1. I've read on here that an mp3 is not allowed on your site unless it is your own creation. Is that true? And if so, I would suspect it is the copyright issue from the music industry. Would that be correct?
2. In so far as music, I've read all over the web that music on a site is inappropriate unless you are selling music. I am wondering what people on here think about that. Like is that an old thought, or is that thought still the majority of users opinions?
3. My site is a hockey teams site and initially I had relative music on each page. Tasteful and like I say relative to the topic. However, I had one person, and I do take advice, tell me that music is inappropriate. So I stripped the music off my site. I miss it!! I felt it gave a further upbeat tempo to the games, tempo to the event, tempo to selling tickets, etc. etc.
4. I need everyone's opinion ... hoping this thread goes on for days and pages.
5. Thanks to all who can give me their opinion. I will value it!!
kinds of unlicensed music sources available for download. Hope that helps!
Too many people and self interest groups fighting the inevitable with music.
A word of caution, some users do not want music because it interferes with other work or programs they might have going. Say you're in Skype or in a voice call and your music comes on loud. Pleas leave an off or volume control button.
Thanks everyone .... consensus to me appears that not only can it be detrimental to the pocketbook, it can be annoying to others, so since I can't sing and they probably would not listen anyway, I think I'll take all your advice and leave the music off the site.


text:
SummaryChange in accounting policiesSegment resultsDepreciation and amortisation, non operating resultsCash flowsBalance sheetOutlook
About this report1 Changes in accounting principles2 Segment information3 Operating costs4 Dividends5 Financial liabilities6 Leases7 Financial result8 Operating net working capital9 Intangible assets10 Provisions and contingent liabilities11 Income taxes
Quarterly review 2018 and 2019
In CHF million, except where indicated
Net revenue 2,885 2,920 2,884 3,025 11,714 2,860 2,803 2,793 8,456
Direct costs (704) (692) (723) (835) (2,954) (683) (656) (684) (2,023)
Personnel expense (723) (714) (661) (717) (2,815) (724) (687) (653) (2,064)
Other operating expense (503) (540) (519) (631) (2,193) (448) (500) (459) (1,407)
Capitalised self-constructed assets and other income 103 111 107 140 461 114 161 123 398
Operating income (EBITDA) 1,058 1,085 1,088 982 4,213 1,119 1,121 1,120 3,360
Depreciation and amortisation (540) (540) (530) (534) (2,144) (554) (557) (538) (1,649)
Depreciation of right-of-use assets – – – – – (60) (62) (60) (182)
Operating income (EBIT) 518 545 558 448 2,069 505 502 522 1,529
Net interest expense on financial assets and liabilities (29) (29) (27) (19) (104) (15) (16) (13) (44)
Interest expenses on lease liabilities (6) (6) (6) (6) (24) (8) (7) (9) (24)
Other financial result (6) 6 (3) (27) (30) 3 (28) (26) (51)
Equity-accounted investees (2) 2 3 2 5 2 – (1) 1
Income before income taxes 475 518 525 398 1,916 487 451 473 1,411
Income tax expense (96) (110) (99) (90) (395) (104) (54) (72) (230)
Net income 379 408 426 308 1,521 383 397 401 1,181
Attributable to equity holders of Swisscom Ltd 381 409 427 310 1,527 385 397 401 1,183
Attributable to non-controlling interests (2) (1) (1) (2) (6) (2) – – (2)
Earnings per share (in CHF) 7.36 7.90 8.24 5.98 29.48 7.43 7.66 7.74 22.84
Swisscom Switzerland 2,204 2,191 2,188 2,223 8,806 2,163 2,093 2,111 6,367
Fastweb 574 606 577 669 2,426 581 602 587 1,770
Other Operating Segments 198 228 230 253 909 225 237 225 687
Group Headquarters – 1 – 1 2 – – – –
Intersegment elimination (91) (106) (111) (121) (429) (109) (129) (130) (368)
Total net revenue 2,885 2,920 2,884 3,025 11,714 2,860 2,803 2,793 8,456
Swisscom Switzerland 935 933 919 789 3,576 929 909 907 2,745
Fastweb 172 199 204 228 803 177 206 208 591
Other Operating Segments 41 51 56 49 197 50 48 46 144
Group Headquarters (21) (31) (19) (5) (76) (18) (21) (20) (59)
Reconciliation pension cost (15) (14) (17) (14) (60) (14) (15) (15) (44)
Reconciliation lease expense (IAS 17) (52) (47) (51) (57) (207) – – – –
Intersegment elimination (2) (6) (4) (8) (20) (5) (6) (6) (17)
Total EBITDA 1,058 1,085 1,088 982 4,213 1,119 1,121 1,120 3,360
Capital expenditure in property, plant and equipment and intangible assets
Other Operating Segments 8 11 12 15 46 8 11 13 32
Total capital expenditure 501 568 552 783 2,404 518 779 536 1,833
Operating free cash flow proxy
Capital expenditure in property, plant and equipment and intangible assets (501) (568) (552) (783) (2,404) (518) (779) (536) (1,833)
Lease expense (IFRS 16) – – – – – (68) (69) (69) (206)
Operating free cash flow proxy 557 517 536 199 1,809 533 273 515 1,321
Net debt excluding lease liabilities 6,835 7,696 7,187 7,009 7,009 6,736 7,787 7,182 7,182
Lease liabilities 459 450 454 384 384 1,719 1,755 1,751 1,751
Net debt 7,294 8,146 7,641 7,393 7,393 8,455 9,542 8,933 8,933
Full-time equivalent employees at end of year
Swisscom Switzerland 15,014 14,562 14,522 14,448 14,448 14,340 14,236 14,095 14,095
Fastweb 2,510 2,483 2,470 2,484 2,484 2,458 2,451 2,467 2,467
Other Operating Segments 2,540 2,588 2,615 2,679 2,679 2,699 2,663 2,724 2,724
Group Headquarters 262 262 243 234 234 222 214 214 214
Total headcount 20,326 19,895 19,850 19,845 19,845 19,719 19,564 19,500 19,500
Information by geographical region in CHF million or full-time equivalents
Net revenue in Switzerland 2,308 2,310 2,305 2,351 9,274 2,277 2,197 2,203 6,677
Net revenue in other countries 577 610 579 674 2,440 583 606 590 1,779
EBITDA Switzerland 889 891 887 752 3,419 939 913 907 2,759
EBITDA other countries 169 194 201 230 794 180 208 213 601
Capital expenditure in Switzerland 315 406 398 526 1,645 357 604 377 1,338
Capital expenditure in other countries 186 162 154 257 759 161 175 159 495
Full-time equivalent employees in Switzerland 17,611 17,203 17,165 17,147 17,147 17,035 16,871 16,788 16,788
Full-time equivalent employees in other countries 2,715 2,692 2,685 2,698 2,698 2,684 2,693 2,712 2,712
Fastweb, in EUR million
Residential Customers 257 264 264 265 1,050 269 273 277 819
Enterprise Customers 180 188 190 222 780 202 214 211 627
Wholesale 53 66 49 99 267 42 45 45 132
Revenue from external customers 490 518 503 586 2,097 513 532 533 1,578
Segment result (EBITDA) 148 170 178 200 696 157 182 190 529
Margin as % of net revenue 30.1 32.8 35.2 34.0 33.1 30.5 34.0 35.5 33.4
Capital expenditure in property, plant and equipment and intangible assets 159 138 135 225 657 143 154 146 443
Broadband access lines in thousand 2,483 2,500 2,518 2,547 2,547 2,575 2,600 2,610 2,610
Mobile access lines in thousand 1,185 1,280 1,324 1,432 1,432 1,517 1,629 1,742 1,742
Swisscom Switzerland Revenue and results
Residential Customers 655 659 662 642 2,618 630 619 622 1,871
Revenue wireless 768 777 776 748 3,069 732 721 722 2,175
Revenue fixed-line 774 779 770 770 3,093 758 754 740 2,252
Other revenue Enterprise Customers 16 15 14 15 60 16 14 15 45
Total revenue telecoms services 1,558 1,571 1,560 1,533 6,222 1,506 1,489 1,477 4,472
Solution business 264 249 245 269 1,027 251 248 251 750
Merchandise 173 166 173 207 719 196 169 182 547
Wholesale 141 145 148 132 566 158 162 169 489
Revenue other 50 42 45 64 201 32 7 12 51
Total revenue from external customers 2,186 2,173 2,171 2,205 8,735 2,143 2,075 2,091 6,309
Residential Customers 1,456 1,448 1,457 1,482 5,843 1,413 1,364 1,382 4,159
Enterprise Customers 584 575 561 586 2,306 566 543 534 1,643
IT, Network & Infrastructure 5 5 5 5 20 6 6 6 18
Segment result before depreciation and amortisation (EBITDA)
IT, Network & Infrastructure (284) (266) (281) (307) (1,138) (265) (263) (255) (783)
Intersegment elimination – – 1 (1) – (1) – 1 –
Segment result (EBITDA) 935 933 919 789 3,576 929 909 907 2,745
Operational data in thousand
Access lines
Fixed telephony access lines 1,977 1,906 1,846 1,788 1,788 1,737 1,683 1,643 1,643
Enterprise Customers 37 37 37 35 35 35 32 31 31
Broadband access lines retail 2,025 2,028 2,030 2,033 2,033 2,030 2,024 2,027 2,027
Swisscom TV access lines 1,492 1,501 1,510 1,519 1,519 1,523 1,529 1,540 1,540
Postpaid Residential Customers 3,381 3,379 3,385 3,382 3,382 3,435 3,468 3,504 3,504
Postpaid Enterprise Customers 1,265 1,270 1,283 1,294 1,294 1,272 1,254 1,249 1,249
Mobile access lines Postpaid 4,646 4,649 4,668 4,676 4,676 4,707 4,722 4,753 4,753
Prepaid Residential Customers 1,805 1,785 1,741 1,694 1,694 1,671 1,646 1,605 1,605
Mobile access lines 6,451 6,434 6,409 6,370 6,370 6,378 6,368 6,358 6,358
RGU Residential Customers 10,445 10,386 10,313 10,234 10,234 10,225 10,199 10,182 10,182
RGU Enterprise Customers 1,500 1,483 1,482 1,476 1,476 1,443 1,405 1,386 1,386
Revenue generating units (RGU) 11,945 11,869 11,795 11,710 11,710 11,668 11,604 11,568 11,568
Broadband access lines wholesale 449 462 472 481 481 492 502 509 509
Unbundled fixed access lines 100 95 91 87 87 83 79 75 75

redpajama_set_name: RedPajamaCommonCrawl


text:
Boston's Best Bet | Larry Bird
November 25, 2013 November 25, 2013 by Marneen
In 1978, Larry Bird was drafted by the Boston Celtics in the first round. The Celtics Organization gambled on the youngster from French Lick. He was the sixth overall draft pick. Larry was drafted as a college student, attending Indiana State University. Despite being drafted into a professional basketball career opportunity, Larry went on to complete his senior year and continued to play basketball at the college level. The Celtics retained the right for him to join the team the following year. After being awarded several national collegiate basketball awards, Larry Bird relocated to Boston in 1979.
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Larry Bird dominated the rookie class and was named the NBA Rookie of the Year for the 1979-80 season. Larry played his entire very successful career of 13 seasons as a member of the Celtics organization. The Celtics were crowned NBA Champions three times during Larry's tenure as a Celtic player. The first championship win occurred during Bird's second season.
Consistency describes Larry Bird's play best. He consistently scored an average of 20 points per game in eleven of his thirteen years on the hardwood. His career average was 24.3 points per game. He also averaged 10 rebounds per game during his career. He also achieved the triple-doubles status in fifty-nine games spanning his 13 year career. He ranks fifth in the NBA for this feat. Wilt Chamberlain is fourth with 78 over a 14 year career. Jason Kidd ranks third with 105. Magic Johnson ranks second with 138, spanning the same time as Larry Bird. Oscar Robertson holds the record for most triple-doubles. He accumulated 181 over a fourteen year career.
Larry Bird's sharpshooting skills were honed by repetition. He also practiced with his eyes closed. He did this while shooting three-pointers. His work ethic and perfectionist attitude made him a fan favorite. He was often seen diving out of bounds, over tables, and into the sidelines to chase a loose ball. Playing fearlessly tough basketball with a smile was his trademark. Stepping onto the court, he created excitement and accelerated the pace of the game.
Foundations of Sport and Exercise Psychology With Web Study Guide-5th Edition
The Celtics had needed a superstar to redefine their program. Crowds and enthusiasm had dwindled during the late 1970s. The Celtics' record speaks for itself. The 1977-78 season was wracked with losses. They only won 32 games out of an 82 game season, losing fifty games. The following year, the losing was worse and fans departed in droves. They lost 53 out of 82 games. The arrival of Larry Bird breathed new life into the organization. Bird had a history of drawing a crowd to previously low attendance games. His final high school game in a small town was attended by approximately 4,000 people. The games at Indiana State University became sell-out crowds. Students were standing in line for hours to get tickets for the game. The ISU team was undefeated until a run-in with Earvin "Magic" Johnson and his Michigan teammates in the NCAA Tournament Championship Game. Magic burst Indiana State University's bubble with a stunning performance, but Bird flew on into the NBA and crowds flocked to watch the Celtics play.
Larry Bird and Magic Johnson entered the NBA during the same season. Magic had won the NCAA Tournament and had an imposing presence on the NBA court, but Larry Bird's inspiring accomplishments in the NBA designated him the NBA Rookie of the Year. He was invited for the first time to the NBA All-Star Game that year as well.
His first season in the National Basketball Association, the Celtics began a climb to the pinnacle from a drought-filled place. The Celtics won an additional 32 games and became division leaders. Larry Bird averaged 21.3 points per game during his rookie season. He pulled down an average 10.4 rebounds per game, and he became an excellent pickpocket on the court. Statistics show he was credited with 143 steals in his rookie year. Larry Bird's skills also included three-point shooting. He made 58 field goals from beyond the arc. He was second in the league in assists, with an average of 4.5 assists per game. It was not long before Larry Bird made an appearance in the NBA Finals.
The 1983-84 season was the culmination of Bird's hard work during practice. That year, he was credited with an average of more than 7 assists and was nearly perfect from the free throw line at 90 percent. Averaging more than 20 points per game proved his mettle on the court. The Championship Series matched the Celtics against the Los Angeles Lakers. This was the first post-season battle between Magic Johnson and Larry Bird since the fateful meeting in the NCAA Tournament. This time, the outcome was reversed. Larry Bird and the Celtics overpowered the Lakers in the seven game series. Bird scored 34 points during the Celtics' Game 5 win. He also had an outstanding shooting night during Game 7. He earned a double-double. He scored 20 points and snatched 12 rebounds off the boards. His outstanding performance earned him the title of Finals Most Valuable Player. The next year was a rematch in the Finals, but Larry Bird was suffering from injuries to his elbow and fingers. The Lakers won in six games, but Larry Bird walked away with the season's Most Valuable Player award for the second year in a row. The third consecutive trip to the NBA Finals led to a Celtics win. Additional titles such as The Sporting News Man of the Year, the Associated Press Male Athlete of the Year, the NBA MVP, and the Finals MVP were bestowed on Larry Bird, the talented young man from Indiana.
Categories Basketball, Sports Tags basketball, Boston Celtics, Larry Bird, NBA 1 Comment Post navigation
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Not signing statements... document requests... I think I was having a conversation prior to me speaking about the signing statements, so that was on my mind.
Jon Gold on Sun, 07/06/2008 - 10:29am.
I'm hesitant to put up Springmann's because I don't have much of the Q&A, and because his message was really quite depressing, in my view. Not that others wouldn't be interested or feel the same way, but I think his talk needs the Q&A for a sense of completion. It was about as long as his talk, and there were some very good questions...so I may wait and let Justin or whomever release his talk.
apollo304 on Sun, 07/06/2008 - 10:29am.
Jon Gold on Sun, 07/06/2008 - 10:38am.
SeekTheTruth911 on Sun, 07/06/2008 - 10:45am.
Jon Gold on Sun, 07/06/2008 - 10:47am.
Jon Gold on Sun, 07/06/2008 - 10:46am.
Here's the interview of me taken at that event.
Here's the audio clip I wanted to play.
Jon Gold on Sun, 07/06/2008 - 5:38pm.
Thanks for the link at the end!
jamartellxiv on Sun, 07/06/2008 - 10:36pm.


text:
Q: What is the difference between overloading operator= and overloading the copy constructor? What is the difference between overloading the operator = in a class and the copy constructor?
In which context is each one called?
I mean, if I have the following:
Person *p1 = new Person("Oscar", "Mederos");
Person *p2 = p1;

Which one is used? And then when the other one is used?
Edit:
Just to clarify a little bit:
I already know that if we explicitly call the copy constructor Person p1(p2), the copy constructor will be used. What I wanted to know is when each one is used, but using the = operator instead, as @Martin pointed.

A: The copy constructor is a constructor, it creates an object. In particular, the copy constructor creates an object which is semantically identical to another, already existing object, of which it makes a "copy":
Person newperson(oldperson); // newperson is a "copy" of oldperson

The assignment operator isn't a constructor at all, but an ordinary member funcion that can only be invoked on an existing object. Its purpose is to assign to your object the semantics of another object, so that after the assignment the two are semantically identical. You are not usually "overloading" the assignment operator, you are just defining it.
Person p;          // construct new person
/* dum-dee-doo */
p = otherperson;   // assign to p the meaning of otherperson, overwriting everything it was before
                   // invokes p.operator=(otherperson)

Note that if it makes sense to compare to objects (with ==), then both copy construction and assignment should behave so that we have equality afterwards:
Person p1(p2);
assert(p1 == p2);

p1 = p3;
assert(p1 == p3);

You are not forced to guarantee this, but users of your class will usually assume this behaviour. In fact, the compiler assumes that Person p1; Person p2(p1); entails p1 == p2;.
Lastly, as a final aside and as said elsewhere, note that Person p = p2; literally means Person p(p2) (copy construction), and never Person p; p = p2;. That's syntactic sugar to allow you to write naturally-looking code without compromising efficiency (or even correctness, as your class may not even be default-constructible).

A: In your case neither is used as you are copying a pointer.
Person p1("Oscar", "Mdderos");
Person extra;

The copy constructor
Person P2(p1);      // A copy is made using the copy constructor
Person P3  = p2;    // Another form of copy construction.
                    // P3 is being-initialized and it uses copy construction here
                    // NOT the assignment operator

An assignment:
extra = P2;         // An already existing object (extra)
                    // is assigned to.

It is worth mentioning that that the assignment operator can be written in terms of the copy constructor using the Copy and Swap idium:
class Person
{
    Person(std::string const& f, std::string const& s);
    Person(Person const& copy);

    // Note: Do not use reference here.
    //       Thus getting you an implicit copy (using the copy constructor)
    //       and thus you just need to the swap
    Person& operator=(Person copy)
    {
        copy.swap(*this);
        return *this;
    }

    void swap(Person& other) throws()
    {
          // Swap members of other and *this;
    }
};

A: A copy constructor constructs a new object by using the content of the argument object. An
overloaded assignment operator assigns the contents of an existing object to another existing
object of the same class.

redpajama_set_name: RedPajamaStackExchange


text:
Redland City Council News
The latest news from Redland City Council
Redlands Coast park improvements opening soon
Mayor Karen Williams said there would be exciting new play spaces and equipment at Thornlands Community Park, Apex Park in Wellington Point and Raby Esplanade Park in Ormiston.
"The $2.1 million addition to Thornlands Community Park will open for the first day of school holidays, this Saturday 27 June," Cr Williams said.
"The $770,000 upgrade to Raby Esplanade Park will follow mid-next week (approximately 1 July), weather permitting.
"Disappointingly, the opening of the $720,000 Apex Park upgrade has been pushed back due to vandalism, but we hope it won't be too delayed.
"All of these upgrades are part of larger staged park projects that will see improvements to facilities for a cross section of visitors."
Division 3 Councillor Paul Golle said he had watched with excitement as Thornlands Community Park, at the corner for Cleveland-Redland Bay Road and Waterline Boulevard, had emerged from what was just a grassy patch in April 2018.
"The new all abilities play space will feature a double flying fox, water auger and mud pit; and incorporate additional picnic settings, barbeques, shade, and seating all within a fully fenced area," Cr Golle said.
"This coming financial year (2020/21) will see the inclusion of an extra agricultural themed mounded play area for climbing, sliding and tunnelling within the fenced play area and fitness equipment outside."
Division 1 Councillor Wendy Boglary said she was looking forward to the upcoming openings of the revamped play areas at both Apex Park and Raby Esplanade Park.
"In a first for Redlands Coast parks, Apex Park at Starkey Street, Wellington Point will include an in-ground trampoline," she said.
"Along with the addition of a climbing unit and fairy play space, the much loved flying fox will be renewed.
"Raby Esplanade Park, Ormiston will reopen with a nautical themed play space, a shipping container stacked play tower and a created creek bed featuring water pumps and sluice gates.
"The exciting new hamster wheel will be another first for the Redlands Coast children to enjoy."
Posted in Community, Council, Parks, Youth and tagged .
Record $327m budget investment in Redlands Coast
Restarting Redlands Coast is at the heart of Council's record $327 million COVID-affected budget for 2020-21 which provides a $3 million safety net for those most impacted by the pandemic.
The budget includes an expanded $80 million capital investment in the city aimed at generating and preserving local jobs and adding to and sustaining vital community infrastructure and services.
Redland City Mayor Karen Williams said it was expected Council's finances would take a multi-million-dollar hit from COVID, including $3 million in COVID recovery funding that had been allocated to help the city recover from the pandemic.
"Right now we need money spent in our city and, with Council being one of Redland Coast's largest employers, we are taking up the challenge by ensuring local money creates local jobs," Cr Williams said.
"Council has been diligent in maintaining low levels of debt and a strong balance sheet over the years in preparation for a rainy day and the rain has arrived, so with local businesses struggling we are going to spend local to keep locals employed.
"A significant part of this record spend is thanks to the strong financial reserves that we built for a situation such as this.
"We are also topping up our COVID recovery fund by a further $1 million, providing a total of $3 million safety net to be used by those most impacted by the pandemic.
"While some Councils have chosen to spread rate relief broadly, we have adopted a deliberate strategy of supporting those who need it most by keeping money aside to provide relief when that need is better understood," Cr Williams said.
"We know the full impacts of the COVID pandemic won't be known until later this year when support like the Federal Government's Job Keeper program have ended and this funding will allow us to do that.
"This may be through rates relief, business support or grants to the community; we will keep an eye on the impacts and have that money on hand to respond when and where it is needed most."
Cr Williams said Council would absorb as much of the COVID impacts as possible, without passing on the impact to residents.
"We will do this by adopting an operating deficit budget and keeping the increase in general rates revenue to 2.99 percent taking in all rating categories – or about 62 cents a week for a typical category 1a, owner-occupied household, excluding separate charges, utilities and State Government charges.
"The extra money collected in rates through this year's increase will contribute towards further COVID-19 recovery measures to help areas hardest hit by the pandemic response.
"We have also reduced other charges, with the environment separate charge down 4.7 percent and the landfill remediate charge down almost 26 percent."
Cr Williams said as part of its COVID response Council had strengthened its focus on spending locally to help stimulate the economy.
"It is about getting people out an about again, getting the economy moving, supporting residents, backing businesses, restoring the climate for local employment and creating opportunity.
"It has allowed us to offer total pensioner rates and utilities rebates of almost $3.5 million, with rates rebates of $335 a year for a full pensioner or $167.50 for a part-pensioner."
Cr Williams said it was disappointing the State Government had increased bulk water costs by a further 6.4 per cent, meaning the city's total bulk water costs were now $43.4 million.
"This increase is on top of hefty increases over the last three years and comes despite us asking the State to hold bulk water costs to help residents respond to the COVID pandemic.
"To put this in perspective, the city's bulk water bill is more than half of what we will spend in our capital expenditure program to provide vital community infrastructure.
"Despite this increase Council has kept its retail water consumption increase to just 2.13 percent."
The 2020-21 budget at a glance:
Record $327 million investment in Redlands Coast.
An increase in general rates revenue of 2.99 percent taking in all rating categories – or about 62 cents a week for a typical category 1a, owner-occupied household, excluding separate charges, utilities and State Government charges.
Capital expenditure of almost $80 million.
The State Government's bulk water charge, over which Council has no control, increases by about $36 for the average ratepayer to fund a total cost of almost $43.4 million this year.
Environment separate charge down 4.7 percent and the landfill remediation charge down almost 26 percent – a reduction of $16 on last year for both charges.
Council's retail water consumption charge up by about 2.13 percent.
Total pensioner rebates rises to almost $3 million, with rates rebates of $335 a year for a full pensioner or $167.50 for a part-pensioner and other utility charge remissions and rebates totaling $467,000.
Capital expenditure program at a glance:
$30 million for transport, roads and traffic projects.
$3.2 million for other infrastructure projects.
$10.2 million for marine and foreshore projects, including canal and breakwater works.
$12.7 million for water, waste and wastewater projects.
$13.8 million for parks, open space and conservation.
$2 million for community and cultural development.
Go to our website at redland.qld.gov.au/budget for full budget information.
Posted in Budget 2020-21, Council, Disaster management and tagged Coronavirus (COVID-19).
Investment keeps Redlands Coast naturally wonderful
Redland City Council will spend more than $31 million enhancing and maintaining the city's naturally wonderful parks, conservation areas and sports areas in 2020-21.
It builds on a multi-million-dollar program of park and playground upgrades across the city in recent years and follows the acquisition of key strategic land for community use, including the former Commonwealth land at Birkdale, historic Willard's Farm, the Redlands Coast Regional Sport and Recreation Precinct at Mt Cotton and the former Department of Primary Industries land at Alexandra Hills.
Mayor Karen Williams said the Redland City budget, delivered today, includes $13.8 million for improving popular community parks and sports fields alone.
"There is $1.6 million for the Hanover Drive Park upgrade at Alexandra Hills, $1.3 million for
Apex Park at Wellington Point, $1.1 million for Headland Park at Point Lookout and close to another $1 million for the next stage of Thornlands Community Park," Cr Williams said.
"We have also seen substantial works either completed or underway in Raby Esplanade Park and at Pt Lookout Oval.
"These are just some of the parks across the city to benefit from major makeovers, as we know Redlanders love their outdoors spaces and we want them to be the best they can be.
"Simply maintaining our parks – mowing and cleaning to keep them in tip top shape and safe – will take the total investment to $30.2 million in 2020-21, while fire mitigation alone costs almost $2 million."
Cr Williams said she was excited by the potential of the former Commonwealth land at 362-388 Old Cleveland Road East, Birkdale, which was acquired last December.
"Council has backed heritage protection for key features of the site, including the former US Army Radio Receiving Station used in World War II," she said.
"We worked hard over several years to purchase this land to ensure it becomes a great community asset for Redlands Coast."
Cr Williams said the commitment in this year's Budget followed more than $3.5 million in park upgrades set to open in the coming week.
"I know Redlanders love their parks and they will have a whole lot more reason to love them with upgraded parks including Thornlands Community Park, which opens this Saturday; Raby Esplanade Park in Ormiston that opens mid next week; and Apex Park at Wellington Point," Cr Williams said.
"As part of this year's Budget we will continue that investment, providing plenty of exciting new parks for local families to enjoy."
Cr Williams said Council was also committed to supporting sports groups, with major renewal projects planned for Thorneside's William Taylor Memorial Sportsfield and Redland Bay's Charlie Buckler Sportsfield.
"We also have earmarked $612,000 to progress the Redlands Coast Regional Sport and Recreation Precinct proposal for Heinemann Road, Mount Cotton," Cr Williams said.
"The masterplan for this new multi-million-dollar regional sport and recreation precinct has been approved, with the project implemented in stages to provide exciting new sporting facilities.
"With our sports group particularly hard hit by measures to keep COVID-19 at bay, we have already moved quickly to provide them with access to a $50,000 operational funding pool from last year's budget to help them continue supporting the local community.
"Council is also continuing to work with any clubs suffering financial hardship to ensure they are supported through COVID-19."
Major parks and sportsground projects
Hanover Drive Park upgrade, Alexandra Hills, $1.6 million
Apex Park renewal, Wellington Point $1.3 million
Headland Park upgrade, Point Lookout $1.1 million
Thornlands Community Park stage 2B $996,000
William Taylor Memorial Sportsfield renewal, Thorneside $827,000
Charlie Buckler Sportsfield carpark renewal and expansion $800,000
Raby Esplanade Park stage 2 $777,000
Redlands Coast Regional Sport and Recreation Precinct $612,000
Posted in Budget 2020-21, Parks and tagged .
Redlands Coast island infrastructure boost
Redlands Coast island communities will benefit from more than $11.1 million in major infrastructure and roads spending in the 2020-21 Redland City Council budget.
Mayor Karen Williams said the allocations to projects across the Southern Moreton Bay, North Stradbroke and Coochiemudlo islands underscored Council commitment to improving island infrastructure.
"And we hope this is just the start of the post-COVID investment, with Council continue to push hard for state and federal government funding assistance to bring forward shovel-ready projects for island communities," Cr Williams said.
"We see projects such as the Glendale Road emergency access road on Russell Island and a range of footpath projects and road improvements as vital to the islands' futures."
Council's 2021 budget, adopted today, includes multi-million-dollar investments in the Southern Moreton Bay Islands as part of a total of a $21.6 million to be spent directly on caring for Redlands Coast island communities – up $1.7 million on last financial year.
"Big ticket projects such as the Russell Island pontoon upgrade, which will cost $3.5 million this financial year, the Weinam Creek car park, which will cost $3.4 million, and another $1.5 million for the islands' Green Seal program will help to significantly improve conditions for islanders," Cr Williams said.
"These three key projects are critical to improving access to and around the Southern Moreton Bay islands, with the Russell Island pontoon the start of major marine transport infrastructure renewal program which will now to be accelerated to include upgrades to the jetties, gangways and pontoons at Macleay, Lamb and Karragarra islands over three years.
"One of Redlands Coast's largest-ever marine projects, this partnership with the Department of Transport and Main Roads will have significant transport, tourism and recreational benefits for the region.
"Another $795,000 will be spent on the Canaipa Point Drive off-road footpath on Russell Island, with $259,000 allocated to upgrade Macleay Island Community Park.
"Island waiting sheds and bus shelters will be upgraded at a cost of $404,000."
Other major island projects include the upgrade of Point Lookout's Headland Park on North Stradbroke Island ($1.1 million) and park and streetscape asset renewal on Coochiemudlo Island ($270,000).
Posted in Budget 2020-21, Roads and transport and tagged .
Massive boost to make it easier to get around Redlands Coast
More than half of Redland City Council's projected record capital spend for 2020-21 will go towards transport and traffic solutions, with a dozen big-ticket projects and programs alone costing more than $30 million.
The capital outlay in today's budget also has a strong focus on active transport options, with more than $5.8 million directed at footpaths and cycleways alone to make it easier for our community to leave the car at home and get on their bikes or head out for walks.
Mayor Karen Williams said Council would continue to work with the state and federal governments to bring forward further funding for a multi-million-dollar catalogue of other shovel-ready road and transport infrastructure projects.
"The $80 million in budgeted capital expenditure is expected to hit a record more than $90 million once carry-over funds and anticipated state and federal assistance is factored in," Cr Williams said.
"More than $9 million will be injected into the city's Road Renewal Program, with $1.8 million going to Regional Road Alliance Program projects and another $1.7 million to the Roads to Recovery Program.
"Another $1.5 million will go towards our bus shelter and seat renewal program and $525,000 for the Cleveland Rail bus station. We want to encourage more residents to use public transport than just have machines laying bitumen.
"Our island communities will benefit from the start of a $28.6 million two-year project to upgrade the jetties, gangways and pontoons at Russell, Macleay, Lamb and Karragarra islands, with $3.5 million for the Russell island project.
"At Weinam Creek, the gateway to the Southern Moreton Bay Islands, we have dedicated $3.4 million for the carpark development, and we have committed another $1.5 million to the sealing of island roads.
"All this is not only vital to our island residents but also to the development of a sustainable tourism industry to support local jobs creation."
Cr Williams said Redlands Coast's great attraction – its waterways and foreshores – came with a substantial cost.
"With more than 335km of coastline, our operating maintenance costs for marine infrastructure, including boat ramps and jetties, foreshore work and canals will total $8.5 million over and above the $10.2 million earmarked for capital works this financial year," she said.
Cr Williams said Council was also seeking vital infrastructure commitments from the State Government under its Works for Queensland program and the Federal Government under its Local Road and Community Infrastructure Program and Financial Assistance Grants to add impetus to its infrastructure investment.
"We already have 64 projects worth almost $83 million that are shovel-ready and which, if funded, will support jobs growth and deliver improvements for our community," Cr Williams said.
"These include community disaster resilience and infrastructure improvements worth
$10.4 million for North Stradbroke Island and $8.6 million for the Southern Moreton Bay Islands, communities which have been particularly hard hit.
"It also includes millions of dollars' worth of upgrades to the Redlands Coast transport network, including 6.2km of footpaths, 26km of resurfacing mainland roads and 3.7km of green seal for the Southern Moreton Bay Islands in the next financial year alone to help residents and visitors move around the city faster and safer."
Major road, traffic and transport projects and programs
Road Renewal Program $9 million
Russell Island pontoon upgrade $3.5 million
Raby Bay revetment walls and groynes $3.7 million
Weinam Creek development carpark $3.4 million
Wellington Street and Panorama Drive road upgrade $3.3 million
Southern Redland Bay boat ramp $1.8 million
Regional Road Alliance Program $1.8 million
Roads to Recovery Program $1.7 million
Southern Moreton Bay Green Seal program $1.5 million
Bus shelter and seat renewal program $1.5 million
Canaipa Point Drive off-road footpath (Oasis Drive – Keats Street) Russell Island $795,000
Kinross Road upgrade, Thornlands $700,000
Main Road, Wellington Point, footpath and retaining wall upgrade $650,000
Cleveland Rail bus station $525,000
Moreton Bay Cycleway, Victoria Point (School Road – Pt O'Halloran Road) $500,000
Councillors and senior officers forgo pay rise
Redland City Councillors have forgone a pay rise at the Special Budget Meeting today, saving the City $25,137.
Mayor Karen Williams said Councillors unanimously voted to not accept the remuneration set out for Councillors by the Local Government Remuneration Commission for the 2020/21 financial year.
"Considering the hardship being experience by some of our residents and business community, we could not in good conscience accept a pay rise," she said.
Cr Williams said the decision by Councillors had been further supported by Council's senior and executive officers who had also proactively agreed to not accept a pay increase.
"The combined impact of Councillors and Council's 22 senior officers not accepting a pay increase will save residents about $150,000, which in the current economic environment will be welcome news for the community," she said.
"Council has worked hard to deliver stimulus packages to ease the burden of locals where possible.
"While our salary savings may not seem a lot in the grand scheme of things, it is a statement of our solidarity with the Redlands Coast community."
Posted in Budget 2020-21, Council and tagged .
Suspension of parking infringement notices to end on Sunday 12 July
Redland City Council would like to advise that as COVID-19 restrictions continue to ease, the suspension of parking infringements at the city's ferry terminals will end on Sunday 12 July.
Parking infringement notices in these areas will apply again from Monday 13 July.
A Council spokesperson said parking infringements had been suspended for some areas in the Redland Bay Marina car park and all timed parking areas at Toondah Harbour and the Victoria Point ferry terminal to assist residents who had a mainland vehicle and were self-isolating at home due to COVID-19.
"Council is pleased to have been able to support our geographically isolated island residents during the height of the COVID-19 travel restrictions," the spokesperson said.
"Now, with the State Government having opened Queensland to travel and more people using the city's marinas, Council must ensure parking is available for everyone at these car parks, so parking infringement notices will soon apply again.
"Areas at the Redland Bay Marina car park that had been changed from three day parking to 18 hour regulated parking will also revert to the previous three-day parking."
The spokesperson said Council strongly encouraged the community to be mindful of the changed parking conditions that would apply at the city's marina car parks from 13 July.
"Council urges drivers to ensure they have parked lawfully in accordance with regulatory signs and line marking before they leave their vehicles," the spokesperson said.
"Parking infringements only apply in situations where local laws are not adhered to, and Council looks forward to Redlands Coast residents and visitors parking responsibly."
Posted in Disaster management, Roads and transport and tagged Coronavirus (COVID-19).
Birkdale Recycling and Waste Centre to close temporarily
Redland City Council advises that Birkdale Recycling and Waste Centre (formerly known as Birkdale Waste Transfer Station) will temporarily close for site maintenance and upgrades from Wednesday, 1 July 2020.
Mayor Karen Williams said the closure was necessary for the safety of Council employees, contractors and the community.
"Works are likely to continue until mid-August, weather permitting, mainly during daylight hours from Mondays to Saturdays, but with the possibility of some night works," she said.
"Every effort will be made to minimise noise and dust by using a water truck for dust suppression, and working between 6am and 6pm."
Cr Williams encouraged residents to either hold onto waste and recyclables or make use of the Redland Bay Recycling and Waste Centre while the Birkdale facility was closed, with commercial operators being asked to use alternative facilities during this period.
"COVID-19 social distancing rules and extra safety conditions are still in place at all Council recycling and waste centres, so please remain patient," she said.
"Limits on the number of visitors may cause delays on entry, particularly at peak times, such as weekends."
Division 8 Councillor Tracey Huges said she acknowledged the temporary closure may be an inconvenience for some people.
"I appreciate the community's patience and understanding while these vital works are completed," she said.
"Ensuring the safety of the community and of Council's employees and contractors is paramount.
"This is a short term closure that will deliver much needed maintenance and upgrades."
Redland Bay Recycling and Waste Centre, located at 761–789 German Church Road, is open seven days a week from 7am–5pm.
Vehicles must arrive before 4.45pm to gain access.
This facility only accepts residential waste in vehicles with a gross combination vehicle mass (GCVM) of less than 4.5 tonnes.
The following commercial items are not accepted at Redland Bay Recycling and Waste Centre:
• Commercially generated or transported fibro, cement sheeting and asbestos-containing material. Redland Bay only accepts residential quantities (up to 10m2)
• Commercial bricks and concrete
• Commercial and industrial mixed waste in vehicles greater than 4.5t GCVM
Commercial operators are encouraged to go to alternative locations where possible during this time. These may include:
• Chandler Resource Recovery Centre (Brisbane City Council), Tilley Road, Chandler – vehicles less than 4.5 tonnes GCVM
• Resource Recoveries and Recycling, 706 Mount Cotton Road, Sheldon – does not accept Commercial and Industrial waste
• Carbrook Waste and Recycling Facility (Logan City Council), 1801 Mount Cotton Road, Cornubia – vehicles less than 4.5t GCVM
Posted in Uncategorized and tagged .
Council venues reopening as COVID-19 restrictions ease
Redland Art Gallery (RAG), Cleveland and IndigiScapes are all set to reopen to the public on Monday 15 June, with RecycleWorld following the next day.
Mayor Karen Williams said she was delighted that more Council venues would soon be ready to receive visitors in line with Stage 2 of the Queensland Government's Roadmap to Easing COVID-19 Restrictions.
"While some of our Council venues were able to quickly reopen after the Stage 2 easing of restrictions was brought forward, others are still gearing up to reopen to our community as safely as possible," Cr Williams said.
"We welcomed the State Government's decision to bring forward Stage 2, but the lack of notice has meant some slight delays."
Councillor Williams said art gallery visitors were in for a treat with a revised program of exhibitions being released for the rest of this calendar year.
"Two new exhibitions will run in the Cleveland Gallery from 15 June until 2 August," she said.
"Redland Art Awards: Works acquired 2006-2018 will highlight 14 wonderful artworks held in the RAG Collections acquired from the gallery's prestigious biennial contemporary painting competition.
"Breathing Space is a selection of RAG Collection works that encourage us to stop, relax and reconnect with Redlands Coast on Quandamooka Country."
Image: Julie Reeves, Dark garden 4 2007, oil on canvas. Redland Art Gallery Collection. Donated through the Australian Government's Cultural Gifts Program by Julie Reeves, 2012. Courtesy of the artist. Photography by Carl Warner.
Council venues – reopening dates and conditions
Redland Art Gallery (RAG), Cleveland will reopen on Monday 15 June with two exhibitions:
• Redland Art Awards: Works acquired 2006-2018
• Breathing Space: Taking time out with the RAG Collection
Conditions in place:
• As a maximum of 20 people is currently permitted, gallery employees will regulate visitor entry.
• There will be no public seating available.
• You can now view exhibitions at the Cleveland gallery in person, with children's art and craft still activities available online at http://artgallery.redland.qld.gov.au
Redlands IndigiScapes Centre will reopen on Monday 15 June.
The Discovery Centre, gift shop, nursery and café will all reopen, with the flow of visitors being regulated to ensure compliance with social distancing rules.
• Centre opening (including gift shop) hours: 10am – 4pm daily
• Nursery opening hours: 10am – 3pm weekdays
• Café opening hours: three set seating times with modified menu for dining in (bookings essential, limited take-away options will be available):
Morning tea: 10am –11.30am
Lunch: 12pm -1.30pm
Afternoon tea: 2pm – 3pm
Discovery Centre opening hours: three sessions daily, aligned with café seating times.
Phone 3824 8611 for café bookings.
RecycleWorld at Redland Bay Recycle and Waste Centre will reopen on Tuesday 16 June.
Opening hours: Tuesdays and Fridays (instead of Saturdays), 10am – 2pm
• 10am – 12 noon: pedestrian entry only through the loading bay gate. Purchases (other than large items) will need to be carried out by customers via the pedestrian footpath.
• 12 noon – 2pm: vehicle pick up of large items from the loading bay.
• Entry will be regulated due to current gathering rules. Visitors can expect queues on entry and payment.
• If the carpark is full, customers may be asked to return later.
• Payment via EFT only.
• Footwear must be worn (this is an existing safety measure).
For full list of conditions: https://www.redland.qld.gov.au/info/20189/waste_transfer_stations/334/recycleworld
All Council venues
• Council venues being reopened will provide safe and welcoming spaces for the Redlands Coast community and visitors.
• Cleaning will be increased, sanitiser will be available and social distancing measures will be in place.
• Conditions at all venues will be reviewed again when Queensland reaches Stage 3 in the easing of restrictions roadmap.
Posted in Arts, Community, Disaster management, Environment, Waste and recycling and tagged Coronavirus (COVID-19).
Council seeks community input on coastal strategy
Redland City Council is inviting community members to provide input into Phase 6 of its Coastal Hazard Adaptation Strategy.
A city-wide strategy for the protection of the city's coastline, including islands and inland rivers and creeks; the project will assess the vulnerability of infrastructure, assets and property to coastal hazards, and recommend actions to help adapt and manage these risks.
As part of the project's next phase, Council is conducting an online survey seeking feedback from community members on what they value most about Redlands Coast, plus their understanding and any experiences of coastal hazards.
Mayor Karen Williams, who is also chairperson of the project's steering committee, said the next phase involved identifying options that would help Redlands Coast adapt to, and be protected from, potential hazards such as coastal erosion, storm tide inundation, and sea level rise to the years 2070 and 2100.
"I'm very proud of this project and I'm looking forward to its completion later this year," Cr Williams said.
"Council and project stakeholders have worked hard in developing the Coastal Hazard Adaptation Strategy, and this next phase calls for the community to provide invaluable input to help inform the strategy's recommended actions.
"Redlands Coast residents should feel confident knowing Council will have a plan in place to help protect our coastal lifestyle, Indigenous cultural heritage, and to guide the adaptation of private property and public infrastructure."
Development of the strategy is overseen by the project's steering committee, and is developed in consultation with the Quandamooka Yoolooburrabee Aboriginal Corporation, key asset owners and stakeholder bodies, and the wider Redlands Coast community.
For more information about the strategy and to take the online survey, please visit the project page at yoursay.redland.qld.gov.au/CHAS
Posted in Community, Environment, Planning and tagged .
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Collected first career ground ball against Adrian (April 10).
Why Alma?: "I chose to attend Alma College because I clicked well with the team and coaches, I wanted to go to a smaller school, and I enjoyed the community."


We had the chance to sit down and pick the brain of fashion photographer, Paulina 'Lypsky' Lipińska. We learned a lot about her creative process and what inspires her through various photo shoots. Paulina was kind enough to share with us a little career advice for those looking to enter the visual arts industry and what we can expect to see from her in the coming months. Check out her full interview below!
NKC: Growing up, where did you look for inspiration? Who or what inspires you now?
PL (Paulina Lipińska): While growing up I always had a book with me, mostly fantasy or science-fiction. I think this had a huge impact on me back then as I wanted to be a writer, photography appeared later in my life. First idea was always about the book, writing fiction and creating worlds, manipulating my heroes and challenging them into fights. Authors like J.R.R. Tolkien, Susanna Clarke and fantastic Polish writers such as M.L. Kossakowska or A. Sapkowski were my inspiration. Their visions were painted in my mind after reading books and short novels written by them. Right now I still have an immense sentiment for my favorite characters, their way of dealing with life on paper pages, especially king of sarcasm - Witcher.
I guess not much have changed since then because these authors still inspire me. It's a proof that man can create something utterly irresistible, I'm coming back to these books again and again after more than ten years, still fascinated by some tiny details I haven't noticed before. Although my list of things and people that inspire my is always growing, mostly within fashion world now. Names I just had to add to it are Alexander McQueen for his absolute desire to link impossible with obvious, Rei Kawakubo for challenging minimalism in most unexpected way, Mario Testino for simply being great and Benjamin Kaufmann for expressing simplicity in most extravagant way. I could go like this for few pages, but these are first names that came to my mind.
NKC: When was the moment you realized your craft was more than just a hobby?
PL: Actually, I'm not sure when it became obvious to me. I guess it was the moment when I applied for photography school that I decided to do something different, something for myself. It wasn't final step towards building up a career, it was more like developing my skills just for myself, to be better. After a year or so of taking photos and polishing - my back then poor skills, I got my first job as a photographer - and that was it, my lacking ingredient to build my self-esteem and take life into my own hands - be a photographer.
PL: Be extremely patient, learn from every failure - these are most valuable lessons. As it may sound like a cliche it is true, believe it or not. Invest in yourself, photography is not easy to start with. If you really want to build a career as a photographer, you have to sacrifice a lot, mostly time and assests. There are a lot of amazing artists but only few of them can make it to the big fashion world so push your luck as hard as you can.
NKC: If there was one fashion house you could work with who would it be and why?
PL: That is truly and horribly tough question ! There are so many exquisite fashion houses that choosing one is nearly impossible. Some time ago I would say 'Prada, of course!' but now, I'll go with Burberry. It's simple, classic and I would wear it straight from the runway.
NKC: Anything we should look forward to in your upcoming working?
PL: Och yes, I've been working on many projects lately and one of them will be launched in two weeks - lookbook for a new brand for women. I also did few amazing editorials with my superb team and now cannot wait to show it to everyone ! But, unfortunately, I have to patiently wait for a magazine to come out before I can publish it on my Instagram. But, time is running so soon it will all be out !
NKC: What is one closet item that you feel is absolutely necessary?
PL: Black shirt, obviously. Elegant and sporty at the same time, depending on the accessories. I have ten different black shirts, I'm addicted to buying them.
NKC: How do you brand yourself as a photographer?
PL: I would go with 'passionate amateur'. I have experience and knowledge but it's never enough, in this profession you always have to keep up with technical news, fresh tricks and fashion, of course. Everything in here changes really fast, only basics stay the same.
NKC: Recently for Nakid Magazine you directed a group campaign. Is there a different approach you use when working with multiple people at once?
PL: My approach during photoshoot is always the same - stay positive and hype up everyone in the studio. Atmosphere is very important when you meet with strangers and you are about to do something great. I try to be flexible, adjust myself to the needs of situation. Not every person wants to laugh or make jokes, few of them want classical music and a friendly chat. It's always a matter of being considerate, I'm not fond of artificial snobs nor nerve-wreckers.
NKC: Surviving in the fashion industry as a photographer no easy feat. How do you make it work?
PL: I honestly have no idea ;) I'm just doing what I truly like and try to be positive about the outcome. It's my team that pushes me forward and challenges me. We met by accident during photoshoot and just stayed together, coming up with crazy ideas for editorials and dreaming big. My biggest luck was that I found them in this crazy industry, extraordinary hairstylist Kamil and down-to-earth make up artist Anna. Also I treat this as an adventure, not an unpleasant obligation, this way you can have fun while working. Failures always leave a little scar and raise doubts about one's skills but it is not a reason to give up, just keep going.
NKC: If there was anyone in the world you could shoot with who would it be? Why?
PL: Definitely Lara Stone, perfect model for me. Her beauty is astonishing, amazingly proportional body and magnetic eyes - I need nothing more, just Lara and my camera.
NKC: Tell us about the meaning behind your 'On Time' campaign for Elegant Magazine. What inspired the experience you had?
PL: To be honest, it was all made on a whim. I called my friend and make up artist Anna and started babbling about how it would be fun to make something new, maybe shoot outside and prepare an autumn inspired editorial. And that's how it all began, we set the convenient date for us and I started looking for matching designers, buzzing with ideas. Two days before shooting Anna wrote to me about her colleague who is a hair stylist and wanted to do something fresh outside work so I was thrilled that the project is getting bigger. Turned out we get along so well that we teamed up - and work together ever since ;] I can say that this little idea of shooting with a model in natural light evolved into making a great team, my team.
NKC: Tell us a little known fact about yourself.
PL: Sometimes something can actually move my emotions a little bit. On daily basis, I am a stoic.
Share your thoughts and comments on this piece below or drop us an email at info@accessbynkc.com!


text:
//package com.yueny.cropui.service.manage;
//
//import org.junit.Test;
//
//import com.yueny.cropui.service.exception.ErrorTypeManager;
//import com.yueny.superclub.api.enums.exception.IErrorType;
//
///**
// * @author 袁洋 2015年8月15日 下午1:57:46
// *
// */
//public class ErrorTypeManagerTest {
//	/**
//	 *
//	 */
//	@Test
//	public void testFromCode() {
//		final String errorCode = "5000000";
//
//		final IErrorType errorType = ErrorTypeManager.fromCode(errorCode);
//		System.out.println(errorType);
//	}
//
// }

redpajama_set_name: RedPajamaGithub


text:
Classification of dangerous goods
Container types and sizes
1 2 3 4 5 8 A B C D E F G H I J K L M N O P Q R T U V W X Y Z
T's & C's:
Tact Time:
Tactical Planning:
Taguchi Method:
Takt Time:
Tally sheet:
Tandem:
Tank cars:
Tapering rate:
Tare Weight:
Target Costing:
Tariff:
Task interleaving:
TCO:
Temporary authority:
Ten Principles:
Tender:
Terminal delivery allowance:
Terms and conditions (T's & C's):
Theoretical Cycle Time:
Theory of Constraints (TOC):
Third Party Logistics Provider:
Third-Party Logistics (3PL):
Third-Party Warehousing:
Three-layer framework:
Throughput:
Time Based Order System:
Time Bucket:
Time Fence:
Time utility:
Time-Definite Services:
Time-to-Product:
Time/service rate:
Timetables:
TL:
TMS:
TOFC:
Ton-mile:
Total Annual Material Receipts:
Total Annual Sales:
Total Average Inventory:
Total Cost Analysis:
Total Cost Curve:
Total Cost of Ownership (TCO):
Total Cumulative Manufacture Cycle Time:
Total Inventory Days of Supply:
Total Make Cycle Time:
Total Package and Label Cycle Time:
Total Product Revenue:
Total Productive Maintenance (TPM):
Total quality management (TQM):
Total Sourcing Lead Time (95% of Raw Material Dollar Value):
Total Supply Chain Response Time:
Total Supply-Chain Management Cost (5 elements):
Total Test and Release Cycle Time:
Toto authority:
Touch Labor:
TPM:
TQM:
Traceability:
Tracing:
Tracking and Tracing:
Tracking Signal:
Trading Partner Agreement:
Trading Partner:
Traffic Management:
Trailer on a Flatcar (TOFC):
Tramp:
Transaction Set ID:
Transaction Set:
Transaction:
Transactional Acknowledgement:
Transfer Pricing:
Transit Inventory:
Transit privilege:
Transit Time:
Translation Software:
Transmission Acknowledgment:
Transportation Association of America:
Transportation Management System (TMS):
Transportation method:
Transportation Mode:
Transportation Planning Systems:
Transportation Planning:
Transportation requirements planning (TRP):
Transportation Research Board:
Transportation Research Forum:
Transshipment problem:
Travel agent:
Trend Forecasting Models:
TRP:
Truckload Carriers (TL):
Truckload Lot:
Trunk lines:
Twenty-foot Equivalent Unit (TEU):
Two-bin system:
Two-Level Master Schedule:
T's & C's: - See Terms and Conditions
Tact Time: - See Takt Time
Tactical Planning: - The process of developing a set of tactical plans (e.g., production plan, sales plan, marketing plan, and so on). Two approaches to tactical planning exist for linking tactical plans to strategic plans--production planning and sales and operations planning. See: Sales and operational planning, strategic planning.
Taguchi Method: - A concept of off-line quality control methods conducted at the product and process design stages in the product development cycle. This concept, expressed by Genichi Taguchi, encompasses three phases of product design: system design, parameter design, and tolerance design. The goal is to reduce quality loss by reducing the variability of the product's characteristics during the parameter phase of product development.
Takt Time: - Sets the pace of production to match the rate of customer demand and becomes the heartbeat of any lean production system. It is computed as the available production time divided by the rate of customer demand. For example, assume demand is 10,000 units per month, or 500 units per day, and planned available capacity is 420 minutes per day. The takt time = 420 minutes per day/ 500 units per day = 0.84 minutes per unit. This takt time means that a unit should be planned to exit the production system on average every 0.84 minutes.
Tally sheet: - A printed form on which companies record, by making an appropriate mark, the number of items they receive or ship. In many operations, tally sheets become a part of the permanent inventory records.
Tandem: - A truck that has two drive axles or a trailer that has two axles.
Tank cars: - Rail cars that are designed to haul bulk liquids or gas commodities.
Tapering rate: - A rate that increases with distance but not in direct proportion to the distance the commodity is shipped.
Tare Weight: - The weight of a substance, obtained by deducting the weight of the empty container from the gross weight of the full container.
Target Costing: - A target cost is calculated by subtracting a desired profit margin from an estimated or a market-based price to arrive at a desired production, engineering, or marketing cost. This may not be the initial production cost, but one expected to be achieved during the mature production stage. Target costing is a method used in the analysis of product design that involves estimating a target cost and then designing the product/service to meet that cost. Also see: Value Analysis
Tariff: - A tax assessed by a government on goods entering or leaving a country. The term is also used in transportation in reference to the fees and rules applied by a carrier for its services.
Task interleaving: - A method of combining warehouse picking and putaway. Warehouse Management Systems (WMS) use logic to direct a lift truck operator to put away a pallet en route to the next pick.
Tasks: - The breakdown of the work in an activity into smaller elements.
TCO: - See Total Cost of Ownership
Technical Components: - Component (part) of a product for which there is a limited number of suppliers. These parts are hard to make, and require much more lead time and expertise on the part of the supplier to produce than standard components do.
Temporary authority: - The ICC may grant a temporary operating authority as a common carrier for up to 270 days.
Ten Principles: - A principle is a general rule, fundamental, or other statement of an observed truth. Over time certain fundamental truths of material handling have been found to exist. The "principles" of material handling are often useful in analyzing, planning and managing material handling activities and systems. At the very least they form a basic foundation upon which one can begin building expertise in material handling. These principles, that serve as a starting point to identifying potential problems and assessing need, are : 1. Planning 2. Standardization 3. Work 4. Ergonomic 5. Unit Load 6. Space Utilization 7. System 8. Automation 9. Environment 10. Life Cycle Cost
Tender: - The document which describes a business transaction to be performed.
Terminal delivery allowance: - A reduced rate offered in return for the shipper of consignee tendering or picking up the freight at the carrier's terminal
Terms and conditions (T's & C's): - All the provisions and agreements of a contract.
TEU: - See Twenty-foot Equivalent Unit
Theoretical Cycle Time: - The back-to-back process time required for a single unit to complete all stages of a process without waiting, stoppage, or time lost due to error.
Theory of Constraints (TOC): - A production management theory which dictates that volume is controlled by a series of constraints related to work center capacity, component availability, finance, etc. Total throughput cannot exceed the capacity of the smallest constraint, and any inventory buffers or excess capacity at non-related work centers is waste.
Third Party Logistics Provider: - A firm which provides multiple logistics services for use by customers. Preferably, these services are integrated, or "bundled" together by the provider. These firms facilitate the movement of parts and materials from suppliers to manufacturers, and finished products from manufacturers to distributors and retailers. Among the services which they provide are transportation, warehousing, cross-docking, inventory management, packaging, and freight forwarding.
Third-Party Logistics (3PL): - Outsourcing all or much of a company's logistics operations to a specialized company.
Third-Party Warehousing: - The outsourcing of the warehousing function by the seller of the goods.
Three-layer framework: - A basic structure and operational activity of a company
Throughput: - A measure of warehousing output volume (weight, number of units). Also, the total amount of units received plus the total amount of units shipped, divided by two.
Time Based Order System: - See Fixed Reorder Cycle Inventory Model
Time Bucket: - A number of days of data summarized into a columnar display. A weekly time bucket would contain all of the relevant data for an entire week. Weekly time buckets are considered to be the largest possible (at least in the near and medium term) to permit effective MRP.
Time Fence: - A policy or guideline established to note where various restrictions or changes in operating procedures take place. For example, changes to the master production schedule can be accomplished easily beyond the cumulative lead time, while changes inside the cumulative lead time become increasingly more difficult to a point where changes should be resisted. Time fences can be used to define these points.
Time utility: - A value created in a product by having the product available at the time desired. Transportation and warehousing create time utility.
Time-Definite Services: - Delivery is guaranteed on a specific day or at a certain time of the day.
Time-to-Product: - The total time required to receive, fill, and deliver an order for an existing product to a customer, timed from the moment that the customer places the order until the customer receives the product.
Time/service rate: - A rail rate that is based upon transit time.
Timetables: - Time schedules of departures and arrivals by origin and destination
TL: - See Truckload Carrier
TMS: - See Transportation Management System.
TOC: - See Theory of Constraints
TOFC: - See Trailer-on-Flat Car, Piggyback
Ton-mile: - A measure of output for freight transportation
Total Annual Material Receipts: - The dollar amount associated with all direct materials received from Jan 1 to Dec 31.
Total Annual Sales: - Total Annual Sales are Total Product Revenue plus post-delivery revenues (e.g., maintenance and repair of equipment, system integration) royalties, sales of other services, spare parts revenue, and rental/lease revenues.
Total Average Inventory: - Average normal use stock, plus average lead stock, plus safety stock.
Total Cost Analysis: - A decision-making approach that considers minimization of total costs and recognizes the interrelationship among system variables such as transportation, warehousing, inventory, and customer service.
Total Cost Curve: - 1) In cost-volume-profit (breakeven) analysis, the total cost curve is composed of total fixed and variable costs per unit multiplied by the number of units provided. Breakeven quantity occurs where the total cost curve and total sales revenue curve intersect. See: Break-even chart, Break-even point. 2) In inventory theory, the total cost curve for an inventory item is the sum of the costs of acquiring and carrying the item. Also see: Economic Order Quantity
Total Cost of Ownership (TCO): - Total cost of a computer asset throughout its lifecycle, from acquisition to disposal. TCO is the combined hard and soft costs of owning networked information assets. 'Hard' costs include items such as the purchase price of the asset, implementation fees, upgrades, maintenance contracts, support contracts, and disposal costs, license fees that may or may not be upfront or charged annually. These costs are considered 'hard costs' because they are tangible and easily accounted for.
Total Cumulative Manufacture Cycle Time: - The average time between commencement of upstream processing and completion of final packaging for shipment operations as well as release approval for shipment. Do not include WIP storage time. Calculation: [Average # of units in WIP] / [Average daily output in units] WIP days of supply
Total Inventory Days of Supply: - Total gross value of inventory at standard cost before reserves for excess and obsolescence. Includes only inventory that is on the books and currently owned by the business entity. Future liabilities such as consignments from suppliers are not included. Calculation: [5 Point Annual Average Gross Inventory] / [Cost of Good Sold/365]
Total Make Cycle Time: - The average total processing time between commencement of upstream processing and completion of all manufacturing process steps up to, but NOT including, packaging and labeling operations (i.e. from start of manufacturing to final formulated product ready for primary packaging). Do not include hold or test and release times. Calculation: [Average # of units in active manufacturing] / [Average daily output in units]
Total Package and Label Cycle Time: - The average total processing time between the commencement of the primary packaging and labeling steps to completion of the final packaging steps for shipment. Calculation: [Average # of units in packaging and labeling WIP] / [Average daily output in units]
Total Product Revenue: - The total value of sales made to external customers plus the transfer price valuation of intra-company shipments, net of all discounts, coupons, allowances, and rebates. Includes only the intra-company revenue for product transferring out of an entity, installation services if these services are sold bundled with end products, and recognized leases to customers initiated during the same period as revenue shipments, with revenue credited at the average selling price. Note: Total Product Revenue excludes post-delivery revenues (maintenance and repair of equipment, system integration), royalties, sales of other services, spare parts revenue, and rental/lease revenues.
Total Productive Maintenance (TPM): - Team based maintenance process designed to maximize machine availability and performance and product quality.
Total quality management (TQM): - A management approach in which managers constantly communicate with organizational stakeholders to emphasize the importance of continuous quality improvement.
Total Sourcing Lead Time (95% of Raw Material Dollar Value): - Cumulative lead time (total average combined inside-plant planning, supplier lead time [external or internal], receiving, handling, etc., from demand identification at the factory until the materials are available in the production facility) required to source 95% of the dollar value (per unit) of raw materials from internal and external suppliers.
Total Supply Chain Response Time: - The time it takes to rebalance the entire supply chain after determining a change in market demand. Also, a measure of a supply chain's ability to change rapidly in response to marketplace changes. Calculation: [Forecast Cycle Time] + [Re-plan Cycle Time] + [Intra-Manufacturing Re-plan Cycle Time] + [Cumulative Source/Make Cycle Time] + [Order Fulfillment Lead Time]
Total Supply-Chain Management Cost (5 elements): - Total cost to manage order processing, acquire materials, manage inventory, and manage supply-chain finance, planning, and IT costs, as represented as a percent of revenue. Accurate assignment of IT-related cost is challenging. It can be done using Activity-Based-Costing methods, or based on more traditional approaches. Allocation based on user counts, transaction counts, or departmental headcounts are reasonable approaches. The emphasis should be on capturing all costs, whether incurred in the entity completing the survey or incurred in a supporting organization on behalf of the entity. Reasonable estimates founded in data were accepted as a means to assess overall performance. All estimates reflected fully burdened actuals inclusive of salary, benefits, space and facilities, and general and administrative allocations. Calculation: [Order Management Costs + Material Acquisition Costs + Inventory Carrying Costs + Supply-Chain-Related Finance and Planning Costs + Total Supply-Chain-Related IT Costs] / [Total Product Revenue] (Please see individual component categories for component detail and calculations)
Total Test and Release Cycle Time: - The average total test and release time for all tests, documentation reviews, and batch approval processes performed from start of manufacturing to release of final packaged product for shipment. Calculation: [Average # of units in test and release] / [Average daily output in units]
Toto authority: - A private motor carrier receiving operating authority as a common carrier to haul freight for the public over the private carrier's backhaul
Touch Labor: - The labor that adds value to the product - assemblers, welders etc. This does not include indirect resources such as material handlers (mover and stage product, mechanical and electrical technicians responsible for maintaining equipment.
TPM: - See Total Productive Maintenance
TQM: - See Total Quality Management
Traceability: - 1) The attribute allowing the ongoing location of a shipment to be determined. 2) The registering and tracking of parts, processes, and materials used in production, by lot or serial number.
Tracing: - Determining where a shipment is during the course of a move.
Tracking and Tracing: - Monitoring and recording shipment movements from origin to destination.
Tracking Signal: - The ratio of the cumulative algebraic sum of the deviations between the forecasts and the actual values to the mean absolute deviation. Used to signal when the validity of the forecasting model might be in doubt.
Trading Partner Agreement: - The written contract that spells out agreed upon terms between EDI trading partners.
Trading Partner: - Companies that do business with each other via EDI (e.g., send and receive business documents, such as purchase orders).
Traffic Management: - The management and controlling of transportation modes, carriers and services.
Traffic: - A department or function charged with the responsibility for arranging the most economic classification and method of shipment for both incoming and outgoing materials and products.
Trailer on a Flatcar (TOFC): - A specialized form of containerization in which motor and rail transport coordinate. Synonym: Piggyback.
Tramp: - An international water carrier that has no fixed route or published schedule
Transaction Set ID: - A three digit numerical representation that identifies a transaction set.
Transaction Set: - Commonly used business transactions (e.g. purchase order, invoice, etc.) organized in a formal, structured manner, consisting of a Transaction Set header control segment, one or more Data Segments, and a Transaction Set trailer Control Data Segment.
Transaction: - A single completed transmission, e.g., transmission of an invoice over an EDI network. Analogous to usage of the term in data processing, in which a transaction can be an inquiry or a range of updates and trading transactions. The definition is important for EDI service operators, who must interpret invoices and other documents.
Transactional Acknowledgement: - Specific Transaction Sets, such as the Purchase Order Acknowledgement (855), that both acknowledges receipt of an order and provides special status information such as reschedules, price changes, back order situation, etc.
Transfer Pricing: - The pricing of goods or services transferred from one segment of a business to another. Transfer pricing generally includes the costs associated with performing the transfer and therefore item costs will be incrementally higher than when received through normal channels.
Transit Inventory: - Inventory in transit between manufacturing and stocking locations, or between warehouses in a distributed warehousing model. Also see: In-transit Inventory
Transit privilege: - A carrier service that permits the shipper to stop the shipment in transit to perform a function that changes the commodity's physical characteristics but to pay the through rate.
Transit Time: - The total time that elapses between a shipment's pickup and delivery.
Translation Software: - Software the converts or "translates" business application data into EDI standard formats, and vice versa.
Transmission Acknowledgment: - Acknowledgment that a total transmission was received with no errors detected
Transparency: - The ability to gain access to information without regard to the systems landscape or architecture. An example would be where an online customer could access a vendor's web site to place an order and receive availability information supplied by a third party outsourced manufacturer or shipment information from a third party logistics provider. See also: Visibility
Transportation Association of America: - An association that represents the entire U.S. Transportation system, carriers, users, and the public
Transportation Management System (TMS): - A computer system designed to provide optimized transportation management in various modes along with associated activities, including managing shipping units, labor planning and building, shipment scheduling through inbound, outbound, intra-company shipments, documentation management (especially when international shipping is involved), and third party logistics management.
Transportation method: - A linear programming technique that determines the least-cost allocation of shipping goods from plants to warehouses of from warehouses to customers.
Transportation Mode: - The method of transportation: land, sea, or air shipment.
Transportation Planning Systems: - The systems used in optimizing of assignments from plants to distribution centers, and from distribution centers to stores. The systems combine "moves" to ensure the most economical means are employed.
Transportation Planning: - The process of defining an integrated supply chain transportation plan and maintaining the information which characterizes total supply chain transportation requirements, and the management of transporters both inter and intra company.
Transportation requirements planning (TRP): - Utilizing computer technology and information already available in MRP and DRP databases to plan transportation needs based on field demand.
Transportation Research Board: - A division of the National Academy of Sciences which pertains to transportation research.
Transportation Research Forum: - A professional association that provides a forum for the discussion of transportation ideas and research techniques.
Transshipment problem: - A variation of the transportation method of linear programming that considers consolidating shipments to one destination and reshipping from that destination.
Travel agent: - A firm that provides passenger travel information
Trend Forecasting Models: - Methods for forecasting sales data when a definite upward or downward pattern exists. Models include double exponential smoothing, regression, and triple smoothing.
Trend: - General upward or downward movement of a variable over time such as demand for a product. Trends are used in forecasting to help anticipate changes in consumption over time.
TRP: - See Transportation Requirements Planning
Truckload Carriers (TL): - Trucking companies, which move full truckloads of freight directly from the point of origin to destination.
Truckload Lot: - A truck shipment that qualifies for a lower freight rate because it meets a minimum weight and/or volume.
Trunk lines: - Oil pipelines that are used for the long-distance movement of crude oil, refined oil, or other liquid products.
Turnover: - 1) Typically refers to Inventory Turnover. 2) In the United Kingdom and certain other countries, turnover refers to annual sales volume. Also see: Inventory Turns
Twenty-foot Equivalent Unit (TEU): - Standard unit for counting containers of various capacities and for describing the capacities of container ships or terminals. One 20 Foot ISO container equals 1 TEU. One 40 Foot ISO container equals two TEU.
Two-bin system: - An inventory ordering system in which the time to place an order for an item is indicated when the first bin is empty. The second bin contains sufficient supply until the order is received.
Two-Level Master Schedule: - A master scheduling approach in which a planning bill of material is used to master schedule an end product or family, along with selected key features (options and accessories). Also see: Production Forecast