Questioning capitalism is no easy enterprise. Discourses interrogating capitalism have mirrored the trajectory of capitalism itself, proliferating in a variety of directions and spawning new conceptual and historical problems with each new decade of confrontation. This conference aims to open up a space of convergence and dialogue for disparate trajectories of critical reflection and practical response. Its title aims to emphasize not only capitalism's global character—its relentless expansion beyond various geographical, cultural, and political "limits"—but at the same time its particularized and often discontinuous local effects—the subjects, practices, and increasingly micro-managed spaces it carves out en route.
* Alterity, subalternity, and critiques from the margins.
* Postcolonialism, decolonization, and anti-colonial resistance.
* Counter-insurgency, preventative war, and the securitization of liberty.


Discover the favorite practice routines of today's finest sax players. Each artist gives a personal look at how to practice. Included are exercises for technique, tone and intonation, scales and chords, articulation, and ear training. 20 musicians contribute to the tracks on the accompanying 2 CDs.


text:
Q: how to insert multiple rows into sqlite android I have a method to insert values into sqlite in a class. And in the main activity i am parsing json values and trying to insert the values into sqlite in a loop as i have got to insert more than one row. But only one row is getting added into database.
Method to add multiple rows is as below:
public void addSession(String sessionname,String start_time,String end_time,String id) {
        SQLiteDatabase db = this.getWritableDatabase();
        try {
            db.beginTransaction();
            String sql = "Insert into session (id, sessionname,start_time, end_time) values(?,?,?,?)";
            SQLiteStatement insert = db.compileStatement(sql);
            insert.bindString(1, id);
            insert.bindString(2, sessionname);
            insert.bindString(3, start_time);
            insert.bindString(4, end_time);
            insert.execute();
            db.setTransactionSuccessful();
        } catch (Exception e) {
            Log.w("Appet8:",e );
        } finally {
         db.endTransaction();
        }
    }

In the below for loop i am trying to add values into sqlite table:
JSONObject jsonObject = new JSONObject(response);
JSONArray foodsessions = jsonObject.getJSONArray("foodsessions");
for(int i=0;i<foodsessions.length();i++) {
                   JSONObject session_object = foodsessions.getJSONObject(i);
                   String session = session_object.getString("sessionname");
                   String start_time = session_object.getString("start_time");
                   String end_time = session_object.getString("end_time");
                   String session_id = session_object.getString("id");
 db.addSession(session,start_time,end_time,session_id);
                       }

A: A better structure would be create a db reference outside the method, and pass it as a reference:
SQLiteDatabase db = this.getWritableDatabase();
db.beginTransaction();

// your for loop

db.setTransactionSuccessful();
db.endTransaction();

==============
Please check below which is used for insert multi rows:
// adb is SQLiteOpenHelper
JSONObject jsonObject = new JSONObject(response);
JSONArray foodsessions = jsonObject.getJSONArray("foodsessions");
int length = foodsessions.length();

for (int i = 0; i < length; i++) {
    JSONObject o = foodsessions.getJSONObject(i);
    String session = session_object.getString("sessionname");
    String start_time = session_object.getString("start_time");
    String end_time = session_object.getString("end_time");
    String session_id = session_object.getString("id");

    SQLiteDatabase db = adb.getWritableDatabase();

    ContentValues newValues = new ContentValues();
    newValues.put(adb.ATTRIBUTE_session, session);
    newValues.put(adb.ATTRIBUTE_start_time, start_time);
    newValues.put(adb.ATTRIBUTE_end_time, end_time);
    newValues.put(adb.ATTRIBUTE_session_id, session_id);

    long res = db.insertWithOnConflict(adb.TABLE_NAME, null, newValues, SQLiteDatabase.CONFLICT_REPLACE);
    db.close();
}

A better solution is avoiding to use raw query if it can be done by the method provided by SQLiteDatabase.

A: this is simpler:
INSERT INTO tb_units (sort, name, isdef) VALUES
(1, "عدد",1),
(2, "کیلوگرم",1),
(3, "گرم",1),
(4, "کیلومتر",1),
(5, "متر",1),
(6, "متراژ",1),
(7, "مگابایت",1),
(8, "کیلوبایت",1),
(9, "مثقال",1),
(10, "شاخه",1),
(11, "صفحه",1),
(12, "رول",1),
(13, "بسته",1),
(14, "کارتن",1),
(15, "دستگاه",1),
(16, "پاکت",1),
(17, "مورد",1),
(18, "جعبه",1),
(19, "تن",1),
(20, "قطعه",1),
(21, "حلقه",1),
(22, "تخته",1),
(23, "جلد",1),
(24, "لیتر",1),
(25, "مترمکعب",1),
(26, "مترمربع",1),
(27, "دست",1),
(28, "جین",1),
(29, "اشتراک",1),
(30, "سری",1),
(31, "گیگابایت",1),
(32, "جلسه",1),
(33, "جفت",1),
(34, "قراض",1),
(35, "ساعت",1),
(36, "تن",1);

and us query with db.execSQL

A: This how I did it in Kotin
val admin = AdminSQliteOpenHelper(this, "BDQuestionario", null, 1)

val baseDatos = admin.writableDatabase

val fila = baseDatos.rawQuery("select codigo from curso where codigo= 24", null )

if (fila.moveToFirst()){
    baseDatos.close()
    Toast.makeText(this, "Existe la tabla", Toast.LENGTH_SHORT)
        .show()
} else {
    baseDatos.execSQL("insert into curso ('codigo', 'clavemodulo', 'valor') VALUES " +
            "(1,'mod11',1)," +
            "(2,'mod12',1)," +
            "(3,'mod13',1)," +
            "(4,'mod14',1)," +
            "(5,'mod15',1)," +
            "(6,'mod16',1)," +
            "(7,'mod17',1)," +
            "(8,'mod18',1)," +
            "(9,'mod21',1)," +
            "(10,'mod22',1)," +
            "(11,'mod23',1)," +
            "(12,'mod24',1)," +
            "(13,'mod25',1)," +
            "(14,'mod26',1)," +
            "(15,'mod27',1)," +
            "(16,'mod28',1)," +
            "(17,'mod31',1)," +
            "(18,'mod32',1)," +
            "(19,'mod33',1)," +
            "(20,'mod34',1)," +
            "(21,'mod35',1)," +
            "(22,'mod36',1)," +
            "(23,'mod37',1)," +
            "(24,'mod38',1);")
    baseDatos.close()
    Toast.makeText(this, "Se cargaron los datos del questionario", Toast.LENGTH_SHORT).show()
}

redpajama_set_name: RedPajamaStackExchange


text:
World's Largest English Language News Service with Over 500 Articles Updated Daily
"The News You Need Today…For The World You'll Live In Tomorrow."
What You Aren't Being Told About The World You Live In
How The "Conspiracy Theory" Label Was Conceived To Derail The Truth Movement
How Covert American Agents Infiltrate the Internet to Manipulate, Deceive, and Destroy Reputations
Other reports in this series include:
Coronavirus Pandemic War Series: Part 1 [Note: Read from top report down for most complete context of this historic event.]
"About To Blow Wide Open" Arrests Near To Blunt Chinese "Blitzkrieg" And Media Coronavirus "Jihad" Against Trump
Chinese Warship Explodes In Flames After Shocking Research Finds Fluoridated Water Causes Coronavirus To Extinguish Oxygen
Historic Disaster Declarations By Every US State Activate Feared And Mysterious Presidential Emergency Action Documents
Trump Moves Against Scientific Elites After China Threatens "Perilously Close To The Edge" American Food Supply
Coronavirus Leftists Attack Christians With Nails On Easter Sunday As Socialist Move To Breakup America Begins
Trump Plans Destruction Of WHO After Marlboro Man Grabs Sun And Pummels Coronavirus To Death
"Unthinkable" Being Considered After Chinese Warships Make War Move And America Attacked With World's Deadliest Bird Flu
Trump Orders Martial Law Readiness For US Capitol After China Suffers Worse Economic Collapse In 44 Years
Satellite Explodes—US Blames Russia, Calls For War With China, And Abruptly Orders Nuclear Bombers Back To America
Socialist Forces Warn Trump "Is Playing With Fire" For Igniting Russian Roulette Coronavirus Rebellion
Trump Warns "You'll Find Out What I'm Going To Do" While Slamming Globalists And Watching European Socialism Die
A strategically oriented new Security Council (SC) report circulating in the Kremlin today discussing possible end game scenarios for the "Coronavirus Pandemic War", says the crashing of US oil prices to their lowest level in 21-years as storage ran out yesterday, when coupled with Germany's largest newspaper openly accusing Communist China of exporting the coronavirus and demanding $161-billion in damages, makes it no surprise that after the China Stock Index suffered its worst crash in history a few hours ago, it was fearfully exclaimed by one expert speaking for all of them: "I've Never Encountered Anything Like This"—an exclamation of dread bowing to the reality that in just a few weeks time, a virus measuring barely one billionth of a meter has effectively destroyed the entire world—not just any world, but a globalist-socialist world whose elite Western architects have building since the end of World War II, and by 2000 were being aided by elite Chinese communists—but who are now all watching in stunned and shocked horror as their crown jewel socialist project European Union begins to crack apart to the point that its godfather Jacques Delors warns it's now "in mortal danger", as well as other elite socialist architects warning it could "collapse at any moment"—and with it immediately needing an impossible to get over $1.6-trillion to keep it from it breaking apart, sees its true fate described in the just published headline "The European Union Is Dead But Does Not Yet Know It"—a death being celebrated by these socialist elite's worst in history enemy President Donald Trump—who yesterday eviscerated them with words striking at the very heart of what they stand for when he stated: "What happens when you're in a war, and you have a supply chain where half of your supplies are given to other countries?...Who are the people that thought of it?...These are globalists…It doesn't work"—and when asked about his intentions towards these globalist-socialist forces who "attempted the takedown of a duly elected president"—saw President Trump ominously responding with the fearful words: "You'll find out what I'm going to do". [Note: Some words and/or phrases appearing in quotes in this report are English language approximations of Russian words/phrases having no exact counterpart.]
According to this report, though the main perpetrators of this coronavirus pandemic crime against humanity have yet to be captured and brought to justice, their motive for unleashing this death and destruction upon the world is well known—and is contained in the main socialist precept which says "economic collapse is the most powerful spur to revolution"—a global revolution these globalist-socialist forces sorely needed as they faced the national-populist forces being led by President Trump—and as they faced the grim reality that "national populism is unstoppable – and the left still doesn't understand it".
Just a year ago, in April-2019, this report continues, the forces of globalist-socialism were celebrating their impending election victory over national-populist forces in Australia—a victory these socialists were assured of because every major poll showed them winning—but in reality, were polls that proved disastrously wrong a month later, in May-2019, when the Australian people actually voted and crushed these socialists and their globalist policies into oblivion.
Seven months later, in December-2019, this report details, these globalist-socialist forces regrouped from their election annihilation in Australia and threw all of their power into defeating the national-populists in Britain—a defeat of these national-populists assured to happen as demonstrated by the major polls released on 11 December 2019—but in reality, were polls that proved disastrously wrong a day later, on 12 December 2019, when the British people actually voted and crushed these socialists and their globalist policies into oblivion.
Knowing what awaited them after their shocking and crushing defeats in Australia and Britain, not even to mention national-populist forces taking power in countries around the world from India to Brazil in 2019, too, this report notes, it was fully to be expected that these maniacal and godless globalist-socialist forces would strike back with "something" to destroy the global economy before their worst enemy in history President Trump delivered to them their final death blow in the November-2020 presidential election due to take place in the United States—a "something" the world now knows as the coronavirus pandemic—but less well know about is a pandemic accompanied by globalist-socialist forces predictably warning that it would cause "renewed social unrest" and "will lead to social revolutions".
In the dangerous and demented ideological belief system of globalist-socialists that one of the roads to the development of revolution is the collapse of the capitalist economy, this report further notes, their own stated "Achilles Heel" (a weakness in spite of overall strength which can lead to downfall) in their revolution scheme is: "The difficulties of reorganizing a society that has been completely destroyed are so great that they appear insuperable before the event, and this makes it impossible to set up a programme for reconstruction in advance"—now being put on full display, most particularly, in America where its socialist Democrat Party forces have absolutely no idea at all what to do to revive their nation's crippled economy—thus leaving them so impotent and clueless, they're only able to scream "Orange Man Bad" as they continue to plunge their own citizens into even greater depths of hysteria and outright lunacy.
President Trump, on the other hand, this report points out, has responded to this globalist-socialist scheme to weaponize the coronavirus pandemic to destroy the US economy and incite revolution by his taking this disease— that's no more deadly than the flu, is already endemic in the population to the point that there is nothing anyone can do to stop it, and no great reason to try to stop it, either, and whose comically inflated death toll estimates keep having to be dramatically adjusted downward—and making it his own weapon—a weapon President Trump has used to shut down America and the world so socialist mobs can't even begin to start a revolution—a weapon President Trump is using to send his own national-populist forces into the streets of America to protest against socialist tyranny—a weapon President Trump is using to crush the economies of every single socialist Democrat Party stronghold city and State in America—a weapon President Trump is using to keep closed the borders of America while he throws out thousands of illegal migrants—and most importantly to him, is a weapon President Trump is using to crush the leftist mainstream propaganda media to such an extent, they are now pleading with socialist Democrats in the US Congress to save them.
On 7 November 2016, this report concludes, the globalist-socialist forces in America and the European Union were celebrating the pending election victory of Hillary Clinton after major polling showed Trump's approval rating had fallen to 44%—major polling that proved disastrously wrong a day later, on 8 November 2016, when now President Trump obliterated his nation's socialist forces in his historic shock election win—thus explaining why yesterday Chuck Todd, the radical leftist host of America's longest running news show Meet The Press, nearly burst into tears when he had to deliver the grim news: "Now think about what's happened, guys…We had an impeachment and a pandemic…So, an impeachment and a pandemic has happened in between April of 2019 and April of 2020 and the President's job ratings are exactly the same 46% approve" and whine to them that "obviously, the durable nature of the President at times knows no bounds…A pandemic, an impeachment, nothing seems to break through there"—which, beyond all doubt, shows that these deranged globalist-socialists still fail to understand what's become apparent to the American people and the rest of the world about President Trump—"What Doesn't Kill Him Only Makes Him Stronger".
April 20, 2020 © EU and US all rights reserved. Permission to use this report in its entirety is granted under the condition it is linked to its original source at WhatDoesItMean.Com. Freebase content licensed under CC-BY and GFDL.
[Note: Many governments and their intelligence services actively campaign against the information found in these reports so as not to alarm their citizens about the many catastrophic Earth changes and events to come, a stance that the Sisters of Sorcha Faal strongly disagree with in believing that it is every human being's right to know the truth. Due to our mission's conflicts with that of those governments, the responses of their 'agents' has been a longstanding misinformation/misdirection campaign designed to discredit us, and others like us, that is exampled in numerous places, including HERE.]
[Note: The WhatDoesItMean.com website was created for and donated to the Sisters of Sorcha Faal in 2003 by a small group of American computer experts led by the late global technology guru Wayne Green(1922-2013) to counter the propaganda being used by the West to promote their illegal 2003 invasion of Iraq.]
[Note: The word Kremlin (fortress inside a city) as used in this report refers to Russian citadels, including in Moscow, having cathedrals wherein female Schema monks (Orthodox nuns) reside, many of whom are devoted to the mission of the Sisters of Sorcha Faal.]
America Endures First In World History "Let Stupid People Die" Pandemic
Nothing Will Ever Be The Same After New Age Of Heroes Arises With Coronavirus

redpajama_set_name: RedPajamaCommonCrawl


mysql ignores Unicode byte order mark (BOM) characters at the beginning of input files. Previously, it read them and sent them to the server, resulting in a syntax error. Presence of a BOM does not cause mysql to change its default character set. To do that, invoke mysql with an option such as --default-character-set=utf8.


The Asia Series is set to take place between 13th and 16th of November. The top teams from China, Taipei, Korea, and Japan will face off against each other in round robin format to determine the top 2 teams. On the final day of the series, the two top teams will play against each other for bragging rights in Asia.
The Asia Series began in 2005 and teams from the NPB have managed to take home the trophy in each of those seasons.
2005: Chiba Lotte Marines (NPB) beat the Samsung Lions (KBO), 5-3.
2006: Hokkaido Nippon Ham Fighters (NPB) beat the La New Bears (CPBL), 1-0.
2007: Chunichi Dragons (NPB) beat the SK Wyverns (KBO), 6-5.


text:
L'ouragan Fred est le  cyclonique de la saison 2009 dans l'océan Atlantique nord et le  à recevoir un nom. Son origine est une onde tropicale bien structurée sortant de la côte africaine le . Le développement s'accélère vite dans la nuit du 8 au 9 pour atteindre en un peu plus de 12h l'intensité d'ouragan de catégorie 3 dans l'échelle de Saffir-Simpson. Fred s'affaiblit ensuite et se dissipe à partir du  en pleine océan.

Fred a laissé des quantités peu importantes de pluie sur les îles du Cap-Vert et a forcé l'annulation de deux vols. La dépression qui a hérité de l'humidité de Fred a laissé des précipitations abondantes, principalement en Géorgie, ce qui a causé pour près de  en dommages et la mort de dix personnes dans des inondations.

Évolution météorologique

Une onde tropicale bien structurée est sortie de la côte africaine le . Les conditions de température de la mer et de cisaillement des vents étaient favorables à son développement et le National Hurricane Center des États-Unis prévoyait qu'elle deviendrait un système tropical. Le , alors qu'il se trouve à  au sud des îles du Cap-Vert, le système devient une dépression tropicale puis la tempête tropicale Fred en soirée. Le NHC a commencé à émettre des bulletins de suivi de la dépression. L'onde se renforce progressivement lors de son déplacement vers l'ouest sous un cisaillement modéré des vents en altitude. Le développement s'accélère vite dans la nuit du 8 au 9 pour atteindre en un peu plus de 12h l'intensité d'ouragan de catégorie 3 dans l'échelle de Saffir-Simpson.

Fred tourne alors vers le nord-ouest puis le nord à faible vitesse en s'affaiblissant sensiblement. Il n'est plus qu'une tempête tropicale le 11 au soir à plus de 800 km à l'ouest de l'île la plus au nord-ouest de l'archipel du Cap Vert. Il bouge peu ensuite et se dissipe à partir du . Le NHC émet donc son dernier bulletin le même jour

La dépression sortie des restes de Fred a atteint la côte sud-est de États-Unis deux semaines plus tard. Elle a parfois été près de redevenir tropicale mais est toujours restée peu organisée. Cependant, l'humidité héritée de Fred a permis de donner des bandes orageuses intenses et la pluie a donné des inondations dépassant le niveau de période de retour de 100 ans en plusieurs endroits.

Impacts

Durant plusieurs heures avant de devenir une tempête tropicale, le précurseur de Fred a donné de la pluie modérée et des vents vifs dans la portion sud des îles du Cap-Vert. Dans la capitale, Praia, il est tombé moins de  de pluie et les vents soutenus n'ont pas dépassé  le  mais la détérioration des conditions le  a conduit à l'annulation de deux vols et le retard de plusieurs autres.

La masse d'air tropicale associée avec Fred a traversé l'océan Atlantique même si l'ouragan ne l'a pas fait. Bien qu'il ne s'agisse que d'un effet indirect de Fred, son apport et celui d'un flux venant du golfe du Mexique ont donné de fortes quantités de pluie un peu partout dans le nord de la Floride, en Géorgie, en Alabama et dans certaines portions du Tennessee et de la Caroline du Nord. En particulier, il est tombé plus de  de pluie dans la région d'Atlanta, durement touchée par des inondations.
Le , le commissaire aux assurance de la Géorgie a déclaré que les dommages s'élevaient à au moins . On comptait  demeures, commerces et autres bâtiments gravement endommagés et 17 comptés de l'État avaient été mis sur les listes fédérales des zones sinistrées. Les inondations ont également fait dix morts. Dans le bassin de la rivière Chattahoochee, le niveau de la crue a dépassé la période de retour de 500 ans.

Statistiques

Dans les annales du NHC de 1851 à 2008, il n'y a eu seulement que deux tempêtes tropicales avant l'ouragan Fred qui ont atteint la catégorie 3 de l'échelle de Saffir-Simpson à l'Est de 35° ouest, soit un ouragan sans nom en 1926 et l'ouragan Frances en 1980. Fred est le plus intense des trois avec une pression centrale de  et vent maximal de . Cependant, Frances a atteint le niveau d'ouragan majeur plus au sud-est. Dans un bulletin du NHC, l'auteur mentionne qu'à cause de sa position, Fred serait probablement passé inaperçu avant l'avènement des photos satellitaires au début des années 1960.

Voir aussi

Liens externes

 Archives des bulletins émis par le National Hurricane Center américain à propos de l'ouragan Fred

Notes et références

Ouragan capverdien
Ouragan de catégorie 3
Saison cyclonique 2009 dans l'océan Atlantique nord
Cyclone tropical au Cap-Vert

redpajama_set_name: RedPajamaWikipedia


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HopSkipDrive Wins Startup of the Year at dot.LA's Second Annual Startup Awards
Samson Amore
Samson Amore is a reporter for dot.LA. He previously covered technology and entertainment for TheWrap and reported on the SoCal startup scene for the Los Angeles Business Journal. Samson is also a proud member of the Transgender Journalists Association. Send tips or pitches to samsonamore@dot.la and find him on Twitter at @Samsonamore. Pronouns: he/him
01:48 PM | October 29, 2021
Downtown Los Angeles-based HopSkipDrive, a mobility startup that aims to be a kid-friendly Uber service for school-age students, won startup of the year at dot.LA's second annual startup awards.
Winners were announced at the dot.LA Summit. Judges voted for their picks for the most-deserving companies and individuals in six categories, including rising entrepreneur, top rising startup and entrepreneur of the year.
"It's such an honor to be included among all the impressive companies nominated for this award," Katrina Kardassakis, HopSkipDrive's vice president of business operations, said during her acceptance speech. "We are a youth transportation solution on a mission to create opportunity for all through mobility, and so we're focused on serving vulnerable populations, including kids in the foster care system, kids experiencing homelessness and kids with special needs or anyone who needs a little extra care to get where they need to go."
Kardassakis added that HopSkipDrive is currently focused on providing a potential solution to the ongoing shortage of bus drivers across the country, which is leading to backlogs in getting kids to and from school as the transportation industry struggles to retain workers and rebound from the coronavirus pandemic.
Finalists for the 2021 Startup of the Year Award included Universal Hydrogen, a company that's working to make planes that run on clean energy; Long Beach-based Rocket Lab, a reusable rocket manufacturer and small satellite launcher that looks to compete with SpaceX; ChowNow, a commission-free online ordering platform for restaurants and Crexi, a platform for streamlining commercial real estate transactions.
Check out the full list of nominees and winners for dot.LA's 2021 Startup Awards below.
Pivot of the Year: Potion
This award celebrates a startup's ability to revamp by changing its business model and strategy in the face of adversity.
Finalists:
GiveSum
Potion — Winner
Struct Club
Social Justice Award: Grid110
This award recognizes a company or individual who has made the biggest impact on driving social justice to create a positive, significant and sustainable impact.
All Voices
SoLa Impact
Hacker Fund
Grid110 — Winner
Rising Entrepreneur: Krista Berlincourt
This entrepreneur is new in the LA startup scene and has emerged as a forward thinking innovator and leader. Despite his/her age, the Entrepreneur of the year has a pioneering spirit and a promising future.
Clash App, Brandon McNerney
Lolly, Marc Baghadjian and Sacha Schermerhorn
Kona, Sid Pandiya
Kensho Health, Krista Berlincourt — Winner
Seed, Ara Katz
Rising Startup: Invisible Universe
Sponsored by TriNet
This startup is less than two years of age from incorporation and has shown major development based on market growth, innovation and impact of products and services. This newcomer has the greatest potential to disrupt its market and global tech community.
Elude
Returnmates
Dogdrop
Invisible Universe — Winner
Launch House
Entrepreneur of the Year: Alex Israel
This entrepreneur has a fearless spirit while their partners, teammates and clients are inspired by their vision on a daily basis. They have made notable achievements this past year in regards to funds raised, sales, impact of product and leadership in the tech ecosystem.
Heather Hasson and Trina Spear, FIGS
Cathy Zoi, EVgo
Alex Israel, Metropolis — Winner
Dakota Semler, Xos Truck
Jason Wilk, Dave
Startup of the Year: HopSkipDrive
This company has shown the greatest development over the past year based on innovation and impact with goods and services. This startup has the most promising potential for an exit and potential to reach unicorn status.
HopSkipDrive — Winner
Universal Hydrogen
Rocket Lab
Crexi
HopSkipDrive safe youth transportation solution ›
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Playa Vista Childcare Center Brella Raises $5 Million, Eyes New LA Locations
Keerthi Vedantam
06:00 AM | January 11, 2022
When Darien Williams and Melanie Wolff opened Brella, their Montessori-inspired childcare center, in Playa Vista in 2019, they were inspired by the likes of WeWork and SoulCycle, which had multiple locations and easy-to-use apps for scheduling meetings and workout sessions. The pair found that parents juggling hectic day jobs with their children's preschool schedules were drawn to a tech-enabled, more flexible way to schedule childcare for their kids.
"The current system can be really punitive to [parents] because it forces them to pay for and schedule childcare that they don't always need, or to schedule childcare that doesn't actually support the workdays that they need to have," Wolff told dot.LA.
Months later, the coronavirus pandemic forced Brella to shut down. But rather than shuttering their company for good, the co-founders saw that the pandemic's new work-from-home paradigm only exacerbated the need for flexible childcare options. Brella reopened in June 2020, and today serves roughly 400 families whose kids, aged 3 months to 6 years, attend the Playa Vista facility for an average of four-to-five hours a day and twice per week.
On Tuesday, Brella announced a $5 million seed funding round that will allow the startup to open more facilities—it plans to expand to Hollywood and Pasadena by the end of this year—and improve its technology. The funding was led by Newport Beach-based Toba Capital and Brentwood-based Halogen Ventures, and takes Brella's total amount raised to date to $8 million.
Brella's Playa Vista-based childcare center lobby.
"What we found is that even pre-pandemic, and now especially post-pandemic, families' work lives are really dynamic; they're not always working this 9-to-5, Monday-through-Friday kind of role," Wolff said. "Sometimes their childcare needs can vary day-to-day, week-to-week, and even month-to-month."
Brella is part of a growing industry of childcare startups leveraging technology to help families find childcare solutions. Its ranks include San Francisco-based Wonderschool, which helps families start their own preschools or daycares, and New York-based Otter, which allows parents to crowdsource babysitting resources from other parents.
Through Brella's app, parents can create a profile, upload necessary forms and documentation, and book times to drop their children off at the childcare center for a minimum of three hours. Brella offers different pricing packages depending on how far in advance parents want to schedule childcare and how often they need it.
As a licensed preschool, the curriculum that Brella teaches its pupils is inspired by progressive child development philosophies like Montessori, RIE and Reggio Emelia. The curriculum is adapted to how much time each child spends at the school; Brella's educators create "projects and learning opportunities that can engage a child that might be here for the very first time, or is coming three days a week this week and five days a week next week," Williams said.
The Wana Family Childcare Network is Booming - dot.LA ›
WeeCare is Providing a Lifeline to L.A. Childcare Providers - dot.LA ›
Brella ›
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Keerthi Vedantam is a bioscience reporter at dot.LA. She cut her teeth covering everything from cloud computing to 5G in San Francisco and Seattle. Before she covered tech, Keerthi reported on tribal lands and congressional policy in Washington, D.C. Connect with her on Twitter, Clubhouse (@keerthivedantam) or Signal at 408-470-0776.
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What Are LA's Hottest Startups? We Asked Top VCs to Rank Them
Ben Bergman
Despite — or in many cases because of — the raging pandemic, 2020 was a great year for many tech startups. It turned out to be an ideal time to be in the video game business, developing a streaming ecommerce platform for Gen Z, or helping restaurants with their online ordering.
But which companies in Southern California had the best year? That is highly subjective of course. But in an attempt to highlight who's hot, we asked dozens of the region's top VCs to weigh in.
We wanted to know what companies they wish they would have invested in if they could go back and do it all over again.
Startups were ranked by how many votes each received. In the case of a tie, companies were listed in order of capital raised. The list illustrates how rapidly things move in startup land. One of the hottest startups had not even started when 2020 began. A number doubled or even 16x'd their valuation in the span of a few short months.
To divvy things up, we delineated between companies that have raised Series A funding or later and younger pre-seed or seed startups.
Not surprisingly, many of the hottest companies have been big beneficiaries of the stay-at-home economy.
PopShop Live, a red-hot QVC for Gen Z headquartered out of a WeWork on San Vicente Boulevard, got the most votes. Interestingly, the streaming ecommerce platform barely made it onto the Series A list because it raised its Series A only last month. Top Sand Hill Road firms Andreessen Horowitz and Lightspeed Venture Partners reportedly competed ferociously for who would lead the round but lost out to Benchmark, which was an early investor in eBay and Uber. The round valued PopShop Live at $100 million, way up from the $6 million valuation it raised at only five months prior.
Scopely, now one of the most valuable tech companies in Los Angeles, was also a top vote getter.
The Culver City mobile gaming unicorn raised $340 million in Series E funding in October at a $3.3 billion valuation, which nearly doubled the company's $1.7 billion post-money valuation from March. It is no coincidence that that was the same month stay-at-home orders began as Scopely has benefited from bored consumers staying on their couch and playing ScrabbleGo or Marvel Strike Force.
The company's success is especially welcome news to seed investors Greycroft, The Chernin Group and TenOneTen ventures, who got in at a $40 million post valuation in 2012. Upfront Ventures, BAM Ventures and M13 joined the 2018 Series C at a $710 post-money valuation.
Softbank-backed Ordermark, which flew more under the radar, also topped the list. The company's online ordering platform became a necessity for restaurants forced to close their dining rooms during the pandemic and raised $120 million in Series C funding in October.
On the seed side, two very different startups stood out. There was Pipe, which enables companies with recurring revenues to tap into their deferred cash flows with an instant cash advance, and Clash App, Inc., a TikTok alternative launched by a former employee of the social network in August.
We will have the list of Southern California's top seed startups out tomorrow.
PopShop Live ($100 million)
The live-streaming shopping channel created by Danielle Lin reportedly found itself in the middle of a venture capital bidding war this year. Benchmark eventually won out leading a Series A round, vaulting the app at a $100 million valuation. The Los Angeles-based platform has been likened to QVC for Gen Z and it's part of a new wave of ecommerce that has found broader appeal during the pandemic. Google, Amazon and YouTube have launched live shopping features and other venture-backed startups like Los Angeles-based NTWRK have popped up.
Scopely ($3.3 billion)
One of the most valuable Southern California tech startups with a $3.3 billion valuation, the Culver City mobile game unicorn has benefitted from a booming gaming market that has flourished in this stay-at-home economy. Scopely offers free mobile games and its roster includes "Marvel Strike Force," "Star Trek Fleet Command" and "Yahtzee with Buddies." In October the company raised a $340 million Series E round backed by Wellington Management, NewView Capital and TSG Consumer Partners, among others fueling speculation that it was on its road to an IPO. Co-CEO Walter Driver has said that he doesn't have immediate plans to go public.
Ordermark ($70 million)
The coronavirus has forced the closure of many dining rooms, making Ordermark all the more sought after by restaurants needing a way to handle online orders. Co-founder and CEO Alex Canter started the business in 2017, which recently rang in more than $1 billion in sales. Ordermark secured $120 million in Series C funding by Softbank Vision Fund 2 in October that it will use to bring more restaurants online. The company's Nextbite, a virtual restaurant business that allows kitchens to add delivery-only brands such as HotBox from rapper Wiz Khalifa to their existing space through Ordermark, is also gaining traction.
Cameo ($300 million)
Cameo, which launched three years ago, had its breakout year in 2020 as C-list celebrities like Brian Baumgartner banked over a million dollars from creating customized videos for fans. In the sincerest form of flattery, Facebook is reportedly launching a feature that sounds a lot like Cameo. Even though the company is still technically headquartered in Chicago, we included Cameo because CEO Steven Galanis and much of the senior team moved to L.A. during the pandemic and say they plan to continue running the company from here for the foreseeable future.
Mothership ($64 million)
Co-founded by CEO Aaron Peck, Mothership provides freight forwarding services intended to streamline the shipping experience. The company's tracking technologies connect shippers with nearby truck drivers to speed up the delivery process. It raised $16 million in Series A venture funding last year, driving the platform to a $48 million pre-money valuation.
Nacelle ($6.7 million)
Founded in 2019, Nacelle's ecommerce platform helps retailers improve conversion rates and decrease loading speeds for their sites. The software integrates with Shopify and other services, offering payment platforms and analytics integration, among dozens of services. Nacelle raised about $4.8 million earlier this year with angel investors that included Shopify's Jamie Sutton, Klaviyo CEO Andrew Bialecki and Attentive CEO Brian Long.
Boulevard ($30 million)
Matt Danna and Sean Stavropoulos came up with Boulevard when an impatient Stavropoulos was frustrated wasting hours to book a hair appointment. Their four-year-old salon booking and payment service is now used by some of Los Angeles' best-known hairdressers. Last month, the two secured a $27 million Series B round co-led by Index Ventures and Toba Capital. Other investors include VMG Partners, Bonfire Ventures, Ludlow Ventures and BoxGroup.
CloudKitchens ($5.3 billion)
Uber co-founder Travis Kalanick CloudKitchens rents out commissary space to prepare food for delivery. And as the pandemic has fueled at-home delivery, the company has been gobbling up real estate. The commissaries operate akin to WeWork for the culinary world and allow drivers to easily park and pick-up orders as the delivery market has soared during pandemic. Last year, it raised $400 million from Saudi Arabia's colossal sovereign wealth fund.
GOAT ($1.5 billion)
Founded by college buddies five years ago, GOAT tapped into the massive sneaker resale market with a platform that "authenticates" shoes. The Culver City-based company has since expanded into apparel and accessories and states that it has 20 million members. Last year, Foot Locker sunk a $100 million minority investment into 1661 Inc., better known as Goat. And this fall it landed another $100 million Series E round bankrolled by Dan Sundeheim's D1 Capital Partners.
Savage X Fenty
The lingerie company co-founded by pop singer Rihanna in 2018 is noted for its inclusivity of body shapes and sizes. It has raised over $70 million, but The New York Times' DealBook newsletter recently reported that it's been on the hunt for $100 million in funds to expand into active wear. The company generates about $150 million in revenue, but is not yet profitable, according to the report. It became the focus of a consumer watchdog investigation after being accused of "deceptive marketing" for a monthly membership program.
FabFitFun ($930 million)
The lifestyle company provides customized personal subscription box services every three months with full size products. Started in 2010 by Daniel Broukhim, Michael Broukhim, Sam Teller and Katie Rosen Kitchens, it now boasts more than one million members. Last year, the company raised $80 million in a Series A round led by Kleiner Perkins last year and appears to be preparing for an eventual IPO as it slims down costs and refocuses on its high value products.
Dave ($1 billion)
Launched in 2016, the finance management tool helps consumers to avoid overdrafts, provides paycheck advances and assists in budgeting. Last year, it began to roll out a digital bank account that was so popular that two million users signed up for a spot on the waitlist. The company, run by co-founder Jason Wilk, has raised $186 million in venture capital and counts billionaire Mark Cuban as an early investor and board member. Other backers include Playa Vista-based Chernin Group.
Sure ($59 million)
SURE offers multiple technology products to major insurance brands — its platform can host everything from renter's insurance to covering baggage, so customers never have to leave an agency's website. It also offers its platform to ecommerce marketplaces, embedding third-party insurance protections for customers to purchase all on the same webpage. Founded in 2014, the Santa Monica-based startup last raised an $8 million Series A round led by IA Capital in 2017.
Zest AI ($90 million)
Founded in 2009 by former Google CIO Douglas Merrill and ex-Sears executive Shawn Budde, Zest AI provides AI-powered credit underwriting. It helps banks and other lenders identify borrowers looking beyond traditional credit scores. It claims to improve approval rates while decreasing chargeoffs. The company uses models that aim to make the lending more transparent and less biased. This fall the company raised $15 million from Insight Partners, MicroVentures and other undisclosed investors, putting its pre-money valuation at $75 million, according to PItchbook.
PlayVS
Santa Monica-based PlayVS provides the technological and organizational infrastructure for high school esports leagues. The pandemic has helped the company further raise its profile as traditional sports teams have been benched. Founded in early 2018, PlayVS employs 46 people and has raised over $100 million. In addition to partnering with key educational institutions, it also has partnerships with major game publishers such as Riot and Epic Games.
Tapcart ($40 million)
A SaaS platform helps Shopify brands create mobile shopping apps. The marketing software saw shopping activity jump 50% over 90 days as the pandemic walloped traditional retailers. Founded by Eric Netsch and Sina Mobasser, the company raised a $10 million Series A round led by SignalFire, bringing the total raise to $15 million.
Papaya ($31.8 million)
Papaya lets customers pay any bill from their mobile devices just by taking a picture of it. The mobile app touts the app's ease-of-use as a way to cut down on inbound bill calls and increase customer payments. Founded by Patrick Kann and Jason Metzler, the company has raised $25 million, most recently a S10 million round of convertible debt financing from Fika Ventures, Idealab and F-Prime Capital Partners.
Floqast ($250 million)
FloQast is a management software that integrates enterprise resource planning software with checklists and Excel to manage bookkeeping. The cloud-based software company claims its system helps close the books up to three days faster. It is used by accounting departments at Lyft, Twilio, Zoom and The Golden State Warriors. In January, it raised $40 million in Series C funding led by Norwest Venture Partners to bring the total raise to $92.8 million.
Brainbase ($26.5 million)
The company's rights management platform expedites licensing payments and tracks partnership and sponsorship agreements. It counts BuzzFeed, the Vincent Van Gogh Museum and Sanrio (of Hello Kitty and friends fame) among its clients. In May it announced $8 million in Series A financing led by Bessemer Venture Partners and Nosara Capital, bringing the total raised to $12 million.
OpenPath ($28 million)
The Los Angeles-based company provides a touchless entry system that uses individuals cell phones to help with identification instead of a key card. The company offers a subscription for the cloud-enabled software that allows companies to help implement safety measures and it said demand has grown amid the pandemic. Founded by James Segil and Alex Kazerani the company raised $36 million led by Greycroft earlier this year, bringing its total funding to $63 million.
FightCamp ($2.5 million)
FightCamp is an interactive home workout system that turns your space into a boxing ring with a free standing bag, boxing gloves and punch trackers. The company is riding the wave of at-home fitness offerings including Peloton, Mirror and Zwift that have taken off during the pandemic as gyms closed. The company has raised $4.3 million to date.
Numerade
The Santa Monica-based company provides video and interactive content for education in math, science, economics and standardized test prep. Founded in 2018 by Nhon Ma and Alex Lee, who previously founded Tutorcast, an online tutoring service, the company gathers post-graduate educated instructors to create video lessons for online learning.
Our Place ($32.5 million)
The creator of a pan with a cult following on social media, this Los Angeles-based startup designs and retails cookware and dinnerware. Founded by Amir Tehrani, Zach Rosner and Shiza Shahid, the company completed its Series A funding earlier this year, bringing its total raised to date to $10 million.
Tala ($560 million)
For customers that have no formal credit or banking history, this company's application promises more financial access, choice and control. It gathers data to create a credit score that can be used to instantly underwrite and disburse loans ranging from $10 to $500. Co-founded by Shivani Siroya and Jonathan Blackwell, Tala has raised $217.2 million to date. Its investors include PayPal Ventures, Lowercase Capital and Data Collective.
ServiceTitan ($2.25 billion)
Founded in 2007 by chief executive Ara Mahdessian and president Vahe Kuzoyan, ServiceTitan operates software that helps residential home contractors grow their businesses. It provides businesses tools like customer relationship management and accounting integration to streamline operations. The company closed a $73.82 million Series E funding round from undisclosed investors earlier this year.
100 Thieves ($160 million)
Founded in 2017 by former professional "Call of Duty" player Matthew Haag, 100 Thieves manages esports competitions in major titles including "Counter Strike Global Offensive" and "League of Legends." The company also produces apparel and merchandise, opening a physical store and training ground called the "Cash App Compound" in collaboration with Fortnite earlier this year. The company has raised $60 million to date, from investors including Salesforce CEO Marc Benioff and Aubrey Graham, better known as the rapper Drake.
Emotive ($16.5 million)
This AI-powered customer service platform automates text conversations between customers and businesses to increase sales. Emotive uses their sales team to verify questions, distinguishing it from other bot-driven marketing services, according to the company. The company was founded in 2018 by Brian Zatulove and Zachary Wise, who serve as the chief executive and the chief operating officer, respectively. It has raised $6.65 million to date, from Floodgate Fund and TenOneTen Ventures.
Everytable ($33 million)
Created by former hedge fund trader Sam Polk, the Los Angeles-based startup wants to be a healthy fast food chain. It prices its healthy pre-packaged meals around $5 in underserved communities while costing more in other neighborhoods with the goal of reducing so-called food deserts in low-income neighborhoods. It also offers a subscription delivery service. The company recently closed a $16 million Series B round led by Creadev along with Kaiser Permanente Ventures.
Lead art by Candice Navi.
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popshop live scopely ordermark cameo boulevard cloudkitchens goat fabfitfun dave sure savage x fenty playvs zest ai tapcart papaya floqast brainbase openpath fightcamp numerade our place tala servicetitan 100 thieves emotive everytable los angeles startups vc sentiment survey
Ben Bergman is the newsroom's senior finance reporter. Previously he was a senior business reporter and host at KPCC, a senior producer at Gimlet Media, a producer at NPR's Morning Edition, and produced two investigative documentaries for KCET. He has been a frequent on-air contributor to business coverage on NPR and Marketplace and has written for The New York Times and Columbia Journalism Review. Ben was a 2017-2018 Knight-Bagehot Fellow in Economic and Business Journalism at Columbia Business School. In his free time, he enjoys skiing, playing poker, and cheering on The Seattle Seahawks.
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ben@dot.la
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Where To Buy CBD Oil In Mount Rainier, Prince George's, Maryland?
You can buy CBD Oil in Mount Rainier, Maryland today. This is composed of low-THC hemp, high-CBD, whereas medical marijuana products are generally constructed from plants who have high psychoactive tetrahydrocannabinol (THC) concentrations. Since hemp only contains trace numbers of THC, they are non-psychoactive hemp oil products in Mount Rainier, Prince George's, MD.
Cannabidiol (CBD) is among one of over 85 cannabinoids which were found to be contained inside the cannabis plant and has another highest quantity of cannabinoid in marijuana following THC. However, in hemp, THC exists only in trace amounts, with CBD dominating the makeup of your plant. CBD is non-psychotropic and doesn't cause a high. It interacts with all the body's naturally occurring systems. Which make it a less controversial as well as a safer option, while still providing significant benefits to folks living In Mount Rainier, Prince George's.
Why Should Cannabidiol CBD Oil Supplements Be Utilized In Mount Rainier Prince George's, MD?
Recently CBD has emerged as being a compound that his highly preferred. After receiving quite a lot of media exposure, for example the CNN special called "Weed" by Sanjay Gupta, it provides taken over the natural products industry. Since that point, CBD oil products have shown up in food markets in Mount Rainier, Maryland, medical marijuana dispensaries and doctor's offices. No medical card is required to purchase it.
The way that CBD interacts with our body is through the endocannabinoid system or endogenous cannabinoid system (ECS). The endocannabinoid system was basically discovered throughout the late 1980's regulates the homeostasis of your body, or general balance state, which impacts functions such as immune response, pain, hormone regulation, appetite, sleep and mood. The same as an acrobat on an increased wire, our surrounding environment impacts our regular balance. This is certainly corrected from the endocannabinoid system by mediating the body's reaction in order to keep things level.
The endocannabinoid system is located in all mammals and is comprised of millions of various cannabinoid receptor sites which are primarily found through the entire defense mechanisms (the CB2 receptors), central nervous system (the CB1 receptors) and brain that act in the neural communication.
The endocannabinoid system, however, doesn't rely only on phytocannabinoids or plant-based cannabinoids. The body can make its unique cannabinoids. 2-AG and Anandamide, which function in a similar approach to CBD, are the endocannabinoids in the body, which are created so that you can control communication somewhere between cells, to mediate the functions of the human body.
The endocannabinoid system from Mount Rainier, Maryland clearly is amongst the human body's most significant regulatory systems. However, most individual fail to do much to support the healthy from the system on account of cannabinoids not being within the average diet.
The non-psychoactive of cannabis and naturally low-THC hemp plant, grows in several countries all over the world and after that gets imported in the United states to be used in foods, nutritional supplements, building materials and textiles.
There are many different unique hemp varieties in Mount Rainier, Maryland. The cultivars are utilized for CBD oil contain higher concentrations of CBD in comparison with others. By making use of these unique and potent plants, this makes extracting cannabis oil possible that contains significant cannabidiol levels, in addition to other non-psychoactive cannabinoids, flavonoids, terpenes, fatty acids, minerals and essential vitamins.
Within the last decade approximately, there have been a lot more than 23,000 studies authored by peer-reviewed medical journals that detail the consequences of cannabinoids, cannabis oil and cannabis on the human body.
With scientists, legislators, families are getting to be more aware about potential of hemp CBD oil and cannabidiol, provides the supplement marketplace by using a game-changing solution, which supplies all of the benefits that CBD has, without the high that marijuana offers, that happen to be counted on by 1000s of individuals on a regular basis.
However, due to United states regulatory limitations that connect with processing and growing hemp, the procedure for delivering CBD hemp oil products into a customer's doorstep in Mount Rainier, Maryland is getting more difficult.
Inside the Usa it is prohibited to grow hemp for commercial purposes, even with the 2014 Farm Bill was passed. Approved reasons to growing hemp has limitations to pilot programs for the purpose of research needs. Regardless that hemp corps have now been planted in such states as Minnesota, West Virginia and Kentucky for the initial time in the last half century. So U.S. hemp cultivation includes a lengthy approach to take before it can meet current domestic demand.
This is why all those finished hemp goods the truth is that are available accessible in the U.S., from material materials, to clothing and food products, that are participate in the imported hemp industry has now surpassed $500 million a year. The size of the key industry just for this is amongst the main catalysts for that legalization for hemp in the usa. Hemp is actually a renewable source for a variety of products, and offers a thrilling new phase for American agriculture.
And so the hemp that is utilized to make the top CBD products that exist to those living in Mount Rainier, Maryland, especially in Maryland from the Usa in cultivated in several countries worldwide. For this reason the hemp that is utilized in our CBD oil products arises from farms in Europe. And only any hemp crop is commonly used – specific hemp plant cultivars from the hemp plant are required for yielding an added that is certainly high enough for Hemp CBD Oil.
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As a long-standing member of the Ontario Genealogical Society, I lapsed a few years while I was serving overseas, but have kept re-newing since my return home, and later, re-location to Alberta.
My immigrant ancestors came to Upper Canada in 1833, and witnessed two name changes before Ontario was set in stone – and that was reason enough to keep updated on material access and availability for me.
It was yesterday, the Saturday before Easter 2018, when I looked over the Facebook Group of the York Region Branch, OGS. Their new banner listed all ten of the townships that occupied the former county, also named York.
Staring at that image, I realized, I had relatives and ancestors that settled, married, fathered, mothered, farmed, and died in almost all but one of those townships!
There were also two other well-researched families that settled in the York area at the same time as mine … and they also had a patriarch named, John ATKINSON!
These three families, namely their patriarchs, are the same three I wrote about before in 2014 with no luck.
But, this time, five helpful individuals, four of them descendants of ATKINSON (WATSON) in Stouffville, answered quickly!
I responded three times again, and then realized, the children and grandchildren migrated out of the region and went north to Simcoe (Barrie and surroundings), south-west to Halton (Burlington) and Wentworth (Hamilton), as well as way out West to Manitoba, Saskatchewan and Alberta.
Perhaps, I thought, it would be better to blog about it and bring all the OGS Facebook groups here instead.
The information I will be sharing is not from my line of the ATKINSON tree, nor is it from a collateral line (that I am currently aware of).


Awarded biennially for the best first monograph in Romantic Studies, this prize is open to first books published between 31 January 2017 and 1 January 2019. In keeping with the remit of the British Association for Romantic Studies, it is designed to encourage and recognise original, ground breaking and interdisciplinary work in the literature and culture of the period c.1780-1830. The prize will be awarded to the value of £250 and will be presented at the BARS Biennial Conference, 'Romantic Facts and Fantasies', to be held at Nottingham University, 25-29 July 2019. Authors on the final shortlist will receive £100 each.
The competition is open to books by authors who have not published a monograph before. Books must be nominated through the BARS membership or by publishers. Publishers should send books directly to the address below, while member nominations should include publisher contact details. In all cases, copies of nominated books must be received by the committee by the closing date, 31 January, 2019. Books received after this date are not eligible for consideration. 4 copies of each nominated book should be sent to Dr Daniel Cook, School of Humanities, University of Dundee, DD1 4HN.


Wisdom teeth are usually the last ones to erupt. Four of them, wisdom teeth are usually two in each jaw.
Wisdom teeth are usually the last ones to erupt. Generally we have four of them, two on the lower jaw and two on the upper jaw. For most people, these teeth emerge when they reach the age of seventeen to twenty-five years. However, it not uncommon to develop your wisdom teeth outside this age bracket. When one or more of these teeth lack enough space to grow in normally, it becomes impacted. In this article, you will read a guide on impacted wisdom teeth.
It is a tooth that erupts partly or doesn't erupt at all. When a tooth erupts partially, it means that a half of the tooth structure stays hidden in the jawbone. It is normally called a partial bony impaction. If the whole tooth doesn't erupt, a complete bony impaction, it remains covered by the jawbone. Some impacted teeth can only be treated via surgery due to being complicated because of its proximity to other anatomy in the jawbone. To learn the current condition of your impacted wisdom teeth, visit a your dentist who will take an x-ray to best evaluate your situation and what to do next.
Why do we develop impacted wisdom teeth?
The main reason why this teeth problem occurs is lack of enough jaw space behind the second molar. As well, if the rest of the teeth are misaligned, the wisdom teeth might never erupt or might erupt partially. While wisdom teeth are four (upper right and left and lower right and left), some people may have all of them while others may have just one or two. About twenty-five percent of people are estimated to lack one or more wisdom teeth. While it is not generally understood why lack of space exists, there seems to be a connection between having big tooth size and/or tooth crowding and having impacted wisdom teeth.
There are researchers who blame the incidence of third molar impaction on dietary changes in the modern society. When the modern man's diet is compared to the stone-age man's diet, it's concluded that the latter's required more chewing muscle activity. This muscle activity is believed to have aroused better jawbone growth, hence providing adequate space for wisdom teeth eruption. It is also assumed that because the early man ate coarse food that had the effect of generating extensive tooth damage and loss, teeth shifted forward leaving enough space for wisdom teeth to erupt. As you can see, it's not extremely clear why wisdom teeth develop.
Who is affected by impacted wisdom teeth?
Any human being can have impacted teeth that can cause spontaneous pain. If the following three factors are present, chances are that your wisdom teeth will not grow properly. First, if your jaw bone lacks enough space for the wisdom teeth to erupt, then they won't. Second, in case other teeth in your mouth blocks your wisdom tooth's eruption path, it might fail to grow properly. Lastly, if the impacted tooth is angled or positioned improperly, it might fail to erupt or erupt partially. There are various types of impacted teeth positions: distal, mesial, vertical, horizontal, bony and soft tissue. The only way to know which of these impactions affect you is to see a dental specialist at URBN Dental to best decide the treatment needed for these specific situations.
Mesial means that your wisdom tooth points forward toward the front of your mouth and it is rather common. Vertical impactions tend to have a pretty normal orientation while the horizontal/transverse impacted teeth lie on their side. A distal or disto-angular impaction has a positioning that is often directed to the rear of the mouth. This is the most difficult tooth to remove while the vertical one is the easiest.
Fully-bony impactions are also called hard tissue impactions and refer to when a tooth lies mainly in the jawbone. This means that the tooth is totally enclosed by the bone tissue. If it's a partial-bony tooth, it means that part of it is visible and the rest is hidden. A soft tissue impaction is the kind where the tooth's crown has penetrated via the bone but has not totally erupted via your gum tissue. Fully-bony and partial-bony impactions are the hardest to treat and surgery is involved.
How do you treat impacted wisdom teeth?
If your dentist or oral surgeon asks you to remove your impacted wisdom tooth it should be considered due to possible infections and dental issues that may arise. This tooth can cause pain and if the tooth is partially erupted or fully erupted it could be hard to keep clean which means that plaque can accumulate beneath it over time and cause cavities, dental pain, and dental infections. This is particularly true for people with misaligned or mal-positioned teeth, partially erupted teeth or wanting teeth brushing habits. If there is a mass of plaque that is hard to remove, it will eventually lead to gum disease and tooth decay. There is imminent danger for the neighboring tooth as well, as it can decay and be subjected to removal.
The best way to treat impacted wisdom teeth is to remove them completely. As aforementioned, the ease of removal is this order: vertical, mesial, horizontal and distal impactions. The right thing to do right now is to head to URBN Dental and find out whether you have impacted teeth that are easier or harder to remove. If you will undergo dental surgery to remove teeth that are embedded to the jaw bone, you can have the option of having the procedure under local anesthetic, oral sedation, or general anesthesia. But for simpler wisdom tooth extractions, your dentist will use local anesthesia to numb the area being treated. After the surgical extraction process, the socket area is often treated to promote healing and further post op instructions will be given to you.
Then you will be asked to bite down on medicated gauze to reduce and end bleeding. It goes without saying that eating hard food or drinking sugary stuff is bad. You also need to rest to allow a blood clot to form in your socket as this mark the beginning of the healing process.
Due to poor tooth alignment, you have developed some complications.
By having regular dental checkups, the above-mentioned symptoms can be found via X-rays and observation.


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Re: Typo on Savannah project page.
Subject: Re: Typo on Savannah project page.
> On savannah.gnu.org/git/?group=guix there is a typo.
> "Scripts for videos represenging Guix"
> with represenging being the typo.
> "Scripts for videos presenting Guix"
Previous by thread: Typo on Savannah project page.


Nora Krug is an illustrator and associate professor at Parsons. Steven Guarnaccia is also an illustrator. Their work can be found at Nora Krug and Steven Guarnaccia. Portraits taken at their home in Brooklyn. Recommended by Bradford Shellhammer.


text:
Tackling Regional Public Health Issues Using Mobile Health Technology: Event Report of an mHealth Hackathon in Thailand
Atipong Pathanasethpong1, MSc, MD ; Chitsutha Soomlek2, PhD ; Katharine Morley3, MPH, MD ; Michael Morley3, ScM, MD ; Pattarawit Polpinit4, PhD ; Alon Dagan5, MD ; James W Weis6, SM ; Leo Anthony Celi6, MPH, MSc, MD
Atipong Pathanasethpong1, MSc, MD ;
Chitsutha Soomlek2, PhD ;
Katharine Morley3, MPH, MD ;
Michael Morley3, ScM, MD ;
Pattarawit Polpinit4, PhD ;
Alon Dagan5, MD ;
James W Weis6, SM ;
Leo Anthony Celi6, MPH, MSc, MD
1Department of Anesthesiology, Faculty of Medicine, Khon Kaen University, Khon Kaen, Thailand
2Department of Computer Science, Faculty of Science, Khon Kaen University, Khon Kaen, Thailand
3Harvard Medical School, Boston, MA, United States
4Department of Computer Engineering, Faculty of Engineering, Khon Kaen University, Khon Kaen, Thailand
5Department of Emergency Medicine, Beth Israel Deaconess Medical Center, Boston, MA, United States
6Massachusetts Institute of Technology, Cambridge, MA, United States
Atipong Pathanasethpong, MSc, MD
123 Mittraphab Road
Khon Kaen,
Phone: 66 891758278
Email: atipat@kku.ac.th
Hackathons are intense, short, collaborative events focusing on solving real world problems through interdisciplinary teams. This is a report of the mHealth hackathon hosted by Khon Kaen University in collaboration with MIT Sana and faculty members from Harvard Medical School with the aim to improve health care delivery in the Northeast region of Thailand. Key health challenges, such as improving population health literacy, tracking disease trajectory and outcomes among rural communities, and supporting the workflow of overburdened frontline providers, were addressed using mHealth. Many modifications from the usual format of hackathon were made to tailor the event to the local context and culture, such as the process of recruiting participants and how teams were matched and formed. These modifications serve as good learning points for hosting future hackathons. There are also many lessons learned about how to achieve a fruitful collaboration despite cultural barriers, how to best provide mentorship to the participants, how to instill in the participants a sense of mission, and how to match the participants in a fair and efficient manner. This event showcases how interdisciplinary collaboration can produce results that are unattainable by any discipline alone and demonstrates that innovations are the fruits of collective wisdom of people from different fields of expertise who work together toward the same goals.
hackathon; mHealth; interdisciplinary collaboration
Khon Kaen University and its Role in the Health Care of Northeast Thailand
Health care for the population of Thailand is covered under a universal coverage scheme subsidized by the government [1]. Every citizen is entitled to free health care accessed by first visiting a local primary health center. Patients requiring more advanced capabilities are referred to more sophisticated facilities. In this system, university-based health centers serve as the pinnacle of advanced care and are the ultimate referral destinations for patients with complex diseases and conditions.
Khon Kaen University (KKU) serves as the apex of health care and advanced training in health sciences for northeast Thailand. As there is a diverse array of health problems specific to each region, KKU is positioned at the frontline of research on issues unique to the northeast, such as melioidosis [2] and cholangiocarcinoma [3]. In addition, KKU also is an emerging leader in education in health and computer technology. The university offers advanced training in both areas. The Health Science Faculties comprises the Faculty of Medicine, Faculty of Dentistry, Faculty of Nursing, Faculty of Pharmaceutical Sciences, Faculty of Associated Medical Sciences, Faculty of Veterinary Medicine, and Faculty of Public Health. Training in computer technology is led by the Faculty of Engineering and Faculty of Science, with the former focusing more on hardware and the latter focusing more on software.
Building research and innovation via interdisciplinary collaboration is a key element of the mission of KKU. Despite the encouragement of the university leadership, there have not been many significant successful collaborations around health care and technology. One of the barriers was finding the opportunity to bring together individuals from the different disciplines to address key health challenges, such as improving population health literacy, tracking disease trajectory and outcomes among rural communities, and supporting the workflow of overburdened frontline providers. The prospect of developing and implementing a health care hackathon created a valuable opportunity to achieve this goal. In addition to providing this opportunity, the Harvard–Massachusetts Institute of Technology (MIT) Division of Health Science and Technology (HST) Sana team provided the experience and knowledge to conduct a hackathon, opening the door to new innovations and collaboration.
MIT Sana and Hackathons
Hackathons are intense, short, collaborative events focused on creating innovative solutions for pressing problems [4,5]. Over the last 3 years, the Laboratory for Computational Physiology (LCP) at HST, which hosts Sana, has organized more than a dozen of these events to imagine new ways technology can address critical health care challenges and develop local capacity that is fully supported by global networks.
Sana is a global consortium of academic partners with an interest in leveraging mobile health technology (mHealth) to improve health care delivery in resource-constrained settings. The hackathons have brought together students and professionals from different disciplines such as engineering, computer science, medicine, social service, public health, and business to design and develop mHealth applications.
Table 1. Health hackathons organized by the Massachusetts Institute of Technology Laboratory for Computational Physiology.
Date Event Location
July Health Data Workshops Cebu, Philippines
July Health Datathon Singapore
June Mobile Health Hackathon Mexico City, Mexico
May Health Datathon Sao Paulo, Brazil
April Hacking Discrimination Hackathon MITa
March Health Datathon Melbourne, Australia
January Mobile Health Hackathon Khon Kaen, Thailand
December Health Datathon London, United Kingdom
October Health Datathon Beijing, China
September Internet of Things Hackathon Taipei, Taiwan
August Hacking Mobile Health Hackathons MIT
January Mobile Health Hackathon Mexico City, Mexico
October Mobile Health Hackathon Thessaloniki, Greece
September Health Datathon MIT and London, United Kingdom
July Mobile Health Hackathon Kampala, Uganda
June Mobile Health Hackathon Popayan, Colombia
September Health Datathon MIT, London, United Kingdom, and Paris, France
January Health Datathon MIT
aMIT: Massachusetts Institute of Technology.
Implementation of Khon Kaen University mHealth Hackathon
As an academic institution, KKU decided that the event should benefit both society and the university's internal stakeholders (university missions, faculty members, and students). With this guiding principle, the goals of the event were as follows:
Solve public health issues in the northeast and Thailand using mHealth
Promote collaborations between faculty members
Provide participants with a learning opportunity that is hands-on and interdisciplinary
Provide participants with international exposure and collaboration
Foster research and innovation
The organizational process and structure of the event addressed these goals, along with incorporating modifications to recognize Thai culture.
Team Size and Composition
The KKU hackathon differed significantly from other hackathons in the participant recruitment and selection process. Instead of having participants joining individually, the organizing committee decided to form teams from health sciences and computer technology ahead of the event and match and merge the teams at the beginning of the event. Because assertiveness and outspokenness are not the norm for Thai people [6], this approach was aimed at reducing the stress of getting acquainted within a short amount of time and forming impromptu teams.
As the optimal team size for software development is suggested to be 7 individuals [7], the organizers decided that each team would have 2 to 3 members from health care, 2 members from computer technology, and 2 members from other related disciplines such as design and business.
Recruiting Health Science Teams
Each of the Health Science Faculties was allocated a number of teams based on its size and readiness. Each faculty was tasked with recruiting teams with the conditions that each team bring with it a specific and distinct health problem to be solved with mHealth technology and at least one health professional from the team be continually present during hack days.
Selection of teams was done internally by the leadership of each faculty, as it was felt they knew best about its disciplines and internal characteristics. The organizing committee accepted all teams that had been selected by their faculties.
Recruiting Computer Technology Teams
The Department of Computer Science and Department of Computer Engineering announced recruitment for the event in their respective departments. Initially, 35 students from computer science and 53 students from computer engineering were interested in joining the hackathon. Interested students progressed through a series of training activities that would prepare them for the event. Students who regularly attended the activities were moved to the top of the candidate list. Finally, candidates answered a short online exam and underwent an interview process. Based on student academic records, training, and the interview, the Department of Computer Science, Faculty of Science, and the Department of Computer Engineering, Faculty of Engineering, each selected 20 candidates.
The 40 candidates were then merged into 20 teams, each with one computer science student and one computer engineering student. Each pair was allowed to recruit 2 additional members from other related disciplines to complete a team of 4 members.
Matching the Teams from Health Care and Computer Technology
The organizing committee felt it was essential that the health care and engineering teams have the opportunity to find their best match, given that each project and team had specific needs and capabilities. In order to accomplish this, the organizing committee came up with an innovative approach: using a speed-dating format [8] for team introduction followed by using the US National Resident Matching Program algorithm [9] to match teams. The main goals were to allow the teams to get acquainted in a short time and match them efficiently and fairly.
To mimic the speed-dating formatting, we set up a circle of 20 tables and asked each health care team to stay inside the circle and remain stationary at its assigned table. The computer technology teams lined up outside the circles. The teams had 3 minutes to talk to each other and 30 seconds to reflect on the conversation. When the time was up, each computer technology team moved to the next table and the process began anew until every team had met all teams from the other group. Each team then ranked up to 10 teams from the other group based on its levels of preference. The rankings from all 40 teams were collected, and 2 members of the organizing committee manually applied the algorithm to match the teams. A total of 18 pairs were matched with the algorithm, and 2 pairs that could not be matched were matched with a coin toss.
Prior to the actual hackathon, a 2-day bootcamp was conducted. The purpose of the bootcamp was to introduce key concepts on designing mHealth innovations and methods of collaboration between clinicians and engineers, as well as address how to implement and evaluate mHealth solutions.
To provide content to a diverse audience, general topics relevant to all participants were covered in the mornings. In the afternoons, a variety of workshops was provided for participants to choose from, each addressing specific skills and/or subject matters. All lectures were given in English, with opportunities to ask questions in Thai. The language of each workshop was determined by its instructors.
Hack Days
Participants were given 48 hours of hack time to complete their projects and submit their presentation. It was not required to have a fully developed, functioning app by presentation day. Instead, the requirements were for the teams to design products that would showcase their ideas and also show that a minimum viable product is feasible.
All teams were housed in the main hall of the KKU central library, with each having its own working station, network sockets, and power outlets. Participants brought their own electronic equipment. There was a team from KKU and mentors to help with miscellaneous requests from the participants. Refreshments were provided throughout the event.
There were both Thai and international mentors. In total, there were 4 mentors from MIT, 2 from Harvard Medical School (HMS), 1 from University of Waterloo, and 16 from KKU. Mentoring was provided throughout the hackathon and during scheduled mentor rounds. There was a board on which participants could write their problems. Mentors would periodically check the board and offer help if the posted problems were within their fields of expertise.
There were also mentor rounds and meetings throughout the event. During rounds, groups of mentors roamed the event hall to check the teams' progress and provide answers to problems. In addition, each team also had 2 scheduled mentor meetings in a private room, during which it reported its progress to a panel of mentors.
Table 2. Schedule of bootcamp and hack days.
Date Time Activity
January 9, 2017 9:00-9:30 AM Introduction and opening ceremony
9:30-10:15 AM Solving the Problems of Health Care
10:30-11:15 AM Design Thinking in Global Health Informatics
11:15 AM-12:00 PM Bridging the Divide Between Information Technology Developers and Clinicians
1:00-1:45 PM Asia eHealth Information Network
1:45-3:15 PM Workshops in breakout rooms
January 10, 2017 9:00 -9:45 AM The Formula for Good Health
9:45-10:30 AM Bringing eHealth Solutions to Market
11:00 AM-12:00 PM Creating a Culture of Entrepreneurship
2:30-4:00 PM Team introduction and matching
January 11, 2017 8:30 AM onward Full day of hackathon
Full day of hackathon
January 13, 2017 8:30 AM Deadline for submitting presentations
8:40-11:20 AM Team presentation
11:20-11:40 AM Deliberation of winners
11:40 AM-12:00 PM Award ceremonies and closing of event
There were 3 judges from the MIT Sana team, 2 judges from KKU, and 2 judges from Thai public health organizations. The main judging criteria were innovativeness, feasibility, and value of the projects. The winning team created a mobile app to optimize the logistics of moving patients around in a hospital. The first runner-up built a mobile app to incentivize blood donation and make the process more convenient for donors. The second runner-up tackled a mobile app that would allow patients on continuous peritoneal dialysis to collect data and better communicate with their caregivers.
Handling of Intellectual Properties
All participants ceded their rights over the creations to KKU under an agreement. With this agreement, KKU would be the sole entity overseeing commercialization of the products, with potential revenues to be shared between KKU and the teams. Having KKU as the sole owner of intellectual property would facilitate administrative processes regarding the projects.
One of the goals was to benefit the public as much as possible. To strike the right balance, KKU released all ideas and products from the event to the public under Creative Commons License Attribution-NonCommercial 4.0 International [10]. With this license, the public would be able to further develop the ideas and products, as long as such ventures are noncommercial.
Building a Fruitful Collaboration
The interest, hands-on engagement, and strong support of the leadership in each of the academic departments and administration at KKU were key factors contributing to the success of the KKU mHealth hackathon. From the beginning, this level of support allowed the KKU faculty members to have the time and resources necessary for planning and organizing the event, along with building enthusiasm and participation from the entire university.
There were other important elements that supported the hackathon along with laying the foundation for ongoing collaboration between KKU and the HMS-MIT teams. These included commitment, flexibility, respect for culture and local practices, and willingness to understand each other's needs. For example, the KKU members needed to learn about the details of organizing and conducting a health care hackathon, while the HMS-MIT Sana members needed to learn about Thai health care and educational systems.
Detailed planning and careful implementation were 2 other critical elements of the successful hackathon. Use of Web-based document-sharing and Internet conference calling were critical for communication. Three KKU faculty members also had the benefit of attending an MIT Sana hackathon in Taipei, Taiwan, 4 months prior to the KKU hackathon.
One strength of this event compared to prior hackathons was the relatively large number of mentors. With staff members from multiple departments at KKU and a large contingent of visiting mentors from the HMS-MIT Sana team, we were able to provide a diverse and large group of clinicians, engineers, and social and data scientists as mentors. There were 25 mentors in total for 20 hackathon teams.
While the diverse perspectives were certainly useful, the increasing numbers provided new challenges. We structured the mentors into small groups comprised of both Thai and international mentors. These small groups roamed the event space answering questions and reviewing the progress of the teams in order to help ensure that specific questions were answered in a timely fashion. Teams submitted questions on a request board and mentors with the appropriate expertise responded to the teams.
As the event continued, we realized that this large group of mentors required a more structured mechanism for tracking suggestions and feedback. We wanted to strike an appropriate balance between oversight and allowing teams the space to work on their own. To this end we trialed the use of a paper log at each group's table so that mentoring teams would be able to record basic notes on their interactions with a project group. This enabled the next mentoring team to identify whether issues had already been addressed and whether the team had recently received (potentially conflicting) advice from other mentors.
Unfortunately, given the impromptu addition of this system, it was not adopted across all mentoring groups. We look forward to implementing a better system of tracking the mentor/team interactions in the future and have begun brainstorming digital solutions that might be less cumbersome than paper logs.
Unlike most hackathons where participants form teams at the beginning of the event without much of a system, we decided to be more structured with team composition. An open format could be intimidating and disorienting to inexperienced participants, and it might lead to groups without a good mix of expertise and skills. Considering that the hackathon is a novel concept for Thailand, we believe that this decision was a correct one and that it was crucial to the success of the event.
Each team tackled a unique health issue—no 2 teams worked on the same problem. It was also required that at least 1 health care professional be present at all times during hack days to provide prompt feedback to the computer technology team. We believe that these 2 elements greatly contributed to the event, as they made the teams feel invested in their projects.
Efficient and Fair Matching
We also believe that using the speed-dating format and the US resident matching algorithm allowed for an informed, efficient, and fair matching process. Each team had a chance to learn about all teams from the other group before deciding which teams they preferred. The time it took for this process (including orientation) was only 75 minutes. And because each team was allowed to populate its own preference list before having a well-established algorithm impartially applied to it, satisfaction in the process was high.
Innovations in every discipline are the product of people coming together, typically with different perspectives but shared goals. Great accomplishments are seldom the work of a single individual, and yet we still focus on individual learning in schools, at the workplace, and in life. The hackathon provided a platform for the participants to teach and learn from each other. Although mentors provided the episodic one-to-many model of teaching, we observed continuous many-to-many model of learning throughout the event. We witnessed firsthand how a sense of mission and a feeling of trust within each group were critical to its success during the hackathon. None of us is as smart as all of us.
The hackathon was funded by KKU, MIT Sana, and the Center for Eye Research and Education. There was no funding for authoring this paper, and the aforementioned sponsors were not involved in approving this paper. LAC is funded by the National Institutes of Health through the R01 grant EB017205-01A1.
We would like to acknowledge the following KKU leaders and administrators who made the KKU mHealth hackathon 2017 a success: Dr Kittichai Triratanasirichai, President of KKU; Dr Nawarat Wara-aswapati Charoen, Vice President for International Affairs; Dr Denpong Soodphakdee, Vice President for Academic and Information Technology; Dr Chanchai Panthongviriyakul, Dean of the Faculty of Medicine; Dr Kanda Saikaew, Head of the Department of Computer Engineering; Dr Pipat Reungsang, Head of the Department of Computer Science; Dr Bandit Thinkamrop; Dr Kitt Tientanopajai; Dr Wanida Kanarkard; and Dr Daris Theerakulpisut.
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Angelidis P, Berman L, Casas-Perez MDLL, Celi LA, Dafoulas GE, Dagan A, et al. The hackathon model to spur innovation around global mHealth. J Med Eng Technol 2016;40(7-8):392-399. [CrossRef] [Medline]
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Putnam D. Team size can be the key to a successful software project. URL: http://www.qsm.com/process_improvement_01.html [accessed 2017-06-21] [WebCite Cache]
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National Resident Matching Program. How the matching algorithm works. URL: http://www.nrmp.org/matching-algorithm/ [accessed 2017-06-21] [WebCite Cache]
Creative Commons. Attribution–NonCommercial 4.0 International. URL: https://creativecommons.org/licenses/by-nc/4.0/legalcode [accessed 2017-06-21] [WebCite Cache]
HMS: Harvard Medical School
HST: Health Sciences Technology
KKU: Khon Kaen University
LCP: Laboratory for Computational Physiology
MIT: Massachusetts Institute of Technology
Edited by G Eysenbach; submitted 22.06.17; peer-reviewed by F Kaggwa, S Van Poucke; comments to author 09.08.17; revised version received 20.08.17; accepted 20.08.17; published 16.10.17
©Atipong Pathanasethpong, Chitsutha Soomlek, Katharine Morley, Michael Morley, Pattarawit Polpinit, Alon Dagan, James W Weis, Leo Anthony Celi. Originally published in JMIR Mhealth and Uhealth (http://mhealth.jmir.org), 16.10.2017.
Pathanasethpong A, Soomlek C, Morley K, Morley M, Polpinit P, Dagan A, Weis JW, Celi LA
mHealth in the Developing World/LMICs, Underserved Communities, and for Global Health (208) Viewpoint (37)


This morning, we went live with some new tools in Emma Guestbook that I'm excited to share with you, some of which were suggested by Emma clients -- Thanks for these first two ideas below, Walk Bike Nashville!
More signup fields! Now you can include all of your active Emma contact fields on your Guestbook form.
Email addresses of signups captured will now be listed in the Entries section of the Guestbook app.
There's now a sort option in the audience groups dropdown.
We've added a Settings section with help links and the ability to log out of the app.
Deleted groups will no longer show up in the audience groups dropdown.
Autocorrect has been removed from signup form fields: Some folks found their names were being "corrected." No more.
We have more in store for Guestbook as the year goes on, so the story isn't over yet. Head to the Emma Guestbook app category here to learn more about how others are using Guestbook.