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Tim Tayloe
Bro. Tayloe started at Kohler Co. in 1986. He started in the Foundry, on the turn tables, then moved on to the Osborn pouring iron, where he became Divisional Steward. In 2001, he moved to the Engine Division. Soon after, he became Steward, later was elected in as Chief Steward. In 2014, Tim was elected in as President of UAW Local 833. He ran unopposed in 2017 & 2020. Tim has been active in the Union & their Committees, holding many positions over the past 31 years: Local 833 Guide, Executive Board, Education Chair, Union Label Chair, Worker to Worker program, Scholarship Committee, Recreation Committee, Local 833 C.A.P. Chair, and currently holds a position on the Wisconsin State C.A.P. board member at Large. He has attended school for workers, multiple times, at Black Lake Training Center & Ottawa Training Center and was proud to be the voice for all workers rights as a Washington delegate 5 times.

redpajama_set_name: RedPajamaCommonCrawl


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LIVE International Edition 2330 EDT
LIVE VOA Africa
Coronavirus-linked Scams on the Rise, US Secret Service Warns
Megan Duzor
Department of Health and Human Services Secretary Alex Azar, with White House coronavirus response coordinator Dr. Deborah Birx, left, and Vice President Mike Pence, speaks to reporters ,March 2, 2020, in Washington.
The U.S. Secret Service is warning Americans to be on the lookout for coronavirus-linked scams saying that "any major news event can become an opportunity for groups or individuals with malicious intentions."
In a statement Monday, the Secret Service said criminals have already begun to use the fears surrounding the coronavirus outbreak to play on people's emotions.
The agency said in one instance that victims received an e-mail purporting to be from a health organization containing supposedly important information about the virus. An attachment, when opened, prompted victims to enter e-mail login credentials that were then stolen or unleashed malware on the computer.
It said other schemes used social media sites to get people to donate to phony charitable causes related to the outbreak, while others used advertisements for in-demand medical supplies to get people to pay for items that were never sent.
"Fear can cause normally scrupulous individuals to let their guard down and fall victim to social engineering scams, phishing scams, non-delivery scams, and auction fraud scams," the Secret Service said.
The agency urged people to be on heightened alert and said more of these incidents are expected.
Last week, police in Britain said victims in that country had lost more than $1 million to coronavirus-linked scams. It said many of those involved scams over face masks, with one victim paying nearly $20,000 for masks that were never delivered.
Coronavirus Treatment Urged for Immigrants Regardless of Legal Status
World Facing Coronavirus Pandemic, Health Expert Says


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Scorpio with Blood Type AB is calm and modest. You do not like gossiping or flattery or emotional instability.
You are observant and have great desire for knowledge and exploration. Though appearing calm and rational, you have the capability to be forceful and to react to the situation.
Scorpio with Blood Type AB is passionate, mysterious, considerate, and very charming.
You do not like revealing yourself to anyone. So you might be perceived as unsociable at times. But when you meet someone getting along, you are willing to share everything.
Advice: Keep a balance between honesty and principles.


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Podcast: When it comes to risk and compliance, think about more than just tech
Kyle Gardner | Senior VP & Group Executive at FIS Compliance Suite, FIS
Financial Futures: Season 6 Episode 5
Everyone knows that both risk and regulatory requirements are rising. The question is, how do you relieve the pressure? Because it's not just a question of applying new technology. You need to look at the bigger picture and consider staffing, processes and data.
I talk about all of this and more with Niv Bodor, senior manager of advisory technology risk at Deloitte, in season six's last episode of our podcast, Financial Futures. How recently have you considered:
The macro changes you may have missed during the past year and a half
The impact of regulators' – and bad actors' – aggressive adoption of new technology
Why improving your tech capabilities is just one piece of the puzzle
How the roles of the CCO and CRO will change
And there's so much more to dig into. So, grab a cup of coffee and click on the button below to start listening.
Miss the last episode? Podcast: AI in finance: Massive innovation, massive disruption, massive opportunity
ERIN DANGLER: As the old saying goes, change is the only constant. And in the capital markets, that change is happening faster than ever before.
NIV BODOR: Every new activity, every new product, every new type of training and kind of asset that you handle, all that has significant challenges and, and new requirements from a risk and supervision and compliance standpoint. So I think kind of the pace of change is just remarkable.
ERIN DANGLER: But in order to keep up with the ever-evolving world of risk and compliance, institutions must either adapt or fall by the wayside.
KYLE GARDNER: some of these new technologies. I just don't think they can do it. I think you can, maybe band aid it along for a certain period of time. But then you're probably going to find yourselves in the news because of a systemic problem throughout the firm.
ERIN DANGLER: This is financial futures, the podcast that charts the frontiers of fintech innovation. In this series, we'll be exploring the opportunities and challenges facing the capital markets and diving into the trends that are reshaping the way institutions operate in this rapidly evolving industry. I'm your host, Erin Dangler. And today, we're peering into the future of risk and compliance to find out what's in store for CROs and CCOs with the help of senior manager of advisory technology risk at Deloitte, Niv Bodor, and senior vice president and group executive at FIS Compliance Suite, Kyle Gardner. We'll discuss how trends, such as the rise of free trading platforms and changing trader demographics are prompting the increased focus on risk and compliance. We'll examine the technologies helping financial institutions to stay on top of stringent regulations and reduce their exposure to internal and external risks. And we'll ask what this increased reliance on technology means for CCOs and CROs. First, what are the issues in the capital markets making more advanced risk and compliance tech so necessary right now?
NIV BODOR: I think it's a few things. I mean, for the regulators, pretty much the journey since 2008, 2009 has been a little bit like peeling the onion. And unfortunately, the more they peel, the more kind of issues they found. And it also prompted them to look into new product areas, new business areas, just find more and more issues in terms of how markets were, or being handled as well as all the different business activities and, and how banks and financial institutions were conducting their business with clients. So, I think it's been pretty much a mad journey ever since for the banks in, in trying to kind of fix all the issues for those who had the, kind of the biggest missteps and those that were pinged by the regulators and for all the rest of the financial institutions, it was just about keeping up. The challenge has been, really, with kind of addressing all these different issues. Whereas the response time for the banks is typically very slow, right? So you adjust your procedures, your processes, your program, you bring in new people, you make changes. And that's something that you could do within, within a few months, sometimes a year or two, but then you also rely on technology, right? And bringing in new technology, implementing, even getting the data needed in order to do those implementations. That has taken much longer than, than what it should. And I think the reality is being that the banks, you know, were addressing a certain issue and implementing the required technology and while doing it, they already had the next two, three issues and those required other systems or more modules and all of that more data. So it's always more and more from a technology and data standpoint. And it's been very hard for the banks to kind of cope with that and just be in time.
KYLE GARDNER: I mean, I think sometimes we look at the last year and a half or two years and we kind of think COVID and we get caught in, in blinders a little bit, and we don't recognize some of the other kind of macro changes that have happened in the industry. You know, you look at the introduction of free trading with Robin Hood and some of those types of platforms, how firms have had to change and adopt their business models associated with that, you know, firms need to make money some way. So if you erode the profits on trading then they look to bring those back in some other way, so it introduces a new set of complexities from a regulatory and a risk perspective. We have new demographics of investors. I'll call them this retail force. So you see what happened in Q1, where you had kind of the hedge funds versus the small guys. Where the small guys, the millennials, went on these social media platforms and grouped together and went out and traded and what I'll call like-kind strategies. What's interesting you talk to some of those investors about what they did and how that worked. And, and one of them rationalized it to me as "Well, this is just the new platform. Our parents watched a show like Mad Money. They all traded in unison behind Kramer's advice. We're just doing it between ourselves, without Kramer announcing it." And so they really view kind of some of these changing demographics and go, this is how we operate. We don't operate like our parents or like our grandparents or these different groups. Like Niv said, there's an immense amount of data and you saw the data volumes and spikes over the last year and a half that are difficult for firms to manage. So you look at some things like cloud adoption and adopting some new technology has enabled some firms to stay ahead of those data volume increases, but also data represents an opportunity and a risk. If you can use that data holistically, comb through it, identify some trends, then you may be further ahead than someone else may be. So it has, it has been an interesting year. There's been a lot that has gone on, and it's been a lot of good, some bad, but I think firms are adequately trying to wade through it all and manage the risk appropriately. Create a framework and a strategy to push forward into the future.
ERIN DANGLER: And it's not all just COVID. I mean, I know we're talking about, you know, working from home, create security issues, but you're also talking about this generational shift. You know, we've got gen X-ers working now with millennials and that creates a disruption as well, which creates emerging risks. So what are some of these emerging risks that need to be managed? Can you give me some examples?
NIV BODOR: some of the areas that that Kyle had mentioned. I mean, obviously the business activities are changing. You need to work with these millennials, you need to adjust, and banks have been adjusting how they conduct the business, just you know, over newer technologies, right? The over a smart phones and, and through apps and everything is being done online. As Kyle has mentioned, adjusting to these new investment platforms, right? Like, like Robin Hood. There's also cryptocurrency and digital assets that just blew right in and represent a huge volumes and huge amounts of money that are now being passed by investors, every new activity, every new product, every new type of trading and asset that you handle, all of that has significant challenges and, and new requirements from a risk and supervision and compliance standpoint. I think the pace of change is just remarkable. Some of these things have really changed in the last two or three years. And it's just coming on and on. So the banks really need to kind of adjust the technological infrastructure and they're doing it already from the side of the business, but then they also need to do it from the side of the supervisory framework and compliance and supervision, really just to keep up with what the business has to do in order to continue to evolve and to make more money.
KYLE GARDNER: The point that I would focus on just real quick is the adoption of new technology. There's a little bit of a honeymoon period I'll call it whenever a new technology comes in, where people want to be on the latest and greatest, they want to adopt it. But the reality is some firms have been burned a little bit by some new technology. There's been an over promise and an under delivery. And so now firms are a little bit more hesitant, I feel. But the interesting thing about this is when you look at new technology, the regulators are aggressively adopting it. So really when you look at these risk and compliance teams, the regulators doing proactive surveillance on their firms, they're not going into a firm necessarily anymore and saying, "Hey, let's talk together. Let's look at your areas of risk." They're coming in with a list of their own saying we, we know where some issues are based on the data with additional analysis being done on top of it. You further look at just the regulators aggressive adoption of that technology. You look at the bad actors adopt that technology as well. So, you know, we've moved from almost a fraud conversation from a plain and simple fraud to this synthetic fraud where now fraud is targeting basically a strategy of, we want to skirt under the flag. You look at firms also from a proprietary business strategy perspective have adopted new technology in a very aggressive way. A lot of the companies that are out there use algorithmic trading and the artificial intelligence machine learning that's built into that. And then you even look at how firms have used the new technology to market and position new products and solutions and services to the end consumers. And are we manipulating those consumers? Or are we providing the best options for them as a consumer in the market and maintaining that integrity of financial services. So really compliance is kind of in the catch-all position where they have to manage all of these new adoptions of new technology. They have to make them understandable. They have to make them so that they can show the trends, the processes, the procedures. And more importantly, catch these new technologies when they maybe deviate or go off rails from an ideal operating model from a risk and compliance perspective.
ERIN DANGLER: institutions are under immense pressure to adopt the latest risk and compliance technology. Not only are the regulators calling for it, but increasingly sophisticated cyber-attacks are forcing organizations to upgrade. However, improving your technological capabilities is only one part of the issue. As Kyle says, even upgrading your processes and procedures brings along its own regulatory red tape. So how can financial institutions keep up with this seemingly never- ending process of compliance and risk management and what do they need to do to adapt?
NIV BODOR: I think data is key. Firms, financial institutions have been working for probably the last five or 10 years to kind of improve their data infrastructure, right. And really the purpose of that is to gather as much data that you can for your business and transactional activities and make that data available for faster processing that you can utilize both from a business standpoint, as well as from a compliance standpoint and for a lot of other needs. But that that's really the basis. And I think firms are still in the process of putting together those kinds of big data systems and really enabling and making that data available for some of those upstream systems and needs really. Uh, but I think that's key. You need to have the data much closer to real time, as much as possible. And then you'll be able to kind of do the type of processing that then allows you to gain the intelligence you need from that data. The second part, cloud is important because of the acceleration of adoption of technology that it allows you. So obviously there's an economic consideration and business case to be made you know, with using the cloud, but, but I think from a technology and IT standpoint, or even a business need, what it really allows you to do is to roll out new systems much faster, because it's not just a simplification of kind of your infrastructure and the fact that you can keep those applications and data on the cloud, it's also about getting a lot of that data from kind of external sources, which we vendor provide as part of their cloud solutions. So typically if in the legacy situation it could take, you know, sometimes 3, 4, 5 years to roll out an enterprise solution, the expectation is that with the cloud, you can do it in less than a year or up to a year or two, again, depending on kind of the need, but really accelerate your time to market when you're deploying it.
KYLE GARDNER: You could have the best the AI platform in the world. and if you don't have the data to drive it, or if that data is biased in some way, then you're never going to see the results that you're looking for. We talked to some different participants in the industry, just looking at the adoption of AI. A lot of times we talked to firms with two competing strategies: one is where they want to do it upfront, and then others were plain and simple. And unfortunately there's a lot of firms stuck in this boat. They say, "Hey, we're compliance. We don't have as big a budget that we want. So we're going to try. We're going to try to do this low cost and learn, learn as we go." And what I'll say is, it pays to invest up front buy a little bit of expertise and then make sure you internalize that expertise of the firm and use that on future projects. The other thing that I would say is just on data, you know, as we look at data and we look at new technology, it really increases the university of the data that we're able to use and able to draw on. I'll give you a quick example, I was in a conversation with one institution, and we were talking about anti money laundering. There were all sorts of scenarios they were talking about, data points they were talking about. And some of the best data that they uncovered actually came from freeform notes from tellers. And it's interesting how these advanced technologies were able to connect dots and those free form notes that previously the firm just was not able to do. So one example of this. They realized there was a correlation across the Southeast in individuals depositing cash in a bank. And there was a correlation between the types of baseball hats they wore. And the mechanism by which they brought the cash into the bank. And so by looking at the amounts of cash, looking at these baseball hats, in addition to the form in which they brought the cash in, there was a direct correlation that the technology was able to draw and say, hey, let's raise the risk score of these individuals and identify some of this money laundering.
ERIN DANGLER: I'm really curious as you give that example about the backpacks and the hats and the amount of money. How is that captured? Is that all of those pieces working together and with these new digital technologies, can that happen in real time?
KYLE GARDNER: So you look at it, you go back to that example, baseball hats and backpacks, and you look at this ancillary data that's now available. I would say communication surveillance and communication of any type is kind of an emerging trend that we're seeing throughout the globe. You know, communications data really is, is something that has the opportunity to supplement and enrich a firm's policies, procedures, and investigations across the board. You look at like a new regulation, for example, like Reg BI. Um, Reg BI is a regulation in the United States where you have to do a lot of disclosures to clients. It's kind of like when you do an upgrade on your iPhone, you have to check a box saying, yeah, I read all the terms and conditions. I personally have never read one of those terms and conditions when I do a, an upgrade on my phone. And so I think there's a general feeling that a lot of the industry operates in that same way. And quite frankly, some of those terms and conditions are just people don't understand them. And so with this emergence of comms surveillance, firms now have the opportunity to look at situations that have happened. For example, something, say it may seem very innocent, where I'll go back to Reg BI for a second, where maybe an elderly person goes into an annuity. They say "absolutely, sign this up for me." They didn't realize that it was going to spread their money over 30 years. They probably won't be here by the time that completes. And so they may have a little complaint. You could say it's a misunderstanding, whereas you go back to that comms surveillance and all of a sudden you can see that a rep told them that, oh yeah, you'll have a return in two to three years. It shows a lot of things that aren't in just a paper sense. And so comms surveillance is something that I'm actually very excited about. You look at trade reconstruction and just the opportunity that it has really, as I mentioned, to enrich all of those policies across the board.
NIV BODOR: Absolutely, I mean, comms surveillance used to be very reactive and very policy-based financial institutions have had, for a long time, policies of what you can have and what you shouldn't have in your communications. And they use those platforms just to look for that. So very, very simple rules. But I think that there's an additional paradigm shift that needs to happen, is just to look at it from a proactive standpoint of analyzing those to be ahead of the game in order to really detect trends and patterns that you cannot detect otherwise. So just to give you an example, I mean, you know, at Deloitte, we've done numerous projects where a bank or a financial institution would have some sort of a regulatory issue. And then we would be brought in to just look at communications in the last five, 10 years sometimes and either use some automated tools or even have people just sit down and go over those communications, you know, hundreds or thousands of documents. And just to try to kind of match that to what actually happened or to compliment that, you know, what the regulators have already found. But, with today's technology, there's no reason to do these things in a reactive way. You should be proactive. We should be able to analyze those communications as they come in. And instead of just having this, this simple rules that are driven by our policies, to have more meaningful modules, and it all goes back to the AI, that tried to analyze a context of, of a business process or an issue, right? Whether it's disclosures or whether it's collusion around terrorist activity or, or any sort of fraudulent activity, market manipulation. And you just have to have kind of better intelligence in analyzing the data specifically for that, that data is there. It has always been there. Uh, the banks are capturing it. They just never knew or were never proactive enough in trying to get the intelligence that is in there.
ERIN DANGLER: So let's talk about that technology. Cause I'm kind of fascinated by this whole communication piece. It sounds like it's kind of front office versus back office. The people that are trying to be the department backstop for risk and audit are always the last to know or the last to weigh in where the front office is out there working strategy and working clients. So what are these technology solutions like reg tech solutions, risk solutions?
NIV BODOR: It's either tools that are dedicated to monitoring or, or surveillance, so really focused on the specific use cases for training operations or, or banking operations, and specifically what they need from both a monitoring standpoint and a supervisory standpoint. The other type of tools that you have are more analytics based. So broader tools that focus on the data as it is. So unstructured data and, you know, very strong analytics and AI, and basically allow you to develop your own use cases. So a little bit less kind of focused on, on the actual award flow that you would need as a supervisor and more focused on, on very strong analytics. And I think banks, they've been using the first more, because it's been easy to just put it in place and just have your supervisors have all the required workflow and archiving and, and the ability to kind of utilize that in their day-to-day job. And they're also complimenting it with stronger analytics tools as well, so trying to see what is there to be gained beyond, beyond kind of the day-to-day. And there's also kind of a merging of both in a sense. So making sure that you have your workflow in place, but also utilizing more and more AI, as well as a kind of natural language processing, just to make sure that you get the language aspects right.
KYLE GARDNER: Yeah, absolutely Niv. I think you mentioned a couple of things. You know, if we step back five years, Erin, sometimes even two years, the main focus around comms surveillance was usually on data archival. And this new technology, it's really shifted that on its head. And archival strategy is almost viewed as a check-the-box of a current solution. Really what they are looking for is they're looking for that proactive surveillance. You used to talk to firms, and they would, they would talk about sampling, for example, even on this comms data. We do sampling on that on a certain periodic basis and now firms are going out of that sampling. Isn't good enough. We can't read 10%, 20, 30% of emails, we need to have a proactive surveillance tool that's monitoring all these across the board. People also need to recognize these new solutions don't use computing power in the same way that an archival or rules-based system do. So you have to have the resources stood up so that these programs can actually run, and they can crunch and heavy processing times. You almost even go back to some of these fraud discussions where we started, cloud has some other opportunities, for example, looking at DDoS attacks, DDoS attack for an individual firm to handle is quite difficult. When you have a contract with an enterprise service provider in the market, like an AWS or something like that, you can really rely on these safeguards, the securities and the tools they've put in place to really protect that data. The last thing that I would just say is around timeframes. The new generational shift with some new investors in the market. They're not going to wait days or weeks or months for an answer on something. And the regulators are getting that way as well. You know, they don't, if a regulator comes to you and says, "Hey, we want some trade reconciliation work done, we want to know all of the communications surrounding this." You can't go back to that regulator and say, well, we're going to have to pull tape. We're going to have to start reviewing this. It's going to take us a month to respond. The new norm is kind of 72 hours. But we see all of these timeframes continuing to compress. And so there's no way to handle the volume of data that we have now. There's so many different communications platforms and you look at those compressing timeframes. There's no way to do it, except for new technology. You simply cannot throw enough heads at it. So if a firm doesn't modernize there's, there's a price to pay.
NIV BODOR: just wanted to add, with FINRA knocking at your door. The CFTC, the examination, may actually include data scientists nowadays. It's not just the old school examiners coming with a few questions. They might actually come with a few data scientists, and they will have very kind of detailed questions on your data and utilizing their machine learning models for example. And you need to be able to answer those questions and also kind of uh, be able to represent what you are doing.
ERIN DANGLER: With stricter regulations governing such vast areas of the capital markets. Institutions cannot simply assign more bodies to the problem in order to meet the demand of the regulators. They need to embrace technology. But what impact will all this extra computing power and risk and regulation have on the human element? And how will this affect the role of CCOs and CROs?
NIV BODOR: You definitely have to be more, more tech savvy than in the past. There are definitely more kind of groups that they need to work with. We're seeing a lot more synergies happening, both with your kind of technology and IT teams, as well as with the front office. Because there's a lot of reliance on, on their data, but also kind of joint ownership from a risk standpoint, it's no longer just compliance. Um, oftentimes the, the business actually owned the risks and, in a sense, you're either collaborating with them or actually working for them rather than just being an independent arm as in the past that are, you know, you're just doing kind of your thing versus the regulations that you need to cover. I think also just the overall pace has, has changed. You just have a lot more things being thrown at you and a lot more challenges. Again, it's also about the reaction time, right? You can't just drag things over a few years now to implement something, you just have to be a lot quicker than in the past.
KYLE GARDNER: You look at a chief compliance officer, a chief risk officer, and you look at some of the pressures that firms are under now. I think if you asked many of the chief compliance officers, chief risk officers, do they have the resources they need in the budget? Most people would probably say we could use more, but then you ask their counterparts on other sides of the firms, and, oftentimes, the compliance budgets have greatly outpaced from a growth perspective, the budget of, for example, the front office. And so that's created a lot of, a little bit of friction. So I think what chief risk officers, chief compliance officers really are tasked with nowadays is I would call baselining their cost while protecting a firm from fine censures and public harm. There's a lot of talk in the industry right now about GSE type funds and looking at companies sustainability and all these different things. No one wants to be the company that it turns out there's an enterprise, you know, systemic bad action happening throughout the fund where investors, where their consumers or someone were taken advantage of. I mean, that's going to earn them negative marks across the entire industry. And then you look at the social media channels and how these new investors that already think financial institutions are a little bit maybe dishonest or big brother-ish, you know, it's just another mark against them. So these chief risk officers really and chief compliance officers as I look at it, they have to balance the budgeting. They have to balance the performance. They need to adopt new technology in order to do that. At the same time, they have to protect the firm, make sure that the name is kept out of the news and more importantly, maintain integrity and financial services by protecting the end consumer. Without some of these new technologies, I just don't think they can do it. I think you can, maybe band-aid it along for a certain period of time, but then you're probably going to find yourselves in the news because of a systemic problem throughout the firm.
ERIN DANGLER: they embracing this new technology? I mean, that may be generational among CCOs and CROs as well. I mean, nobody likes change.
KYLE GARDNER: I feel pretty passionate about this. So I think every financial institution that's out there. If you ask them, have you done, for example, an artificial intelligence project, they would tell you, yes. Some of those projects were done at the early adoption of the new technology, maybe when the returns weren't as well-defined, as they should have been in the expected outcomes from those projects. And I think as firms really look at the new technology now, there's a lot of great use cases to where they can point that technology and look for a direct return, whether it's reducing false positives or if it's really looking at holistic risk across the firm. I mean like Niv said, when you look at a risk program and you look at a firm and say, okay, what's the likelihood of a risk out of these different regions? And what is the cost implication of that risk materializing? There's always a certain amount of odds weighting that is done in that. The interesting thing is, you know, if you go back to cash days, you couldn't launder billions of dollars of cash through one remote branch, but with the digital assets now and all these other things, that risk odds weighted risking of your branches, of your policies, of your procedures, it opens all of them up to almost unmeasurable risk because so much can be crammed through so quickly. So really that technology helps you balance it across the entire enterprise.
NIV BODOR: It's definitely a challenge because you need to have the right staff. You need to have also the ability to support those technology implementations, right? Because people have day jobs and they also need to support the actual definition of what you're going to do within a system and be part of the testing during the implementation and all of that. You know, for rolling out kind of new systems and new technology all the time, it also makes it hard for people to focus and do what they need to do. So, there's definitely a balance there, but I think there's definitely a very compelling kind of use case for using AI across the board. AI really helps you with leveraging the data that you have as long as you do it right. It's also a matter of being able to demonstrate how are you using those AI modules and getting some of that transparency across to the regulators as well. So you need to have the confidence and need to be able to demonstrate that it's actually working. And then you can maybe sit back and relax just a little bit and think about the next set of risks.
ERIN DANGLER: about the next set of risks. Sit back, relax, and think about the next problems. Right? And that's the rate of change that we're going at. So thinking toward the future with new emerging risks, every five minutes, how should firms take steps towards adopting these new technologies? I mean, if they're still in legacy systems, what would you tell them?
NIV BODOR: Definitely prioritize. And the prioritization should be done from a risk standpoint, as well as from an efficiency standpoint, right? So where are you going to get the most for your buck? Whether it's by allowing you to reduce headcount as well as by reducing risks. So you need to think in terms of your operation, but you also need to work with the business in order to identify those risk areas and be able to prioritize those deployments. I think what's also very important is it's just a kind of utilizing some of the areas that could be low hanging fruit. If you have data that can support a certain use case, go ahead and do that and kind of push the next one after you get the necessary data. So don't, don't try to rush something because it was a high priority if you can't actually do it right.
KYLE GARDNER: You know, as I, as I look at adoption of new technology. As I look at really also analyzing a firm's risk and where you want to focus, there's a couple of things I would point out that are right along those lines. I would say, number one, don't let failure stop you and your adoption of this new technology or in your path of changing. Now, you also don't want to have a two- year project and realize that you failed right at the end. You look at a lot of the development changes from a waterfall type project to an agile. And I feel like some of these adoptions and new technology have to follow that agile methodology. So break into small chunks, realize some gains upfront. If you fail at some point, pull back, analyze react, but continue to push forward in your strategy. You know what I also think, really, you do have to invest in some expertise. These are new technologies. I also think that you need to open up some of these positions for employees to grow as well, because a lot of your employees know where some of your underlying risk are. They know some of the trends of your data, so help some of those employees maybe grow into those roles. And then the third thing I would say, as, as, as you look at these strategies, it really has to be a collaborative effort throughout the firm where we have seen it work best is where the compliance team partners with everyone, from the executive down to the teller, so that they're really pulling a holistic approach and a holistic view from the firm taking into consideration all of the data and everything that's available. So I think really pulling everyone together and making sure that those objectives and those priorities are aligned is absolutely key.
NIV BODOR: Yeah, and look, it's definitely a journey and the regulators recognize that. As long as you have an actual plan in place and you have kind of steps by steps that you can budget and you can actually execute on as well as potentially some temporary measures to mitigate the risk, you should be okay. And then it is very important to just make sure that you have some early successes and just build on those successes and also not, not to go too big right away. Don't plan huge, huge implementation projects, but try to, as Kyle said, break it to chunks you can actually handle and that you can actually execute on and be successful with.
ERIN DANGLER: I mean, really, you're talking about having goals and baby steps and innovating and collaborating as things evolve. So any last remarks as we wrap up this conversation? I mean, where do you see the industry going as far as technology in the next five years? Do you see everything being cloud-based? You know, are we still going to need a brick and mortar? We still going to need to meet in person to, to underwrite companies.
KYLE GARDNER: That's an interesting question Erin. Me personally, I think COVID has been a catalyst for change. The change has been pretty impressive to watch. I think a lot of that change is here to stay. And a lot of the efficiencies that is brought are here to stay. I think we will engage in some of those businesses normal task. But I would, I would say, you know, in general, my, my closing remark is, you know, financial services as a tight-knit industry. I think everyone that works in it has a vested interest in maintaining integrity and financial services. So we've talked a lot about firms, how they work together internally with a firm, how they partner with maybe some service providers. There's also a wealth of information throughout financial services colleagues at other firms and other groups, don't be afraid to reach out. I've found that financial services is very collaborative and the risk and compliance space. And, and as a community, we're probably better off to succeed than as people just trying to do some of these things on their own.
NIV BODOR: Yeah, I think you've hit it on the head, Kyle I agree, compliance and supervision that this industry is very collaborative. People tend to be, and actually aspire to be kind of in the middle of the pack, but you also have some of those early adopters. And hopefully if they're successful in some of these areas, then you see kind of the, the other banks adopting or following their footsteps and kind of going through some of the same implementations and the adoptions of new technology. I think that it's okay to be in the middle of the pack, but from a financial institution standpoint, you always have to be aware of your risks. Don't try to do the minimum. Don't focus just on the language of the regulation. But make sure that you're working with the business and that there's a clear understanding, and it also goes to the top of where your risks are and how you're mitigating those risks. And if that's your starting point and your analysis and prioritization and budgeting is based on that. You'll do well.
ERIN DANGLER: Niv Bodor is senior manager of advisory technology risk at Deloitte, and Kyle Gardner is senior vice president and group executive at FIS Compliance Suite. That's it for today's show. Thanks for joining us for the season six finale of financial futures, a production of Lower Street Media in collaboration with FIS. This season has been produced and edited by Ryan Sutton. Alex Bennett is our audio editor and sound designer. And I'm your host. Erin Dangler stay tuned. Season seven is coming soon. .


text:
Q: SP 2013 buttons in SP 2010
Regarding the SP 2013 buttons in the image (the one with hover effect where the shade slides up/down), I have 2 questions here:

*

*Can I achieve the same button (with the same hover effect) in SP 2010?

*If it is not possible, is there a way to create such buttons in SP 2010?

Thanks

A: You can try Metro UI Tiles to achieve the same effect. They are pretty straight forward to use.
You need to download the METRO UI Pack and reference it in like -
<!DOCTYPE html>

    <link href="metro.css" rel="stylesheet">

Excerpt from the link above, this is for the exact effect that you want :

            ... Main slide content ...

            ... Over slide content here ...

`

redpajama_set_name: RedPajamaStackExchange


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Debriefing Survivors of Major Incidents, course feedback.
APT prides itself on the feedback we receive about our courses. Below is just some of the great written feedback the Debriefing Survivors of Major Incidents course has received.
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text:
Q: Python pytest unittest.TextTestRunner doesn't run specific suites I have a problem with running test suites.
I'm using pytest for fixtures and test ordering and unittests for running suites. All test classes have parameter (unittest.TestCase)
The file I execute from in the same directory (folder/package) where tests are.  I execute TestSuite with command, pytest tests/test_suit.py.  Here is test_suit.py:
import unittest
from unittest import TextTestRunner
from unittest import TestLoader

from tests.home_page.login_test import LoginTest
from tests.cloud.cloud_test import CloudTest

tc1 = unittest.TestLoader().loadTestsFromTestCase(CloudTest)
tc2 = unittest.TestLoader().loadTestsFromTestCase(LoginTest)

smokeTest = unittest.TestSuite([tc1])

unittest.TextTestRunner(verbosity=2).run(smokeTest)

The problem is, it executes all TestCases, even if I put just one. Looks like it collects all classes where I have argument (unittest.TestCase) and doesn't pick up correct TestSuite.
It does not matter if I do smokeTest = unittest.TestSuite([tc1]) or smokeTest = unittest.TestSuite([tc2, tc1]), it still runs all TestCases.

A: Here's my non-answer.  Having checked the pytest documentation and found paragraphs like (emphasis added),

Note that this is meant as a provisional way of running your test code
  until you fully convert to pytest-style tests. To fully take advantage
  of fixtures, parametrization and hooks you should convert (tools like
  unittest2pytest are helpful). Also, not all 3rd party pluging are
  expected to work best with unittest.TestCase style tests.

do you have a reasonable expectation that you should be able to call pytest on a unittest-style test runner?
Looking at pytest's own test for unittest compatibility, and their unittest.py module itself, I see no support or validation of unittest-style TestSuites, which your test_suite.py is dependent on, and which forms the basis for this question.  I only see support for that which they document they support, unittest.TestCase.
pytest does the wrong thing
so zyoung$ pytest tests/test_suit.py
============================= test session starts ==============================
platform darwin -- Python 2.7.13, pytest-3.0.6, py-1.4.32, pluggy-0.4.0
rootdir: /Users/zyoung/so, inifile:
collected 2 items

tests/test_suit.py ..

=========================== 2 passed in 0.02 seconds ===========================

python/unittest does the correct thing
so zyoung$ python tests/test_suit.py
test (cloud.cloud_test.CloudTest) ... ok

----------------------------------------------------------------------
Ran 1 test in 0.000s

OK


text:
Q: Webpack bundling a library that uses another library that contains WebAssembly gives several files as output, but the paths to them are not relative I'm making a custom element using Svelte, that I plan to publish to NPM as a library. The component uses a library I made, that uses WebAssembly. When I build the Svelte library with Webpack, it gives me three files.

*

*1.1.js

*[hash].wasm

*bundle.js

bundle.js references both the wasm file and 1.1.js. This works in the project folder itself, but when I npm pack it and try to use it in another project, it can't find the 1.1.js file or the wasm file. Apparently, the paths are relative to the website root instead of eg. /1.1.js instead of node_modules/packageName/1.1.js. I really have no clue how to fix this. Any ideas?
The start of my webpack config file looks like this:
const config: webpack.Configuration & WebpackDevServer.Configuration = {
    entry: {
        bundle: [
            './src/main.ts',
        ],
    },
    resolve: {
        alias: {
            // Note: Additional aliases will be loaded automatically from `tsconfig.compilerOptions.paths`
            svelte: path.resolve('node_modules', 'svelte'),
        },
        extensions: ['.mjs', '.js', '.ts', '.svelte'],
        mainFields: ['svelte', 'browser', 'module', 'main'],
    },
    output: {
        path: __dirname + '/public/build',
        filename: '[name].js',
        chunkFilename: '[name].[id].js',
    },
    ...

I have tried both importing the bundle.js directly with HTML, and importing the package using import x from y syntax in a JavaScript file, and running Webpack on the project that uses the Svelte component. I get errors such as this  ChunkLoadError: Loading chunk 1 failed. (error: http://localhost:8080/1.1.js)


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text:
Blue Jays place Brandon Morrow on disabled list, remove Ricky Romero from 40-man roster
By D.J. ShortJun 1, 2013, 12:31 PM EDT
It's one step forward, one step back for the Blue Jays.
While Josh Johnson is expected to return on Tuesday, the Blue Jays just announced that Brandon Morrow has been placed on the 15-day disabled list with a right forearm strain.
Morrow left Tuesday's start against the Braves after two innings with the injury. The Blue Jays were initially hoping that he would be able to bounce back to pitch tomorrow against the Padres, but it turns out that he'll need some more time to recover.
Morrow is off to a disappointing start this season, posting a 5.63 ERA and 42/18 K/BB ratio in 54 1/3 innings over 10 starts. Toronto's starters rank 28th in the majors with a 5.50 ERA. Only the Astros and Twins have been worse.
With Morrow out, the Blue Jays have brought back Ramon Ortiz to replace him on the active roster. In doing so, they removed left-hander Ricky Romero from the 40-man roster and outrighted him to Triple-A Buffalo. This means that he passed through waivers unclaimed. Of course, that shouldn't be a big surprise at this point, as he has a brutal 13.85 ERA and 3/20 K/BB ratio through four starts in Triple-A and is still owed around $19 million. But it's the latest indication about how far he's fallen.
Tags: Brandon Morrow, Josh Johnson, Ramon Ortiz, Toronto Blue Jays


text:
By ShaneAndRobbie on Friday, July 17, 2015 • ( 1 Comment )
CHARMED BY EDINBURGH
Edinburgh is charming! The Old Town has a wonderful Medieval feel to it, with its cobbled streets, Gothic architecture, and wynds (i.e. tiny, narrow alleys). And the New Town is brimming with beautiful 18th century stone buildings, parks, and wide boulevards that lend it a grand, dignified air. It's no wonder both parts of the city have been listed as UNESCO World Heritage Sites. By making Edinburgh our last stop in Scotland we really feel like we've saved the best 'til last!
After weeks up in the Highlands where it was rare to see more than a handful of people in a day, we were worried about how crowded and chaotic Edinburgh would feel, but it's great. For a big city (population: 1.3 million), Edinburgh still has a great "small town" feel to it that we felt instantly comfortable with. The city also has an air of grandeur about it that's hard to ignore – hardly surprising given this has been the capital of Scotland since the 15th century. Edinburgh is also home to the Scottish Parliament; the seat of the monarchy in Scotland; home to Scotland's oldest university; and the largest financial centre in the UK after London. This a city with some serious credentials!
Compared to many other British cities Edinburgh never underwent any large scale industrialised development*; instead the economy is now based mainly on financial services, scientific research, higher education, and tourism. The city was also purposefully planned to make the most of the hilly terrain and keep the city as pleasantly liveable as possible. We had a great day exploring some of the sights around the New Town and the Old Town, soaking in Edinburgh's vibe.
*The lack of industrialisation goes some way to explain why the cityscape is so well preserved and why Edinburgh has such a different "feel" to it, compared to Glasgow.
Central to Edinburgh's cityscape is The Royal Mile, a wide boulevard flanked by 3 and 4 storey buildings dating from the 14th to 17th centuries that starts at Holyrood Palace and ends at the gates of Edinburgh Castle. The Royal Mile is in many ways the heart of the city; this is where Edinburgh was born and is still a focal point for the city. We started our self-guided walking tour of the city here, stopping to take photos and admire the grand old buildings along the way.
One of the key attractions along The Royal Mile is St Giles Cathedral, Edinburgh's central church. Built in the 14th century the cathedral is Gothic in design and wonderfully gloomy. The 19th century stained glass windows add a splash of colour to the atmosphere, helping make it a little less sombre.
We turned off The Royal Mile about half way down to climb up Calton Hill, one of the 7 hills Edinburgh's built on. The hill was once home to Edinburgh's prison but is now adorned with a number of monuments dedicated to various beloved sons of the city. The main reason we went up there was to enjoy the views and get a bird's-eye view of the town. We were not disappointed!
Coming down from Calton Hill we ended up on Princes Street, Edinburgh's premier shopping street and the dividing line between the Medieval Old Town and the Neo-classical New Town. The beautifully preserved Georgian buildings, designer boutiques, and high-end restaurants were a testament to the street's gentrified appeal.
The decision to construct New Town was undertaken in the 18th century after overcrowding inside the Old Town city walls reached breaking point. To prevent an exodus of wealthy citizens from the city an expansion was planned. As the successive stages of the New Town were developed, the rich moved northwards from cramped tenements in narrow closes into grand Georgian homes on wide roads, overlooking green parklands. However, the poor remained in the Old Town down below, creating a geographical divide based on class and wealth that still exists today, to some extent.
By this stage the temperamental Scottish weather had decided it was time for some rain so we made our way to the Scottish National Museum where we happily spent the afternoon. Across 6 floors the museum covered the geological, political, social, and economic history of Scotland from the ice age until now. There were heaps of great artefacts on display, lots of information to try and absorb, and the views from the rooftop terrace gave us yet another great view over the city.
Just across the road from the museum we came across the memorial statue of Greyfriars Bobby, a Skye Terrier who supposedly spent 14 years guarding the grave of his owner until he died himself on the 14th of January 1872. The puppy and his sorely missed owner are buried at the Greyfriars Graveyard next door. Seeing the statue reminded us of the statue of Hachiko* we saw in Tokyo – seems stories of canine loyalty are universally loved!
*Hachiko was an Akita owned by a Japanese university professor. Each day the dog would wait for the professor to return from work outside Shibuya station in Tokyo. One day, in May 1925, the professor did not return (he died unexpectedly). Each day for the next 10 years, Hachiko returned to the station at the same time each afternoon, awaiting his owner's return.
We're now back in our little apartment, watching yet more rain fall outside and feeling content and relaxed after a great day's explorations around Edinburgh. This really is a wonderful city and one we'd happily return to.
Categories: Scotland
Tagged as: BRITAIN, CALTON HILL, CATHEDRAL, CHURCH, EDINBURGH, europe, GREAT BRITAIN, museum, NEW TOWN, old town, Park, PRINCES, ROYAL MILE, SAINT GILES, ST GILES, travel, UK, UNITED KINGDOM
solohikerblog says:
Saturday, July 18, 2015 at 23:25
The museum is awesome. I do love that city.


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text:
Q: divide the y axis to make part with a score <25 occupies the majority in ggplot I want to divide the y axis for the attached figure to take part with a score <25 occupies the majority of the figure while the remaining represent a minor upper part.
I browsed that and I am aware that I should use scale_y_discrete(limits .I used this  p<- p+scale_y_continuous(breaks = 1:20, labels = c(1:20,"//",40:100)) but it doesn't work yet.
I used the attached data and this is my code
Code
p<-ggscatter(data, x = "Year" , y = "Score" ,
             color = "grey", shape = 21, size = 3, # Points color, shape and size
             add.params = list(color = "blue", fill = "lightgray"), # Customize reg. line
             add = "loess", #reg.line
             conf.int = T,
             cor.coef = F, cor.method = "pearson",
            xlab = "Year" , ylab= "Score")
p<-p+ coord_cartesian(xlim = c(1980, 2020));p

A: Here is as close as I could get getting a fake axis break and resizing the upper area of the plot. I still think it's a bad idea and if this were my plot I'd much prefer a more straightforward axis transform.
First, we'd need a function that generates a transform that squeezes all values above some threshold:
library(ggplot2)
library(scales)

# Define new transform
my_transform <- function(threshold = 25, squeeze_factor = 10) {
  force(threshold)
  force(squeeze_factor)
  my_transform <- trans_new(
    name = "trans_squeeze",
    transform = function(x) {
      ifelse(x > threshold,
             ((x - threshold) * (1 / squeeze_factor)) + threshold,
             x)
    },
    inverse = function(x) {
      ifelse(x > threshold,
             ((x - threshold) * squeeze_factor) + threshold,
             x)
    }
  )
  return(my_transform)
}

Next we apply that transformation to the y-axis and add a fake axis break. I've used vanilla ggplot2 code as I find the ggscatter() approach confusing.
ggplot(data, aes(Year, Score)) +
  geom_point(color = "grey", shape = 21, size = 3) +
  geom_smooth(method = "loess", fill = "lightgray") +
  # Add fake axis lines
  annotate("segment", x = -Inf, xend = -Inf,
           y = c(-Inf, Inf), yend = c(24.5, 25.5)) +
  # Apply transform to y-axis
  scale_y_continuous(trans = my_transform(25, 10),
                     breaks = seq(0, 80, by = 10)) +
  scale_x_continuous(limits = c(1980, 2020), oob = oob_keep) +
  theme_classic() +
  # Turn real y-axis line off
  theme(axis.line.y = element_blank())

You might find it informative to read Hadley Wickham's view on discontinuous axes. People sometimes mock weird y-axes.


text:
It's the festive season and 3 months since we started dating. We've been making time for each other though his grandmother was diagnosed with cancer and he's constantly attending her medical needs.
I wanted to go see her but he said she doesn't want to see people right now.
We both want to be with our families on Christmas but we've planned to welcome the new year together. He said he'll take care
of that whole part I must just be there when he picks me up in Stanger on the 31st. He seems to be excited by these plans. Well I've been home for 2 days and my mother is so happy. Owami has grown so much!
She's 3 now and she is a weapon of mass destruction. Fanele and S'phelele are forever fighting over petty stuff.
My brother looks happier it seems there's a new woman in his life that he's hiding from us. I know he'll talk to me though cause we're closer.
Christmas day arrives and I'm doing most the salads and marinade for the meat. My sisters are helping out though and we asked Ma to sit this one out.
Owami is with her father outside playing while he is braaing the meat. I don't tell my sisters about my boyfriend but they seem to not mind sharing info about their boyfriends.
Fanele is sneaking out to her boyfriend later on. She says he might introduce her to his family. She seems happy.
S'phelele's boyfriend is coming here to see her later on too. I just hope they can hide all this from Ma and Bandile because I'm not helping them.
After a delicious lunch me and Ma watch television while they go to their rooms. I'm guessing it's time to sneak out. They all go to their boyfriends and I head to the bedroom so ma doesn't notice no one is there.
I know I said I wouldn't help but these are my sisters.
Bandile comes in and we talk about his new girl He says "She's amazing sis. I think I'm ready to let her meet Owami. Though in very afraid of her leaving us like Owami's mother did." "Bro no two women are the same. If you like her enough to consider that then she must be a good woman." I tell him.
As we're talking there's commotion outside and we head out it's Sphe and her boyfriend.
He's beating her up and shouting "Don't disrespect me woman!"
Bandile goes ballistic and pulls her away from him she runs to me.
I hug her tightly.
Bandile starts beating him up and his friends come out to stop him but he's not listening to anything or anyone.
I shout "Bandile! Stop it! You're going to kill him!" He's just not hearing me.
They manage to pull him away from the guy and he runs to his car and drives off.
The look in Bandile's eyes! He doesn't even ask Sphe if she's okay. He walks past us and back to his outside bedroom.
She looks at me nervously and says
"Fanele is at her boyfriend's house and she texted HELP to me. That's why I wanted to leave him in the car and he went crazy". These two will be the death of me I have to tell Bandile about this because I can't just go to the guy's house.
I go in his room he looks so angry already but I have to tell him this.
I take a deep breath
"Bandile Fanele texted the word help to Sphe. She's at a boy's house."
"Oh hell no!" He shouts.
He's ballistic again then he just walks past me.
He shoves Sphe in the car and I go in too she tells us his house is just 2 streets away so we drive there and my brother is first out. He shouts Fanele's name while knocking on the door.
The door opens and we don't see him or her everyone here looks at us like we're crazy.
Bandile goes out and Sphe explains the situation to the family in here. I go after and find Bandile knocking on the outside room and a guy in his boxers opens up he shoots past him and shouts "What the fuck? Get dressed!"
The guy who opened the door runs past me and I go in to find Fanele in her panties looking more scared than I've ever seen
Bandile runs after the boy.
I sigh.
"Get dressed and let's go home".
Fanele looks like she's about to die. She's so scared. We walk out of the yard.
Bandile starts the car he looks at us "Banele get in."
I look at him and say "I can't leave them here. I'll walk home with them."
God only knows the conversation he's about to have with my mother when he gets home.
If he'll even talk to her about all this.
We walk home together.
I can guarantee the gossip in these streets about these two us heavy and the juiciest thing.
We get home to find Ma knocking on his room door and asking
him what's wrong. I take the girls inside.
"Fanele what was that?" I ask.
She cries and says "I didn't do it. He was trying to make me
but I didn't do it. I promise".
That's enough for me.
Bandile can deal with Sphe.
I head outside and ask Ma to come in I'll talk to Bandile later. I sit her down and tell her everything.
The disappointment in her eyes though.
Nothing is worse than this moment.
She says "I am a terrible mother."
"No mama you're amazing.
This breaks my heart and she goes to her bedroom. I don't really know what's wrong with my family.
What went wrong really?
I call Hakeem and tell him everything that happened. He is worried about me but I assure him I'm fine.
He isn't convinced but advises me on how to handle the bruises
on Sphe's face.
I'm so worried about my family that I cancel the New Year plans with him and he is disappointed but understands why.
Owami wakes up and I pick her up from the sofa. She's one thing that makes sense to me in this house right now. I open cartoons for her and just watch her laugh and be happy on my lap.
She just doesn't even know what is going on and I wish I was her. It seems it's just me and her for dinner tonight.
Everyone is sleeping but us.
We have leftovers and watch an animation film together. Halfway in she also falls asleep so I take her to mom's room careful not to wake Ma or her up. I go back and have a call with the doctor again before retiring to bed also.
I'm woken up by a loud scream it's Sphe. .
She's in Ma's room.
She looks at me and shouts "She's not waking up".
I panic and call an ambulance while trying to wake her up.
She doesn't respond. Fanele comes in and we're all in panic mode.
Owami is woken up by the screams and starts crying. Bandile and a girl come in the room and look at us.
"She's not waking up."
Bandile just sits on the floor and stares into space.
The girl takes Owami outside and tries getting her to stop crying. I'm numb by the time the ambulance arrives and they tell us she passed on and it is too late.
They take her body out covered and tell us they'll do a post mortem.
Bandile hasn't moved. Owami is no longer crying but she looks like she senses that something is wrong.
The girl takes her inside and sits on the floor with her and Bandile who hasn't said anything since he sat on that floor. They look like a family but a hurting family.
I'm heartbroken.
I can't be in this room. So I go outside and call Hakeem to let him
know. He's heartbroken and offers to help with the burial.
We now have to call our extended family and deliver the news. Everyone here is too hurt to do it so I decide to do it. The neighbours are here helping with moving stuff from the sitting room to the bedrooms and all that.
Bandile's girl Thandi is of great help with that. I haven't talked to any of my siblings. But my cousins aunts and uncles keep
arriving with groceries and prayer. The neighbours also.
Today on the 30th of December was the funeral.
My mother had a lot of love from this community.
Owami didn't understand anything and she was running around and laughing.
Hakeem was here and he was of great help with some of the things we needed like transporting some elders from the family. They already call him "mkhwenyana" but that's just the women. The men looked rather annoyed.
Nolwazi was here too and she has been so supportive.
I just can't believe I no longer have a mother. Apparently she had a heart attack in her sleep.
She went to bed heartbroken and my sisters blame themselves. Bandile called a family meeting for tomorrow when everyone has left. I wonder what he wants to say.
The house is crowded right now but by tomorrow it'll be just us. It's the morning and most people have left except for my uncle Sphiwe who thinks he's eligible to take care of us as we're his sister's children.
Bandile has had to take him home himself we're waiting for him to get back. Thandi is here and I don't mind her presence because it makes things easier for my brother and Owami.
He's back.
He comes in and sits on the sofa with me. Thandi Owami Fanele and Sphe are opposite us.
He then says "We lost our mother. That however doesn't mean we are orphans. We're all still young and we will make mistakes
but let's try being people our mother would be proud of. Fanele and Sphe stop dating people like those boys. Find good people. Banele I saw him and he seemed to be a good man I hope you're happy. Thandi you're my whole world and thank you for showing me you are in my life to stay. I love you."
He looks at our sisters again and says "Since Banele and I are older we will try our best to help the two of you finish your studies but with the NSFAS you guys got I know it won't be too hard and
don't change just because you're in university now Sphe. Fanele please guard her. Don't get into more trouble both of you." We're all in tears now and I we all stand up for a group hug. He then says "Yeah now for New Years Eve food."
We laugh and get to cooking and having a braai. We chose to be happy as a family and there's nowhere I'd rather be.
After the countdown and fireworks my brother goes down on one knee and asks Thandi for her hand in marriage. I can't believe how much we went through in this one week.
I just wish my mother was here for this.
01	02	03	04	05	06	07	08	09	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	26	28	29	30	31	32	33	34	35	36	37	38	39	40	41	42	43	44	45	46	47	48	49	50	51	52	53	54	 Open
Lolitha 2020-11-22 15:33:10
Sorry for your loss Banele😪
Mapitsi 2020-10-21 09:42:55
This is a light but good read


Is your family watching 13 Reasons Why?
Suicide Awareness Voices of Education (SAVE) has released a set of talking points to address suicide-related content in the new Netflix series, 13 Reasons Why, which is based on a fictional novel by the same name. SAVE developed the talking points in partnership with the Jed Foundation to help parents, teachers, and other gatekeepers talk with youth about suicide as it relates to the situational drama that unfolds in the series.
http://uptowndallascounseling.com/wp-content/uploads/2013/04/Holly-Scott-Logo-150.png 0 0 Holly Scott http://uptowndallascounseling.com/wp-content/uploads/2013/04/Holly-Scott-Logo-150.png Holly Scott2017-05-01 20:19:052017-05-01 20:19:05Is your family watching 13 Reasons Why?
Getting through the hard days of depression can be extremely difficult. People diagnosed with Major Depressive Disorder often feel better pretty quickly once they begin treatment with therapy, medication, or both. Unfortunately, even when the person is completely compliant with treatment recommendations, there can be relapses. Patients can experience an unexpected setback as they are recovering.
Many times the patient is completely surprised and alarmed by this sudden drop in mood. Illinois therapist and writer Jacqueline Marshall gives suggestions on how to handle those really bad days as part of her article on PSYWEB.com.
Ms Marshall's techniques can provide relief for many people. Her suggestions include relaxation, breathing, distraction, and seeking support from friends and family.
It is important to remember, however, there may be a time when you do not find relief from any of these methods. If you think you are in danger of hurting yourself, call 911 and ask for help.
Active Minds, an organization dedicated to spreading suicide awareness on college campuses, kicked off its tour of Send Silence Packing on September 10, 2013. The tour is an exhibit of 1100 backpacks that represent the 1100 college students who die by suicide every year. More details of the tour can be found here.
Active Minds traveling suicide awareness program of 1,100 backpacks representing the 1,100 college student lives lost to suicide each year is taking a heading to California. The tour is kicked off on September 10, World Suicide Prevention Day, at Riverside City College in Riverside, CA.
Suicide is one of the most frightening possible outcomes of mental illness. If you or someone you know needs help, call 1-800-273-TALK (8255) immediately. This is the number for the National Suicide Prevention Lifeline, a 24-hour service available to anyone in need of help. Never ignore or underestimate remarks about suicide. Take them seriously, and make certain that the person in crisis is cared for. And if you think your friend is in immediate danger, do not leave him or her alone—stay there and call 911 or the National Suicide Prevention Lifeline at 1-800-273-TALK (8255).
http://uptowndallascounseling.com/wp-content/uploads/2013/04/Holly-Scott-Logo-150.png 0 0 Holly Scott http://uptowndallascounseling.com/wp-content/uploads/2013/04/Holly-Scott-Logo-150.png Holly Scott2013-09-21 15:53:002014-02-11 04:53:35Suicide Awareness Program.
Natasha Tracy writes in her blog, Breaking Bipolar, about the effect of her grandmother's end-of-life struggle on her ability to fight off suicidal thoughts. In her post, she shares her thoughts as she stood by her grandmother in the hospital and how those thoughts now help her in her struggle with bipolar disorder.
If you have a college student, I encourage you to explore the school's mental health program. Increasing awareness of resources available to students is key to their success.
Dr. Lynch's entire article appears in his HuffingtonPost blog here.


Sterling silver is hand formed into a leaf with a pearl drop. On a sterling silver 18-inch snake chain. Handmade in Lakewood, CO, USA and part of our collection for a limited time through our partnership with the Colorado Metalsmithing Association.


text:
Les Oxyopidae sont une famille d'araignées aranéomorphes. Elles sont appelée araignées-lynx.

Distribution

Les espèces de cette famille se rencontrent sur tous les continents sauf aux pôles. On les trouve surtout sous les tropiques et dans les zones modérément chaudes. Seules quelques espèces peuvent vivre dans les régions aux hivers froids d'Amérique du Nord et d'Eurasie.

Description

Ce sont des araignées de taille moyenne. Elles vivent dans la végétation basse et pratiquent la chasse à courre ou à l'affût. Parmi leur proie, on trouve des mouches,  jusqu'au papillons et petits coléoptères.

Les pattes sont longues et toutes épineuses. Elles ont 8 yeux, dont 6 sont disposés en forme d'hexagone. Leur vision est excellente, ce qui leur a valu l'apposition de "lynx".

Paléontologie
Cette famille est connue depuis le Paléogène.

Taxonomie
Cette famille rassemble 442 espèces dans neuf genres actuels.

Liste des genres
Selon  :
 Hamadruas Deeleman-Reinhold, 2009
 Hamataliwa Keyserling, 1887
 Hostus Simon, 1898
 Oxyopes Latreille, 1804
 Peucetia Thorell, 1869
 Pseudohostus Rainbow, 1915
 Schaenicoscelis Simon, 1898
 Tapinillus Simon, 1898
 Tapponia Simon, 1885

Selon World Spider Catalog (version 20.5, 2020) :
  Planoxyopes Petrunkevitch, 1963

Publication originale
 Thorell, 1869 : « On European spiders. Part I. Review of the European genera of spiders, preceded by some observations on zoological nomenclature. » Nova Acta Regiae Societatis Scientiarum Upsaliensis, , ,  (texte intégral).

Liens externes

Notes et références

Oxyopidae
Famille d'araignées (nom scientifique)

redpajama_set_name: RedPajamaWikipedia


As a Conservative I am obviously delighted that we have taken, albeit minority, control of Thanet District Council. The mantra I would recommend to Bob Bayford and his new team is to do what people expect of their council well, as an entity to try to say 'yes' in as few words as possible rather than express over pages of local government patois the reason for a 'no', ensure value for money across all that is done, and focus on those difficult issues, be they the Local Plan, Ramsgate Port, Manston airport, parking and housing to come to common-sense decisions for the benefit of local residents. I very much look forward to working with the new team whom I'm sure will work positively with KCC and other Kent MPs. As can only be imagined, my relationship with the previous administration was, to put it mildly, somewhat strained.
The last couple of weeks have been very much constituency focussed, despite my usual ongoing work in Parliament on national issues – Brexit, pensions, health and taxation. We are coming to terms and seeking explanations for the appalling chemical weapon use in Salisbury which has rightly led to international condemnation of the Russian regime which is looking increasingly like a failed and rogue state.
I was pleased to have supported International Women's Day on Thursday 8th March, a date that often passes by unsung but particularly important this year as we celebrate the 100 year anniversary of the first votes for women in 1918 following the courageous work of the suffragettes. South Thanet Conservative Association held an International Women's Day 2018 event, with the Rt Hon Priti Patel as guest speaker, and we were delighted to raise £1,000 for the Margate based Oasis Domestic Abuse Charity who provide invaluable support across East Kent.
I had a great session with politics students in year 12 at Chatham and Clarendon school. We had a lively debate on the role of an MP, what my working week involves and discussions on topical political issues that could have continued way beyond the allocated hour. In advance of the tourist season, I held a street meeting with local residents and Cllr Lesley Game (Thanet and KCC) to discuss solutions to the parking problems faced by residents in and around the Botany Road area as tourists flock to our fantastic beaches.
East Kent College held an East Kent Business leaders lunch where we discussed all manner of opportunities and threats to the East Kent economy, and finally on the local round up I called for a meeting of the relevant health bodies behind the impending closure of Church Hill Dental Practice. I was unimpressed with the explanations given as to how we are now where we are, leaving up to 8,000 patients without an obvious and accessible alternative.
I hope all enjoyed the weekend's St. Patrick's day celebrations. I expect the tills were ringing across the towns but serious issues are being raised as to the viability of local pubs, an issue I contributed to on Radio Kent. Use them or lose them is key but the tax system relating to them certainly requires review.


text:
package org.kuali.kfs.integration.ld;

import java.util.Collection;
import java.util.List;
import java.util.Map;
import java.util.Set;

import org.kuali.kfs.coa.businessobject.ObjectCode;
import org.kuali.kfs.gl.businessobject.Entry;
import org.kuali.rice.core.api.util.type.KualiDecimal;
import org.kuali.rice.kew.api.exception.WorkflowException;
import org.kuali.rice.kns.lookup.HtmlData;

/**
 * This interface is exposing the service methods that may be used by the modules outside of labor
 */
public interface LaborModuleService {

    /**
     * find the employees who were paid based on a set of specified pay type within the given report periods. Here, a pay type can
     * be determined by earn code and pay group.
     *
     * @param payPeriods the given pay periods
     * @param balanceTypes the specified balance type codes
     * @param earnCodePayGroupMap the combination of earn codes and pay groups, where pay group is the key and earn code set is the
     *        value
     * @return the employees who were paid based on a set of specified pay type within the given report periods
     */
    public List<String> findEmployeesWithPayType(Map<Integer, Set<String>> payPeriods, List<String> balanceTypes, Map<String, Set<String>> earnCodePayGroupMap);

    /**
     * determine whether the given employee was paid based on a set of specified pay type within the given report periods. Here, a
     * pay type can be determined by earn code and pay group.
     *
     * @param emplid the given employee id
     * @param payPeriods the given pay periods
     * @param balanceTypes the specified balance type codes
     * @param earnCodePayGroupMap the combination of earn codes and pay groups, where pay group is the key and earn code set is the
     *        value
     * @return true if the given employee was paid based on a set of specified pay type within the given report periods; otherwise,
     *         false
     */
    public boolean isEmployeeWithPayType(String emplid, Map<Integer, Set<String>> payPeriods, List<String> balanceTypes, Map<String, Set<String>> earnCodePayGroupMap);

    /**
     * find all ledger balances matching the given criteria within the given fiscal years
     *
     * @param fieldValues the given field values
     * @param excludedFieldValues the given field values that must not be matched
     * @param fiscalYears the given fiscal years
     * @param balanceTypeList the given balance type code list
     * @param positionObjectGroupCodes the specified position obejct group codes
     * @return all ledger balances matching the given criteria within the given fiscal years
     */
    public Collection<LaborLedgerBalance> findLedgerBalances(Map<String, Collection<String>> fieldValues, Map<String, Collection<String>> excludedFieldValues, Set<Integer> fiscalYears, List<String> balanceTypes, List<String> positionObjectGroupCodes);

    /**
     * calculate the fringe benefit amount for the given labor object and salary amount
     *
     * @param laborLedgerObject the given labor object
     * @param salaryAmount the given salary amount
     * @param account
     * @return the fringe benefit amount for the given labor object and salary amount
     */
    public KualiDecimal calculateFringeBenefitFromLaborObject(LaborLedgerObject laborLedgerObject, KualiDecimal salaryAmount, String accountNumber, String subAccountNumber);

    /**
     * calculate the fringe benefit amount for the given object code and salary amount
     *
     * @param fiscalYear the year for object code record
     * @param chartCode the chart for object code record
     * @param objectCode the object code
     * @param salaryAmount amount to calculate benefits for
     * @param accountNumber
     * @param subAccountNumber
     * @return the fringe benefit amount
     */
    public KualiDecimal calculateFringeBenefit(Integer fiscalYear, String chartCode, String objectCode, KualiDecimal salaryAmount, String accountNumber, String subAccountNumber);

    /**
     * create and approve a salary expense transfer document generated from the given accounting lines
     *
     * @param documentDescription the description about the generated document
     * @param explanation the explanation for the document
     * @param annotation the annotation as acknowledgement
     * @param adHocRecipients the given ad-hoc recipients who will be acknowledged about the document
     * @param sourceAccoutingLines the given source accounting lines used to populate document
     * @param targetAccoutingLines the given target accounting lines used to populate document
     * @throws WorkflowException occurs if the document is failed to be routed for approval
     */
    public void createAndBlankApproveSalaryExpenseTransferDocument(String documentDescription, String explanation, String annotation, List<String> adHocRecipients, List<LaborLedgerExpenseTransferAccountingLine> sourceAccoutingLines, List<LaborLedgerExpenseTransferAccountingLine> targetAccoutingLines) throws WorkflowException;

    /**
     * get the document numbers of the pending salary expense transfer documents for the given employee
     *
     * @param emplid the given employee id
     * @return the document numbers of the pending salary expense transfer documents for the given employee
     */
    public int countPendingSalaryExpenseTransfer(String emplid);

    /**
     * retrieves a specific LaborLedgerObject from the database using primary key
     *
     * @param fiscalYear the given fiscal year
     * @param chartOfAccountsCode the given chart of accounts code
     * @param objectCode the given object code
     * @return a labor object retrieved based on the given information
     */
    public LaborLedgerObject retrieveLaborLedgerObject(Integer fiscalYear, String chartOfAccountsCode, String objectCode);

    /**
     * retrieves a specific LaborLedgerObject based on the information of the given financial object
     *
     * @param financialObject the given financial object
     * @return a labor object retrieved based on the given information
     */
    public LaborLedgerObject retrieveLaborLedgerObject(ObjectCode financialObject);

    /**
     * Retrieves LaborLedgerPositionObjectBenefits for a LaborLedgerObject key
     *
     * @param fiscalYear the given fiscal year
     * @param chartOfAccountsCode the given chart of accounts code
     * @param objectCode the given object code
     * @return a labor position object benefit retrieved based on the given information
     */
    public List<LaborLedgerPositionObjectBenefit> retrieveLaborPositionObjectBenefits(Integer fiscalYear, String chartOfAccountsCode, String objectCode);

    public List<LaborLedgerPositionObjectBenefit> retrieveActiveLaborPositionObjectBenefits(Integer fiscalYear, String chartOfAccountsCode, String objectCode);

    /**
     * Does the given account have any labor ledger entries? It is necessary to check this before closing an account.
     *
     * @param account the given account
     * @return true if there is a pending entry for the given account; otherwise, return false
     */
    public boolean hasPendingLaborLedgerEntry(String chartOfAccountsCode, String accountNumber);

    /**
     * Determines whether the given set of accounting lines have object codes that receieve fringe benefits
     *
     * @param fiscalYear the fiscal year of the document
     * @param chartOfAccountsCode chart of accounts code to check
     * @param financialObjectCode financialObjectCode to check
     * @return true if the lines include lines with labor object codes, false otherwise
     */
    public boolean hasFringeBenefitProducingObjectCodes(Integer fiscalYear, String chartOfAccountsCode, String financialObjectCode);

    /**
     * Counts the number of entries in a group
     *
     * @param the id of an origin entry group
     * @return the count of the entries in that group
     */
    //public Integer getLaborOriginEntryGroupCount(Integer groupId);

    /**
     * Determines where a Labor Ledger postion object group with the given code actually exists.
     *
     * @param positionObjectGroupCode the code of the position object group to check for existence
     * @return true if the position object group exists, false otherwise
     */
    public boolean doesLaborLedgerPositionObjectGroupExist(String positionObjectGroupCode);

    /**
     * A list of the origin codes which will appear in GL entries which should be linked to a labor ledger lookup
     * @return a list of labor ledger oriented origin codes which appear on general ledger entries
     */
    public Collection<String> getLaborLedgerGLOriginCodes();

    /**
     * When handed a GeneralLedger, determines and returns the url which will point to the labor ledger entries "inquiry" related to the given entry.
     * The url will be linked via the document number
     * @param entry an entry to find a labor ledger inquiry on the document number was
     * @return the inquiry HtmlData for the given general ledger entry
     */
    public HtmlData getInquiryUrlForGeneralLedgerEntryDocumentNumber(Entry entry);

    public String getBenefitRateCategoryCode(String chartOfAccountsCode, String accountNumber, String subAccountNumber);
    public String getCostSharingSourceAccountNumber();
    public String getCostSharingSourceSubAccountNumber();
    public String getCostSharingSourceChartOfAccountsCode();
}

redpajama_set_name: RedPajamaGithub