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KSE-100: Directionless trade weighs on stocks; index dips 116 points
* Market capital decreases by Rs 21bn
Equities Correspondent
Directionlessness played on the market sentiments on Monday, as the KSE-100 index kicked off the first trading session of the week on a bearish note, with contracting market volumes.
The index clocked at 47,447 level after posting 116 points loss, as it traded in a range of 306.76 points or 0.64 percent of previous close, showing an intraday high of 47,715.28 and a low of 47,408.52.
The market witnessed choppy behavior, owing to a surge in Covid positivity ratio as it crossed 3.9% which risks a fresh round of lockdown being imposed by the government. Moreover,rising uncertainty in the Afghanistan region where the Taliban claim to control 85% of the territory which also took a toll on investors' sentiment.
However, Market Cap decreased by Rs.21.09 Billion, owing to dwindling volume as investors have been treading cautiously owing to the issues pertaining to the NCCPL 's CGT calculation, which disrupted the investors' payables, since most of them booked losses in June to net off gains, however the NCCPL deducted the CGT for the 11 months i.e till May 21.
The volume at kse-100 locked in at 107.6 million shares, while the all-share index recorded a volume of 474 million shares.
At kse-100 the volume chart was led by Worldcall Telecom Limited followed by Treet Corporation Limited and TPL corp Limited followed. The scrips exchanged 70.991 million, 63.61 million and 27.38 million shares.
As per the National Clearing Company of Pakistan limited (NCCPL) foreign investors were net buyers of worth $1.2 million worth of shares.
Among local investors Brokers and Individuals led the selling chart, which offloaded $2.38 million and $1.4 million worth of equities.
Whereas, Insurance Companies and Banks led the buying chart, and mopped up $2.05 million, $1.28 million worth of equities.
During the session, sectors which dented the index were Cement with 38 points, Technology & Communication with 23 points, Power Generation & Distribution with 15 points, Commercial Banks with 11 points and Oil & Gas Marketing Companies with 10 points.
Among the scrips, the most points taken off the index was by TRG Pakistan which stripped the index of 17 points followed by Lucky Cement with 17 points, Bank Al Habib Limited with 16 points, NESTLE with 11 points and
Cherat Cement Company Limited with 11 points.
However, sectors which lifted the index were Tobacco with 13 points, Investment Banks with 13 points, Food & Personal Care Products with 9 points, Textile Spinning with 3 points and Textile Composite with 2 points.
Among the scrips, the most points added to the index was by Unity foods which contributed 20 points followed by PSX with 20 points, Muslim Commercial Bank with 14 points, Pak Tobacco Company Limited with 13 points and Habib Bank Limited with 6 points.


We mentioned the inspiration page of bulthaup earlier in this post. They started an inspirational blog on their website where you can find stories about designers and their passion, sneek peeks into beautiful interiors and of course, kitchen inspiration.
If you are curious to see more of this home, with a gallery space in their basement, check the bulthaup blog and find more details - and what do you think of that amazing wooden stairs?!


Here we look at some examples of how to work with two way tables. We assume ... The data file contains only two columns, and when read R interprets them both as factors: > smokerData .... (The "t" function takes the transpose of the array.).
A frequency table is a table that represents the number of occurrences of every unique value in the variable. In R, you use the table() function for that.


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Shuffling on the West coast of the United States
May 26, 2020 IMMEconomics
The British magazine "the Economist" in an article for the next issue says: in the entire history never has the technological industry was not as economically significant. Today the total value of the five largest Silicon valley companies is about 20% of the aggregate value of the 500 leading U.S. companies stock index S&P. however, until recently no one even had any idea about how these huge, major companies will develop in the fall of the world economy. When the last recession began in 2007, the company "Facebook" was only four years old, the size of the Amazon then there was twenty times less than today, and Apple has earned from the sale of the computers "Macintosh" more than iPhones.
The authors, experts in this article wonder what is happening with technogiant? The obvious and most common among the expert community, the answer lies in the fact that in conditions of severe recession, the tech industry is booming, as people are working remotely and, therefore, spend more time in the screens. However, at the same time experts notice that if you look at everything more closely, the picture is much more complicated. According to their estimates, today the tech industry is beginning to deviate from business models that prevailed in the last decade, towards a new era of subscriptions, e-Commerce and business infrastructure. In other words, the center of gravity of the technology began moving from San Francisco to Seattle.
According to experts, a degree of tension, which is experiencing large technological companies, it is difficult to overestimate. The company Ford stated that this quarter expects a loss in the amount of $ 5 billion at the time, like "Boing" every three months, loses cash $ 4.7 billion. Against this background, technology companies are literally on the crest of success. In the first quarter of this year, sales of the company "Alphabet" parent company "Google" has increased compared to the same period last year by 13%, and the company received profit in the amount of $ 7 billion. And 3 billion users of Facebook now spend much more time to benefit from the services offered by the company. While the most expensive days of our company, Microsoft, for the quarter, expects profit in the amount of $ 10.8 billion.
And yet, according to "the Economist", for these figures, there is a hint of vulnerability. Advertising revenue, which has been the primary source of profit for "Alphabet" and "Facebook", now under serious pressure. In March, Google cut the cost of advertising in the search engines is approximately 15% compared to last year. In addition, due to the recession clients from small businesses significantly reduced spending on advertising. Experts also note that the weak link may turn out to be sales of smartphones, which are mostly sold through retail stores, and this sector depends on the supply chain. The company "Apple" has not given estimates, but "Samsung" and "Qualcomm" (Qualcomm), who earn on mobile phones, warned that their sales may be significantly reduced. Meanwhile, among companies that depend on direct contact between people, there is a severe shake-up. For example, a taxi aggregator company "Elevator" (Lyft), which just a year ago public today plans to lay off 17% of workers.
Thus, factors that defined the previous era, now visibly obsolete, and new sources of growth are becoming more apparent: the place of advertising bombardment is a real boom of the subscription. The streaming giant "Netflix" just for the quarter gained 16 million new subscribers. Infrastructure for remote work in the company Microsoft, which is behind the new stars of this sector, such as "Zoom". In turn, the company "Amazon" has shown that many countries just can't live without its cloud computing unit AWS and the incredible pace of developing e-Commerce.
Furthermore, large companies that are in a less advantageous position quickly adapt to this new era. "Facebook" in a hurry to improve its offer video calls. Google is expanding its cloud computing capabilities, and "Apple" in order to stimulate demand lowers prices on phones, and promotes its own services. But at the moment the winners are Microsoft and Amazon, located on the North Pacific shelf in Seattle. The crisis revealed not only the sustainability of large technology firms, but that the balance of power is changing, — said the Economist.
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redpajama_set_name: RedPajamaCommonCrawl


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In Brick Party, players take turns building and explaining what to build. The catch is that each round there is a new special rule imposed on the players. These rules will make it more difficult for the players to build their structure, such as being blindfolded or having one hand tied behind your back. During the game you will have a new partner and a new special rule for each round.
I'm not a SD local - I'm from the LA area. What I do know is I've had quality sushi and sashimi and it's not here. The reviews are good but I personally was not satisfied or happy with the food I received. Service is good. Servers are polite and the restaurant itself has a nice ambience. Price is typical for a sushi place - it's fish so it's going to be expensive. I got the spicy garlic edamame, 2 piece salmon sushi, and Tazmanian Devil roll. The edamame and sushi were good - that's why I'm giving a 2 star review.. a star for each. The roll was not good. The spicy tuna in it was flavorless and when I took my first bite I questioned if the tuna was rancid. It wasn't rancid, just flavorless and bad quality. The roll was drenched in what seemed like vinegar and that didn't help the taste. I was thoroughly underwhelmed and if you've had quality AYCE or sushi, don't come here. I had some of my wife's CA roll and it was just alright. Not recommended unless you're in a pinch and have nowhere else to eat.
We came in around 9pm on a Saturday night and sat at the sushi bar. The sushi chef's and waiters were friendly. Husband had the calamari, as he is not much of a sushi fan. It was ok...too greasy and was too chewy. Sauce was good though. I had the miso scallop sushi and green mile roll. Both were great and I would get them again. Everything else I saw the chef make looked delicious. A lot of the rolls are tempura shrimp based, while I would have liked to see more of a raw selection.
disney villains board game
This can make sense from a business point of view, but it is unfortunate in any event. I am guessing part of the problem was getting the news of the product to its target audience. Local gaming shops, for the most part, aren't going to recommend essentially buying games from someone else, even if it is cheaper. Gamers like myself with a large library (not to mention having to pay overseas shipping) are worried about spending big money on games we already have – it's a bit of a hit and miss scenario.
house of danger board game
First impressions of the box was that I had never heard of any of these games, which is not a bad thing. Part of the reason I wanted to try this service is like the fun of exploring new games at conventions. After getting into each game and having read the rules, it became obvious to me that I liked the sound of each game, but I quickly realised that as much as the board game Capitals appealed to me, it would not be a game that my family would like to play.
Artistic design, including character and monster creations, was handled by Japanese artist Yoshitaka Amano from Final Fantasy through Final Fantasy VI. Amano also handled title logo designs for all of the main series and the image illustrations from Final Fantasy VII onward.[102] Tetsuya Nomura was chosen to replace Amano because Nomura's designs were more adaptable to 3D graphics. He worked with the series from Final Fantasy VII through Final Fantasy X;[74][102] for Final Fantasy IX, however, character designs were handled by Shukō Murase, Toshiyuki Itahana, and Shin Nagasawa.[112] Nomura is also the character designer of the Kingdom Hearts series, Compilation of Final Fantasy VII, and Fabula Nova Crystallis: Final Fantasy.[113] Other designers include Nobuyoshi Mihara and Akihiko Yoshida. Mihara was the character designer for Final Fantasy XI, and Yoshida served as character designer for Final Fantasy Tactics, the Square-produced Vagrant Story, and Final Fantasy XII.[40][114]
Because of graphical limitations, the first games on the NES feature small sprite representations of the leading party members on the main world screen. Battle screens use more detailed, full versions of characters in a side-view perspective. This practice was used until Final Fantasy VI, which uses detailed versions for both screens. The NES sprites are 26 pixels high and use a color palette of 4 colors. 6 frames of animation are used to depict different character statuses like "healthy" and "fatigued". The SNES installments use updated graphics and effects, as well as higher quality audio than in previous games, but are otherwise similar to their predecessors in basic design. The SNES sprites are 2 pixels shorter, but have larger palettes and feature more animation frames: 11 colors and 40 frames respectively. The upgrade allowed designers to have characters be more detailed in appearance and express more emotions. The first game includes non-player characters (NPCs) the player could interact with, but they are mostly static in-game objects. Beginning with the second game, Square used predetermined pathways for NPCs to create more dynamic scenes that include comedy and drama.[115]
We were too full for dessert, but when the server said "cake in a can" and that we could take it home I said "yes please!" It is exactly as described. A blueberry sour cream cake in a soda can. It's packaged at the same place that their beer is brewed and is pressurized, so make sure to refrigerate until you are ready to eat it and eat it quickly because it is perishable. We ate later that day so it was totally safe and "uuuuuuuuuuu".
Board Game Bento, today's sponsor, has a different theme each month, and they guarantee at least $80 worth of games and accessories in each box. A monthly subscription (with no commitment and the ability to cancel anytime) will set you back $50 + s/h. Committing to a six-month subscription reduces that price a bit. So it's pricier than the comic book version (and many other monthly subscription boxes), which obviously means you're taking more of a risk.
Biggs and Wedge, inspired by two Star Wars characters of the same name, appear in numerous games as minor characters, sometimes as comic relief.[23][73] The later games in the series feature several males with effeminate characteristics.[80][81] Recurring creatures include Chocobos and Moogles.[23] Chocobos are large, often flightless birds that appear in several installments as a means of long-distance travel for characters. Moogles, on the other hand, are white, stout creatures resembling teddy bears with wings and a single antenna. They serve different capacities in games including mail delivery, weaponsmiths, party members, and saving the game. Chocobo and Moogle appearances are often accompanied by specific musical themes that have been arranged differently for separate games.[3][23][73] Final Fantasy is also well known for its enemy monsters and creatures.[82]
Recently, we received a sample subscription box from Board Game Bento (provided for us to review). The package comes monthly in a colorful box with a small collection of games. There's a description of the specifics on their web site, but the basics are that for $50 a month you get an assortment of games set to you each month. Overall, it's a very straightforward concept.
I should have done a better job paying attention to what he was ordering, but everything we had was good! We started with some sashimi and nigiri items (including lobster tail and uni), then several rolls. My bro's favorite is the spam and eggs. For our 10-month old baby, we ordered her the avocado tempura and gyoza. She was having a great time enjoying her dishes!
In 2009, Final Fantasy XIII was released in Japan, and in North America and Europe the following year, for PlayStation 3 and Xbox 360.[25][26] It is the flagship installment of the Fabula Nova Crystallis Final Fantasy series[27] and became the first mainline game to spawn two direct sequels (XIII-2 and Lightning Returns).[28] It was also the first game released in Chinese & High Definition along with being released on two consoles at once. Final Fantasy XIV, a MMORPG, was released worldwide on Microsoft Windows in 2010, but it received heavy criticism when it was launched, prompting Square Enix to rerelease the game as Final Fantasy XIV: A Realm Reborn, this time to the PlayStation 3 as well, in 2013.[29] Final Fantasy XV is an action role-playing game that was released for PlayStation 4 and Xbox One in 2016.[30][31] Originally a XIII spin-off titled Versus XIII, XV uses the mythos of the Fabula Nova Crystallis series, although in many other respects the game stands on its own and has since been distanced from the series by its developers.[32][33][34][35][36][37]
detective a modern crime board game
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Los Peñasquitos Marsh Natural Preserve and Lagoon is a coastal marsh in San Diego County, California, United States situated at the northern edge of the City of San Diego, forming the natural border with Del Mar, California. This bar-built estuary (a lagoon separated from the ocean by a mouth bar, a typical estuary for California), previously called The Soledad Lagoon, divides a colony of the endangered Pinus torreyana on a narrow coastal strip.  Three streams empty into the lagoon: Carroll Creek, Carmel Creek (also known as the Carmel Valley Creek), Los Peñasquitos Creek with a total drainage basin area of 95 square miles.

Names
The name "Los Peñasquitos" is Spanish for "The Little Cliffs" or "crags". Previously the lagoon was also called Cordero Slough or Cordero Delta (named after late 18th century settlers), Soledad Lagoon, Torrey Pines Lagoon, and Sorrento Lagoon.

Physical and natural aspects
The mouth of Carmel Creek is in the northern part of the lagoon, Los Peñasquitos and Carroll creeks flow through the Los Peñasquitos Canyon and Carroll Canyon respectively, then merge in Sorrento Valley and drain into the lagoon from the south. Los Peñasquitos Creek has by far largest drainage area (about 70% of the total basin).  Historically, the streams were seasonal, usually drying out in summer. After urbanization of the surrounding areas the streams became perennial due to the irrigation runoff with winter flows to summer flows ratio from 16:1 (Carmel Valley Creek) to 58:1 (Los Peñasquitos).

The wetlands inside the lagoon are spread over about 500 acres.

Historical configurations
Due to the fast rise of the sea level at the end of the last glacial period (6000 years BP) the lagoon became a deep bay with the rocky shores. As the sea level rise slowed down, the sediment carried by the streams started to accumulate, and the sandy beaches appeared around 4000 years BP. With sea level stabilization, the lagoon by 3600 years BP turned into a brackish marsh and by 2800 years BP became a salt marsh.

Until the late 19th century, the lagoon went inland for as much as 1.75 miles, its salt marshes, salt flats, and mud flats/open water occupied approximately 380 acres, with salt marshes constituting about 72% of the area. The lagoon was almost separated from the ocean by the sand and dune barrier that was about 300 feet wide and up to 30 feet high. Few tidal channels merged into a single large channel at the northern part of the beach. Historically, the mouth of the channel (inlet of the lagoon) was open and closed intermittently. A "high wall composed of small rocks" was located along the beach side of the lagoon (the route of the modern North Torrey Pines Road). This barrier was mined for cobbles that were used to pave the streets of San Diego.

Human impact
Most of the freshwater entering the Los Peñasquitos Lagoon arrives from Los Peñasquitos Canyon via Los Peñasquitos Creek.
For many years, the Los Peñasquitos Lagoon had evolved from a tidal estuary to a lagoon
that was closed to tidal action for long periods of time. Since becoming a part of the State Park System, there have been a number of changes that have increased the tidal action within the lagoon.

History

During the prehistoric period, as early as 6000–5000 years BP, the Kumeyaay tribe collected  scallops, chione clams, and oysters in the area; few archeologic sites exist around the lagoon, including the village of Ystagua (existed since 1300 BP) in the modern-day Sorrento Valley.

In the 19th century the valley was used for crops, with Rancho Los Peñasquitos being the first land grant (1823) within the limits of the modern San Diego County. First railroad line, a California Southern Railroad link between National City and Oceanside passed through the eastern part of the area in 1881-1882, with a "Beach Shingle" spur line (also known as  "Sea Wall Spur") running on the north side to the beach in order to transport the construction materials used to pave the streets in San Diego. The new Santa Fe Railroad line went through the center of the lagoon in early 1900s, and Pacific Coast Highway in 1912-1915 (the latter was expanded in 1932-1933, with "Sorrento Overhead" providing a railroad overpass). In 1965-1967, Interstate 5 was built, North Beach parking lot followed in 1968. As a result, three transportation links intersect the lagoon: Highway 101 runs along the beach on the western side, Santa Fe Railroad line crosses in the center, Interstate 5 lies in the east.

Freshwater inflow
The urbanization of the surrounding area caused an inflow of fresh water in the summer months due to irrigation runoff ("urban drool"), the resulting changes in habitat were beneficial to mosquito Culex tarsalis, a carrier of the encephalitis and West Nile virus diseases.

Railroad causeway
Originally, the railroad tracks travelled straight from Sorrento Valley on the eastern side of the Lagoon and ran parallel north of what is now Carmel Valley Road, therefore the impact on the tidal circulation and the mouth was much smaller than for the other lagoons nearby. However, in 1925, the Santa Fe Railroad built a single-track roadbed causeway embankment down the center of the lagoon for its Surf Line, which still is in use today on a daily basis by the San Diego Coaster and Pacific Surfliner as well as BNSF freight trains. This embankment severely restricted the normal historical lagoon drainage for the first time, and changed the tidal flow and current pattern. The four original wooden trestle bridges crossing the lagoon (three over the water and one over the McGonigle Road) were replaced between 2015-2017 with new concrete bridges to help modernize the railroad traffic to and from San Diego. Even though the bridges were replaced, this area was not double-tracked because it is possible that these tracks will eventually be bypassed by a two-track tunnel underneath Del Mar.

Highway 101
When the Pacific Coast Highway (U.S. Route 101 in California) was expanded in the 1930s, the roadbed along the beach was heightened, and a bridge was built over the mouth the lagoon. This bridge had many wooden pilings that easily got clogged with sand and debris, impacting the water transfer between the ocean and lagoon.

Sewage treatment effluent
Over the years, at least three different waste water treatment plants have pumped their treating effluent into the lagoon. The Callan Treatment plant pumped  per day during the 1950s; the Sorrento plant produced  per day starting in 1962; and the Pomerado Waste Water Treatment Plant pumped treated sewage into the lagoon from 1962 to 1972.

North Beach Parking Lot
The triangular North Beach Parking Lot was built in 1968. It is accessible via Carmel Valley Road at McGonigle Road / Del Mar Scenic Parkway, and is bounded on three sides by the arch bridge at North Torrey Pines Road, the railroad causeway, and the lagoon's ocean inlet. Previous to the State Park, there had been a number of tourist beach houses in the area, called Sunken City, that had been moved from the open beach during the 1932 construction of the large causeway for North Torrey Pines Bridge.

According to LPL Foundation and the State Coastal Conservancy, this fully paved parking lot significantly altered the lagoon's hydrology.

Sediment deposition
Due to the high rate of sediment deposition that surpasses the federally-mandated total maximum daily load, Los Peñasquitos Lagoon is listed as a category 5 impaired body of water under section 303(d) of the Clean Water Act. This is primarily due to the adverse effects of sedimentation in the lagoon itself and also within its vast watershed. These effects include drops in photosynthetic productivity, higher concentrations of heavy metals, and overall loss of ecosystem biodiversity within the estuary. In addition to ecological impacts, sedimentation in the Los Peñasquitos watershed has led to significant issues within its storm water infrastructure. Specifically, sediment accumulation in flood control channels has greatly reduced original storm water conveyance capacity. This is primarily due to the vegetation that grows within the channels as a result of siltation. Regular maintenance of these channels by the Storm Water Division is therefore a necessity to ensure proper flood control. Despite the need for sufficient flood control through regular channel maintenance, the extensive permitting process involved requires selection and planning that extends nearly two years before any service activities.

Restoration and preservation
M.H.S. Elwany in 2011 named the following main threats to the ecosystem of the lagoon:
 lagoon mouth closures cause increase of salinity (from brackish conditions to hypersaline), causing reduced biodiversity (for example, in the eastern part of the lagoon pickleweed displaces the California cordgrass);
 sedimentation increase due to greater water flow from the creeks. Deposits cause a loss of salt marsh, turning it into the coastal scrub or riparian habitat;
 increased freshwater runoff also reduces the salt marsh area, turning this habitat into the riparian or cattail marsh.
Elwany named the following potential low-cost improvements:
 keeping the lagoon inlet open and excavating the main lagoon channel; these measures will increase the water circulation;
 creating new flow channels to divert the freshwater into the main channel;
 removing the deposits in the east of the lagoon and adding new tidal channels there;
 adding a catch basin for the freshwater runoff and pumping the water into the storm drain;
 removing the invasive plants; recreating salt marshes and salt pannes;
 reducing future sedimentation by either adding the sediment basins or improving the water management in the new developments in the area;
 decreasing the pollution through education of the populace;
 setting aside wildlife corridors.

California State Parks
The California Division of Parks and Recreation has designated the status of Los Peñasquitos Lagoon as a State Preserve, which has much more restricted access than the State Park designation. There is very limited public use of Los Peñasquitos Marsh Natural Preserve, with most of the area signed as "Do Not Enter". The California State Preserve status is granted to only the rarest and most fragile of the state owned lands.

The State Preserve covers the saltwater lagoon area of over  adjacent to Torrey Pines State Beach and Torrey Pines State Reserve. An additional  of marshland was added to this California State Parkland in 1987, when it was purchased from SDG&E for $2.25 million. SDG&E has originally purchased the land in 1966 as a possible site for a new nuclear power plant that was never built.

Los Peñasquitos Lagoon Enhancement Plan
In 1985, the California Coastal Conservancy created the Los Peñasquitos Lagoon Enhancement Plan to deal with a number of human-caused problems. A lagoon management program is now in place to monitor water quality, manage the manual removal of sand and debris upon lagoon mouth closures, give oversight and recommendations for improved usage, and coordinate with other agencies to protect and restore the lagoon.  The Los Peñasquitos Lagoon Foundation, formed in 1983, is 501 3(c) non-profit and is the management entity charged with implementing the enhancement plan in coordination with State Parks and the State Coastal Conservancy.  More information on Los Peñasquitos Lagoon and its watershed, the Los Peñasquitos Lagoon Foundation (LPLF) and resource management within the lagoon and its watershed can be found at the following website: lospenasquitos.org

Managed breaches
The mouth of the lagoon is a subject to periodical (1-3 times a year) managed breaches in order to improve water quality (to improve low oxygen levels) and regulate water level to reduce the disease vector for brain encephalitis and West Nile virus transmitted through Culex tarsalis mosquito. The management program is developed by Los Peñasquitos Lagoon Foundation and California State Parks is being implemented since 1985 with input from Pacific Estuarine Research Laboratory and the Tijuana NERR.
The closure of the mouth typically occurs due to strong waves in winter/spring time causing the sand deposits (in summer, the tidal flows usually provide effective protection against the smaller waves). The shallowness of the lagoon allows the sunlight to penetrate the whole depth of the water thus allowing the  photosynthesis. Coupled with the wind water-mixing action, this allows maintenance of the oxygen level in the lagoon for few weeks after a mouth closure. However, longer periods of closure cause hypoxia and thus trigger a mechanical breach with utilization of heavy construction equipment. Post-breach flushing causes the water levels to slightly recede and the salinity to drop briefly, but significantly.

New bridge over lagoon mouth

In 2005 a new bridge was built over the mouth of the lagoon.  The new bridge replaced the existing bridge's 72 pilings with just four that support a much longer span across a larger mouth opening.

This new bridge is sometimes called North Torrey Pines Bridge, although that same name is sometimes applied to the taller arch bridge immediately to its north. This lower bridge over the lagoon inlet was built by Flatiron and cost $9,628,750.

Pump Station 64
The City of San Diego's waste water treatment and pumping stations have been improved and replaced over the years so that they do not pump treated effluent directly into the lagoon any more. Pump Station 64 is located in an industrial area at the very far upstream end of the lagoon, near the Sorrento Valley Coaster Station. Pump Station 64 has often malfunctioned and spilled millions of gallons of raw sewage directly into Los Penasquitos Lagoon, in fact between 1977 and 1986 there were 60 such spills. There were a number of improvements and fixes made, with a new $23 million facility being completed in 1988. This helped considerably in keeping the lagoon much cleaner once the new station came on-line, however there are still spills, with the most recent being on September 9, 2011 when an estimated  of raw sewage was released due to a county-wide power outage.

Pump Station 64 is located at 10745 Roselle Street, San Diego, California, just east of Interstate 5.

Pump Station 65
Pump Station 65 was rebuilt and relocated in 1996 to sit on the edge of the lagoon next to a now-closed portion of Sorrento Valley Road. Pump Station 65 is a modern building, and pumps an estimated  per day south to Pump Station 64. The sewage lines and pumping station located in the lagoon area are slated for retirement. Pump Station 65 is planned to be relocated out of Los Peñasquitos Lagoon along with associated relocation and upgrading of major trunk sewers.

Pump Station 65 is located at 12112 Sorrento Valley Road, San Diego, California.

Closure of Sorrento Valley Road

In 1996, the northernmost portion of Sorrento Valley Road skirting the very edge of the lagoon between Carmel Valley Road and Carmel Mountain Road was closed in order to build Pump Station 65. The road remained closed during the Interstate 5/805/56 interchange improvements, and on February 25, 2003, the San Diego City Council voted to permanently close it and convert the corridor to a bike path/multi-use trail. Closing the road has improved access to a wildlife corridor for deer, fox, coyote, bobcat and spotted skunk to enter and exit the Preserve.

Dangers

West Nile Virus

Los Peñasquitos Lagoon is one of the known breeding grounds in California of mosquitoes infected with the West Nile virus (WNV), a virus that originated in Uganda and arrived in California in 2003. The number of yearly incidents of WNV infection in San Diego County has been rising since 2008. The virus is often fatal to birds, which is the primary animal affected, but horses and humans have also died from it. One in five infected humans will show flu-like symptoms, and will sometimes require hospitalization for meningitis. In 2009 one boy developed flu-like symptoms and became delirious a few days after having had a picnic near Los Peñasquitos Lagoon, and needed to be hospitalized for WNV infection, presumably acquired by mosquito bite. Pickup trucks can sometimes be seen around the lagoon spraying for mosquitoes to prevent the spread of WNV.

Rattlesnakes
Rattlesnakes are found throughout San Diego County, and a warning sign along the Marsh Trail reminds hikers that rattlesnakes are also found in the marsh area.

Mountain Lions
Although mountain lions (Felis concolor) are now rare in the Torrey Pines and Los Peñasquitos Lagoon area, likely as a result of habitat fragmentation, mountain lion tracks and scat were reported between Interstate 5's bridge and Los Peñasquitos Lagoon in 2000 by the Conservation Biology Institute in Encinitas. Mountain lions are relatively common in Los Peñasquitos Canyon Preserve
, which is only a few miles away and connected to Los Peñasquitos Lagoon by Los Peñasquitos Creek. Mountain lion attacks have occurred on dogs and humans in San Diego County, and have sometimes resulted in human fatalities.

Trails
Although public access is forbidden in the central parts of the lagoon and marsh, there are about four trails that are near the marsh area that do not explicitly bar public use.

Marsh Trail
The official name of this trail is simply Marsh Trail. It is unpaved on its west end and paved on its east end. It is shown on Google maps. Dogs and bicycles are prohibited. It skirts the southern edge of the wetland for 1.5 miles from North Torrey Pines Road and becomes Flintkote Avenue in Sorrento Valley, San Diego. The trailhead is across from the South Beach parking lot at Torrey Pines State Beach.

Closed section of Sorrento Valley Road
Paved. Motor vehicles are prohibited, but bicycles and pedestrians are permitted. Bicycles are very common. It skirts the eastern edge of the wetland from near the Park & Ride parking lot to near Pump Station 65. Both ends outside of the closed section are regularly used by motor vehicles.

Del Mar trail
Unpaved. Dogs are prohibited. Both trailheads are on Carmel Valley Road, one at the corner of McGonigle Road, and the other immediately west of Del Mar Car Service. The trail is relatively short, in a fairly dry area, and roughly follows the railroad causeway.

SR-56 Bike Route
Paved. It is shown on Google maps as "56 Bike Trail". This lies on the east side of Interstate 5. It follows Carmel Creek and California State Route 56. Bicycles, horses, and pedestrians are permitted, but not motor vehicles. Bicycles are very common.

See also

 Del Mar, California
 Soledad Valley
 Sorrento Valley, San Diego
 Torrey Pines State Reserve
 Torrey Pines State Beach

Notes

References

External sources

 Los Peñasquitos Lagoon & Its Watershed - a Film by Jim Karnik.

State parks of California
Lagoons of San Diego County, California
Estuaries of California
Marshes of California
Wetlands of California
Nature reserves in California
Geography of San Diego
Landforms of San Diego County, California
Protected areas of San Diego County, California

redpajama_set_name: RedPajamaWikipedia


text:
News Security and Defense
President Maduro Addresses Venezuela on the Ongoing Blackout
March 9, 2019 March 10, 2019 orinocotribune	coup d'etat, electric blackout, Military Agression, US Imperialism
The Venezuelan president affirms that this Saturday in Venezuela "there was a new attack" that "knocked down everything that was achieved" after the first attack.
Commenting on the massive blackout in Venezuela, President Nicolás Maduro has declared this Saturday that "at noon we received a new attack and knocked down everything that has been achieved so far."
The Venezuelan leader said that he had been informed on Thursday "of a process of general electrical faults," after which "recovery maneuvers that are usually done" were carried out. "More than 150 substations in the country have been attacked," he said.
"At 6 or 7 o'clock in the afternoon, the normal process of recovering national reconnection was on track, when suddenly we received an international cyber attack against the brain of our electric company, and automatically the entire reconnection process was knocked down", the president continued.
"For the first time I am going to make this public, I will try to recount as much as possible, because we are in the process of thorough investigation and correction, because there are many infiltrators attacking the electric company from the inside," he complained.
Maduro explained that after that event, "immediately the second process of reconnection was begun, manual mode this time." According to him, it has still not been possible to "fully diagnose why the computerized brain and its different sources of power had gone absolutely black".
A fire and electromagnetic attacks
At one o'clock in the morning of March 8, the president said, when part of Caracas was already recovered, a new attack took place. "We discovered that they were carrying out high-tech, high-tech scientific attacks, electromagnetic attacks against the transmission lines."
He added that at the same time of the dawn "a fire broke out in a station of fundamental transmission in the south of the country".
According to the Venezuelan leader, a lot of progress was made yesterday, and this morning "we had reconnected 70% of the country" when " we received another attack of a cybernetic nature at midday." The same occurred against "one of the sources of generation that was working perfectly, and that disturbed the reconnection process and knocked down everything that had been achieved up to the noon hour," he said.
"The reconnection process that has already been restarted must be definitive and stable in the coming hours." To guarantee peace in all communities, we will protect ourselves from attacks," added the Venezuelan president.
The supporters of the government of Nicolás Maduro, on one hand, and the followers of the opposition leader Juan Guaidó, on the other, were demonstrating this Saturday in the streets of Caracas, after the massive power cut that this Thursday affected almost the entire territory of the country.
Maduro, who called the blackout " electric sabotage " orchestrated by the US with the support of the opposition, called a march from the headquarters of the telecommunications company CANTV to El Calvario Park, in the center of the Venezuelan capital, to show their rejection of the attacks on the national electric system.
Source URL: RT Noticias
Translated by JRE/EF%
← Venezuelan FM Blasts US for 'Celebrating' Amid Power Outage in Venezuela
The Last Round / "From Hell with Gaddafi to the Nightmare Without Him" →
Delcy Rodríguez: Venezuela Complied With External Debt Payments Despite Financial Suffocation posted 0 years ago
Caracas and Manaus (Brazil) Break the Blockade for Humanitarian Reasons (Not the Ones You Think) posted a day ago


The Individuals with Disabilities Education Act (IDEA) is a federal law that provides protection for children with disabilities. The act ensures that children with disabilities are entitled to a Free Appropriate Public Education. The act sets forth a specific process for identifying, evaluating, and accommodating eligible children with disabilities. IDEA holds that schools must evaluate … Continue reading IDEA protection and rights.


To write a research paper on teaching, you should use the same start as you would for writing any other research paper. This includes brainstorming ideas, choosing a topic, doing research, coming up with a thesis, outlining the body of the paper, and then sitting down to write. The only thing that is different is the subject matter.
There are a number of different places where you could find a topic for a paper on teaching. For starters, draw on your experience as a student. Do you have any topics that inspire you? Perhaps you suffered from test taking anxiety as a child. If so, your paper on teaching could address ways in which teachers can help make test taking a less stressful experience.
During your college career you might also be asked to write a paper on your experience as a student teacher. In this case, write a paper that shows how you applied your knowledge of educational and learning theory in your day to day teaching.
This is where all of those educational theory classes will really come in handy. In any research paper it is important to study the research of experts in the field, and it is no different with a paper on teaching. Wherever possible, incorporate the results of important studies or claims made by well-known educational theorists.
Your thesis statement is the most important part of your research paper on teaching. Here you should make a specific claim. If your paper topic was No Child Left Behind, your thesis should not only take a stance on the subject, but narrow the focus as well. If you state in your thesis statement, "the No Child Left behind Act had a negative impact," your paper begs the question "on what?" Be specific and explain exactly what the negative impacts were. Then, use the body of your paper to come up with several arguments supporting the claims. Make an outline so your paper stays organized.
Writing the paper should be fairly easy if you have already done the above steps. You've already completed most of the research, and a thesis statement and outline will give you a good sense of organization for your paper. Start writing and keep in mind that any major claim you make in your paper should be backed up with a citation from a credible source. Cite the theory that you spent so much time learning in your education classes. Most importantly, remember that this research paper is really no different than any of the other research papers you've written in your college career.


text:
Policy Hub: Macroblog provides concise commentary and analysis on economic topics including monetary policy, macroeconomic developments, inflation, labor economics, and financial issues for a broad audience.
Authors for Policy Hub: Macroblog are Dave Altig, John Robertson, and other Atlanta Fed economists and researchers.
Policy Hub Papers
Central Bank Research Hub, BIS
Economic Indicators Calendar
Economic Letter
Economics Roundtable
Liberty Street Economics
NBER Information on Recessions and Recoveries
Regional Economic Information Network (REIN)
BLS Handbook of Methods
Economic Data - FRED® II, St. Louis Fed
Statistics: Releases and Historical Data, Board of Governors
U.S. Census Bureau Economic Programs
Hybrid Working Arrangements: Who Decides?
Even after—or should we say "if"?—working from home eventually becomes less of a necessity, it's likely to stick around in a hybrid form, with some working days performed at home and some in the office. (This recent study , coauthored by three of this post's authors, also makes this case.) Still, much remains undetermined about how that hybrid arrangement will work and who at the firm decides how many and which days employers will require workers to be onsite.
To shed some light on how hybrid working arrangements are working, we posed a few special questions to executives in our Survey of Business Uncertainty (SBU) last July and again last month (December 2021). Specifically, we asked, "Does your firm currently have employees who work remotely?" If they said yes, we followed that up with the question, "Who decides which days and how many days employees work remotely?" Respondents selected options ranging from fully decentralized to company-determined schedules. (The results between the July and December surveys were nearly identical, so we've combined them here to simplify this discussion.) Among firms in our panel, 53 percent have employees who work remotely, and their survey responses are interesting (see chart 1).
As you can see, respondent firms are roughly split, with about 30 percent leaving the decisions up to their employees, 30 percent giving teams (or team leads) decision rights, and nearly 40 percent indicating the decision on how many and which days employees will be remote resides at the company (management) level.
To dig into these results a bit further, we looked at who makes these decisions over working arrangements by industry and firm size. Given the differences across the industrial sector's ability to work from home (see research by Jonathan Dingel and Brent Neiman ), we find it somewhat surprising that little difference exists across industries about whether the decision to work remotely is fully decentralized, made at the team level, or determined by the company (see chart 2).
However, we see a stark difference when comparing these decision rights by firm size. More than half of the smallest firms in our panel (those with fewer than 25 employees) allow the employees to decide how and when to come into the office, compared to just 10 percent of larger firms (with 250 employees or more). Instead, these larger firms have left decisions about remote work with the team. Although that's certainly far from a rigid, top-down approach, it can suggest a need for coordination among teams, and this variation highlights remote work's big trade-off: balancing employee choice with the coordination that work life sometimes requires.
Allowing employees to choose their teleworking days has the benefit of flexibility, letting them to plan their work schedules around some nonwork commitments. But it has the cost of limiting face-to-face meetings, as on any given day of the week larger teams will likely find one or more members working remotely, which forces meetings partly or completely online. In our discussions with larger firms, they highlight the importance of face-to-face interactions and so have been promoting team- or company-level coordination. Interestingly, smaller firms appear to be walking another path: providing greater individual choice. Which one of these approaches becomes prevalent should become clear by the summer, when employees can (hopefully) return to the office. Though the future of office work appears to be a hybrid one, the form of decision making that will dominate that future has yet to be determined.
By David E. Altig, executive vice president and research director in the Atlanta Fed's Research Department,
Jose Maria Barrero , assistant professor of finance at Instituto Tecnológico Autónomo de México Business School,
Nick Bloom , the William D. Eberle Professor of Economics at Stanford University,
Steven J. Davis , the William H. Abbott Distinguished Service Professor of International Business and Economics at the Chicago Booth School of Business and Senior Fellow at the Hoover Institution,
Kevin Foster, senior business survey analyst in the Atlanta Fed's Research Department,
Brent Meyer, assistant vice president and economist in the Atlanta Fed's Research Department,
Emil Mihaylov, research analyst in the Atlanta Fed's Research Department, and
Nick Parker, the Atlanta Fed's director of surveys
Onboarding Remote Workers: A Hassle? Maybe. A Barrier? No.
As the need for social distancing recedes and government restrictions ease, most people look to regain some notion of normalcy in their day-to-day lives. At the same time, many workers have come to like their office away from the office. And the COVID work-from-home experiment has gone well enough for it to stick around, possibly in a hybrid form . Those are key conclusions in a recent study (by three of this post's authors) titled "Why Working from Home Will Stick."
One frequent concern we hear about remote work is the challenge of hiring and onboarding new employees who rarely—or even never—set foot on the employer's worksite. Yet our evidence suggests that these challenges are modest and aren't a big barrier to finding, onboarding, and integrating new employees.
During the past two months, we asked executives participating in our Survey of Business Uncertainty (SBU) about their experiences hiring remote workers and integrating them into their organizations (see the three charts below). The share of new hires who work almost entirely from home (rarely or never stepping onto business premises) was 15.8 percent, a figure nearly identical to the share of all paid workdays performed at home in earlier pandemic-era snapshots from the SBU. Moreover, the share of new hires varies across industries, just as we'd expect based on research by Jonathan Dingel and Brent Neiman that flags which jobs can be performed remotely. The Survey of Working Arrangements and Attitudes (whose data underpin our aforementioned recent study, "Why Working from Home Will Stick") also suggests that new hires are at least as likely to work from home as the general population.
So as we see, new hires are working remotely to the same extent, and in the same proportion across industries, as incumbent staff. These findings suggest that integrating and training new remote workers isn't a big barrier to hiring. But it must be a pain, right? Otherwise, why all the fuss?
And here, the unanimity dissipates. Of firms with new remote workers, 60 percent say the integration process is more challenging. On average, SBU respondents say it takes about a month or so longer to fully integrate remote-only employees, though the spread about that average is pretty wide—ranging from six weeks less to six months longer.
If you're at a firm that finds it challenging to onboard remote employees, perhaps you'll find some solace in the fact that most of your new staff appear not to notice. In the The Survey of Working Arrangements and Attitudes , 42 percent of workers hired into fully remote positions during the pandemic say that adapting to their new jobs has been neither easier nor harder than adapting to in-office jobs before the pandemic. The other 58 percent are distributed similarly over "easier" and "harder" (see the chart).
Stepping back and taking a broader look, many observers wonder why aggregate U.S. employment remains 6.8 million below its prepandemic peak, despite record numbers of job openings. On the list of potential reasons for this shortfall—such as lingering concerns about the virus, generous unemployment benefits, inadequate childcare options, and more—it appears you can cross off the difficulty of onboarding and integrating remote workers.
Brent Meyer, policy adviser and economist in the Atlanta Fed's Research Department, and
July 15, 2021 in
Are Labor Shortages Slowing the Recovery? A View from the CFO Survey
The economic recovery from the pandemic-induced downturn of 2020 has been swift in terms of overall spending. It took about one year for real gross domestic product to return to its pre-COVID level. Firms in the latest CFO Survey expect the pattern of strong sales to continue for 2021 and 2022. At the same time, firms report—by a large margin—that their top concern is a shortage of available labor. In this post, we investigate the extent to which labor-availability problems are restraining sales revenue growth. Said another way, could the recovery in spending be even stronger if labor shortages could be resolved?
In this quarter's CFO Survey, we asked firms' financial executives a series of questions designed to uncover just how much a labor shortage has crimped their revenues. We estimate that the labor shortages have reduced economywide sales revenue by 2.1 percent, which suggests that the lack of available labor has reduced nominal private-sector gross output by roughly $738 billion, on an annualized basis (or $184 billion per quarter; see the note below).
Difficulty finding new employees for open positions is widespread, as indicated by three-quarters of the respondents to the July 2021 CFO Survey (see chart 1), a finding consistent with the record levels of unfilled job openings in the Job Openings and Labor Turnover Survey from the U.S. Bureau of Labor Statistics.
Among firms that struggled to find workers (nearly 40 percent of our overall panel), slightly more than half reported that their inability to find employees cost their firm revenues. It also appears, as chart 2 indicates, that smaller firms have been disproportionately affected by labor shortages. Of the small firms (fewer than 500 employees) that struggled to hire employees, nearly 60 percent indicated that labor shortages caused their revenue to suffer, compared to 40 percent of large firms.
Digging even deeper, we posed the following question to the firms indicating that their inability to find employees has reduced revenue: "By roughly what percentage would you say your firm's revenue has been reduced due solely to your inability to find new employees?" The response was a fairly consistent 10 percent across industry groupings for this subset of panelists Aggregated across the full panel (thereby also accounting for firms that have not been affected by hiring difficulties or revenue effects), this decline indicates that labor shortages cost the economy 2.1 percent in nominal sales revenue (or private-sector gross output). Nationally, this impact translates into an annual reduction in gross output of $738 billion.
There does not seem to be just one reason for why workforce participation has remained lower than it was before COVID despite the record number of job openings. For instance, households have had ongoing virus concerns, and many have struggled to find childcare. Also, the share of older workers choosing to retire has risen, and government support payments have made not working relatively less costly than in the past. Nonetheless, the CFO Survey results suggest that labor shortages have burdened firms significantly and could further restrain aggregate economic growth if not resolved.
By John Graham , the D. Richard Mead Jr. Family Professor of Finance at Duke University's Fuqua School of Business,
Roisin McCord , associate regional economist at the Federal Reserve Bank of Richmond,
Emil Mihaylov, research analyst in the Atlanta Fed's Research Department,
Nick Parker, the Atlanta Fed's director of surveys, and
Sonya Ravindranath Waddell , a vice president and economist at the Federal Reserve Bank of Richmond
Inflation Expectations Reflect Concerns over Supply Disruptions, Crimped Capacity
As the COVID-19 pandemic stretches into its second year, we've seen evidence of changes in how it, and attendant policy measures designed to support the economy, are affecting firms. Early in the pandemic, firms generally appeared more concerned with flagging demand and falling revenue than issues of having sufficient supplies (notwithstanding obvious acute issues at grocery stores ). Rather, at least through August 2020, firms saw the COVID-19 pandemic as disproportionately a concern of demand rather than supply —so much so, in fact, that firms scaled back on wages, expected to lower near-term selling prices, and lowered their one-year-ahead inflation expectations to a series low (going back to 2011). These findings, based on our Business Inflation Expectations (BIE) survey, are consistent with other academic research based on quarterly earnings calls of public firms and research out of the Harvard Business School .
However, as the pandemic continued to unfold and as relief and support continued to flow into the economy via ongoing monetary and fiscal policy efforts, many firms have begun to indicate a shift in concerns—from flagging demand toward concerns about fulfilling demand. Although the recovery remains decidedly uneven across industries, strong shifts in consumer activity (toward durable goods purchases ) amid crimped production due to COVID-19 restrictions appear to have disrupted supply chains, to the extent that shipping containers sit mired in ports amid "floating traffic jams ." Along with these difficulties, firms continue to indicate issues with employee availability , which hampers their operating capacity.
To investigate the breadth and intensity of these disruptions in supply chains and business operating capacity, we posed a few questions to our BIE panel during the first week of March. Specifically, we asked whether they'd recently experienced some form of supply chain disruption (anything from supplier delays to delays in shipping to their customers) as well as their experiences with crimped operating capacity (due to a variety of issues, ranging from employee availability to physical distancing issues). While we borrowed those two questions more or less directly from the U.S. Census Bureau's Small Business Pulse Survey , we also extended them by asking firms to gauge the intensity of these disruptions (on a scale ranging from "little to none" to "severe"). In addition, we posed these questions to medium-sized and larger firms in addition to those with fewer than 500 employees.
Chart 1 below shows the results. Regarding supply chain difficulties, we found that more than half of the firms in our panel felt some form of supplier delay, and the level of disruption is "moderate to severe" for 40 percent of them—a striking finding for a few reasons. First, our panel, like the nation, is disproportionately weighted toward service-providing firms (roughly 70 percent service firms to 30 percent goods producers). Second, just a few months ago (December 2020), firms ranked "supply chain concerns" as eighth out of their top 10 concerns for 2021. These results align with well-known diffusion indexes—the Institute for Supply Management Manufacturing and Business Services surveys—that have shown that a greater share of firms are experiencing slower deliveries and lower inventories in recent months.
In addition to issues receiving raw materials and intermediate goods from suppliers, a little more than one in three firms in the BIE panel also indicated that they themselves experienced delays in fulfillment, and the responses to the question on disruptions to operating capacity allow us some insight into the potential causes of these delays.
Here, a third of firms indicated that they were having difficulties with their employees' availability for work. Presumably, these issues stem from employees' concerns over contracting the virus, outbreaks causing production delays, or employees' inability to work due to familial issues such as childcare or the care of other dependents. One out of five respondents indicated that the intensity of disruption to operating capacity stemming from employee availability was moderate to severe. The same share of panel respondents—a fifth—indicated that a lack of adequate supplies and inputs on hand (likely due to supplier delays) caused a shortfall in production relative to capacity.
Comparing these responses to the Census Bureau's Small Business Pulse Survey, we find that the relative rankings of sources of disruption are quite similar—supplier delays far outweigh other supply chain disruptions, and the availability of employees for work are the most frequently cited sources of disrupted operations. Yet we find a greater incidence of disruption (even if we restrict our sample only to small firms). For example, 40 percent of firms surveyed by the Census Bureau indicated supplier delays, which slightly more than half of firms indicated to us. Such a discrepancy is unlike previous comparisons to other Census Bureau work (which match quite closely) and could be the result of a number of survey-specific factors. For instance, the types of respondents differ markedly—whereas the BIE elicits responses mainly from those in the C-suite and business owners, the census typically aims for someone in the accounting department. The number of response options also differs, and census respondents have seen these questions on disruption to supply chains and operating capacity numerous times over the pandemic.
Although disrupted supply chains and crimped operating capacity are significant enough to warrant attention on their own merits, another aspect of these issues deserves attention. Concurrent with widespread supply chain disruption and hobbled operating capacity, firms have ratcheted up both their perceptions of current inflation and their expectations for unit costs going forward (see chart 2).
When we survey firms' expectations around inflation, we prefer to gauge their views on the nominal aspects of the economy through the lens of their own-firm unit costs, as other Atlanta Fed research shows. After falling to the lowest levels on record during the depths of the pandemic, firms' perceptions of unit cost growth over the past year have risen sharply. Interestingly, these perceptions correlate tightly with movements in official aggregate price indexes, such as the gross domestic product price index (also called the GDP deflator) and the personal consumption expenditures price index.
Firms also appear to anticipate higher unit-cost growth in the year ahead. Since hitting a low in April 2020, firms' unit-cost (basically, inflation) expectations for the year ahead have surged to all all-time high just 11 months later. Not only does that kind of volatility speak to the dramatic and disparate impact COVID-19 has had on business activity, but it also suggests that the underlying drivers of these expectations have shifted markedly. (Incidentally, chart 2 shows that this measure of firms' inflation expectations moves in lockstep with professional forecasters' views.)
Indeed, in sharp contrast to their views early in the crisis, firms' one-year inflation expectations appear to have risen sharply alongside their views on supply chain and operating capacity disruption. Chart 3 shows a simple scatterplot between firms' one-year-ahead inflation expectations and a summary measure of the intensity of their disruption. To create this measure, we first assigned a score from 0 to 4 to each special question response based on whether they responded "None," "Little to none," "Mild," "Moderate," or "Severe." We then add their scores to obtain their disruption index. The mean disruption index value for firms in goods-producing industries is 9.3 and 6.6 for service-providing firms. And consistent with anecdotes and news stories, the disruption is highest in manufacturing industries (9.75) and trade and transportation industries (9.1).
Chart 3 visualizes the relationship between inflation expectations and the index of supply chain disruption. Although supply chain disruption isn't the only factor influencing year-ahead unit cost expectations, we can see that firms with the largest levels of disruption tend to be those that hold higher expectations for inflation in the year ahead.
For another perspective, chart 4 shows that the relationship between inflation expectations and disruption depends on whether the responding firm belongs in the goods-producing sector or the service-providing one. While both have strong positive relationships, it's interesting to note that the relationship is even stronger among firms in the goods-producing sector. While perhaps an unsurprising result, it is a reassuring one given that the most-cited reason for supply chain disruptions—supplier delays—is more likely to affect goods-producing firms.
Overall, when one contrasts the early portion of the pandemic with the more recent period, significantly more firms indicate that they are experiencing disruptions in their supply chain and operating capacity. More than 50 percent of our survey panelists indicated delayed deliveries from suppliers (and for most of those respondents, the disruption is moderate to severe). Combined with crimped operating capacity due largely to uncertain employee availability and lack of inputs, firms are beginning to view these disruptions as factors that are driving up their unit costs and leading to higher inflation expectations. We can connect the dots from firms' year-ahead inflation expectations to the intensity of these supply and production disruptions. Firms experiencing the most intense disruption tend to be those with the highest expectation of future inflation. This explanation tamps down the speculation that the potential inflationary impact of recent fiscal stimulus on demand is behind heightened year-ahead inflation expectations.
By Kevin Foster, senior business survey specialist,
Brent Meyer, policy adviser and economist, and
Brian Prescott, economic research analyst, all in the Atlanta Fed's Research Department
March 22, 2021 in
Macroblog Search
Atlanta Fed Conference Investigates Inequalities in the Financial System
Compositional Distortions to a Measure of Wage Growth during the Pandemic
Market Response to Taper Talk
How Does a Household's Exposure to Monetary Policy Vary over the Life Cycle?
Do Rising Retirements during COVID Reflect Demographic Trends?
Workshop on Monetary and Financial History: Day Two
Workshop on Monetary and Financial History: Day One
Capital and Investment
Deficits
Economic Growth and Development
Exchange Rates and the Dollar
Fed Funds Futures
Federal Debt and Deficits
Federal Reserve and Monetary Policy
Latin AmericaSouth America
SarbanesOxley
Saving Capital and Investment
This That and the Other


text:
Biden Pushes Back Vaccine Mandate to After Holidays
Live Nation Stock Jumps After Strong Earnings Report
Demand that built up during the pandemic generated ticket-price increases and more spending at live events for t-shirts and hot dogs.
Dan Weil
Nov 5, 2021 11:43 AM EDT
Live Nation Entertainment (LYV) - Get Free Report shares soared Friday, after the entertainment conglomerate swung to a profit in the third quarter and reported higher-than-expected revenue.
Demand that built up during the pandemic generated ticket-price increases and more spending at live events for t-shirts, hot dogs, etc.
Live Nation, which owns Ticketmaster and Live Nation Concerts, posted net income of $46.9 million, or 19 cents a share, for the third quarter, reversing a loss of $528.9 million, or $2.45 a share, in the pandemic-depressed quarter a year ago.
Revenue skyrocketed by a factor of almost 15, to $2.7 billion from $184 million a year earlier. The latest figure blew away the FactSet analyst consensus of $1.92 billion.
Live Nation's stock recently traded at $121.92, up 13%. It has skyrocketed 53% in the last three months amid the rebound in live entertainment, compared to a 7% gain for the S&P 500.
Morningstar analyst Neil Macker expressed optimism for the company Thursday.
"While we remain concerned about the lingering threat of new lockdown restrictions due to the spread of the delta variant, the firm appears to be on track to a recovery to pre-pandemic levels," he wrote in a commentary.
"We are maintaining our narrow moat and plan to raise our $78 fair value estimate to account for the increasing strength of the pipeline and higher audience willingness to return than we expected."
As for earnings, "Live Nation's quarterly results rallied strongly versus last year as management's focus on a return to scale over the summer worked to perfection," he said.
Dan is a freelance writer whose work has appeared in The Wall Street Journal, Barron's, Institutional Investor, The Washington Post and other publications.


text:
Lascoria ambigualis, the ambiguous moth, is a litter moth of the family Erebidae. The species was first described by Francis Walker in 1866. It is found in the US from Wisconsin to Maine, south to Florida and Texas.

The wingspan is 21–25 mm. Adults are on wing from April to September. There are two generations in Connecticut and multiple broods in Missouri.

The larvae feed on Chrysanthemum species, as well as Aster, blackberry and Verbesina. Larvae have also been reared on dead leaves.

References

Herminiinae
Moths of North America
Moths described in 1866


text:
Find an hATTR Amyloidosis Physician
About hATTR
A Family Condition
Speaking With Your Doctor
hATTR Amyloidosis
Taking the Next Steps
Starting a Family Discussion
Connect With an Educator
What causes hATTR amyloidosis?
Hereditary ATTR (hATTR) amyloidosis is caused by an inherited gene change (mutation). This affects the function of a protein called transthyretin (TTR), which is made primarily in the liver and carries substances such as vitamin A.
How hATTR amyloidosis develops
Abnormal TTR
A change within a gene causes TTR, a protein made mostly in the liver, to take on an abnormal shape.
Amyloid deposits
This results in the buildup of clustered proteins, known as amyloid deposits, throughout the body over time.
Symptoms of hATTR amyloidosis
The buildup of amyloid deposits leads to symptoms that can affect different parts of the body, including the nerves, heart, and digestive system. The damage caused by this disease can be disabling and life-threatening.
A Closer Look at hATTR Amyloidosis
Read our educational brochure to learn more
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An Alnylam Patient Education Liaison (PEL) can answer questions about this disease
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Free forklift labour and use of pallet jacks to unload and move your materials to your booth.
All first time exhibitors will be assigned space on a first-come, first-serve basis. A 50% booth deposit is due upon receipt of the booth space contract with payment balance due by May 1st. Full payment is required for contracts received after May 1st. Contracts can be submitted until show date, dependent on available space.


In this post, we're going to learn the idiom sit on the fence.
If someone sits on the fence, they avoid saying who they support in a discussion or argument.
You should make your position clear - you can't sit on the fence.
Steve sits on the fence when John and I argue.
He is sitting on the fence with the same decision.


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DVD uses old interviews. Not bad but also not normal DVD quality.
Elvis Memories By George Klein DVD. Including over 20 interviews with Elvis associated people like: Jerry Schilling / Vester Presley / Charlie Hodge / Carl Perkins / Ginger Alden / Sam Phillips and more.


Wharton School accounting professor compares recent history of accounting improprieties by U.S. companies to international ones.
"But just as support for accounting reforms gains momentum, Wharton accounting professor Christian Leuz points out that efforts to strengthen accounting rules and oversight may be useful, but in themselves they cannot prevent another Enron. More importantly, he says, the recent incidents of financial chicanery should not be taken as representative of Corporate America in general. Individual investors in U.S. companies, by and large, benefit from strong laws and enforcement that protects their rights. However, no system, even one with effective legal protection for outside shareholders, can prevent some of the most egregious actions from occurring.
Says Leuz: "Much of the public and academic debate tends to focus exclusively on the accounting standards." Leuz notes that this emphasis misses the important point that managers will still have incentives to misstate financial results if there is poor corporate governance coupled with poor performance. Misleading and fraudulent accounting reports are a symptom of more fundamental governance problems. The emphasis should therefore remain on corporate governance efforts and legal protection of outsiders if the goal is to improve the quality of accounting reports."


Tesaro, Inc. is an oncology-focused biopharmaceutical company for cancer patients. The Company's product portfolio consists of Rolapitant, a neurokinin-1 receptor antagonist for the prevention of chemotherapy induced nausea and vomiting, TSR-011, an orally available anaplastic lymphoma kinase inhibitor for the treatment of non-small cell lung cancer and other cancer indications, and Niraparib, an orally active and potent poly (ADP-ribose) polymerase inhibitor for the treatment of patients with solid tumors. Tesaro, Inc. is based in Waltham, Massachusetts.


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ICO Investigation Into Police Use of Facial Recognition Technology
ICO head Elizabeth Dunham is reported to have launched a formal investigation into how police forces use facial recognition technology (FRT) after high failure rates, misidentifications and worries about legality, bias, and privacy.
Concerns Expressed In Blog Post In May
In a blog post on the ICO website back in May, Elizabeth Dunham expressed several concerns about how FRT was being operated and managed. For example, although she acknowledged that there may be significant public safety benefits from using FRT, Elizabeth Dunham highlighted concerns about:
A possible lack of transparency in FRT's use by police and how there is a real risk that the public safety benefits derived from the use of FRT will not be gained if public trust is not addressed.
The absence of national level co-ordination in assessing the privacy risks and a comprehensive governance framework to oversee FRT deployment. This has since been addressed to an extent by an oversight panel, and by the appointment of a National Police Chiefs Council (NPCC) lead for the governance of the use of FRT technology in public spaces.
The use and retaining of images captured using FRT.
The need for clear evidence to demonstrate that the use of FRT in public spaces is effective in resolving the problem that it aims to address, and that it is no more intrusive than other methods.
Commissioner Dunham said that that legal action would be taken if the Home Office did not address her concerns.
Notting Hill Carnival & Football Events in South Wales
Back in May 2017, South Wales and Gwent Police forces announced that it would be running a trial of 'real-time' facial recognition technology on Champions League final day in Cardiff. In June, the trial of FRT at the final was criticised for costing £177,000 and yet only resulted in one arrest of a local man whose arrest was unconnected.
Also, after trials of FRT at the 2016 and 2017 Notting Hill Carnivals, Police faced criticism that it was ineffective, racially discriminatory, and confused men with women.
Recent research by the University of Cardiff, which examined the use of the technology across a number of sporting and entertainment events in Cardiff for over a year, including the UEFA Champion's League Final and the Autumn Rugby Internationals found that for 68% of submissions made by police officers in the Identify mode, the image had too low a quality for the system to work. Also, the research found that the locate mode of the FRT system couldn't correctly identify a person of interest for 76% of the time.
Businesses use CCTV for monitoring and security purposes, and most businesses are aware of the privacy and legal compliance aspects (GDPR) of using the system and how /where the images are managed and stored.
As a society, we are also used to being under surveillance by CCTV systems, which can have real value in helping to deter criminal activity, locate and catch perpetrators, and provide evidence for arrests and trials. It is also relatively common for CCTV systems to fail to provide good quality images and / or to be ineffective at clearly identifying persons and events.
With the much more advanced facial recognition technology used by police e.g. at public events, there does appear to be some evidence that it has not yet achieved the effectiveness that was hoped for, may not have justified the costs, and that concerns about public privacy may be valid to the point that the ICO deems it necessary to launch a formal and ongoing investigation.
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Melco Resorts lists notes on Macau bond exchange
Jun 30, 2021 Newsdesk Latest News, Macau, Top of the deck
Casino investor Melco Resorts and Entertainment Ltd says it is listing on Macau's bond market, the Chongwa (Macao) Financial Asset Exchange Co Ltd, a series of senior notes in the aggregate amount of US$1.15 billion, issued earlier by a subsidiary of the gaming firm. The announcement was made on Tuesday by Melco Resorts and is "in support" of efforts at local and national level to promote Macau as a financial centre.
The senior notes to be listed on the Macau bond exchange were issued by Melco Resorts' unit Melco Resorts Finance Ltd in December 2019 and January 2021. The 5.375-percent senior notes are due in 2029, U.S.-listed Melco Resorts said in Tuesday's release.
Macau – encouraged by China's central government – has pledged to diversify its economy beyond tourism and casino gambling, including via the creation of a market for financial services.
Listing of, and permission to deal in, the Melco Resorts notes were granted by the Chongwa (Macao) Financial Asset Exchange effective Tuesday (June 29), said Melco Resorts.
Commenting on the move, Melco Resorts' chairman and chief executive, Lawrence Ho Yau Lung (pictured in a file photo), said the firm "gladly support[s] the diversified development of local Macau industries" through the company's "wide-reaching series of corporate social responsibility initiatives."
He added: "We are pleased to back the local financial industry through our newly announced senior notes listing on the Chongwa (Macao) Financial Asset Exchange as a solid confirmation of our support to the government's directions on the diversified development of Macau, as well as our further contribution to the city's continued development as a world financial and tourism hub."
Melco Resorts is the latest among Macau's casino operators to engage with the city's bond market for listing of notes.
In May, Macau casino operator SJM Holdings Ltd said it had completed a listing on the Chongwa (Macao) Financial Asset Exchange of senior notes at 3.90 percent interest and due in 2026, to the value of HKD1.25 billion (US$161 million) and MOP300 million (US$37.5 million) respectively. SJM Holdings said at the time the move was "the first time that a major tourism business in Macau has issued debt instruments for listing" on the Macao exchange.
Also in May, Macau casino operator MGM China Holdings Ltd said that its US$750-million in 4.75-percent senior notes due in 2027 – originally listed in Hong Kong on March 31 – had also been listed on Macau's bond market. MGM China stated at the time its exercise was the "first dual-listing of U.S.-dollar senior notes by an integrated resort hotel operator in Macau" involving the Hong Kong and Macau bond markets.
Macau 2023 mass GGR at...
Melco Resorts to pay special bonus to...


Impaired blood flow leads to percutaneous pressure in skin tissue capillaries and causes pressure ulcers. In this study, we estimated changes in oxidized hemoglobin transport capacity and the associated tissue consolidations due to sustained pressure using a diffusion model. Skin tissues of human forearms and wrist were maintained at percutaneous pressures of 0?100 kPa, and tissue blood flow rates were measured. Blood velocity (V) in non-pressurized tissues was 0.24 ± 0.03 mm/s, which decreased to 0.20 ±0.4 and 0.11 ± mm/s in the middle part of the forearm and the wrist, respectively, when placed under 18.5?106.7 kPa of pressure. In subsequent experiments, the transport distance x of viable blood cells was estimated using an advection diffusion model. In these experiments, the blood flow rate in non-pressurized skin tissues was 3.87 ml/min/100 g, and the oxygen transfer distance x was 0.36 mm. Because the required oxygen transfer distance in normal tissues is 0.05?0.14 mm, these data confirm sufficient blood flow under the present conditions. However, blood flow velocity and acceptable pressure on the wrist were reduced to 0.25?0.12 mm/s and ?31.1kPa, respectively. These data indicate that cell damage is caused by insufficient oxygen supply for the metabolism of thin subcutaneous tissues under conditions of continuous pressure.


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It Takes Purpose To Become A Billionaire
Home/Business, Rise Networks Community, Youth Speak/It Takes Purpose To Become A Billionaire
(By Anthony K. Tjan)
"It turns out there are many ways to make a billion dollars: real estate, investing, gaming and entertainment, retail, technology, and good old-fashioned inheritance. But the most interesting (and most respected) businesses and personalities are also the ones with the strongest and most authentic purposes behind them."
What do billionaires have in common? What is it that they do better than anyone else? Why do we admire them, or their companies' products and services, so much?
I've spent some time trying to identify common traits in the Forbes list of billionaires and other similar lists of the world's wealthiest. I'm particularly interested in finding patterns in the types of people whom I respect. It's less about all that dough they've accumulated than about better understanding how and why they made their fortunes.
It turns out there are many ways to make a billion dollars: real estate, investing, gaming and entertainment, retail, technology, and good old-fashioned inheritance. But the most interesting (and most respected) businesses and personalities are also the ones with the strongest and most authentic purposes behind them. My business partner, Mats Lederhausen, was one of the first advocates I knew of purpose-driven business and entrepreneurship. I credit Mats with helping me understand that purpose is neither something soft nor something overly lofty. Instead, purpose is the bigger why of a business. All of us understand the what of any successful business, but what about the why?
While billionaires and their companies are bucket companies by industry (i.e. the what of the company), I believe that there are three categories of purpose that are interesting to observe, and consider which one dominates your company's mission. Here they are:
1. Making the world more beautiful.
2. Making the world more fun.
3. Making the world more efficient and smart.
1. Making the world more beautiful. These are the people who make us look, eat, and live more beautifully. It is a broad definition of outer and inner beauty. The best are able to make us look and feel good. The beauty category of billionaires includes the larger-than-life fashion figures of Ralph Lauren, Bernard Arnault (of LVMH), and Tory Burch. It is actually quite amazing to see how many of the world's richest come from the fashion, retail, and design worlds. And then there are those who aren't explicitly in the design, style, or beauty business but nonetheless identify strongly with these themes. Apple, of course, is the poster child for this ethos, as it puts design first for everything from its software to the industrial engineering of products. For Apple, it is not just design that matters — what's paramount is using design to connect to the user.
Beyond beauty sensed with our sight and touch, there are the founders in this category who have focused on our inner beauty and health. Indeed, there are people like Hamdi Ulukaya (the Turkish founder of Chobani Greek Yogurt) or the founders of a variety of biotech and pharmaceutical firms who have achieved this through focusing on the purpose of healthier ways for us to eat and live.
2. Making the world more fun. One name that springs immediately to mind is Richard Branson. His mission and purpose center around fun and play. Disney is another icon that has redefined the entertainment experience. But perhaps my personal favorite of a billionaire founder who has spread his creative fun around the world is Cirque du Soleil founder Guy Laliberté. Making the world more fun is noble and creates greater happiness for us all. The billionaire founders who get this and who have succeeded in doing so help to put more smiles, more laughter and yes, more fun into a world that is too often dull and mundane. Fun is a good business model — and it does not need to be a billion-dollar enterprise. It is perhaps because it is relatively easy to think of small ways to create fun that it is even more impressive when people such as these are able to scale fun on a massive level.
3. Making the world smarter, more efficient, and more relevant. There are more "knowledge workers" today than ever before. In this world, we have all become familiar with the technology and Internet moguls (e.g. Larry Ellison, Bill Gates, Sergey Brin, and Larry Page) who have helped to make us smarter, faster and more efficient in our daily lives. Doing work via shared Google Docs versus a word processor versus a typewriter — yes, we've come a long way. The connected social economy and its companies like Facebook and LinkedIn are all about how we can try to do more, faster. That is, these companies allow us to have more communication moments in ever-shorter time segments. And there are also information and media moguls, like Mike Bloomberg or the Thomson family behind Thomson Reuters, who dominate financial and legal information, respectively, and are viewed as being mission critical to professionals in those fields. As these firms enable more, faster, and smarter throughput of information, a challenge will be to maintain relevancy. As more and more information is thrown at us, we are now ironically often seeking less and less of it. And this is perhaps what the next great wave of tech and info billionaires will address — as curators whose purpose will be to find greater meaning, context, and relevancy in this mass information world.
So, while there are many ways to make money, there tend to be some common patterns of higher purpose. The three purposes illustrated here help explain why and how some of the world's wealthiest have have gotten so rich, and made our lives richer as well. These three purpose categories likely blur at times, and certainly co-exist in terms of the culture and value propositions of the truly great companies. But the take-home lesson is to ask yourself which of these purposes you are willing to strive to become the absolute best at. Companies and founders that make a singular and unwavering commitment to excel along any of these three purpose dimensions not only have the chance to make our lives better, but also to leave an imprint on our culture, on how we view and experience this world. That, and they might just end up as billionaires.
Source: HBR
"Opinion pieces of this sort published on RISE Networks are those of the original authors and do not in anyway represent the thoughts, beliefs and ideas of RISE Networks."
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By RISE NETWORKS|2016-02-23T15:15:46+01:00February 23, 2016|Business, Rise Networks Community, Youth Speak|0 Comments
About the Author: RISE NETWORKS
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