. He is the author of "What To Do Before the Money Runs Out: A Road Map for America's Automobile Dealers" and has spoken extensively at the NADA and JD Power Dealer Conferences. He has "hands-on" operational and management experience with all aspects of the automotive business and the relationships between the automotive manufacturers and dealers as well as intricate knowledge and experience with banks, captives, and other floor plan providers.
In the marine industry, Mr. Kaufman brings over 45 years of experience. In addition to representing Riviera Marine as its legal counsel for decades, he was also Riviera's first East Coast distributor. Upon retiring from the practice of law, Mr. Kaufman provided Riviera with substantial and significant assistance in building Riviera's brand in the United States and the Americas. In addition to being a senior advisor to Riviera, he became Riviera's United States Operations Manager, Executive Director (Riviera Yachts of the Americas) and then interim CEO for North, South and Central America. In all of these capacities he developed first-hand knowledge and experience in manufacturing, distribution, service and warranty, distribution, dealer network building and marketing of its vessels.
Currently, TKG is providing a unique and first of its kind Price Point Analysis for marine manufacturers worldwide.
In addition to the business side, Mr. Kaufman has an equal number of years of legal experience in banking, corporations, lender liability, litigation, mergers, and acquisitions. He is a certified mediator who has negotiated countless settlements with this industry and comparable experience with the marine industry as well. Other members of the group possess a similar depth of experience and knowledge in their respective fields. Accordingly, the analysis, advice, and handling of the members of TKG in his or her area of discipline far exceed the traditional role of a business consultant.
Who is TKG's competition?
TKG brings through its members an individual average of over 30 years "hands-on" business experience and professional expertise. When applied to the specific needs of its clients, TKG's service is unique and has no direct competition. Large accounting firms and other consultants have traditionally advised corporations and businesses for years and have provided and continue to provide competent service and real value, but today's extreme difficulties and degree of financial distress compel a more nuanced and comprehensive analysis coupled with a tailored and in-depth rapid response, looking forward.
TKG brings unique value to its clients through active and careful listening, review and assessment of the client's needs and desires, and interaction with its lenders, suppliers, customers and others. Through a careful thought process and approach, TKG provides businesses with the help they need to survive, prosper and grow, before the money runs out. This thoughtful and considered direction – based on in-depth real knowledge and hands-on operational experience - is too often the missing ingredient in helping businesses reach their goals, grow their businesses, or under certain cases in today's exigent circumstances, survive.
What does TKG do?
TKG works through its core members and their associates, as well as with approved consultants and advisors, to help domestic businesses survive, grow and prosper, and sort out and effectively deal with complex business issues, particularly in difficult times of financial distress. We provide strategic review and assessment, analysis, "hands-on" operational and management services, business planning, restructuring, comprehensive work-out and turn-around plans, including assistance in execution of the plans, pre-bankruptcy and post-bankruptcy assistance, foreclosures, negotiations, acquisitions, mergers, asset analysis, and disposition.
With regard to selected foreign businesses wishing to do business in the U.S., TKG will provide assistance in determining requisite services in the U.S., finding and suggesting appropriate advisors to implement their expansion or move, monitoring adherence to a bench-marked business plan, and monitoring performance of their advisors to the plan. None of the advisors recommended by TKG will work for nor reap monetary rewards directly from TKG, nor will the advisors pay any fee to TKG. The advisors will, after being fully and carefully vetted by TKG, be recommended by TKG to the client, and upon acceptance by the client, independently contract with the client. This separation maintains the integrity, independence, and avoidance of conflict, further loyalty by TKG to the client, and respect for TKG's client's needs and benefits.
In what areas does TKG concentrate its operations and expertise?
TKG concentrates its operations and fields of service in selected industries based upon the areas of knowledge and depth of experience of TKG's members. Each industry is addressed by a TKG service team, led by the most experienced members in that industry and field of service.
Examples include: Mr. Kaufman is the team leader in the automotive, marine, bank and finance sectors. His team concentrates on strategic turn-around plans, workouts, floor plan and finance issues, "hands-on" operational issues, SOT, and manufacturer, dealer and lender relations. Mr. Kalkines is the team leader in the health and hospitals care and delivery system industry. His team concentrates on strategic analysis and planning for hospitals and other institutions throughout the entire health care industry. Dr. Braff is the chairman, Global Health Care, and team leader in radiology, including equipment, relationships, joint ventures and services. Dr. Destigter is director and Mark Lawrence is manager of Global Health Care. Mr. Morrell is the team leader in major companies in Australia wishing to do business in the United States, and his team is supported by the business team in the U.S. best suited in experience and expertise to the issues of the foreign company. Jason Ornstein is the Director of Finance, European Theater.
Industries: Automotive (dealers, lenders), Marine (manufacturers, distributors, dealers, mega-dealers, super yachts, brokers, yacht buyers), Hospitals and Health Care, Radiology and Diagnostic Equipment, Commercial Real Estate, Banks, Finance, Floor Plan Providers and Borrowers, Investors, Foreign Business in the U.S., Brand Building, Price Point Analysis, and Market Cost Analysis.
Fields of Service:
Automotive and marine industry including manufacturers, dealers, financial providers, suppliers and customers – providing in-depth guidance and services in the fields of:
Banking and lender liability
Strategic turn-around plans, work-outs, and pre- and post-bankruptcy restructuring.
"Hands-on" operational financial and systemic guidance for companies in financial distress, SOT, default and/or capital and in need of capital loans and floor plans; management and operational issues
Commercial real estate development, reconstruction, financing
Health care industry, including hospitals, doctors, nurses and providers
Radiology, including equipment, relationships, joint ventures and service
Product and service delivery systems for manufacturers, suppliers and dealers
Facilitation and coordination of legal, tax and accounting and financial advice and guidance
U.S. consulting services for Australian, Chinese, and Indian companies
Consulting, market and price point analysis, brand review assessment and development services for companies within TKG disciplines
TKG also supports Imaging the World, a not-for-profit company co-founded and directed by Dr. Destigter, a member of TKG, with Dr. Steven Braff and James Kaufman as ITW Board Members."
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Thomson Reuters Elite, part of Thomson Reuters Legal, today announced plans to support its Enterprise™ financial and practice management platform on Microsoft® Windows® 10. The announcement comes following Microsoft's recent launch of Windows 10, in order to help firms that own Enterprise to plan for future upgrades.
To find out dates when compatibility for Enterprise 3.9 and 3.10 on Microsoft Windows 10 will be available, and for other details, Elite clients can view the Elite Knowledge Base, and search for article #137210.


V-Mythical went super popular last season! We are very honored with your support, thus presenting you the 2nd version of V-Mythical, now Mythical the 2nd. This aurora blue Swarovski crystals are to die for! Coupled up with 925 Sterling Silver, it's posh on a new level!
*May take up to 1-2 weeks depending on stock availability .


Midcoast CoWork LLC, a coworking space currently in an office above Weatherbird Shops at 72 Courtyard St., Suite 4 in Damariscotta, hopes to expand into a larger space downtown.
Midcoast CoWork was created by members of Buzz Maine, a downtown coworking space, after it closed in June 2018. Coworking refers to the sharing of office space by people who do not work for the same business, but are remote workers or self-employed.
Buzz Maine opened in the Gilbert E. Gay building at 133 Main St. on Sept. 26, 2016 and expanded onto the second floor in 2017.
The business touted itself as a "21st-century workplace" and earned accolades, including a Business Enhancement Award from the Damariscotta Region Chamber of Commerce in May 2018, but closed a month later.
Sato-Papagiannis, of Alna, created the LLC with software engineer Jesse Butler, mobile developer Erik Mitchell, and Richard Genthner, director of DevOps at Makerbot.
The LLC now has around 15 members, many of whom were members of Buzz Maine.
Withers, of Bremen, said he joined the coworking community because he needs a good internet connection for his work.
"There really is a sense, when you work from home, of isolation, and it does kind of drive you crazy," Withers said.
The current space has two rooms, with five desks and a large table. It has high-speed internet from Tidewater Telecom Inc., of Nobleboro. Members bring their own computers.
The cost is $150 per month for a desk, where the member may leave his or her belongings; $100 per month for a guaranteed spot at the table, but the member must bring belongings back and forth; or $65 for a floater.
Sato-Papagiannis said that while Midcoast CoWork's current space cannot accommodate many new members, she hopes to find a larger space downtown.
If she does, she hopes to make Midcoast CoWork her own business. The business is currently a partnership between the four founding members, but the group has discussed having Sato-Papagiannis reopen in a new location as the sole owner.
"We support Katy's vision and want to see it grow," Butler said.
She wants to keep the business downtown, close to parking, coffee shops, and food.
She hopes that with a larger space, more people could join and summer visitors could have a place to work or hold meetings.
"I think it can work in this area. I think there are enough people to support a business," she said.
"It's a very supportive community," Mitchell said of the members.
For more information, go to midcoastcowork.com.


Anthony Williams from Freedom Life Living shares his very best tips and strategies to help you create freedom and live life to your fullest potential; everything from how to be and stay motivated, inspiration to change for the better, secrets to success, entrepreneurship, self development, how to make money online, being healthy and physically fit, being happy and productive, mindset, and much more! This Podcast is constructed to help you make continuous progress in each area of your life so that you can have lasting growth and fulfillment in your life. To visit the blog, go to http://freedomlifeliving.com.


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The Devata Giving Circle was founded in 2010 based on a shared commitment to advance the human rights of Cambodian American women and girls.
To advance and change our society, women and girls must participate at every level of the decision-making process. But for too long, their voices have been silenced, neglected, and unheard.
Despite the fact that women hold positions of power and leadership in every arena, barriers still exist and prevent women and girls from achieving their fullest potential. This is especially true in Cambodian American communities.
Having arrived in the United States as refugees since the early 1980s, the majority of Cambodian Americans are survivors of the Khmer Rouge Killing Fields. Coming out of this conflict, the priority has been daily survival.
In this environment of transition and struggle, Khmer women and girls face limited opportunities for growth and development.
Devata Giving Circle is changing this reality by strategically investing in Cambodian women and girls. Through our collective efforts, we will inspire our friends and communities and mobilize resources to support dynamic Cambodian American women and girls who will contribute to building vibrant communities. While the challenge is immense, we believe it is a unique and timely opportunity to invest in this initiative.
Devata Giving Circle is hosted by the Asian Pacific Fund(APF), a 501(c)(3) organization. APF manages our donations and their nonprofit status makes donations to the Devata Giving Circle tax deductible.
Devata Giving Circle is a member of the AAPIP (Asian Americans / Pacific Islanders in Philanthropy) National Giving Circle Network.

redpajama_set_name: RedPajamaCommonCrawl


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90 Day Fiance S7 E13: The Complete Details
The seventh season of '90 Day Fiance' has been an eventful ride. Among the featured couples, some have tied the knot, others have already broken up, and the rest are still figuring out about what to do. But time is running out and the pairs need to reach a final decision – do they want to stay in the US after saying their vows or do they wish to pack their bags and go back home.
The season recently finished airing its 12th episode this week. Now, if you wish to know the streaming and airing details of the upcoming episode, you can go through this article that tells the whens and hows of '90 Day Fiance' season 7 episode 13.
90 Day Fiance Season 7 Episode 13 Release Date: When Will It Premiere?
'90 Day Fiance' Season 7 Episode 13 will premiere on Sunday, February 9, 2020, on TLC, at 8 PM ET / 7 PM CT.
Where to Watch 90 Day Fiance Season 7 Episode 13 Online?
You can watch the latest episode of '90 Day Fiance' if you have a cable connection, by tuning in to TLC at the above time slot.
You can also watch the released episodes online by logging into TLC's official website. There are several other streaming options as well. You can live-stream the series on Philo TV, Directv, Sling TV, Fubo TV, or YouTube TV. Previous episodes are available on Hulu and for purchase on Amazon Prime Video.
90 Day Fiance Season 7 Episode 12 Recap:
Michael and Juliana's wedding wraps up beautifully with the former's wife accepting the union and his kids raising a toast to the nuptials. On the other hand, in Nigeria, Angela finally agrees to go for a Nigerian wedding so that she and Michael can then apply for a spousal visa.
Robert and Anny go shopping for bridal shoes, with Robert telling her that he is apologetic for his brother doubting her intentions. Syngin visits a South African friend named Jhaart, residing in Pennsylvania. Since he has only three more weeks to decide if he wants to marry Tania, he discusses his concerns with his friend. In a shocking revelation, it is unraveled that Tania's first love was, in fact, Jhaart! Well, it seems their relationship is in trouble.
Jasmin and Blake are in the midst of their previous argument but still, they are gearing up for the upcoming wedlock. Sasha and Emily are also getting ready for their nuptials in Portland, Oregon. Emily's sister Betsy arrives to help out her sibling. In a later scene, they finally tie the knot.
Anna and Mursel have already broken up, with the latter moving back to Turkey. But then the production crew gets a call from Mursel, saying that he wants to come back since his family now approves of the wedding. Well, that's weird! This matter could be solved over a phone call, we guess. Moving on, it's also revealed that they need to tie the knot in two days.
Mike discusses with an immigration lawyer about Natalie's visa status and says that he is not yet sure if he should call it quits or give her another chance.
In the upcoming episode, we will see how Angela arranges for an American witness during her Nigerian wedding. Blake's mom is still doubtful about Yasmin and Michael tells Sarah that he does not want to go ahead with a prenup for Juliana. Mike and Natalie are still confused and Anna needs to ensure that she marries Mursel before the deadline. It also seems like Robert may again get confused when he stands at the altar with Anny.


Electronics kits and components, laserable materials, 3D printer filament and tools are now available for purchase at MELD. Purchases are available both online and in-store.
Since the beginning of MELD one of the things I've wanted to add is retail options both online and offline. As of today you can purchase items both online and onsite at MELD.
The goal is for MELD to become one of the best places in the Fargo/Moorhead area to purchase electronics supplies and components like Arduino and Raspberry Pi boards, 3D printing supplies, and materials suitable for laser cutting. In addition there will be MELD-branded merchandise, such as t-shirts and mugs. As you can see from the picture, we're starting small but have big plans!
Check out our current inventory in the online store.
If you have any items you'd like me to start stocking sooner rather than later please leave a comment below!


Standing around doesn't tend to accomplish much. In fact, standing around will only serve to waste time and possibly cause everyone to hate you. Why? Very simple. When you are not working, and merely standing around, you are often perceived of as being lazy. Simple truth, nobody wants to work with somebody who is perceived as lazy.
In the twentieth chapter of Matthew's gospel, Christ Jesus tells a parable. I've touched on this parable before. It is the parable of the workers in the vineyard. We all know this story. The owner of a vineyard hires some workers, later he goes out and hires some more workers, later he find yet more workers just standing around, and hires them too. When the work day is done, he pays the last one he hired first, and the first guys to get hired get paid last. The vineyard owner paid everyone the same, and the guys who were hired first got upset about this, never mind that they had agreed to the wage they received.
It is this last group of workers that I want to look at. Why were they not hired until nearly the end of the day? Were they lazy? All we really know is that nobody had hired them, and that the vineyard owner sent them to work his fields, along with the rest of the workers he hired. This also means that during that time that they weren't working, they were standing idle, not accomplishing anything. We also know that they were resented by the other workers when they received the same pay as those who'd worked the full of the day.
Truthfully, I think we can all understand why they were angry. In the everyday world, to pay more or promote somebody who has not worked very long is a slap in the face to those who've worked for a long period of time. While a business may feel justified to do as it will, it really is not good practice to elevate somebody who has only worked a short time over those who have been there a while. The fact of the matter is that the person who gets more pay or promoted above the workers who have been there a while is perceived as lazy, and sadly, in some cases, they are.
I will not dispute the generosity of the vineyard owner. Likewise, I would not dispute a business that hired somebody for particular position if they were genuinely qualified for that position. However, I do dispute unfairly promoting an unqualified individual above those who have had more time in service and are more familiar with a given job, having actually done the job.
Yes. On the last day, the last shall be first; and the first shall be last. However, we must still live in the here and now. To that end, it is a disservice to promote somebody who is a latecomer and has barely done their job above those who've been doing the job for a long period. In life, we are not equal, nor can we be. Only in God's kingdom can we ever be equal, and that can not be done in this life.
The guys in the parable who were hired toward the end of the day were made equal with those hired at the beginning of the day. Why? Because the vineyard owner saw them all as equal. This only proves the generosity of the vineyard owner. The workers hired at the beginning of the day became greedy, when the last guys were paid the same as what the first guys agreed to.
Much like the broom in the picture above, people who stand around, and do not work, accomplish nothing. The Apostle Paul stated it best when he said in 2 Thessalonians 3:10 "For even when we were with you, we would give you this command: If anyone is not willing to work, let him not eat." In truth, anyone who doesn't actually work doesn't deserve to get paid, nor promoted.
Whether we do a little or do much, God sees us all equally. However, the workers who do their job are the ones who should be receiving pay and promotions. Just because we are equal before God doesn't excuse us from working, nor does it give us permission to slight those who have worked hard in favor of those who have barely worked at all. Yes, the workers in the parable felt slighted, but were given what they had honestly earned. The latecomers were given the same by the grace of the vineyard owner, however, grace should not be license to not work.
By grace, God gave his son, Christ Jesus to die for our sins. Let us not use that grace as a license to sin.
This entry was posted on 08/11/2015 by Christopher Rose in Discernment, Greed, Other and tagged Christ Jesus, grace, lazy, promotion, standing around, work.


The Obsidian Skull is an accessory that grants the wearer immunity to damage from fire-based blocks, such as Meteorite, Hellstone, and Hellstone Bricks, with an additional one defense.
They can be sold for a respectable amount of money, considering the minority of resources needed to craft them. As Obsidian does not sell for anything, extra may be crafted into these and sold.
They do not protect the wearer from lava damage.
Changed crafting recipe to require 20 Obsidian instead of 10.
Lowered defense bonus from 2 to 1.
Two or more skulls can no longer be equipped at one time.


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Deerstones, EN BD23 6, North Yorkshire, England.
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You've likely seen a phrase like this, or fairly similar anyway, in articles and posts about how to be successful with a business. It's a common truth: people are more likely to by something from a business when they feel like they have a personal relationship with that brand.
In order to reach this point, it becomes necessary to emphasize consumer recognition, retention, and satisfaction when implementing a marketing plan. This is what relationship marketing happens to do.
The primary advantage of relationship marketing is that it forces a brand and business to focus on long-term goals instead of short-term success. You are doing more than just getting someone to buy something. You're looking at ways to have that customer continue buying things because they see value in the brand.
The primary disadvantage of relationship marketing involves cost. Providing value to an existing consumer base does not guarantee an increase in repetitive sales. This is especially true for a brand and business that provides products or services that offer a long-term user experience.
Here are some additional pros and cons of relationship marketing that are worth considering before including its principles into a future campaign.
What Are the Pros of Relationship Marketing?
1. Returning customers often purchase more than first-time customers.
Because you are able to retain customers, you're able to create an atmosphere where a greater per-purchase average can occur. This will help a brand and business create more revenues out of their current customer base.
According to reporting by CMS Wire of data collected by SumAll, 25-40% of the total revenues of stable businesses comes from returning customers. Businesses at the 40% revenue level in returning customers were able to generate 47% more in revenues than businesses that only have 1 in 10 repetitive customers purchasing products or services.
2. Sales are able to multiply with a minimal investment.
Many customers who have a relationship with a brand will purchase upcoming products because of the past values experienced in previous purchases. This means the only marketing effort required is to make the current customer base become aware of a new product or service that is being offered.
3. Positive experiences help to create viral positive one-on-one marketing.
People leave reviews for brands and businesses when an experience goes beyond their expectations. This is why there are so many negative reviews: a customer expects to receive a positive experience.
When your marketing is focused on the value propositions you can provide, then it becomes possible to exceed expectations in a positive way to generate a positive review, word-of-mouth marketing, and social network sharing.
4. It creates personal connections.
Although the marketing efforts may connect a customer with a brand, the end result is that customers make personal connections with employees as well. For local brick and mortar businesses, the managers or owners become a representation of that brand in the community as well. If a customer interacts with that person, they are also interacting with that brand, which increases the chances of a future purchase.
5. Brands and businesses receive honest insights from invested people.
It's often a series of small concerns which ends up taking down a brand and business instead of one large issue. The proverbial "straw that broke the camel's back" can be found and removed thanks to relationship marketing. This is because customers become personally invested with the business. They want to see it succeed because that becomes a personal success for them.
6. It creates opportunities to solve problems immediately.
There isn't a brand and business on our planet that is 100% perfect. Products sometimes fail. Services don't always get provided as intended. When relationship marketing efforts are in place, it gives an organization an out to be able to keep that customer. This is because customer contacts are at the forefront of this marketing effort.
From customer service lines to Twitter accounts to in-person visits, the ability to effectively handle a problem and then resolve it in a positive way contributes to the marketing efforts.
7. There are multiple avenues of relationship building available today.
Brands and businesses today have advantages that have never before been seen in our world. With social media, a brand can make an immediate 1-on-1 impact on customers. They can use their social media accounts and pages to keep reinforcing the value propositions that are offered. Even a brief email, which takes seconds to write, can have a long-lasting influence on a customer.
This is combined with the in-person contacts, direct mail contacts, and other forms of communication that are offered to everyone today. There are even under-utilized communication methods that can be used to advance a marketing campaign like this. Skype, FaceTime, and SnapChat are just three examples where a business can reach out with a representative to reinforce the value of their brand.
What Are the Cons of Relationship Marketing?
1. New customers are treated as a secondary commodity.
You want to retain your best customers, but you also sometimes need new customers to meet your budget goals. With relationship marketing, the focus of a brand and business is placed first on retaining and supporting the current customer base. This causes new customers to be overlooked and possibly ignored.
2. Negative information can ruin a relationship marketing campaign.
Because of the amount of sharing that happens today, all it takes is one negative experience that gets shared with others to cause this type of marketing to fail. Many consumers are focused on immediate, short-term values.
If you fail to provide them, then those customers aren't going to look at long-term benefits. They'll look to see who can provide them with immediate gratification from your competitors.
3. It takes time for relationship marketing to be effective.
Many customers feel like a brand and business which wants a relationship with them should be able to make time for them. This means there will be customers that want to receive direct answers from employees or representatives instead of finding the information on their own. Not only does it take time to develop the relationship, but many workers will also be asked to increase their 1-on-1 time commitments to continue the process.
4. Relationships can become to close sometimes.
Having a strong relationship with a customer is a good thing. Having a relationship that becomes close to intimate, however, can be a bad thing. When managers are paying too much attention to the needs of their customers, then they are not paying enough attention to their direct reports or tasks that need to be completed.
This can cause the brand and business to lose on the back end of a successful relationship marketing campaign.
5. Value propositions change over time, so the marketing efforts need to change too.
Some products always have a certain amount of perceived value. Take coffee, for instance. Millions enjoy a cup or two of coffee in the morning as part of their routine. It always has a basic value. What if one brand comes up with a type of vanilla flavored coffee that costs $2 less than the regular coffee of another brand that has been successful?
Now the value ratios have changed. Not only can a consumer get flavored coffee, but it costs them less to do so. Without a change in the marketing approach, the brand selling regular coffee will find themselves lacking customers over time.
6. It can require a culture change.
A brand or business cannot implement a relationship marketing strategy without having the culture of the organization supporting it. If a customer comes to the brand, expecting a supportive experience, but receives something else, then the likely outcome is a shift in business to the competition.
The worst negative reviews come when customers vote with their money and your brand and business isn't on the ballot.
7. Some returning customers may expect a discount.
There will always be some customers who expect to be treated better by a brand and business because they are returning for another purchase. They want discounts that go beyond the normal sales and offers that might be part of a marketing effort. Without that "extra" benefit, they may say they'll go to the competition – sometimes even under the threat of leaving a negative review.
These are not the customers a relationship marketing effort should target. Brands must recognize the lack of value in such an offer. If an "extra" discount is given, that customer will want even more benefits on their next follow-up visit.
The pros and cons of relationship marketing show that the efforts of a brand and business to connect with existing customers can increase revenues. It may also improve a brand's reputation. A campaign such as this is not without risk, however, so there must also be flexibility built into each marketing effort so that a brand and business can adapt to the changing needs of their core demographics.
Have you had the privilege of implementing a relationship marketing campaign? What is the most important lesson you learned from your experiences that you could share with those who may be starting their first campaign right now?


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← 1. The need to ramp up testing (for many purposes)
3. Defining the policy problem: 'herd immunity', long term management, and the containability of COVID-19 →
2. The inadequate supply of personal protective equipment (PPE)
The inadequate supply of PPE is a feature of almost every evidence session (more so than the focus on adequate numbers of ventilators and ICU capacity – 17.3.20: q67, q124, q139-44; 26.3.20: q194; 14.4.20: q306; 17.4.20: q296).
Initial sessions focused on who should have access to PPE (for example, perhaps not GPs since people are advised not to attend surgeries – Harries, 5.3.20: q51) and the limited training on how to wear or dispose of it safely (Whitty, Chief Medical Officer, 5.3.20: q53).
The remaining sessions exposed a gulf in feedback between: (a) people giving oral evidence to the committee on behalf of government bodies, and (b) most other people responding to requests for information by MPs.
This disconnect prompts several MPs to describe PPE as a policy 'fiasco', note its impact on already decreasing trust in government, and connect this problem of trust to issues such as
PPE standards that seemed out of step with WHO guidance (for example, 26.3.20: q237-48), and
the reclassification of COVID-19 as no longer a 'high-consequences infectious disease' (note: it relates to the individual, not the population) (17.3.20: q170; 26.3.20: q258-9).
In other words, UK bodies denied – with only moderate success – that changes to PPE advice related to shortages of the right equipment.
Examples of specific PPE discussions include:
Pritchard (Chief Operating Officer, NHS England) and Stevens describe sufficient stockpiles but temporary distributional issues and a need to ramp up supply in the future, perhaps solved in a week (17.3.20: q129-31; 137). The Chair, Jeremy Hunt MP suggests that this answer is at odds with feedback from NHS staff describing access only to paper masks and aprons (17.3.20: q132).
Feedback from representatives of staff seeking PPE describe something more akin to a shortage crisis (for example, Nagpaul, 26.3.20: q239; Bullion, 26.3.20: q264; Green, 26.3.20: q266 and 289; Pittard, 17.4.20: q296; Kinnair, 17.4.20: q297 and 305). Again, Sarah Owen MP (26.3.20: q249) sums up the major gulf between oral evidence on PPE (from PHE and others) and the wider feedback from NHS and other care workers on the inadequacy of supply of the right protective equipment.
Hancock (17.4.20: q306) describes the supply of PPE (and ventilators) as the third element of his 'battle plan' (compare with Taiwo Owatemi MP, 17.4.20: q316 and Yvette Cooper MP, 17.4.20: q319 and a series of questions q348-58). However, Hopson (Chief Executive, NHS Providers, 14.5.20: q92-95) describes continued uncertainty (particularly with gowns), making it difficult to plan surgery or find the right PPE for women and ethnic minority staff, while Green (19.5.20: q470) describes the situation as far worse outside of NHS settings (on the assumption that the NHS was prioritised).
By June, Deighton, as 'Adviser to the Secretary of State on PPE', describes overcoming supply problems and taking the 'kinks' out of logistics (3.6.20: q553-4) and improvement by the day, while most questions suggest that this image of hope is still at odds with other feedback to MPs.
9 responses to "2. The inadequate supply of personal protective equipment (PPE)"
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Q: Trilateration with distance measurement errors In this link, the process of trilateration is given.
And this is my java code for the localization process:
public static double[] localize(final double[] p1, final double[] p2, final double[] p3, final double[] p4, final double r1, final double r2, final double r3, final double r4)
{

    double[] ex = normalize(difference(p2,p1));
    double i = dot(ex, difference(p3, p1));
    double[] ey = normalize(difference(difference(p3,p1), scalar(i,ex)));
    double[] ez = cross(ex, ey);
    double d = distance(p2, p1);
    if(d - r1 >= r2 || r2 >= d + r1 )
        return null;
    double j = dot(ey, difference(p3, p1));
    double x = ((r1*r1) - (r2*r2) + (d*d)) / (2*d);
    double y = (((r1*r1) - (r3*r3) + (i*i) + (j*j)) / (2*j)) - ((i*x) / j);
    double z = r1*r1- x*x - y*y;
    if(z < 0)
        return null;
    double z1 = Math.sqrt(z);
    double z2 = z1*-1;

    double[] result1 = new double[]{p1[0], p1[1], p1[2]};
    result1 = add(result1, scalar(x,ex));
    result1 = add(result1, scalar(y,ey));
    result1 = add(result1, scalar(z1,ez));

    double[] result2 = new double[]{p1[0], p1[1], p1[2]};
    result2 = add(result2, scalar(x,ex));
    result2 = add(result2, scalar(y,ey));
    result2 = add(result2, scalar(z2,ez));

    double d1 = Math.abs(distance(result1, p4) - r4);
    double d2 = Math.abs(distance(result2, p4) - r4);
    if(d1<=d2)
        return result1;
    else
        return result2;

}

But now, as shown in this paper, I want to instroduce some errors to distance measurements.
For an error alpha, There will be six spheres intersecting: three inner spheres and three outer spheres.
Their thickness will be amount of alpha(the measurement error).
I will get two areas instead of two points. But how do I estimate the position of a point given two areas?
In order to write such code, I tried this approach:
public static boolean inside(final double[] p, double[] c, final double r, final double error)
{
    if(Math.pow(p[0]-c[0],2) + Math.pow(p[1]-c[1],2) + Math.pow(p[2]-c[2],2) >= r-error)
        if(Math.pow(p[0]-c[0],2) + Math.pow(p[1]-c[1],2) + Math.pow(p[2]-c[2],2) <= r+error)
            return true;
    return false;

}

public static double[] localize(final double[] p1, final double[] p2, final double[] p3, final double[] p4, final double r1, final double r2, final double r3, final double r4, final double error)
{
    double[][][] result = new double[8][3][3];
    result[0] = intersection(p1,p2,p3,r1-error,r2-error,r3-error);
    result[1] = intersection(p1,p2,p3,r1-error,r2-error,r3+error);
    result[2] = intersection(p1,p2,p3,r1-error,r2+error,r3-error);
    result[3] = intersection(p1,p2,p3,r1-error,r2+error,r3+error);
    result[4] = intersection(p1,p2,p3,r1+error,r2-error,r3-error);
    result[5] = intersection(p1,p2,p3,r1+error,r2-error,r3+error);
    result[6] = intersection(p1,p2,p3,r1+error,r2+error,r3-error);
    result[7] = intersection(p1,p2,p3,r1+error,r2+error,r3+error);
    for(int i=0; i<8; i++)
        if(result[i] != null)
            for(int j=0; j<2; j++)
                if(inside(result[i][j], p4, r4, error))
                    return result[i][j];
    return null;
}

Which gives me null all the times.
Could you help me to get through this?
Edit: The function intersection() is same as localize(). It does not pick any point, but returns both.
Brief summary of the paper:
The paper investigates the 3-D localization by using pairwise distances and the effect of distance measurement errors. The interesting part is, in the paper, the quadratic equations were used to build linear matrices and therefore, the localization was done by using more than four beacons(references). Here, you can search for the keyword error and see how the error was modelled and how the linear equatios were built.
Moreover, I'll refer to this paper for the 2-D version of the problem.

redpajama_set_name: RedPajamaStackExchange


Emeryville, CA, Jan 7, 2016 — 4D Molecular Therapeutics (4DMT), a leader in Adeno-Associated Virus (AAV) gene therapy vector discovery and product development, today announced both an investment by and a collaboration and license agreement with Pfizer Inc. (NYSE: PFE) to discover and develop targeted and proprietary next-generation AAV vectors for cardiac disease indications with high unmet medical need. 4DMT will deploy its proprietary AAV vector discovery platform, Therapeutic Vector Evolution, to potentially identify and optimize novel gene delivery vectors for use in potential cardiac gene therapy products.
Key terms of the agreements include an equity investment by Pfizer, an upfront license payment to 4DMT and potential development and commercial milestone payments plus tiered royalties to 4DMT on net sales of any potential products that result from this collaboration. Pfizer has also committed to an additional investment in a future equity round subject to certain conditions. In conjunction with their equity investment, Pfizer received a seat on 4DMT's board of directors.
"In spite of considerable progress in our understanding of cardiovascular biology, heart disease continues to have a significant adverse effect upon health worldwide. Pfizer is committed to addressing this major medical need using new technologies as they become available, including the rapidly evolving toolkit of cardiac gene therapy," said Rod MacKenzie, Senior Vice President, Pharma Therapeutics Research & Development, Pfizer.
4DMT is focused on the discovery and development of targeted and proprietary AAV gene therapy vectors and therapeutic products. Our robust discovery platform, termed Therapeutic Vector Evolution, empowers us to create customized gene delivery vehicles to deliver genes to any tissue or organ in the body, by optimal clinical routes of administration and with antibody evasion. These proprietary and targeted products allow us to treat both rare genetic diseases and complex large market diseases. 4D is creating a diverse and deep product pipeline through partnerships, while progressing internal 4D products toward clinical trials in parallel. 4D partners include: Pfizer (PFE), Roche (SIX: ROG; OTCQX: RHHBY), uniQure (QURE), AGTC and Benitec.
Current clinical stage gene therapy products are based on AAV (Adeno-Associated Virus) viruses that are generally "wild-type" or primitive vectors, meaning they were found in nature as laboratory contaminants or as monkey infections. These first-generation AAV vectors, while generally safe and well-tolerated in patients, do not have optimized delivery properties and often require aggressive and/or invasive dosing to attempt the desired transduction of target cells. 4DMT is advancing the field of AAV vector technology by deploying principles of evolution and selection to create and isolate vectors that efficiently and selectively target the desired cells within the diseased human organ via clinically optimal routes of administration. Our Therapeutic Vector Evolution platform utilizes approximately 100 million unique AAV variants from proprietary 4DMT AAV libraries with unmatched diversity. 4DMT then applies proprietary methods to identify lead vectors that are highly optimized for a specific target cell and organ, route of therapeutic administration, and capacity to evade antibodies. The result is a customized, novel, and proprietary pharmaceutical-grade vector uniquely designed for therapeutic gene delivery in humans.


We have recently came back from our trip in Kyushu Japan! Since we travelled all around the beautiful island, this time we decided to rent a car and had a self driving tour! We rented with Tabirai and were impressed by their service! In this blog we will review Tabirai and provide a step-by-step guide to Japan car rental!
In addition to rental car charges, basic insurance, collision damage waiver (CDW), English car navigation (GPS), consumption tax are also included in a price that is easy to understand and secure. Insurance from individual car rental companies (NOC compensation insurance) is optional and can be added on the date of car rental as needed.
There are numerous car rental company in Japan, and comparing across all of them can be annoying and wasting time. Luckily, Tabirai works will all six major car rental companies in Japan, including Orix, Nissan, Times, Toyota, Nippon, and Budget. No need to go to six different sites and you can pick the company with the best price and closest to your hotel!
Once the reservation is completed online, the specified rental is guaranteed. After that, simply go to the rental car company office on the pick and date and you are good to go!
Member registration and credit card information are unnecessary at the time of reservation. This is especially important as some Japanese website will only accept Japan issued credit cards. Payment should be made at the car rental office on the departure date.
On the day of the car rental, we arrived at Budget Tenjin Watanabedori bright and early. The staff greeted us warmly. We showed them the confirmation email from Tabirai and go through all the paperwork. Since we are coming from Canada, we have to get an International Driving Permit from the local CAA prior to departing for Japan.
Prior to getting the rental car, we also need to watch a short safety video. It was neat that the video player was in a thin folder!
After all the paperwork and video, we are ready to get into the car! We performed a visual check with the staff to make sure there are no scratches. The staff then will show you the basic operations like keys, push button start, shift, pedals, break, and GPS.
The car we got was a Honda Fit hybrid. Despite it being a small car (for North American standard), the car's back trunk can fit two large suitcase and two carry-on luggage with ease! Since we only have two people we also used the back row for bags and other items.
Overall the picking up car process takes around 15 minutes. With paperwork all done and luggage all loaded up, we are finally ready to drive and explore around Kyushu!
Driving in Japan is fun and easy. The roads are orderly and signs easy to follow despite in Japanese. Coming from Canada, we have to adjust and get used to the wheel on the right side. It wasn't as bad as we thought, we just always mix up between the two levers behind the wheel, turning on the wipers when we are meant to singal!
The in-car GPS was easy to use and the direction were very clear. All Tabirai cars come with English navigation system, but we decided to change back to Japanese since we know Kanji and it was easier to match the places name.
There are couple ways to input the destination, including MAPCODE, phone number, or the full address. We found using phone number is the easiest as the phone numbers are included in Google Maps!
Driving a certainly a very different travelling experience than relying on public transit. No more being cramped on a crowded subway train or carrying all the shopped goods throughout the day. With a car you can always just dump stuff onto the car and have the freedom to go wherever you want, whenever you want. We are able to visit places we otherwise would not go without a car, such as Karatsu (Yuri on Ice, photo above), supermarkets, and gourmet restaurants that are outside of city centres!
Our road trip was coming to an end and we are ready to return the car. Prior to return the rental car, the car must be filled up to full tank of gas. Since the car is a hybrid, it was very fuel efficient. After over 600 kims driven all over Kyushu from Fukuoka to Karatsu, Tosu, Kurume, Kumamoto, Mount Aso, Yufuin, Beppu, and back to Fukuoka, only half a tank of gas was used!
Budget provided a map with the gas station closest to the car rental office (with Mapcode too!). We used a self serve station, and filling up gas in Japan in mainly the same as with other countries. One cool thing is that you can pay cash at the pump and no need to run inside to find the attendant! Another thing to note is that the car rental office would require the receipt of the filling when returning the car, so make sure to keep it!
We filled up the car and drove back to Budget. Returning was a breeze, just parked the car, unload the luggages, sign the form, and you are good to go.
For those using ETC (Electronic Toll Card), the agency will print out details of toll charges and you can pay when returning the car. Since we purchased the Kyushu Expressway Pass (KEP), the staff will go through the list, cross out tolls that are covered by the KEP, and you can just pay for the uncovered tolls (e.g. toll routes within Fukuoka).
Overall we enjoyed our car rental experience with Tabirai and our driving experience in Kyushu! Tabirai's website was easy to use and navigate, and having a car makes the trip much easier and enjoyable. We will definitely use Tabirai again next time when we are looking for a rental car in Japan, perhaps in Okinawa or Hokkaido!


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British Council Publications
For fresh and innovative perspectives and ideas on English language teaching from around the world, be inspired by the British Council's publications. You can access our full range of publications, including our series of Research Papers (as free PDFs) here.
Know more about the publications and download them now.
Developing effective learning in Nepal: Insights into school leadership, teaching methods and curriculum
This British Council publication on developing successful schools in Nepal provides on-the-ground insights into curriculum, pedagogy and school leadership. Through case studies from researchers, teachers and practitioners within the country, alongside reviews of the research literature from international academics, the reader comes away with a deeper understanding of the opportunities, challenges and best practice unfolding in the Nepalese school system.
Book review: Developing effective learning in Nepal: Insights into school leadership, teaching methods and curriculum
The Existing Situation of Digital Literacy and Use of ICT in Public Secondary Schools
This research focuses on the baseline study of the existing situation of teachers' digital literacy and the use of ICT in public secondary schools. The research explores challenges in using ICT, assessing the effectiveness of the current ICT practices at schools and including teacher's motivation for using these tools in the classrooms.
Download: The Existing Situation of Digital Literacy and Use of ICT in Public Secondary Schools
English language and medium of instruction in basic education in low- and middle-income countries: a British Council perspective
This EMI position paper presents some of the complexities, confusions and challenges of English as a Medium of Instructions in basic education, summarises available evidence on the relationship between the medium of instruction (MoI) and learning outcomes, and outlines the British Council's position on English in mother tongue-based multilingual education.
Download: English language and medium of instruction in basic education in low- and middle-income countries: a British Council perspective
English Language Teaching in Nepal: Research, Reflection and Practice
The book is focused on English language teaching (ELT) in Nepal and offers numerous insights into policy and practice in English teaching in Nepal. It also contributes to a solid foundation for the evidence-based educational policymaking that is critical if English language education in Nepal is to make a meaningful contribution to improving the lives of all children in schools across the country and not just act as another means of differentiation between those in higher and lower socioeconomic groups – bluntly put, between the rich and the poor.
Download: English Language Teaching in Nepal: Research, Reflection and Practice
Journeys of Reflective Practice
This book is a compilation of the research findings and reflections from 10 teacher educators who have effectively demonstrated their understanding of action research and classroom enquiry.
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Report: Role of English in Skills Development in South Asia
The report explores the evidence that exists about the relationship between education, English language skills, skills development, and economic development. This research conducted in South Asia confirms a link between quality education and economic development.
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Bold and fresh, The 1975 has released yet another album that is perfectly modern. The English band, which consists of Matty Healy, George Daniel, Ross MacDonald and Adam Hann, recently released their third album A Brief Inquiry Into Online Relationships. The album was highly anticipated and fans hoped that it would match up to the previous two; thankfully, it did.
Just by looking at the album's cover, you can tell it's different from the previous ones. While the covers for The 1975's first and second albums are essentially the same photo with a different color scheme, this simplistic design was a clear indicator of something new. It wasn't my personal favorite–the design was just a bit too simple–I respect that they took a risk and made it different from the previous covers. The title itself was perfectly picked. A major theme in many of the album's songs is the internet and it's effect on life. What I found interesting is that the "online relationships" in the title may not be referring to one between people, but one between people and society, and people and themselves; something that is accurately reflected through the songs themselves.
The album starts with their distinct song "The 1975." For each of their albums, The 1975 includes a variation of this short song, which features the iconic opening lines "Go down / Soft sound." It's these four words that get any fan hyped for the rest of the album, so putting a spin on the song specific to that album is critical. This time, the band opted for a seemingly robotic sounding vibe, in which Healy's voice sounded almost auto tuned, just without the associated cringiness of auto tune.
The most artistically different song on this album would have to be "The Man Who Married A Robot / Love Theme". This song was unlike any I had heard before. Instead of the structure of a typical song, this one sounded more like Siri reading poetry. I didn't expect anything of this sort to be on the album, but it still intrigued me. I found this song especially interesting because the closer that I listened, the more I realized how relevant this song was. With lyrics like "the man trusted his friend so much / 'I feel like I could tell you anything' / 'you can, you can tell me anything, I'm your best friend…", it's easy to find a connection between the song and the general trust that we associate with the internet today. I would love to see what the band does with this song live, since it has such a different style.
One song that was essentially a statement about society was "I Like America & America Likes Me", which featured a set of lyrics that particularly stuck with me: "Kids don't want rifles / They want Supreme / No gun required!" Even with such simple words, The 1975 conveys a meaning that is, sadly, relatable to many high schoolers today, especially in the wake of the Parkland shooting. With lyrics like this, it was easy to relate to the song, which isn't hard on the ears either.
"Love It If We Made It," was released as a single and is one of my favorites on the album. The song had more pg-13 lyrics, but it was easy to listen to and very upbeat. "Love It If We Made It," is a song that you would hear on the radio and immediately turn up. Despite being instrumentally upbeat, the lyrics in this song reflect the message that The 1975 conveys in their title by featuring a simple yet effective line: "Modernity has failed us." The song also mentions immigration, Kanye West, the late Lil Peep, and a cry for help in the lyric "Jesus save us!" These references keep the song relevant and a reminder of the state of our society.
The only thing I would change about this album besides the cover is the release of the singles. The 1975 released five singles prior to the full album, which were all upbeat and catchy. While each of these singles hyped me up for the album, I wish that a variety of songs had been included.
ABIIOR combines classic sounds with relevant references, making it an artistic statement worth listening to. In a society that requires confining expectations, ABIIOR is a down-to-earth, breath of fresh air that unapologetically breaks them.
Anna Woodward is a sophomore and staff writer. When she's not writing stories, she enjoys listening to music, playing the piano and watching movies.


Co-founder Steve Wallington along with team member Mikki Hackett visited LAE Tottenham School for the first photo-therapy workshop as part of our project to get young people connecting photography with their own well-being and mental health.
42 students signed up for our Photography Movement course.
We organised the pupils into groups of six for the mind-mapping part of the workshop. Steve and Mikki then guided them through some of the most captivating photo-stories from our Calm Photography Movement Exhibition 2017 with Getty Images.
Steve also shared some his personal photo stories before each table was given 2-3 of what we believe to be some of the most iconic photos from the 20th century plus a few more recent photos. We then asked them to write down what they felt or saw when looking at the photograph.
It was inspiring to see how engaged and enthusiastic the students were who came up with some compelling interpretations of what they personally saw in each image. They grasped and explored how a single image can have a direct impact on your feelings or draw you into a story of a stranger.
All of this created an atmosphere of curiosity, openness and insights fueled by creative young minds who are seeing the power of photography. We can't wait for after half term to see what our students put into practice! Next up we will be teaching lighting plus essential camera techniques.


text:
'Jansson signing signals Brentford intent,' says Frank
Sweden defender Pontus Jansson has joined the Bees from Leeds United
Brentford boss Thomas Frank is confident new signing Pontus Jansson can prove to be the vital cog in his side's play-off push this season.
The Sweden international arrived from Championship rivals Leeds United for a reported fee in the region of £5.5 million and penned an initial three-year deal after completing a medical in London.
Jansson was a stalwart figure at Elland Road and scored three goals in 39 league appearances last season as the Whites narrowly missed out on promotion after finishing third in the league.
The capture of the 28-year-old – who has 22 caps for his country – represents something of a coup for the Bees and Frank is under no illusions about the quality he will be bring to Griffin Park.
He said: "We are very pleased with Pontus' arrival.
"The defence is an area that we have been looking to strengthen and we feel that Pontus will bring a lot to the group.
"He is a top defender, who brings immense professionalism, a great attitude, experience, defensive robustness, leadership qualities, and threat from set pieces to our side.
"Everyone knows about the Brentford model but to develop the young players we have here, we also need experience and quality in the squad to get the perfect balance.
"Pontus will add to the quality and competition for places that we need to adapt to different situations over the course of the season.
"To have someone with his CV turn down other offers to join us shows where we stand as a club now."
Let's do this!  @BrentfordFC pic.twitter.com/lCFpIjPcE1
— Pontus Jansson (@PJansson5) July 9, 2019
Jansson becomes Brentford's fourth signing of the summer following the arrival of goalkeeper David Raya, midfielder Christian Norgaard and fellow defender Ethan Pinnock.
He will fly out to join his new team-mates on their pre-season training camp in Austria on Tuesday as the Bees squad continue their preparations ahead of their Championship opener at home to Birmingham City on August 3.
Co-director of football Phil Giles admits Jansson wasn't a player who was initially on the club's radar but he is excited about how he will contribute to the side's efforts in the upcoming season.
He said: "Pontus is not a player we have been tracking for some time.
"In fact, it was only very recently that we were alerted to his availability and reacted quickly to the opportunity.
"It says a lot about Pontus that he chose to sign for Brentford as much as we chose to sign him.
"There is a mutual feeling that we can be successful together, and we wish him well during his time with us."
Warburton preaches patience as QPR continue striker hunt
Frank feeling good about Brentford's fortunes
Scowen experience means new position in QPR ranks
Brentford boss Frank buoyed by Raya capture
Rangel can't wait to get going after re-signing for QPR
Ealing's Hee strikes gold in table tennis international
Frank backs Pinnock to bolster Brentford back line
Warburton vision seduces Wales starlet Smith


Degree in Electronics Engineering or Instrumentation Engineering from a recognised university or institution.
A recognized Medical qualification included in the first or second Schedule or Part-II of the Third Schedule to the Indian Medical Council Act, 1956 and Post Graduate Medical Qualification in Anaesthesia.
Bachelor's degree in Pharmacy with 1st class, or Master's degree in Pharmacy with 1st class Registration as Pharmacist under the Pharmacy Act, 1948.
Masters Degree in Fisheries Science from a recognized University OR M.Sc. in Zoology/Marine Biology with specialization in Fisheries from a recognized University.
Click the FACEBOOK ICON below To get Alerts of All Job Notifications from WAY2TNPSC Interested and Eligible Candidates can apply before 02-Aug-18. Keep on reading this page to know all the above details. So, it will be helpful to know the procedure and details for the candidates who wish to apply for this particular vacancies.
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In spectacular scenes, a lost seal was rescued from Jellat Jellat farmland and released into the Bega River mouth on Tuesday morning. Jellat Jellat's Corrie Shepherd saw the New Zealand fur seal making its way on to the paddock from the banks of Jellat Jellat Creek. "I thought that's a strange looking cow," she said with a big smile. "He came out of the creek which makes sense." Ms Shepherd's first call was to NSW Police, who advised her to contact NSW National Parks and Wildlife Service (NPWS). NPWS rangers from Merimbula and Tanja were quickly joined by Bega Valley Shire Council Rangers who helped wrangle, transport and release the lost animal into the river mouth at Mogareeka Inlet, north of Tathra. NPWS's Grant Brewer used a purpose built net to sling over the animal and fellow ranger Brett Evans was first to pounce on the healthy male seal. Mr Brewer said the seal had been sighted in the Bega River at Jellat Jellat over the last few days. While they have received training in dealing with the animals, another NPWS ranger described the seal being on the farmland as "very odd".
In spectacular scenes, a lost seal was rescued from Jellat Jellat farmland and released into the Bega River mouth on Tuesday morning.
A lost seal was rescued from Jellat Jellat farmland and released into the Bega River mouth on Tuesday morning.
Jellat Jellat's Corrie Shepherd saw the New Zealand fur seal making its way on to the paddock from the banks of Jellat Jellat Creek.
"I thought that's a strange looking cow," she said with a big smile.
Ms Shepherd's first call was to NSW Police, who advised her to contact NSW National Parks and Wildlife Service (NPWS).
NPWS rangers from Merimbula and Tanja were quickly joined by Bega Valley Shire Council Rangers who helped wrangle, transport and release the lost animal into the river mouth at Mogareeka Inlet, north of Tathra.
NPWS's Grant Brewer used a purpose built net to sling over the animal and fellow ranger Brett Evans was first to pounce on the healthy male seal.
Mr Brewer said the seal had been sighted in the Bega River at Jellat Jellat over the last few days.
While they have received training in dealing with the animals, another NPWS ranger described the seal being on the farmland as "very odd".
Discuss "New Zealand fur seal rescued from Jellat Jellat farmland | Photos, video"


text:
package com.amazonaws.services.cloudhsmv2.model;

import java.io.Serializable;
import javax.annotation.Generated;

import com.amazonaws.AmazonWebServiceRequest;

/**
 *
 * @see AWS API
 *      Documentation
 */
@Generated("com.amazonaws:aws-java-sdk-code-generator")
public class DeleteHsmRequest extends com.amazonaws.AmazonWebServiceRequest implements Serializable, Cloneable {

    /**
     *

     * The identifier (ID) of the cluster that contains the HSM that you are deleting.
     *

     */
    private String clusterId;
    /**
     *

     * The identifier (ID) of the HSM that you are deleting.
     *

     */
    private String hsmId;
    /**
     *

     * The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     */
    private String eniId;
    /**
     *

     * The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     */
    private String eniIp;

    /**
     *

     * The identifier (ID) of the cluster that contains the HSM that you are deleting.
     *

     *
     * @param clusterId
     *        The identifier (ID) of the cluster that contains the HSM that you are deleting.
     */

    public void setClusterId(String clusterId) {
        this.clusterId = clusterId;
    }

    /**
     *

     * The identifier (ID) of the cluster that contains the HSM that you are deleting.
     *

     *
     * @return The identifier (ID) of the cluster that contains the HSM that you are deleting.
     */

    public String getClusterId() {
        return this.clusterId;
    }

    /**
     *

     * The identifier (ID) of the cluster that contains the HSM that you are deleting.
     *

     *
     * @param clusterId
     *        The identifier (ID) of the cluster that contains the HSM that you are deleting.
     * @return Returns a reference to this object so that method calls can be chained together.
     */

    public DeleteHsmRequest withClusterId(String clusterId) {
        setClusterId(clusterId);
        return this;
    }

    /**
     *

     * The identifier (ID) of the HSM that you are deleting.
     *

     *
     * @param hsmId
     *        The identifier (ID) of the HSM that you are deleting.
     */

    public void setHsmId(String hsmId) {
        this.hsmId = hsmId;
    }

    /**
     *

     * The identifier (ID) of the HSM that you are deleting.
     *

     *
     * @return The identifier (ID) of the HSM that you are deleting.
     */

    public String getHsmId() {
        return this.hsmId;
    }

    /**
     *

     * The identifier (ID) of the HSM that you are deleting.
     *

     *
     * @param hsmId
     *        The identifier (ID) of the HSM that you are deleting.
     * @return Returns a reference to this object so that method calls can be chained together.
     */

    public DeleteHsmRequest withHsmId(String hsmId) {
        setHsmId(hsmId);
        return this;
    }

    /**
     *

     * The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @param eniId
     *        The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     */

    public void setEniId(String eniId) {
        this.eniId = eniId;
    }

    /**
     *

     * The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @return The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     */

    public String getEniId() {
        return this.eniId;
    }

    /**
     *

     * The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @param eniId
     *        The identifier (ID) of the elastic network interface (ENI) of the HSM that you are deleting.
     * @return Returns a reference to this object so that method calls can be chained together.
     */

    public DeleteHsmRequest withEniId(String eniId) {
        setEniId(eniId);
        return this;
    }

    /**
     *

     * The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @param eniIp
     *        The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     */

    public void setEniIp(String eniIp) {
        this.eniIp = eniIp;
    }

    /**
     *

     * The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @return The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     */

    public String getEniIp() {
        return this.eniIp;
    }

    /**
     *

     * The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     *

     *
     * @param eniIp
     *        The IP address of the elastic network interface (ENI) of the HSM that you are deleting.
     * @return Returns a reference to this object so that method calls can be chained together.
     */

    public DeleteHsmRequest withEniIp(String eniIp) {
        setEniIp(eniIp);
        return this;
    }

    /**
     * Returns a string representation of this object. This is useful for testing and debugging. Sensitive data will be
     * redacted from this string using a placeholder value.
     *
     * @return A string representation of this object.
     *
     * @see java.lang.Object#toString()
     */
    @Override
    public String toString() {
        StringBuilder sb = new StringBuilder();
        sb.append("{");
        if (getClusterId() != null)
            sb.append("ClusterId: ").append(getClusterId()).append(",");
        if (getHsmId() != null)
            sb.append("HsmId: ").append(getHsmId()).append(",");
        if (getEniId() != null)
            sb.append("EniId: ").append(getEniId()).append(",");
        if (getEniIp() != null)
            sb.append("EniIp: ").append(getEniIp());
        sb.append("}");
        return sb.toString();
    }

    @Override
    public boolean equals(Object obj) {
        if (this == obj)
            return true;
        if (obj == null)
            return false;

        if (obj instanceof DeleteHsmRequest == false)
            return false;
        DeleteHsmRequest other = (DeleteHsmRequest) obj;
        if (other.getClusterId() == null ^ this.getClusterId() == null)
            return false;
        if (other.getClusterId() != null && other.getClusterId().equals(this.getClusterId()) == false)
            return false;
        if (other.getHsmId() == null ^ this.getHsmId() == null)
            return false;
        if (other.getHsmId() != null && other.getHsmId().equals(this.getHsmId()) == false)
            return false;
        if (other.getEniId() == null ^ this.getEniId() == null)
            return false;
        if (other.getEniId() != null && other.getEniId().equals(this.getEniId()) == false)
            return false;
        if (other.getEniIp() == null ^ this.getEniIp() == null)
            return false;
        if (other.getEniIp() != null && other.getEniIp().equals(this.getEniIp()) == false)
            return false;
        return true;
    }

    @Override
    public int hashCode() {
        final int prime = 31;
        int hashCode = 1;

        hashCode = prime * hashCode + ((getClusterId() == null) ? 0 : getClusterId().hashCode());
        hashCode = prime * hashCode + ((getHsmId() == null) ? 0 : getHsmId().hashCode());
        hashCode = prime * hashCode + ((getEniId() == null) ? 0 : getEniId().hashCode());
        hashCode = prime * hashCode + ((getEniIp() == null) ? 0 : getEniIp().hashCode());
        return hashCode;
    }

    @Override
    public DeleteHsmRequest clone() {
        return (DeleteHsmRequest) super.clone();
    }

}

redpajama_set_name: RedPajamaGithub