Meeting changing customer expectations is a challenge across industries. The opportunities created by digital technology and threats from innovative companies require firms to increase their capabilities regarding how and when they service prospects, customers and distributors.
Insurance is no exception. However, the risk-adverse culture and legacy infrastructure that exist in most incumbents present special challenges. The "why" they need to change is well known, but the "what" and the "how" are less clear.
To bring some quantitative analysis to these questions, Newsweek Vantage surveyed 300 C-level insurance executives about the current and future state of customer engagement in their firms. An analysis of the results suggests actions that can be taken to create short-term business value, as well as strategies for the medium term.
The survey respondents were 300 C-level insurance executives, evenly distributed across Asia, EMEA, and North America. Input was received from all major lines of business, with the majority coming from Life and Annuities (45%) and Health (33%). These leaders represented a broad number of functions within their firms, with the largest groups involved in claims, operations, corporate leadership and business unit leadership. Almost one half of insurers represented write between $100 million and $499 million in gross written premiums (GWP) annually; another 25% write between $500 million and $999 million.
This group of survey respondents offers valuable perspectives on how insurance executives view their customers, how their companies are responding to rising expectations, and what their priorities are going forward.


text:
ISDAfix Antitrust Litigation
Alaska Electrical Pension Fund v. Bank of America, N.A., Lead Case No.: 14-cv-7126 (JMF)
If You Transacted in ISDAfix Instruments Between January 1, 2006 and January 31, 2014, You May Be Affected by Class Action Settlements.
This website contains information about settlements reached in a class action with Defendants: Bank of America, N.A.; Barclays Bank PLC and Barclays Capital Inc.; Citigroup Inc.; Credit Suisse AG, New York Branch; Deutsche Bank AG; The Goldman Sachs Group, Inc.; HSBC Bank USA, N.A.; JPMorgan Chase & Co.; Royal Bank of Scotland PLC; UBS AG; BNP Paribas (named in the Action as "B.N.P. Paribas SA"); ICAP Capital Markets LLC (now known as Intercapital Capital Markets LLC); Morgan Stanley & Co. LLC; Nomura Securities International, Inc.; and Wells Fargo Bank, N.A.
Earlier settlements recovering a combined total of $408.5 million were reached with certain defendants, and those settlements have been given final approval by the Court (the "Approved Settlements"). The Approved Settlements were reached with Defendants: Bank of America, N.A.; Barclays Bank PLC and Barclays Capital Inc.; Citigroup Inc.; Credit Suisse AG, New York Branch; Deutsche Bank AG; The Goldman Sachs Group, Inc.; HSBC Bank USA, N.A.; JPMorgan Chase & Co.; Royal Bank of Scotland PLC; and UBS A.G.
A new and additional proposed settlement (previously referenced as the "Proposed Settlement" herein and in the Court approved Notice) has been reached with five Defendants. The Proposed Settlement was given final approval by the Court on November 13, 2018 (and is now referenced herein as the "Newly Approved Settlement"). The Newly Approved Settlement was reached with Defendants BNP Paribas (named in the Action as "B.N.P. Paribas SA"); ICAP Capital Markets LLC (now known as Intercapital Capital Markets LLC); Morgan Stanley & Co. LLC; Nomura Securities International, Inc.; and Wells Fargo Bank, N.A. (collectively, the "Newly Settling Defendants"). The Newly Settling Defendants have agreed to pay a total of $96 million to settle the case. This amount is in addition to the settlement fund created from the $408.5 million paid in connection with the Approved Settlements.
The lawsuit alleges that the Defendants, including the Newly Settling Defendants, engaged in anticompetitive acts that affected the market for ISDAfix Instruments in violation of Section 1 of the Sherman Act, 15 U.S.C. § 1. The lawsuit also alleges that the Defendants were unjustly enriched under common law and breached ISDA Master Agreements. The lawsuit was brought by, and on behalf of, Persons who transacted in ISDAfix Instruments. The Defendants deny doing anything wrong.
Your legal rights will be affected whether or not you act, as described on this website. Subject to certain exceptions, the Settlement Class includes all persons or entities (together, "Persons") who, from January 1, 2006 through January 31, 2014, entered into, received or made payments on, settled, terminated, transacted in, or held an ISDAfix Instrument.
For the purposes of the settlements, "ISDAfix Instrument" means (i) any and all interest rate derivatives, including, but not limited to, any swaps, swap spreads, swap futures, variance swaps, volatility swaps, range accrual swaps, constant maturity swaps, constant maturity swap options, digital options, cash-settled swaptions, physically-settled swaptions, swapnote futures, cash-settled swap futures, steepeners, flatteners, inverse floaters, snowballs, interest rate-linked structured notes, and digital and callable range accrual notes where denominated in U.S. Dollar ("USD") or related to USD interest rates; and (ii) any financial instruments, products, or transactions related in any way to any USD ISDAfix Benchmark Rates, including, but not limited to, any instruments, products, or transactions that reference USD ISDAfix Benchmark Rates and any instruments, products, or transactions relevant to the determination or calculation of USD ISDAfix Benchmark Rates.
The Court in charge of this case has given final approval to the Approved Settlements and the Newly Approved Settlement. Lead Counsel will administer both the Approved Settlements and the Newly Approved Settlement with an eye toward efficiency and lowering the burden on Settlement Class Members. Given that the Settlement Class definitions are substantially the same and the claims administrations will overlap, Lead Counsel have reserved the right to move for a single distribution order covering the Approved Settlements and Newly Approved Settlement.
The Court has appointed the lawyers listed below to represent you and the Settlement Class:
Daniel L. Brockett
Quinn Emanuel Urquhart & Sullivan, LLP
New York, NY 10010 David W. Mitchell
Robbins Geller Rudman & Dowd, LLP
San Diego, CA 92101 Christopher M. Burke
Scott+Scott, Attorneys at Law, LLP
YOUR LEGAL RIGHTS AND OPTIONS IN THESE SETTLEMENTS
SUBMIT A CLAIM FORM
By December 23, 2018 Unless you already submitted a timely and valid claim form in connection with the previously Approved Settlements, the only way to receive your share of the Newly Approved Settlement fund is to submit a Claim Form by December 23, 2018. Claim Forms can be submitted electronically through this Settlement Website here.
EXCLUDE YOURSELF
By October 13, 2018 Get no payment. This is the only option that allows you to ever be part of any other lawsuit against the Newly Settling Defendants about the legal claims in this case. The deadline to submit any Request for Exclusion was October 13, 2018.
COMMENT OR OBJECT
By October 13, 2018 Write to the Court about why you do or do not like the Newly Approved Settlement. The deadline to submit any comment or objection to the Court was October 13, 2018.
GO TO A HEARING
On November 8, 2018 The Court held a Fairness Hearing as to the Newly Approved Settlement on November 8, 2018.
If you already submitted a timely and valid claim form in connection with the previously Approved Settlements, that claim form will be applied to both the Approved Settlements and the Newly Approved Settlement. Thus, you will receive your share of the settlement funds in connection with both the Approved Settlements and the Newly Approved Settlement.
If you did not submit a timely and valid claim form in connection with the previously Approved Settlements, doing nothing in connection with the Newly Approved Settlement means you will receive no payment and forever give up your rights to be part of any other lawsuit against the Newly Settling Defendants about the legal claims in this case.
You may contact the Claims Administrator at:
Alaska Electrical Pension Fund, et al. v. Bank of America, N.A., et al.
c/o Epiq
You may contact the Court at:
The Honorable Jesse M. Furman
United States Courthouse
40 Foley Square, Courtroom 1105
January 1, 2006 through January 31, 2014
Settlement Class Period
Deadline in the Approved Settlements to Submit a Claim Form and Required Data
Deadline in the Newly Approved Settlement for Motion in Support of Final Approval and Fee/Expense Application
Deadline in the Newly Approved Settlement to Postmark a Request for Exclusion
Deadline in the Newly Approved Settlement for a Comment or an Objection to Be Filed with the Court
Deadline in the Newly Approved Settlement for Reply Papers in Support of Final Approval and Fee/Expense Application
November 8, 2018 at 3:30 p.m. EST
Fairness Hearing for the Newly Approved Settlement
Deadline in the Newly Approved Settlement to Submit a Claim Form and Required Data
Questions? Contact the Claims Administrator at info@ISDAfixAntitrustSettlement.com or 1-844-789-6862 (U.S.), +1-503-597-5526 (Int.)
© 2018 Epiq Systems, Inc., All rights reserved | | Version: 1.0.0.61 | Updated: 12/21/2018 12:27:40 PM

redpajama_set_name: RedPajamaCommonCrawl


Wing span 24-28 mm. Body color bright yellow with variable dark shade. Discal band have prominent color. Above black with orange discal band and apical spots. UPF orange cell spots conjoined with the discal and in space 2.


Double Glazing - Wondering how much uPVC Windows cost?
Double Glazing – Wondering how much uPVC Windows cost?
How much is double glazing? Are uPVC windows expensive? How does secondary glazing compare in terms of price? If you're looking for answers to any of these questions, you've come to the right place!
We know that installing uPVC double glazed windows in your home is a big investment. So in this article, we hope to break down the main cost considerations: window frame materials, types of glazing, window configurations and long term energy savings. These are the features which will determine the overall price of your windows, and provide you with a better understanding of how much you will pay for the window unit that best suits your home.
We're going to start with a window unit feature that people tend to overlook: the frame. Your window frames have a dramatic impact on the overall energy efficiency of your home. Aluminium window frames have been the king of the Australian window industry for a long time, putting Australian homeowners at a massive disadvantage. Why? Because aluminium is expensive to buy and conducts heat, increasing the temperature in your house in summer. When purchasing double glazed window units, it's best to go for uPVC window frames for a number of extremely valid reasons.
uPVC is less costly to produce and more affordable to purchase.
uPVC window frames are durable and will last over 25 years, providing more bang for your buck!
uPVC is a fantastic insulator and will keep your house cool in summer and warm in winter, saving you money on heating and cooling.
uPVC window frames are easy to maintain and will not rust or corrode when there is moisture in the air (which can occur with aluminium frames). Coastal properties will not need to spend extra money on protective coatings to safeguard against rapid degradation.
Last for much longer, 25 years +!
Pay for themselves over the years, with massive savings to your energy bill.
Decrease sound pollution, granting you a better night's sleep (and who can put a price on that?!).
Another critical aspect of your window unit which will affect its overall price is the design. uPVC double glazed windows can come in the form of sliding windows, bifold, casement and awning or tilt n turn. The hardware installed in tilt n turn windows is more complex and complicated to install than that which is present in sliding windows. If you want to save on your budget, you may wish to choose a simpler window configuration such as a sliding window. Or install the versatile window configurations on the side of your home that's more likely to catch the breeze or be subject to adverse weather. No rule says your home must only have one type of window design throughout! Remember that they will all look consistent regardless, with matching coloured uPVC frames.
You may have heard of the infamous middle ground between single-paned windows and double glazing: secondary glazing. Secondary glazing is often trumpeted as the most affordable option for better energy efficiency and sound insulation in your home, as installation can be carried out without the expense of removing the existing window unit. However, this often DIY attempt at improving your home's insulation has its risks, and only presents short term benefits. If you're going to invest your time and money into creating a more energy efficient home, you want to do it right the first time around and enjoy the results for decades to come. Secondary glazing may seem like a fantastic deal at first glance, but we can assure you that you will more than likely spend the years after installation, and more money, fixing and maintaining it. The crux of the issue is this: secondary glazing can end up being far more expensive than double glazing in the long run.
After an unbeatable deal on uPVC double glazed windows in Brisbane? You'll get the best price by going straight to the manufacturer! EE Windows both manufacture and install uPVC double glazed windows and doors into Brisbane homes. Our price points are extremely competitive, and we offer services that other window installers and glaziers do not, including design advice and free quotes. We design window systems to suit your individual home, it's location, typical indoors and outdoors temperatures, and unique aesthetic. You receive full package services at affordable prices with EE Windows. Contact us today for a quote!
How double glazing works and why UPVC windows make it better!


We know moving your family or career or business to a new country could be overwhelming. We at Green Komet help you achieve your dreams and cater to your requirements in a customer friendly manner. When someone is there to guide you through the process in a proper than apart mental support and assurance of your time and money you also receive value of your service.
At Green Komet, we specialize in enabling your Canadian Immigration to your corner. We are dedicated to understanding what results you want and to helping you understand what actions we can take on your behalf. We will work with you every step of the way to make sure that you understand the choices you are making and feel empowered to make them.
We bring in our first hand experience in settling in Canada to help you down a path to the results you need. Whether it's is moving your family to Canada, moving your business to Canada, we have been there and done that and more than willing to help.


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President Obama applies the same principles abroad that he does at home.
At home President Obama is well known for his preference for perceived parity over liberty. Most of his domestic agenda —Obamacare, executive-order amnesties, open borders, near-zero interest rates, quantitative easing, the piling up of $9 trillion in new debt, tax hikes, more regulations — is apparently aimed at shifting power and capital away from the upper middle class to the lower classes.
From Obama's first appearance on the national scene, his rhetoric has been directed against those whom he perceives as the inordinately privileged — much more the supposedly uncouth upper middle class than the tasteful Martha's Vineyard Wall Streeters or the jeans-and-T-shirt Malibu super-rich.
Americans who did not favor his redistributionist vision were rhetorically reduced to clingers, nativists, the privileged unwilling to spread their wealth, leaches on government who didn't build their own businesses and who didn't realize they had already made enough money. Obama once suggested that he was for higher capital-gains taxes even if such tax hikes would discourage profitable activity and thus lead to lower revenues for the Treasury, simply for the sake of "fairness" — reminding us of Tocqueville's various warnings that many people would prefer parity even if meant less liberty and wealth for themselves.
Obama sees the rest of the world as he does the United States — and thus in need of a redistribution in power that will bring greater fairness to the planet. Accordingly, under current U.S. foreign policy, the desire for supposed equality trumps most considerations of human rights, values, consensual government, and our own national interest.
Take the current destruction of the Middle East. Most of the influence there for many decades has rested with Israel, a small but powerful nation with nuclear weapons and a vibrant economy, and the so-called moderate, Sunni-based authoritarian regimes — Egypt, Jordan, and the oil-exporting and plutocratic Gulf monarchies. Obama, however, apparently saw this as unfair. He sought as a counterweight to empower other Islamic nations and movements deemed more revolutionary and more deserving of American attention. By any sober measure, Turkey's Recep Erdogan is a fervent Islamist bent on eroding Turkish democracy; but to Obama, he was an avatar of hope and change who would steer Turkey away from its blinkered neo-colonial NATO alignments, even as, within Turkey, Erdogan empowered fundamentalism among the Anatolian underclass against the Westernized Ionian elite. Thus followed our "special relationship" with Erdogan — and unofficial American endorsement of his anti-democratic thuggery, anti-Semitism, and Islamism.
Egypt followed a similar script. Obama was romanced by Mohamed Morsi — the erstwhile anti-American president of Egypt, who as a young man had spent several years in California, first as a student at USC and then as an assistant professor at CSU Northridge. Obama apparently envisioned Egypt as soon to be run by somebody schooled in the modern American university's race/class/gender activism who would appreciate Obama's own Cairo Speech mythologies. If Egyptian theocracy replaced autocracy, so much the better, given that the former at least had a revolutionary authenticity that the latter lacked. The result, however, was the veritable destruction of Egypt until the unexpected coup by the now-shunned junta of General Abdel Fattah el-Sisi.
No one is terribly sorry that the Gulf monarchies are being ostracized by Obama. After all, they were the architects of the OPEC oil cartel and past masters at stealthily funding anti-Western terrorists. Their schizophrenic theocracies were sorry spectacles of what happens when high-tech consumerism meshes with seventh-century mores. Nonetheless, the Gulf monarchies remained anti-Communist in the Cold War, largely escaped the violence of much of the Middle East, talked tough about Israel rather than fighting her, and welcomed U.S. military bases. Now they are orphaned, not because they are corrupt, anti-democratic, or theocratic, but because they represent wealth, power, and influence in inordinate fashion in the Middle East.
Ditto Israel. The Obama administration does not seem to care much that Israel is democratic and pro-Western and that it created a successful economy ex nihilo. Instead, it represents Westernism at the expense of revolutionary entities like the Palestinian Authority, Hamas, and perhaps now even Hezbollah. Thus, from the beginning of the Obama administration, its Middle East invective was aimed not at Iran, Hamas, or the Muslim Brotherhood, but at Israel in general and Prime Minister Bibi Netanyahu in particular. Like the Kurds, whom Obama has largely neglected, Israel is simply too successful, too unlike the failures elsewhere in the Middle East, and too patently pro-American.
Note that in June 2009 Obama forbore to support the one million Iranian reformers who hit the streets to protest the corrupt election engineering of the theocracy. Obama stayed mum throughout the year-long protests. In February 2009, in his first formal interview as president (with Al Arabiya, no less), he had hinted that he alone possessed the bona fides to connect with Islam's authentic leaders. Obama apparently saw the Iranian reformers as retrograde neo-cons rather than legitimate revolutionaries who would appreciate his own unique radical credentials. Certainly Iran's minister of foreign affairs, Mohammad Javad Zarif — a Westernized dandy who sounds like the chairman of a Middle East Studies program on an American campus — seems to have appeared right out of central casting to charm Obama with his Anti-America-Lite obfuscations. The result is the Iranian nuke deal, a treaty that is apparently not a treaty, an accord that violates all the prerequisites that Obama himself set out prior to the talks, and a blueprint for any other Middle East nation to obtain nuclear weapons under the guise of promising not to obtain them.
This approach to the Middle East is sort of like the art of community organizing in a large blue-state American city — constant turmoil punctuated by occasional equilibrium brought about by concessions from the more powerful. Iran's nuclear status, its newfound freedom from sanctions, its expanding revenue, and its recharged terrorist appendages will offer it parity in the Middle East. Sunni regimes and Israel will react, tensions will rise, and out of the turmoil will come some greater sense of social justice, in a new Middle East that is more authentic and therefore less pro-Western and especially less pro-American than the old one. The playing field is being leveled, and the Russian–Syrian–Iranian–Hezbollah–Hamas Axis has finally achieved some parity in the region.
Obama tried the same with the Russian reset, until he grasped that Putin is a thug of the first order — an unapologetic neo-Tsarist reactionary who despises Obama as much for his weakness as for his social-justice sermonizing.
In Europe, Obama has tried his best to undermine the old Churchillian U.S.–U.K. special relationship. He has preferred the EU to NATO, and sees the present migration crisis as either nemesis for colonialism or a chance for Europe to look more like the world. The European leftist dream of enforced mass transit for populations living in apartment buildings surrounded by government-owned greenbelts, punctuated by solar and wind farms, in countries with their foreign policy subject to the U.N. — all overseen by a few elite grandees — is Obama's own.
For a while Obama toyed with the idea that Communist China also was a revolutionary presence that for too long had been stereotyped as an aggressive and thuggish disrupter, pitted against one-dimensional and rather boring U.S. Cold War allies like Japan, South Korea, and Taiwan. But after China's cyber-attacks and regional bullying, Obama sort of left the scene, baffled by what exactly he had helped to conjure up — as Japan rearmed, South Korea adopted a new muscular policy toward North Korea, and our Pacific allies began to understand that there might no longer be a U.S. nuclear umbrella.
In Latin America, chaos was likewise good. Hundreds of thousands trekked to El Norte once Obama rendered U.S. immigration law null and void and began issuing amnesties — the ingredients of a future political reordering of the American Southwest. Communist Cuba is courted, while the ongoing destruction of Venezuela is ignored, as are the democratic efforts of the handful of Latin American countries that still cling to a belief in consensual government rather than a dictator's notions of revolutionary mob justice. The hope of the first decade of this century that the stability and prosperity of a consensually governed Chile might spread throughout the continent is mostly defunct.
In sum, U.S. foreign policy has become something like Obamacare, immigration law, or the deficit. Obama stirs things up, speaks truth to power, champions the dispossessed, seems bewildered at the ensuing mess, then gradually disconnects from the growing chaos, but seems smug nonetheless over the fact that something — what exactly he doesn't know or care — is at last in play. Forward we go to the next injustice, ripe for chaos and thus hope and change.
Simple truism's—– If it ain't broke, don't let Obama fix it— Simplicity is a virtue—We take care of our own. The "great minds" break what never needed to be fixed. Totalitarian patterns from "great minds" only enslave. European leaders policy of "let them eat cake" and America the protector—— good-luck relying on that. Good ol' boy Trump will executive-order distraught European's, trying to escape Europe's coming plight. Fraulein's and Mademoiselle's for everyone.
And what Obama has done will have its way with him. Ditto for Hillary. Ditto for the NY Times and LA Times.
If anybody wants to stop the mess, simply defund "Progressive-Retardnation" education. Star with J-School.
Forward we go to the next world war – Shades of Hitler and Chamberlain, followed by Stalin. You can insert current names.
Wow. Excellent work! A pity that outside of your six readers, no one knows about this.
See no Hanson, Hear no Hanson, Know no Hanson.
What is your point in commenting in this vein. Is it merely to vent your frustrations upon reading a fact based analysis that violates a worldview built for you by mainstream media fools? Or are you just another one of those internet trolls?
An interesting perspective on what motivates Obama's foreign policy from VDH. I see Obama's main goal as destroying the American middle class and anything (e.g., the economy) that supports it. So all is subordinate to that goal, even if it means giving foreign affairs minimal attention to the point of gross incompetence/malfeasance. Empirically, this appears as accurate as VDH's perspective so it is hard to tell the difference. And I am not sure it matters as the increasing damage has/is being done by Obama as we speak.
But the man is on his path and it will get worse — of that we can be certain.
Au contraire, my friend Kerwin, Mr. Hanson has quite a following I assure you. His understanding of history and ability to sift through the propaganda of today's media ensures a most refreshing insight to what is truly happening. I for one follow his postings, as I too, am a student of history; and, I assure you there are many of us out there that haven't "swallowed the Kool-Aid".
For decades I thought one had to be pretty sharp or special to be President in spite of the teaching that 'anyone could grow up to be President'. After the last two elections and mercifully leaving the Carter Administration out of the loop, it may be proposed that now it is proven beyond doubt that 'any damned fool can become President'.
True, and its corollary is that our damned fool electorate can and will vote for the same.


text:
Q: Django- how to hyphenate TextField in URLs I am trying to make my model so that the URL slug is hyphenated between spaces in the slug field by default.  The slug should be limited to only the first six words in TextField.  The TextField() called questionToProblem in the same model.  Here's what I have:
class Problem(models.Model):
    free = models.CharField(max_length = 1, choices = Free)

    questionToProblem = models.TextField()
    solutionToProblem = models.TextField()

slug = models.CharField(max_length = 250, unique = True)
topic = models.ForeignKey(Topic, on_delete = models.CASCADE)

plainText = models.TextField(default= 'temp')
profile = models.JSONField(default=dict, blank=True) #default is assigned on the recommendation of django docs. DO NOT CHANGE
comments = GenericRelation(Comment)

def save(self, *args, **kwargs):
    super().save(*args, **kwargs) #create the problem
    cosine = Cosine(2)

    self.plainText = LatexNodes2Text().latex_to_text(str(self))
    self.profile = cosine.get_profile(self.plainText)
    super().save(update_fields=['plainText', 'profile',]) #update the neccessary fields

    for query in SavedQuery.objects.all():
        query_profile = cosine.get_profile(query.query)
        similarity = cosine.similarity_profiles(query_profile, self.profile)

        if similarity >= 0.25 and self not in query.results.all():
            query.results.add(self)
            query.save()

class Meta:
    ordering = ('questionToProblem',)

def get_url(self):
    return reverse('solution_details', args = [self.topic.slug, self.slug])

def __str__(self):
    return self.questionToProblem

My views.py:
def displaySolution(request, topic_slug, problem_slug):
    try:
        solution = Problem.objects.get(topic__slug = topic_slug, slug = problem_slug)
    except Exception as e:
        raise e
    return render(request, 'solution.html', {'solution' : solution})

Ideally, here's what I want the URL to look like, if the questionToProblem was "How many bananas do I have in total?", and the Topic key was "modeltopic":
http://127.0.0.1:8000/modeltopic/How-many-bananas-do-I-have

A: Alter your slug field to include blank will help you out with the autosaving bit in the admin. Otherwise the form will complain that it needs a value.
slug = models.CharField(max_length = 250, unique = True, blank=True)

Add a method for the save something like the following. This may not be the best way given you want to use the TextField as the slug source - this may become a performance issue, but if your text is relatively short, and there are few 'new' Problems on a relative basis you may be alright. Use Django's slugify to deal with alphanumerics, trailing spaces, underscores, hyphens and the like, then split the text on space hyphen, taking a max of six words (https://docs.python.org/3/library/stdtypes.html#str.split) which then get   joined (https://docs.python.org/3/library/stdtypes.html#str.join) back together as a string each separated with a hyphen.
def save(self):
    if not self.slug:
        # self.slug = slugify(' '.join(self.questionToProblem.split(' ')[:6]))
        # or take advantage of split's second argument
        # self.slug = slugify(' '.join(self.questionToProblem.split(' ', 5)))
        # or to take Selcuk's suggestion:
        # coding on the fly here in S/O so no guarantee on this syntax :)
        self.slug = '-'.join(slugify(self.questionToProblem).split('-', 5))
    return super().save(*args, **kwargs)

Note the use of slugify which you can import with:
from django.utils.text import slugify

redpajama_set_name: RedPajamaStackExchange


text:
By Aniket Bhushan, Bridget Steele, Lance Hadley
Published: Sept 25, 2020 | Updated: Oct 1, 2020
The recent September 23 Throne Speech offers a significant opportunity to meaningfully stimulate Canada's support for development. It is incumbent on the sector, especially in the period out to the Fall fiscal update, to push the government to follow up its words with action in the form of a sustainable, transparent and accountable financial commitment to increasing development spending.
This analysis covers three areas and its main findings are as follows:
Bounce back in programming and need for new resources
We update our June 2020 analysis which quantified COVID19's impact on programming. According to our analysis, the first quarter of the new fiscal cycle (Apr-Jun 2020) indicates a noticeable bounce back in the cadence of programming and a significant reversal compared to the sharp slowdown in the last quarter of the previous fiscal (Jan-March 2020). A key take-away is that the development sector is clearly showing greater resiliency than many expected. Furthermore, this also implies:
It is now more likely that programming will catch up to available budget room through the course of the fiscal cycle.
Any new commitments or large international requirements, which are very likely given the depth of impact in developing countries and relatively limited fiscal space to stimulate recovery, will require new and additional resources to be downloaded to the International Assistance Envelope (IAE) from the fiscal framework.
Canada's international COVID response as a share of domestic response
We provide a metric to help quantify Canada's international COVID response. Several NGOs have argued for symmetry between what Canada spends domestically on COVID response and its international commitment. The case has been made that Canada's international response should equate 1% of domestic response. As of July 2020 we found that Canada's international COVID response equates approx. 0.22% of its domestic response. New and additional resources committed to international COVID response up to July 2020 totaled $120mn. Two significant new and additional commitments have been made more recently: first, to the GAVI COVAX AMC vaccine procurement for developing countries, $220mn; second, $400mn towards financing for development in the COVID era and beyond. These take Canada's total response to approx. $1.14billion, of which $740mn are new and additional resources to the IAE. Canada's total international response is now (at most) approx. 0.47% of domestic response; and new and additional resources are approx. 0.31% of total domestic response. Making these some of the largest one time additions to the IAE Canada has ever undertaken.
Throne Speech is an opportunity for collective action
If the sector works collectively to hold the government accountable and demands details by the Fall update, we argue the recent Throne Speech offers a meaningful opportunity to reverse Canada's flagging support for development. Our analysis of the past 5 Throne Speeches (back to 2011) indicates this is the first time a Speech from the Throne has explicitly referenced increasing international development spending.
In June we provided the first and only analysis that quantified Canada's sharp slowdown in development programming. March 2020, we projected, represented a 90% slowdown compared to the same month in recent years.
Using the same approach and data (looking at the cadence of new projects starts and contracts by value and volume, leveraging TBS and GAC open data), we find that the first quarter of the new fiscal cycle (Apr-Jun 2020) indicates a bounce back compared to the last quarter of the previous fiscal.
New project starts in April 2020 were over 2x that in any April going back to 2016 (by value) and a similar trend is observed in wider GAC contracts disclosure data. This indicates the development sector has proven resilient in terms of both adapting existing programming and launching new programming in the COVID new normal.
While on a year to date, and especially fiscal start to date basis (i.e. Apr to Aug 2020), there is still some way to go to catch up with the cadence of new starts in recent years, it is reasonable to conclude that given the level of requirements, programming will catch up to available budget room.
New or large international commitments, e.g. on vaccine procurement and disbursement in developing countries, and or to support safe restart and economic recovery, will require new and additional resources to be downloaded to the IAE from the fiscal framework.
COVID19 has brought into focus the fact that international solidarity and collective action are not just philosophical nice to haves, but essential for an effective response and recovery. To this end, NGOs have argued for symmetry between Canada's commitment to international COVID response and its level of domestic support, some calling for an international commitment that equates at least 1% of domestic response.
Where does this ratio stand? Canada's major international commitments to COVID response from March-July 2020 total $522million. This primarily includes: $120 million for the Access to Covid-19 Tools (ACT) Accelerator (new funding); $180 million for humanitarian and development assistance (crisis pool); $160 million to help vulnerable countries prepare for and respond to COVID-19; $2 million to the World Health Organization. Up to July 2020, the only new and additional resources to the IAE were for the $120mn towards the ACT accelerator, the rest were announcements funded out of the existing balance.
Over the same timeframe Canada's domestic response is estimated to be between $230billion (Economic and Fiscal Snapshot 2020) and $240billion (COVID-19 Economic Response Plan estimates).
Taking the above together, and assuming the domestic response commitments total $235billion, we find that Canada's international COVID response equates approx. 0.22% of its domestic response. This is obviously far short of what many NGOs have called for. Moreover, most of this level is made up of existing, as opposed to new and additional resources to the IAE from the fiscal framework.
Update as of Oct 1, 2020:
In July 2020 Canada announced US$25mn towards the GAVI COVAX Advance Market Commitment (AMC), and on Sept 25 Canada announced a further $220mn towards the AMC's vaccine procurement for developing countries. On Sept 29 at a High Level UN forum Canada also announced an additional $400mn towards financing for development in the COVID era and beyond.
These commitments imply the following:
Canada's total international COVID response now stands at approx. $1.142billion.
Of this, total new and additional resources to the IAE are approx. $740mn (approx. 65%).
Total domestic COVID response (as per the IMF and Dept. Finance's rolling fiscal summary table) is at approx. $240billion to $325billion (depending on the treatment of fiscal side deferrals).
Therefore, we estimate that Canada's total international response is now (at most) 0.47% of its domestic response. New and additional resources to the IAE total (at most) 0.31% of domestic COVID response.
These are some of the largest one time additions to the IAE Canada has ever undertaken, and for this the development sector and government ought to be commended. The key question now is whether these additions permanently increase the IAE base. This would be needed to ensure international COVID response does not crowd out other areas of development programming.
Throne Speech is an opportunity
If the sector works collectively to hold the government accountable and demands details by the Fall update, the recent Throne Speech could be a significant opportunity to reverse Canada's otherwise flagging support for development.
According to our analysis of the last 5 Speeches from the Throne back to 2011 (see box below), the recent speech was the first to explicitly reference increasing international development spending.
The need for a sustainable, transparent, and accountable increase in development spending stems not just from the fact that Canada's levels have hovered near historic lows for years, but that there are real growing needs, and significant opportunity.
In addition to immediate COVID health response and intermediate economic recovery needs, another obvious area is international climate finance, on which GAC has recently concluded consultations.
Collective action across the development sector and a focus on the headline IAE level allocations, to ensure new commitments are backed with new and additional resources from the fiscal framework, is essential in order to avoid the "robbing Peter to pay Paul" scenario which has too often been the case.
How have recent Speeches from the Throne referenced international development?
September 23 2020: "The Government will invest more in international development while supporting developing countries on their economic recoveries and resilience. Canada will also support work to ensure that people around the world have access to a vaccine. We cannot eliminate this pandemic in Canada unless we end it everywhere."
Dec 5 2019: "As a compassionate partner, the Government will provide targeted resources for international development assistance, including investments in education and gender equality. It will help the world's poorest and most vulnerable people live better lives and become strong partners for Canada in turn"
December 4 2015: "Internationally, the Government will focus its development assistance on helping the world's poorest and most vulnerable."
October 16 2013: "Our Government will help the world's neediest by partnering with the private sector to create economic growth in the developing world. Tax dollars spent on foreign aid must achieve real results. Our Government's international aid will continue to be focused, effective and accountable."
June 3 2011: No reference to international development.
New development project starts: GAC project browser dataset (distinct count and value, by project number)
Overall pace of contracting: Agreements (over CAD$25k) Treasury Board Canada disclosure dataset (distinct count and value, by agreement number)
Year to Date (Jan-Aug), New development project starts: GAC project browser dataset (distinct count and value, by project number)
Year to Date (Jan-Aug), Overall pace of contracting: Agreements (over CAD$25k) Treasury Board Canada disclosure dataset (distinct count and value, by agreement number)
Canada's Covax Dilemma: A lesson in the need for more…
Stepping Up to the Plate or Plugging Holes in a Dam?…
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Recent weather conditions for Port Greville showed that it was light shower snow, with a high of 3.33 degrees and a low of 1.67 degrees. Wind was at 6.2km from the , with gusts of 8.7km. The sun will rise at 04:29 EST and set at 18:05 EST.
Listed under Port Greville Vacation Rentals, located approximately 0.15km away.
Listed under Port Greville Vacation Rentals, located approximately 0.13km away.


Most burglars enter homes by simply opening unlocked doors or windows—or pushing and kicking locked ones until they open. Bad guys prefer unlocked doors and windows; however, many can quickly and quietly pry open locked ones. Some break a pane of glass and reach in to unlock the window or door. Only a few really determined burglars break out enough glass to walk or crawl through, bash in well-secured doors, or pick locks.
Here are steps you can take to beef up your home's physical barriers.
Good locks are essential. Click here for info on various types of locks, how they can be strengthened, and how to find a good locksmith.
The locks on sliding glass doors are notoriously flimsy—many doors can be lifted right off their tracks. If you have one, consider paying a locksmith to evaluate its vulnerability and, if necessary, install reinforcements.
With most models, one door is fixed (screwed or bolted at several points to the track) so you just have to worry about its partner. You can prevent a pry-bar attack if you place a broomstick or piece of lumber in the lower track to prevent the door from sliding open. Aluminum "Charley Bars" mounted waist-high function the same way. Well-designed ones ($20 or less) require moving one or two parts before they can be lowered, making them somewhat more resistant to persistent intruders than wood in the track.
If both doors slide, secure them by drilling two 9/32-inch holes where their frames overlap at the top and bottom. Drill through the inside door's frame and halfway into the outside door's frame; then insert 1/4-inch bolts in the holes. This will prevent intruders from prying the doors open and make it difficult for them to lift them off their tracks.
Although hinged doors are much safer than sliding glass doors, intruders can get through even securely locked ones.
Hollow wood doors can be easily punched through. Exterior doors should be solid wood or foam-filled metal. And for outward-opening doors, choose ones with hinges that have non-removable pins. Hinges should also be installed so that the screws attaching them to the door and frame cannot be removed when the door is closed. Doors should fit snugly within the door frame, with no more than a 1/16-inch gap on either side. Click here for ratings of door installers.
The last word in door security is a heavy-duty steel door in a steel frame with a high-security lock. These cost $800 to $2,000, installed.
One step down are metal bar doors installed a few inches outside an existing door. They are set into a brick or concrete block structure, and defeating them generally takes a lot of time and makes a lot of noise. Their resistance to attack depends on the strength of the framing to which they are attached. The simplest kinds of metal bar doors, which are usually installed along with bars over the windows, make your place look like a penitentiary. But some fabricators make attractive decorative or even artful ones.
Double-hung (sash) windows open vertically; sometimes the top half is fixed and sometimes not. Frames may be wood, vinyl, or metal.
Horizontal sliders are like small sliding glass doors and usually have metal frames.
Casement windows swing outward and are usually opened and closed by a lever attached to a geared hand crank.
Jalousie windows are a series of panes about four inches wide set in metal frames interconnected by levers.
Fixed pane windows do not open.
Secure windows by making them resistant to being pried open. In addition, it should be difficult to open the window frame after a pane of glass has been broken. Most intruders are not keen on breaking glass, but it still happens often enough to justify concern. For the highest level of protection, the window should have unbreakable glazing or steel bars across it.
The most difficult-to-secure type of window is the jalousie, since its panes are easy to remove, even when the thing is locked. If you have a vulnerable one, consider replacing it, adding bars, or attaching an alarm to it.
Casement windows, when closed, often withstand break-ins due to the locks on their frames and their hand crank mechanisms, which resist prying. Still, if you leave one open a few inches, someone can reach in and turn the crank to fully open the window. Make that more difficult by removing the handle or cover the window with bars or an alarm screen.
Because locks on horizontal sliders are often flimsy enough to be snapped, consider auxiliary locks.
Double-hung windows are relatively easy to secure, but many commonly available locks are not effective. A simple way to secure them is to pin the two frames together.
You can make windows even more secure with impact-resistant glazing, such as Plexiglas or Lexan. Premium grades of these plastics are virtually free of visual distortion and more resistant to scratches. Just make sure you or an installer follow manufacturers' instructions for mounting them, since temperature increases make them expand more than glass, and intruders can bash in an entire improperly mounted pane.
At considerably greater cost, you can have a pro replace particularly vulnerable windows with the type of glass used in car windshields, which is not difficult to break but hard to remove.
Protective metal bars are the ultimate break-in deterrent. These bars (also called grates and grilles) come in straight prison-issue and various decorative versions. Most are fully welded on a semi-custom basis by local installers who do not sell them for do-it-yourself installation.
Hardware stores, however, often stock bar sets ($20–$80) that can be adjusted to fit your windows; they come in several heights and expand up to 42 inches wide. They won't resist attacks as effectively as fully welded bars, but properly installed they'll discourage all but the most determined intruders. Some hardware stores also stock fully welded window bars, although the selection is limited and may not be suitable for your windows. If the width doesn't fit exactly, you can cut the fasteners with a hacksaw.
Both expandable bars and fully welded bars should be installed with large one-way screws—or with carriage bolts, as long as they are punched with square holes and the nuts would not be accessible to intruders.
Bars should be secured with bolts or screws positioned parallel to the wall, and then welded to the bars. This makes it very difficult to remove the fasteners and pry off the bars.
Professionally installed, fully welded bars cost about $100 to $300 for a 30-inch-by-60-inch window if you get bars for several windows at one time.
Metal bars on windows or doors, or difficult-to-remove locking devices (such as screws in window frames), pose hazards in the event of fire. Most building codes specify that any sleeping room without an exterior door should have an easily opened window. Window bars with hinges on one side and a lock on the other are risky because the keys can easily be misplaced. Hinged bars with an extended mechanical latch release are safer: No one outside can reach the release, but it can be easily operated by someone inside.
If windows are secured with screws, make all occupants aware that to escape through the window they'll need to knock out the glass, place a blanket or other padding on the bottom frame, and carefully climb out. Even then, escape through broken glass will be hazardous.
Intruders love unlocked attached garages. After entering the garage and closing the door, they can then bust into the house unseen and unheard.
Standard twist handle locks on overhead garage doors can be easily defeated. Most electric door openers provide more resistance, but because even these may yield to a crowbar attack, it's good to have a backup lock. One simple and inexpensive solution is to drill holes in the track on each side just above the closed door and put U-bolts or padlocks through the holes. This keeps the door secured only from inside the garage when the door is closed. The door can also be secured from the outside with a hasp and padlock.
In search of hidden entries, many intruders head to utility rooms and enclosed porches. Make them difficult to access. Plus, make sure a solid-core door with reinforced locks separates them from the rest of your house.
If someone could conceivably enter your attic from the outside, lock the attic hatch or door. Instead of glass, most skylights are now a thin plastic that is easily broken. Consider shatter-resistant glazing or adding metal bars.
Most window air conditioners can be removed easily from the outside or by pushing the unit in. The first precaution is to secure the partly raised window frame tight against the A/C case by pinning or screwing the frames together. The easiest way to prevent someone pushing or pulling out the unit is to screw a piece of lumber to the top of the windowsill. You can improve the aesthetics by extending the board from one side of the frame to the other and painting it the same color as the sill.


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You're talented and passionate. You get things done.
You consider yourself a talented frontend developer.
You have a track record of high quality design and development ability for building enterprise-level software solutions.
You've worked on serious, challenging projects that turned out to be a success.
And, because pseudo code is not always enough, you have effective oral and written English communication skills.
Enjoy discussing cool and innovative ideas with your colleagues, coming up with great product solutions and sharing your passion & knowledge to others? Then this is the place for you.
You consider yourself a full-stack developer.
You've kept your skills up-to-date with the latest frameworks and technologies (Node.js, REST, Swagger, Spring, AngularJS, ReactJS, jQuery, D3.js, Ext JS, etc.).
You don't shy away from shell scripting, web or database technologies Ideally, you've worked already with a bunch of protocols, web services and (RESTFul) APIs (HTTP, LDAP, SOAP, SMB, EWS API, Box Content API, MS Graph API, SharePoint Restful API, Dropbox API, ShareFile API, etc.).
You're curious, innovative and eager to build an exciting career path in software development You've worked on serious, challenging projects that turned out to be a success.
Must-have: university degree (awarded or pending) in Computer Science or Computer Engineering.
Participate in every phase of the development life cycle by working in an Agile environment to turn customer requirements into amazing products and features.
Debug and fix defects as maintenance is part of every product's life cycle and we take quality and customer satisfaction very seriously.
Be highly dependable and take responsibility for time lines and deliverables.
Enrich our team with your expert knowledge and get exceptional career opportunities/advancements.
Please look-up the TXT record on the test.netgovern.com domain and complete as much as of the test as you can. Then send your application to careers [at] netgovern.com and don't forget to include the key obtained at the end of the test in your cover letter.
Looking to have an impact in the continuous improvement of our software? Looking to work closely with engineering, support and sales within a customer focused organization? We're looking for smart, go-getters who want to get things done. A background and/or a high interest in networking and scripting is a definite must for this role. Do you have what it takes?
Hint: Getting past the username and password is the first step - there are 7 steps all together.
Looking to have an impact in the continuous improvement of our software? Looking to work closely with engineering, support and sales within a customer focused organization? Do you hate buggy software? Do you have a passion for building enterprise-level messaging software solutions? If yes, then you sound like the perfect person to join our company!
Join NetGovern on the road as we shake up the industry at these upcoming events. If you want to talk about information governance, cloud security, data archiving, or simply find out what all the hoopla is about, stop by and be part of the NetGovern family.
NetGovern has offices around the world, providing local and onsite expertise. Our flagship location is in Montreal, where you'll find hard-working people who share a passion for smart disruption and industry-leading innovation.
Have something you want to share? Product idea? Fan mail? Send us a message and we'll respond as soon as possible.


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'Baki' | Netflix Original Series Review Muscle Bleach
Jonathon Wilson 0
Netflix, TV, TV Reviews
Action-packed and unashamedly macho, Baki is mostly nonsense, but it's always fun when nonsense punches itself in the face continuously.
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Sometimes you just know what you're going to get, and if the heavy-metal riff that opens the new Netflix Original anime Baki doesn't tell you everything you need to know about the 13-episode first season, there's probably no hope for you. (Netflix seems to be making a habit of releasing rather straightforward original anime.)
This, then, is an anime about men who look like condoms filled with walnuts, five of whom are the most violent and dangerous criminals in the world who have – entirely coincidentally, I'm sure – all recently escaped death row and begun making their way to Tokyo, Japan, to challenge the title character to a scrap.
One of Baki's themes is the idea of becoming blasé and jaded after reaching the pinnacle of your chosen field; you see it in Baki himself, who is training for the legacy of "world's strongest fighter" formerly occupied by his father, and in his would-be challengers, each of whom is bored by the extent of their own abilities and sees in Baki an opportunity to finally be challenged and potentially taste defeat.
Perhaps unsurprisingly, Baki communicates this – and everything else it wants to communicate, which isn't much – almost entirely with its fists. Which is fine, if you ask me, and will likely be fine with the not-insignificant sub-section of Sh?nen fans who are used to this kind of thing, but it can be a bit wearisome here. The show's oddly paced and structured, and while the melodramatic clashes and over-the-top violence are fun, they're a little sporadic and don't land with much consequence.
The simplistic plot progression isn't exactly offset by the thin characters, most of whom are simply embodiments of the overarching philosophy of their chosen martial art. Again, this isn't necessarily a bad thing on its own, but in conjunction with such a rote format, there's nothing to really latch onto with Baki beyond the facile face-punching pleasures that amount from stuffing a show so full of ciphers.
There's fun to be had here all the same. The art's attempts to emulate the absurdist aesthetic of the manga mostly fall short, but the general fetishization of uber-macho martial artists is one of those things that'll always be appealing on some level, even if it's only an ironic one. But Baki's tireless sincerity is also pretty charming, and there's enough spectacle and irreverence here that it's easy enough to switch your brain off and enjoy the flexing. Just don't expect much brain behind the brawn.
Soundtrack Season 1 Review: A Story That Presents Unity, Strength and Love
Carnival Row Recap: The Truth Always Wins
Veronica Mars Season 4 Review: A Great Excuse To Go Back To Neptune


Can two women truly fall in love in the hallways of the building they both live in?
Kat has a small apartment, a loving family, and a job she likes, and the only thorn on her side is the neighbor's baby who just will not stop crying. Lily has a small apartment, a family who kicked her out, and a son she loves, but with no support her life seems to be crumbling around her. When the two of them meet, sparks fly—but will that be enough?
Lily is adamant she can do everything alone and Kat seems unwilling to talk about her life? When Lily's relative tries to contact her and Kat's homophobic sister wants to be back in her life, how will Lily and Kat find time for each other?
Please Note: This book contains adult language & steamy adult activities, it is intended for 18+ Adults Only. Novel, approx. 35,000 words in length. HEA (happy ever after ending). Does not end with a "cliffhanger." Themes include: Urban, Single Parent, Single Mother, Middle-School Teacher, Young Adult, Neighbor Romance, Newborn.


Did you know that moving is consistently ranked as one of the top 5 biggest stressful events in a person's adult life? It's true but, while moving is definitely bad enough, being scammed by your moving company is probably a bit worse.
In 2012, the last year for which new data is available, over 1.4 million inquiries and 9200 complaints were made against moving companies according to the BBB. Some of the problems reported were damaged goods, "bait and switch" estimates for moving costs, household goods being "held for ransom" at delivery time and deliveries that were extremely delayed.
It's not that all movers are bad, it's just that there seems to be a dearth of scammers in the industry. If you're going to be moving anytime soon and you want to protect yourself, below are some of the best ways to do it. Enjoy.
Get at least 3 estimates from reputable moving companies. There's really no way to know if your estimate is accurate unless you have 1 or 2 others to compare it with.
Make sure that your mover comes to your home to provide your estimate. Any mover that says they can provide an "accurate" estimate over the phone is either kidding you or kidding themselves.
Make sure that your estimates are all in writing and that they include the price for the actual moving as well as any packing material and packing services, any extra services that you might need like crating and also insurance.
Check with the BBB online as well as reading any online reviews and social media streams that you can find about the company you're considering using.
Check to make sure that your mover has an actual physical address. If you're not sure, ask to see where they store their moving trucks and furniture that's in storage. If they have a warehouse, make sure that it's clean, well-kept and seems "legitimate".
Asked for references and make a phone call or 2 to talk to people who have used that mover already. If you're mover won't provide references, you probably shouldn't use them.
Keep in mind that movers cannot legally charge you more than 110% of their estimated price when they are ready to deliver your stuff to your new home.
If you are moving out of state (called an intra-state move) make sure that you purchase "full coverage" insurance.
Most movers will have deductibles on their full coverage insurance and, if you want to save money, getting one of them will drop the cost of your insurance usually by 25 to 50% while only adding a $250 or $500 deductible. While this may sound like a big deductible, what you really should be thinking about when moving long-distance is not that 1 or 2 items will break but that the entire shipment will be lost in a crash, fire or other major catastrophe.
Every mover has a US Department of Transportation name and number on their paperwork that should match the truck that they bring to your home. If they don't match, you might have a problem.
Make sure that your mover fills out and Inventory sheet that has every single piece of furniture, every single box and every other item that is loaded onto the moving truck listed and numbered. You legally should receive a copy of the inventory before they leave on moving day.
On delivery day you, your spouse, an adult family member or trusted friend should stand outside the truck as the furniture and boxes are unloaded and, every time one goes by, mark the inventory sheets to make sure everything is delivered.
Moving is certainly a stressful experience but if you follow the rules above, do some due diligence and use your common sense, you can make it a lot less stressful. Best of luck on your move and on your new life in your new home town.
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The instructor provides an overview of delivery of public services (education, health care, clean water, etc.) by governments, NGOs, and for-profit providers.
PowerPoint slide four summarizes the Capistrano and Gutierrez reading.
Students read the Executive Summary and the Case Summary before class. In class, students compare and contrast the delivery of water services by the government and by for-profit providers.
o Why are private contractors used to deliver water services in developing countries?
o What are the optimal conditions for private sector involvement in public utilities?
o Compare and contrast the delivery of water in Darangan, New Bulatukan, and Magdalena. Which are most successful and why?
- Pauline, Rose. (March 2009). NGO provision of basic education: alternative or complementary service delivery to support access to the excluded?. In A Journal of Comparative and International Education, Vol. 39, No. 2, 219–233.
o Which schools (NGO or government-sponsored) provide better care and why?
o What are the similarities and differences between the NGO schools in India, Ghana, Bangladesh, and Ethiopia?
o What do you think is the best solution to teach underserved communities, some of whom are currently being taught in NGO schools?
1. What was the organization's motivation for growth and to what extent?
2. How did the expansion take place?
3. How was the growth financed?
4. How did the organization's programs change due to the growth?
For most for-profit companies, steady growth is the surest path to success. How to grow—whether by opening new divisions, developing branches or franchising operations, acquiring other companies, or taking any number of other possible approaches—comes down to a matter of choice and opportunity for each individual company. Whichever path a company pursues, more often than not it can be assured it will have access to ample information about the benefits and risks of each option, talent to help execute its chosen strategy, and money to finance its growth.
In the nonprofit sector, the picture is much different. Few, if any, of those same resources are available to growth-minded nonprofits—especially organizations in the social-service sector that aspire to serve more people.
In January 2004, the Edna McConnell Clark Foundation commissioned the Bridgespan Group to study growth in U.S. youth-serving organizations: the prevalence of growth, the factors that were critical in shaping how these organizations grew, and the major consequences of growth. We hoped that by increasing our understanding of this phenomenon, we could become more effective in our own work. We also hoped that these efforts would be useful for other organizations committed to supporting nonprofits that serve young people.
One of the chief components of the study was an in-depth look at 20 youth-serving organizations that had experienced significant growth in recent years. This research produced a wealth of information about the experience and effects of growth in youth-serving organizations—far more than could be encompassed in a single document. As a result, we have chosen to present the material in two forms: a series of 20 case studies, which capture the particulars of each organization's growth story, and a white paper, which calls out the observations that emerged most consistently across the interviews and data-gathering process.
Observation 1: Growth was more often a response to opportunity than the result of strategic choice.
All these organizations grew because their leaders saw—and seized—opportunities to acquire funding, talented staff, or both. The challenge lay in differentiating genuine opportunities from will-o-the-wisps, which could compromise or even undermine their missions. A few of the organizations in the study admitted to having to rationalize the addition of some programs retrospectively and, in some cases, changing the mission (as many as three times) to reflect the new direction. The experience of these organizations points to the importance of being deliberate about responding to growth opportunities. It also suggests the potential usefulness of viewing strategy not as an unchanging roadmap but more as a set of guardrails within which new opportunities can be pursued.
Observation 2: For organizations with multiple sites, finding the right balance between local autonomy and central control was a recurring challenge.
Nonprofits engaged in replicating programs in new geographic locations can be arrayed along a spectrum according to the level of control maintained by a central office or headquarters. At one end of the spectrum are organizations that try to expand their reach by sharing their model with other organizations, formally or informally. At the opposite end of the spectrum are organizations that choose to expand by building branches, with a single national office holding both ultimate decision-making power and the organization's 501(c)(3) designation. Between these two extremes are nonprofits that have grown by creating some sort of partnership or affiliation with other independent 501(c)(3) organizations.
Observation 3: The financial condition of these organizations, even the best-known and fastest-growing, was remarkably fragile.
The organizations in this study are among the best known in the field of youth services. They take in average annual revenues of $7.3 million, and they have been in operation for an average of 26 years. Yet the degree to which they live on the edge financially might well stop for-profit executives dead in their tracks. Consider a few statistics: among the 16 organizations that provided data on this question, the average operating reserve was four-and-a-half months, and eight had two-month reserves or less. None had more than nine months of operating expenses on hand.
Observation 4: Economies of scale and experience were evident for some of the organizations in the study but not for others.
Growth in the for-profit sector is often motivated by the potential to achieve economies of scale (the ability to share indirect costs over more products) and/or economies of experience (the ability to turn out products at a lower unit cost over time thanks to "smarter" production practices). The ability to realize these economic effects has long been a critical success factor in manufacturing; and it is becoming increasingly important for many for-profit service providers as well.
Nevertheless, given the other issues highlighted above (i.e., program modifications, turnover, external forces, the pursuit of quality), continuing to question whether every youth-serving organization could, or even should, achieve economies of scale or experience effects comparable to those of corporations appears to be warranted.
Observation 5: Bringing in a chief operating officer was often essential, yet just as often proved challenging for the organization's leader as well as for the staff.
The organizations in the study commonly found that as they grew, the demands of daily operations coupled with the need to communicate constantly with the board, the public, funders, and key partners, overwhelmed the capacity of even the most tireless leaders. Staff began to observe bottlenecks, with day-to-day operating decisions getting held up because only the executive director or CEO could make them.
Bringing in a chief operating officer or, alternatively, delegating COO-like responsibilities to a senior staff member, constituted a direct response to the complexity that comes with growth.
In talking about the contributions of their COOs, many participants in the study noted the implementation skills they brought with them and their ability to impose order on a disorderly world. When the pairing worked well, the COO could provide a balance to the visionary drive of the leader, producing the combination of inspiration and implementation that the organization needed to succeed.
COOs were instrumental in rationalizing programs and thinking about how to get the most impact from the leanest operations. They also had the energy to devote to critical internal functions, such as financial management, monitoring performance, and hiring and training staff, which many stretched-thin leaders had not previously been able to address. Perhaps the most important function the COO fulfilled, however, was freeing the leader from daily operations, so that he or she could fulfill the roles which only they could perform, chief among them fundraising and developing—and maintaining—strong board and external relationships.
Clarifying the COO role and explicitly dividing responsibilities between the leader and COO could also be a substantial challenge.
Many leaders were not only accustomed to being enmeshed in the organizations' daily work but also had strong relationships with existing staff who were now being asked to report to someone else. Yielding these roles and relationships tended to be hard for everyone.
Observation 6: The complexity caused by growth gave rise to the need for formal systems and staff with more specialized skills. These, in turn, tended to create internal stress as well as a more professional organization.
To sustain growth, the organizations had to fill a number of management roles besides the COO. They also had to upgrade their systems as defined not only by the technology infrastructure but also by operating policies and procedures that would allow them to work more efficiently and insure them against liabilities (especially in the areas of human resources and finance).
Finance was another "invisible" function the organizations needed to upgrade, by adding more sophisticated financial managers and management systems. Similarly with development, adding staff with specialized skills and knowledge was one of the ways in which the organizations met the challenge of increasing and diversifying their sources of funding as they grew.
Good information technology was a necessary, and often under-funded, complement to all these functions.
From the perspective of existing staff, the increased professionalism that accompanied growth could be a plus or a minus. On the one hand, growth could help to curb staff turnover and develop new leaders. Turnover for several of the organizations was a constant challenge. Given the intensity of the work and the typically low pay, young people made attractive hires. The same reasons—coupled with life-stage events and general mobility—sometimes led to situations in which employees routinely departed after one or two years.
Observation 7: Growth almost always required redefining the role of the board and its members.
Growth often affected the boards of these organizations as profoundly as it did the staff. At virtually all of these organizations the board was moving (or had already moved) away from a hands-on programmatic role to one that emphasized fundraising and governance.
Observation 8: Foundation funds could propel growth, but they were unlikely to sustain it.
Foundations played a variety of roles in the growth of the organizations in this study. The most common, and most important, roles were propelling early growth and providing general operating support.
Observation 9: These organizations believe program codification was essential in enabling them to expand without sacrificing quality.
Study participants struggled with questions about how much variation and program experimentation was healthy and at what point it impinged on the results they were trying to achieve. Ultimately, however, all of the organizations found that in order to expand successfully, they needed some degree of program codification. A number of factors drove in the direction of codification. One was the desire to ensure that the organization continued to have the same impact on all its participants. Another was a sense of responsibility to colleagues, to share wisdom gained from experience.
The process of codification went hand-in-hand with evaluation. Ensuring that a program is making a difference to its participants was the most compelling reason to measure outcomes. But measurement filled other functions as well, including establishing credibility with funders and allowing the organization to monitor outcomes and therefore establish arms-length accountability.
Observation 10: The later an organization made performance measurement part of its culture, the more disruptive the process was.
The influence of funders in getting people focused on performance measurement was unmistakable. In contrast, organizations that came late to performance measurement tended to find it organizationally taxing and at times divisive. Even when management had internalized the value of the new practices, program staff tended to be skeptical, viewing them as bureaucratic at best and antithetical to delivering quality services at worst.
Introducing data collection and performance evaluation into an organization that has operated without them requires significant investment, not just of money, but also of management time.
Observation 11: Funds for building infrastructure consistently lagged the need for them.
Organizations in the study coped with the scarcity of infrastructure funding in two primary ways. Those that relied heavily on government grants, which include an allowance for indirect costs, typically took a "build-as-you-go" approach.
Teacher facilitates a discussion sharing the commonalities and differences amongst the various NGOs and organizations.


Approved Day Home in North Haven.
Over 15 years of experience with CPR and First Aid courses. Warm environment with healthy meals and snacks, outdoor playtime and fun activities. Full time spots available for children up to 5 years old.


neuroCare Australia offers unique training opportunities for professionals in mental healthcare who have an interest in treating ADHD, Depression, OCD as well as learning difficulties in children, with evidence-based protocols in neuromodulation including rTMS, Neurofeedback, tDCS and Auditory Training.
Courses are suited for Psychiatrists, Psychologists, Paediatricians and related healthcare professionals.
Students and researchers also welcome.
Therapies promoted in each course have demonstrated efficacy in clinical practice and research.
We can assist you in finding the right device for your clinical practice or research setting, with ongoing supervision and technical support.
The technique of repetitive Transcranial Magnetic Stimulation has become increasingly recognised as a sustainable and medication-free intervention for Major Depressive Disorder and OCD. For more than fifteen years neuroCare Clinics has pioneered the application of EEG based personalised medicine and rTMS in combination with psychotherapy for the treatment of MDD, shown to have longer-lasting effects than either technique alone. Participants will become familiar with how to administer rTMS, receiving hands-on practice with various devices.
The application of transcranial Direct Current Stimulation (tDCS) is gaining increasing interest in research and medical practice, with the technique receiving Level B evidence as a treatment for Depression in 2017. This one-day workshop offers an overview of technical requirements, theory and the latest research findings on tDCS. This workshop caters to any practitioners or researchers interested in gaining an understanding of the essential requirements to apply tDCS, with room to discuss practical requirements and limitations as well as an outlook for tDCS as a therapy in mental health, chronic pain and rehabilitation for stroke sufferers.
This workshop is suited to mental healthcare professionals and researchers interested to learn the foundations and application of neurofeedback in the treatment of ADHD, insomnia and other indications. A special feature of this workshop is to focus on the use of QEEG in personalizing neurofeedback treatment, thereby discussing relevant theory. The workshop offers dedicated hands-on training with different neurofeedback devices, and provides instruction on the correct interpretation of sleep diagnostics, Actigraphy and QEEG. This training course is based on the international 26-hours didactic neurofeedback blueprint from The Biofeedback Certification International Alliance (BCIA).
This workshop is suited to mental healthcare professionals, especially interested in valid and medication-free alternatives in alleviating symptoms of Attention Deficit and Hyperactivity Disorders (ADHD). The workshop presents essential theory as well as hands-on practice administering the Slow Cortical Potentials Neurofeedback protocol, an approach already widely applied in Europe with scientifically-proven effects (e.g. Strehl et al. 2017). The workshop will cover the neurophysiological foundations, learning theory, technical requirements as well as offering hands-on training with SCP neurofeedback equipment, demonstrating correct application of electrodes as well as how to interpret signals.
neuroCademy's training centre in Sydney is located at the headquarters of neuroCare Group Australia/ New Zealand. The conference room seats up to 12 participants with facilities to demonstrate Neurofeedback, SCP Neurofeedback, rTMS, QEEG assessments, Actigraphy and tDCS.
For booking or training enquiries for an organised group of 10 or more, write to us at sydney@neurocaregroup.com or call 1300 149 300.
neuroCademy Sydney is situated in the Royal Exchange Building in the northern end of the Sydney CBD. The building is a short walk from either Circular Quay or Wynyard stations.
With the Airport Train from Sydney Kingsford Smith, it takes approximately 25 minutes to reach the neuroCademy in Sydney. You will need an Opal card to travel on any of the train/ bus networks in Sydney. The card is free and can be topped up at all stations and at many convenience stores across the city. An Airport Train to the CBD is approximately $14.
A taxi from the airport to the CBD is a 15 - 25 minute ride outside of peak-hour traffic (otherwise it can take up to 50 minutes). A taxi fare will cost approximately AU $40.
The neuroCare Group is specialised in innovative neuromodulation treatments such as the use of rTMS (repetitive transcranial magnetic stimulation) for depression and OCD as well as Neurofeedback for ADHD and insomnia. Training courses and workshops are organized by neuroCademy (formerly Brainclinics Education) on a regular basis.
Our training courses are designed to instruct clinicians, academics and researchers in the use of neuromodulation technology, with a goal to apply these techniques in clinical practices or research settings. Under the guidance of our expert trainers, students receive substantial hands-on experience with rTMS, tDCS and neurofeedback technology and its application. Over the last 10 years we have trained more than 1,000 professionals from over 30 countries in the use of neuromodulation techniques. We have continually received outstanding feedback from our trainees, with an average evaluation of 8.9/10.


Tuesday, 9 September, at the Paramount theatre in Wellington is the place to be! We've got a great Webstock mini planned and will be launching Webstock 09. Speakers are Jonathan Mosen (blind accessibility advocate and much more), Jefferson Fletcher (Senior Product Manager working on Internet Explorer) and Kris Sowersby (font geek).
We'll also be announcing the speakers for Webstock 09 and giving away a free ticket to the conference. All this, plus food and drink for only $50. More information and bookings here.
Argh, can only make until 7pm … discount if I keep my clothes on?