Areas served: Chorley, Clitheroe, Leyland, and 2 others.
Areas served: Accrington, Burnley, Lancaster, and 2 others.
Areas served: Lancashire, Manchester, St Helens, and 1 other.
Areas served: Accrington, Bolton, Burnley, and 2 others.
Areas served: Blackpool, Bolton, Bury, and 2 others.
Rijo Outside - Catering with Style !
Areas served: Alsager, Altrincham, Bebington, and 51 others.
Areas served: Barrowford, Blackburn, Burnley, and 2 others.
Areas served: Knutsford, Lancashire, Leigh, and 2 others.
Areas served: Bury, Hawkshaw, Ramsbottom, and 1 other.
Areas served: Clitheroe, Colne, Earby, and 2 others.
Areas served: Golborne, Leigh, Newton, and 1 other.
Areas served: Golbourne, Lymm, Newton-le-willows, and 2 others.
Areas served: Bolton, Chorley, Leyland, and 2 others.
Areas served: Bolton, Bradley Fold, Breightmet, and 20 others.
Areas served: Altrincham, Bowdon, Chester, and 11 others.
Areas served: Blackburn, Bolton, Manchester, and 2 others.
Areas served: Bebington, Bromborough, Burtonwood, and 9 others.


text:
Speakers at the 2015 NCD Alliance Global Forum, © Gilberto Lontro / IOF, 2015
Mobilising high-level political leadership to address NCDs key focus of Global NCD Alliance Forum
Home / Mobilising high-level political leadership to address NCDs key focus of Global NCD Alliance Forum
His Royal Highness Sheikh Dr. Sultan Bin Muhammad Al Qasimi, Member of the Supreme Council and Ruler of Sharjah, United Arab Emirates (UAE), Sri Lankan President Maithripala Sirisena, Princess Dina Mired of Jordan, Dr Sania Nishtar, co-chair of the WHO High level Commission on Noncommunicable Diseases, and Dr Tom Frieden, former director of the US Center for Diseases Control and Prevention (CDC), to address global meeting on killer diseases to be held in the United Arab Emirates.
Wednesday, 29th November, 2017 (Sharjah, UAE) - Mobilising high-level political leadership to address Noncommunicable Diseases (NCDs) that kill 40 million people globally each year, 80% of which occur in low- and middle-income countries, will be the key focus of the Global NCD Alliance Forum 2017 to be held in the city of Sharjah, UAE, December 9-11.
Some 350 delegates from 68 countries will attend the Global NCD Alliance Forum which is organised by the NCD Alliance (NCDA), a civil society alliance uniting 2,000 organisations in more than 170 countries, in partnership with the Sharjah-based local host organisations Friends of Cancer Patients. Her Highness Sheikha Jawaher Bint Mohammed Al Qasimi, Wife of the Ruler of Sharjah (UAE), Founder and Royal Patron of Friends of Cancer Patients, and International Ambassador for Childhood Cancer for the Union for International Cancer Control, is the Forum's Patron as part of her commitment to the fight against cancer and NCDs. The inaugural Forum in 2015 was also held in Sharjah in partnership with FoCP.
"Sharjah is committed once again to making the 2nd Global NCD Alliance Forum a success and we strongly believe the event will strengthen partnerships and joint efforts that will help to drive change and reduce the devastating impact of NCDs", said Her Excellency Mrs Sawsan Jafar, Chairman of the Board of Directors, FoCP, UAE.
"Political leaders around the world have a choice – they can either sleepwalk into a sick future as they are currently doing, or they can decide that hundreds of millions of lives are indeed worth saving." - Ms. Katie Dain, CEO, NCD Alliance
NCDs such as diabetes, cancer, cardiovascular disease, chronic respiratory diseases, and mental and neurological disorders are the leading cause of death and disability worldwide. Every year 15 million people die before the age of 70 from an NCD, most of which could be prevented or delayed. The burden is rising disproportionately among low- and middle-income countries, where almost half of premature NCD deaths occur. Within countries, these deaths disproportionally affect the poorest and most vulnerable.
The NCD epidemic is being driven by poverty, globalisation of marketing and trade of health-harming products, rapid urbanisation, and population growth. No country is immune to these diseases, and although cost-effective interventions exist to prevent and treat NCDs, no country is on track to meet the global target set to reduce premature mortality by 2025. Political inertia has contributed to future projections of sick societies, where one-third of the world's population will be living with obesity in less than ten years' time, and more children will be struggling with being overweight and obese than being underweight. The NCD epidemic is a global health tsunami that is undermining the health and productivity of populations and crippling economies.
"Political leaders around the world have a choice – they can either sleepwalk into a sick future as they are currently doing, or they can decide that hundreds of millions of lives are indeed worth saving. We call on political leaders to fall on the right side of history, attend the 2018 UN High-level Meeting on NCDs and commit to action," said Katie Dain, CEO of the NCD Alliance.
Organised under the theme Stepping up the pace on NCDs: making 2018 count, the Global NCD Alliance Forum 2017 will focus on the build up to next year´s United Nations (UN) High-level Meeting on NCDs where world leaders will have to make bold commitments for action to stop the preventable epidemic. In September this year, a World Health Organization (WHO) report on progress on NCD targets found that fewer than half of all countries had created plans for fighting NCDs, and that countries are not on track to meet targets to reduce premature and avoidable deaths for lack of action and resources committed to the response. This is despite projections that show that the cost of inaction far outweighs the cost of action – begging the question on what moral and economic grounds governments, international agencies and bilateral donors continue to justify business-as-usual.
Key speakers at the Global NCDA Forum 2017 include:
HRH Sheikh Dr Sultan Bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Sharjah, UAE
Her Highness, Princess Dina Mired of Jordan
His Excellency, Maithripala Sirisena, President of Sri Lanka
Her Excellency, Mrs Sawsan Jafar, Chairman of the Board of Directors, Friends of Cancer Patients (FoCP), UAE
José Luis Castro, President of the NCDA Alliance Board of Directors, France
Dr. Sania Nishtar, Co-chair of the WHO High level Commission on Noncommunicable Diseases and former Minister of Health of Pakistan
Dr. Tom Frieden, President and CEO, Resolve, and former Director of the US Centers for Disease Control and Prevention, USA.
Representatives of the media are encouraged to register well in advance of the event. Media Registration is free.
For more information on registration and interview requests please contact:
Michael Kessler
Michael Kessler Media
Email: michael.kessler@intoon-media.com
Maha Abou Rich (In UAE)
National Network Communications.
Landline +971 6 5544 944
Email: m.abourich@nncpr.com
Forum,	2017 Forum,	Global NCD Alliance forum
Click an image to see a larger version.
Programme - Global NCD Alliance Forum 2017
https://ncdalliance.org/what-we-do/convening/global-ncda-forum-2017/programme
Global NCD Alliance Forum 2017

redpajama_set_name: RedPajamaCommonCrawl


text:
Madhan Karky Calls Chinmayi A Liar!
Chimayi Sripada has been a part of the South Indian Film Industry for over a decade now. She has given various unforgettable melodies and has dubbed for all top actresses in the industry. In the wake of the #MeToo movement, the singer shared her story because of which she faced a lot of backlash from the Tamil industry. In a recent Twitter spaces session, Chinmayi said that it was only because of Madhan Karky's compulsion, that she invited his dad Vairamuthu for her wedding.
Madhan Karky remained silent and didn't respond to any of the accusations against his dad till date. But the lyricist recently hit back at Chinmayi calling her as a liar. Responding to Chinmayi's statement, Madhan Karky said, "This is just another lie. She wanted to invite my dad for her wedding. But my dad did not give appointment as he was upset with her. She requested me to get an appointment. I got it for her. She went to his house alone, touched his feet, got blessings and invited him." (sic)
This is just another lie. She wanted to invite my dad for her wedding. But my dad did not give appointment as he was upset with her. She requested me to get an appointment. I got it for her. She went to his house alone, touched his feet, got blessings and invited him. https://t.co/e4eB08d24A
— Madhan Karky (@madhankarky) May 28, 2021
Further he revealed why his dad Vairmuthu was upset on Chinmayi, he posted "My dad penned a song for this 2011 event and coordinated a concert with a few singers. She agreed to perform. The day before the event she called him to say she cannot come as she had accepted another event. He was upset with her unprofessional behaviour." (sic)
My dad penned a song for this 2011 event and coordinated a concert with a few singers. She agreed to perform. The day before the event she called him to say she cannot come as she had accepted another event. He was upset with her unprofessional behaviour. https://t.co/0jyU4qyjjO pic.twitter.com/9gMxFY9Z5h
If a group of people hate your family and throw baseless accusations on your dad or mom, and your parent denies those accusations, who will you trust?
I trust my dad.
If the concerned people believe they have truth on their side, let them take it to the legal authorities.
Chinmayi Sripaada did not respond to Madhan Karky's tweets. Instead, she put up a quote that kind of reflected that they are lying.
🙂 pic.twitter.com/RLYTqaCEeC
— Chinmayi Sripaada (@Chinmayi) May 29, 2021
Chinmayi Sripaada has filed a complaint against Vairamuthu in 2018.
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text:
Cheyenne Lutz, 2016
Cheyenne is an LPN in Geisinger's allergy department. She resides in Beach Creek.
Kristi (Ritchey) Genova, 2002
culinary arts technology
Kristi is co-owner of La Famiglia LLC. She resides in Chester, Va.
Chris Randall, 2003
HVAC design technology
Chris is employed by Automated Logic. He resides in North Chesterfield, Va.
Kyle Williams, 2015
Kyle is an estimator for Gilbane Building Co. He resides in Royal Palm, Fla.
James Kurtz, 2003
technology management and HVAC technology
James retired from Dairy Farmers of America, for which he was a safety and environmental manager. He spends time volunteering as a scoutmaster and is assistant district commissioner for Boy Scouts of America in the Seven Bridges District. He resides in Watsontown.
Ryan Tator, 2002
computer information systems: networking and technical support
Ryan is a self-employed consultant/subject matter expert on 911 systems. He provides systems and technical support to a 911 center in Susquehanna County. He was the past deputy director of public safety and, following a move to Texas, has continued in a consulting capacity to ensure deployment of several computer-based projects. He resides in Houston.
Josh Glotfelty, 2004
electrical occupations
Josh is a facility supervisor for the Pennsylvania Turnpike Commission. He resides in Berlin.
Timothy Rakosky, 1998
Timothy is the president and CEO of T-Rock Construction, a commercial concrete contractor. He resides in Coal Center.
Kevin Duncan , 2015
on-site power generation
Kevin is a New Jersey state trooper. He resides in Galloway, N.J.
Erik Zetterstrand, 1985
machinist general
Erik owns Exigo Manufacturing, a producer of stainless steel hose fittings for use in food and biopharmaceutical manufacturing. He resides in Palmerton.
Jessica (Alderson) Zawalick, 2002
Jessica is a staff CT technologist for Geisinger Medical Center. She resides in Paxinos.
Shelby Mordan, 2015
Shelby is an RN supervisor for HCR ManorCare. She resides in Sunbury.
Valerie (Palmatier) Lundy, 1995
Valerie is a surgical assistant for Susquehanna Oral and Facial Surgery and Dental Implant Center, where she is also the OSHA (Occupational Safety and Health Administration) officer. She recently traveled to Guatemala to perform dental assessments, fluoride treatment and nutritional counseling. She resides in Montoursville.
Richard Conni, 1967
Richard is retired and resides in Trophy Club, Texas.
Jonathan Probst, 2013
Jonathan is a purchasing manager for Dan Ryan Builders. He resides in Cranberry Township.
Douglas Hofford, 1980
Douglas is an MRI/radiologic technologist for Berwick Hospital Center. He is the recipient of an MRI safety award and a resident of Montoursville.
Kathy Olbeter, 1999
Kathy is retired and resides in Green Valley, Ariz.
David Orris, 1997
David is a senior product development engineer for TE Connectivity. He resides in Middletown.
Steven Bartz, 2012
graphic communications management
Steven is a customer service manager for Taylor Communications. He resides in Philadelphia.
Michael Roth, 1966
Michael is retired and resides in Sarasota, Fla.
Allyson Lynch O'Malley, 2013
Allyson is a certified general appraiser for EAC Valuations. She resides in King of Prussia.
Tina (Bradley) Gain, 1999
Tina is an assistant professor of nurse education at Elmira College. She is a certified nurse midwife, holds a Master of Science in Nursing and is the author of "A Nurse's Medicine Basket: Tools for Compassionate Self-Care." She resides in Sayre.
Vicky Heim, 2000
Vicky is retired and resides in Hiddenite, N.C.
Melissa (Urey) Stepp, 2008
Melissa is a seventh grade teacher for Southern Door Middle School. She resides in Green Bay, Wis.
Matthew Fogtman, 2013
technology management and diesel technology
Matthew is a fleet manager for Volvo Construction Equipment North America. He welcomed baby Cullen Fogtman on Feb. 2, 2019. They reside in Hagerstown, Md.
William Kane, 1975
William retired as a sales arborist for Davey Tree Expert Co. He is an ISA (International Society of Aboriculture) certified arborist and Delaware Nature Society Certified Naturalist. He resides in Drexel Hill.
Howard Woodruff, 1980
Howard is the founder and president of Advanced Crisis Preparation and Intervention, providing coaching to public safety providers and those experiencing grief following a tragedy. He is the 1980 recipient of the Williamsport Hospital Bitner Humanitarian Award. He holds a bachelor's degree in psychology, political science and religion from Lycoming College and both a master's and doctorate in divinity. He resides in Rocky Hill, Conn.
Daryl Hoffman, 1984
Daryl is a senior principal consultant for Software AG Government Solutions, working with webMethods, AgileAps and related Software AG products on civilian, Department of Defense and other government contracts. He resides in Nicholson.
Brian Bushick, 1982
Brian is a senior MEP (mechanical, electrical, plumbing) manager for Clark Construction. He received an MEP Coordination Award for a large government project. He is a journeyman electrician with the International Brotherhood of Electrical Workers and holds a bachelor's degree in management. He resides in Alexandria, Va.
Michael Speicher, 1993
Michael is a service manager for Mel's Heater Service. He resides in Conestoga.


American Flag Decal Designs. Whether your into Fishing or Hunting, or just wanting to display your American spirit for our great country, our decals will go great on your car or truck. Our Professionally printed vinyl decals are waterproof and are made right here in the good ol' USA!


text:
Q: JAVASCRIPT validate date in the form I tried to do the javascript to validate the date enter is in correct way. For example, for ETA(estimate time arrival), the date should be earlier than ETD(estimate time departure).
This is the form:
   <form>
      ETA
             <input  id="etadate" name="etadate" type="date" />
             <input name="etatime" type="time"/>
      ETD
             <input  id="etddate" name="etddate" type="date"/>
             <input name="etddime" type="time"/>
   </form>

And for the javascript:
function validate1
 {
       var x = document.getElementById("etadate");
       var y = document.getElementById("etddate");

       if (x < y)
       {
          true;
       }
       else
       {
          false;
       }
}

When i tried to run the code, it didnt give any notice to the user that the date for eta should be earlier than etd. I dont know where to adjust so the code run correctly.

A: Use like this -
function validate1
{
   var x = new Date(document.getElementById("etadate").value);
   var y = new Date(document.getElementById("etddate").value);

   return x<y;
}

A: There are a couple of issues:
var x = document.getElementById("etadate");

will return a reference to the input element, which is an object. Objects shouldn't be compared using the < operator. You need:
var x = document.getElementById("etadate").value;

so that x is now a string.
Where input type date is supported, the browser should successfully parse the string to a date, so you might do:
var x = new Date(document.getElementById("etadate").value);

However, in some browsers the returned string is an ISO 8601 formatted string like 2016-05-23, which will be parsed as UTC so for those west of GMT, it will appear to be one day earlier. You will need to deal with that.
Then there are browsers that don't support input type date, there are questions on SO about that.
Anyway, you need to:

*

*Get the value of each input

*Check that they generate a valid dates

*If they do, compare the dates, so something like:

function validate1 (form) {
  var x = new Date(form.etadate.value);
  var y = new Date(form.etddate.value);

  if (isNaN(+x) || isNaN(+y)) {
     alert("One of the dates is invalid");
     return false;
  }

  if (x < y) {
    alert('ETA is before ETD');

  } else {
    alert('ETD is before ETA');
  }
}
<form onsubmit="validate1(this); return false;">
  ETA
             <input  id="etadate" name="etadate" type="date">
             <input name="etatime" type="time"/>
  ETD
             <input  id="etddate" name="etddate" type="date">
             <input name="etdtime" type="time">
  <button>submit</button>
</form>

I've blocked submission with return false, naturally the function and listener should return true or false depending on the outcome of the comparison.
Also, the function declaration in the OP doesn't have a parameter list, so the syntax is invalid (fixed in the above).

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miliboo MTT701A without head Tripod Stand for Professional DSLR Camera Digital Camcorder Load 25 kg Max Height 160cm 63"
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SmartDocuments is installed on all 21 County boards and is with 5,500 employees our largest customer in Sweden.
The system is integrated with several of County Administrative Board case management systems: Platina (from Formpipe), a salary guarantee system (from Login Hasselberg) and a hunting management system (from Altran).
In 2010, the County Administrative Board conducted a procurement of "Document Template Management Tool". The purpose was to "buy a tool for creating, using and managing dynamic document templates within all business areas". Furthermore, the purpose was to "increase the use of document templates. Templates provide higher quality of the documents – correct corporate identity and content, as well as unified content (the same content for the same business area, regardless of user and county board) ".
An important and mandatory requirement in the procurement was that the selected product could be integrated with Formpipe's document and case management system, Platina. This was successfully demonstrated by SmartDocuments.
Immediately after the procurement, the County Administrative Board conducted a pilot test. The pilot was successful and the outcome provided the County Administrative Board with data to calculate the potential saving by using SmartDocuments and automated document generation. The expected saving is at least 90,000 hours a year, equal to 51 FTE's. In reality, the potential saving becomes greater, since not all document types were taken into account.
In addition to an enormous time saving, SmartDocuments also offers great quality gains. Furthermore, the number of document templates were decreased with more than 50% with the introduction of SmartDocuments.
An important decision criterion for the County Administrative Board was that SmartDocuments can extract data from complex XML structures. Repetitive XML elements are easily handled in SmartDocuments with XPath expressions. SmartDocuments is alone on the market to offer such modern and powerful document generation techniques. The case management systems send data in an XML file to SmartDocuments. If needed, SmartDocuments displays a wizard on the screen, unique for each document template. Thereafter, SmartDocuments returns a Word document to the case management system, with the correct corporate identity, the right content, and the right case data inserted in the correct position in the document.
Don't believe all the flattery?
The Swedish magazine Offentliga Affärer (Public business) wrote an article about the County Administrative Board and SmartDocuments. Read it HERE (it is in Swedish though, but nothing that Google translate can't fix).
Curious how many hours per year your organisation is throwing away on creating documents?


text:
Weather Info | Currency Converter
Attractions Places
10 min. walk
Topkapi Palace constructed by Fatih Sultan Mehmet, (the Conqueror) in 1478 has been the official residence of the Otoman Sultans and center of State Administration around 380 years until the construction of Dolmabahce Palace by Sultan Abdulmecid.
The oldest and largest covered bazaar in the world is situated in the heart of the city. One cannot appreciate this market without visiting it. It resembles a giant labyrinth with approximately sixty lanes and more than three thousand shops.
One of the most famous monuments of Turkish and Islamic art, the mosque is visited by all who come to Istanbul and gains their admiration. This imperial mosque is an example of classical Turkish architecture, and it is the only mosque that was originally built with six minarets.
The first of the seven hills on the promontory has been the most important and dynamic part of the city in all ages. When the city was first founded, the acropolis was a typical Mediterranean trading center surrounded by city walls.
Basillica Cistern
The largest and most magnificent covered cistern in the city is entered through a small building to the west of the Hagia Sophia Square. The ceiling of this forest of columns is made of brick and is cross-vaulted.
Archaeology Museums
Archaeology Museums The Directorate of Istanbul Archaeology Museums that is dependent on the General Directorate of Monuments and Museums of the Ministry of Culture of the Republic of Turkey is on the Osman Hamdi Bey Ascent that opens to the Topkapi Palace Museum from the right of the Gulhane Park Entry which is in the Sultanahmet district.
Hotel Ekol
Situated in the Beyazıt district, the historical,cultural and shopping center of Istanbul's old city. stands right across the GRAND BAZAAR and within walking distance to the historical highlights of Istanbul.Blue Mosque,Saint Sophia Museum and Topkapi Palace.Underground Cistern,Spice Market,and many more... offers her guests a perfect location for exploring the old city and all its major sights.
Address: Molla Gürani Mah. Tanburi Cemil Bey Sok No:7 Aksaray 34093 Istanbul / Turkey
Email: info@hotelekol.com
GSM: +90 532 243 32 57 / +90 536 822 99 45
© 2015 Hotel Ekol . All Rights Reserved.


Yes, you most certainly can pet your ball python. Snake scales go in one direction, and you should always pet with and not against the grain of their scales. This means that you should be petting in a downward motion from the direction of their head to the direction of their tail.
Many, though not all, ball pythons are head-shy, meaning they do not like to be stroked on their head, and will recoil or potentially even become aggressive if they are touched on their head because of the amount they dislike it. Many head-shy ball pythons will also not like to be stroked on their necks. Other ball pythons will be perfectly fine letting a human stroke them on their heads and necks, but be careful around a new ball python in case it is in fact head-shy. Sometimes, with increased handling, a ball python is able to go from being head shy to being perfectly fine with a human stroking its head. Yet this takes a lot of effort, patience, and increased handling time on the part of the owner (not too much! maybe 30-40 minutes a day, though it has to be consistent and nearly every day or else the ball python may become unaccustomed to you again). This does not happen with all ball pythons, however, so if you have a head shy ball python, there is no guarantee that it will ever be okay with you touching its head.
Ball python skin may deceptively look slimy like a frog's skin, but it most definitely is not. Ball pythons have extremely smooth skin that is very nice to the touch. The vast majority of ball pythons are indifferent to whether you pet them or not, so long as they are being petted below the neck.
Although they won't necessarily enjoy it, they also will certainly not be displeased with you for petting them, or feel uncomfortable with it, so you can confidently pet your ball python if they seem to be fine with that kind of handling (as the vast majority will be).
As much as is physically possible, do not handle or try to pet a ball python that has recently eaten. It may regurgitate if it is moved or becomes too anxious, so keep your distance for some time while your pet digests. Once it becomes active again, you can take this as a sign that it has digested enough and is fine with being held and petted.
How Long Do Ball Pythons Live?


Earlier in the day, Iranian Vice President Sorena Sattari reiterated Tehran's interest in cooperating with Russia in the space and aviation industries.
Two Russian space companies and Iranian Bonyan Danesh Shargh firm signed on Tuesday an agreement on joint development of an Earth remote-sensing satellite system for Iran, Russia's Federal Space Agency Roscosmos said.
"The sides signed the agreement [at the MAKS-2015 air show] in the presence of Russian Deputy Prime Minister Dmitry Rogozin and Roscosmos General Director Igor Komarov," Roscosmos said in a statement.
The pre-contractual arrangement covers the development of an earth remote-sensing system based on an upgraded version of the Kanopus-V1 (Canopus-B) observation satellite, Russia's VNIIEM Corporation CEO Leonid Makridenko specified.
"The launch [of the system] on a Russian Soyuz carrier rocket is tentatively scheduled for 2018," Makridenko told reporters.


Caged in Mandalay. Restrictions on tourists makes me feel rebellious. What are we not allowed to see?
Bored we decided to drive 6 hours north into the mountains towards China to a surreal animal preserve. Built as a playground for wealthy military families the park housed some of the most diverse animals I have ever seen. The dichotomy between, poverty of Mandalay and the parks these perfectly manicured lawns made me feel like I had stepped into the land of Dr. Seuss. A fantasy world built by the rich so they might ignore the poor.
This fantasy world was inhabited by the families of Chinese industrialist operating in Burma. Expensive prefab western mansions surrounded the park.
I admit I am biased in my views here, but there exists a morally bankrupt aspect of communist capitalism which scares me. The Chinese entrepreneurs here are banned from conducting business most western countries. Businessmen who are individuals who inspire personal sanctions, who's wealth is covered in blood and environmental genocide. Governed by nothing but the blind pursuit of money they have found a home in Burma.
These are the only photos I could sneak of an immense pipeline is being built across Burma. Driving passed its construction of this pipe was the only time I saw our guides cheery demeanor flicker. Defeated he said "the big one is for water the small one for gas." The river which is the lifeline of Burma is being rerouted to China.
The Junta have seen the writing on the walls and sold their country to the highest bidder while the world is still blinded by sanctions. China has stolen Burma's greatest resources, teak, diamonds and sapphires. They have taken advantage of the slave labor provided by political prisoners.
China being Burma only political ally for the last fifty years has cultivated this dependent market. All of the packaged food, all of the toys, all of the cars, everything that is not native to Burma is imported from China. No quality enforcement exists and lead poisoning is rampant. We haven't been allowed eat anything from China.
This is what I have seen and witnessed but it is well documented by reputable sources. Click photo for more information.
These are true crimes against humanity and nature to learn more look for it.


Creating art is very therapeutic for me, the process of emptying my heart and soul into each piece I create helps me clear my head and sorts myself out. Ever since I was a child I've used art as a way to deal with the bad times and enhance the good times, using colour and canvas as my form of expression.
For over three decades I've been heavily influenced by graffiti, loving the bright colours and individual expression that go with this style of art. Letter bending and playing with colour has given me the foundation for how I approach my work in other mediums such as pencil crayon, acrylics and custom model trains.
Life is short and during my time here I hope to keep creating pieces that not only make me feel good and represent me as an artist but make those around me smile.


text:
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Digital strategy: The four fights you have to win
October 2018 | Article
By Tanguy Catlin, Laura LaBerge, and Shannon Varney
Article (PDF -321KB)
Yesterday's tentative approaches won't deliver; you need absolute clarity about digital's demands, galvanized leadership, unparalleled agility, and the resolve to bet boldly.
Article (PDF-321KB)
If there's one thing a digital strategy can't be, it's incremental. The mismatch between most incumbents' business models and digital futures is too great—and the environment is changing too quickly—for anything but bold, inventive strategic plans to work.
Unfortunately, most strategic-planning exercises do generate incrementalism. We know this from experience and from lapetitemort.info research: on average, resources don't move between business units in large organizations. A recent book by our colleagues, Strategy Beyond the Hockey Stick, seeks to explain what causes this inertia (strategy's social side, rooted in individual interests, group dynamics, and cognitive biases) and to suggest a way out (understanding the real odds of strategy and overhauling your planning processes to deliver the big moves that can overcome those long odds).
All this holds doubly true for digital strategy, which demands special attention. Leaders in many organizations lack clarity on what "digital" means for strategy. They underestimate the degree to which digital is disrupting the economic underpinnings of their businesses. They also overlook the speed with which digital ecosystems are blurring industry boundaries and shifting the competitive balance. (For more on why companies often fall short, see "Why digital strategies fail.") What's more, responding to digital by building new businesses and shifting resources away from old ones can be threatening to individual executives, who may therefore be slow to embrace (much less drive) the needed change.
In our experience, the only way for leaders to cut through inertia and incrementalism is to take bold steps to fight and win on four fronts: You must fight ignorance by using experiential techniques such as "go-and-sees" and war gaming to break leaders out of old ways of thinking and into today's digital realities. You must fight fear through top-team effectiveness programs that spur senior executives to action. You must fight guesswork through pilots and structured analysis of use cases. And you must fight diffusion of effort—a constant challenge given the simultaneous need to digitize your core and innovate with new business models.
In this article, we will describe how real companies are winning each of these fights—overcoming inertia while building confidence about how to master the new economics of digital. You can join these companies in that effort, thereby giving your digital strategy a jolt and accelerating the shift of your strategy process as a whole, from old-fashioned annual planning to a more continuous journey yielding big moves and big gains even when the end point isn't entirely clear.
1. Fighting ignorance
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Many senior executives aren't fully fluent in what digital is, much less up to speed on the ways it can change how their businesses operate or the competitive context. That's problematic. Executives who aren't conversant with digital are much more likely to fall prey to the "shiny object" syndrome: investing in cool digital technologies (which might only be relevant for other businesses) without a clear understanding of how they will generate value in the executives' own business models. They also are more likely to make fragmented, overlapping, or subscale digital investments; to pursue initiatives in the wrong order; or to skip foundational moves that would enable more advanced ones to pan out. Finally, this lack of grounding slows down the rate at which a business deploys new digital technologies. In an era of powerful first-mover advantages, winners routinely lead the pack in leveraging cutting-edge digital technologies at scale to pull further ahead. Having only a remedial understanding of trends and technologies has become dangerous.
Raising your technology IQ
For inspiration on how to raise your company's collective technology IQ, consider the experience of a global industrial conglomerate that knew it had to digitize but didn't think its leadership team had the expertise to drive the needed changes. The company created a digital academy to help educate its leadership about relevant digital trends and technologies and to provide a forum where executives could ask questions and talk with their peers. Academy leaders also brought in external experts on a few topics the company lacked sufficient internal expertise to address.
Supplementing the academy effort (aimed at leaders) was an organization-wide assessment of digital capabilities and an evaluation of the company's culture. This provided a fact base, which everyone could understand, about what the organization needed to build over the course of the digital transformation. As business leaders developed digital plans, they were accountable for explaining and defending them to other executives. They also had to help gather those plans into an enterprise-wide digital strategy that every business leader understood and had helped to create.
Overcoming competitive blind spots
If your company resembles many we know, it's still stuck in some old ways of thinking about where money gets made and by whom. You're also likely to be overlooking ways digital is changing both the economics of the game and the players on the field in your industry. If any of this sounds familiar, you probably need a jolt—something that forces you to think differently about your business. More specifically, you need to start thinking about it as digital disruptors do. In our experience, this demands a process that begins with a sprint to get everything moving, to see what your industry (and your company's role in it) could look like if you started from scratch, and to redraw your road map.
The financing division of a European financial-services company went through such a process when it tried to understand digital's impact on its current lines of business. For example, a conversation began in the auto-loans division with the question "how can we make it easier for people to get their loans online?" It turned into a deeper examination of "how does our business model change if people stop buying cars and start buying mobility?" Similarly, an auto insurer might move from asking "how can I sell car insurance online better" to "what does car insurance mean in the context of autonomous vehicles?" There's no substitute for exploring such questions, which emerge when digital, regulatory, and societal trends collide with today's value chain (for more on these collisions, see "Digital strategy: Understanding the economics of disruption").
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Once the new realities are discovered, companies should speed up the process of understanding how other players—including nontraditional ones—will respond. The financial-services provider jump-started things by holding a series of war-gaming workshops. It divided its leadership team into groups and assigned them to role-play potential attackers such as Amazon, Google, or small, cherry-picking start-ups. Seeing through the eyes of "baggage-free" attackers inspires an awareness of how players with very different core competencies are likely to act in the new landscape. It can also propel a shared sense of urgency to change the old ways of thinking and acting.
These sessions radically changed the way the company's leaders thought about their business, their industry, and the digital shifts remaking both. The end result was a set of leading-edge ideas for deploying digital to make the current operating model faster and more effective, for investing in new digital offerings, for designing and launching a new digital ecosystem to meet the emerging needs of digital consumers, and for partnering with start-ups beginning to emerge as leading players in advanced mobility.
2. Fighting fear
Getting left behind by digital first movers can be hazardous to your company's future. But many of your executives may perceive responding to digital—making the big bets, building new businesses, shifting resources away from old ones—as hazardous to their own future. As we've noted, that exacerbates the social side of strategy and breeds strategic inertia. If you want to make big digital moves, you must fight the fear that your top team and managers will inevitably experience.
From what we have seen, this kind of fight doesn't happen organically. You need to design a programmatic effort with the same rigor you would insist on to redesign key processes across your organization. This typically involves making a clear case that executives can't hide from the changes digital is bringing and that encouraging and accelerating change—rather than chasing it—can create more value. Then you need to give executives the tools and support network they must have to succeed as leaders of that journey. Many companies focus on the extensive detailing of digital-initiative plans but skip the critical step of building an equally rigorous program to sustain the leaders driving change.
Honest dialogue
At the industrial company we discussed earlier, the move to digital implied significant change in the characteristics leaders required to be effective. Naturally, concerns about waning influence, or worse, followed for many of the company's 20 or so business-unit leaders. The industrial conglomerate confronted these fears head-on by organizing a top-team effectiveness program to surface anxieties, build awareness of how they were affecting decision making, and define how leaders could remain relevant. In workshops, executives discussed the specific mind-sets and behavioral shifts needed to gain "ownership" of digital initiatives as a group and to become role models for their organizations.
Leaders also formed communities that cut across their businesses, initially to share best practices and coordinate the timing of implementation. Over time, the role of these communities grew to include skill-building activities, such as bringing in speakers with specialized capabilities and motivational messages and organizing Silicon Valley go-and-sees that reinforced the importance of leading digital change. The communities also provided peer support to help teams navigate the new landscape.
We have seen other organizations similarly coalesce around digital-leadership training (sometimes supported by digital advisory boards) that helps executives to become comfortable with—even embrace—the uncertainty of the destination and the career trade-offs needed for a well-executed digital strategy. These support networks dovetail with, and bolster, the digital IQ–raising efforts we described earlier. Indeed, we find that leaders who understand the shifting economics also understand that their careers will be affected one way or another.
3. Fighting guesswork
Pursuing an aggressive digital strategy involves leaps into the unknown: simultaneously, you are likely to be moving into new areas and overhauling existing businesses with new technologies. What's more, in many digital markets, the premium of being a first mover makes it necessary not only to shift direction but also to do so faster than your peers. The combination of ambiguity and the need for speed sometimes gives rise to guesswork and moves that are hasty or poorly thought out—and to anxiety about whether a move isn't going to work or just needs more time.
Building the proof points as you go
One way to fight guesswork is to anchor your strategy decisions to a thesis about the business outcomes that different digital investments will produce. This is less about elaborate business-school modeling and more about thinking that draws fast, ground-level lessons from the data to determine whether your business logic is correct. Put another way, it means figuring out if there is sufficient value to make it worthwhile to invest something—as part of a process of learning even more. This approach increases the odds of successful implementation: a well-articulated view of the outcomes means that you can track how well the strategy is working. It also makes it easier to assess whether the new direction is worth it in terms of both financial capital and organizational pain.
Those proof points must be grounded in digital reality. Consider the experience of a global oil and gas company investigating the potential impact of several advanced technologies on its business. Rather than develop theoretical value-creation scenarios, the company's digital center of excellence got busy exploring: How might sensors, robots, and artificial intelligence improve productivity and safety in unmanned operations? What operating hurdles, such as skill gaps among managers and frontline workers, would need to be overcome?
"Skunkworks" efforts began to give the company sharper insights into the timetables and financial profiles of different investments, so it avoided both the "finger in the air" syndrome (which dooms some digital efforts) and excessive modeling (which bogs down others). The end result was a value-thesis projection of a pretax cash-flow improvement exceeding 20 percent by 2025. That built the confidence of senior leaders and the board alike.
Pilots and stage gates
A second way to reduce the need for guesswork is to take full advantage of real-time data and the opportunities they provide for experimentation. Digital does amplify the gut-wrenching uncertainty by multiplying the strategic choices leaders face while reducing the time frame for making and implementing those decisions. But it also contains a silver lining: the potential for gaining rapid, data-driven insights into how things are going. Information on the progress of a product launch, for example, is available in days rather than months. That makes rapid course corrections possible and, ultimately, considerably improves the chances of success.
The oil and gas company mentioned earlier got a rapid bead on the impact that its digital initiatives were having on its business performance when it automated the evaluation of several business cases. Testing was more or less continuous, which reduced the level of anxiety about the investments, because executives had hard data on how things were performing rather than relying on guesses or intuition in realms they didn't know extremely well. It also gave them more confidence to push cutting-edge solutions: they didn't need to see how other oil and gas companies did things when they could move first and see, in near real time, what worked and what didn't.
Why digital strategies fail
An important element of this nimble approach was breaking up big bets into smaller, staged investments. While the oil and gas company was ready to invest in digital, it was decidedly uncomfortable with throwing money at a problem and hoping for the best. It therefore developed a series of rigorous stage gates for investments managed by a new, central digital-transformation office. The office was charged with overseeing the portfolio of digital investments to ensure that the most promising projects were funded and others defunded before they soaked up valuable resources. In tandem, the head of the company's digital efforts was vested with the responsibility for approving which ideas would move to initial development, basing these decisions on the organization's overall vision for digital.
The ideas, which originated mostly with the business units, included clear requirements for testing. The "fail fast" mind-set was embedded from the outset because it allowed the company to learn quickly from mistakes and to minimize wasted funding. Another payoff was that the central team could identify synergies, which allowed the development costs of some investments to be shared rather than borne by a single business. These processes helped temper some of the risks of the bold investments the company was making, gave leaders the confidence to venture ahead as first movers, and kept open the option to correct course quickly when the data pointed in another direction.
4. Fighting diffusion
Effective strategy requires focus, but responding to digital inevitably risks diffusion of effort, or "spreading the peanut butter too thinly." Most companies we know are trying, and struggling, to do two things at once: to reinvent the core by digitizing and automating some of its key elements, for example, and to create innovative new digital businesses. The challenge is acute because of the dizzying pace of digital change and the uncertainty surrounding the adoption of new technology. Even if the technology for autonomous vehicles pans out, for instance, when will the majority of people really begin to use them? Given the impossibility of knowing, it's easy to wind up with an unfocused hodgepodge of digital initiatives—a far cry from a strategy.
Two concepts can help you navigate. First, view your company as a portfolio of initiatives at different stages of seeding, nurturing, growing, or pruning. Our colleague Lowell Bryan championed this view upward of 15 years ago, and it is more relevant than ever in our digital age because the opportunities, time frames, and economics of core businesses can be very different from those of new ones—so resources and efforts shouldn't be applied uniformly.
Second, embrace the necessity of "big moves," such as the dramatic reallocation of resources, sustained capital investment, radical productivity improvements, and disciplined M&A. As our colleagues have shown, successful market-beating strategies nearly always rest on such moves. Making them mutually reinforcing, so that developments in the core help to support new digital businesses and vice versa, is a critical part of managing the risks of diffusion.
To understand what the application of these ideas looks like in practice, consider the experience of a global IT-services company wrestling with how much to invest in digital over the next five years (rather than use standard R&D funding across all of the company's business lines). That meant scrutinizing which traditional businesses faced obsolescence as a result of digital, whether digital could stretch any of those lifetimes (or if immediate divestment was preferable), which new digital businesses to invest in, and how much to invest.
A portfolio approach
As a first step, the company went through its portfolio business by business, focusing on three questions: Which emerging digital products and services were missing from the portfolio? Which product offerings and elements of the existing operating model should be digitized or fully digitally reengineered to improve customer journeys? And what areas should be abandoned? The answers for the company's healthcare markets differed from those for banking, but the company became comfortable with hard choices and more attuned to new opportunities by tying all decisions to clear use cases.
As part of this exercise, the company developed scenarios for how the value pools in each of its industry verticals would probably shift across component customer value chains. It wanted to get a sense of the types of services that clients and potential clients were likely to demand and thus might try to obtain from new suppliers or IT outsourcers. For businesses where more revenue would be likely to shift, the company was comfortable placing bigger bets on new digital offerings, in contrast with its approach to businesses where the revenue at stake wasn't changing as much.
Big, mutually reinforcing moves
This systematic evaluation of value-pool opportunities across the portfolio generated a frank discussion of how the organization's risk appetite had to change. It also catalyzed a greater willingness to invest in new digital businesses—which the company did, to the tune of more than $1.5 billion. As part of this strategic evolution, the company launched an aggressive program to better leverage foundational digital capabilities, such as automation, advanced analytics, and big data. These capabilities, to be sure, were key building blocks for the new digital businesses. Just as important, however, by deploying the capabilities at scale across existing businesses, the company was better able to stretch the life of its core offerings.
The portfolio strategy paid dividends both in revenue gains and cost reductions. For example, investing in a balanced fashion between core and new businesses led to faster than expected revenue streams from new offerings. The company estimated that 40 percent of its revenues would flow from them within two to three years. Moreover, its digitally improved core businesses, with a sizable base of existing customer revenues, provided additional funding for the new digital portfolio. That increased the leadership's commitment to the strategy, bolstering confidence that the new portfolio offerings would provide growth more than compensating for the eventual decline of core businesses.
Your best digital competitors—the ones you really need to worry about—aren't taking small steps. Neither can you. This doesn't mean that a digital strategy must be designed or put to work with any less confidence than strategies were in the past, though. Strategy has always required closing gaps in knowledge about complex markets, inspiring executive teams (and employees) to go beyond their fears and reluctance to act, and calibrating risks when you bet boldly.
The good news is that the digital era, for all its stomach-churning speed and volatility, also serves up more information about the competitive environment than yesterday's strategists could ever imagine. Simultaneously, analytically backed, rapid test-and-learn approaches have opened up new avenues to help companies correct course while staying true to their strategic goals. Today's leaders need to step up by persuading their organizations that digital strategies may be tougher than other strategies but are potentially more rewarding—and well worth the bolder bets and cultural reforms required, first, to survive and, ultimately, to thrive.
Tanguy Catlin is a senior partner in lapetitemort.info's Boston office, where Shannon Varney is an associate partner; Laura LaBerge is a senior practice manager of Digital lapetitemort.info and is based in the Stamford office.
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Eight shifts that will take your strategy into high gear
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This entry was posted in Root Canal and tagged 10940, Dental Office, Dentist, Dentistry, endodontic specialist, endodontics, Middletown, restorative dentistry, root canal on March 15, 2018 by pjdhanoa.
Where can I find a 10940 dental office?
Looking to upgrade your smile? Why not adjust the brightness? The professionals at your Middletown, NY 10940 dental office offer a sweeping array of the foremost cosmetic dentistry procedures, and aim to have you smiling in the best of oral health. Whether you're considering straightening your teeth discretely with Invisalign, whitening your smile with prescription strength whitening treatment, or a complete smile makeover with a custom set of porcelain dental veneers, Middletown Dental Group is the resource you can trust with your cosmetic dentistry needs. With a team of highly skilled dentists on staff, they welcome the opportunity to make you smile while helping you reach your treatment goals.
When it comes to the simplest and least invasive methods for revitalizing your smile, prescription strength teeth whitening from your Middletown, NY 10940 dental office provides a splendid solution. Your dentist is extremely knowledgeable when it comes to the safest and most effective means for helping you reach your cosmetic goals, and will tailor your treatment to your specific needs. Your smile is one-of-a-kind, and any skilled cosmetic dentist will tell you that cosmetic treatments are just as unique. The whitening agent which your dentist uses is prescription strength, so your dentist will first perform a careful oral examination before determining the optimal concentration of formula for your teeth. Providing treatment in-office, or with an easy to use take-home kit, with prescription-strength treatment, you can expect to achieve spectacular results! The in-office option allows you to achieve the quickest possible effect. The take-home kit is a bit more gradual, but is an excellent alternative for patients with a more on-the-go lifestyle.
Either way, with the help of your Middletown, NY 10940 dental office, your smile will be well on its way to sheer radiance! To schedule your next consultation for cosmetic dental services, give a call to the professionals at Middletown Dental Group today!
This entry was posted in Dental Office and tagged 10940, dental emergency, Dental Exam, Dental Office, Emergency Dentist, Middletown, root canal, Teeth Cleaning, White Teeth on February 14, 2018 by pjdhanoa.


text:
"""ERP-CORE EEG dataset."""

from .erp_core import data_path, get_version


Human action recognition is a hot topic in computer vision. Most of the existing work use the action models based on supervised learning algorithms. To achieve good performance on recognition, a large amount of labeled samples are required to train the sophisticated action models. However, collecting labeled samples is labor-intensive. This paper presents a novel semi-supervised learning algorithm named multi-learner co-training model (MCM) to recognize human actions. Two key issues are addressed in this paper. Firstly, the base classifiers in co-training are selected by Q statistic-based classifiers selection algorithm (QSCSA). Secondly, MCM is employed for the semi-supervised model construction. The new confidence score measure of unlabeled sample depends on estimating the classifier companion committee (CCC) accuracy on labeling the neighborhood of an unlabeled examples. To evaluate the proposed algorithm, mixed-descriptors are used to express actions so that the recognition algorithm can quickly complete the recognition process from a single frame of visual image. Experimental results are presented to show that the proposed semi-supervised learning system can recognize simple human actions effectively.


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Only use lawyers you trust. This is especially true if you are finding a lawyer for your business or professional lawyer. Many lawyers try to ask for a blank check or retainer fee. Remember that you financially. Try as much as possible.
Have plenty of questions for your potential lawyers. During a first meeting, the attorney should answer any question you may have, whether the question is big or small. They are responsible for making you feel comfortable with the knowledge base. If something doesn't feel right, simply leave.
Look into the school your lawyer attended. A good school means that the lawyer is properly prepared to deal with a variety of cases. A good lawyer could have gone to a mediocre law school, but you shouldn't hesitate to ask about this stuff when looking over the options you have.
Ask any lawyer that you are getting information about for a short list of some of their current and past clients. A good attorney will be happy to comply.This list will help you an idea of how good your lawyer is.
Make sure to interview many potential attorneys, even if you happen to really like the first one. Legal issues may last a while, and you'll need a lawyer you can stand to be around. Choosing the best one at the beginning can make everything go smoothly.
Legal aid offices can put you to attorneys willing to work for little or no charge. These lawyers volunteer a bit of time to assist the public. You should be able to find them in your town.
If you happen to not be paying your lawyer a flat fee, then you must control your spending. You need to realize how your money is spent.
It can be time consuming to find a good lawyer. Nonetheless, it is preferable to search carefully and find the right lawyer instead of just picking one at random. Follow these tips to locate and retain a lawyer who will work hard to represent your best interests.


text:
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The Downfall of the Oscars
01/27/2023 8:30:54 AM PST · by Signalman · 85 replies
Bill O'Reilly.com ^ | 1/27/2023 | Bill O'Reilly
You may have noticed that the Academy Award nominations were announced this week. It is also notable that few cared. That's really too bad because one of America's great cultural contributions to the world is our film industry. Well, it used to be, anyway. Gone are the days of the glamorous movie star and incredible films. Today we have superheroes blowing stuff up and dinosaurs rampaging through San Diego - frightening everybody except the homeless who are not moving from the Gaslight District, no matter what. The televised Oscar show will be hosted by Jimmy Kimmel, who'd better watch himself,...
If I'm Lying, I'm Dying
11/06/2022 11:07:57 AM PST · by Signalman · 22 replies
Bill O'Reilly.com ^ | 11/6/2022 | Bill O'Reilly
Pity the fool who's vote remains undecided, as Mr. T might say. Surely, all Americans understand the pain Mr. Joe Biden has brought. Even those who are standing by their man cannot deny it. A recent CBS poll says 79 percent believe America is "out of control." However, if that survey were taken only among CBS News personnel, the out-of-control number would be around ten percent, if that. Liberal voters know things are not well, but nothing is worse than supporting "the big lie." To them, inflation, violent crime, open borders, energy dependence, woke incoherence, and massive federal spending pales...
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Bill O'Reilly, host of No Spin News and author of Killing the Legends: The Lethal Danger of Celebrity, said on Friday's edition of SiriusXM's Breitbart News Daily with host Alex Marlow that former President Donald Trump is "addicted" to fame. "Trump is addicted to the spotlight," O'Reilly stated. "He has to have it, and that's hurt him, because once you have to get attention at all times, you're going to make mistakes. For example, this Maggie Haberman, New York Times reporter, he gives her three interviews. He knows she's going cut his throat. He's got to know what she's been...
Doom for the Dems
10/18/2022 12:55:05 PM PDT · by Signalman · 14 replies
Bill O'Reilly.com ^ | 10/18/2022 | Bill O'Reilly
The headline reads this way: "Independent women voters have massively shifted from Democrats toward Republicans in the race for Congress as a faltering economy becomes an ever-larger issue, according to a New York Times/Siena poll released Monday." If that's true, and that poll has been suspect, it is all over for the Dems on November 8. The GOP will win both houses of Congress. I think that will happen. As I reported on the No Spin News, President Biden has gone from befuddled to delusional. Baghdad Bob territory. He told a reporter in Portland, Oregon the economy is "strong as...
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09/02/2022 10:34:54 AM PDT · by Signalman · 25 replies
Bill O'Reilly.com ^ | 9/2/2022 | Bill O'Reilly
It was strange, Old Joe Biden standing outside Independence Hall in Philadelphia warning Americans their "freedom" is in peril. Warm summer night. Labor Day Weekend upon us. Few following the news cycle. But the President was on a mission. And here's what it is. Internal Democrat polling now shows a looming disaster in November's midterm elections. Even weak Republican candidates like Herschel Walker in Georgia and Dr. Oz in Pennsylvania have a chance to win. Despite pro-Biden propaganda spewing from the corrupt media, the House is likely to be painted red. The leftists running Joe know this. In December 1944,...
'Unconstitutional': Conservatives Torch Senate Gun Control Bill
06/22/2022 10:02:55 AM PDT · by rktman · 46 replies
townhall.com ^ | 6/22/2022 1045 hrs edt | Spencer Brown
After Senators John Cornyn (R-TX) and Chris Murphy (D-CT) finally released the text of their new gun bill — the "Bipartisan Safer Communities Act" — on Tuesday, Senate Majority Leader Chuck Schumer (D-NY) quickly rushed to hold the first procedural vote on the legislation within an hour of the text going public and before many senators had a chance to digest the full 80-page bill. Tuesday night's vote prevailed 64 to 34, but the speed with which Schumer moved to a vote drew the ire of those who prefer to study legislation before voting on it, including GOP Senator Josh...
Big Sister is Watching You and She's Kamala Harris
06/21/2022 8:49:42 AM PDT · by rktman · 19 replies
frontpagemag.com ^ | 6/21/2022 | Robert Spencer
The bad news is that the Biden administration's notorious Disinformation Governance Board, a flagrantly unconstitutional effort to restrict the freedom of speech that was "paused" in May after an avalanche of criticism, is back (although its Orwellian name is still on ice). The good news is that heading up Biden's handlers' new foray into authoritarianism is none other than Vice President Kamala Harris. This is good news because Harris has handled the previous jobs she has been given with spectacular ineptitude. If she stays true to form this time, she may end up actually strengthening speech protections, rather than destroying...
An Out of Touch Newspaper
06/06/2022 9:37:21 AM PDT · by Signalman · 10 replies
Billoreilly.com ^ | 6/6/2022 | Bill O'Reilly
After reading the Los Angeles Times over the past few days, I understand why the once-respected newspaper will most likely go out of business. At least, its print edition will. The paper is incredibly out of touch with working, non-ideological people who simply want a decent life for themselves and their families. Example. In both LA and San Francisco, homeless drug addicts are battering law-abiding citizens. Everyone knows this. We can see it with our own eyes. The crime statistics are staggering. And for every crime, victims suffer. Yet, the LA Times is not outraged by the addicted criminal or...
Gun control vs. gun rights: A look at the numbers
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The U.S. was in shock, again, by the mass shooting at the Robb Elementary School in Uvalde, Texas, on Tuesday, May 27. People from the entire political spectrum condemned this mass murderous action. But the unity is quickly dismantled when it comes to how to fight gun violence. Modern history has shown that, at the breakout of each incident of mass gun violence, gun rights advocates and gun control proponents would seize the opportunity to advance their respective doctrines. This time is no exception. The immediate focus of the debate over gun violence is whether "assault weapons" like the one...
Elise Stefanik: Don't Blame the 2nd Amendment for Biden's Crime Crisis
02/05/2022 9:06:28 AM PST · by rktman · 20 replies
breitbart.com ^ | 2/4/2022 | AWR Hawkins
President Biden reacted to surging crime numbers by pushing more gun control Thursday, and Rep. Elise Stefanik (R-NY) responded by tweeting that "Joe Biden's crime crisis" cannot be blamed on the Second Amendment. Biden spoke about cannons, "illegal guns," "ghost guns," "gun crime," and "gun violence," among other things. He compared gun manufacturers to cigarette makers, seeking to open up gun makers to lawsuits, and described a Glock handgun as a "weapon of war." He pressed for background checks and pledged a crackdown on "rogue gun dealers." Biden then suggested the Second Amendment is not "absolute." Stefanik responded to Biden...
Bill O'Reilly: 'Diminishing the Capitol riot could never have happened' while he was at Fox News
12/15/2021 5:18:51 PM PST · by RandFan · 48 replies
The Hill ^ | 12/15/21 11:12 AM EST | BY DOMINICK MASTRANGELO
Former Fox News host Bill O'Reilly said downplaying or diminishing the seriousness of the Jan. 6 attack on the U.S. Capitol is something that "could never have happened" during his time at the network. "Fox News is a different place than it was when I was there," O'Reilly said Tuesday evening while appearing on Dan Abrams' primetime show on NewsNation. "I don't follow it that that closely anymore, but when I was there, there was a discipline from management that diminishing the Capitol riot could never have happened. And I'll state that firmly on the record." O'Reilly had joined Abrams'...
25 Things The Bill Of Rights Says The Government Cannot Do
11/29/2021 10:42:29 AM PST · by Enlightened1 · 39 replies
Texas Policy ^ | 02/03/2016 | William Davis
Amendment I1. The government cannot make you believe in a religion.2. The government cannot keep you from practicing any religion you choose.3. The government cannot keep you from saying what you wish.4. The government cannot keep you from writing what you want.5. The government cannot stop you from publishing what you want.6. The government cannot keep you from joining together peacefully with others to express your views.7. The government cannot prevent you from complaining about what the government or others are doing to you.Amendment II8. The government cannot take away your right to own and keep guns.Amendment III9. The government...
'Dozens' of Massachusetts State Troopers Resign Over State's Vaccine Mandate
Dozens of Massachusetts Highway Patrol troopers tendered their resignation in the face of a looming Wuhan coronavirus vaccine mandate that takes effect in early October as state and city leaders around the country face staffing shortages in critical fields as a result of mandates that do not allow a testing or masking protocol exception for those who choose not to get a vaccine. Throughout COVID, we have been on the front lines protecting the citizens of Massachusetts and beyond. Simply put, all we are asking for are the same basic accommodations that countless other departments have provided to their first...
'Outrageous': Biden blasted over report of 'vaccine passport' for interstate travel Administration floats new COVID measures amid worry they might be polarizing(follow on)
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A report that the Biden administration is discussing the possibility of vaccine passports for interstate travel drew outrage on Friday across social media. The Associated Press, noting President Biden has become more "aggressive" in his push for COVID-19 mandates, reported "more severe measures — such as mandating vaccines for interstate travel or changing how the federal government reimburses treatment for those who are unvaccinated and become ill with COVID-19 — have been discussed" by the White House. But the administration is "worried that they would be too polarizing at this time." An administration official told the AP "the interstate travel...
Democrats and COVID Restrictions Forever
frontpagemag.com ^ | 8/11/2021 | Don Feder
(Search didn't turn this up. Full list in comment) "Social control is best managed through fear." – scientist/author Michael Crichton in his 2006 novel Next. "We have nothing to fear but fear itself." -- FDR. "Fear whatever we tell you to fear." -- Shaman Anthony Fauci. Every day it's a different story – another flip flop or belly flop – from another eminent authority or revered agency (the CDC, Dr. Fascista, the Geezer-in-chief, Nanny Nancy, the National Institutes for Driving Us All F---ing Nuts). Get vaccinated (but forget the tens of thousands streaming across the border who are infected). Wear...
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One nation under God and guns Exclusive: Chuck Norris explains founders' one-two punch at the top of the Bill of Rights
07/07/2020 7:20:07 AM PDT · by rktman
wnd.com ^ | 7/6/2020 | Chuck Norris
On Friday, I watched Tucker Carlson talk about how many politicians are drunk on power in responding to this COVID-19 pandemic, a concern Tucker has repeatedly addressed. The first words of the First Amendment read: "Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech …" What is unclear about the words, "shall make no law … prohibiting the free exercise thereof" of one's religion? And then there's the Second Amendment. Its 27 words are clear and concise, needing no further commentary or regulation: "A well-regulated militia being...
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