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HomePeople for People Applies for Second High School: Frederick Douglass Charter High School
People for People Applies for Second High School: Frederick Douglass Charter High School
By Lisa Haver
Frederick Douglass Charter High School
700 North Broad Street and 1415 Fairmount Avenue 19130
Francisville
Enrollment: Year 1, 2019-20— Grades 9-10, 250 students; Year 5— 500 students in grades 9-12
Cost to SDP for 5-year term: $29,741,677
Members of the People for People (PFP) organization have applied to open an additional high school, Frederick Douglass Charter High School (FDCHS), at two different locations—700 No. Broad Street and 1415 Fairmount Avenue.
The opening narrative of the application enumerates issues that hinder student achievement, including "pervasive poverty…poor housing conditions….single parent households", then goes on to imply that granting this application would solve those problems: "…FDCHS will be founded to serve as the innovative high school educational arm of People for People, Inc.—a community development corporation devoted to breaking the vicious cycle of poverty in the lives of North Central Philadelphia residents by providing them with positive alternatives to gangs, drugs, welfare, and crime." The application states that allowing PFP to open a new charter will help to "break the cycle of intergenerational poverty". (Board of Education Vice-President Wayne Walker serves on the board of People for People, Inc.) It's a lofty goal, and one that its existing charter, in operation for 17 years, has not made a dent in. The narrative asserts: "FDCHS will enroll students of all abilities and needs. Our goal is to ensure our students' academic growth is consistently higher than the national average during the charter term." That is doubtful in light of the fact that PFP has failed to do so in its existing school.
Concerns cited by the Charter Schools Office at the January 22 hearing include:
Application lacks specific detail in many sections
Text-messaging program is not coupled with human social workers
Insufficient evidence of clear academic approach to subgroups
Budgetary concerns
Use of two addresses: 1415 Fairmount and 700 N. Broad
Neither building is ready for use as a school
Three members of Founding Coalition are employed by existing operator or related entities
Section on Founding Coalition in application not complete
There is no gym in the proposed floor plan
Amount of credits required for graduation would be hard for students to complete
In general, application failed to present compelling case for new charter
Answers to questions posed by Hearing Examiner Alison Petersen indicated that issues about overlap among the existing school, the proposed school, the Church, and People for People Inc. had not been adequately resolved by the applicant. In addition, several items mentioned in the narrative were not included in the budget. In keeping with the applicant's efforts to distance themselves from People for People in both the application and the hearing, Mr. Pri Seebradi, who answered most of the questions, presented himself as leader of the founding coalition even though he is not on that list submitted in the application.
People for People Academic Achievement
PFP has operated a charter at 800 N. Broad since 2001. In 2013, despite low academic achievement and fiscal management issues, the SRC granted PFP an amendment that allowed the school to expand from a K-8 to a K-12. In its 2015 Evaluation Report, the school failed to meet standards in any of the three major categories.
K-8: SPRs for SY 2013-14 through SY 2017-18: 35% (Watch), three years in Intervene at 9%-5%-5%
HS: SPR for SY 2017-18: 8% Intervene
(No explanation is given for why PFP HS was not assigned an SPR until last year.) Clearly, PFP has shown that they are not providing anything close to a high-quality education for its students. The organization has not demonstrated that this is a model to be replicated.
The applicant promises an "innovative" school, but there is little evidence of that. The Reading, Math, and Science curricula are all based on products purchased from Pearson, the largest global testing corporation.
Despite interactive notes in the narrative from a consultant previously employed at the District's Charter Schools Office, there are several other indications that the applicant does not recognize its inconsistencies. For example, it states: "Through the establishment of a positive school environment, we seek to educate the whole child—intellectually, physically, and morally—in a model that values rigorous academics, emphasizes wellness, and develops students' character." But it also emphasizes that they will rely on data-driven instruction, giving a long list of standardized tests and benchmarks that students will take throughout the year—in addition to those required by the state. There is nothing innovative about the test-based, data-driven program the applicant intends to implement. "As part of our school-wide academic focus, FDCHS will utilize a data-driven model that centers instructional planning and instruction around a system of assessments that is linked to the standards." The school will use "personalized" learning, which puts students in front of computers for instruction and assessment. That lessens the time students can learn from and build relationships with their teachers. Remediation would also be offered through online programs: "To support those students in need of academic intervention, FDCHS will offer research-based intervention curricula that include Core Plus Mathematics and Reading Plus."
The application does not explain how requiring students to read the memoir of 2016 presidential candidate Ben Carson as part of the Science curriculum would further students' understanding of Science. "Specifically, all teachers will be required to read the following texts: Driven by Data: A Practical Guide to Improve Instruction, Teach Like a Champion 2.0, and Get Better Faster." None of these books is about teaching the whole child.
Another inconsistency appears in the applicants' claim to have an entrepreneurial program. But the longer day and year would make it difficult for high school students to have jobs.
"Trauma-Informed" Program
One of the most serious causes for concern is the applicant's proposal to contract with MindRight, whose CEO answered questions at the January 22 hearing as a member of the Founding Coalition. That seems to be an obvious conflict, although apparently not obvious to the applicants. The application emphasizes a "trauma-informed" program, which amounts, for the most part, to having students text people they have never met to discuss confidential matters about their emotional and mental health. When Ms. Petersen asked what qualifications MindRight requires of staff, Ms. Edwards replied that they had to complete 20 hours of training and have "a passion for serving youth". Students can text someone at this company and receive "personal" advice—but only after submitting personal contact information to set up an account. The privacy issues raised by Ms. Petersen were not adequately addressed by the applicants.
Frederick Douglass Charter Staff
FDCHS Teachers would be at-will employees with no workplace protections or job security: "Frederick Douglass Charter High School is free to terminate any employee or change the employee's wages, benefits and other working conditions, anytime, with or without cause or prior notice, for any reason." The employee code actually prohibits conversation among employees about their salary, presumably upon threat of termination. This policy, which allows the school to fire any teacher at any time without due process hardly furthers stability or help to build relationships in a "trauma-informed" school. Teacher evaluations would be conducted using a template from the New Teacher Project (TNTP). The application states: "Members of the Founding Coalition have enjoyed a long relationship with Teach for America (TFA) and have sourced dozens of high-quality teachers from TFA over the years. Many of them have emerged as successful school leaders across the country. FDCHS intends to partner with TFA and utilize them as a significant source of educator talent." In same paragraph, however, they assert that they will have highly-qualified teachers. TFA provides minimal training for candidates, usually 5-6 weeks.
Founding Coalition
Reverend Herbert H. Lusk, Pastor of Greater Exodus Baptist Church and CEO of People for People, Inc.
Dale Ashley, CPA
Andrew Bell, Camden School District administrator
Corey Dwyer, Principal of People for People Charter
Ashley Edwards, Co-founder and CEO of MindRight
Robert Farmer, banker
Anita Gregory, former case manager at APM
Atiya Harmon, former teacher at People for People
Alina Liao, Co-founder and CEO of MindRight
Michelle Martin, Executive Administrator at Greater Exodus
Angelo Perryman, construction company operator
Anna Shurak, former School District of Philadelphia administrator
Judy Williams, consulting/marketing
Four members of the founding coalition spoke at the January 22 hearing;
each one was an employee or contractor of People for People or a member of Rev. Lusk's church. There are a number of people affiliated with the Church (which owns one of the proposed properties), People for People Inc, or the existing PFP charter. In addition, two members of the Coalition are CEOs of MindRight, the company that would be entering into a lucrative contract with the school. How would that not be a conflict?
Proposed Board
Members also include people affiliated with People for People and Greater Exodus
Robert Farmer, head of Urban America, a real estate company connected to Greater Exodus
Anita Gregory, Secretary for community org/presentations/speeches Greater Exodus
Dr. Judy Williams, former managing director of People for People
When Ms. Petersen asked Mr. Sibradi who would appoint the Board, he responded that it was "a chicken and egg situation".
The application states: "Disciplinary hearing, which may result in a recommendation to the Board of Directors for expulsion for the most serious (i.e., non-minor and/or violent) offenses." In most cases, that would mean the student would transfer to a District school, which is required to admit all students. Charter schools are not required to accept or retain all students.
Finances and Management
PFP's most recent District charter evaluation states : "The charter school does not fully adhere to generally accepted standards of fiscal management, as indicated by failure to meet any one of the criteria."
The school's management organization, OmniVest, has been a charter school vendor for almost 20 years in the Philadelphia School. OmniVest specializes in new charter construction and also has a contract with Franklin Towne Charter. Additional financial monitoring processes include those provided by OmniVest, such as budget preparation, financial reporting, continued monitoring and development of policies, and federal grant accounting compliance.
The application states: "FDCHS intends to lease from People for People, Inc. the owner of 700 North Broad Street, 19131 a triple frontage property located on the corner of Broad Street, Ridge & Fairmount Avenues." Also:
"On or about July 1, 2020, FDCHS will lease approximately 7,500 square feet at 1415 Fairmount Avenue, located within 150 feet of the 700 N. Broad Street facility. This space will be leased from Greater Exodus Baptist Church and is currently a newly constructed vanilla shell will all HVAC, electric, and plumbing already installed." Information in the attachments show that $259,000 rent would be paid to People for People Inc in Year One, up to $488, 198 in Year Five. Rent to Greater Exodus in Year One would be $168, 753 up to $179, 729 in Year Five. Why does People for People want to open another high school? Their existing high school has only been in operation for 5 years. This seems to be more about conducting real estate deals for two properties in a rapidly developing area that enrich landlords and real estate brokers than about providing education opportunities for students.
Total Philadelphia School District revenues for the 5-year term would be $29,741,677.
It is difficult, as is the case in most charter transactions, for the layperson to follow the money involved here. This excerpt from Greg Windle's recent Notebook article provides a roadmap:
When the original charter school acquired and renovated its building, it entered into a circular leasing arrangement with a middleman.
After Lusk purchased the original building on behalf of the charter school, he gave the building to People for People Inc., one of his other nonprofits. But it did not directly lease the building back to the charter school. Instead, People for People Inc. leased the building to Omnivest, a company that Lusk contracted to outsource the school's business services. Then, Omnivest sublet most of the building back to the charter school.
So the charter school paid rent to Omnivest, which in turn paid rent to People for People, which used it pay the debt service on the loans that the school used to buy the building. But in 2010, the City Controller's Office reported that Internal Revenue Service documents for the school and the parent nonprofit had "differences" in the amount of rent paid by the school and the amount that the parent nonprofit ultimately spent – the appearance of a profit made by either Omnivest or People or People Inc., but not for the school.
Omnivest is owned by Benjamin Robin Eglin, who appeared at the hearing to speak on behalf of Frederick Douglass Charter School because Douglass also planned to contract Omnivest for its business services. Eglin assembled the proposed budget. He also owns Mandrel Construction Co., which Lusk contracted to renovate buildings with much of the loan money. Englin was also the chief financial officer of People for People Inc. as recently as 2010, but he has since stepped down.
Omnivest was removed as the middleman, and now People for People Charter School rents from People for People Inc., just as the new school would.
The existing school still appears to pay more in rent than the parent nonprofit actually spends.
In 2016, the school's IRS filing shows that it paid nearly $1.2 million in "rent and shared services" to People for People Inc. That same year, People for People Inc. spent only $860,000 paying down its mortgage. So on paper it appears the remaining $300,000 was for "shared services."
Most letters express support for Reverend Lusk but do not refer to the success or lack thereof of the organization's existing charter. Two are from PFP-sponsored organizations, including the Hope Pregnancy clinic.
The applicants stress their commitment to the Francisville community, but for some reason includes the Olney/Logan (19120) as a targeted area.
The school intends to accept applications sent via "Apply Philly Charter",a website operated by the Philadelphia School Partnership. It is unclear who will make the initial decision about which applications will be considered by the school. If there are still spaces available, a lottery will be held. This is confusing as families of founding coalition members have preference as do those in targeted zip codes. Applications would be placed on a waiting list which is only good for one year. Interested families would have to reapply each year.
Vote No
After reviewing the application and attachments, and after hearing the testimony of the People for People representatives at both rounds of public hearings, it is clear that there is no reason for the Board of Education to approve that organization's opening a second high school. In fact, there are numerous reasons to deny the application for Frederick Douglass Charter High School (PFPFD). The applicants fail to make a case that this neighborhood needs another charter school. They fail to demonstrate that this organization should be allowed to operate another school. Since People for People already runs a high school, this application amounts to a request to expand their existing school at two more campuses. It is hard to reach any conclusion other than this is a actually a real estate deal which would enrich the parties involved. The school district does not need any new charter schools. The district clearly cannot afford any new charter schools. The district does not have the capacity to oversee its existing 87 charters. Diverting even more of the district's budget to more charters will result in the continuing defunding of the district's public schools. The Board should vote No on this application.

redpajama_set_name: RedPajamaCommonCrawl


We made a short video explaining what happens when a Township Supervisor resigns.
It is a fairly straight-forward process, once you understand that the Township Code, the Open Meetings Act, and the Public Officer Prohibited Activities Act must be complied with.
For a public body with 5 members (Township), the Open Meetings Act states that a quorum is 3 members, and a majority of a quorum is 3 members and that it takes 3 members to pass any action(s).
A written legal opinion obtained by Trustee Benford from her attorney is below the video.
The former DuPage Township Supervisor said the trustees that walked out of the meeting where the law was not being followed was a political stunt. He is a disappointment and has no clue of the law after all of these years in office.
You mean they have to give equal weight to every word in the law? Wow…. they probably figured the fake media gets away with it so they thought it was okay. I am constantly amazed at the facile opinions issued from some of these board hired attorneys.


text:
Antonio Tavares Pereira, et al. v. Brazil
Report No. 96/09, Petition 4-04
Download Judgment: English Portuguese Spanish
Judgment Details
Decision and Reasoning
Court: Inter-American Commission on Human Rights
Health Topics: Violence
Human Rights: Freedom of association, Freedom of movement and residence, Right to bodily integrity, Right to life
Tags: Law enforcement, Military, Police
Fifty buses worth of landless rural workers attempted to protest in Paraná's capital for agrarian reform as large amounts of the rural lands in the state were owned by a few landholders. The caravan was intercepted by military police. When passengers got off one of the buses to inquire what was happening, the military police opened fire on them, with no attempt whatever at negotiation or conversation and no reason that would justify the use of deadly force. Antônio Tavares Pereira died hours later and 185 other people were wounded.
At the time, a civil investigation of the incident was ongoing, but a criminal investigation had ended and a military judge had archived the case.
The Commission found the case admissible.
The Commission found the case was not barred on exhaustion of domestic remedies as military courts are generally insufficient to remedy human rights violations and because of the criminal investigation of the case ended due to a ruling by a military court.
The Commission found that the excessive use of force by the military police causing the wounding of 185 people and the death of Pereira would amount to violations of Articles 4.1 (right to life) and 5.1 (right to bodily and mental integrity). Furthermore, if the purpose of the police action was to stop the demonstration, then the action would amount to violations of Article 15 (right to assembly) and 22 (freedom of movement and residence).
"The IACHR has repeatedly held that normally military court systems (investigations and trials) lack effective remedies for human rights violations, so individuals who only have access to the military justice system are not required to exhaust domestic remedies before resorting to the Inter-American Commission (see infra). Other international human rights organizations have systematically applied the same reasoning." (Para. 27)
View full summary and print | Download summary as PDF
Related Judgments
Moiwana Community v. Suriname
Miguel Castro-Castro Prison v. Peru
Ngobe Indigenous Communities v. Panama
Kanthasamy v Canada (Citizenship and Immigration)
Maria da Penha Maia Fernandes v. Brazil
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text:
West Forsyth High School
Football: West Forsyth's Huggins graduates early, signs with Kansas State
The scene in West Forsyth High School's cafeteria Friday was a bit earlier than usual for a football scholarship signing ceremony, but there was Eli Huggins, a month and a half before the vast majority of senior players will celebrate their college future, surrounded by all the usual pageantry.
A large purple banner with a Kansas State University wildcat hung on a backdrop. The cake nearby was chocolate inside, white and purple icing on the outside. Purple balloons flanked Huggins and his family. Huggins and his father wore matching white polo shirts with purple collars and wildcat logos. His mother, two sisters and brother coordinated in purple too.
The Wolverines senior defensive lineman then signed his scholarship to play for Kansas State, becoming the first West player to graduate early to jumpstart his college career. Huggins will attend the Manhattan university starting in January.
"It's been a great four years at West," Huggins said, "and I'm ready for the next step."
Huggins decided to graduate early from West at the end of his junior year after much deliberation with his parents. He took literature and pre-calculus classes over the summer while sorting through the flurry of scholarships that came in starting that March.
"It was a tough decision," Huggins said. "I wanted the chance to start my college career early. I know it's going to be sad to leave a lot of people I love behind. I had to two sit down with my parents and talk a lot.
"It's kind of scary how easy it is to graduate early," Huggins added, chuckling.
Huggins made plenty look easy during his West career. He evolved from a precocious linebacker as a freshman and sophomore into a fearsome 6-foot-4, 280-pound lineman as a junior and senior. Colleges took notice after his breakout junior season when he had 80 tackles including 11 for losses and 11 sacks to help the Wolverines get back to the state playoffs after their streak of four straight appearances ended.
The flurry of scholarship offers started the following March before his senior season, 21 in all, but Huggins narrowed his choice between N.C. State and Kansas State, eventually settling on the Wildcats on June 21 because of the feeling he encountered when visiting the campus.
"I just got a good vibe around the program," Huggins said. "Coach [Bill] Snyder is the head man and everyone supports him 100 percent. It's really a family."
Huggins expressed the same about his time at West, four years that included three state playoff appearances, 211 tackles and plenty of memories to take with him to Manhattan.
"It was the best experience of my life," Huggins said. "I learned so much. I truly believe we have some of the best coaches in the country. It was a family here."


so i bought this coat during the sun, not sure why seeing as it was like 20 degrees, but it was £15 buy it now on ebay so i couldnt really resist but now its coming in handy. also bought this jumper in the sale for £6, which i guess is good as i'm getting some wear out of it already.
Awesome look, I love your vintage loafers :) & yup, I watched some of the beginning, and Kate looks amazing in that Alexander McQueen dress, what a choise!
Love the outfit, especially the grey jumper and at £6?! What a bargain!
I'm watching the royal wedding now, Kate looks stunning! Her dress is amazing!
and Kate looked so beautiful, her dress was stunning!
She was so lovely. And the dress was just incredible. Super lucky girl.
Love the vintage loafers, and that coat was a lucky find its gorge!
and yes kate looks gorgeous in mcqueen!
I really love that coat! You have beautiful style.
Wonderful coat. You have amazing style.


text:
CNRS researchers develop ultra-fast saliva test to detect Covid-19
16 Jun 2020 | Network Updates | Update from CNRS - French National Center for Scientific Research
By Communication from CNRS
EasyCov, a diagnostic test developed by researchers from the French laboratory Sys2diag goes on the market today. Portable, it can be carried out anywhere and gives its result in under an hour.
Is this the end of swabs thrust into the nasal cavities, robots that run for hours in medical testing laboratories and innumerable litres of reagent? Since 15 June, a revolutionary test has been able to diagnose in the field and (almost) immediately those patients who are suffering from Covid-19: called EasyCov, this portable system requires a few drops of saliva, a test tube and less than one hour of heating at 65° to produce a result. Another small reason for pride is that it has been developed by Sys2diag,1 a laboratory that associates scientists from the CNRS and from the companies Alcediag and SkillCell (Alcen Group), all led by the biologist Franck Molina. This test will accelerate and enable much broader coverage for the testing strategy recommended by the WHO since the start of the pandemic.
"Originally, Sys2diag did not specialise in viral detection," explains Franck Molina. "Our core activity is the development of innovative diagnostic tools, and until now we have mostly worked in the field of psychiatry – on a test that can detect severe depression and the risk of self-harm – as well as on cellular machines, which are artificial cells that behave like small computers and are, for example, capable of detecting prediabetes in a patient's urine specimen. But when the Covid epidemic started to accelerate in France and problems regarding tests and reagents were becoming evident, we decided that we ought to try something, based on the technologies and skills we had already developed." So just before lockdown, when everyone in the laboratory was preparing to work from home, the team decided to initiate research on a saliva test.
"The idea was to produce a simple and easy-to-use method which could avoid the purchase of large machines that consume a great deal of reagent," recounts Franck Molina. "We also wanted to find another way of looking for the virus than at the back of the nose – a procedure that can be painful for the patient and unsafe for the healthcare worker because it is uncomfortable and may trigger a sneeze. The question then was where to find the virus in large quantities, apart from in nasal secretions. The answer was: in the saliva. This was a risky choice and we are the only ones in the world to have made it, because saliva, which is full of enzymes, bacteria and cells, is known to be an important biological disruptor."
Like the standard tests, EasyCov searches for the RNA of the virus – which does not of course contain any DNA – and therefore requires a host to transcribe its RNA into DNA and then reproduce. However, the technological choice made by Sys2Diag to achieve this was radically different. "The tests used by medical laboratories, called RT-PCR, function in three stages and successive cycles at different temperatures," details Franck Molina. "First of all, they extract the RNA from the virus; they then transcribe it into DNA, which is amplified until there is a sufficient quantity to produce a reading. Our system relies on quite an old but little known technology called "RT-LAMP" which can do everything at once: the enzymes we use work simultaneously and all procedures are completed at the same time, at a single operating temperature of 65°C."
"This is cutting-edge biochemistry," admits the scientist, as a period of two to three years – rather than two to three months – is usually necessary to produce a marketable product. "We have had to overcome all sorts of problems to achieve this," he adds. "But the most difficult thing was to obtain the reagents for our procedures. We ordered them from around Europe and they tricked in…" There were also some chilling moments, such as the week in April when all the tests performed by the laboratory suddenly produced positive results! "We realised afterwards that it was the reagent we had received from one of our suppliers that was itself contaminated by the virus, but at the time it really undermined our confidence."
One thing is certain: the team would not have been able to achieve their goal without help from the entire ecosystem. "When we ran out of reagents, other laboratories in Montpellier (southern France) opened their cupboards and supplied us. The Occitanie Regional Council pre-ordered several thousand tests, even though we were not yet certain that it would be successful one day. As for the CNRS regional delegation, they made every effort to help us, drawing up contracts overnight to obtain urgent supplies of the attenuated virus." And all this was happening while everyone, including the Sys2diag teams, was locked down at home.
"Initially, I was the only one coming to the laboratory, for videoconferences," Franck Molina goes on. "I am in fact one of the twelve members of the Covid-19 research committee (CARE) that advises the French government on tests, vaccines and therapies. All other team members were working remotely and looking after orders for reagents, contracts and thousands of other things. Then one scientist joined me, then two, then three, until there were ten of us in the lab. We ordered meals to eat at our desks, because none of us had the time to go shopping!"
Yet Franck Molina is convinced that the key to the success of EasyCov was the public-private partnership from which he benefited: "To develop and industrialise a test in just three months, inventing something in the lab was not enough, we had to include clinical and industrial aspects very rapidly. When you have all three, you can move on quickly and make it!" The clinical tests were performed in April and May on 133 patients at Montpellier University Hospital, while the industrial partner, SkillCell, was making arrangements to launch production as soon as possible. "They trusted us, even though nothing had yet been validated."
Today, 200,000 kits are being produced each week and sold in France via the Enovie group of medical testing laboratories. Although it has only just entered the market, EasyCov is already arousing interest among professional athletes, and Asian and South American countries are lined up to purchase it. "With a rapid field test that is four to five times less expensive than those currently available, you can test passengers before they board a plane or ship, for example, or envisage the regular testing of staff in residential care homes." Its deployment among general practitioners, or the future development of a self-test that can be performed at home, now depend on the framework that will be set by the health authorities.
This article was first published on 15 June by CNRS.


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Fin da piccola si avvicina alla musica ascoltando i Beatles, i quali saranno la sua principale fonte di ispirazione negli anni a venire. Quando la sorella maggiore di Jennifer porta a casa una chitarra lei, per gelosia, decide di imparare a suonare la chitarra. Nel 1979 si diploma al GIT di Hollywood e comincia a collaborare con alcuni artisti come Michael Sembello, Joe Diorio, Steve Trovato e Steve Lynch (Autograph). Da quest'ultimo apprende il tapping, tecnica che diventerà fondamentale nel suo stile.
Nel 1986 la svolta: Steve Trovato, suo collega e amico insegnante al GIT, la avvisa che Michael Jackson sta preparando il tour mondiale di Bad, e lei si offre per il provino di chitarrista. Da sola, di fronte ad una videocamera, suona alcuni brani rock, jazz e funky, in più il famoso assolo di Beat It (registrato in studio da Eddie Van Halen). Il provino è superato.

Secondo quanto da lei stessa dichiarato, quando le chiesero se avessero potuto "ritoccare" il suo look, lei rispose: "fate ciò che volete!". Il risultato finale fu un personaggio dall'aspetto androgino, con un'enorme chioma di capelli biondo platino e vestita di pelle nera.

Nel 1989 inizia a lavorare ad un suo progetto solista, dal titolo Above, Below and Beyond, che vedrà la luce nel 1992, nel periodo in cui lei si trova impegnata con Michael Jackson nel Dangerous World Tour. L'album racchiude un miscuglio di vari generi musicali: rock, metal, jazz, R&B, tribal. Brani principali sono le sue versioni de Il volo del calabrone, del classico jazzistico Giant Steps (John Coltrane) e di Respect di Aretha Franklin. Divenuta ormai famosa come "la chitarrista di Michael Jackson", nonché ritenuta la controparte al femminile di Steve Vai, comincia a tenere seminari nelle scuole di musica in tutto il mondo. Jennifer viene poi nuovamente reclutata per accompagnare Michael Jackson nel suo HIStory World Tour del 1996. Nel 1997 esce il suo secondo disco, dal titolo Tribal Rage, registrato con il bassista Ricky Wolking e il batterista Glenn Sobel. Il genere è decisamente più sperimentale del precedente: strumenti etnici mescolati con il suono della chitarra, la quale diventa ora un barrito di un elefante ora l'urlo di Tarzan. Sempre nel 1997 inizia la sua collaborazione con Jeff Beck, tuttora attiva, con il quale si troverà a suonare in tour e in studio, registrando il disco Who Else.
Le partecipazioni e le collaborazioni di Jennifer non si contano, tra le più importanti citiamo: Superbowl #27 con Michael Jackson nel '93; MTV Europe Music Awards nel 2001 a fianco dei 5ive e una breve apparizione nel film Moonwalker di Michael Jackson.

Ha all'attivo un metodo didattico dal titolo Two Hand Rock, edito dalla REH. È uscito il 10 settembre 2007 in Giappone (in vendita dal 18 aprile 2008 per gli USA e l'Europa) il suo terzo disco solista, dal titolo Whatever, insieme ad un DVD omonimo che raccoglie alcuni contenuti extra e una sezione didattica.

Discografia
1992 - Above, Below And Beyond
1997 - Momentum (Jennifer Batten's Tribal Rage)
2007 - Whatever (Experience)

Altri progetti

Collegamenti esterni

Chitarristi heavy metal
Chitarristi hair metal
Chitarristi hard rock
Chitarristi neoclassical metal

redpajama_set_name: RedPajamaWikipedia


text:
Supplier Spotlights: Procter & Gamble, ADD Systems & Gas Pos
NATIONAL REPORT — While it's important for convenience store retailers to market themselves, new products, services, promotions and other initiatives by c-store suppliers are a major part of capturing consumer interest. Convenience Store News will regularly highlight such efforts in this roundup.
Here are the latest supplier spotlights:
ADD Systems
ADD Systems will hold the 2020 Business Tech Conference (BTC), its triennial user conference, the week of May 4, 2020, at the Disney Yacht Club Resort in Orlando.
The BTC gives ADD's clients the chance to connect with each other and preview the latest enhancements to its software. The conference will also host this year's annual ADD User Group meetings, during which participants review accomplishments and discuss goals for the coming year. ADD clients will also be able to explore valuable partner products through vendor exhibits, educational sessions and networking events with the company's extensive group of third party partners.
"The BTC allows clients to speak with each other in a setting that encourages them to share knowledge with each other about what they see in the industry and how they use the software to run their business. We're excited to bring our clients together so they can connect and learn from one another along with the ADD Systems team," said John Coyle, vice president of sales.
Gas Pos
Gas Pos secured a $1-million investment by Merus Capital, an early-stage venture capital firm based in Silicon Valley. This investment will enable Gas Pos to execute on a national roll-out plan to bring its gas pump upgrade solution to independent retailers concerned over the impending costs of the Automated Fuel Dispensers (AFD) EMV (chip-based card) mandate, the company said.
"We provide independent gas retailers modern business software that meets the requirements of the EMV mandate. There's no upfront cost to the merchant — we only charge a small monthly fee," said Gas Pos CEO Joshua Smith. "Our customers love us because we help them reduce fraud while saving them an average of $100,000 in immediate capital expenditures."
The Gas Pos technology platform includes an EMV-compliant point of sale system that provides advanced payment security for convenience stores, gas stations, travel plazas and truck stops, protecting owners and consumers alike. Advanced payment security includes EMV, PCI, and point-to-point encryption to keep merchants protected from fraud, hacking and fines.
GS1 US
GS1 US is establishing a cross-industry discussion group to help companies better understand the transformative qualities of blockchain in the supply chain and prepare for blockchain implementations using GS1 Standards, which provide a foundational data structure and systems interoperability to help drive blockchain success.
The initial meeting will be held Nov. 28-29 in Chicago. Members of GS1 US initiatives in the apparel/general merchandise, foodservice, healthcare and retail grocery industries will join GS1 US experts to discuss how the distributed ledger technology facilitates decentralized, secure and efficient data exchange.
The group will also identify process gaps that GS1 Standards and industry can address, align industries on the role of GS1 Standards in blockchain and develop "Getting Started" guidance.
"With so many diverse use cases being piloted — from improving product recalls to helping companies meet regulatory requirements — industry has determined that blockchain should be examined more closely," said Siobhan O'Bara, senior vice president of industry engagement and services. "Leveraging the blockchain expertise and guidance that GS1 US has provided over the last year, this group will help determine a path forward that supports the supply chain's current and future investments in GS1 Standards, and strengthen the progress we've already accomplished in the areas of visibility, traceability and transparency."
Mobivity Holdings Corp.
Mobivity completed its acquisition of the Belly product line assets from Hatch Loyalty. Belly is a digital loyalty solution for brick-and-mortar businesses.
Under the terms of the agreement, Mobivity paid $3 million which was funded through $2 million of cash on hand and $1 million of debt. The acquisition is expected to add more than $2 million in top-line annual revenues, add more than $200,000 in annual cashflows, and will bring more than 2,000 deployed merchant locations and more than 7 million loyalty members to Mobivity's accelerating market reach.
Mobivity expects to introduce an enhanced version of the Belly tablet-based loyalty app that will be tied directly to the transactional data surfaced with Mobivity's re•currency platform, allowing brands to tap into the full sphere of loyalty and one-to-one customer attribution for the first time.
"Our re•currency platform drives mobile engagement to more than one in 30 Americans every month, and aggregates, normalizes, and activates an increasing volume of more than 50 million brick-and-mortar transactions every week. The addition of a method of rewarding loyalty, as well as adding a highly rated smartphone app to our platform, was a simple decision for us," said Dennis Becker, Mobivity chairman and CEO. "Running a loyalty program without increasing customer frequency is at best a retention program, and at worst running in place.
"We believe that with this acquisition and the integration of the Belly loyalty solution into our re•currency platform, our clients will begin to not simply reward a customers' next visit, which was likely to happen anyway, but that they will be enabled to reward actions that lead to higher customer frequency and spend. You can't measure true loyalty and frequency without being able to attribute transactions to customers, which is increasingly difficult for brick-and-mortar brands, and we look forward to redefining loyalty and solving this problem for brands and their customers for years to come," Becker said.
Following the acquisition, Mobivity, plans to integrate the Belly application directly into the re•currency platform.
Procter & Gamble Co. (P&G) is making several organizational changes that will simplify its management structure and increase its focus, agility and accountability, according to the company. They take effect July 1.
"To deliver growth for P&G shareowners, we are accelerating the pace of change and stepping up execution to meet the challenges of today's dynamic world. We are leading constructive disruption across the entire value chain, creating a more focused, more agile and more productive company designed to win with consumers at the speed of the market," said David Taylor, chairman, president and CEO. "We remain focused on creating and extending noticeable superiority of our brands, driving productivity improvement and cost savings to fuel investments and margin, and transforming P&G's organization and culture
"We've made good progress in each of these areas, which is showing up in our results. Consumption of P&G products is increasing. Market share is up globally, and it's translating into faster top-line growth," Taylor added.
Starting in July, the company will operate through six industry-based sector business units for the largest geographic markets, led by sector business unit CEOs who will report to Taylor.
Standard Cognition
Standard Cognition, which provides flexible, AI-powered autonomous checkout solutions for brick and mortar retailers, raised $40 million in Series A funding. The round was led by Initialized Capital, with continued participation from CRV and Y Combinator, and new investors including Draper Associates.
Following this financing round, Standard raised more than $51 million to date, which will enable the company to expand its team and accelerate its ongoing global expansion as it rolls out its customers' initial autonomous checkout-enabled stores. Garry Tan, co-founder and managing partner at Initialized Capital, and Devdutt Yellurkar, general partner at CRV, which led Standard's previous funding round, have both joined Standard's board.
"The Standard team has been an execution machine, meeting or exceeding every goal and working tirelessly to get in front of nearly every major retailer on the globe," Tan said. "They have huge technology advantages that are readily apparent to retail clients, and are years ahead of other startups in this space — we think Standard is the most exciting play right now in AI or retail tech."
In recent months, Standard signed on its first four retail customers, spanning Asia, North America and Europe; obtained a patent for a critical component of its technology; and opened San Francisco's first public cashierless store.
TLM Group Technology
TLM Group Technology, a technology developer and support specialist to global fuel and convenience retailers, entered into an exclusive agreement with MADIC Group, a global provider of forecourt products and services, through which MADIC will take a stake in TLM's business, TLM CEO Lee Papper will remain the major shareholder and continue in his role.
The investment by MADIC reflects TLM's continued strategy of building a specialist technology solutions business for fuel and convenience retail. The partnership will further TLM's reach into international markets and will help capture new opportunities for evolution — TLM's family of integrated Software-as-a-Service solutions covering EPOS, back office, head office and advanced AI driven pricing. Importantly, the investment will further accelerate the capability to deliver these solutions through the cloud.
"Today's announcement marks an exciting partnership. We believe that combining TLM's world-class technology solutions, with MADIC 's innovative portfolio of Payment solutions, Digital Signage and Services, brings together two visionaries in the fuel and convenience market to offer our customers incredible value and opportunities to grow their business," Papper said.
How Can C-store Retailers Take Advantage of Blockchain?
Supplier Spotlights: Hatch Loyalty, Monster Energy & Talking Rain
Four Ways C-stores Can Enhance Traceability & Transparency
New Products and Promotions
RizePoint Quality Management Solution
Supplier Spotlights: Champs Chicken, Coca-Cola & General Mills
Consumers Place Value on Fuel Rewards as Loyalty Currency
CMA Partners Give Nod to GS1 Foundation Online Certificate Courses
Git 'N Go Turns to Technology to Offer the Ultimate Convenience Experience
Vicks Dayquil, Nyquil, VapoRub & VapoInhaler
Mr. Jelly Belly Dispenser Collection


Would you like to be involved in something bigger and more far-reaching than the limits of your horizon, something that will make its mark in Eternity? Please consider taking an active part is what is happening over in Africa that will prayerfully spread to engulf the whole world … including America.
The cost to keep going is enormous. We buy hundreds of Bibles, print thousands of revival booklets, support local churches, and feed and clothe many in destitute areas, besides paying for our own accommodations, transportation and personal needs. Last year alone, we spent over $185,000. I would spend more if I could because the need is so great.
And this is all from a one-man ministry. It's just me and you. Thank you for being a most vital part of what we are doing.
We receive tax deductible donations through our funding partner, Masters Resourcing Commission (MRC), a 501 (c)(3) corporation, who will issue you the Federal tax deduction.
If you do not need a tax write-off, you can donate directly to Revivalfire Ministries.
We get the full amount without the 10% fee deducted.


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Qaisar, Rabia
Qaisar, Rabia, Higher Institute of Nursing and Health Techniques of Casablanca (ISPITS), The Multidisciplinary Laboratory in Sciences and Information Communication and Education Technology, Faculty of Sciences Ben M'sik, Hassan II University of Casabl
Qaraeen, Omar, Department of Computer Engineering, Faculty of Engineering, Al-Quds University
Qaraeen, Omar, Al-Quds University
Qi, Aili, Guizhou University of Engineering Science
Qi, Baomin, Liverpool Hope University
Qi, Jingyao, Harbin Institute of Technology, Harbin, CHINA
Qi, Xueyuan, Inner Mongolia University of Technology
Qi, Yanming, School of Humanity and Law, Hebei University of Engineering, Handan 056038, China
QI, Yongsheng, Bengbu Medical College
Qi, Zhimin, Jilin Normal University, Jilin, China
Qian, XueSheng, Guizhou Normal University
Qiao, Zhenmin, Shijiazhuang University of Applied Technology, Shijiazhuang, China
Qin, Li, School of Foreign Languages, Jilin Institute of Chemical Technology
Qin, Ying, Artificial Intelligence and Human Languages Lab, Beijing Foreign Studies University
Qin, Ying
QIN, Zhenyan, Anhui Jianzhu University
Qin, Zhiguang, University of Electronic Science and Technology of China, Chengdu, China.
Qin, Zhiguang, University of Electronic Science and Technology of China, Chengdu, China
Qiu, Lingling, Guizhou University of Finance and Economics
Qodad, Aymane, Mohammed V University of Rabat, Faculty of Sciences.
Qomarudin, Mochamad Nur, Institute of Technology Sepuluh Nopember (ITS), 60111
Qu, Chengliang, Jilin Institute of Chemical Technology, No. 45 Chengde Street, Longtan District, Jilin City, Jilin Province, China
Qu, Chenhui, Hebei Vocational College for Railway Transportation
Qu, Hui, Hunan Institute of Engineering
Qu, Peng, University of Science and Technology Liaoning
Quade, Stefanie, Berlin School of Economics and Law
Quadri, Noorulhasan Naveed, Department of Information System, KICT, International Islamic University Malaysia (IIUM) Kuala Lumpur, Malaysia
Quinonez-Beltran, Ana, Universidad Técnica Particular de Loja
Qureshi, Mohamed Rafik N., College of Engineering, King Khalid University, Kingdom of Saudi Arabia


GMMDA - "The Premier Minority Dealer Association in the Industry!"
The GMMDA would like to hear from you. If you have any questions about the GMMDA, or if you wish to obtain information on becoming a GMMDA member or a Preferred Vendor Partner, please complete the Contact Form or use the information below to call, email or write to us. We will respond as quickly as possible to get you the information you are seeking.


Ladysmith Days is just around the corner, and organizers have planned a lot of exciting new events.
Jul. 23, 2013 6:00 p.m.
It's hard to believe that it's just over a week until we celebrate Ladysmith Days. I don't know where the time has gone, but I'm excited!
This year, Ladysmith Days is being held Friday, Aug. 2 to Sun., Aug. 4, and the Celebrations Society has packed a whole lot of fun into that weekend.
This year, organizers have planned a lot of new activities. For one thing, the Bullhead Derby is back! It will take place Sat., Aug. 3 from 7-9:30 a.m. at the Ladysmith Maritime Society Community Marina.
Another fun new activity planned is a Beach Party and Pig Roast at Transfer Beach Saturday night at 6 p.m., featuring live music by Luv Train.
There will be laser tag at Transfer Beach both Saturday and Sunday. Another new feature at the beach is sand sculpting, sponsored by Howie and Colleen Davis. Mike Rebar, Kris Baker and Jai Kealy will be sculpting a sand sculpture to the Ladysmith Has It All – Friends and Neighbours theme, and I can't wait to see what they come up with.
The "Ladysmith Has Royalty" and "Ladysmith Has Talent" competitions are back, as are many of the activities that always draw so many people to Ladysmith Days, like the incredible lineup of live music, the fun Friday activities at Coronation Mall, the 49th Parallel Family Fun Day at Aggie Field, the Kinsmen Parade and spectacular fireworks display sponsored by the Ladysmith and District Credit Union.
Watch for our Ladysmith Days supplement in next week's paper for a full schedule and more.


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What happens when . . .
Written by Renee Kohler – Station Hand, Abingdon Downs Station.
Renee wrote another blog about her recent surgery on her leg. There are significant medical disadvantages of living remotely but our bush doctors and nurses are always wonderful and supportive.
Editors note: This blog contains graphic images of a leg wound, which some readers may find confronting.
We live risky lives doing this cattle station business, but do any of us really have an action plan for when or if things go wrong? I know I didn't, it actually never even crossed my mind! There are so many terrible stories we hear of on quite a regular basis, but I suppose I just had it in my mind that nothing would really ever happen to me. So in my case "what happens when" . . . Mum, wife, house keeper, chef, school teacher, husbands offsider gets hurt? Well here's my story.
My husband Jason and I are the clerk of the course each year at our local races, which involves us riding our horses around to the barriers with the race horses and leading them if need be. There were only five races and out of those I only had to lead three horses. I do remember being knocked in the leg by one while we were going around the track on the lead but I can't really say I thought too much about it. So the races went off without a hitch and we loaded our horses and went home.
The next day the outside of my calf was pretty sore. That night the pain and swelling started to get worse but I was sure it would be better come morning. Next day I was still in pain and a burning sensation started shooting down my leg. But, it was our last week of school holidays and I had a list a metre long of things I wanted to do before I started back in the schoolroom with our daughter. However that night, well it cut the cake, the only thing I could do to stop a bit of the pain was to run a very light trickle of cold water over my leg. It was on fire!
Next morning I asked Jason to take me into the local hospital (120km away) to get it checked out, what a drive that was. Jason did tell me to pack a bag just in case, but I wouldn't be in it . . . I was going home afterwards! Well the nurse dosed me up on morphine and called the doctor from the clinic to come and have a look. One look from her and it was diagnosed as "compartment syndrome" and I needed to be flown out ASAP or I would risk losing my leg.
This created all kinds of problems, not just for me! My husband would now be the prime carer of two small children. He would now become the "Mum, wife, house keeper, chef, school teacher, and his own offsider"! I didn't pack a bag because I thought I would just be going home so while I was waiting at the hospital for my flight out Jason had to drag our two children around the women's wear department to get me a set of clothes.
Care Flight flew me the 400km from Hughenden to Townsville and once I got to the hospital everyone is going on about this compartment syndrome and now foot drop . . . What is this? Compartment syndrome normally happens with a huge trauma . . . not mine, I only got a bump in the leg. It's when too much pressure builds up within the muscle compartment and stops the flow of blood to and from the affected tissue.
Care Flight who flew me to Townsville.
So I got monitored for 24 hours before the doctors decided to do a pressure test on my leg which wasn't pleasant at all. It was after they saw that the pressure was sky high I was told that I was going in to have fasciotomy surgery, where they put two big cuts downs either side of my calf muscle and leave them open until the pressure goes down while being hooked to a vacuum machine to keep infection out and drain excess fluid.
So I was meant to go back in two days later for it to get closed up but unfortunately other emergencies came up and I missed my turn. This went on for five days, which meant five days of fasting being ready for surgery . . . I was so hungry! I wasn't even allowed my morning coffees. I thought I would leave hospital with a supermodel's body! Anyway they say "what doesn't kill you makes you stronger" and I'm sure of that now!
They cut my legs to relive the pressure.
During this whole ordeal my husband and two children had driven the 120km back to our home to get organised to make the trip to Townsville. He had to wait a couple of days as we had cattle buyers due to turn up and have a look around (which they never showed up anyway). He had to pack bags for the kids and for both of us. I don't even know if he knew where the kids undies were but he must have found them! He then had to organise helpers, mainly neighbours, to do water runs, start pumps, check cattle and feed animals. Once all this was done he was able to make the 500km drive to Townsville with the kids to be with me.
When he got to Townsville he had to find accommodation for himself and the kids, as well as my parents who were flying up from Brisbane to help look after our little ones. This turned out to be interesting as it was the V8 supercar weekend in Townsville and all the prices for hotels and apartments were through the roof or booked out. He ended up getting an extremely overpriced apartment for the first four days which then dropped down to a more acceptable rate for what it was. Then the cost of food on top of accommodation made it all a rather costly experience.
When I was finally released from hospital I was really keen to get back home as I had about 10 days to wait before my follow-up appointment. I hate being away from home. It was just my luck that it had rained quite heavily at home while we were away and, as we live on black soil country, it was way too boggy for us to get home. So we spent the next 10 days in Townsville holed up in a hotel room waiting for my appointment. I couldn't do anything and the kids were getting frustrated. There is definitely a medical disadvantage of living remotely.
So now I'm back in one piece, still very sore and my foot has kept the foot drop. The nerves have been damaged and I have lost use of the front muscle in my leg which pulls your foot up. After eight days in hospital and three weeks away from home I now walk a bit funny and I have some serious scars! Hopefully with time and persistence my foot will work a bit better otherwise I have to have more operations to move muscles and tendons, which I am a bit skeptical about.
We had to rely hugely on our wonderful neighbours to look after the property and all the animals while we were away, so without them I don't really know what would have happened. I also have to thank all our family and friends who were there for not only me but for my family. Also, our employers who look after us so well and were nothing but understanding and wonderful.
So moral of the story is, look after yourself and don't try and be a hero. If it's hurting more than you think it should be, don't muck around go and get it looked at. Also might be handy to have a little bit of a safety net just in case something like this happens to you, I'm glad I had that at least! And don't make enemies with your neighbours as you never know what's around the corner, one day you might just need to lean on them for a while.
This is how I get around now . . . the black tape holds my foot straight and the white elastic around my foot helps lift it up!
Ouch! Hang in there lady!


The details of the backstop mechanism are stipulated in Article 3(2) of the Commission Delegated Regulation (EU) 2017/592 of 1 December 2016 supplementing Directive 2014/65/EU of the European Parliament and of the Council with regard to regulatory technical standards for the criteria to establish when an activity is considered to be ancillary to the main business (ESMA's RTS 20).
Pursuant to Adjustment of ESMA's approach towards the ancillary activity exemption (13 July 2015) ESMA proposed a test combining the market share test with a trading activity test.
- there were three threshold categories of the trading activity test (< 10%; 10% - 49.9%; ≥ 50%).
Depending on the outcome of this trading activity test, firms were allocated to three different categories of market size thresholds.
For example, a firm which stays below 10% of the trading activity test would be allowed to have a market share of 20% in emission allowances (the higher the percentage of the speculative activity within all trading activity, the lower thethreshold).
The purpose of this backstop mechanism was to ensure that only relevant and sizable participants in European commodity derivative markets should be determined as not conducting their activities as ancillary to their main business.
The underlying measurement for all of the transactions was gross notional value (GNV).
The backstop mechanism as set out in the table above has been finally implemented in Article 3(2) of the Commission Delegated Regulation (EU) 2017/592 of 1 December 2016 supplementing Directive 2014/65/EU of the European Parliament and of the Council with regard to regulatory technical standards for the criteria to establish when an activity is considered to be ancillary to the main business - see box.
Recital 10 of the said Regulation explains that the backstop based on a group not exceeding a certain percentage of any of the thresholds set under the market share test for each relevant asset class is particularly relevant for very small groups with negligible overall footprint in the relevant commodity derivative trading.
On the one hand, those groups may be required to undertake a costly analysis of their trading activities to determine whether that trading reduces risk or not without the result being conclusive on the ancillary nature of the trading activity.
On the other hand, those groups are usually not equipped to engage in the capital test as an alternative to the test based on trading.
The said Recital 10 further argues that in order to avoid disproportionate burdens on those groups, it is appropriate that groups whose trading activity for each relevant asset class accounts for less than one-fifth of the threshold set under the market share test be considered as carrying out that trading as an ancillary activity to their main business.