Small businesses with a turnover of up to Rs.75 Lakh are eligible to avail the composition scheme under the goods and services tax regime. Any person who has been granted registration on a provisional basis and has turnover not exceeding Rs.75 Lakh, and who wishes to opt for the composition levy, is required to electronically file intimation at the GST portal on or before 21 July 2017. Under composition scheme, traders, manufacturers and restaurants can pay tax at 1%, 2% and 5%, respectively in the new indirect tax regime. Businesses opting for composition scheme will see a lesser compliance burden as they will have to file returns only once in a quarter as against monthly returns to be filed by other businesses.
In the case of the following States, the limit of aggregate turnover for composition scheme is Rs. 50 lakhs:- Arunachal Pradesh, Assam, Manipur, Meghalaya, Mizoram, Nagaland, Sikkim, Tripura, Himachal Pradesh.
Suppliers making any supply of goods through an electronic commerce Operator who is required to collect tax at source.
Aggregate turnover will be computed on the basis of turnover on an all India basis and will include value of all taxable supplies; exempt supplies and exports made by all persons with same PAN, but would exclude inward supplies under reverse charge as well as central, State/Union Territory and Integrated taxes and cess.
As the composition dealer cannot collect tax paid by him on outward supplies from his customers, the registered person making purchases from a taxable person paying tax under the composition scheme cannot avail credit.
The option to pay tax under composition scheme lapses from the day on which his aggregate turnover during the financial year exceeds the specified limit (Rs. 75 lakhs /Rs. 50 lakhs). He is required to file intimation for withdrawal from the scheme in FORM GST CMP-04 within seven days from the day on which the threshold limit has been crossed.
A person paying tax under the composition scheme can issue a bill of supply in lieu of tax invoice.
If a person opting to pay tax under the composition scheme receives inputs/input services from an unregistered person, tax will have to be paid on such supplies by the composition taxpayer under reverse charge mechanism.
Such person is required to furnish the details of stock, including the inward supply of goods received from unregistered persons, held by him on the day preceding the date from which he opts to pay tax under the composition scheme, electronically, in FORM GST CMP-03 within a period of sixty days from the date on which the option for composition levy is exercised or within such further period as may be extended by the Commissioner in this behalf.
A person making application for fresh registration under GST can opt for composition levy at the time of making application. Such persons can give the option to pay tax under the composition scheme in Part B of FORM GST REG-01. This will be considered as intimation to pay tax under the composition scheme.
In case a person has registration in multiple states, the option to pay tax under composition scheme will have to be exercised for all states.
Such persons shall mention the words "composition taxable person, not eligible to collect tax on supplies" at the top of the bill of supply issued by him; and he shall mention the words "composition taxable person" on every notice or signboard displayed at a prominent place at his principal place of business and at every additional place or places of business.
The registered person will not be able to carry forward the excess ITC of VAT to GST if he opts for composition scheme.


This is the lovely Kate who came in to get some headshots for a very exciting job opportunity she is exploring. We spent an hour shooting a few clean and modern headshots for her and i cant wait to share the rest with you.
Kate came in to see us for a new job opportunity she's exploring, we spent an hour shooting a few clean and modern headshots for her online and professional networks, really love this shot of her.


Vision, organizational thinking, and the ability to deftly act on strategic intent are the critical elements needed to sustain a competitive advantage in today´s marketplace. Yesterday´s competitive advantage quickly becomes today´s minimal criteria for success. Never before have the lived experiences of the three generations that inhabit the world of work been so profoundly different. Assumptions, operating principles and worldviews are strikingly dissimilar across these generations. For example, within these generational cohorts, an appreciation of the importance of diversity issues tends to be inversely proportionate to age.
"Business as usual" becomes more of an oxymoron with each passing day. Recent leadership transitions at companies such as ATT, General Motors and IBM have vividly demonstrated that knowing what used to work is now insufficient. Today, discussion about leadership and what it takes to be a leader abounds and theories are a dime a dozen. Just stand in front of the bewildering array of prescriptions and suppositions in the business book section of any modern bookstore.
In his opening remarks in The Dance of Change, Peter Senge wrote, "If you are an organizational leader, someone at any level concerned deeply about these challenges, then you face a daunting task. In effect, you are engaged in a great venture of exploration, risk, discovery, and change, without any comprehensive maps for guidance" (p. 3).
If you want the job, you´d better know how to lead, and lead effectively. However, as Senge points out, leadership isn´t about having the answers. The mountain men of the Rocky Mountain fur trade in the 1820´s and ´30´s were intrepid explorers and inveterate adventurers. They became the guides for the wagon train migrations of the 1850´s and ´60´s. They were qualified to lead because they had been there. They knew the secrets. They´d mastered the crafts. Many a person in a leadership role still fancies him/herself out in the lead, driving the organization to success, and having the brains and intuitions required to get the enterprise where it is going.
As romantic as that image may be to some people, that paradigm will never supply the solution again. Leadership, going forward, is not as much about telling as it is about hearing; not as much about knowing as it is about facilitating dialogue and inquiry; not as much about being in charge as it is about enabling the necessary capabilities and outcomes. If you want to lead, you´d better know how to listen to what´s going on in your organization.
Larry Bossidy at Allied Signal, Jack Welch at GE, and Roger Enrico at PepsiCo (to mention only a few) have clearly demonstrated that if you are going to inspire, mentor, stretch and retain today´s workers, you have to hear what they are saying (Tichy and DeRose). Even so, hearing alone is not enough. A leader has to create the listening posts in order to ensure that forums for peer-to-peer conversations and the "third places" for dialogues about the work exist across both internal and external boundaries (see: The "Third Place" Way, by Chris Mooney at http://www.epn.org/commonwealth/mooney-c0008.html).
This paper explores how authentic listening serves as an indispensable tool for leaders at all levels.
Organizations have structured themselves like pyramids for hundreds of years. The shape of a pyramid made for an appealing metaphor: one leader at the top giving everyone direction. This has been the traditional way of thinking about organizations.
The network has emerged as a new organizational metaphor. In networks, every component has the potential to communicate with every other component. This vibrant model was derived from the scientific study of the operations of living systems. Whereas the icon of the hierarchical organization was the machine, the icon of the networked system is the living organism. The emphasis in the networked system is highly social.
Whereas the focus of the hierarchical model was on predictability and continuity, the networked organization seeks agility and adaptability. In the industrial age the physical strength of the workers powered the organization, but in the post-modern economy, it is the workers´ knowledge that creates the value. These changes have necessitated an evolution in our thinking about workers and leadership.
The IRI Model (Identity, Relationships, Information) is our idea of how organizations function as systems. While the Model arises from ideas derived from science (post-Newtonian physics and modern biology), its principles are highly relevant to today´s networked organizations.
The IRI Model begins by thinking about the system as a whole. Every system has an identity, which provides answers to key questions about that system. Who are we? What is our purpose? What are our boundaries?
The answers to these questions define the system´s identity. The leader´s role, at whatever level of the organization, involves articulating and disseminating a common identity throughout the organization. Leaders must attend to the conversations of the workforce and act to create and sustain a focused sense of shared identity.
Next, all organizational outcomes require relationships with other members of the system: an individual within a system can never function in isolation.
Organizations have tried to re-invent themselves to accommodate changing market requirements. This is why organizational silos have proven to be so troublesome as collaboration and cross-functional partnering has grown in importance.
with whom must I interact to accomplish the organization´s mission?
How must I interact in order for the system to function optimally?
Leaders must be astute at tending to and enabling effective collaborative relationships. These relationships, to work optimally, cannot be dictated but must prove to be successful by adding value to everyone involved. In organizations, relationships become formalized as processes.
A robust system views its processes as opportunities for conversation about operational and strategic concerns. It then facilitates the kinds of relationships that will enable those conversations to take place: What are we doing well? What could we do better? What does the environment have to say about us? What do we have to learn in order to do the things that we don´t now do well?
Leaders need to model the concern about the answers to these questions and cannot do so without listening well. In this networked organization, everyone is expected to look beyond their job to think about ways to improve the system as a whole. Relationships, then, are the key to the IRI model.
Ultimately, because relationships center on trust, it is crucial for organizations to seek ways to establish and enhance trusting relationships. It is only through the evolution of a trusting work culture that highly refined relationship skills essential in networked organizations can develop.
Finally, identity-focused action-relationships in networked organizations require quick, targeted sharing of information: what information has to flow within the relationship in order to fulfill the purpose of the system.
Systems find ways to transmit vital information, often in spite of formal processes. Fundamental to this transmission are opportunities for people to talk together about the work and to listen accurately to what others have to say.
The IRI Model shows that systems achieve results through interdependent processes. Heightened effectiveness and efficiency arises when all relationships within the system are maximized. In such maximized systems, required information flows with little resistance.
No matter where I sit in such a system, I have to be able to determine what now needs to happen from a relationship standpoint that will allow the right kind of information to flow so that we can accomplish what is required. As such, real value creation takes place within the relationships; the level of intimacy that the relationships attain ultimately determines the company´s potential for success.
Leading well requires work. Done well, it may appear effortless, but it isn´t. Effective listening is a fundamental part of the work of a leader. Listening requires that you stop and accurately absorb new data, mentally sort and categorize it into useful information, and perhaps, act on it within the business context.
It is important to hear the content, understand the context and evaluate the implications of this information on a number of agendas (Ciancutti and Steding).
There are innumerable reasons and excuses that are used to explain the appearance of communication derailers in organizations. There are always barriers to doing anything well. Some of those barriers are legitimately difficult to navigate. Bright people can be counted on to find reasons to explain performance shortfalls.
So what? If excellence were easy to attain it would be commonplace.
Countless books have been written telling you to communicate clearly or how to listen well. These texts tell you to clear your desk, make eye contact, say "um-hum", frequently nod your head, etc. Good advice, but trivial. Most of us really do know how to listen.
What is missing in dysfunctional communication is the honest engagement of one´s self in the interaction, the absence of authenticity. When you don´t listen well, for example, you´ve already decided, "I have reasons not to be engaged." Or, you´ve decided that, "I do not feel the need to be authentically present in this conversation, at this time." We call these, and other dysfunctional mindsets, "communication derailers."
Below, we will consider some of these derailers, consider the messages that they convey to the organization and suggest appropriate antidotes. An overview of some common derailers is presented in figure 1.
Developing your response to what you´re hearing while the other person is still talking to you.
Listening with a focus on picking out points of difference so that you can negate the perceptions of another.
Simply engaging in a conversation when you do not have the physical, mental or emotional time to authentically engage.
Communicating that you understand another´s message, whether you do or not, because you don´t have the time, or because you do not value what you think is being said.
Deciding that what the other person is going to say is WRONG so you interrupt and tell them what they shouldthink.
Failing to listen to the message of another from within their context rather than only from yours.
One class of derailer is listening without focus. When a leader listens without focus, he or she is blurring and diluting the shared identity of the organization. This type of poor listening can appear in a number of guises. Listening while doing (or thinking about doing) other things at the same time is an example.
Some people smugly refer to this as multi-tasking, as if only half paying attention was a skill. A variant of this theme comes from rushing through a conversation because of the real or perceived lack of time to devote to the conversation while it is going on around you. There is too much to do. Individuals are overly committed; organizations are often stretched too thin. Leadership does not mean explaining away the shortfalls in the face of these realities. It means finding ways to do what is required in spite of the obstacles.
There is an unintended message that is sent to the listener(s) when someone in a leadership role listens without focus. The leader´s message is as follows: "what the other person has to say is of little or no consequence to the leader of this enterprise."
This message will give some people the idea that they are irrelevant. Whether intentional or not, the effect of such a message is to generate cynicism and distrust. At its core, this message tells the speaker that he/she is not a part of the listener´s team. It follows that subsequent, on-going corporate messages of reassurance about the importance of people to the enterprise, serve only to amplify the skepticism.
The antidote to listening without focus is to pay attention within the context of the business idea. This is easily said and yet, quite hard to do. A leader must always listen to serious conversation within the context of the purpose and identity that motivates the enterprise. It is this business purpose that gives appropriate meaning to the information shared within the organization and across organizational units. To do this, you must be present in the conversation at hand. One obvious step you can take isto "contract for purpose" at the start of the conversation.
By this we mean that you should deliberately clarify why you and the speaker are having this conversation. What´s its point?
When this is clarified you can ensure that you´re on the same page, working toward a common objective. Regardless, you must be focused upon what is being said. Being too busy to pay attention is unacceptable and counterproductive.
Another genre of derailer arises from listening with disrespect.
Although often unintended, this disrespect is usually implicit and quite caustic. At times, this appears as impatience with the conversation or an unexplained urgency to "get to the point."
Some leaders assume that they know the direction the conversation is taking, so they lose interest until the speaker stops and they react to what they thought was said. Others interrupt and finish the speaker´s statement for him or her. In another way, some decide that what the other person has to say is wrong or uninformed so; the leader interrupts to tell them what they should think.
The variations on this theme are endless, but the roots are imbedded in the soil of self-centeredness. In an organization, relationships are crucial to success. Disrespect is palpable in the behaviors described here, and the speaker responds on a visceral level whether their reaction is expressed or not.
The organization becomes hamstrung with distress created by such episodic disrespect. People come to work wanting to make a contribution. They want to be important. They want to make a difference. A leader who optimizes his or her organization is one who works to underscore those contributions, and motivates people to do more by celebrating that which they have already done. To do less is not to lead, but to deter.
Another aspect of this problem of disrespect for the speaker is listening with too much ego. Regardless of their level in the organization, it is easy for those in leadership positions to excessively personalize their responsibilities. A person can embody a role, but it seldom works for a role to embody a person.
A leader plays a symbolic role in the eyes of others. If a leader believes that he or she just has to show up and indulge him or herself, others are marginalized. A leader can fail to hear and interpret the messages from others´ frames of reference.
In that case, opportunities to teach are lost; opportunities to benefit from a contrary perspective are lost; and opportunities to see the world through different lenses are lost as well. A leader needs to hear from the scouts who are out ahead of the organization. These thought-leaders need to know that their unique perspectives are valued.
Another particularly virulent strain of this genre is sustained by listening through a filter of un-validated assumptions. We all make assumptions. We must find ways to absorb and sort all of the information that bombards us daily, so we use past assumptions to help us handle all of the new input. The danger lies in automatically sorting new ideas into old boxes while changing their contexts and their implications without realizing it. The result is a continuation of the status quo, a lack of new options and a block to innovation. Right now, those results are at cross-purposes with what needs to be done.
The fault here can be readily seen in the message conveyed by this behavior. The communication makes it clear that "This conversation is about me and not you. It is about what I think, not your ideas or observations. You have nothing valuable to add." It is not that these messages are conveyed verbally. Indeed, no leader worth his salt would make such declarations. Actually, the fact that these messages are delivered implicitly makes them deniable in spite of their very real impact. The implicitness makes the message easy for the sender to overlook. As a result, the recipient has more difficulty identifying what has been said.
This ambiguity works against the building of a culture of trust and it dampens the natural enthusiasm of a self-confident, innovative workforce.
To avoid such difficulties a leader must listen as if he or she were a member of a high performance team. He or she must communicate a genuine understanding of what he or she is hearing. Lip service alone is inadequate if not downright destructive. The leader´s posture must be one of openness to the perspectives of others.
The leader´s actions must communicate the recognition that, "No one is as bright as everyone." If your team members do not deserve that respect, develop them or change those players who are not up to the task. On the other hand, treating talented people badly will ensure that their potential contributions will be truncated.
The third genre of communication derailers is listening with bias. Authentic listening implies openness to new data, new implications and new interpretations emerging from any particular conversation. When the openness is not evident, those speaking in good faith walk away with the sense that the implicit expectation of authenticity was not honored. Such barriers, raised between leaders and those that they aspire to lead, can hinder or even stop the flow of information.
Listening with bias occurs when openness is implied but the reaction to the presentation of new data is skepticism. This can come from someone listening defensively. Here, the leader listens only long enough to "get the gist" of the message and then uses the rest of the speakers conversation to take time to concoct a response that supports the traditional point of view.
An authentic connection is required between the speaker and listener if there is to be an opportunity for the leader to genuinely educate the speaker. That cannot develop in derailing conditions. Instead, it leads to rigidity as each person defends his or her previous position without the permeability required for dialogue or the growth of new ideas.
Listening with bias also occurs when the leader has an attitude of listening to gather evidence or to find fault with the information contained in the speaker´s position.
Listening to gather evidence is a posture that communicates that you see the speaker as an adversary, and so you are listening to gather evidence that will be used to "win your point", "to nail them", or in some other way exploit any vulnerability that they are foolish enough to display.
This is not to say that at times the speaker isn´t wrong, misinformed or inappropriate. However, embarrassment and humiliation do not teach new skills. Rather, the leader is actually conditioning the speaker to avoid authentic efforts to converse with the leader in the future. Communication has to provide the milieu for changing erroneous perspectives and listening is required for communication to occur.
There are unintended messages that are clearly communicated about what information will or will not be received when a listener goes into an already biased conversation. This is not a dispute, but instead, is a negative consequence that can arise from the lack of integrity between what we purport to do versus what we actually do.
The messages deny the validity of the speaker´s reality. "You do not know what you are talking about," is one possible take away for the speaker. Another is to tell the speaker that s/he does not have the power (whatever their data) to change your mind or to alter your thinking.
These damaging messages negatively skew the speaker´s perception of his/her work context, allowing for an accumulation of incorrect inferences about the job and creating the feeling that he or she is needlessly exposing themselves to harm by sharing what the know. These are devastating messages to someone who has to go back to his or her workstation and continue produce for you and for the enterprise.
The antidote to listening with bias comes from a concentrated effort to listen for understanding. A leader´s role requires that he or she inspire people to follow. Knowing and respecting the lessons and knowledge that the workers can accrue through the experience of doing the work accomplishes this.
A leader can identify where a person´s experience needs to be broadened if it proves to be inadequate, or how it can be increased in sophistication if it proves to be too provincial. These outcomes can only be possible if the leader maintains a dialogue with those sharing his or her purpose. Hosting conversations, engaging in dialogues and nurturing and sustaining organizational thinking skills are the key elements needed if an organization is to acquire the information needed to fulfill its mission.
If an organization has superior technical abilities and fully developed marketing strategies, it is still missing one important ingredient: good relationships with and among the participants.
1. Feedback from the trenches - Listening to feedback provides a chance for you to move beyond your own expectations of what should be occurring and into what is really happening based upon the perceptions of your team. You can also listen to intelligence gathered from your teammates, their customers and the market place.
2. Feedback relevant to your own personal style - you can hear where you need to better manage your own impact or where the assumptions of others are erroneous and need to be addressed.
3. Listening to yourself - these dialogues provide you with an opportunity to figuratively step outside of yourself, and listento yourself in action.
Developing trusting relationships, where feedback is genuine, information passed on is clear and accurate, and the message is consistently reliable, is the kind of cutting edge advantage that is difficult to duplicate by a competitor.
There are significant opportunities to achieve intellectual, emotional and financial returns from investment in these activities. In fact, the returns on these investments are exponential. Significant returns are seen in the retention of good people, an increase in the intellectual capital available to the organization, better organizational thinking and a broadening in its capacity to act adroitly on its strategic intent in the face of changing conditions.
There are many leaders with good ideas and products; there are an equally substantial number with good strategies and marketing plans.
But, they will not be successful if they do not have the commitment and loyalty of their employees to help them make it happen.
Leaders who genuinely and consistently listen to what their employees are saying best represent the qualities of leadership needed to successfully direct the enterprise. How much longer can you afford to listen, but not hear?
About the author: Daniel D. Elash, PhD. can be reached via email or at http://www.syntient.biz. Dan´s Doctoral Degree is in Psychology from the University of Kansas. Dan´s consultative expertise includes, leadership development, stratgy, developing organizational thinking skills, enhancing the company´s ability to deftly implement its strategic intent. Dan is a speaker and teacher who places strong emphasis on developing social innovation in client organizations. His consulting client base is diverse, including industrial, retail, financial and service companies.


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text:
using System;

namespace birthday_calc
{
    class Program
    {
        static void Main(string[] args)
        {
            DateTime birthday = new DateTime(2000, 8, 19);

            TimeSpan countdown = birthday - DateTime.Today;

            Console.WriteLine($"If you were born on {birthday}, you are {countdown.TotalDays} days old");
        }
    }
}

redpajama_set_name: RedPajamaGithub


This dissertation sociologically examines the relationship between religious violence and economic globalization. Chapter 2 begins with an analysis of the theories of religious violence in general. This chapter presents the theories which emphasize the rationality of religious violence: the rational choice theory provided by Rodney Stark; Rene Girard's scapegoating mechanism; the studies of millenarian movements; and Mark Juegensmeyer's "grand scenario" theory. Chapter 3 examines the irrationality of economic globalization. The irrationality of economic globalization is described and theorized as New Colonialism, McDonaldization, and McWorld. Throughout this chapter the brutality of economic globalization is exposed. Chapter 4 analyzes the attack of September 11. This case study condemns the current stereotypes of the Islamic faith and economic globalization: the former is said to represent irrationality, the latter rationality. This case study reveals the opposite, which is that Islamic violence, resulting from the irrationality of economic globalization, is very rational in the eyes of the perpetrators. Chapter 5 addresses the Tokyo subway attack initiated by Aum Shinrikyo, one of Japan's new religions. The rational organization of modern economic life alone does not provide an adequate basis for building and sustaining a society in which life is worth living. The fact that Japanese society does not have a support system for the marginalized creates unique opportunities for such religious groups as Aum Shinrikyo. Chapter 6 concludes that even as its proponents speak of increased prosperity and investment confidence, the process of economic globalization breeds religious violence and conflict when it continues to produce inequality, poverty, environmental destruction and unprecedented concentration of economic power for a few, while the majority are marginalized and excluded. For the local churches, the cumulative adverse effects of economic globalization and subsequent religious violence require careful and deep analysis which goes beyond the contemporary dominant ideologies of the free market and neo-liberalism.


text:
The court said only hours spent awake counted as work
Newsdesk News, Monday 16 July 2018 Jump to Comments(5) 1,150 Views
Unions were planning on going to the Supreme Court after the "disgraceful" ruling which reversed government guidance that meant care sector employers owed six years back pay to staff.
Carers had previously been paid a flat rate when staying overnight with the people they support, but recent tribunals had ruled staff were entitled to minimum wage instead – thereby doubling the current rate.
The effect this would have had on care based employers was huge, with social care groups warning that as many as two-thirds of employers in the already struggling sector faced insolvency if they had been required to pay the bill, which was due by 31 March 2019.
The government was criticised by both unions and care groups for the lack of clarity, which threatened to cause "mayhem" and gave "false expectations" to workers who would now be, rightly, disappointed.
A joint ruling, handed down by lord justices Ernest Ryder, Nicholas Underhill and Rabinder Singh, said: "I believe that sleepers-in… are to be characterised for the purpose of the regulations as available for work… rather than actually working… and so fall within the terms of the sleep-in exception in regulation."
The appeal was raised by the learning disabilities charity Mencap, supported by the umbrella group Care England, and approximately 200 local and national charities were set to be liable for the back pay ruling.
Under guidance issued by the government in 1999, when the minimum wage was introduced, disability charities, which sent a carer overnight to look after someone with learning difficulties, were required to pay a flat rate "on call" allowance of £25 or £35 to cover the period when they were asleep.
But, following two tribunal cases in 2015 and last year, the Department for Business, Energy and Industrial Strategy (BEIS) changed the guidance in October to state that these organisations must now pay the minimum wage throughout the shift, meaning overnight carers would earn £60 for eight hours of sleep.
Following the decision, Mencap has called for the government to legislate quickly so all carers would receive an increase rate for overnight shifts, and to increase social care budgets accordingly.
"We did not want to bring this case," said Derek Lewis, chair of the Royal Mencap Society.
"We had to do so because of the mayhem throughout the sector that would have been caused by previous court decisions and government enforcement action, including serious damage to Mencap's work in supporting people with learning disabilities.
"What is clear though, is that dedicated care workers deserve a better deal."
"The blame for this sorry state of affairs that's hitting some of the country's lowest paid workers must be laid at the government's door," said the union Unison's general secretary Dave Prentis.
"Ministers are so consumed by Brexit that they're ignoring huge problems around them. Social care is in crisis, and this situation wouldn't have arisen if the government had put enough money into the system and enforced minimum wage laws properly."
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redpajama_set_name: RedPajamaCommonCrawl


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I overdid my 14 foot above-ground pool on soda ash to raise the pH and overall alkalinity, and now I can't see anything beyond the top.
I treated it about 11 hours ago and no change. Any suggestions to clear it up, and is it safe to swim in? My numbers on the strip test are good except calcium is low, but I don't plan to mess anymore with that until I can figure out what to do about the murkiness.
Hi Wade. There's no chemical to get the soda ash out. Your pH will be high so it will need to be reduced using muriatic acid. There are some options. One is to keep filtering and keep it clean, but you must have your filter perfectly working to capture the smaller particles.
Next would be a partial water exchange.
It's good that you're not messing with the CH for now. CH is not a huge deal for vinyl pools.
The actual water is probably safe to swim in (your skin won't peel off), however, I would not allow anyone to swim for safety reasons. If you cannot see into the water, it's not safe.


Camden Teacher Tenants Co-operative for their donation in memory of their founder member, Janet Brown, who supported the Centre.
Rock and Roll Rescue second-hand music shop in Camden donates annually.
The many who donate regularly ensuring we can provide a meal and childcare for the All African Women's Group self-help meetings, our volunteers and other users, and to the Xmas Appeal for asylum seekers which ensures destitute women and their children have some extra funds over the festive season.
Local journalists always ready to report on our activities.


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text:
Kingston men charged with murder 5:28 pm
St Thomas robbery suspect charged 5:16 pm
India hails 'life saving' COVID-19 vaccine rollout 5:36 pm
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Wadada Dixon is National Child Month Committee's top achiever
KINGSTON, Jamaica - With 18 subjects in the Caribbean Secondary Education Certificate (CSEC) examinations, 14 of them with distinction, it is no surprise that Wadada Dixon was named the top performer at this year's staging of the National Child Month Committee (NCMC) youth forum and academic achievement awards.
The 16-year-old Denbigh High School student is among 21 pupils from 16 non-traditional high schools across the island, who were recognised by the NCMC for outstanding CSEC performance for 2019 and 2020, during a virtual ceremony on Friday.
The World Children's Day event recognised the accomplishments of young people from non-traditional high schools in each parish who have not only achieved academic excellence at the CSEC level but have also demonstrated a spirit of volunteerism.
Wadada, who is the toast of Denbigh High and her Portland Cottage community in Clarendon, does not take her high academic achievement for granted.
In fact, she sees it as an important stepping stone towards even greater accomplishment.
The young achiever, in a video presentation on behalf of the NCMC award recipients, said that her mother, Latoya Knight, has always instilled in her and her siblings the value of education.
"In my home, my mother made it a responsibility to ensure that her children understood the significance of attaining a sound education," she noted.
She said that the academic journey for her and the other awardees was not easy, noting that the challenges were compounded by the suspension of face-to-face classes due to COVID-19.
But despite the adversities, she said, "we stood resilient, courageous and mighty; we did not surrender to failure. We are victors".
Wadada thanked their parents, colleagues, teachers and even strangers who supported them, as well as the NCMC, which has rewarded their hard work.
"We appreciate it all and we promise to continue to walk on the path of academic excellence," she pledged.
Minister of State in the Ministry of Education, Youth and Information, Robert Morgan, congratulated the young scholars and encouraged them to continue to pursue excellence.
"Continue to work hard, continue to excel because we know that with hard work, with dedication, a kind spirit and a pure heart you can achieve significantly more than you have so far," he said.
He expressed the ministry's support for the World Children's Day event as well as any activity that supports the promotion of excellence and the upliftment of outstanding young people, especially with the challenges that they have had to endure this year.
Morgan said that "an investment in children is an investment in the future development of the nation and the investment when done properly will not only result in significant economic [growth] but a better society".
He commended the NCMC, parents of the awardees and all those who continue to focus on children, their interest, safety and what the country can do to improve their outcome.
Due to the coronavirus, the awards recipients were previously presented with their award and prizes, which include cash, gift baskets, book vouchers and a plaque.
The youth forum and academic awards culminated activities by the NCMC to celebrate the nation's children, starting in May, under the theme 'Unplug Negativity, Connect Positivity...Think!!!'.
The NCMC aims to increase awareness about the issues affecting children and what can be done to help alleviate them, and at the same time celebrate the children's successes.
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Catholic sector urges action following aged care royal commission report
Catholic Health Australia (CHA) is urging the Morrison Government to not let a once in a generation opportunity presented by the Royal Commission for lasting and meaningful reform pass it by.
CHA, which is the largest grouping of non-government aged care providers, said in its response to the Commission's final report the Government should concentrate its efforts on four key areas:
Giving families choice and control over the type of care they need, including gradually removing the waiting list for home care packages and ending the rationing of services;
Putting in place more staff and training and paying them properly;
Increased disclosure and transparency that rates performance; and
Providing timely access by older people in aged care to the services of the wider health system.
CHA CEO Pat Garcia acknowledged the hard but necessary work undertaken by the Commission and said his members were looking forward to hearing the Government's response in full.
'Our members recognise that significant reform is needed to deliver an aged care system that really caters for the needs of older Australians and puts them at the very centre of what we do. They absolutely recognise that they have a role to play in helping and they stand ready to assist the government in the implementation.
'This is a once in a generation opportunity to deliver for our older Australians a future where they have the right information so that they are able to choose the care that best suits them and their needs.
'This is a moment in time and the Morrison Government is uniquely placed to deliver major reforms that will take some years to fully take effect but will deliver a compassionate and consumer-centric system for decades to come.'
'However, if we want high-quality aged care and more better trained and better paid staff looking after our older Australians then we have to pay for it. The Federal Budget in May is a key starting point for the sector but we also need to recognise that it cannot be funded entirely by the Commonwealth alone.'
Mr Garcia urged people to sign a petition by the Australian Aged Care Collaboration (AACC) to put pressure on the Parliament to reform and properly fund the sector.
The AACC is a group of six aged care peak bodies: CHA, Aged & Community Services Australia (ACSA), Anglicare Australia, Baptist Care Australia, Leading Age Services Australia (LASA) and UnitingCare Australia.
Together, the AACC represents more than 1,000 organisations who deliver 70 per cent of aged care services to 1.3 million Australians, either in their own homes or in communal residential settings.
CHA is calling on Australians to sign the petition to encourage their Member of Parliament to support comprehensive reform of the aged care system and government action to ensure all older people are supported and enabled to live their lives with dignity.
Catholic Health Australia Aged Care
Catholic Health Australia (CHA) is the largest grouping of non-government health and aged care services in Australia.
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Whether you're switching to a fresh pop of colour with a polish change or dreaming of a deluxe treatment, complete with paraffin wax, we have plenty of options to pamper you in our newly renovated manicure-pedicure lounge. With 12 manicure stations, this space is also perfect for group gatherings and events. To enhance the experience, order beverages and snacks from our licensed Juice Bar, while you relax and unwind for your services. Choose from cheese plates, dessert, mimosas, and more. Take home your file, pumice and buffer at the end of your treatment, and remember enjoy complimentary use of our Water Therapies (swimming pool, whirlpool, steam rooms) with your service any Monday to Thursday and on Friday to Sunday with a minimum spend of $100.
Enjoy a warm hand soak, nail trim and file, cuticle nourishment, relaxing hand massage and intense moisturizing, followed by a polish application.
All the benefits of an Essential manicure, plus a firming masque on hands and arms, plus a paraffin hand treatment.
Takes care of dry and splitting cuticles, tough skin build-up and dull nails. Includes a warm hand soak, nail trim and file, cuticle nourishment, relaxing hand massage, moisturizing and a deeply hydrating paraffin wax treatment. Does not include nail polish application.
Shellac is a nail polish product that generally lasts 10-14 days without chipping, scratching, or smudging*. Includes a cuticle clean up and Shellac application, hot towel rinse and relaxing hand massage.
Treat Yourself to Something Special: A Manicure at Toronto's Elmwood Spa!
Looking for a quick pick-me-up, or a time to sit back, relax and rejuvenate? Visit our city's premiere spa facility, Elmwood Spa, and enjoy the best manicure Toronto has to offer!
We have the perfect manicure to fit your busy schedule, so pencil in some pampering! All of Elmwood Spa's manicures are performed by our Spa Care Experts and involve the same professional, dedicated service that you'll find during each of our spa day packages. We know how busy your lifestyle can be living in the hustle and bustle of modern-day life, and that's why taking some time out for relaxation is not only well-deserved, but also important! What better way to do that than a manicure at Elmwood Spa!
Our ElmLine Essential Manicure is priced at $47.00 and includes a warm hand soak, nail trim and file, cuticle nourishment, hand massage and application of moisturizing lotions. This 40-minute treatment includes application of your choice of nail polish so you can pick a shade that matches your mood or the season! Paraffin can be substituted for polish. Although one of our shorter treatments, it's certainly not short on pampering and quality. You will quickly learn why Elmwood Spa is the best place to go for a manicure in Toronto!
For the guests who can spend a little extra time with us for their manicure, we highly recommend our ElmLine Deluxe Manicure. Priced at $67.00 for a 50-minute for a regular manicure, or ten minutes extra for a $72.00 French manicure, this relaxing treatment includes everything that our ElmLine Essential Manicure has in store, with a few notable additions. The service is twice as nice, with a firming masque for your hands and harms, as well as a paraffin hand treatment. Come see for yourself what makes Elmwood Spa's manicures the best in Toronto!
For the men who are seeking some upkeep at the spa with a manicure, we offer a Sport Manicure which is $47.00 for 40 minutes. Enjoy a warm hand soak, nail trim and file, cuticle nourishment, relaxing hand massage and moisturizing treatment. Our Spa Care Experts conclude each Men's Essential Manicure with a paraffin treatment.
Not a fan of chipped, scratched, or smudged polish? Neither are we! That's why we are happy to offer a Shellac manicure as part of our services. A Shellac manicure is a popular request at our spa and costs $57.00 for 50 minutes. When booking yourself in for Elmwood Spa's Shellac manicure, you can look forward to a relaxing treatment that includes cuticle clean up, application of your choice of colour of Shellac nail polish and a nourishing hand exfoliation treatment to help diminish the signs of aging. You will also enjoy a hot towel rinse and calming hand massage.
Toronto's Elmwood Spa is known as the premiere destination for relaxation, stress relief and self-renewal. Why not stretch your manicure into a half or full day retreat at our spa, to make the most out of our facilities and spa services? We are not only known for providing the best manicures in downtown Toronto, but for a wide array of our spa services and packages to pamper you! We offer a wide range of spa treatments, including: facials, pedicures, massages and body treatments. We also offer pre-planned full or half day spa retreats, and some already include manicures –so you don't have to do the math. Combining the best manicure in downtown Toronto with any of our other amazing services will make your time with us even more enjoyable!
Add a Signature Service to Your Manicure!
To enjoy your visit longer, why not add one of our signature services before or after your manicure? Our famous LI'TYA Healing Rituals – exclusive to Elmwood Spa – use heat to provide an energizing, moisturizing treatment for the whole body. A Siam treatment combines herbal remedies with massage and heat therapies to create a truly relaxing experience. Another signature service is our Sea Flora treatment, which was created by our own Spa Care Experts to delay the aging process and provide numerous health benefits.
Need a little treat while at Elmwood Spa? Our urban oasis has three different options for you if you would like to enjoy a drink, snack or meal while in our spa facility. Located on the 4th floor of our Space, Terrace restaurant is fully licenced and boats a sunny patio where you can enjoy a 3-course lunch wrapped in your cozy spa robe. If it's Thai food you'd like to try, Bangkok Garden serves traditional dishes for both lunch and dinner. Around for over 30 years, Bangkok Garden was one of four Toronto restaurants to be awarded the Thai Select Premium designation from the Thai Consulate, which recognizes excellence in service, and the authenticity of food. For a quick, energizing beverage, be sure to visit our licenced Juice Bar, which provides nutrition-packed drinks that will leave you feeling refreshed.
Treat Yourself to a Well-Deserved Escape!
Going out on a special date or off on a holiday? Celebrating your birthday or need to take some time for yourself? Letting one of our Spa Care Experts look after your nails is a great treat. Our variety of manicure treatment options provides the perfect solution that can fit your time and budget! Whether your schedules are packed with meetings, travel, or endless errands, we all need to slow down every once in a while. Why not spend that special time at Elmwood Spa, where you will be pampered with excellent services and care?
Book the Best Manicure in Downtown Toronto Today!
Having trouble deciding which manicure is best for you? Our Spa Care Experts can help you choose the proper service that suits you best! To learn more about Toronto's Elmwood Spa, contact us today at 1-877-284-6348.


A lot of couples currently obtain themselves going for walks hand-in-hand to a pet keep and going for walks back again with a puppy. The objective of this is to find attributes in your associate that are exposed only in the existence of a third man or woman (or puppy) and to mutually share a accountability together. The consensus is, if you can't deal with the puppy, the marriage is doomed. With animals getting customers of the loved ones, it is only organic that they influence the marriage that a few shares.
But what do you do if your loving pet comes in between you and your associate? Canine particularly are noted for their loyalty and they decide on an alpha persona in the residence to bond with. There can only at any time be a person alpha, so this generally leaves someone left out of the most important connection with the animal. When this happens, quarrels and conflicts will ensue. When you are quarreling about the puppy, is it genuinely about the puppy?
Attempt working with all these difficulties in progress by using a test run with a pretend animal, and see if there are conflict difficulties in between your co-possessing a digital animal. The most popular factor on the World wide web currently is the kingdom of neopets, the actual kingdom named Neopia. This is a residence for virtual pets in which owners can decide on from forty six unique species to adopt. You can decide on as quite a few as 4 out of the forty six species. NeoPoints are then attained by taking part in game titles, investing in the pet stock current market, investing, and winning contests. You will receive NeoPoints that act as NeoPet currency that will support you to just take care of the overall health of your Neopet and can use the details to engage in game titles and purchase merchandise for your neopets.
NeoPets are so a great deal in demand from customers among couples that are not sure about tying the knot, that Neopets merchandising is exploding into authentic lifestyle goods as very well. Constrained Far too and Claire's Boutiques offering themselves as jewelry retailers for neopets goods.
Wandering around jewelry retailers seeking for the excellent gift for your expected betrothed ought to be held off until finally you have indulged in the Neopets experience together. By executing so, you are privy to some of the trials and tribulations of bringing up a baby, and it is an experience and process you equally can undergo together as a test of no matter whether you ought to reside together.
And now with all of the Neopet goods exploding on the current market, you can test out her jewelry preferences by supporting her select out blings for her Neopets at any of the jewelry retailers that offer you the Neopet goods. NeoPet jewelry retailers can not only act as a signifies to create marriage connections ahead of someone suggests "I do", but can let you know what she wishes when the NeoPet experiment will work, and you can obtain her a gift from a jewelry keep that will remind her of your adore.


TinyMCE has three main integration modes: a "classic" form-based mode, an inline editing mode, and a distraction-free mode.
The inline editing mode is useful when creating user experiences where you want the editing view of the page to be merged with the reading view of the page. This creates a seamless editing experience and true WYSIWYG behavior.
When in inline editing mode the editor does not replace the selected element with its own iframe, but instead edits the element's content in place instead.
The distraction-free theme is responsible for rendering the editor lightweight inline mode. This is an optional more lightweight distraction-free UI for the editor. It provides options to quickly insert links, images, and tables into your content. For a sample view of this mode, visit the Distraction-free Editor example page. See Inlite Theme for more information.
Inline editing mode blends the editable view with the readable view of the page. Elements are replaced inline with an editor once clicked rather than the editor always being visible.
Most significantly, when using inline editing TinyMCE is not isolated from the page by being encapsulated within an iframe. This has the advantage of ensuring that the content within the editor inherits the surrounding page's styles when presenting the content.
Since the editor is not sandboxed in an iframe in inline editing mode, CSS styles for the editor's content are inherited from the page that the editor is on. This feature allows you to edit content exactly as it appears within the context of the page, providing a true WYSIWYG editing experience.
While this is advantageous in providing a true WYSIWYG view of the content, it can result in user confusion when working with complex CSS. This is because your site's CSS is now being applied directly to the editor and may result in behavior that the user doesn't expect.
If the user changed the heading to a paragraph or a different heading level, then the text color of the bold text would, unexpectedly, change for the user. While this is entirely correct behavior according to the stylesheet, it is entirely unexpected from the user's perspective.


text:
Koschei the Deathless
Koschei the Deathless, originally titled "Princess Miranda and Prince Hero," is a Polish story from a collection of fairy tales by A.J. Glinski published in 1862. Glinski was Poland's master folklore writer, and his nation's equivalent of the Brothers Grimm. He spent many years in the mid-nineteenth century travelling all over his nation's lands, listening to and writing down the stories as told to him by peasant folk.
Koschei the Deathless is a popular villain in Russian, Ukrainian, Polish, and Czech fairy tales. He is a powerful sorcerer that achieves immortality by hiding his soul outside of his body. Legend goes that the only way to kill him is to find and destroy his soul. Unfortunately, his soul happens to be inside of a needle, which is in an egg, which is in a duck, which is in a hare, which is in an iron chest, which is buried under a great oak tree on an island that doesn't exist.
(Polish Fairy Tale)
Far away, in the wide ocean there was once a green island where lived the most beautiful princess in the world, named Miranda. She had lived there ever since her birth, and was queen of the island. Nobody knew who her parents were, or how she had come there. But she was not alone; for there were twelve beautiful maidens, who had grown up with her on the island, and were her ladies-in-waiting.
But a few strangers had visited the island, and spoken of the princess's great beauty; and many more came in time, and became her subjects, and built a magnificent city, in which she had a splendid palace of white marble to live in.
And in course of time a great many young princes came to woo her. But she did not care to marry any of them; and if anyone persisted, and tried to compel her by force to be his wife, she could turn him and all his soldiers into ice, by merely fixing her eyes upon them.
One day the wicked Koschei, the king of the underground realm, came out into the upper world, and began to gaze all round it with his telescope. Various empires and kingdoms passed in review before him; and at last he saw the green island, and the rich city upon it; and the marble palace in this city, and in this palace the twelve beautiful young ladies-of-honor, and among them he beheld, lying on a rich couch of swans down, the Princess Miranda asleep. She slept like an innocent child, but she was dreaming of a young knight, wearing a golden helmet, on a gallant steed, and carrying an invisible mace, that fought of itself, and she loved him better than life.
Koschei looked at her; he was delighted with her beauty; he struck the earth three times, and stood upon the green island.
Princess Miranda called together her brave army, and led them into the field, to fight the wicked Koschei. But he, blowing on them with his poisonous breath, sent them all fast asleep, and he was just going to lay hands upon the princess, when she, throwing a glance of scorn at him, changed him into a lump of ice, and fled to her capital.
Koschei did not long remain ice. As soon as the princess was away, he freed himself from the power of her glance, and regaining his usual form, followed her to her city. Then he sent all the inhabitants of the island to sleep, and among them the princess's twelve faithful damsels.
She was the only one whom he could not injure; but being afraid of her glances, he surrounded the castle—which stood upon a high hill—with an iron rampart, and placed a dragon with twelve heads on guard before the gate, and waited for the princess to give herself up of her own accord.
The days passed by, then weeks, then months, while her kingdom became a desert; all her people were asleep, and her faithful soldiers also lay sleeping on the open fields, their steel armor all rusted, and wild plants were growing over them undisturbed. Her twelve maidens were all asleep in different rooms of the palace, just where they happened to be at the time; and she herself, all alone, kept walking sadly to and fro in a little room up in a tower, where she had taken refuge—wringing her white hands, weeping, and her bosom heaving with sighs.
Around her all were silent, as though dead; only every now and then, Koschei, not daring to encounter her angry glance, knocked at the door asking her to surrender, promising to make her queen of his underground realm. But it was all of no use; the princess was silent, and only threatened him with her looks.
But grieving in her lonely prison Princess Miranda could not forget the lover of whom she had been dreaming; she saw him just as he had appeared to her in her dream. The sun rose up in the dawn, and at noontide stood just over the princess's tower, and she said, "Thou soul of the world! Bright sun! Look on me, in this prison undone! Have pity on me! Oh! Where is my loved one? Say! Through what lands do his footsteps stray? And does he now think of me?"
"Princess Miranda," said the sun, "dry your tears, comfort your heart; your lover is hastening to you, from the bottom of the deep sea, from under the coral reefs; he has won the enchanted ring; when he puts it on his finger, his army will increase by thousands, regiment after regiment, with horse and foot; the drums are beating, the sabers gleaming, the colors flying, the cannon roaring, they are bearing down on the empire of Koschei. But he cannot conquer him by force of mortal weapons. I will teach him a surer way; and there is good hope that he will be able to deliver you from Koschei, and save your country. I will hasten to your prince. Farewell."
The sun stood over a wide country, beyond the deep seas, beyond high mountains, where Prince Hero in a golden helmet, on a gallant horse, was drawing up his army, and preparing to march against Koschei, the besieger of the fair princess. He had seen her three times in a dream, and had heard much about her, for her beauty was famous throughout the world.
"Dismiss your army," said the sun. "No army can conquer Koschei, no bullet can reach him; you can only free Princess Miranda by killing him, and how you are to do it, you must learn from the old woman Jandza; I can only tell you where you will find the horse, that must carry you to her. Go hence towards the East; you will come to a green meadow, in which there are three oak trees; and among them you will find hidden in the ground an iron door, with a brazen padlock; behind this door you will find a battle charger, and a mace; the rest you will learn afterwards. Farewell!"
Prince Hero was most surprised; but he took off his enchanted ring and threw it into the sea; with it all his great army vanished directly into mist, leaving no trace behind. He turned to the East and travelled onwards.
After three days he came to the green meadow, where he found the three oak trees, and the iron door, as he had been told. It opened upon a narrow, crooked stairway, going downwards, leading into a deep dungeon, where he found another iron door, closed by a heavy iron padlock. Behind this he heard a horse neighing, so loudly that it made the door fall to the ground, and at the same moment eleven other doors flew open and there came out a war-horse, which had been shut up there for ages by a wizard.
The prince whistled to the horse; the horse tugged at his fastenings, and broke twelve chains by which he had been fettered. He had eyes like stars, flaming nostrils, and a mane like a thunder-cloud; he was a horse of horses, the wonder of the world.
"Prince Hero," said the horse, "I have long waited for such a rider as you, and I am ready to serve you forever. Mount on my back, take that mace in your hand, which you see hanging to the saddle; you need not fight with it yourself, for it will strike wherever you command it, and beat a whole army. I know the way everywhere; tell me where you want to go, and you will presently be there."
The prince told him everything; took the self-fighting mace in his hand, and sprang on his back.
The horse reared, snorted, spurned the ground, and they flew over mountains and forests, higher than the flying clouds, over rapid rivers, and deep seas; but when they flew along the ground the charger's light feet never trampled down a blade of grass, nor raised an atom of dust on the sandy soil.
Before sunset Prince Hero had reached the primeval forest in which the old woman Jandza lived.
He was amazed at the size and age of the mighty oaks, pine trees and firs, where there reigned a perpetual twilight. And there was absolute silence—not a leaf or a blade of grass stirring; and no living thing, not so much as a bird, or the hum of an insect; only amidst this grave-like stillness the sound of his horse's hoofs.
The prince stopped before a little house, supported on crooked legs, and said, "Little house, move on your crooked legs free: Turn your back to the wood, and your front to me."
The house turned round, with the door towards him; the prince went in, and the old woman Jandza asked him, "How did you get here, Prince Hero, where no living soul has penetrated till now?"
"Don't ask me; but welcome your guest politely."
So the old woman gave the prince food and drink, made up a soft bed for him, to rest on after his journey, and left him for the night. Next morning he told her all, and what he had come for.
"You have undertaken a great and splendid task, prince; so I will tell you how to kill Koschei. In the Ocean-Sea, on the island of Everlasting Life, there is an old oak tree; under this tree is buried a coffer bound with iron; in this coffer is a hare; under the hare sits a grey duck; this duck carries within her an egg; and in this egg is enclosed the life of Koschei. When you break the egg he will die at once. Now good-bye, prince; and good luck go with you; your horse will show you the way."
The prince got on horseback, and they soon left the forest behind them, and came to the shore of the ocean. On the beach was a fisherman's net, and in the net was a great fish, who when he saw the prince, cried out piteously, "Prince Hero! Take me out of the net, and throw me back into the sea; I will repay you!"
The prince took the fish out of the net, and threw it into the sea; it splashed in the water, and vanished. The prince looked over the sea, and saw the island in the grey distance, far, far away; but how was he to get there? He leaned upon his mace, deep in thought.
"What are you thinking of, prince?" asked the horse.
"I am thinking how I am to get to the island, when I cannot swim over that breadth of sea."
"Sit on my back, prince, and hold fast."
So the prince sat firm on the horse's back, and held fast by the thick mane; a wind arose, and the sea was somewhat rough; but rider and horse pushed on, through the billows, and at last came to shore on the island of Everlasting Life.
The prince took off his horse's bridle, and let him loose to feed in a meadow of luxuriant grass, and walked on quickly to a high hill, where grew the old oak tree. Taking it in both hands he tugged at it; the oak resisted all his efforts; he tugged again, the oak began to creak, and moved a little; he mustered all his strength, and tugged again. The oak fell with a crash to the ground, with its roots uppermost, and there, where they had stood firmly fixed so many hundred years, was a deep hole.
Looking down he saw the iron-bound coffer; he fetched it up, broke open the lock with a stone, raised the lid, picked up the hare lying in it by its ears; but at that moment the duck, which had been sitting under the hare, took the alarm, and flew off straight to sea.
The prince fired a shot after her; the bullet hit the duck; she gave one loud quack, and fell; but in that same instant the egg fell from her—down to the bottom of the sea. The prince gave a cry of despair; but just then a great fish came swimming, dived down to the depths of the sea, and coming to the shore, with the egg in its jaws, left it on the sand.
The fish swam away; but the prince, taking up the egg, mounted his horse once more; and they swam till they reached Princess Miranda's island, where they saw a great iron wall stretching all round her white marble palace.
There was only one entrance through this iron wall to the palace, and before this lay the monstrous dragon with the twelve heads, six of which kept guard alternately; when the one half slept the other six remained awake. If anyone were to approach the gate he could not escape the horrid jaws. Nobody could hurt the dragon; for he could only suffer death by his own act.
The prince stood on the hill before that gate, and commanded his self-fighting mace, which also had the faculty of becoming invisible, to go and clear his entrance to the palace.
The invisible, self-fighting mace fell upon the dragon and began to thunder on all his heads with such force, that all his eyes became bloodshot, and he began to hiss fiercely; he shook his twelve heads, and stretched wide his twelve horrid jaws; he spread out his forest of claws; but this helped him not at all, the mace kept on smiting him, moving about so fast, that not a single head escaped, but could only hiss, groan, and shriek wildly!
Now it had given a thousand blows, the blood gushed from a thousand wounds, and there was no help for the dragon; he raged, writhed about, and shrieked in despair; finally, as blow followed blow, and he could not see who gave them, he gnashed his teeth, belched forth flame, and at length turned his claws upon himself, plunging them deep into his own flesh, struggled, writhed, twisted himself round, and in and out; his blood flowed freely from his wounds – and now it was all over with the dragon.
The prince, seeing this, went into the courtyard of the palace, put his horse into the stable, and went up by a winding stair, towards the tower, whence the Princess Miranda, having seen him, addressed him, "Welcome, Prince Hero! I saw how you disposed of the dragon; but do be careful, for my enemy, Koschei, is in this palace; he is most powerful, both through his own strength, and through his sorceries; and if he kills you I can live no longer."
"Princess Miranda, do not trouble about me. I have the life of Koschei in this egg." Then he called out, "Invisible self-fighting mace, go into the palace and beat Koschei."
The mace bestirred itself quickly, battered in the iron doors, and set upon Koschei; it smote him on the neck, till he crouched all together, the sparks flew from his eyes, and there was a noise of so many mills in his ears.
If he had been an ordinary mortal it would have been all over with him at once; as it was, he was horribly tormented, and puzzled—feeling all these blows, and never seeing whence they came. He sprang about, raved, and raged, till the whole island resounded with his roaring.
At last he looked through the window, and behold there he saw Prince Hero. "Ah! That is all your doing!" he exclaimed; and sprang out into the courtyard, to rush straight at him, and beat him to a jelly! But the prince held the egg in one hand ready; and he squeezed it so hard, that the shell cracked and the yolk and the white were all spilled together – and Koschei fell lifeless!
And with the death of the enchanter all his charms were dissolved at once; all the people in the island who were asleep woke up, and began to stir. The soldiers woke from sleep, and the drums began to beat; they formed their ranks, massed themselves in order, and began to march towards the palace.
And in the palace there was great joy; for Princess Miranda came towards the prince, gave him her white hand, and thanked him warmly. They went to the throne-room, and following the princess's example, her twelve waiting-maids paired off with twelve young officers of the army, and the couples grouped themselves round the throne, on which the prince and princess were sitting.
And then a priest, arrayed in all his vestments, came in at the open door, and the prince and princess exchanged rings, and were married. And all the other couples were married at the same time, and after the wedding there was a feast, dancing, and music, which it is a pleasure to think of. Everywhere there was rejoicing.


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Ludacris' new album is filled with profanity, hip-hop beats
by Julia Chirls
American rapper and actor Ludacris finished up the month with a satisfactory new album, Ludaversal, which will impress some of his universal fan base and possibly leave the rest of us behind. Released on March 31, this is his ninth studio album since the start of his acting and singing career nearly 20 years ago. Perhaps he is known for his guest appearances in Usher's "Yeah!" and DJ Khaled's "All I Do is Win". He also appeared in four of the seven films that make up The Fast and the Furious action film series.
Among others, Ludacris has won three Grammy awards for his musical work and has been nominated 17 times since 2002. He won "Best Rap/Song Collaboration" for the song "Yeah!" in 2005, and both "Best Rap Song" for "Money Maker" and "Best Rap Album" for the album Release Therapy in 2007. In 2005, he won Outstanding Performance by a Cast at the Screen Actor's Guild Awards with his fellow cast from Crash.
Ludacris' major debut album, Back for the First Time, earned the #4 spot on the U.S. Billboard 200 in 2000. It also reached #2 on the U.S. Billboard Top R&B/Hip-Hop Albums chart. In 2003, his second official single, "Stand Up," followed the same path, reaching #1 on the U.S. Billboard Hot 100. Since then, he has earned seven more achievements like these on the Billboard charts.
In Ludaversal, Ludacris wrote every song that is on the track list—quite impressive. He also features four fellow singer songwriters in four of the songs: Big K.R.I.T., Miguel, Jason Aldean, Monica, and Usher. Each infuses his or her own style, but Ludacris maintains the hip-hop style for which he is best known.
The first single from Ludaversal, and the most popular song on the track, "Good Lovin'", was released on December 15, 2014. This track features R&B and pop singer Miguel. One of Miguel's most popular songs "Sure Thing," was released in 2011 and hit #1 on the Billboard Hot R&B/Hip-Hop Songs chart. "Good Lovin'" contains several segments in the song where Miguel features his rapping skills that he learned when he was just 13. The background music features a piano and a drumbeat that maintains the tempo. Ludacris keeps the range of pitches small, but it is just right to make the song an enjoyable listen.
"Come and See Me Interlude" is the least popular song on Ludaversal among iTunes listeners, and I have to agree with their disapproval. The beginning of the song contains a small segment with a woman yelling in the background amidst rapping by Ludacris. Almost every word that she yells is profane, which is particularly unappealing. In addition, the pitch of her voice does not compliment Ludacris'. The song has a slow tempo that is maintained by a drumbeat. A synthesizer counteracts this beat, however. As a whole, I would have to say that the song is a bit all over the place and, truthfully, could have been left off of the album. Maybe the goal of this song is to steer the listener far away to find a different song on the album that suits his or her likings.
I do recommend buying some of the songs among the collection on Ludaversal such as "Good Lovin," but depending on what suits your own desires and tastes, definitely sample a song on iTunes before you buy it just so you don't waste your money. Although this was not his most impressive music, Ludacris has had many successful years in the music industry, and I have confidence that he will continue to grow in the years to come.
Sophomore Julia Chirls is a staff writer. Her email is jchirls@fandm.edu.
Tagged A&E, Arts & Entertainment, Julia Chirls


A bipartisan group of four senators is calling for a select committee to investigate Russian interference in the 2016 election.
Incoming Senate Minority Leader Charles E. Schumer of New York, Armed Services Chairman John McCain of Arizona, Armed Services ranking member Jack Reed of Rhode Island, and Sen. Lindsey Graham of South Carolina said Sunday that the Senate should establish a temporary committee to investigate the matter. The new committee would also develop comprehensive recommendations to improve cybersecurity.
Schumer and Reed are Democrats. McCain and Graham are Republicans.
The four senators called on Dec. 11 for an investigation into the issue, following a Washington Post report on the CIA's assessment that the Russian hacking of the emails of the Democratic National Committee and Hillary Clinton's campaign chairman was perpetrated to swing the election in favor of Donald Trump, now the president-elect. Trump has rejected the intelligence community's conclusions.
The push for a select committee on this issue could face some resistance from McConnell, who said last week that the Intelligence Committee can sufficiently investigate the issue.
Schumer said conflicting committee jurisdictions could leave holes in the investigation, and different committees could get contradicting information from the CIA and FBI. Schumer also said the current Senate committees will be busy vetting and conducting confirmation hearings for Trump's nominees.
In their letter, the four senators made a similar argument, noting six committees have jurisdiction over cyber issues.
McCain tried to make his case for a select committee to investigate the Russian hacking on CNN's "State of the Union" Sunday morning.
Select committees are established for specific purposes and can expire, such as the committee that investigated the Watergate scandal. The current Intelligence and Ethics Committees are also select committees. The Senate must approve the establishment of new committees.


Finding yourself in a relationship may be a number of perseverance. After some time, the individual's inside of a romantic relationship may start to help have the notion of engaged and getting married. If ever the several may decide to got married, they will certainly ought to work flat out to organise a dream wedding party.
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Poll: Best Fourth Installment In A Franchise?
Which of these fourth installments in a franchise, is your favorite? Do you vote for the fourth James Bond film Thunderball? Or do you prefer to vote for the 87 film, Jaws: The Revenge.


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Job opportunities in the Middle East
Resident Engineer - Mott MacDonald
Online job opportunity for Resident Engineer at Mott MacDonald in Dubai. Individual shall have a successful record in Site management, coordination and site supervision activities of similar projects related to Oil and Gas Field.
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To get frequent update about job openings, please like Face Book page.
Administrator, HR Services - Amazon, Dubai
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text:
/* Licensed under the Apache License, Version 2.0 (the "License");
 * you may not use this file except in compliance with the License.
 * You may obtain a copy of the License at
 *
 *      http://www.apache.org/licenses/LICENSE-2.0
 *
 * Unless required by applicable law or agreed to in writing, software
 * distributed under the License is distributed on an "AS IS" BASIS,
 * WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied.
 * See the License for the specific language governing permissions and
 * limitations under the License.
 */
package org.flowable.idm.engine.impl.authentication;

import org.flowable.idm.api.PasswordEncoder;
import org.flowable.idm.api.PasswordSalt;

/**
 * @author faizal-manan
 */
public final class ClearTextPasswordEncoder implements PasswordEncoder {

    private static final PasswordEncoder INSTANCE = new ClearTextPasswordEncoder();

    private ClearTextPasswordEncoder() {
    }

    public static PasswordEncoder getInstance() {
        return INSTANCE;
    }

    @Override
    public String encode(CharSequence rawPassword, PasswordSalt passwordSalt) {
        return (null == rawPassword) ? null : rawPassword.toString();
    }

    @Override
    public boolean isMatches(CharSequence rawPassword, String encodedPassword, PasswordSalt salt) {
        return rawPassword.toString().equals(encodedPassword);
    }

}


Saint Madeleine Sophie School is using a standards-based grading policy in order to accurately communicate your student's mastery of content. We believe this provides a clear picture of your student's academic progress.
Coursework will be divided into three categories: Practice, Assessment Practice, and Assessment. Practice includes homework and other independent activities involving the skill. Assessment Practice includes activities in class that prepare the student for the assessment of the skill. Assessment is the opportunity for the student to demonstrate mastery of the skill.
Content grades will be based upon demonstrated mastery of the course skills and standards being assessed. All of the course grade is based upon Assessment scores. Content grades will NOT include points for effort, homework, participation, or extra credit. These areas will be reflected in the self-directed learner category of the report card.
Homework completion will be tracked, but will not count toward the content grade.
We will use the four point scale to determine mastery (see the explanation below). Students need to score a 3 or higher on a skill or standard to demonstrate mastery.
Students scoring below a 3 on any standard(s) or skill(s) will take an in-class retest on those standard(s) or skill(s) only.
Students still scoring below a 3 after the in-class retest are allowed additional retests before or after school or at recess at the teacher's discretion. Students MUST complete test corrections or at least 75% of their homework or retest practice work in order to retest.
1- The students meets few requirements for proficient work and demonstrates little knowledge or understanding of the skill.
2- The student meets some requirements for proficient work and is approaching mastery of the skill.
3- The student is demonstrating proficiency on the specific skill. He or she can regularly complete this skill and show solid understanding.
4- The student demonstrates the skill at an extremely high level (high school or college) in a unique way that exceeds expectations.
The four point scoring system is not a percentage. For example, receiving a 3 does not mean that the student is earning a 3 out of 4 possible points, or a 75%. It means the student is mastering that skill. Receiving a 4 is not the same as receiving full credit; it means the student is showing a highly rare and advanced level of mastery. On Powerschool reports, parents and students should focus on the the four point scale scores and not the percentage scores. This score is listed under the Grade column of the Powerschool reports. The four point scale scores more accurately describe how well the student is mastering the skill.
Please discuss these procedures with your student and make sure he or she understands that each student is expected to master EACH individual concept with a score of 3, and that there will be an opportunity for review or extra help prior to retesting.


I had any videos on step-parenting. This is not my expertise, since I have two titles dad and step dad and I rock them both shirt.
I've heard from a lot of you asking if I had any videos on step-parenting. This is not my expertise, since I have two titles dad and step dad and I rock them both shirt. But my husband wrote a great article on this topic for my website a while back, before we had our youngest. I know I'm biased, but I think he gives really great advice! I feel like no one can ever love me, with my autistic son, and financial woes, and the beating down I've received the last 10 years. thank you for all your posts, I really need to hear them! My mom was in the exact same place. Financial woes, autistic child , & was wondering who would be willing to take all that on.
Now she has a wonderful man who loves her & me & my brother. Don't give up. Good men are still I have two titles dad and step dad and I rock them both shirt. She just remarried this fall after finally divorcing a mentally and emotionally abusive man. If she can do it so can you. She had to work on building confidence. Having friends who can build you up helps. My son has Down syndrome and over the years I have found him to be a great litmus test of men's true intentions! Weeded out a lot of jerks early on! Kids, especially with special needs, see through the BS adults can over look.


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Biden Admin Releasing Haitian Migrants into USA Despite Promise to Remove Them
Media outlets report that despite promises from DHS Secretary Alejandro Mayorkas, Haitian migrants are being released into the U.S. interior. One official told the Associated Press the number of migrants released in recent days is in the thousands. "If you come to the United States illegally, you will be returned, your journey will not succeed, and you will be endangering your life and your family's life," Department of Homeland Security Secretary Mayorkas said during a press conference in Del Rio on Monday. "Your journey will not succeed, and you will be endangering your life and your family's lives." "We in DHS are securing additional transportation to accelerate the pace and increase the capacity of removal flights to Haiti and other destinations in the Western Hemisphere," he stated. Despite these bold promises of removal, it appears the number of Haitians being removed is in the hundreds while those being released are in the thousands.
The AP reports:
The releases come amid a quick effort to empty the camp under a bridge that, according to some estimates, held more than 14,000 people over the weekend in a town of 35,000 people. Texas Gov. Greg Abbott, during a visit Tuesday to Del Rio, said the county's top official told him the most recent tally at the camp was about 8,600 migrants.
The criteria for deciding who is flown to Haiti and who is released in the U.S. was unclear, but two U.S. officials said single adults were the priority for expulsion flights. Fox News also reports the release of Haitian migrants into the U.S. interior. The migrants are reportedly being flown by Aero Airways, a major government contractor, to U.S. destinations including Chicago, Denver, Minneapolis, New York City, Yakima (Washington), and Harrisburg (Pennsylvania). The AP claims as many as 6,000 migrants have been released from the camp in Del Rio, Texas.
Read more at Breitbart
U.S. Releasing Haitian Migrants On 'Very Large Scale,' Report Says
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