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Interview with Jacqui Barton
Okay, today we are joined by Jacqui Barton. She is the Vice President of Human Capital in the community and state segment of United Health Group, which is a major global healthcare company. Jacqui is joining us for this interview via webcam from Minnesota. So, Jacqui, welcome. Can you tell us a little bit about the diversity efforts at United Health Group, and how you became involved with them? >> My pleasure, thank you for inviting me. >> So, I thought the first thing that would helpful for our students, is to hear a little bit about your background, and how you became involved in diversity efforts at United Healthcare. >> I have been at United Healthcare for the last seven years. I work in the community and state business, and it's a tremendously diverse workforce. We serve economically disadvantaged individuals, or individuals that are tremendously medically under-served. Or perhaps they're individuals without employer plans. They might be known in the community as the Medicaid, as children's insurance, or a special needs plan. So, when you think of the customer group or the member group that we serve, it's tremendously diverse. So, to have the perspective of diversity, as it relates to our employees, to link to our members, is critical. >> Mm, so it sounds really important for you to be able to make connections with your customers and stakeholders externally. And how about internally, what are some of the, why is diversity so important for how you work internally at United Health? >> Well let me step back and talk a little bit about, diversity is a tremendous priority with our business. And we, as a organization, have a fundamental commitment to employee engagement. So, if you think about employee engagement, it really is about head, heart, and hands, and that would be for every single employee. With the diversity and inclusion, and truthfully I have a very difficult time talking about diversity without inclusion, it really speaks to the empowerment of our employees. So, if in fact we think about that, it really is the driver that ensures that our employees are empowered to reach out to the community. And really, that requires us working together with the business and the business partners. So I would tell you that diversity is foundational to how we meet our members in the community. Probably the secret sauce of what you'll see within a community and state business, is the ability to connect with our employees. So, for instance, it could be in the New York City market, and we have a strong Asian community that we serve. In order to connect with the employees, to communicate with our employees, to understand their particular needs, we need to absolutely understand what's happening from a cultural perspective, but also from an individual diversity perspective. >> Absolutely. And so what are some of the ways in which you're specifically promoting diversity at United Healthcare? What specific techniques and tactics have you tried, to make sure you're actually doing that? Well, first of all, I think I'd probably start with the fact that we have four pillars of diversity. >> Okay. >> The first is with our employees. It's how we recruit employees, it's how we onboard employees, and it's how we ensure that our employee base is reflecting the customers and the communities that we serve. We promote it internally, by looking at the developing our diverse employees and developing the leader talent that we have. It's a constant focus and to that endeavour, you have to work on building and educating our employee bases, since obviously, they're the ones that are touching the members that we deal with. And then, but it really requires going beyond the standard practice of recruiting. And really, our goal is to be known as the leader of recruiting and, quite honestly, retention, and really become the employer choice. So if I think about diversity sourcing, and the recruiting piece of that, it's really having very innovative strategies to create that competitive advantage, as we go out in a tremendously competitive workforce environment to attract talented and that high-performing workforce. And we have a very global, and a comprehensive strategy. You mentioned the word earlier. And it really has to do with relationships. We have very strong partnerships, nationally and locally. So if I step back for a second, and I talk about my role in community and state, I have the benefit of, while I work with 25 different states and 5,400 employees. I have the benefit of working with United Healthcare, which has 225,000 employees, and international. So, while we have a tremendously international enterprise, I have the opportunity to take a lot of resources, a lot of tools that are in my toolkit, and be able to localize that. So we have very strong partnerships nationally, with a number of different organizations. But we also have the advantage of being able to go to the local level, to the individual city organizations, and create tremendous relationships there. We have a number of local outreaches, and that's how we've developed our strong relationships in our markets. And truthfully, what happens is, our business partners in those local markets become our ambassadors. And it's our ambassadors that help us reach out into the public and it really is a continuous circle of what we're doing. We have a number of events that we do in the markets, and we may in fact do an event actually in a city, with an organization. But we do a number of, we leverage our technology a great deal, much like we're doing today. And we'll have virtual career fairs. We'll have virtual career fairs focus on specific organizations, or open to the public in a much broader venue. We certainly do, once again, leverage our technology. We actively participate in a number of job boards. We are a very, very robust recruiting system. And touch, literally, millions and millions of candidates on an annual basis. And then, of course, we have a great deal of marketing. And we are very, very active on campus. Active on campus from a graduate perspective. As well as functionally focused, financial, clinical, etc. But, I would tell you in all of these different methods and ways that we operate, it's all based on relationships. So that sort of speaks to, kind of, the internal employee base. But I would go on to say, as I mentioned before, we have four pillars. The first is our employee base, but how we really connect with that, is through the community as well. United Health Group has a foundation, and we partner with a number of non-profits. In civic organizations we select scholarship winners. We contribute heavily into the community, and it is very foundational to the culture of our organization. And it really something we pride ourselves in, we have a number of diverse scholarship initiatives. We have a number of organizations related to military family associations. And then, of course, we work with our communities at a local level, with the people with fill-in profit partners with active participation, in our time and dollars. The third pillar that I talked about, so I've talked about employees, I've talked about the communities, but I would be remiss to not say, it's our customers, as well. And that's really the health equity services, the foundations, the multicultural populations. How do we connect? How do we understand the gaps of care? So remember, we're providing healthcare. How do we understand that? How do we work with the multicultural organizations? How do we manage interventions? How do we manage gaps in care? And it's really looking at the ethnicity and the language preferences, and being able to work there, as well. We have a number of different forums that related to unique populations, that connect with our own employee base, as well. And then the last pillar, so employer or employees, community, customers, I would say, our supplier diversity. So remember, there's much of what we do, especially in the community and state business, where we are working actively with suppliers who are supporting us. But also, we support them through a number of business initiatives related to our request for proposals in the communities. And we have very strong relationships with vendor management oversight. And we also do a number of different recognitions, and strive for very strong metric performance in that area, as well. >> So, one thing that I'm taking away from this is, yeah, we talk in this course about diversity, specifically in the context of teams within companies. But I think what I'm hearing from you, Jackie, is that to be really effective in your diversity efforts, you have to think about it very holistically. Not just something internal, as something internal to the company, but as something that's more effective when you're also building relationships externally with stakeholders, with customers. So it It's sort of the whole company mentality. Not just, we're going to do this within human resources, within our company, because diversity is important, but we're also going to find better ways to connect with a diverse demographics of customers, that all those things seem to feed into each other. >> Absolutely, and I would go so far as to say, in fact I would consider it one of our successes, I'll talk about it a little bit later is, diversity is fundamental to the products that we have, but also to the processes. So, from a business perspective, it's almost hard to carve it out and talk about it individually, because it is embedded in everything we say and do, every single day. And if you look at the population within our organization as well as the populations that we serve, it's what makes the organization tick. And the level of diversity within the 225,000 employees that we have is what enables us to connect with that outside market. So you're absolutely right, thank you. >> And so, let's talk a little bit about barriers and challenges, because obviously this isn't always easy. What are some of the specific, big barriers you see to building diverse teams at places like United Healthcare. And then, how have you been able to overcome them? >> I would tell you, I'd probably put that into two categories. The first is, and I would tell you what I would personally consider to be one of our number one barriers, is the competition that we have in the external marketplace. If you're looking at the unemployment area today, if you look at the number of people that we serve in communities, we're not, I'm going to say ever, the sole managed care organization from a community and state basis. We are there with many others. And while we have the opportunity to partner with other managed care organizations, with people in the community, we are truly competing for that talented workforce, for those people who are most embedded in their organizations. So we're looking for the same people. We're looking for that high talent. And I would tell you the part that differentiates us, and what we work very much on promoting and perhaps addressing one of those barriers, is the culture that we bring. We have a very focused culture on compassion, on understanding the member, and understanding how we reach out to them. A part of that is through the innovative ways that we go to market. Innovative ways that we go to market in providing our services. But also innovative ways that we go to market in attracting candidates to us. The second part that I would say that would be a barrier, and while I think it's one of our greatest strengths, I think sometimes it's our greatest weakness, which we are constantly working on engaging and ensuring that all of our employees understand their role in diversity. Understand their role in attracting high talent really speaks to what does it do to their individual team. It speaks to, what does it do to their individual department. It says, what does it do to the individual business, as well as United Health Group. So it's really about their team, their business, and UHG overall, and how everything that we do counts. And every person we add to this team adds value to our diversity. How do we overcome that? And we're like every other organization, it's a demanding organization. It's a high degree of performance that's required. And it's a constant balance between where your energies are going at any given time or in any given moment. So I would tell you it's a constant drumbeat. Our talent agenda never stops. And ensuring that we have the relationships with the four pillars that we talked about. It's comprehensive sourcing. So I had talked about that earlier. The sourcing of talent, both internally as well as externally. How do we offer opportunities within our organization, and develop the diversity and the talent of different teams? But, also, how do we address that in the external market, as well? It's consistent messaging to our employees about the value. It's consistent education, always being inclusive of the multitude of different training center there. And I would also tell you, always being inclusive of diversity in all the events that we have, and the activities that we sponsor. So, there are a couple of things there in terms of the recruiting challenge you mentioned. It sounds like you really have to demonstrate to potential candidates that when you talk about diversity inclusion, that you're not just engaging in tokenism or hitting a quota just to hit a quota, for example. But that this is really something that's fully embedded in your culture, but also in your business model, right? Because I think when people believe that diversity drives your bottom line in some way, they believe that you're really serious about it as a business because that tends to focus organizations. And then in terms of speaking to employees internally, I like the point about continuously messaging to them why diversity matters. So they also see it as not just tokenism, not just as hitting a quota, but. Why does this matter for our bottom line, why does it make our teams better? And the idea of making that message, communicating that message over and over and over as a way to get through to people. I think those are really key points. >> I would be remiss if I didn't add that when I have a diverse senior leadership team, when I have a diverse manager within the work force, the most powerful message that you can have, is when you have representation in those key decision making influential positions. So I think it's about walking the talk and really demonstrating what it looks like every single day and how we behave every day. And when that becomes so embedded, it makes the diversity initiative just part of life on a regular basis. >> So let's talk about successes then, what are some of the specific successes that you would highlight? About your diversity efforts at UHG and really specifically what made those efforts so successful. >> So when I talked about this and I think I might have mentioned some of these earlier. I will tell you the biggest success that we have, is the fact that it is diversity and inclusion, is so embedded in our business processes. It's embedded in our products and what we offer to the public, but it's also embedded in the processes that we use on a regular basis. So It's not really even a separate entity. And I think that is truly the fact that everybody has kind of a stake in the game, and it's a success to the business because of the nature the members that we serve. I would tell you within community and state, very much our employees mirror our members. And we have a tremendous growth agenda. And part of that growth agenda is working with individual states and, quite honestly, bidding for their business. A key part of doing that, is the connection that we have to the business partnerships in that process. Whether they be through vendors or whether they be through community organizations that support our members. Or from where we would gain employees from that community. So we have kind of a very strong business partnership, through the procurement process of maintaining the contracts that we have within community and state. And when I say contracts, that's the partnership that we have with every state. Where we have the privilege of being a managed care organization with them. And I would tell you that another critical component that we have, and one of the things that I think is our biggest success factor, is as an organization we really have world class as measured, employee engagement. And part of that score, so you probably care about net promoter score, well, we have employee promoter score. And that really speaks to when we look at our employees, how many of them would recommend us as an employer of choice. And when I look at that, when I look at the success that we've had, when I look at the referrals that we receeve on a regular basis, and how we measure that. We truly have a world class engagement, and are tremendously effective with employer promoter scores. The last piece and I probably look at this last, because I'm really talking about what are all those critical pieces that are within the business that I think we have a life blood of who we are. I can name all kinds of recognition that we've had, and I think I'd be remiss if I didn't say that that's a very big indicator of the success that we've had from perspective. >> Yeah, and I especially love the point about employee engagement. I think what that highlights, and in the course we'd talk a lot about how diverse teams and organizations tend to make better decisions because they just have more perspectives at the table. They tend to be more innovative. But I also appreciate the point that it just leads to more engagement. There's the sense that everyone's included, that everyone is valued and that is good for everyone, not even just the people who might be particular targets for diversity initiative, whatever the case may be. >> Absolutely, absolutely >> Good, well those are the questions I had Jackie, would you add anything else that we haven't touched on here? >> I think if I were stepping back, saying, if I were a company starting out and saying, how do I really build the diversity? I really believe it starts internally. It starts through, how do you recruit the people, how do you retain the people, how do you develop them, and how do you really ensure that you are walking the talk, that you are leading from the front end of diversity. That you are embracing employees from an inclusion perspective and it's really by having a very strong foundation internally, that it allows us to connect with the external market. Whether it be the consumer, whether it be our suppliers, whether it be the recruiting institutions. And it really is a never ending circle. And I believe strongly that the key to success is that constant drumbeat. It's not a one and done. It becomes embedded in the business, and it is who you are. And I think that United Healthcare has been tremendously successful. We have, every year we revisit our agenda, every year we develop more stretch goals, figure out what we can do to include more. And my goal would be to ensure that every single employee we have, has a connection and relationship with the community they serve, and a connection with the teams that they're working with. So thank you very much for inviting me. It's been a pleasure, thought provoking, and I hope that it's provided that same venue for the people who are watching this. >> Absolutely, Jackie, it has been thought provoking. And thank you again for joining us, I know this will be a helpful case study for the students. >> Thank you so much.


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UAE Corporate and Commercial Bitesize Bulletin, Issue 2, September 2020
In this issue we will be covering the recent changes to the data protection laws in the UAE.
Implementing Regulations for Health Data Law in the UAE issued
In April 2020 the implementing regulations for Federal Law No. 2 of 2019 concerning the Use of the Information and Communication Technology (ICT) in the Health Sector (the Health Data Law) were issued by Cabinet Decision No. 32 of 2020 (the Implementing Regulations). The Health Data Law came into force in May 2019 and aims to regulate the use of ICT in the UAE healthcare sector.
Its objectives are to:
ensure the optimal use of ICT in the healthcare sector;
ensure compatibility with international standards and practices;
to allow the Ministry of Health and Prevention (Ministry) to collect, analyse and retain health information and data; and
to ensure the security and safety of health information and data.
The Health Data Law is the first federal legislation in the UAE that has a specific focus on data protection.
The Health Data Law applies to all entities in the UAE (including those in free zones) using ICT to process health information and data, including health care providers, insurance companies, brokers and third party administrators. "Health information" and "data" are very broadly defined and include any numbers, letters, codes and images which relate to health or insurance establishments or authorities, or to the beneficiaries of health services. Notably, there is no requirement for the health information or data to identify an individual.
Key aspects of the Health Data Law include:
The establishment of a central IT system (the Central System) managed by the Ministry to store, process and exchange health information and data.
The creation of data protection obligations adopting principles from international data protection laws, including confidentiality (subject to certain specific exemptions), accuracy, access and the adoption of security measures.
A prohibition on storing, processing, generating or amending health information and data relating to health services provided in the UAE outside the UAE, unless authorised to do so by the relevant health authority in coordination with the Ministry.
A requirement to retain health information and data for at least 25 years from the date of the last procedure.
The Health Data Law left several important matters to be further detailed in implementing regulations, including the controls and procedures for accessing the Central System and clarity on when health information and data relating to health services in the UAE may be stored, processed, generated or amended outside the UAE or the process by which an organisation may seek authorisation from the relevant health authority for such activity.
The Implementing Regulations come into force on 30 October 2020 and are heavily focussed on the controls and conditions for accessing the Central System. The Implementing Regulations do not provide any further details on the circumstances in which health information and data may be stored, processed, generated or amended outside the UAE which it likely to remain a key area of concern for those managing such information. The Implementing Regulations set out details relating to access to and use of the Central System further to Articles 7 and 8 of the Health Data Law, including:
the rules for health authorities in relation to joining the Central System, in particular relating to access controls, audit and confidentiality;
rights of the Ministry, in coordination with the federal or local health authorities to: (i) determine the mechanism and procedure for guaranteeing the quality of health information and data; and (ii) audit health information and data to verify their validity, quality and compliance; and
the rules and conditions relating to the circulation and storage of health information and data, including a prohibition on disclosing health information and data without the patient's consent (except for in emergency circumstances) and a requirement for health information and data to be encrypted if it is sent by email or other electronic communication.
Notably, the Implementing Regulations give individuals the right to request that their health information is not accessed or that access is restricted. This right is to be exercised in accordance with conditions which are to be set by the Ministry in coordination with other health authorities. In addition individuals are also granted the right to opt-out of having their health information and data stored in the Central System.
Penalties for failure to comply with the requirements of the Health Data Law include suspension or withdrawal of the licence to use the Central System and fines of up to AED 1 million.
If your business is involved in the provision of services in or to the healthcare sector in the UAE, it is recommended that you review your current practices and ensure that you comply with the requirements of the Health Data Law and the Implementing Regulations.
DIFC issues new DIFC Data Protection Law
Following a public consultation in the summer of 2019, the DIFC enacted a new Data Protection Law (DIFC Law No. 5 of 2020) (the New Law) on 21 May 2020 to replace DIFC Law No. 7 of 2002 and the DIFC Data Protection Regulations (together the Previous Law).
The Previous Law was based on the European Data Protection Directive (Directive 96/EU/46/EC) which was superseded in May 2018 by the General Data Protection Regulation (GDPR) (Regulation (EU) 2016/679). The DIFC recognised the impact of the GDPR on business globally and the increasing number of jurisdictions that are enacting data protection laws which adopt many of the principles of the GDPR, including jurisdictions in the Middle East. To ensure consistency and familiarity for businesses in the DIFC, the New Law is, therefore, based on principles found in the GDPR, together with modifications to reflect the latest developments in technology, privacy and security law and the requirements of the DIFC. The DIFC has also issued the Data Protection Regulations 2020 (the Regulations) which provide additional detail on certain aspects of the New Law.
The New Law expands the scope of those that are subject to it. It applies to: (i) the processing of personal data by a controller or a processor incorporated in the DIFC, regardless of whether the processing takes place in the DIFC or not; and (ii) a controller or processor, regardless of its place of incorporation, that processes personal data in the DIFC as part of stable arrangements other than on an occasional basis, in the context of that processing. For the purposes of the New Law, "in the DIFC" means that the personnel used to conduct the processing are physically located in the DIFC. This means that companies registered onshore in the UAE may now be directly subject to the New Law.
Other key changes introduced by the New Law and Regulations are:
Increased responsibility for processors, including an express obligation for processors to establish a program to demonstrate compliance with the New Law.
The introduction of specific requirements in relation to obtaining consent for the processing of personal data and special categories of personal data.
More comprehensive compliance obligations, including:
a requirement for controllers and processors to follow the principle of "data protection by design and default";
an express obligation for controllers and processors that collect or process personal data to implement and maintain an written data protection policy;
a requirement for controllers and processors to designate an independent data protection officer where they will be performing high risk processing activities on a systematic or regular basis; and
a requirement to complete data protection impact assessments where high risk processing activities are to take place.
The introduction of new requirements for joint controllers and in relation to the appointment of processors, including requirements for written contracts between joint controllers and a legally binding contract between controllers and processors (and processors and sub-processors).
The introduction of a principle of non-discrimination.
Revised breach notification requirements and the introduction of a requirement to notify data subjects.
The ability for the Commissioner (as the regulatory authority responsible for ensuring compliance with the New Law) to issue directions or warnings in the event of breach of the requirements of the New Law, in addition to imposing fines. A number of new fines have been introduced for specific breaches with fines ranging from USD10,000 to USD100,000. In addition, the Commissioner is granted the power to impose a general fine in an amount which is appropriate and proportionate. This general fine is not specifically calculated with reference to the turnover of the company or subject to an overall maximum limit.
The New Law and Regulations came into force on 1 July 2020, however, the DIFC has announced a transition period of three months until 1 October 2020, after which the New Law and Regulations will be enforced. Businesses established in the DIFC or which are processing personal data in the DIFC are advised to review their existing compliance programmes and to update them as necessary to ensure compliance with the enhanced requirements of the New Law and Regulations.
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Quad stretch in a side-lying position using Active Isolated Stretching.
This is a quadriceps stretch using active isolated stretching.
We'll set up to stretch the left quadriceps first. Start in a lunch position and you'll grab the foot so that it's positioned directly behind the buttocks. This is for our neutral quadriceps stretch. Lean forward into the lunge for three stretches pulling the foot closer to the buttocks as you lunge.
Then to stretch the outer quadriceps we're going to swing the leg around so that the foot comes to the outside while the stabilizing foot moves out to 45° angle. Again we will do three stretches, not holding the stretch but doing a repeated 2-second stretch. And as you do each stretch, pull the foot around to get the deepest stretch possible on the outside of the quadriceps.
The last position is to stretch the inner quadriceps. We'll come back to the neutral position and swing the foot around to the opposite side where we'll grab it with the other hand. Once again we'll do just three stretches while pulling the foot around to the opposite side.
Repeat the process for the right side.
To finish, determine the tighter quad and perform 3 to 5 additional stretches for that side.


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The visit of the village of « Les Baux de Provence » is a worth during your trip in the region. The village has been classified as one of the most beautiful village of France thanks to its astonishing situation and its medieval architecture. Situated on the top of a crag high of 245 meters, the village offers a 360° view other the Alpilles mountains the national park of Camargue and the territory of Arles. During your tour in the village you will enjoy the narrow paved street, the medieval houses made with limestone with carved decorations, the private mansions from 16th 17th century and of course its castle. This castle dates from 11th to 13th century and is now classified as an historical monument as one part of the building is troglodyte. Even if the castle is partly destroyed, the site organizes lot of events and reconstitution from medieval jobs during week-ends and school holidays. The village is also full of small handcraft shops, cafés and restaurants. Don't miss to try the local specialties as tapenade, olive oil and wine « Côtes des Alpilles ». From the mountain called « Valley of Hell » you will enjoy the breathtaking view of the village and the rocks around. Thanks to natural erosion the rocks have unusual shape sometimes looking like fantastic animals. This place would have inspired the poet Dante for his representation of hell in the poem called « Divine Comedy ». To finish, don't forget to see « Les Carrières de Lumière », a fascinating light show unique in the world where piece of art are projecting in very big dimensions onto the walls the floor and the ceiling of a former carry of limestone. Every year the topic is different, this year the show is about Bosh, Brueguel and Arcimboldo. Not to be missed !


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Glexis Novoa
Worcester, gold and smoke, details, 2003, graphite and gold leaf on wall, approximately 13" x 166'2" overall.
Cuban-born Glexis Novoa (b. 1964) has resided in Miami since 1995 and is known for meticulously rendered graphite landscapes that focus not on the natural world but on the built environment. Anchored by a common horizon line stretching across the walls of the room, Novoa's drawing juxtaposes imagined and real, ancient and modern architectural structures - monuments to human achievement and ideological symbols of power - from anonymous skyscrapers and imaginary statues to specific skylines and icons. Novoa's fantastic realism is informed by a range of visual "realities" including Renaissance perspective, 17th century Dutch landscapes, and 21st-century digital morphing. What emerges is a drawing that transports us to a time and space where the worlds of direct observation, memory, technological advances, and apocalyptic fiction collapse into a truly hybrid image.
For the site-specific "Worcester drawing," Novoa's visit here last spring played a critical part in shaping the image. Novoa explored Worcester's architecture and experienced the panoramic hillside views from Bancroft Tower. He learned about the city's history of manufacturing and the impact of the Blackstone Canal connecting the city and its products to the seaport of Providence. He also studied the museum's 19th-century New England landscape paintings whose revered forest and countryside subjects were vulnerable to threats of urbanization and industrialization. Collectively, these keys to understanding the environs of Worcester today and the power and aspirations of previous generations inspired his composition and choice of graphite and gold leaf for the landscape that spans the walls of the museum's Contemporary Gallery (at a length of 166 feet). Epic in scale and narrative breadth, Novoa's drawing indicates time and place as a complex network of observations and memories, impressions and inventions, histories and fantasies.
This project is supported by the Don and Mary Melville Contemporary Art Fund. Additional generous support provided by David & Marlene Persky and Worcester Magazine.
Select Images from the Exhibition


Today was Alyssa and Zach's big day. We met at Forsyth Park in beautiful Savannah. So did about 200 other Seniors for Prom pictures. It was pretty busy but we still managed to leave the people outside of our frames. They were the cutest couple and I am sure they had a blast going to prom!


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Hong Kong /
Hunted for fins
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Rebecca Tsui talks to a man who is on a mission to raise awareness and convince Hong Kong to say no to killing sharks
Rebecca Tsui December 22, 2009
Photo: Shark Rescue
Businessman Ran Elfassy, 37, has made a stand for the oceans' most feared predator by setting up Shark Rescue recently.
Other than in expensive soups, Hongkongers have little contact with sharks and mostly only learn about them in aquariums and through documentaries.
According to Elfassy, conservation - especially marine conservation - has a low priority in Hong Kong, and sharks are at the bottom of that list. 'I feel like I should do something,' he says.
When Elfassy, head of a media consultancy, started to look into the issue, he discovered that some 100 million sharks are killed every year for their fins, meat, oil and teeth. Meanwhile, some breeds of shark take up to 20 years to reach sexual maturity, producing few offspring, unlike other fish that lay hundreds or thousands of eggs.
'A little simple maths can tell you how quickly the shark population is collapsing, and it has upset the ocean's balance,' he warns.
The main problem, Elfassy says, is that sharks are perceived as dangerous killers, so people do not think about protecting them. But he is quick to point out that, in fact, very few sharks are killers.
'Yes, the movies are scary,' he says. 'But the fact is that most sharks cannot attack humans. Their mouths are too small. Take whale sharks, the world's largest fish, for example, they don't eat more than microscopic plankton.'
Contrary to popular belief, few sharks are dangerous to humans. Of more than 360 species, only three - white, tiger, and bull sharks - are responsible for fatal and unprovoked attacks on humans. According to a study by the University of Florida, the three species have carried out only 117 fatal and unprovoked attacks on humans over the past 400 years.
Compared with the huge numbers of sharks that die at human hands - and very cruelly - this is an almost insignificant number. Most sharks are killed for their fins, especially in Asia. Fishermen catch the sharks, fin them, and then dump the finless bodies back into the sea. Without their fins, the sharks sink to the bottom of the ocean. They suffocate or are eaten alive by predators. Elfassy describes this as 'shameful'.
Hong Kong is a the major player in the shark fin trade, with a 2007 report finding that more than 55 per cent of the shark fin trade passes through the city. 'Hong Kong is a big consumer, but an even bigger re-exporter,' Elfassy says.
'Trading shark fins makes pretty good, ugly money. Hong Kong's business community is sending boats around the world to kill sharks.'
Elfassy is calling for urgent regulation of the shark fin trade, and Shark Rescue's first project was to send a postcard to Chief Executive Donald Tsang Yum-kuen.
shark rescue
'The Hong Kong government doesn't set policy; it only reacts,' he says. 'If enough people send in postcards, I'm sure the government will take the problem seriously.
'Our goal is to see Hong Kong flip from being one of the ocean's destructors to a leader in marine conservation.'
In the meantime, says Elfassy, Hongkongers can act ahead of the government by not consuming shark fins.
'The more you find out about sharks, the more serious you will realise the problem is. The next step is to tell everybody you know and inspire them,' he says.
'We can all contribute and make a difference. All you have to do is to say 'no' to eating shark.
'When your parents treat you to shark's fin soup, take a bit of courage and say no. Tell them [eating something endangered does not taste good].'
Before realising the extent of the problem, Elfassy ate shark products.
'I've tried shark's fin, the meat, and pills made from shark oil.' Now, he says, he knows there are alternatives.
'Maybe we can have sustainable lobsters rather than unsustainable shark fins,' he suggests.
'Life is too precious to mess up with bad decisions. Eating shark is a bad decision,' says Elfassy, adding that he remains optimistic. 'Hongkongers can learn and society can change for a better tomorrow.'
Elfassy welcomes everyone to join him in rescuing sharks and restoring balance to the word's oceans. To learn more, visit www.sharkrescue.com


Sway left. Sway Right. Left. Right. Left. Right.
Gently pat, pat, pat, pat.
Nestled perfectly on my chest.
Deep breath in, deep breath out. In. Out. In. Out.
Arms tucked under him. Head resting peacefully.
Mama's arms wrapped around him. Strong, but soft.
Breathing in his smell. Feeling the weight of his body in my arms. Savoring the moment.
Hearts beating to the same steady rhythm.


Jan was an early developer. Born in the small village of Kwadedamme, Holland - which has yet to recognise him with a statue - he had an urgent desire to ski but couldn't find a suitable mountain locally. So he turned his attention to the uphill struggle known as the entertainment business. He began his career in 1969, at the tender age of 10 (that's 2 in binary), when he joined his brother's mobile disco, thus achieving his initial ambitions of travel and meeting girls. Unable to drive the mobile disco, and not being particularly successful demonstrating the 'Funky Walk', Jan decided to leave the celebrity and spotlights of the dance floor for the low pay and ignominy of a technician's life under the mixing console.
Jan's first products included special lighting effects desks and amplifiers. The amplifiers were reclassified as special lighting effects when he switched them on to rapturous applause and plumes of smoke. But with the help of his father, he managed to build amplifiers and speakers which emitted more noise than lighting effects. He has spent the rest of his life developing dimmers that do the opposite.
A life in electronics beckoned, and after years of study, Jan graduated in electronics and industrial design. After all that effort, he decided it was time for a serious break to relax and recuperate until he could legally retire. His father had alternative plans, and promptly set Jan to work redecorating the family home, so Jan put on his painting clothes, went out for some paint, read an advertisement for technical staff to join a small local engineering company called Penko and applied in person, immediately - anything to avoid painting the house. Looking more like a decorator than a, young, smart, switched-on electronics engineer, he was surprised to be given an interview instantly, and even more surprised when he was asked to start immediately. Penko made weighing, dosing and frequency-control electronics for industrial users.
Jan's first job combined his earliest childhood ambitions - travel and girls. With his girlfriend, Josette, and a toolkit, he set out in his boss's car to Paris, but he missed Paris when he drove the car into the side of a Belgian motorway. Luckily it was only Jan's pride and his boss's car that were bent, but this roadside experience of the Belgian emergency services was to give him the confidence to meet, in later years, a variety of German speed cops as well as the British police, ambulance and fire services, when exports of his silent dimmers took him all over Europe.
After three years of wiring up load cells, designing frequency controllers and meetings with worthy industrial engineers wearing socks and sandals, Jan yearned for the glitz and glamour of the entertainment industry. Using techniques from frequency controllers at Penko, Jan developed high-power dimmers under the name IES - International Electronics Service - in his spare time. Although this began as a hobby (with Jan and his now wife, Josette, building products on the kitchen table), it soon grew, and with growth came employees and premises. It was becoming difficult to juggle the demands of Jan's dual business personalities with that of a family, so in 1995 IES and Penko joined together, combining resources and premises of both companies in Veenendaal.
Jan thought this was a good time to relax and recuperate. Windsurfing, Holland's answer to downhill skiing, was a passion for Jan, but IGBT dimming was taking off and large orders from the BBC and National Theatre put paid to any ideas of a quiet existence. Josette suggested that Jan should get a normal job, like decorating, with regular hours and better pay. But still a child at heart, he built a 20kW amplifier with his beloved IGBTs just for fun, and soon afterwards the sine wave dimmer was born.
Throughout all, Josette supported her crazy husband - not only on the domestic front but running IES's sales department too. And Jan is also fortunate to have a technical team and the resources for plenty of 'blue-sky' thinking. Jan lives for an impossible challenge, recently completing a custom sine wave dimming installation in six weeks over the summer vacation.
An accomplished linguist, who recently won the Showtec award for his Matrix sine wave dimmers in Berlin, Jan is happy to make acceptance speeches in Dutch, English, German, French and Spanish. On the subject of silent dimmers, Jan de Jonge and IES are seldom silent.


though recently i have rediscovered rice krispies, they are yummy.
With peanut butter? Sounds awesome!
Never heard of that, although I've heard of using different kinds of cereals, like Kellog's Corn Pops or Post Fruity Pebbles.
maybe i'll post the recipe up here, because they are delicious! no marshmallows.


text:
<!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd">
<title></title>
<meta http-equiv="Content-Type" content="text/xhtml;charset=UTF-8"/>
<link rel="stylesheet" type="text/css" href="search.css"/>

Loading...

  E
  Keys

  effect_object
  types.h

  End
  Keys

  Engine

    Engine
    ObjectManager::Engine()
    Engine::engine()

  engine.cc

  engine.h

  Equals
  Keys

  Escape
  Keys

  events
  Core

  Exclaim
  Keys

  Explosion

  explosionEntry

  ExplosionManager

    ExplosionManager
    Logic::explosionManager()
    ExplosionManager::ExplosionManager()

  explosionmanager.cc

  explosionmanager.h

  explosive_on_contact
  types.h

  explosive_on_timeout
  types.h

  explosive_type
  types.h

Searching...

No Matches

redpajama_set_name: RedPajamaGithub


(F) when the person is reckless about whether the burning or explosion will endanger the life of some individual or the safety of the property of another.
(a-1) A person commits an offense if the person recklessly starts a fire or causes an explosion while manufacturing or attempting to manufacture a controlled substance and the fire or explosion damages any building, habitation, or vehicle.
(2) recklessly causes another person to suffer bodily injury or death.
(b) It is an exception to the application of Subsection (a)(1) that the fire or explosion was a part of the controlled burning of open-space land.
(c) It is a defense to prosecution under Subsection (a)(2)(A) that prior to starting the fire or causing the explosion, the actor obtained a permit or other written authorization granted in accordance with a city ordinance, if any, regulating fires and explosions.
(2) the property intended to be damaged or destroyed by the actor was a habitation or a place of assembly or worship.
(e) An offense under Subsection (a-1) is a state jail felony, except that the offense is a felony of the third degree if it is shown on the trial of the offense that bodily injury or death was suffered by any person by reason of the commission of the offense.
(f) An offense under Subsection (a-2) is a state jail felony.
(g) If conduct that constitutes an offense under Subsection (a-1) or that constitutes an offense under Subsection (a-2) also constitutes an offense under another subsection of this section or another section of this code, the actor may be prosecuted under Subsection (a-1) or Subsection (a-2), under the other subsection of this section, or under the other section of this code.
For questions regarding arson and property damage and to arrange for a free initial consultation with a skilled criminal defense attorney in Austin, Texas, please contact Hildreth & Rueda by calling 512-415-7648. Our lawyers are available seven days a week.


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→ Haupert, V., Maier, D., Schneider, N., Kirsch, J., & Müller, T. (2018). Honey, I Shrunk Your App Security: The State of Android App Hardening. In Giuffrida Cristiano, Bardin Sébastien, Blanc Gregory (Eds.), Detection of Intrusions and Malware, and Vulnerability Assessment (pp. 69-91). Paris, FR: Cham, Switzerland: Springer International Publishing.
→ Bereyhi, A., Haghoghatshoar, S., & Müller, R. (2018). Theoretical Bounds on MAP Estimation in Distributed Sensing Networks. IEEE International Symposium on Information Theory (ISIT): IEEE.


text:
Q: AttributeError: 'str' object has no attribute 'sc' Pyspark PMML first time posting here! I am trying to save my Logistic Regression model via pyspark2pmml. However I keep getting the error stated in the title. I will post my pipeline and model code.
from pyspark.ml.feature import Binarizer

binarizer = Binarizer(threshold=10000, inputCol="traffic_count", outputCol="label")
stages = []
stages = [binarizer]

from pyspark.ml import Pipeline
from pyspark.ml.feature import StringIndexer, OneHotEncoder, VectorAssembler

SI_roadname = StringIndexer(inputCol='road_name',outputCol='road_Index')
SI_suburb = StringIndexer(inputCol='suburb',outputCol='suburb_Index')
SI_cardinal = StringIndexer(inputCol='cardinal_direction_name',outputCol='cardinal_Index')
SI_period = StringIndexer(inputCol='period',outputCol='period_Index')
SI_label = StringIndexer(inputCol='label',outputCol='label_index')

stages = []
stages += [SI_roadname, SI_suburb, SI_cardinal, SI_period, SI_label]

OHE = OneHotEncoder(inputCols['road_Index','suburb_Index','cardinal_Index','period_Index','label_index'],outputCols=['road_OHE','suburb_OHE','cardinal_OHE','period_OHE','label_OHE'])
stages += [OHE]

assembler = VectorAssembler(inputCols=['wgs84_latitude','wgs84_longitude'],outputCol='features')
stages += [assembler]

pipeline = Pipeline(stages=stages)
pipelineModel = pipeline.fit(df)
model = pipelineModel.transform(df)

from pyspark.ml.linalg import DenseVector
input_data = model.rdd.map(lambda x: (x["label"], DenseVector(x["features"])))
df_train = sqlContext.createDataFrame(input_data, ["label", "features"])

train, test = df_train.randomSplit([0.7,0.3])

lr = LogisticRegression(labelCol='label')
lr_model = lr.fit(train)

pred_labels = lr_model.evaluate(test)
pred_labels.predictions.show()

So the particular error I got comes from this line
from pyspark2pmml import PMMLBuilder

PMMLBuilder(spark, df, pipelineModel)
PMMLBuilder.buildFile("lr_model.pmml","path")

I am very new to using using Pyspark in general so I hope someone can give me a helping hand. I will post some screen shots too for context.
The Dataframe
The error
model.take(1)
Predictions

A: You're overwriting self argument of the object with the string "lr_model.pmml". That's why you're receiving the error AttributeError: 'str' object has no attribute 'sc' Pyspark PMML.
You have to call buildFile passing a path as argument, see.
    def buildFile(self, path):
        javaFile = self.sc._jvm.java.io.File(path)
        javaFile = self.javaPmmlBuilder.buildFile(javaFile)
        return javaFile.getAbsolutePath()

From the README of the library:
from pyspark2pmml import PMMLBuilder

pmmlBuilder = PMMLBuilder(sc, df, pipelineModel)

pmmlBuilder.buildFile("DecisionTreeIris.pmml")

redpajama_set_name: RedPajamaStackExchange


text:
Q: How do I display posts of a specific day? <?php

/* AJAX.php */

//ajax call with no privalidges, a user that is not logged can access load-more
add_action('wp_ajax_nopriv_japi_load_more','japi_load_more');
add_action('wp_ajax_japi_load_more','japi_load_more');
function japi_load_more(){
  $year = htmlspecialchars(trim($_POST['digwp_y']));
  $month = htmlspecialchars(trim($_POST['digwp_m']));
  $day = htmlspecialchars(trim($_POST['digwp_d']));

  query_posts(array('year'=>$year,'monthnum'=>$month,'day'=>$day,'posts_per_page'=>-1 ));

            if (have_posts()) : while (have_posts()) : the_post();

          ?>

            <?php get_template_part('content',get_post_format()); ?>

        <?php
            endwhile; else:

                echo "
Nothing found.
";

            endif;

    wp_reset_postdata();

    die();
}

A: First things first. Do not you query_posts(). Use WP_Query instead, to prevent messing with the main query.
Now, as for your question. WP_Query allows you to enter data parameters too. It even has a date query which you can check it out in the link I've provided.
Instead of using Admin-AJAX, you can write a simple REST-API endpoint for you that is faster, simpler, and does the same (even more!). But since the content of your template is unknown to me, I'm gonna skip this.
So, let's turn your code into this:
add_action('wp_ajax_nopriv_japi_load_more','japi_load_more');
add_action('wp_ajax_japi_load_more','japi_load_more');
function japi_load_more(){
    // Get the parameters
    $year = htmlspecialchars(trim($_POST['digwp_y']));
    $month = htmlspecialchars(trim($_POST['digwp_m']));
    $day = htmlspecialchars(trim($_POST['digwp_d']));
    // Set the date in the Query
    $args = array(
            'posts_per_page'    => -1
            'year'              => $year,
            'monthnum'          => $month, // Number of the month, not name
            'day'               => $day,
    );
    $query = new WP_Query($args);
    //Run the loop
    if( $query->have_posts() ) {
        while( $query->have_posts() ){
            $query->the_post();
            get_template_part('content',get_post_format());
        }
    } else {
         echo "
".__('Nothing found.','text-domain')."
";
    }
}


text:
AMG to kill V12, but big things planned for V8
Industry news / 8 October 2018, 3:25pm / Motoring Staff
Affalterbach, Germany - In this age of ever-stricter emissions regulations and the engine-downsizing that inevitably follows suit, any engine with more than four cylinders can consider itself an endangered species.
At the very top of that list you'll find that brutal behemoth that is the V12, which is still being kept on life support by supercar makers such as Ferrari and Lamborghini and the German Big Three: Mercedes, BMW and Audi.
However, Mercedes-AMG is set to fall off that list, with the firm's current 6-litre V12 set to be killed off at the end of the current S65's life cycle, which can't be more than a few years off. The twin-turbo V12 currently produces 463kW in the S65.
Mercedes-AMG chairman Tobias Moers confirmed this in a recent interview with Australian website GoAuto, but he did shed light on a happier prospect - the current V8 is sticking around for the foreseeable future and it's set to become even more potent.
Moers said that the current 4-litre V8 is a "pretty efficient" engine and that when paired with an electric powertrain, it could have a "longer life cycle than what everybody thinks."
Moers added: "Nobody in the industry is able to predict when the V8 engine ends, say, in 2028 – that's impossible. It is all about how clever you are as a company, to put the money in. And it should not be a bet – it should be a well-prepared strategy."
So what exactly does Mercedes-AMG have in the pipeline?
GoAuto reports that a hybridised version of the current 470kW twin-turbo V8 will be mated to a 100kW or more electric motor to form a flagship for the newly introduced GT 4-Door range.
The publication added that the eventual plan is to have hybrids across the range in one form or another.
IOL Motoring


text:
Příjmení Pulec nosí více významných osobností:

 Miloš Josef Pulec (1923–1991) – český duchovní starokatolické církve a spisovatel
 Zbyněk Pulec (* 1948) – československý vodní slalomář, kanoista
 Zdeněk Pulec (1936–2010) – český trombónista, zpěvák a hudební pedagog

Fiktivní
Sváťa Pulec – postava ze hry Švestka

redpajama_set_name: RedPajamaWikipedia


text:
The Battle Foretold: The Lion Has Wings (1939)
(p.7) 1 The Battle Foretold: The Lion Has Wings (1939)
As well as being a central feature of the popular mythology that grew up around World War II, the Battle of Britain must rank among the most widely anticipated events of the twentieth century. Anyone who remained unaware of what aerial warfare was thought to mean would have been rapidly educated if they had seen Things to Come, written by H. G. Wells and brought to the screen by London Films mogul Alexander Korda in early 1936. Korda also negotiated with the Air Ministry before the outbreak of war about making a film in which the strength of the Royal Air Force resulting from various recent expansion schemes would be showcased. By the time an agreement was reached on September 1, 1939, war with Germany was a virtual certainty. Korda immediately set about creating what would soon be titled The Lion Has Wings, a feature film that would contain a message diametrically opposite to that of Things to Come. The Lion Has Wings succeeded in counteracting the earlier sense that a Battle of Britain would be catastrophic in nature.
Keywords: World War II, Battle of Britain, Alexander Korda, aerial warfare, Things to Come, Lion Has Wings, Germany, Royal Air Force


Congratulations on starting your journey of clearer vision with your custom-made specialty contact lenses!
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These are hard to find online or in stores; you will receive one of each at your insertion and removal training and we also have additional ones available for purchase.


text:
Chance Warmack, né le  à Detroit, est un joueur américain de football américain.

Enfance
Warmack étudie à la Westlake High School d'Atlanta en Géorgie. Jouant comme offensive guard, Rivals.com le classe vingtième du classement des guards sur tout le pays ainsi que vingt-neuvième au classement général (toutes positions confondues) de Géorgie. Ce même site le classe trois étoiles sur cinq. Il accepte une proposition de l'université de l'Alabama plutôt que d'autres universités comme celles de l'université de l'Arkansas, Rutgers, Auburn ainsi que de la Caroline du Sud.

Carrière

Université
Il s'inscrit officiellement à l'université de l'Alabama en . Warmack sert d'abord de guard remplaçant à Barrett Jones avant de prendre la place de Mike Johnson en 2010. Il joue l'ensemble des matchs de cette saison comme titulaire. En 2011, il remporte son deuxième BCS National Championship Game. Il laisse planer le doute sur une inscription au draft de la NFL de 2012 mais renonce pour effectuer sa dernière année universitaire.

Professionnel
Chance Warmack est sélectionné au premier tour de la draft de la NFL de 2013 par les Titans du Tennessee, au dixième choix.

Palmarès
 Vainqueur du BCS National Championship Game 2009, 2011 et 2012
 Mention honorable All-American 2011 par le Pro Football Weekly
 Seconde équipe de la Southeastern Conference 2011 par les entraîneurs
 Équipe All-American 2012
 Équipe de la Southeastern Conference 2012
 Prétendant au Outland Trophy 2012
 Quart de finaliste du Lombardi Award 2012

Liens externes
  Chance Warmack sur pro-football-reference.com
  Chance Warmack sur rolltide.com

Naissance en septembre 1991
Naissance à Détroit (Michigan)
Joueur américain de football américain
Offensive guard
Joueur vainqueur du Super Bowl
Joueur de football américain du Crimson Tide de l'Alabama
Choix de draft des Titans du Tennessee
Joueur des Titans du Tennessee
Joueur des Eagles de Philadelphie
Joueur des Seahawks de Seattle


The American Indian Studies undergraduate degree is designed for students who wish to explore American Indian Studies from a broad viewpoint. Our program of study is housed in the College of Letters and Science with a group of related courses from various disciplines germane to American Indian studies. The major is considered a capstone major which not only requires students to engage in an internship within the American Indian community at large, but prompts students to take intiative in writing a capstone thesis. The minor exposes students to Indian-related research and literature in a number of different disciplines, such as American Indian studies, anthropology, economics, history, political science, sociology, and theater.
To enter the minor, students must be in good academic standing (2.0 grade-point average), have completed 45 units, and file a petition with the American Indian Studies Academic Coordinator, 3217 Campbell Hall, (310) 835-6541. All degree requirements, including the specific requirements for this minor, must be fulfilled within the unit maximum imposed by the College.
Required Lower Division Course (4 units): American Indian Studies M10 with a grade of C or better.
(3) three humanistic perspectives on language and expressive culture courses from American Indian Studies 180, o Art History C117A, C117C, C139A, 137, English 106, 180, Ethnomusicology 106A, 106B, Theater 103F.
A minimum of 20 units applied toward the minor requirements must be in addition to units applied toward major or minor requirements in another department or program, and at least 16 units applied toward the minor must be taken in residence at UCLA. Transfer credit for any of the above is subject to program approval; consult the interdepartmental adviser before enrolling in any courses for the minor.
All minor courses must be taken for a letter grade, with a minimum grade of C (2.0) in each and an overall C average. Successful completion of the minor is indicated on the transcript and diploma.
Two courses from Anthropology 9: Political Science 40, Stat 12, Women's Studies 10.
2. American Indian Studies C122SL experiential service learning or internship.


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How to Make Coconut Milk from Shredded Coconut – the easy way!
Crispy Rice and Oats Treats – Healthier and Delicious!
Chocolate Banana Muffins with Coconut Flour – Grain and Gluten-Free!


light makes everything clear ... Who is now like in the dark? Outdoor fans and homeowners during a power outage do not! That's why we offer you high quality flashlights for every situation, "beginning to see the light."


text:
Saturday, Jan 28
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By —
Daniel Bush Daniel Bush
https://www.pbs.org/newshour/politics/important-takeaways-comeys-senate-hearing
Important takeaways from Comey's Senate hearing
Politics Jun 8, 2017 3:49 PM EST
Former FBI director James Comey did not drop any major bombshells in his much-anticipated testimony before the Senate Intelligence Committee on Thursday. But the confrontation did reveal new information about the FBI investigation into Russia's meddling in the 2016 election, and it showcased the Republicans' and Democrats' approach to the controversy. Here are some takeaways from the hearing:
A punt on obstruction of justice
It was one of the most important questions coming into the hearing: Would Comey say under oath that he believed President Donald Trump attempted to obstruct justice by asking him to drop the FBI's investigation into Michael Flynn? Comey quickly laid it to rest. Near the start of the hearing, Senate Intelligence Committee Chairman Richard Burr, R-N.C., asked him point-blank if Trump's request represented obstruction of justice, one of the impeachment charges leveled against President Richard Nixon.
READ MORE: The special prosecutor Democrats want no longer exists
"I don't think it's for me to say whether the conversation with the president was an effort to obstruct," Comey answered. He said the request was worrisome – a point he made in his written testimony – but declined to go further. "That's a conclusion I'm sure the special counsel [Robert Mueller] will work towards," Comey said.
Comey's answer was a reminder that the biggest decisions surrounding the Russia investigations will be made by Mueller and others. From here on out, Comey will continue to play an important role. But the final outcome isn't up to him.
Politics ruled the day
In his opening statement, Burr implored his colleagues to "keep these questions above partisanship and politics." Sen. Mark Warner, D-Va., the panel's top Democrat, echoed the sentiment moments later. "This investigation is not about re-litigating the election," Warner said. "It's not about Democrats versus Republicans."
"I was honestly concerned that he might lie about the nature of our meeting."
Their colleagues seemed to have a different idea. The Democrats and Republicans on the committee took two markedly different approaches in their questioning of the former FBI chief. Democrats focused on the behavior of Trump, his campaign associates and top administration officials. Republicans focused on Comey's behavior, casting doubts on his actions and statements going all the way back to the 2016 campaign and his handling of the FBI's investigation into Hillary Clinton's emails.
Republicans' questions to Comey ranged widely from the Clinton email case to his note-taking abilities and failure to confront Trump over the president's request to drop the Michael Flynn probe. Sen. Roy Blunt, R-Mo., noted that Comey seemed to have "serious concerns" about the president's intervention in the FBI investigation. Yet "you had taken no action" to make that public, Blunt told Comey. He added, "Do you have a sense of that looking back, that that was a mistake?" "No," Comey said.
But the exchange and others like it reinforced the view, held by many on the right, that Comey can't be trusted. To that end, a conservative group launched campaign-style television ads Thursday morning attacking Comey ahead of the hearing. The attacks likely won't impact Comey's reputation in Washington, where he is widely seen as a respected public servant. But the ads and Republican line of questioning at the hearing won't help Comey's reputation outside the Beltway— and that could have a big impact on his credibility as the investigations continue.
Was Trump's request on Flynn a direct order?
According to Comey's memo and written testimony, Trump told Comey that it was his "hope" Comey would drop the Flynn investigation. On Thursday, Republicans honed in on the word, and argued that it did not amount to a direct order on Trump's part.
But the exchange and others like it reinforced the view, held by many on the right, that Comey can't be trusted.
At one point, Sen. James Risch, R-Idaho, asked Comey: "Did [Trump] order you" to drop the investigation into Flynn? "No," Comey acknowledged, the words were "not an order." But he said that, in the private, Oval Office conversation with the president of the United States, "I took it as a direction."
Right now, the debate over obstruction of justice hinges on Trump's conversations with Comey, so every word matters. And Comey's testimony left plenty of room for interpretation, depending on your political persuasion. While the Democrats on the committee made clear they were concerned by Trump's request, the Republicans suggested they were open to reaching a different conclusion.
Sen. Roy Lankford, R-Okla., asked Comey if he was aware of Trump making the Flynn request to any other intelligence official. When Comey said he didn't think so, Lankford answered, "This seems like a pretty light touch to drop it." Special Counsel Mueller will make the ultimate determination. But it was a signal from Republicans – at least for now – that they're willing to live with Trump's behavior.
Comey called Trump a liar
Public officials rarely call a president a liar outright— but Comey made it clear that he thinks Trump has a habit of not telling the truth. When asked by Warner why he took notes on his conversations with Trump, Comey answered:
"The nature of the person. I was honestly concerned that he might lie about the nature of our meeting." Comey added that because of the gravity of the topics being discussed with Trump, he "knew that there might come a day where I would need a record" of their talks.
Comey went on to say that he did not feel a need to document the three one-on-one conversations he had with Presidents George W. Bush and Barack Obama, a point he also made in his written testimony. "The combination of those factors just wasn't there with President Bush or President Obama," he said.
The message was clear: Comey trusted Bush and Obama, and does not trust Trump. That Comey thought Trump had a propensity to lie was clear before the hearing. But Comey's blunt public confirmation was his strongest personal criticism of Trump at the hearing. Comey also pushed back on Trump's claims that he had lost the confidence of the agents at the FBI. "Lies, plain and simple," Comey said.
The remarks likely stung a president who is known to focus on perceived slights and harbor deep personal grudges. If Trump disliked Comey before the hearing, being called a liar probably only made things worse. The question is, will Trump shelve his personal feelings about Comey, or let them influence his behavior? As a candidate and president, Trump has feuded with individual political opponents and reporters, sometimes using ugly language that sparked distracting headlines.
Comey hoped memo leak would lead to special counsel
Comey acknowledged that he shared his memo of the Feb. 14 meeting with Trump — in which the president asked him to drop the Flynn investigation — to a friend who works as a professor at Columbia Law School. "I thought that might prompt the appointment of a special counsel," Comey said.
It was a frank admission on Comey's part that, after he was fired, he hoped the scope of the Russia investigation would be expanded— and that he took concrete action to further that goal. The comment showed a willingness on Comey's part to be honest about his motivations. But it also opened him up to further criticism from the right that the Russia probes are a political witch hunt aimed at hurting Trump.
The special counsel has Comey's memos. Senate investigators do not
Comey revealed for the first time that he handed all of his memos over to Mueller, the special counsel. That puts Mueller one step ahead of the Senate Intelligence Committee, which has still not received the documents from Comey. Comey said he was open to releasing his memos more widely. He also said he hoped that, if Trump taped their conversations, the president would release the recordings.
"I've seen the tweet about tapes," Comey said. "Lordy, I hope there are tapes."
Left: Former FBI Director James Comey testifies before a Senate Intelligence Committee hearing on "Russian Federation Efforts to Interfere in the 2016 U.S. Elections" on Capitol Hill in Washington, U.S. June 8, 2017. REUTERS/Aaron P. Bernstein - RTX39OMX
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text:
The Communication Revolution: Developments in Mass Publishing during the Nineteenth Century
James Watt's invention of the steam engine in 1765 brought rapid and expansive changes to many areas of culture including transportation, manufacturing, and science. Another major change resulting from the advent of steam power was in the area of mass publishing, where it was incorporated into the three major areas of production—paper making, typesetting and casting, and printing.
One of the major advances in the printing industry was the invention of a device to produce printing paper quickly and inexpensively. This contribution came from Nicholas Louis Robert, who patented his automated paper-making machine in 1799. Robert's persistent efforts resulted in a machine that could produce a continuous sheet or roll of paper. His employer, St. Leger Didot, brought the plans for the improved machine to his brother-in-law, Gamble, who acquired a new patent for it in 1801. During the first decade of the nineteenth century, two brothers, Henry and Sealy Fourdrinier enlisted the services of an engineer, Bryan Donkin, to improve upon the idea. It was Donkin who actually received the financial benefits of the patent they received for an improved paper-making machine in 1807. By 1851, Donkin had designed 191 machines. In addition to the 83 machines that were put into production in England, over 100 were sold to mills in Europe. Another machine was sold for use in India, and by the end of the 1820s there were two in the United States. The first of these two was imported from England to Saugerties, New York, in 1827, while a second was built in Connecticut by George Spafford and James Phelps in 1829.
Machine paper making automated several processes previously done by hand—mixing pulp with water, coloring material, sizing, and distributing the fibers uniformly across the width of the paper form. The pressing and drying process was also automated: first, some of the water was removed from the paper mat by suction; then most of the water was removed as the roll, or "web," of paper moved through roller-presses and felt blankets; finally, all but a small percentage (about 5%) of the water was removed by passing the paper through steam-heated cylinders.
In addition to the "Fourdrinier," as the machine came to be known by modern paper makers, a cylinder-type machine was developed in 1809 by the Englishman John Dickinson. Around the same time, Thomas Gilpin of Brandywine Creek, Pennsylvania, built a cylinder machine, one which could produce a thirty-foot wide sheet at about sixty feet per minute.
Mass publishing also benefited from several inventions that improved the speed and accuracy of casting and composing type. A major problem for production printing had always been the slow and cumbersome way that type was set. Individual lead blocks of letters, numbers, or symbols had to be inserted by hand into long casting sticks and placed by a "composer" onto the printing form. In the 1880s two machines for typecasting and composing revolutionized prepress production.
Ottmar Mergenthaler (1854-1899) developed a system of casting type that streamlined the process to such an extent that his invention is often said to have been the most important contribution to the industry since Johannes Gutenberg (c. 1398-1468) developed moveable type. The German-born Mergenthaler, who had settled in Washington, D.C., in the 1870s, moved to Baltimore where he went to work to solve the problem of typesetting and casting. The result, the Linotype machine, was patented in 1884 and installed first at the New York Tribune in 1886.
The advantage of Mergenthaler's design was that one operator could perform the work of several people in a shorter period of time than handtype casting and composition. The Linotype machine consisted of a keyboard and a casting unit. An operator adjusted the machine for the size of type and length of the line of type needed. As the operator typed characters on the keyboard, metal in the casting unit, which had been heated to about 550 degrees Fahrenheit, stamped out the actual slugs. These matrices, or small pieces of stamped brass characters, moved from channels in the casting unit along a conveyor belt to the assembler box, or "composing stick," creating a whole line of type—thus the name Linotype.
Like the Linotype machine, Tolbert Lanston's Monotype machine consisted of a keyboard and casting unit. The system, however, differed in the way that the type was composed. The American-born Lanston devised a system of setting type based on precise mathematical calculations for the size and spacing of individual units, or characters. When the operator typed into the keyboard, perforations were made in a cylinder of paper that would then be used to cast the individual slugs and create accurately spaced characters of uniform sizes. Lanston's machine entered the publishing industry in 1887, just a year after Mergenthaler's.
Innovations in the press room also improved the possibilities for mass communication. In the early 1800s Frederick Koenig adapted the steam engine to a cylinder-type printing press. After earlier unsuccessful attempts to automate the printing process by incorporating steam power, Koenig produced the first twin-cylinder steam-powered press in 1812. In 1814 Koenig's improved model was installed and put to work in the press room of the London Times. The power press increased the Times's output to 1100 sheets per hour, a 400% improvement. This increased rate of production allowed the Times to expand its distribution to over 30,000 papers per day by the end of the 1830s.
In 1830 Richard Hoe, at the age of eighteen, and his cousin Matthew Smith took over the Hoe Printing Company in New York City. Before retiring, Hoe's father, Robert, and Sereno Newton had developed and put into production an improved cylinder press. Hoe immediately set about trying to improve the rate of production beyond the 200 impressions per hour achieved by his father's machine. In 1837 he designed and produced the first large cylinder press used in the United States. Hundreds of these machines were in use in the printing industry within a decade.
Hoe continued to work out press designs to meet the ever-increasing needs of newspaper publishers. The result of his efforts was a "typerevolving machine," or rotary press. The first of these presses based on Hoe's patent was put into use at the Public Ledger in Philadelphia in 1847. The key feature in Hoe's design was an apparatus for securing the printing plates, or type forms, onto a large cylinder.
This type cylinder was surrounded by several impression cylinders, through which operators fed sheets of paper. This version of the rotary press was able to print 8,000 newspapers per hour. The increased output capability made the rotary press popular worldwide.
Other improvements followed. In 1865 William Bullock constructed the first press to print from a continuous roll (web) of paper. By 1871 Hoe and a partner, Stephen Tucker, had also built a web press. The first of these machines was put into production at the New York Tribune. The great advantage of Hoe and Tucker's web press was that it could print on both sides of the paper at once. This "perfecting press" allowed for even an higher rate of production. The Tribune could produce up to 18,000 newspapers per hour. In 1875 Tucker patented a rotating folding cylinder which allowed papers to be folded as they came off the press. The Hoe Company improved upon this feature in 1881 by creating a triangular folder. The folding apparatus and several other improvements incorporated by the Hoe company created the modern press as it was used in the printing industry until the advent of computerized printing in the last quarter of the twentieth century.
Enterprise was a key factor in the development of mass publishing. Creative, motivated inventors took advantage of the growing demand for educational and entertaining reading material by devising technological innovations that could serve that demand. To a certain extent, the expansion of mass education and the growing popularity of penny novels, newspapers, and periodicals contributed to this trend through their need for cheap, fast, and efficient methods of production.
The Fourdrinier paper-making machines not only made paper cheap and plentiful but changed the way that the industry operated. Previously, paper making had been a cottage industry, involving production by a lot of small companies. By the turn of the century, the industry was dominated by a few large companies that produced tremendous amounts of paper. These companies sold their inventory through a system of specialized wholesale distributors.
Improvements in typesetting and printing created advantages for book publishers, but the advantage of steam-powered printing to "jobbing printers"—those who produced all the nonbook print matter—was enormous. The costs of book printing were not necessarily lower as a result of power printing, but volume printing saw significant cost savings.
The impact of mass production was particularly important to the newspaper industry, where the inexpensive creation, composition, and distribution of information on a mass scale had to be repeated daily. As in the paper-making industry, the cost of purchasing power machinery resulted in a change in the industry's profile. By the end of the Victorian era, fewer, but larger-scale, printing companies were in business.
LISA NOCKS
Bruno, Michael H., ed. Pocket Pal: A Graphic Arts Production Handbook. Memphis, TN: International Paper Co., 1997.
Comparato, Frank E. Chronicles of Genius and Folly: R. Hoe Company and the Printing Press as a Service to Democracy. Culver City, CA: Labrynthos, 1979.
Feather, John. A History of British Publishing. London: Routledge, 1996.
Hart, Ivor B. James Watt and the History of Steam Power. New York: Schuman, 1949.
Moran, James. Printing Presses: History and Development from the Fifteenth Century to Modern Times. Berkeley: University of California Press, 1973.
Williams, Kevin. Get Me a Murder a Day: A History of Mass Communication in Britain. London: Arnold, 1998.
Science and Its Times: Understanding the Social Significance of Scientific Discovery
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text:
package com.openthinks.libs.utilities.version;

/**
 * This is make the carrier for {@link AppVersion}
 * @author dailey.yet@outlook.com
 * @version 2015-08-20
 * @see VersionGetter
 */
public abstract class VersionCenter {

	/**
	 * get current version number
	 * @return String
	 */
	public String get() {
		return VersionGetter.valueOf(this.getClass()).get();
	}

	/**
	 * get current version number with prefix
	 * @param prefix String
	 * @return String
	 */
	public String get(String prefix) {
		return VersionGetter.valueOf(this.getClass()).get(prefix);
	}
}


20 Year 10 students from Dubbo College Delroy and South Campuses were identified by their schools to participate in the 2016 Mulgabirra program. Last term the students participated in team building activities at Buninyong Public School, and were matched to a class. The students now volunteer at Buninyong PS each Tuesday for 20 weeks, where they assist teachers in classrooms for part of the day. Mulgabirra students tutor younger students in reading, and assist with numeracy and other subjects. They enjoy playing with the children in the playground. These students are enrolled in the Certificate 1 in Active Volunteering, which they complete with the assistance of literacy teachers when not on class at Buninyong. These students will participate in the Youth Opportunities program later in the year by trialling the literacy kits with the Buninyong students.


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There are some who might think what we're doing here tonight is quaint, but out of touch. Bearded and robed figures hover over a baby, surrounded by a numinous light and barnyard animals: a rustic fantasy, a brief, charming distraction, but no more than that. After all, what does Bethlehem have to do with the real world?
We all know what's going on in the real world. We're living with terrorism and war that are like a dark cloud, always on the horizon. We're in the middle of an economic freefall - many of you are directly affected, and you're in real distress. And, of course, the usual dysfunction and suffering that afflict many of our families and become painfully obvious during the holidays.
But it would be a shame if we just wrung our hands over this current state of affairs and didn't see the possibility for transformation within it. As Bishop Mathes told us 10 days ago during his visit here, "A catastrophe is a terrible thing to waste." We have something spiritual to learn from the time we are in; we needn't waste it.
It would also be a terrible waste of our time tonight if we were to use Christmas Eve merely as a pleasant distraction and then went back to slogging our way through this hard world. We might as well stay home and watch It's a Wonderful Life.
So let's take a closer look at the nativity scene and see if it offers something deeper than spiritual entertainment. But first, I have a confession to make. Sometimes I get weary of the baby Jesus in the manger. Sometimes I tire of Christmas carols, Santa, angels, and holiday sparkle. Give me something meaty, like the doctrine of the Incarnation: In the beginning was the Word…and the Word was made flesh and dwelt among us.
But then the manger scene sneaks up on me like a Trojan Horse. It is so deceptively innocent and charming on the outside. But inside, it is full of the mystery and power of God. Here, in this ancient story, lies so much more than a sentimental diversion. Here is the key to meaning and hope: for our times, for our real life, here and now.
Joseph, a poor man, made his living with hard labor. Mary, a very young woman, perhaps a teenager, was in the last term of her pregnancy. Along with thousands of others, this little family was compelled by the occupying forces to travel a hundred miles on foot to fulfill some bureaucratic requirement – a census for Caesar. It was a cold night; there were no rooms to rent. But a kind offer was made - a stable out back with animals and straw. Then the everyday miracle of a human birth - those little fingers, those clear eyes. Village shepherds wander by to have a peek; tears, laughter, wonder, and peace for all, in spite of the hardship.
It is a scene of so many basic human realities and emotions: fear, vulnerability, poverty; generosity, tenderness, and love. If we take away the heavenly chorus and the 3 Wise Men and the angels, it could be anywhere, anytime. It could be a peasant family in medieval China or in a modern African refugee camp, a laid-off autoworker's family in Detroit, or the home you left to come here tonight.
Every family, every human person knows what it is like to feel powerless; we all know the joy of intimacy. We all see light in a newborn baby's eyes; we all know the protective parental instinct. We too are comforted by animals and kind strangers. We look up at the starry sky and see the glory of God.
It is this simple, basic, human scene that we hold up tonight and say This is holy. Our common, earthy life is divine. Here, in our humanity, is where God is to be found. Not all of reality is defined by the dangers and crises of the world, what kind of house or apartment or car we can afford, what shape our bank account is in, or even how comfortable or happy we are.
The manger shows us a more secure reality, something that is always close at hand. For nothing can take away the sky above, the embrace of a friend, a song and a shared meal, or the opportunity to be kind. Our life is holy; everything is always filled with God. The manger brings us down, out of our heads, out of our worries, into this basic fact. This is the glory of Christianity on our principal feast day: not some overblown holiday spectacle put on by a cast of thousands, but the tenderness of a little family one night.
Now I don't romanticize poverty, and I like living in the modern world. But there is another dimension, close to the earth, that I don't want to lose touch with. That's why I love to travel to third-world countries; that's why I love living here in New Mexico. I want to be grounded in the divine that is always found close at hand.
Jesus said "Blessed are the poor," "You must become like children," and "those who humble themselves will be exalted." His mother Mary said that God "has lifted up the lowly." Don't think of Jesus, however, as a naïve escapist who believed that if you just magically regain your innocence, you can ignore the ugliness of life and the mandate to make this world a better place. He, like us, was no stranger to suffering, complexity, and conflict.
But he also knew that in the midst of all this, there is God, always God. There is always hope and meaning and beauty, here and now, in the gift of our humanity, in the gift of creation. All is alive with Spirit, everything is infused with the divine. We can live in love, gratitude, and awe at any time, no matter what struggles we also endure. We can humble ourselves, like children, becoming lowly, close to the ground. Paradoxically, this is what will exalt us and lift us up.
This is what the Christmas manger brings us back to. It is not a sentimental distraction from "real life." It is real life. This is what the Incarnation is all about. God is not off somewhere in heaven, but here and now. Spirituality is not limited to the prayer experts. Happiness need not be postponed until we fix up this broken world, until we solve our personal problems. All we have to do is awaken to what already is. To remember this is always liberating, for it frees us from being dependent upon circumstances going the way we want them to, and it grounds us in something that can never be taken away.
And so this present financial crisis is a golden opportunity for each of us. For when things get hard enough, they can also become quite clear. Perhaps this crisis and whatever hardships you endure will turn out to be transformative; perhaps they will have the effect of returning us to this manger, to a truer, more human life; perhaps we will remember that our common, earthy life is divine.
If we do, then we will not have wasted the catastrophe of our day or the passing struggles of our personal life. And we will not have underestimated the power of this little nativity scene. We will open our eyes, soften our heart, and receive the miraculous birth of new life that God offers us this, and every night.