text:
Crisis creates opportunity. Will we seize it?
By Suzanne Bouffard and Elizabeth Foster
The Learning Professional recently interviewed Mehta about how the COVID-19 pandemic is changing teaching and learning and how to seize opportunities for improving schools moving forward. Our conversation has been condensed and edited.
Q: Since last spring, you have been studying schools' reactions to the crisis and the implications for teaching and learning. What have you observed?
A: There have been two primary reactions to this year. For some people who were dissatisfied with schools before — who felt that things were too rushed and that there was not enough opportunity to get to know students — it has provided a new opportunity to rethink practices and redevelop routines in schools.
The more dominant reaction has been what social psychologists call threat rigidity. In periods of stress or threat, there is a tendency to freeze up and be resistant to change. We have seen that it's so hard and complicated to run schools right now that a lot of people are saying, "Let me at least try not to change the pedagogy, the curriculum, the materials." Because people are in a state of stress, there has been, on the whole, a conservatism about learning that I had hoped would not be the case. But it is a perfectly reasonable response to the circumstances.
In this #LearnFwdTLP article, @jal_mehta looks at how the pandemic is changing teaching & the opportunities it presents to make schools better. Click To Tweet
Q: You tend to see this time as an opportunity. What are you optimistic about?
A: Disruption forces people to do things in different ways, and, over the last year, people have had a lot of experience doing things they hadn't done before. If I had come to you last year and said, "Let's do a flipped classroom," you would have had a lot of questions and concerns. But this year, you've spent the whole day on camera and making materials online, so, all of a sudden, the flipped classroom idea doesn't seem so foreign.
So maybe you're really looking forward to going back to the physical classroom and having an in-person discussion, but you think, "Hey, I recorded myself last year with the background and preparation for this novel, so why don't I use that video outside of class and then use the in-person time to do the discussion?"
There is literature on the concept of emergence from [organizational consultant] Peggy Holman and others, which shows that when there's major disruption, it produces lots of different experiments or experiences of different sorts. With good leadership, you get to see what is valuable about what's emerging and think about what you want to amplify. You can create a new coherence.
And if you add that with the sort of optimism that comes with gradually getting back to normal as the pandemic gets under control, it might be a really positive opportunity to incorporate what's working and let go of what's not working.
Q: You also see resistance to those kinds of changes. Why is it so difficult to change right now?
A: William Bridges, who does work on transitions of all sorts, including organizational changes but also divorce or death of a family member, is pretty clear that there needs to be a period where you grieve what has passed. Then there's a period of uncertainty. Finally, something new emerges in its place. But you have to go through a period of "hospicing" — letting go of the things that have been important to you but which the current reality doesn't create space for. And if you try to rush that process and don't allow for some grieving, it's really difficult to move into a new space.
The challenge with the pandemic is that, for a lot of people, there has been this sense of, "When can we get back to what we had before?" But in the case of schools, it's pretty clear that schools weren't working that well for a lot of students and teachers even prepandemic. So we want some things to go back to the way they were before, but we want some things to be different. The takes time, and there's an emotional aspect to it.
Q: What are some of the losses you see for educators?
A: Lack of informal connections among adults is a real loss of this year. People continue to meet in department teams or grade-level teaching teams, and, in some cases, there is increased collaboration as people have tried to plan common lessons virtually. That's good, and we should build on it. But I think there's a lot that we've lost from the diminished hallway, lunchroom, and other informal conversations. The good news is that some places have become more deliberate about cross-planning, including across schools or districts. Both the formal and informal connections are important.
It all feeds into the question of what do we want to keep and what do we want to get rid of when the pandemic is over? In part, it's about what are the values of your community? There are a lot of things you could choose to do differently, but the choice depends on what your purposes are.
Q: How can schools carry forward the positive changes?
A: That's a really important question. Last spring, Justin Reich and I held some design charettes with teachers, parents, administrators, and students. We said, "Based on what you have experienced over the past few months, what should we do next year? What should we continue, and what should we change?" We're going to do that again this spring and summer, focusing on what things to keep for next fall and what structures would need to change in order to support those things.
I've learned that the timing of these conversations matters. Teachers are not going to have the bandwidth for significant reimagining during the school year. What they need right now are the things that are immediately actionable. The time to do the work of reimagining is in June and July, during paid professional learning time. My sense is that, at the end of the year, you want to briefly gather people's reflections about what worked well while everything is fresh and admin teams and teachers can do a little bit of planning over the summer. Then, in August, when there is fresh energy, a lot of schools have at least a few days of professional learning time, and that would be a natural time to talk about what will be different in the coming school year.
So this process of reflecting and reinventing might be more of a 15-month process instead of a three-month process. In the short term, you pick a few small things you're going to do next year, but you agree to have an ongoing conversation about what has started working better and what has gotten worse. For example, I'm imagining there will be some loss when people go back to work in person, just as there was some loss when they stopped going in person.
I've had a lot of conversations with people about appreciating the slower pace of life, having more family time, spending less time commuting, and such. We'll want to think in an ongoing way about whether the way we were living before the pandemic was the best way for us and our students, and if not, what can we do about that going forward?
Q: What supports can make that kind of adaptation possible?
A: It's the job of a leader to help people do the reflection and make sense of what they are experiencing and learning. The emergence literature talks about leaders' tasks of "name, nourish, connect, and grow."
The first step is for school leaders to name the things people are already trying to do — for example, naming that lots of teachers have connected with families, and that's a practice we want to continue. Nourishing is about taking things that are starting to take root and helping them grow. Connecting is about bringing together people who have similar instincts but don't have good ways of finding each other.
It's often when you get people together in small groups of two, three, or four and they discover something common they want to work on that really good things happen. Especially in larger schools, there are a lot of people who have never had enough substantive conversations with each other. Good things could come out if they found each other and found some things to work on together.
That said, I do think good professional learning happens in a mixture between internal and external expertise. People define what they want to work on and then they go and look at what other schools and other experts have learned and they try to cycle that in and get a sense of what it looks like in their own context.
But overall, we don't currently have the time we need for adults in schools, and that's a huge barrier to everything else we're trying to do. That needs to be addressed.
Q: What new practices are you seeing that you hope schools will keep moving forward?
A: In the Doctor of Educational Leadership program at Harvard Graduate School of Education, in which I teach, students take on a year-long residency and a strategic project. One of my students, Eyal Bergman, developed an innovative project around family-school engagement. In Chelsea, Massachusetts, where his district is located, administrators and teachers had negotiated an extra 10 days at the beginning of the school year for planning to help navigate COVID.
His district used part of that professional learning time to do what they called "trust visits" with families. These visits, rebranded from the traditional parent-teacher conference, took place in a variety of settings — Zoom, on sidewalks in front of student homes, and outside the school building. It gave educators a chance to get to know the students and the parents' perspectives on the students at the beginning of the year.
Before the visits started, the school staff had a professional learning session where they reflected on their own experiences as students and the relationships between their families and schools. They thought about what would have made those relationships better, particularly in the context where most educators are white and 95% of students are children of color.
After the reflection and planning, they did the visits. Then the district convened nine "working tables." These were codesign sessions between different groups of teachers, administrators, and families across different schools at different levels. Each group focused on whatever problem or issue made sense for that age group. In all cases, the goal was to shift racialized power dynamics so that families did most of the sharing and educators did most of the listening.
This is a nice model of change because you're doing something coherent and connected to your values but then letting the river follow its tributaries. You see where it goes and what makes sense in different ages, schools, contexts. It's almost like a social movement model of change, as opposed to a model where the leader comes up with a plan and tries to get everyone to buy in. It's about collectively thinking about an issue you want to work on and then allowing people to work on it in smaller groups.
Another thing I've been thinking about as we move forward is the new functions technology has brought into the classroom and how we retain the spirit of them. Someone asked me in an interview, "What's the equivalent of the chat box when we go back to in-person learning?" I don't have a good answer yet, but I'm hoping some teachers will have good answers.
There has been this great benefit to seeing what people are thinking in real time, especially for more introverted students. But I can't imagine all of us sitting around with our computers, and writing things to each other on the screen. The question is: Is there some in-person way of accomplishing that same goal? I hope these kinds of questions spur new thinking so we can get the value of things we're doing now but in a different context.
Suzanne Bouffard
Senior Vice President, Communications & Publications | + posts
Suzanne Bouffard is senior vice president of communications and publications at Learning Forward. She is the editor of The Learning Professional, Learning Forward's flagship publication. She also contributes to the Learning Forward blog and webinars. With a background in child development, she has a passion for making research and best practices accessible to educators, policymakers, and families. She has written for many national publications including The New York Times and the Atlantic, and previously worked as a writer and researcher at the Harvard Graduate School of Education. She has a Ph.D. in developmental psychology from Duke University and a B.A. from Wesleyan University. She loves working with authors to help them develop their ideas and voices for publication.
/author/suzanne-bouffard
Advocacy and agency: Building your storytelling skills
The Learning Professional's top 10 articles of 2022
Listening is a powerful tool to disrupt inequity
Charting a course through turbulence
Vice President, Standards & Research | + posts
Elizabeth Foster is the vice president of research and standards at Learning Forward. She leads the organization's research efforts for partnerships, programs, and fundraising. Elizabeth co-wrote the Standards for Professional Learning (2022) with Tracy Crow and now facilitates learning sessions about the standards and develops resources that support their use and implementation. She contributes to the design, facilitation, and evaluation of networks. Prior to Learning Forward, Elizabeth was the vice president of strategic initiatives at the National Commission on Teaching and America's Future (NCTAF) where she led a major research investigation about educator support systems that resulted in a report entitled What Matters Now (2016) and a successful three-year improvement network with Learning Forward. Her published work includes studies on teacher recruitment, preparation, and professional learning, urban teacher shortages, community college teacher preparation, professional learning communities, and the demographics of the education workforce. Elizabeth started out with an operating foundation in New York City that supported public education innovation projects, then worked in middle school special education in Boston and staffed a research project about inclusion with the Harvard RALLY project. Elizabeth enjoys spending time with her two incredible daughters, as well as other family and friends – especially on the beach.
/author/elizabeth-foster
Identifying barriers to conversations about race
Trauma-informed practices help educators, study finds
Study explores mentoring's connection to new teacher retention
The research foundation for Standards for Professional Learning
District leaders set the stage for equity-focused learning
Don't ignore emotions in equity work — embrace them
Learning how to teach Indigenous history and culture


text:
Q: FFmpegMediaMetadataRetriever Efficient loading I'm using the FFmpegMediaMetadataRetriever to get image and loading them in imageView in listView,however it takes 6-7 seconds to load the list.Is there a efficient way I can load quickly by updating the following code?
  FFmpegMediaMetadataRetriever mmr = new FFmpegMediaMetadataRetriever();
                mmr.setDataSource(con, Uri.parse(image_url));
                Bitmap b = mmr.getFrameAtTime(2000000, FFmpegMediaMetadataRetriever.OPTION_CLOSEST);

                //Log.e(TAG,"bitmap using FFMpeg is "+scaledBitmap);
                Log.e(TAG, "Size of NEW bitmap is " + p.getByteCount());
                holder.Img.setImageBitmap(b);

A: OPTION_CLOSEST_SYNC instead of OPTION_CLOSEST will be faster but not as accurate

redpajama_set_name: RedPajamaStackExchange


text:
Johnson & Johnson Q4 Profit Decreases, but beats estimates
Johnson & Johnson (JNJ) reported earnings for fourth quarter that decreased from the same period last year but beat the Street estimates.
The company's earnings totaled $3.52 billion, or $1.33 per share. This compares with $4.74 billion, or $1.77 per share, in last year's fourth quarter.
Excluding items, Johnson & Johnson reported adjusted earnings of $6.22 billion or $2.35 per share for the period.
Analysts on average had expected the company to earn $2.23 per share, according to figures compiled by Thomson Reuters. Analysts' estimates typically exclude special items.
The company's revenue for the quarter fell 4.4% to $23.71 billion from $24.80 billion last year.
Johnson & Johnson earnings at a glance (GAAP) :
-Earnings (Q4): $3.52 Bln. vs. $4.74 Bln. last year.
-EPS (Q4): $1.33 vs. $1.77 last year.
-Analyst Estimates: $2.23
-Revenue (Q4): $23.71 Bln vs. $24.80 Bln last year.
Wall Street Might Open Lower
Johnson & Johnson Q4 Profit Down 26%, But Adj. EPS Tops Estimates
Johnson & Johnson Q4 22 Earnings Conference Call At 8:30 AM ET

redpajama_set_name: RedPajamaCommonCrawl


text:
La ville américaine de  est située dans les comtés d'Anoka et Ramsey, dans l'État du Minnesota. Sa population s'élevait à  lors du recensement .

Géographie
Selon le Bureau du recensement des États-Unis, la ville s'étend sur .

Démographie

Selon l', pour la période 2011-2015, 83,42 % de la population âgée de plus de  déclare parler anglais à la maison, alors que 4,21 % déclare parler l'espagnol, 3,84 % une langue africaine, 1,84 % le vietnamien, 1,16 % une langue chinoise, 1,03 % l'arabe, 0,61 % une langue hmong et 3,88 % une autre langue.

Notes et références

Liens externes

Ville au Minnesota
Comté d'Anoka
Comté de Ramsey (Minnesota)

redpajama_set_name: RedPajamaWikipedia


text:
How Long Can a Baby Sleep in a Bassinet?
Sleep/
We're talking to an expert about how (and when) to know it's time to leave the bassinet behind.
Photo by Ann-Marie Espinoza
A bassinet keeps your baby safe and close during the first few months. While not something you absolutely need—a mini crib or even a playard are two other good options—many parents love the convenience and safety a bassinet brings.
But how long can a baby sleep in a bassinet? The American Academy of Pediatrics (AAP) safe sleep guidelines recommend room sharing with your baby for the first six months. Will you be able to use your bassinet the whole time?
We're talking to a pediatrician to find out.
There's no one-size-fits-all answer to how long a baby can sleep in a bassinet, says Dr. Rebekah Diamond, a hospital pediatrician in New York City and an assistant professor of pediatrics at Columbia University and the author of "Parent Like a Pediatrician." While some babies will use a bassinet for around three months, others may be able to safely sleep in one until they're about six months old, she says.
"It really depends on parent preference, a baby's physical size, and where a baby is sleeping," she explains.
"Until babies are physically too large for a bassinet or can pull themselves up (and therefore risk falling out of a shallow bassinet rather than a deeper crib), using a bassinet is usually the easiest place to put a baby to sleep if they are sharing a parent's room," she says.
"Most families transition from a bassinet to crib somewhere around three to six months, or even sooner if a baby is no longer sleeping in the same room as parents."
When To Stop Using a Bassinet
These are the signs to look out for to let you know it's time to stop using the bassinet:
Baby has reached the maximum height or weight limit of your bassinet.
Baby starts to show signs of pushing up on hands and knees or can pull themselves up to a sitting or standing position.
You'll also want to pay attention to if your baby is about to master rolling over. Once a baby is able to roll, pushing up on their hands and knees and sitting up usually isn't far behind—so it's likely that you'll soon be leaving the bassinet behind.
When it's time to make the transition from bassinet to crib, Dr. Diamond recommends keeping things simple and straightforward.
"All transitions are stressful and can definitely be anxiety-provoking," she says, "But there really isn't much to it! When you're ready, just go ahead and make the transition. There will likely be an adjustment period and even a sleep regression, but it will all be temporary," she assures.
What Age Should Baby Move to Their Own Room?
The AAP does not recommend bed-sharing with your baby under any circumstances. However, it does recommend room sharing, which means keeping your baby's sleep area in the same room where you sleep, for the first six months.
If you'd like to extend room sharing beyond six months, there's no harm in doing that, says Dr. Diamond—but the data supports the most benefits during those first six months.
"It's very challenging for many parents to keep a baby in the same room for an extended period of time. Babies are loud and it's hard for everyone to get a good night's sleep," says Dr. Diamond.
"If it works, it's okay to keep at it for as long as you want. But the data is relatively weak and mostly correlation, and parental quality sleep is actually protective against sudden infant death syndrome (SIDS) too. Improving parental sleep, especially after four months (which marks the time when SIDS risk starts to dramatically decrease, overnight feedings are infrequent or even gone and breastfeeding is well established) makes a ton of sense."
If you choose to continue to room share after your baby has outgrown their bassinet, you'll want to move them to a mini crib, a playard or to a full-size crib if there's room in your sleeping space.
Dr. Rebekah Diamond, hospital pediatrician in New York City and assistant professor of pediatrics at Columbia University and the author of "Parent Like a Pediatrician."
American Academy of Pediatrics How to Keep Your Sleeping Baby Safe: AAP Policy Explained


Jim Abbott is an inspiration to all that meet him or have followed his career.
Jim Abbott has battled the odds his entire life. Despite being born with only one hand he was only the 15th player to make his professional debut in the Major Leagues, in that 1989 season he won more games as a rookie than any other previous player without Major League experience. What prepared the 6-3 left hander for this type of success? Jim Abbott graduated from Michigan's Flint Central High School in 1985, and decided to bypass an opportunity to sign professionally with the Toronto Blue Jays, electing instead to attend the University of Michigan. Abbott led the Wolverines to Big Ten titles in his freshmen and junior years and won the prestigious Golden Spikes Award, presented annually to the outstanding college baseball player in the United States. Abbott participated in the 1988 Summer Olympic Games, pitching a complete game seven hitter, leading the United States to the Gold Medal in a 5-3 victory over Japan: the United States first ever, gold medal in Olympic Baseball competition. He then joined the California Angels following the Olympics, beginning a tremendous Major League career, which included throwing a no-hitter for the New York Yankees at Yankee Stadium in 1993. His baseball achievements include the Sullivan Award (best amateur athlete in the United States), male athlete of the year for the 1988 Olympic Games, and many awards at Michigan including the Jesse Owens Athlete of the year. But the awards that best define Jim Abbott would be those that exemplify courage and overcoming adversity. Those awards include, March of Dimes Athlete of the Year (twice), Academy Awards of Sports, Courage Award, 1991 Victory Award recipient at the Kennedy Center Washington D.C. and the Freedom Forum's Free Spirit Award. Jim Abbott has been featured in USA Today, Newsweek, Time, Sports Illustrated, Parade Magazine, People, and Baseball America. He has been featured during Olympic coverage, and has appeared on ESPN, Good Morning America, CNN, Larry King, Phil Donahue, George Michael Sports Machine, NBC Nightly News, ABC News Person of the Week, Late Night with David Letterman, and the ABC television series Boy Meets World. Jim Abbott was invited to throw out the first pitch at game 7 of the 2002 World Series and recently participated in his first Yankees Old Timers Day. As a philanthropist, Jim Abbott donated 100,000 dollars to Amigos de los Ninos, an organization that aids groups that care for children in California. He is an inspiration to all that meet him or have followed his career. More than his no-hitter, his 13 strike out game, a seven game winning streak, overcoming an eleven game losing streak, Jim Abbott became a great baseball player and a great person. He learned to overcome adversity and be an inspiration to those around him.


text:
set -xe

apt-get -y update
apt-get build-dep -y python3-matplotlib python3-h5py

# Reduce the image size
apt-get autoremove -y
apt-get clean -y

rm -rf /var/lib/apt/lists/* /tmp/* /var/tmp/*

for PYTHONVER in 3 2 ; do
  PYTHON="python$PYTHONVER"
  PIP="pip$PYTHONVER"

  # The rest of the SciPy Stack
  $PIP install --no-cache-dir git+https://github.com/statsmodels/statsmodels.git
  $PIP install --no-cache-dir pandas scikit-learn
  $PIP install --no-cache-dir git+https://github.com/matplotlib/matplotlib.git
  $PIP install --no-cache-dir seaborn
  $PIP install --no-cache-dir h5py
  $PIP install --no-cache-dir yt
  $PIP install --no-cache-dir sympy
  $PIP install --no-cache-dir patsy
  $PIP install --no-cache-dir git+https://github.com/jiffyclub/palettable.git@v1.4.1
  $PIP install --no-cache-dir ggplot
  $PIP install --no-cache-dir statsmodels
  $PIP install --no-cache-dir git+https://github.com/Theano/Theano.git
  $PIP install --no-cache-dir git+https://github.com/Lasagne/Lasagne.git
  $PIP install --no-cache-dir bokeh
  $PIP install --no-cache-dir mock
  $PIP install --no-cache-dir pytest
  $PIP install --no-cache-dir tabulate
done

redpajama_set_name: RedPajamaGithub


Raw, rowdy and resolutely lo-fi, the boyish Ty Segall cranks out a party-hard mix of greaser rock and power pop, with touches of twee and shoegaze-approved psychedelia added for good measure. Segall joins an impressively long line of Bay Area garage rock miscreants, from old-school pioneers The Mystery Trend and Chocolate Watch Band to modern freaks like John Dwyer (The Coachwhips, Thee Oh Sees). Dropping a slew of limited-edition singles, cassettes and vinyl in 2008, Segall quickly made a name for himself in the thriving garage rock revival scene. After signing with Memphis' Goner Records, arguably modern garage rock's preeminent imprint, Segall dropped the Lemons full-length. He quickly followed it up with another slew of small-run releases, as well as his second album for Goner, 2010's Melted, which the rock press drooled all over. Needless to say, Segall is an uber-prolific musician. On top of his solo career, he shares his talents with a handful of bands, including Epsilons, Sic Alps, The Traditional Fools and Party Fowl.


ACE conducted this interview with Weather Underground founder Mark Rudd in October 2010.
The Columbia Political Review has joined with other college political publications to form the Alliance of Collegiate Editors (ACE), hoping to generate cross-campus dialogue on political issues. Rebiya Kadeer, a prominent Uighur rights activist currently living in exile in the U.S., has agreed to answer some of our questions. You can read Ms. Kadeer's biography, including information on her involvement in the July 2009 unrest in Urumchi, in the New York Times here. For background information on Xinjiang/East Turkmenistan, and the Uighurs, click here.
Bruce Robbins is a professor of English and Comparative Literature at Columbia. His most recent book is Upward Mobility and the Common Good: Toward a Literary History of the Welfare State.


I am loving having Halloween themes to work with! Today Ethan is having a bat-themed lunch. This ended up being quite appropriate in more ways than one, for this morning Ethan was driving me completely batty. But that's another story.
In the top section there are strawberries on bat picks, a few grapes, baby carrots and another icky Halloween treat - gummy vampire teeth.
The croutons turned out super cute!
How did you do the crotons? My daughter loves them, but I really hate buying bags of them because they are so unhealthy. Can you post (or email me) your recipe?
These are great! Where do you get the skewers?
So adorable and thoughtful! You rock, mama!
I'm curious about the croutons too. Can you share a recipe?
I ditto everyone's comments!! I too would love to see the recipe for the croutons and source for the bat picks...Happy Halloween!


Ah, but this isn't a business (at least from a Member's standpoint); the real question is whether there will be adequate support in the AC, not whether a case can be justified to a boss / board / whatever.
If the question is put to the AC fairly and it fails to get enough support, I'm happy. What I'm not happy with is the continuing delaying tactics and rhetoric on show; let the AC make a decision and let's move on.
> My comments in-line and indented and highlighted.
> To sum my responses – you haven't made a case for change by demonstrating a positive need or benefit to the consortium and the members that would result from the change.
> -          We – a group of us – think there is a problem in our group (where "we" is defined as "my friends and I").
> -          We know we need to change because we've been talking about it for a long time.
> -          We've got a new technical solution that has demonstrated a limited success in solving a certain class of problems, and we think that the problem we have may be one of this class.
> -          We think that the new technical solution we've read about (which, admittedly hasn't been used in this type of case too often, if at all)  may be applicable to the problem that we think that we have.
> -          We want to bet the consortium (or at least an element of consortium management) on using  this different and largely untested solution (in this class of problem, if we've defined the problem correctly) to fix a problem that we assert that exists, even if everybody else doesn't acknowledge the problem, but because we've been talking about the problem are sure that it exists – probably.
> -          If people don't object to being experimented upon, that means they agree.
> Did I miss one of you your arguments?
> I've had business cases like that presented to me when I taught – the assertion that a problem exists (without rigorous proof of the problem) and that the proposed solution would fix the problem. Absent the problem statement based on fact – which I don't find in any of the arguments made so far –  the solution proposed is one of many possible solutions – since the problem isn't agreed.
> -          The advice given to the W3C Management team by the Advisory Board is bad because the voting is non-representational; by using our scheme, better advice and success would happen.
> Any change requires a substantial proof case. In my view, you haven't made one.
> > I find myself in an interesting position on this issue. While I have been trying to follow the thread diligently, I find that I cannot identify any specific rationale for changing the current voting methodology.  And this frustrates me.
> > I see glimpses of some form of frustration - Chaals and others seem to be requesting change - and yet, the rationale for the change is unclear.  Is there a belief that installing a new voting systems will magically change the mission, the status, or the impact of the AB? Or will a new host of potential candidates be identified that will suddenly appear to become involved because of the changed method of selection?  Will this selection methodology help solve (or even have an impact on) the larger issues of membership, funding, relevance, or any other of the pressing problems. If so, how?
> For me, the motivation is that first-past-the-post voting is obviously flawed and introduces significant biases.
>               DATA PLEASE. I find no "obvious flaw", nor do I detect bias.  You need to be a bit more explicit, unless you're representing your viewpoint only.
> As Chaals mentioned, this was seen pretty clearly in a recent TAG election.
> I'm also for even the smallest move away from big-company politics; the consortium has a significant image problem in this regard, and forcing our members to vote strategically doesn't help.
>               DATA PLEASE. What big company politics? I used to be on the AB; I saw no "big company politics". What is a "big company"? Is Akamai? Is Adobe? Where and how do you draw a line?
> There are obviously many alternatives, each with its own ups and downs. However, *any* kind of STV is preferable to the current regime, because it doesn't have the gross problems associated with first-past-the-post.
>               Again, Data. I completely disagree that "any kind of STV is preferable". That's presented as your view, and  I'll accept that. But present it as Mark's view, not fact.
> So, if we're going to subject our choice to rigorous selection criteria, I'd ask that the current system be subjected to the same scrutiny.
> > I think that the selection process of the AB is the least of the problems that we have in the W3C.  We're focusing on a solution set that is intellectually interesting (the proper voting method) while ignoring the larger set of issues that are hard and challenging - like how to keep the W3C and Web relevant in the next decade or so, how to increase participation, how to attract more technical challenges, or how to impact the policy issues that are roiling the industry.
> > If we'd spent the intellectual capital on one of these pressing (possibly even survival) issues, we'd have had a discussion that might move the industry.
> > To make this explicit, I agree with Mike, David, Jeff, and others who find this discussion either premature, irrelevant, or, in my case, both.
> Given how much time and coin the Consortium has spent on useful things like Web Services, I think we can spare a bit of time to contemplate how we make decisions.
> Indeed, if it's truly irrelevant, the most expedient way for you to move on to more critical issues would be to wave through an acceptable change. The fact that some are vocally opposing it tells me that there's more going on.
> That's sophistry; the easiest way to move on to critical issues would be to move on to critical issues. Neither you nor Chaals have made a case that this is a critical issue except to you and a small "group of people" who want to change a voting method.  The fact that there are people like me opposing should tell you that I find the debate to be trivial but bothersome.
> > Let's either make this a "factful" discussion with a set of discrete issues we're trying to solve and why these issues take precedence over the more pressing technical and policy issues faced by the consortium,  or let's drop it and get back to the business of dealing with significant issues that impact W3C and the industry.
> We currently have a group of people who want to change the voting regime, and a group of people who don't think it's worth the time to talk about changing how we vote. It has been this way for some time, and over the years I think the motivations and benefits have been discussed at length. Chaals has made a concrete proposal along those lines.
> How about because they think you're wrong and that the current system works?  How about "You haven't proven that there is a problem to the larger consortium members that is significant enough to get people to act"?
>               Again – Data points to show that this is a significant problem amongst the W3C membership.
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You are invited to Workday Girl Geek Dinner on Thursday, Nov. 16 at Workday headquarters, right outside Dublin/Pleasanton BART station!
Workday leaders will speak about how they innovate within their respective organizations. Come for an evening of great food, drinks, and conversations with fellow girl geeks! All genders / ages welcome.
In this role, Lynn helps lead the product development teams on their quest to disrupt and transform the enterprise resource planning space. Lynn brings more than 25 years of experience managing world-class software development organizations to Workday. Previously, Lynn worked as the chief development officer and vice president of engineering at MarketTools and prior to that, she was a vice president at Oracle. Her background in business intelligence and analytics compliments Workday's technology-enabled solutions, and will play an even greater role as Workday helps customers gain deeper insights into their companies and customers.
She began her career at Deloitte Consulting, strategically implementing new systems and helping to transform the customer workforce through technology innovation and change. Following, she joined Workday, where she has been for 5+ years, centered in the User Experience space, in both Mobile and Web. Workday set out to do user experience differently from the beginning — technology and design are constantly changing, and given the pace of innovation today, she helped the Workday UX team build a UI architecture that could evolve and be agile at its core. Ali currently leads a diverse team, located in Dublin, Ireland and Pleasanton, California.
He is responsible for applying Workday's technology to optimize the company's internal talent management programs, including leadership and manager effectiveness, learning management, career engagement and performance enablement. Before joining Workday, Greg served as the vice president of talent for Juniper Networks where he helped create Juniper's Talent Matters practice that has been featured isn an innovative performance management practice by the Corporate Executive Board, Mercer, Bersin by Deloitte, Fortune and Strategy & Business. Greg also served as head of talent management for Merrill Lynch's Global Technology and Operations function and as partner for Accenture's Human Performance Practice.
Workday headquarters are a 2-3 minute walk from Dublin/Pleasanton BART Station, and right off 580 and 680 freeways in the East Bay of San Francisco!


Todd Stewart is the CEO and Co-Founder of ContentPair - the hand-selected marketplace that matches industry experts with well-read business blogs. He is also the Head Content Marketing Manager at Dispatch by day, an adjunct professor at Bryant University by night, and an avid trail runner on the weekends.
Prior to Dispatch, Todd built the content strategy for Catalant Technologies and helped organize strategic marketing partnerships with Linkedin, General Electric, Intuit, Amgen, Vistaprint, and BASF. While at Catalant, he wrote eBooks for Hubspot, LinkedIn, and InsightSquared.
Todd received his M.A and B.A in Organizational Communication from Bryant University.
Upon completion of this course, participants will have actionable strategies for leveraging strengths and addressing challenge areas when delivering presentations.
Join a panel of industry experts who have taken the leap into full time tech careers to hear how they did it - and the advice they'd give themselves if they could go back in time.
In this fun and interactive class, you will learn how to bring out your best using proven methods to engage an audience, relax your body, make a great impression, and hit the mark!
Ever wonder what draws us to a speaker? Join us for a group analysis of well-known speakers (good and bad) as we break down their behaviors and learn how they compel an audience.
Strategic partnerships can increase thought leadership, expand your market reach, and help grow your brand. Learn how strong collaborations can propel your marketing strategy.
Upon completion of this class, participants will have actionable strategies for leveraging strengths and addressing challenge areas when delivering presentations.
Ever wonder what draws us to a speaker? During this event, you'll hear from a Communications expert and learn how to compel an audience through public speaking.


We are raising funds for a short film 'Lights on the Hill'. The film follows a young Aboriginal woman, who is blamed for the disappearance of her husband and daughter when they get abducted by the Min Min Lights.
We are students and graduates from JMC Academy in Brisbane, this film is a graduate project for the Writer/Director of 'Lights on the Hill'.
The film follows Eva, a young Aboriginal woman, whose husband and daughter get abducted by the Min Min Lights. Min Min Lights are glowing orbs that appear in some areas of Outback Australia. Some Indigenous Australians fear these lights and believe that they can abduct or harm people. Once Eva returns to her small town, she is blamed for the disappearance of her Husband and Daughter, so she then must live with the ridicule and harassment of the townspeople until she can find a way to get them back.
This story is based on the Min Min Lights that can be seen on the desert plains of Western Australia. The myth of the Min Min Lights is a story told in Aboriginal communities throughout Australia and also in South American and some European countries.
This Mythology will play a role in the core structure and message within the story.
The main aim of this film is to share the Mythology of the Min Min Lights with a wider audience, and for the filmmakers to showcase their talents and start their careers.
All donations will go directly into making the film. The donations will cover costs such as; catering for the crew, equipment hire, travel expenses, production design, marketing, and administration costs.
I am a filmmaker from Brisbane, Queensland. I direct, write, and produce my own and other projects.


From the historical and enchanting Italian region of Tuscany emerged a multitude of noble families, including the distinguished Galdo family. During the Middle Ages, as populations grew and travel between regions became more frequent, the people of Tuscany found it necessary to adopt a second name to identify themselves and their families. The process of adopting fixed hereditary surnames was not complete until the modern era, but the use of hereditary family names in Italy began in the 10th and 11th centuries. Italian hereditary surnames were developed according to fairly general principles and they were characterized by a profusion of derivatives coined from given names. Although the most common type of family name found in Tuscany is the patronymic surname, which is derived from the father's given name, the nickname type of surname is also frequently found. Nickname surnames were derived from an eke-name, or added name. They usually reflected the physical characteristics or attributes of the first person that used the name. The surname Galdo is a name for a person with some of the attributes associated with a bird, such as a fine voice or sexual prowess. The name, which was also very popular in Spain during the Middle Ages, is derived from the Latin word Gallus which means rooster.
The surname Galdo was first found in northern Italy which today incorporates the provinces of Cremona, Brescia, Pisa and the city of Florence. The earliest records of the surname Galdo date back to Florence, where the Galigai family can be traced to 1039.
This web page shows only a small excerpt of our Galdo research. More information is included under the topic Early Galdo History in all our PDF Extended History products and printed products wherever possible.
Surnames that originated in Italy are characterized by an enormous number of spelling variations. Some of these are derived from regional traditions and dialects. Northern names, for instance, often end in "o", while southern names tend to end in "i". Other variations come from the fact the medieval scribes tended to spell according to the sound of words, rather than any particular set of rules. The recorded variations of Galdo include Galli, Gallo, Gall, Gallis, Gallelli, Gallello, Galletti, Galigai, Gallico, Galelei, Galladei, Galeota, Galizzi, Gallego, Gallini, Gallino, Gallucci, Galluccio, Galluzzi, Gallus, Galliussi, Gallozzi, Gallotti, Galloni, Gallone, Gallarini and many more.
Another 258 words (18 lines of text) are included under the topic Early Galdo Notables in all our PDF Extended History products and printed products wherever possible.
In the immigration and passenger lists were a number of people bearing the name Galdo Domenico Gallo, who settled in Philadelphia, Pennsylvania, in 1836; Joseph Galli, who arrived in Philadelphia in 1878. Fortune Gallo, born in Torremaggiore in 1878, arrived in New York City at the age of 16 and founded the San Carlo Opera Company..


text:
Alchemy Of Truth
A blog about Truth and how to empower yourself
Digging Deeper Black Star
David Bowie Black Star, there is more then meets the eye
I thought it had something to do with this particular galaxy, the villa of Ormen is the way the galaxy shape, and the Solitary light is the Sun, the Black Star has something to do with the eclipse which is obvious, the Dead astronaut could be the death of either future Buzz Aldrin or Neil Armstrong, the smiley badge on the suite indicates a timeline, the smiley was invented in the 1950s the progression of the video, indicates Jerusalem, where the head is taken to, indicating just like , and the the removal of the head from the astronaut could be a very highly decorated head of an office, being used as the controlling mechanism for the masses, could be the head of Nasa...pondering on some thoughts, these three scarecrows are the strawmen who are false representations of some false financial constitiution or it could be the three superpowers or countries.
Rough Layout of the video suggests that in the coming of days, someone the head of some fraternity, stepping down, and a possible revelation of a new world religion in the making, the black star is also a Dark star that is also known not in any particular manner reference to a movie in 1974 -"A satiric look at the problems experienced by a crew of bumbling astronauts on a mission to destroy rogue planets" movie Dark Star made by John Carpenter. Read the synopses- https://en.wikipedia.org/wiki/Dark_Star_(film) Furthr the Severed head, was skinned, see this as a reference -"Bartholomew (skinned alive and beheaded)—Preached the Gospel in Mesopotamia (Iraq), Persia (Iran), Turkey, Armenia and India.
He was skinned alive and beheaded at Derbent (Azerbaijan, near Russia) on the Caspian Sea by order of a local king after a majority of the people of Derbent converted to Christianity. Some of Bartholomew's skin and bones are still kept in The Basilica of St. Bartholomew in Rome, a part of his skull is in Frankfurt, Germany and an arm is venerated at the Canterbury Cathedral in England." and James "James, the Great (beheaded)—Brother of the Apostle John.
He decided to preached the Gospel in Iberia (around Spain) and be the first to build a Christian foundation in the area. But according to some scholars, the Virgin Mary appeared to James and told him to return to Judea (around Israel) to help the other Apostles. He was captured and condemned to die by Herod the Agrippa 1 to please Jewish leaders who were furious at the rapid growth of the Church. James' chief accuser was later convinced that the Apostle was indeed blessed by the Lord, he himself requested to be beheaded with James. After this, James' body was brought back to Spain by his disciples and was buried in the area where the cathedral of Santiago de Compostela is located, which is now considered as a major religious site."
In Conclusion the Black Star also makes me think of the Dark side of the Star of David, you never know
Stay Vigilant!
Timekeepers, Thoughts and Realities
Journey from within the eye of the needle inward out...We are currently in the signing off of the first chapter of a three part series s...
How To Defeat Archons?- Ongoing Process
I can share with you how one can counter Archons, as I have said , these parasites are Mind Parasites, so the best way to fight them i...
Armed Heart and The Lifting Discussion : The Orions
Armed Heart
Alchemy is the Armed Heart
The Positive Timeline
Time Of Internal Truth
TI INSIGHT
abductions abuse AI alien abductions aliens archons armed heart Aurora MH balance believe Black mirror black whhite brain chip cigar shaped ship complex computers conspiracies contrast core creatorship crisis actors cyborg dark deconstructing the universe dehumanization Dragons electromagnetic energy elon musk emotional fallen minds falling fight or flight fire FireBranded free yourself freedom of truth future us heart heart enrgy heart frequencies illuminati in launch light Lion machine magic man manipulations mantra mantras marjory stoneman masculinity mechanism milab milabs milions Mythos nueralink occult Old One ourhumandesign.live pain parasitic control planet politics protections psychic defense psychic protection psychic war resident evil satanismn secret space programs secret underground base in pretoria selfmind sexuality ship soverign space super soldiers targeted individuals timetravel truth two suns uncovering unified field vampires vesica piscis woman youtube


text:
Do you believe that Merck acted in a socially responsible manner with regard to Vioxx in its relations with customers and shareholders?
Part B: Instructions
Read Case Study: Merck, the FDA, and the Vioxx Recall (pages 493–502).
Write a 2500-word, double-spaced report containing the following:
Section 1: Do you believe that Merck acted in a socially responsible manner with regard to the development and testing of Vioxx? Explain why and/or why not. (20 marks)
Section 2: Do you believe that Merck acted in a socially responsible manner with regard to Vioxx in its relations with customers and shareholders? Explain why and/or why not. (10 marks)
Section 3: Do you believe that Merck acted in a socially responsible manner with regard to the marketing and advertising of Vioxx? Explain why and/or why not. (20 marks)
Section 4: Do you believe that Merck acted in a socially responsible manner with regard to Vioxx in its relationships with government policy makers and regulators? Explain why and/or why not. (20 marks)
Section 5: Do you believe that Merck's voluntary public recall of Vioxx was an act of corporate social responsibility? Explain why and/or why not. (10 marks)
Do you believe that Merck acted in a socially responsible manner with regard to the development and testing of Vioxx? Explain why and/or why not. (20 marks)
0 0 Emma Emma2018-10-12 14:20:152018-10-12 14:20:15 Do you believe that Merck acted in a socially responsible manner with regard to Vioxx in its relations with customers and shareholders?
Is being an unauthorized immigrant a form of workplace diversity? Steps for Effective Discharge Planning


The 2019 U.S. Poker Open is rapidly approaching its epic finale with the $50,000 No Limit Holdem event kicking off today followed by the $100,000 No Limit Hold'em Main Event on Friday. Tonight at 8:00 pm local Las Vegas, ARIA is putting on a $10,000+$200 satellite for this event inside the PokerGO Studio, and here's all you need to know.
Hosted inside the PokerGO Studio, this satellite will award one seat for every 10 entries and prize money that doesn't result in a seat will be paid as one sum to the highest finisher that didn't get a $100,000 seat. Seats won are non-transferrable, non-refundable and have no cash value.
Players that win their way into the U.S. Poker Open Event #10 $100,000 Main Event will be automatically registered and their chips will be in play from the start of the event at 2:00 pm PT on Friday.
This event will be played with a big-blind ante and players start with 125,000 chips. Unlimited re-entries are available through the first eight 20-minute levels after which there will be a 10-minute break. This event has a 20-second shot clock along with two 60-second time extensions.
The blind structure for this event is as follows.
Coverage of the U.S. Poker Open continues on Poker Central and PokerGO today. The final table of the $25,000 Mixed Game event will be live on PokerGO at 5:00 pm ET while the $50,000 No Limit Hold'em event can be followed in the Live Reporting as well as on the Early Action PokerGO stream at 8:00 pm ET.


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Raspberry Pi newbie
========

I just got a Raspberry Pi for my birthday. How do I make it work and
do things?

Nice daemons to start after boot
--------
* sudo ~pi/Desktop/Raspberry-Pi-newbie/repeating_camera.py ceiling.jpg &

* python3 check_wifi.py &

* cd ../Mulder-quote-generator; python -u bot.py > log.txt &; mess w pid.txt

* cd ../sysadmin-webapp; nohup ./webapp.py &

Achievements unlocked
--------

In the category of pure blinkenlight demos:

* Represent STDIN on LEDs, as either ASCII binary or on a
  seven-segment display. We use the text of _Pride and Prejudice._
  Example: `cat pride_and_prejudice.txt | sudo ./cat_leds.py &`
* Count off the seconds in binary using LEDs.
* Fade an LED in/out by varying the duty cycle.
* Randomly varying LED bar graph meter.
* Raspberry Pi plays pong with itself using LEDs.
* Blink a single LED in rhythm of some programmed songs.
* Make a strobe light LED.
* Make a line of LEDs scan back and forth at random rates.

In the category of multimedia:

* Use an LED as a light sensor.
* Make musical square wave beeps on an old headphone that I cut up,
  without using a digital-analog converter .
* Record the rhythm of switch presses and play the rhythm back on an
  LED.
* Low light camera photos
* Temperature sensor controls LEDs.
* Time lapse photography
* Motion detection triggered camera
* Drive an LCD. `cat pride_and_prejudice.txt | ./lcd.py`
* Stock quotes to LCD
* Multiple temperature sensors to SQLite database & analytics

*Note:* to run, many of these require `sudo ./pong.py` or
equivalent. Ones that don't require sudo would include `ascii.py` and
`seven_segment.py`, which require STDIN piped input. See above.

Example temperature graphs
--------
![Graph of 3 temperature probes over time](https://dl.dropboxusercontent.com/u/38640281/github_img/threeTempVsTime.png)

![Rather nice plot of temperature 1 vs temperature 2](https://dl.dropboxusercontent.com/u/38640281/github_img/catbedVsRadiator.png)

Wiring
--------

1. Note to self. Inside my Pi box, the red stripe on ribbon connects
with the red stripe *toward* the corner. In other words, red stripe
toward the little power-on LED, or toward the edge with the DISPLAY
connector, away from the edge with the CAMERA connector. This was
mostly obvious but not 100%.

2. The basic scheme is as follows. Canakit T connector pin 11 (labeled
as "17" meaning GPIO 17) --> long leg of LED --> Short leg of LED -->
220 ohm --> GND (canakit T, pin 39)

3. Wiring multiple LEDs to the same common resistor & ground can cause
some of them not to light. I hypothesize unequal voltages of the GPIO
pins, and/or unequal internal resistances of the LEDs.

4. Pull up goes as follows: +3 --> 1k ohm --> GPIO. Also 1k ohm -->
switch --> GND.

5. Temp sensor:
    * red --> 3V3
    * black --> GND
    * yellow --> GPIO 4
    * red --> 1k ohm --> yellow
    * Add `dtoverlay=w1-gpio-pullup,gpiopin=4` to /boot/config.txt
    * sudo modprobe w1-gpio; sudo modprobe w1-therm

Shift register directly
--------
* sudo modprobe i2c-dev
* i2cdetect 1
* sudo apt-get install python-smbus

LCD
--------
* `dtparam=i2c_arm=on` to /boot/config.txt
* sudo modprobe i2c-dev
* sudo apt-get install i2c-tools
* i2cdetect 1
* sudo apt-get install lcdproc
* LCDd -c LCDd.conf &
* lcdproc -f -c lcdproc.conf

WiFi
--------

**TL;DR:** wpa_supplicant.conf is rather hellish.

The default way that `wpa_supplicant` gets started is:
`/sbin/wpa_supplicant -s -B -P /var/run/wpa_supplicant.wlan0.pid -i
wlan0 -D nl80211,wext -c /etc/wpa_supplicant/wpa_supplicant.conf`

Here is a good way to watch what is going on: `sudo wpa_supplicant
-c /etc/wpa_supplicant/wpa_supplicant.conf -iwlan0 -d`

`wpa_gui &` is helpful for clicking and watching and such.

Also consider `watch tail -n 15 /var/log/syslog`

Eventually when it worked [but merely manually], I just did: `sudo
wpa_supplicant -c /etc/wpa_supplicant/wpa_supplicant.conf -iwlan0 &`

Check out file `wpa_supplicant.conf` in this repo for the code that
worked. I think `key_mgmt=WPA-PSK` ends up getting auto-changed to
CCMP or something, on my particular network.

To get it to work **finally** automatically on reboot, the issue was
ap_scan=2 incompatibility with nl80211. Leaving off the forcing of
nl80211 driver from the command line would work, but clearly that
required manually starting wpa_supplicant, as it runs it "the default
way" (see above) on reboot. So basically I had to read
http://w1.fi/cgit/hostap/plain/wpa_supplicant/wpa_supplicant.conf
which is different from my
/usr/share/doc/wpa_supplicant/examples/wpa_supplicant.conf.gz file!!
Key quote:

    # Note: ap_scan=2 should not be used with the nl80211 driver interface (the
    # current Linux interface). ap_scan=1 is optimized work working with nl80211.
    # For finding networks using hidden SSID, scan_ssid=1 in the network block can
    # be used with nl80211.

Play with my other repos
--------

* `curl -O https://pypi.python.org/packages/source/p/pycrypto/pycrypto-2.6.1.tar.gz`

* `sudo apt-get update`

* `sudo apt-get install python-dev`

* `sudo python setup.py build`

* `sudo python setup.py install`

* `python setup.py test`

* curl -O 'https://pypi.python.org/packages/source/g/gensafeprime/gensafeprime-1.5.tar.gz'

* etc


text:
Entries: 11061 Updated: 2007-05-30 18:55:15 UTC (Wed) Owner: Robert Cline
Name: Donald Guy MORRIS
Birth: 20 NOV 1906 in Indiana, Indiana, Pa
Death: 16 OCT 1987 in Sapulpa, Creek, Ok
Burial: 19 OCT 1987 South Heights Cem, Sapulpa, Creek, Ok
Social Security Number: # 441-03-5129
Sapulpa Daily Herald
Mr. Donald G. (Don) Morris, 81, 802 Henshaw, died today at Doctor's Hospital in Tulsa.
Services will be 2 p.m. Saturday at the First Baptist Church with the Rev. Joe C. Knowles officiating.
Burial will be at South Heights Cemetery under the direction of Owen Funeral Home.
Mr. Morris was born in Indiana Township, Penn., Nov. 20, 1905. He was a Sapulpa resident for 71 years, moving here from Pennsylvania at age 10.
He was a member of the First Baptist Church, a deacon, and a Sunday School teacher for 45 years. He also taught science and was a basketball coach in Sapulpa Public Schools for 50 years.
Mr. Morris was the owner of Don's Marina, located north of Sapulpa.
Survivor's include wife Alice; son Don Paul of Ohio; daughter Mary Oldenhage of Broken Arrow, step-sons Ray and Jerry Cowan, both of Sapulpa; sister Dorothy Cline of Sun City, Ariz.; five grandchildren and two great-grandchildren.
Father: Guy Garfield MORRIS b: 24 DEC 1880 in Pine Flats, Indiana, Pa
Mother: Coral Marie KLINGENSMITH b: 10 JUL 1881 in Newville, Pa
Marriage 1 Marian Lucille CRAWFORD b: 14 SEP 1910 in Sapulpa, Creek, Ok
Married: 1 APR 1929 in Jenks, Tulsa, Ok
Living MORRIS
Marriage 2 Alice Mary HOPKINS b: 27 APR 1917 in Bristow, Creek, Ok
Married: 1972 in Sapulpa, Creek, Ok


text:
An outside view bringing new ideas
Home » Test Fit 4 Digital
Ferro-Tech was created in 2006 by Jean-Luc Doucet and employs today a staff of 80. With a focus on the renewal and maintenance of railways in Luxembourg, Belgium and France, it is one of only two companies specialised in the railway niche in the Grand Duchy.
The machine park is the heart of the company's activity. "We use large machines that cost at least €2.5 to €3 million, the largest even €7 million," says Mr Doucet.
"We came to a point when we needed to invest €25 million if we wanted to stay in the market. However, we could not make the investment profitable on the Luxembourg market alone. So we had to start exporting our services."
Digital monitoring of the machine park
Ferro-Tech therefore decided to call on the experts of the Fit 4 Innovation programme to analyse how to optimise the use of its equipment. "As the material suppliers and the output are imposed on us by customers in their tenders, we mainly concentrated on the profitability of our machines which strongly impacts our results," explains the managing director.
When a machine breaks down, the consequences for the company are severe. "Everything stops on the site, which causes huge losses and also considerable fines as we cannot move forward with the pace imposed in the contract with our client." Avoiding these shutdowns was therefore a priority.
With support from the Fit 4 Innovation consultants, Ferro-Tech replaced its rather manual management of the machines with a digital system. Equipped with tablets, the machine managers can now make daily check-ups of their machines and report any defects in real time. The application on the tablets allows them to attach messages, photos and requests for intervention. "This live management will give us a better overview of everything that happens with the machine park," confirms Mr Doucet.
The first two tablets are currently being tested and the system is still being improved. The intention is to make a full-scale deployment of the digital management system for the end of the year. "We do not have any measurable results yet, but we do believe in the system," says Mr Doucet.
Succession plan
Ferro-Tech is a family firm, and the management team consists of Mr Doucet, his son and his wife. In order to ensure its sustainability over time, it was also necessary to think about the strategy to implement the day when the father would hand over the reins to his son.
Together with the experts, the company managers decided to prepare this transition by creating an operating manager position. An important step, according to Mr Doucet: "When my son succeeds me, he will have a technical deputy below him who will already be prepared to support him in his work."
Continuous innovation for the future
What has been then the main benefit from the Fit 4 Innovation experience for Ferro-Tech? "It is clearly having an outside view from a team of professionals who are really giving their point of view," answers Mr Doucet. "This experience has shown me that there are two kinds of innovation: the company's own innovation, which allows it to increase its profitability and reduce its costs, and 'win-win' innovation that is beneficial to the profitability of the company, but which also brings direct benefits to the customer. Today, we are giving some serious thought following Fit 4 Innovation in order to determine what kind of innovation we need to adopt to continue growing our business."
Fit 4 Innovation is a subsidised programme aimed at supporting SMEs, which has been developed in partnership with the Ministry of the Economy.
If, like Ferro-Tech, you are interested in participating in Fit 4 Innovation, please contact us!
Photos: Blitz/Luxinnovation
Mapping the sustainability enablers
What technologies, solutions and skills can companies count on in their efforts to become more sustainable? Benefitting from its expertise in mapping different economic sectors, Luxinnovation has recently published a mapping of sustainability enablers in Luxembourg.
Pôle Automobile Européen: Strengthening cross-border automotive cooperation
After 4 years of intense activity, the Interreg project Pôle Automobile Européen (PAE) came to an end in December 2022. A final event took place in Strasbourg in the presence of the five Belgian, French and Luxembourg partners and five German associated partners under the coordination of the CCI Grand Est. Anthony Auert, manager of the Luxembourg AutoMobility Cluster, gives an update on the results of the project.
A new manager for the Luxembourg Creative Industries Cluster
On 16 January 2023, Kristian Horsburgh joined Luxinnovation as the new manager of the Luxembourg Creative Industries Cluster. Passionate about the intersection between creativity and business, he is looking forward to helping the sector develop further and find new synergies with other segments of the Luxembourg economy.
Two first Luxembourg start-ups receive EIC Accelerator funding
The European Commission recently announced that Arspectra and Circuli-ion have been awarded funding from the European Innovation Council (EIC) Accelerator. This is the most prestigious funding available for start-ups from the EU's Horizon Europe programme. Luxinnovation supported the first-ever EIC Accelerator winners from Luxembourg during the application process.
A framework for sustainable innovation
Sustainability and long-term competitiveness go hand in hand – but sustainability is a vast concept, and it is not always easy for companies that want to raise the bar in this field to know where to begin. In order to provide inspiration and guidance, Luxinnovation has published a framework for sustainable innovation.


Driving the Mazda 3 with SkyActiv Technology around town made me feel young. It's got that sporty feel that a college kid or grad loves. Moms don't often get the chance to leave the crumbled Goldfish and empty juice boxes. I was ready to leave the crumbs and take my little "sports car" for a spin, my oldest jumped in, too! This car is AWESOME, exclaimed the kindergartener. She buckled herself in the middle seat and loved the view of the Tom-Tom navigation and a glimpse through the sunroof.
Yes, a few thousand feet into our 1st drive in the Mazda 3 and my daughter began to laugh. The car had moo'd at us. When the car gets within a certain distance of a school zone it will MOO at you. How clever! We spent a great part of the next hour driving around school zones just to hear the Moo. The sound is customizable, so if you're more of a dog or cat girl you can choose other sounds to give you warnings.
I loved the technology in the Mazda 3, especially when it keeps me from getting a speeding ticket. On the navigation console the current speed limit is indicated with your current speed alongside. The moment you go over the speed limit a red light comes on. Yes, I need that type of reminder sometimes!
Once again I checked to see if my husband's golf bag would fit in the trunk. Yep. It fits!
While the Mazda 3 isn't a big family-mobile, it is certainly a fun, gas-efficient car. It has great features that promote safety (speed warning, Moo-ing) that would be great for new or older driver. Plus, it looks sharp!
I was provided the Mazda 3 as a complimentary test drive. I was not compensated or requested to post. All opinions are my very own.


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Our Ambassadors will support the work of the Foundation as widely as possible, whether by simply raising awareness or by becoming directly involved with our projects.
We are proud to announce our first Ambassadors.
"I am absolutely thrilled to have Thomas and Matt onboard as our Ambassadors, together we can make a real impact and raise awareness of the Foundation's wonderful work"
Nick Rose, Head of European Tour Foundation
Matt Fitzpatrick
Together, we have the opportunity to drastically improve the lives of individuals and communities around the world. We can't do it alone though, we need your help to raise the vital funds that enable us to make a difference. Join the movement and find out how you can be part of it.
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The 198th Pennsylvania House of Representatives District is located in Philadelphia County and includes the following areas:

 Ward 11 [PART, Divisions 04, 05, 06, 09, 10, 12, 14, 15, 16, 17 and 18]
 Ward 12
 Ward 13
 Ward 17 [PART, Divisions 16, 21, 22, 23, 24, 25 and 29]
 Ward 38 [PART, Divisions 02, 03, 04, 05, 06, 10, 11, 17, 18 and 21]

Representatives

References

Government of Philadelphia
198


Young, old, rich, poor, college educated or high school dropout – addiction can happen to anyone and the far-reaching consequences affect all of us.
Driven by a personal recovery experience, Dr. Kevin McCauley set out to answer this question: Is addiction really a disease? The former Navy flight surgeon who had treated pilots for addictions is now convinced that it is a disease. In his lecture, McCauley shares the latest neuroscience research on addiction – research that explains how the brain constructs pleasurable experiences, what happens when the process goes wrong, and why this can have a dramatic impact on our ability to make proper choices.
The Palmer Drug Abuse Program is proud to present this insightful speaker as part of its 13th Annual Campaign Breakfast on Friday, May 17, 8-9:30 a.m., at the Omni Hotel at the Colonnade, 9827 Colonnade Blvd.
McCauley's presentation helps his audience understand the nature of addiction and offers insight on ways that we as a community can help people recover. He is co-founder of the Institute for Addiction Study, author of Pleasure Unwoven: A Personal Journey About Addiction and director of Le Mont, a recovery management and sober living program in Sandy, Utah. He is a strong physician advocate for the rights of addicts as patients.
Proceeds from the May 17 program will support the ongoing programs of PDAP, a community, faith-based organization that provides services including individual and family counseling, group meetings, prevention education, leadership training and activities free of charge. In the San Antonio area last year, PDAP provided free services to more than 2,100 individuals. Those services include recovery and support programs for teenagers and young adults, for parents of substance abusers and the children or younger brothers and sisters of a drug/alcohol abusing sibling or parent.
PDAP also provides weekly insight, education and/or recovery groups at middle and high schools for eight local school districts and last year gave drug abuse prevention presentations to more than 2,500 area students.
For more information and to RSVP for the May 17 event click here, or call 210-227-2634. Sponsor tables are available. An individual ticket is $100.
Time: Registration begins at 7:30 a.m., program runs from 8 – 9:30 a.m.
Location: Omni Hotel at the Colonnade, 9827 Colonnade Blvd.
Mark Barr is Executive Director of Palmer Drug Abuse Program-San Antonio.


After successful marketing and PR careers in London, a move to Sussex was the catalyst for setting up The Andrews Partnership.
Beyond the office, we'd always been quietly creative: making and restoring things and nurturing a passion for midcentury furniture. Penny's childhood home was dominated by Ercol and Scandinavian furniture, Danish lighting and ceramics. This heritage has become the hallmark of the business.
No longer commuting and travelling, we've developed a business to channel our creative skills and showcase midcentury style.
Simon's enthusiasm for furniture shows in his expertise as a restorer: he now sources and restores furniture to its former glory. As an experienced upholsterer, Penny's skills are a perfect complement, allowing us to work together on many projects.
We thoroughly enjoy our business and all things midcentury furniture: if you share our passion or would like to find out more, we'd love to hear from you.


Today I show you how to make a Krabby Patty in real life. After working with Plankton for roughly 183 years I can now proudly reveal to you the secret Krabby Patty formula. It has been our goal to figure out the secret Krabby Patty formula and reveal the entire recipe to the world, and I can now proudly announce we have finally figured it out. Making a homemade Krabby Patty instead of purchasing one from the Krusty Krab will save you over $193,483 per year, so you've got nothing to loose! – Enjoy!
Watch Maxmoefoe eat the World's First Krabby Patty!
Want to show a friend how to make a real life Krabby Patty? Link them to this video!
where can i buy your sneeze?