As of July 28, 2014, there were 43,224,362 shares of Class A Common Stock issued and outstanding and 24,426,380 shares of Class B Common Stock outstanding.
On October 2, 2013, the Company completed an initial public offering ("IPO") and sold 8,625,000 shares of Class A common stock to the public, including the underwriters' overallotment option of 1,125,000 shares of Class A common stock and 80,000 shares of Class A common stock sold by selling stockholders, at a price of $13.00 per share. The offer and sale of all of the shares in the IPO were registered under the Securities Act pursuant to a registration statement on Form S-1 (File No. 333-190815) (the "Initial Registration Statement"). The Company received aggregate proceeds of $103,309,000 from the IPO, net of underwriters' discounts and commissions, but before deduction of offering expenses of approximately $3,888,000.
On March 11, 2014, the Company completed its secondary public offering and sold 7,991,551 shares of Class A common stock to the public, including 791,551 of the underwriters' overallotment option and 5,200,000 shares of Class A common stock sold by selling stockholders, at a price of $21.50 per share. The offer and sale of all of the shares in the secondary public offering were registered under the Securities Act pursuant to a registration statement on Form S-1 (File No. 333-194132) (the "Secondary Registration Statement"). The Company received aggregate proceeds of $57,167,000 from the secondary public offering, net of underwriters' discounts and commissions, but before deduction of offering expenses of approximately $1,050,000.
In May 2014, the Financial Accounting Standards Board (the "FASB") issued Accounting Standards Update ("ASU") No. 2014-09, Revenue from Contracts with Customers (Topic 606). The new guidance is a result of a joint project with the International Accounting Standards Board (the "IASB") to clarify and converge the revenue recognition principles under U.S. GAAP and IFRS and to develop guidance that would streamline and enhance revenue recognition requirements. Entities have the option of using either a full retrospective or modified retrospective approach for the adoption of the standard. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2016. The Company is currently evaluating the impact that the standard will have on its consolidated financial statements.
In June 2014, the FASB issued ASU No. 2014-12, Accounting for Share-Based Payments When the Terms of an Award Provide That a Performance Target Could Be Achieved after the Requisite Service Period. The new standard requires that a performance target that affects vesting and that could be achieved after the requisite service period be treated as a performance condition. As such, the performance target should not be reflected in estimating the grand-date fair value of the award. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2014. The Company is currently evaluating the impact that the standard will have on its consolidated financial statements.
As of June 30, 2014, the Company's debt is comprised of borrowings under loan and security agreements, as amended, with Silicon Valley Bank ("SVB") and TriplePoint Capital LLC ("TriplePoint").
The 2012 term loan was borrowed in March 2012 with a principal amount of $8,000,000, which is being repaid in 36 equal monthly installments of principal and interest. Under the 2012 term loan, interest is paid monthly and accrues at a floating rate based on the Company's option of the (i) prime rate plus a margin of 0.25% or 0.50% or (ii) adjusted LIBOR rate (based on one, two, three or six-month interest periods) plus a margin of 3.25% or 3.50%, in each case such margin being determined based on cash balances maintained with SVB. The Company elected the prime rate option and, based on cash balances maintained with SVB at June 30, 2014, the current interest rate is 3.5%. In addition, a final terminal payment equal to 0.5% of the original loan principal is due at maturity. As of June 30, 2014, the outstanding principal balance of the 2012 term loan was $2,000,000.
The 2013 term loan was borrowed on December 31, 2013 with a principal amount of $15,000,000, which is being repaid in 48 equal monthly installments of principal and interest. Interest is due monthly and accrues at a floating rate based on the Company's option of an annual rate of either the (i) prime rate plus a margin of 0.75% or 1.00% or (ii) adjusted LIBOR rate (based on one, two, three or six-month interest periods) plus a margin of 3.75% or 4.00%, in each case such margin being determined based on cash balances maintained with SVB. The Company elected the prime rate option and based on cash balances maintained with SVB at June 30, 2014, the current interest rate is 4.0%. As of June 30, 2014, the outstanding principal balance of the 2013 term loan was $13,438,000.
The revolving line of credit provides for a maximum borrowing of up to $15,000,000 subject to limits based on the outstanding principal balance of the 2012 term loan and recurring subscription revenue amounts as defined in the agreement. The recurring subscription revenue requirement is not expected to limit the amount of borrowings available under the line of credit. Under the line of credit, interest is paid monthly and accrues at a floating rate based on the Company's option of the (i) prime rate plus a margin of 0.25% or 0.50% or (ii) adjusted LIBOR rate (based on one, two, three or six-month interest periods) plus a margin of 3.25% or 3.50%, in each case such margin being determined based on cash balances maintained with SVB. The Company elected the prime rate option and based on cash balances maintained with SVB at June 30, 2014, the current interest rate is 3.5%. All outstanding principal and unpaid interest must be repaid by August 13, 2015. As of June 30, 2014, the outstanding principal balance and the available borrowing capacity of the line of credit were $10,778,000 and $2,222,000, respectively.
The Company has pledged all of its assets, excluding intellectual property, as collateral to secure its obligations under the SVB agreement. The SVB agreement contains customary negative covenants that limit the Company's ability to, among other things, incur additional indebtedness, grant liens, make investments, repurchase stock, pay dividends, transfer assets and merge or consolidate. The SVB agreement also contains customary affirmative covenants, including requirements to, among other things, (i) maintain minimum cash balances representing the greater of $10,000,000 or three times the Company's quarterly cash burn rate, as defined in the agreement, and (ii) maintain minimum EBITDA levels, as determined in accordance with the agreement. On June 17, 2014, the Company adjusted certain financial covenant thresholds to expand its ability to invest in certain foreign subsidiaries. The Company was in compliance with all covenants under its credit agreement with SVB as of June 30, 2014.
Under the equipment loan and security agreement with TriplePoint, the Company borrowed equipment term loans with aggregate principal of $9,691,000 in August 2012. The equipment term loans are being repaid in 36 equal monthly installments of principal and interest, which accrues at an annual fixed rate of 5.75%. In addition, a final terminal payment is due at maturity equal to 10% of the original loan principal. As of June 30, 2014, the outstanding principal balance of the TriplePoint equipment term loan was $3,676,000.
The TriplePoint equipment loan and security agreement contains customary negative covenants that limit the Company's ability to, among other things, incur additional indebtedness, grant liens, make investments, repurchase stock, pay dividends, transfer assets and merge or consolidate. The TriplePoint equipment loan and security agreement also contain customary affirmative covenants, including requirements to, among other things, deliver audited financial statements. On June 17, 2014, the Company adjusted certain financial covenant thresholds to expand its ability to invest in certain foreign subsidiaries. The Company was in compliance with all covenants under its credit agreements with TriplePoint as of June 30, 2014.
The Company leases facilities for office space under noncancelable operating leases for its U.S. and international locations and has entered into capital lease arrangements to obtain property and equipment for its operations. In addition, the Company leases space from third party datacenter hosting facilities under co-location agreements to support its cloud infrastructure. In March 2014, the Company entered into a new lease for its office in Denver, Colorado for a total lease commitment of $4,653,000 million through 2019 and lease incentives totaling $1,159,000 million. In May 2014, the Company entered into a new lease for its office in London, England for a total lease commitment of approximately $1,941,000 million through 2019 with an option to extend through 2024. Both agreements contain escalating monthly rental payments over the lease term, which will be amortized to rent expense on a straight-line basis over the lease term.
During 2010 and 2011, the Company increased its sales and marketing activities in the U.S., which may be asserted by a number of states to create an obligation under nexus regulations to collect sales taxes on sales to customers in the state. Prior to 2012, the Company did not collect sales taxes from customers on sales in all states. In the second quarter of 2012, the Company commenced collecting and remitting sales taxes on sales in all states so a loss contingency related to sales taxes exists for sales and marketing activities in 2010, 2011 and the six months ended June 30, 2012. As of June 30, 2014 and December 31, 2013, the Company had a balance for a long-term sales tax liability of $3,939,000 and $3,988,000, respectively, based on its best estimate of the probable liability for the loss contingency incurred as of those dates. The Company's estimate of a probable outcome under the loss contingency is based on analysis of its sales and marketing activities, revenues subject to sales tax, and applicable regulations in each state in each period. No significant adjustments to the long-term sales tax liability have been recognized in the accompanying condensed consolidated financial statements for changes to the assumptions underlying the estimate. However, changes in management's assumptions may occur in the future as the Company obtains new information which can result in adjustments to the recorded liability. Increases and decreases to the long-term sales tax liability are recorded as general and administrative expense.
A current sales tax liability for noncontingent amounts expected to be remitted in the next twelve months of $4,306,000 and $3,451,000, is included in accrued liabilities as of June 30, 2014 and December 31, 2013, respectively.
The Company determines whether an estimated loss from a contingency should be accrued by assessing whether a loss is deemed probable and can be reasonably estimated. The Company assesses its potential liability by analyzing specific litigation and regulatory matters using reasonably available information. The Company develops its views on estimated losses in consultation with inside and outside counsel, which involves a subjective analysis of potential results and outcomes, assuming various combinations of appropriate litigation and settlement strategies. Legal fees are expensed in the period in which they are incurred. As of June 30, 2014 and December 31, 2013, the Company did not have any accrued liabilities recorded for such loss contingencies.
As of June 30, 2014 and December 31, 2013, there was approximately $22,466,000 and $22,439,000 of unrecognized share-based compensation expense, net of estimated forfeitures, related to nonvested stock option grants, which will be recognized on a straight-line basis over the remaining weighted-average vesting periods of approximately 2.7 years and 3.0 years, respectively.
The ESPP allows eligible employees to purchase shares of the Class A common stock at a discount through payroll deductions of up to the lesser of 15% of their eligible compensation or $25,000 per calendar year, at not less than 90% of the fair market value, as defined in the ESPP, subject to any plan limitations. A participant may purchase a maximum of 3,000 shares during an offering period. The offering period starts on the first trading day on or after May 11th and November 11th of each year, except that the first offering period commenced on the first trading day following the effective date of the Company's Initial Registration Statement, and the offering period ends six months after the beginning of the offering period, on the last trading day on or after May 10th and November 10th of each year. At the end of the offering period, the purchase price is set at the lower of: (i) 90% of the fair value of the Company's common stock at the beginning of the six month offering period, and (ii) 90% of the fair value of the Company's common stock at the end of the six month offering period. As of June 30, 2014, there was a total of $395,000 of unrecognized share-based compensation expense, net of estimated forfeitures, related to ESPP, which will be recognized on a straight-line basis over the remaining weighted-average vesting period of approximately 0.4 years. At June 30, 2014, a total of 1,658,000 shares were available for issuance under the ESPP.
For the three months ended June 30, 2014, we issued 672,350 restricted stock units of Class A common stock under the 2013 Plan with a weighted average grant date fair value of $15.75 per share. As of June 30, 2014, there was a total of $15,175,000 of unrecognized share-based compensation expense, net of estimated forfeitures, related to restricted stock units, which will be recognized on a straight-line basis over the remaining weighted-average vesting period of approximately 3.8 years.
Revenue by geographic location is based on the billing address of the customer. More than 90% of the Company's revenue is from the United States during the three and six months ended June 30, 2014 and 2013. Property and equipment by geographic location is based on the location of the legal entity that owns the asset. At June 30, 2014 and December 31, 2013, more than 90% and 84%, respectively, of the Company's property and equipment was located in the United States, with no single country outside the United States representing more than 10% of property and equipment.
The provision (benefit) for income taxes for the three and six months ended June 30, 2014 and 2013, was $137,000, ($132,000), $165,000 and ($120,000), respectively. The provision for income taxes during the three and six months ended June 30, 2014 consisted primarily of state minimum taxes, foreign income taxes, and the write-off of a foreign deferred tax asset recognized in 2013. The benefit for income taxes during the three and six months ended June 30, 2013 consisted of foreign income taxes, state minimum taxes and recognition of a foreign tax credit.
For the three and six months ended June 30, 2014 and 2013, the provision for income taxes differed from the U.S federal statutory amount primarily due to state and foreign taxes currently payable, and the Company realized no benefit for current year losses due to maintaining a full valuation allowance against the U.S. and foreign net deferred tax assets.
The realization of tax benefits of deferred tax assets is dependent upon future levels of taxable income, of an appropriate character, in the periods the items are expected to be deductible or taxable. Based on the available objective evidence, the Company does not believe it is more likely than not that the net deferred tax assets will be realizable. Accordingly, the Company has provided a full valuation allowance against the domestic and foreign net deferred tax assets as of June 30, 2014 and December 31, 2013. The Company intends to maintain the remaining valuation allowance until sufficient positive evidence exists to support a reversal of, or decrease in, the valuation allowance.
During the three and six months ended June 30, 2014, there have been no material changes to the total amount of unrecognized tax benefits.
Basic net loss per share is computed by dividing the net loss by the weighted-average number of shares of common stock outstanding during the period, less the weighted-average unvested common stock subject to repurchase or forfeiture as they are not deemed to be issued for accounting purposes. Diluted net loss per share is computed by giving effect to all potential shares of common stock, including preferred stock, warrants to exercise common and preferred stock options and restricted stock units, to the extent they are dilutive. Upon the effectiveness of the Initial Registration Statement and the filing of its Certificate of Incorporation in Delaware on September 26, 2013, all outstanding preferred stock and warrants to purchase preferred stock were converted to common stock and warrants to purchase common stock, respectively. For the three and six months ended June 30, 2014 and 2013, all such common stock equivalents have been excluded from diluted net loss per share as the effect to net loss per share would be anti-dilutive.
We are a leading provider of software-as-a-service, or SaaS, solutions for business communications. We believe that our innovative, cloud-based approach disrupts the large market for business communications solutions by providing flexible and cost-effective services that support distributed workforces, mobile employees and the proliferation of "bring-your-own" communications devices. We enable convenient and effective communications for our customers, across all their locations, all their employees, all the time, thus enabling a more productive and dynamic workforce. RingCentral Office, our flagship service, is a multi-user, enterprise-grade communications solution that enables our customers and their employees to communicate via different channels and on multiple devices, including smartphones, tablets, PCs and desk phones. We sell RingCentral Office in three editions: Standard, Premium and Enterprise. Our Standard Edition of RingCentral Office includes call management, mobile applications, voice, business SMS, integration with Dropbox, Box, Google Drive and Microsoft Office and Outlook, and conferencing capabilities. Our Premium Edition includes the Standard Edition functionality together with Salesforce CRM integration, automatic call recording and premium support. Our Enterprise Edition was launched in 2013 which includes the Premium Edition functionality together with multipoint HD video and web conferencing and online meetings functionality. During May 2014, these new features (multipoint HD video and web conferencing and online meetings) were added to our Standard and Premium editions, where all editions vary in the number of toll-free minutes and number of attendees.
Our subscription plans have historically had monthly or annual contractual terms and approximately 90% of our current customers are on monthly contractual terms, although we also have subscription plans with multi-year contractual terms, generally with larger customers. We believe that this flexibility in contract duration is important to meet the different needs of our customers. Generally, our fees for subscription plans have been billed in advance via credit card. However, as the number of RingCentral Office customers with more users grows, we expect to bill more customers through commercial invoices with customary payment terms and, accordingly, our levels of accounts receivable may increase. A significant component of our accounts receivable is derived from resellers. For the three and six months ended June 30, 2014 and 2013, services revenues accounted for more than 90% of our total revenues. The remainder of our revenues is primarily comprised of product revenues from the sale of pre-configured office phones, which we offer as a convenience to our customers in connection with subscriptions to our services.
Beginning in 2009, in connection with our introduction of RingCentral Office, we established a direct, inside sales force. Since then, we have continued investing in our direct, inside sales force while also developing indirect sales channels to market our brand and our service offerings. Our indirect sales channel consists of a network of over 1,500 sales agents and resellers, including AT&T, which we refer to collectively as resellers. We intend to continue to foster this network and to expand our network with other resellers. In 2014, we entered into agreements with TELUS Communications Company, or TELUS, and British Telecommunications plc, or BT, to expand our indirect sales channel in Canada and the United Kingdom, respectively.
Since its launch, our revenue growth has primarily been driven by our flagship RingCentral Office service offering, which has resulted in an increased number of customers, increased average subscription revenues per customer, and increased retention of our existing customer and user base. We define a "customer" as one individual billing relationship for the subscription to our services, which generally correlates to one company account per customer. We define a user as one person within a customer who has been granted a subscription license to use our services, such that the number of users per customer generally correlates closely to the number of employees within a customer account. As of June 30, 2014, we had over 300,000 customers from industries including advertising, finance, healthcare, legal services, non-profit organizations, real estate, retail and technology, and ranging in size from businesses with fewer than 10 users to more than 1,200 users. In October of 2013, we launched RingCentral Office in the United Kingdom. For the three and six months ended June 30, 2014 and 2013, 99% of our total revenues were generated in the U.S. and Canada, although we expect the percentage of our total revenues derived outside of the U.S. and Canada to grow as we expand internationally in the United Kingdom and beyond.
We have experienced significant growth in recent periods, with total revenues of $78.9 million, $114.5 million and $160.5 million in 2011, 2012 and 2013, respectively, generating year-over-year increases of 45% and 40%, respectively. We have continued to make significant expenditures and investments, including those in research and development, infrastructure and operations and incurred net losses of $13.9 million, $35.4 million and $46.1 million, in 2011, 2012 and 2013, respectively. For the three months ended June 30, 2014 and 2013, our total revenues were $52.8 million and $37.7 million, respectively, representing a year-over-year increase of 40%. For the six months ended June 30, 2014 and 2013, our total revenues were $101.0 million and $73.2 million, respectively, representing a year-over-year increase of 38%. For the three months ended June 30, 2014 and 2013, our net losses were $13.3 million and $13.6 million, respectively, and for the six months ended June 30, 2014 and 2013, our net losses were $26.2 million and $23.9 million, respectively.


text:
Taksówka zbiorowa (ang. share taxi, także: bush taxi, w Rosji i innych krajach byłego ZSRR "marszrutka" – od marszrutnoje taksi, w krajach Ameryki Łacińskiej taxi colectivo) – środek transportu drogowego w wielu częściach świata, zwłaszcza w krajach rozwijających się (choć nie tylko). Często – z powodu braku komunikacji publicznej w danym rejonie – jest to jedyny sposób poruszania się na duże odległości dla osób niedysponujących własnym środkiem transportu.

Taksówkami zbiorowymi są zazwyczaj prywatne samochody osobowe lub minibusy. Ten środek transportu różni się od zwykłych taksówek faktem zabierania wielu pasażerów, z góry ustalonym celem podróży (każdy kierowca zwykle wozi pasażerów tylko na jednej trasie) oraz zapewnianiem komunikacji na trasach międzymiastowych, a czasem także międzynarodowych. Od autobusów w transporcie publicznym taksówki zbiorowe różnią się natomiast brakiem ustalonego rozkładu jazdy – taksówki zbiorowe odjeżdżają, kiedy znajdzie się komplet pasażerów (czasem czeka się nawet cały dzień, jednak na często uczęszczanych trasach jest to wydajne rozwiązanie).

W Polsce taksówki zbiorowe występują m.in. w Zakopanem, Bieszczadach, na Warmii i Mazurach.

Przypisy

Taksówka

redpajama_set_name: RedPajamaWikipedia


To keep your Account Balances table neat and organized you will want to remove inactive customers from the table. There are two ways to do this depending on the type of the customer.
1. For adult students you will first want to make sure the customer's account balance is zero. You may need to record an adjusting entry such as a fee or credit to bring their balance to zero (Accounting tab -> Fees & Credits).
2. Then you will need to set the student's status to "Inactive Student" on their profile. Go to the Students tab -> Student List -> Click on the student's row and update the status field in their profile.
1. Make sure the family's account balance is zero. You may need to record an adjusting entry such as a fee or credit to bring their balance to zero (Accounting tab -> Fees & Credits).
2. Set the parent status to "Inactive" by going to the Student's tab -> Parent List -> Click on parent's row and set the status in the profile to "Inactive" and save the changes. It's also a good idea to set any children in the family to inactive as well by updating their respective profiles.


text:
Q: Remove list items separators/borders I've inspected the DOM but I still can't see where the separators/border are added to the items of a list. I would like to remove them.

Does anyone know how to do that ?

A: It lies in div.x-list-item-label, simply change its CSS style to:
border-top: none !important;
border-bottom: none !important; /* For the last row */

Hope it helps.

A: The method explained above is correct only if you want it to apply to EVERY single list in your app.
If you want to do it the proper way, you need to add an inline style to the list that you create. Here is how I did it in our application's inbox screen:
{
 xtype: 'list',
 disableSelection: true, // only if you want to disable selection of the list
 config: {
      style: {
           'border': '0',
      },
 },
 itemTpl: '<div>{itemContent}</div>'
}

redpajama_set_name: RedPajamaStackExchange


text:
Tag: self-respect
Eyes That Kiss in the Corners
Written By: Joanna Ho Illustrated by: Dung Ho For Ages: 4-8 years Language: English Topics Covered: Family, Asian Protagonists, Self-Esteem, Confidence, Social-Emotional Learning, Own Voices. Summary: This book is stunningly beautiful in artwork and text. This empowering story has a main character that loves that her eyes are the same as her family members, their…
I'm Gonna Push Through [released Feb. 18th]
Written by: Jasmyn Wright Illustrated by: Shannon Wright For ages: 4-8 years Language: English Topics Covered: Empowerment, Self-Confidence, Resiliency, Disability, Diverse Experiences, Growth Mindset. Summary: This book is awesome! I'm Gonna Push Through! delivers an empowering message for young people to step into their power and overcome anything in their path. The book is based on a mantra that the author…
Keep Climbing, Girls
Written by: Beah E. Richards (Introduction by LisaGay Hamilton) Illustrated by: R. Gregory Christie For ages: 4 years and up Language: English Topics Covered: POC-Centric Narratives, Self-Expression, Acceptance, Self-Acceptance, Independence. Summary: This is a poem about girl power! The main character is determined to prove her bravery and climb to the top of the tree, despite threats from the intimidating figure…
Not Quite Snow White
Written by: Ashley Franklin Illustrated by: Ebony Glenn For ages: 4-8 years Language: English Topics Covered: POC-Centric Narratives, Self-Acceptance, Racism, Self-Esteem, Social-Emotional Development, Family, Love, Friendship, Perseverance, Theatre, Own Voices. Summary: Tameika was born to perform. She sings, dances, and taps everywhere she goes. With a fantastic imagination, she breathes life into a myriad of characters such as a space cowgirl…
Introducing: Annahita and her Hot Air Balloon Adventures!
Happy Saturday folx! After a few waterlogged days here in New England, we were graced with a sunny afternoon. Naturally, we spent it inside doing boring but necessary things like cleaning, laundry, and of course working on the website! Now it's time to go outside and look for important favorites of ours like pretty rocks…
Who I Am Inside:Exploring Trans-Feminine Heroes Through Multimedia Art
Happiest of Pride months to everyone! In honor of the 50th anniversary of the Stonewall riots, Corrie decided to share a lesson plan that she made and presented last year at the Gender Spectrum Conference in Moraga, California. It is critical that we remember and honor the trans women of color that brought about the…
Tan to Tamarind: Poems about the Color Brown
Written by: Malathi Michelle Iyengar Illustrated by: Jamel Akib For ages: 4 years and up Language: English Topics Covered: Self-Acceptance, Self-Esteem, POC-Centric Narratives, Poetry, Family, Community, Culture & Traditions. Summary: This book is a collection of poetry that celebrates the different tones and shades of brown skin! Each poem is titled with a shade: Bay, Sienna, Topaz, Sandalwood, and many more!…
The Prince and the Dressmaker
Written & Illustrated by: Jen Wang For ages: Young Adults and up Language: English Topics Covered: Gender Expression, Growing Up, Love, Family, Acceptance, Friendship. Summary: Prince Sebastian doesn't particularly want to get married, but his parents are desperate for him to find a mate. All Sebastian really wants to do is blow off steam and wear fabulous dresses as a disguise…
Lighter Than My Shadow
Written & Illustrated by: Katie Green For ages: Teens and Up Language: English Topics Covered: Growing Up, Eating Disorders, Assault, Resilience, Bravery, Family, Friendship, Love, Acceptance, Mental Health, Recovery, Trauma, Graphic Novel. Summary: This hefty 500 page graphic novel covers main character Katie's life from childhood to college-first for biology and then for art school. Katie has always had a problem eating,…
Written & Illustrated by: Airlie Anderson For ages: 4-7 years Language: English Topics Covered: Community, Acceptance, Identity, Friendship, Self-Acceptance. Summary: This story takes place in a world where there are only blue bunnies (this) and yellow birds (that), the Land of This and That. Until one day, a self-described 'both' hatches. This little critter is green, with bunny ears and…

redpajama_set_name: RedPajamaCommonCrawl


Eliminate issues before you even know they're there with HPE InfoSight.
HPE All-Flash Storage helps close the App-Data Gap, so that every app gets the performance and resiliency it needs, today, tomorrow and always.
Data is essential to every business and every user. It needs to be instantly available, but unfortunately that's not always the case. Any slow down or disruption that occurs across the infrastructure stack (storage, networks, servers and VMs) causes an "App-Data Gap" that disrupts the application and makes users wait, leading to productivity and business losses, plus customer dissatisfaction.
HPE has the industry's most advanced and comprehensive flash storage portfolio to satisfy any workload. HPE 3PAR and HPE Nimble Storage are predictive, cloud-ready, and timeless so the storage investments made today will support you well into the future.
Download the 'The Total Economic Impact of HPE 3PAR StoreServ Report' by Forrester to better understand the benefits, costs, and risks associated with 3PAR StoreServ All-Flash Storage System.
InfoSight, HPE's Artificial Intelligence (AI) platform, simplifies how your infrastructure is managed and supported, using cloud-based machine learning to predict, prevent and auto-resolve problems before they can affect your business.
Storage that can take you anywhere.
HPE 3PAR and Nimble Storage were designed with agility in mind for a future-proof environment, with easy data mobility across all-flash and hybrid systems, from on-premises to the public cloud. You choose where to deploy flash storage and assign applications to the best type of storage for a given price-performance requirement, which is then easily adjusted as needs change.
Storage so smart, it manages itself.
InfoSight Predictive Analytics eliminates the stress of dealing with infrastructure – by taking care of it for you.
Over 86% of support cases are automatically resolved by InfoSight, saving time and money that would have been spent diagnosing and troubleshooting issues. And 54% of issues that InfoSight resolves are outside of storage, addressing a full spectrum of problems that impact infrastructure uptime.
The Power of Predictive – the only storage smart enough to predict and prevent the App-Data Gap.
See how InfoSight has enabled Rent-A-Center to beat customer SLA's by 4 hours.
Storage that never lets you down.
All-Flash makes it easy for you to achieve a drastically simpler storage experience without the headaches. An all-inclusive experience that stays simple and preserves your investment as your business grows. HPE 3PAR and Nimble Storage both offer all-inclusive licensing, a 99.9999% guarantee, easy upgrades, and flexible payment options—while also being future-proofed for new technologies.
HPE's new generation Nimble Storage platform gives you the Store More Guarantee, ensuring that you are receiving the highest all-flash capacity efficiency when compared to other all-flash arrays.
HPE 3PAR StoreServ is the industry's No.1 midrange storage array and a leading all-flash storage array. Helping thousands of customers eliminate complex storage silos and modernise their storage infrastructure.
From midrange to enterprise to all-flash, across unified file and block workloads, you can start with a few terabytes in a single system and scale to over eighty petabytes in a four-system federation with a common OS, feature set, and management.


Seacoast Coaching Connection | Seacoast Coaching Connection serves youth and families throughout the Seacoast.
Seacoast Coaching Connection serves youth and families throughout the Seacoast.
Curious about life coaching? Is it appropriate for me or for members of my family?
Margot's passion for working with youth and families stems back to her days at overnight camp. Shaped by the traditions and relationships that are created in a camp setting, Margot turned in her city life for a different pace and a new direction.


If you want to make sure your new site is launched, then what you need to have is a plan to make sure that your site is promoted to the search engines as well as to the visitors.
Here are Five steps to help increase your online business.
An SEO service will ask you, what you expect from your website? The answer you give should be straightforward.
The clearer that your objectives are, the more you'll be able to focus on the selling points.
For example, for commercial sites, there are broad objectives like informing, persuading and educating visitors.
Once these objectives are made clear should then be given importance as to meet your search engine strategy.
It's essential that you understand your target audience to who you want to reach through your website.
You have to know what the requirements and what factors impact their buying decisions. You should also think about whether the audience is local or global. Having this knowledge is important since it'll help you know how your competitors perform in the market.
Creation of multi-dimensional graphics will help in providing the data, targeted hits, average number of pages viewed and the ratio of visitors to buyers.
A quality SEO service will concentrate on these things.
You want to make sure that your website follows the ethical method.
If you don't follow the ethical methide, your site may get banned from the search engines.
Also, you may want to make sure that the service you use follow correct coding and ranking in the search engines. Keep in mind that SEO is a continuing process, therefore, when you update the site with new content and new pages, factors on-page play a role.
After the technical aspects of your site are completed, the next thing you have to consider is a presentation.
The SEO service will help make sure that your homepage is well-designed and is user-friendly, which include easy navigation and buttons, spider friendly sitemap and links that are labeled.
Other factors are a combination of colors, content tone, the size of the font, the use of headers and other things of the such.
Getting your website launched is just the start of the challenges that you'll have to face; however, an SEO service can help you out a bit. It's important to have ethical methods of promoting your site for the search engines and your visitors.
If you're new to SEO, the experts will cater the services that are best for you and your circumstances.
They'll be able to assist you in optimizing your website, which improves your conversation rates and your visibility on the Internet.


Inspectors have visited a Leeds restaurant after a cockroach was found by a customer.
Witnesses told LeedsLive how a woman was seen screaming when she spotted the critter at Leeds Red Hot buffet restaurant on Monday evening (January 28).
Manager Ash Gabi confirmed that pest control had been called and an inspection was due to be carried out.
An environmental health officer has now visited the premises, along with pest control, and carried out an inspection.
This inspection, done by 'Ecolab Pest Elimination' on January 30 2019, was provided to identify 'sanitation deficiencies, structural defects, and improper storage practices contributing to pest infestations'.
It found that 'no insect activity was noted at time of today's visit' in the bar area, carvery servery counter, kitchen, live servery counters, main course counter and restaurant wash-up room.
"Additional insect monitors were placed in the counter void area to the hot plate rack and the rice area.
"A follow up visit will be carried out on Monday February 4, whilst on the schedule routine visit."
A health environmental officer carried out an inspection on January 30 2019, which read: "Visit made following a complaint about cockroach allegations at the premises.
"Inspected all areas, no signs of insect activity noted during visit.
"Pest records seen (Ecolab). Looked at pest control records for visit made today 30.1.19 and previous visits.
"Follow Ecolab's recommendations re: repair cladding and block holes etc. which is mentioned in the report."
Ash Gabi, manager at Leeds Red Hot, said followng the inspection: "I have taken care of this and my DIY man is coming to fill in any holes.
"I want to ensure the public that if anything arises we will fix it."


text:
Jail Ministry Radio LiveDonate
Over 34 Years of Experience in Christian Ministry
Bringing Restoration to the Lives of Inmates
J.A.I.L. Ministry, Inc., is a Christ-centered jail ministry providing programs in prevention and intervention for the incarcerated in the Bell County Law Enforcement Center and the Juvenile Services Center. We are serving Belton, Temple, Killeen, and the surrounding Central Texas area. Our 501(c)(3) nonprofit ministers to offenders, criminal justice professionals, victims, and their families.
Our ministry officially began on September 10, 1987, under the direction of Chaplain Harold Ellis and eight volunteers. J.A.I.L. Ministry, Inc., was incorporated as a nonprofit ministry when 501(c)(3) documents were filed on February 21, 1992. At the end of 2015, our programs accounted for 47,756 contacts in the Bell County Law Enforcement Center and the Bell County Juvenile Services Center.
Support for our ministry is through donations from churches, businesses, and individuals. We believe that we must partner with local churches to participate in a special ministry to the "least of these" in response to Matthew 25: 34-40. It is our desire to involve volunteers at all levels in the ministry and to provide opportunities to work with all denominations, races, and cultures.
Learn More About J.A.I.L. Ministry, Inc.
to learn more about our fundraising programs and to volunteer with our ministry team.
Read Our Brochure
View New Volunteer Opportunities
Review Our Radio Program Guide
Take a Quick Look At Our Mission
Thank you for your interest. Please reach out with questions or comments using the information below. We look forward to hearing from you.
211 E Central Avenue
Belton, Temple, Killeen, and the Surrounding Central Texas Areas
Listen to Our Live Broadcast
J.A.I.L. Ministry, Inc.
Copyright © 2023 • J.A.I.L. Ministry, Inc. . All rights reserved.


"This was a pre-recorded call. The caller identified herself as Emily. The message was that I have been approved for some type of relief from knee and joint pain. I have never enquired about either. I do not want to receive calls from an unknown name."


text:
Nova Mob  is the second and final studio album by the American alternative rock band Nova Mob, a band formed by former Hüsker Dü drummer Grant Hart. It was released in 1994.

The two bonus tracks "Not Talkin' About" and "Evergreen Memorial Drive" are not listed on the album cover and do not appear on either the European version or the advance U.S. version of the CD. "Evergreen Memorial Drive" is a re-recording of a 1992 single.

"Old Empire" was released as a single, together with three tracks recorded for a VPRO radio session.

Track listing

Personnel
 Grant Hart –  vocals, guitar, production
 Tom Merkl – bass, vocals, production
 Chris Hesler – guitar, production
 Steve Sutherland  – drums, production
 John (J.C.) Clegg – baritone saxophone on "Shoot Your Way to Freedom"
 Dave Brattain – tenor saxophone on "Shoot Your Way to Freedom"
 Tom Secor – trombone on "Shoot Your Way to Freedom"
 Craig Jacquart – trumpet on "Shoot Your Way to Freedom"
 Kurt Christiansen – trumpet on "Shoot Your Way to Freedom"
 Chopper Black – production, engineering
 Brent Sigmeth  – engineering
 Pat Burkholder  – engineering

References

1994 albums
Grant Hart albums


text:
Q: Facebook App Install Ads: Is it mandetory to have the SDK installed? We have developed a mobile app for both Android and iOS. We are planning to promote it through Facebook via Facebook App Install Ads. We don't want to track the number of installs or anything, because we can easily see these info in the app database.
However reading the following articles, we are very confused.

*

*https://developers.facebook.com/docs/app-ads

*https://developers.facebook.com/docs/app-ads/resources/faqs/
In the first link it sounds like we need to have the Facebook SDK installed. But in the second link, the first 2 FAQ says we don't need SDK if we are not planning to measure and track installs.
Out of this, which one is correct?
Our social media guy complains he can't create the App Install Ads in Facebook because FB says SDK is not installed in the app, but he himself admit he is not knowledgeable on this matter much.

A: I think there is a confusion between installing ads inside of your app, versus running ads on Facebook itself. To run adds on Facebook you do not need an SDK installed in your app, you just setup a Facebook Ads Account here and submit your ad information, payment, etc. If I misunderstood your question please let me know.
Edit:
The easiest way to publish Facebook ads for your app is simply to link a website that routs to the correct App Store for the device -- the SDK setup is unnecessarily complex for what you're trying to accomplish. You can see how to
write a website to route the user: here:https://stackoverflow.com/a/39749991/13296047

A: You don't need to install the SDK to run these App Install button ads, but I've done some testing, and they don't seem to optimise very well. The ads run brilliantly for 24hrs, then fade quickly. I'm wondering if this is because the FB algorithm doesn't get a data feed for app installs, so doesn't know how to deliver the ad. Not 100% sure, this is still a theory I'm investigating...


Planting new churches in order to effectively reach more people with the life-changing hope of the gospel is a high priority for the LCMC. That's because we believe church planting is the best strategy in transforming lives and communities. It is also a great way to inspire our current 800 congregations to be missional over maintenance. Our great desire is to help our church developers get started strong in order to not just survive, but to thrive! We will assist our developers in personal training, as well as the training of launch, worship and ministry teams.
"To be obedient to the Great Commission by developing and deploying 1,000 healthy and life-impacting congregations over the next decade."
"To provide on-going training, guidance, fellowship and support to our mission developers and leadership teams in order to make disciple making churches."
Has God wired YOU to be a planter?
Ignited with the passion of Jesus' Great Commission.
Great faith that God wants you to be in His plan for growing churches.
Believing and following God's Word and walking in His Holy Spirit.
Entrepreneurial spirit (what things in life have you started?).
A visionary and missionary to the whole city.
Ability to network with people and resources.
Mighty in patience with great persistence.
A hard worker, disciplined self-starter, competitive.
Endurance with quick flexibility. Coachable.
Personal and family health/wealth in good order.
Humility with bold confidence in the Lord Jesus.
Able to deal with rejection or disappointment.
Thankfulness reflected in daily prayer life.
Great Gospel preaching and over-all communication skills.
People want to listen to, and follow you.
Tuned into the culture with the personality, spiritual giftings and media savvy to reach it.
Capable of raising funding and thriving under financial restraints.
Commended and commissioned by other Christian leaders.
Please continue reading on for more information about church planting in the LCMC.


text:
Q: NoMethodError in Admin::Restaurants#new Active Admin Rails 5 I added two email fields to my Restaurant table:
class AddEmailsToRestaurants < ActiveRecord::Migration[5.1]
  def change
    add_column :restaurants, :email2, :string, null: true, default: nil
    add_column :restaurants, :email3, :string, null: true, default: nil
  end
end

I ran rails db:migrate and I want to add these two fields in the Active Admin form in order to create new Restaurants from the admin interface:
ActiveAdmin.register Restaurant do
  permit_params :email, :email2, :email3, [...]
  filter :name

  form do |f|
    f.inputs "Restaurant" do
      f.input :name
      f.input :email
      f.input :email2
      f.input :email3
      f.input :password
      f.input :password_confirmation
      f.input :address
      f.input :address2
      f.input :phone_number
      f.input :city
      f.input :post_code
      f.input :latitude
      f.input :longitude
      f.input :photo
    end
    f.actions
  end
[...]
end

But then when I click on 'Create new Restaurant' in my Admin interface, I get the following error: NoMethodError in Admin::Restaurants#new undefined method 'email2' for #<Restaurant:0x007f9490cc0340>
How can I solve this ?

A: Note that a running development environment will not detect changes to a table structure after a migration.
If you add columns via a migration, be sure to stop and restart your development server.


text:
Under the Influence: Consumer Trust In Advertising
Whether it's advertising via old standbys like TV, newspapers and radio or newer media like mobile and online, earning consumer trust is the holy grail of a successful campaign, according to Nielsen's latest Trust In Advertising report. The good news for advertisers is that consumers around the globe are more trusting now than they were several years ago. In fact, the study reveals that trust in online advertising is increasing, as is trust in ads on TV, radio and movie screens.
Word-of-mouth recommendations from friends and family, often referred to as earned advertising, are still the most influential, as 84 percent of global respondents across 58 countries to the Nielsen online survey said this source was the most trustworthy. Trust in advertising on branded websites increased 9 percentage points to 69 percent in 2013 as the second most trusted format, a jump from fourth-place ranking in 2007. Sixty-eight percent of survey respondents indicated that they trust consumer opinions posted online, which ranked third in 2013, up 7 percentage points from 2007.
"Brand marketers should be especially encouraged to find owned advertising among the most trusted marketing formats," said Randall Beard, global head, Advertiser Solutions at Nielsen. "This form of advertising is trusted by nearly 70 percent of consumers globally, which emphasizes the notion that marketers maintain the ability to control the messages about their brands in a way that consumers consider credible. This perceived credibility is a key component in advertising effectiveness."
In addition to an increase in trust in messages on branded websites, more than half (56%) of respondents said they trust consumer-consented email messages, an increase of 7 percentage points since 2007.
For other online advertising, almost half (48%) said they trust ads in search engine results, online video ads and ads on social networks. More than four in 10 (42%) trust online banner ads, up from 26 percent in 2007. This is good news for advertisers, who spent 26 percent more on this form of advertising in the first quarter of this year. Forty-five percent of respondents in Nielsen's 2013 survey believed display ads on mobile phones were credible, and 37 percent trusted text ads on mobile phones, up from 18 percent in 2007.
Ads on television, in newspapers and in magazines continue to be among the most trusted forms of paid advertising. Trust in television ads increased from 56 percent in 2007 to 62 percent in 2013. Six-in-10 respondents trusted ads in magazines, a rise of 4 percentage points from 2007. Newspaper ads were the only format to decline in the six-year period—61 percent of respondents found newspaper ads credible in 2013, down from 63 percent in 2007. Although global ad spend grew only a marginal 1.9 percent in the first quarter of 2013, traditional paid media continues to own the majority share of spend, with TV in the top spot owning 59 percent, according to Nielsen's most recent Global AdView Pulse Report.
Ads on radio (57%) and before movies (56%) both gained consumer trust as well, reporting increases of 3 and 18 percentage points, respectively, since 2007. Trust in brand sponsorships (61%) increased 12 percentage points from 2007. Trust in billboards and outdoor advertising (57%), TV program product placements (55%) and editorial content such as newspaper articles (67%), an earned form of traditional advertising, were not included in Nielsen's 2007 survey.
"While TV remains the front-running format for the delivery of marketing messages based on ad spend, consumers globally are also looking to online media to get information about brands," said Beard. "On the flipside, earned advertising channels have empowered consumers to advocate for their favorite brands, something that shouldn't go unnoticed by brand advertisers."
The Nielsen Global Survey of Trust in Advertising was conducted between February 18 and March 8, 2013, and polled more than 29,000 consumers in 58 countries throughout Asia-Pacific, Europe, Latin America, the Middle East, Africa and North America. The sample has quotas based on age and sex for each country based on their Internet users, and is weighted to be representative of Internet consumers and has a maximum margin of error of ±0.6%. This Nielsen survey is based on the behavior of respondents with online access only. Internet penetration rates vary by country. Nielsen uses a minimum reporting standard of 60 percent Internet penetration or 10 million online population for survey inclusion. The Nielsen Global Survey, which includes the Global Consumer Confidence Survey, was established in 2005.
global advertising
https://www.qa.nielsen.com/us/en/insights/article/2013/under-the-influence-consumer-trust-in-advertising/
COVID-19 Changed the Advertising Playbook. Now What?
In the wake of COVID-19, marketers are wondering which consumer behaviors will stick and which will revert? Heather Jordan, SVP, Ad Intel, Nielsen, shares three lessons.
Newswire | Global Internet Ad Spend Sees Double-Digit Growth, Outpaces Other Media | Nielsen
Global Internet Ad Spend Sees Double-Digit Growth, Outpaces Other Media.
Newswire | A Multi-Mix Media Approach Drives New Product Awareness | Nielsen
A Multi-Mix Media Approach Drives New Product Awareness; Nielsen survey shows that a mix of media and word of mouth advertising garner the most success in raising consumer awareness.


How can we take children to the path of spirituality?
If you want your children to be attracted to spirituality, you will have to show them the internal form of spirituality, not the external form. Only then will they accept it. The internal form of spirituality is seva, selfless service, and working for the well-being of others. To share your wealth with those who do not have enough, to share your happiness with those who are unhappy is the real aim of spirituality. The external form of spirituality and religious rituals are often disregarded by people. Children don't want to blindly follow the practices of their parents. I was able to draw children to spirituality everywhere in the world. I achieved what their parents were not able to. How? The first thing is: if your children don't listen to what you are telling them, then tell them something else. If you force things on them, it will not work.
When I first went abroad in 1968, I realized that Advaita Vedanta was not going to work, only hatha yoga would work. I caught the pulse of the people. Therefore, I first taught hatha yoga then introduced raja yoga and thereafter, bhakti yoga. Eventually, even the pictures of gods and goddesses that I would carry with me would be completely sold out. So if you want your children to come to the path of spirituality, send them to a guru. We are bird catchers; we know how to trap birds. You people are not bird catchers. If you tell your children something, it is likely they will go the other way.
The biggest problem with parents is that they want their children to be their carbon copies. The next generation should not be like the last one. Listen carefully. If you want your children to be your carbon copies, then the world will remain where it is. We may enter the twenty-third century, but our generation will belong to the sixteenth century. The rest of the world will have changed, but we will remain where we were. Therefore, you should be able to turn out children who are not like you. If parents have not thought of this in the past, then future parents should make sure their children are not their shadows. Young people should remember this in particular.
The next generation should be able to think in a new way, which can be different from their parents' ways. Why should they become a reflection of the parents? The world has become much smaller today. You can reach from Delhi to London in the time it took to reach from Deoghar to Bhagalpur twenty years ago. Today, whatever happens in any corner of the world influences the villages and cities everywhere else. Therefore, we have to prepare our children in such a way that they are capable of being world citizens. Realized sages have said that your children may have been born of you, but their souls do not belong to you. Your child's soul has come from somewhere else; it does not belong to you. Always remember this.
How can we deal with the sadness of not having any children?
People become so restless on not having children as if they have been constipated for days. They keep asking: what should we do? This is because for many thousands of years we have been through a kind of brain washing, a mental programming.
I am not talking about the place of children in one's life, I am talking of the restlessness that you feel if you don't conceive a child. Conceiving is a natural process. If you do not do so, it means there is a physical problem somewhere, but the reactions in the mind are psychological. This is particularly true in India.
To experience the pleasure of having children, to express the vatsalya bhava inherent in a human being, in the West they adopt children. Thousands of children from India are adopted every year. They do not differentiate between boy or girl, Hindu or Muslim, low caste or high caste, dark or fair. A child is a child. So if you do not have a child due to natural causes, this is the solution.
Give your affection to another child. After all, what is the difference between your own child and an adopted child? There is no difference. So don't go into these things. Don't go to sadhus and astrologers to find solutions. Adopt a poor person's child and bring him up. You can even adopt a child from among your relatives or acquaintances. Give him your affection and let him have a good life so he can also experience the joy of having parents and a family. The child need not be born of your womb. He is a human being, so give him your love, give him happiness. You don't need to perform worship and sacrifices for this.
Our children don't want to listen to us; they are obstinate and trouble us continuously. What can we do?
You are asking this question of a person who has had no experience in the matter. If there was a sadhu who had been a grandfather, he would have given you practical solutions. So if you object to what I say, don't comment or criticize.
I think it is necessary for children to be obstinate. Not only children, every individual needs to be obstinate. Obstinacy can also be interpreted as fighting for your rights. Without obstinacy, you do not get your rights. However, when children express this quality, adults don't like it. When a person grows up, he forgets that when he was young he too was obstinate. You people have forgotten your childhood. How obstinate was Krishna! Surdas has written beautiful verses on that.
There is one thing I must say, however. Parents tend to depict themselves as very big to their children. They emphasize their status as a magistrate, a famous person or an important person in society. The mind of the child catches hold of the thought 'my father is a big man' and then he makes demands. If parents keep a low profile in front of their children, then perhaps their obstinacy can be brought under control. The child will then know that his father is not so rich that he can buy him a motorbike or a colour television. Parents should keep their wealth and power hidden from children until they get wise.
In the West, children know they do not have any right over the wealth of their parents. That is the social tradition there as well as the law. Whether the child is a boy or a girl, they don't have a natural right over the wealth of their parents. And that is a good law. In India, the natural right over the parents' assets goes to the son. Even if the father does not write his son's name in the will, he will acquire it all. These laws must be changed. For all their lives the parents sweat hard and when the time to enjoy the wealth comes, the son says give it to me!
The son should be able to live on his own earnings. The duty of the parents towards their children is only until a certain age. Until the child learns to walk, carry him in your arms. Until he learns to understand things, protect him. But if you have to look after him even after he is married and has had a few children you are following an inappropriate and unnecessary social custom. Do not be a slave to your habits and customs. If you want your son to attain something in life, he should not be the natural inheritor of your wealth. For, there is a difference between the wealth that has been earned and that which comes free.
The tendency to make demands is mostly there among city-bred children. In the villages they don't have anything other than a broken hut and one small radio, so what demands will the children make? When you have money, investments and assets, your children will make demands. They are asking for their rights. The only solution is that the laws of our country are changed. Right to property should be according to what has been willed, not a natural transfer. In many countries people will their wealth away to public institutions such as hospitals, colleges, schools, churches, research institutes, libraries, etc. Therefore, in countries such as the US, institutions are much more powerful than individuals and work very efficiently. If children have unlimited access to their parents' wealth, they will fritter it away. This destroys the culture of a nation. Think about this.


text:
Q: Flatten list of dictionaries with multiple key, value pairs I have a list of dictionaries with multiple KVP each
list_dict = [{'id': 1, 'name': 'sana'}, {'id': 2, 'name': 'art'}, {'id': 3, 'name': 'tiara'}]

I want to transform this into this format:
final_dict = {1: 'sana', 2: 'art', 3: 'tiara'}

I've been trying dict comprehensions but it does not work. Here's the best that I could do:
{k:v for d in list_dict for k, v in d.items()}

A: You don't need d.items(), you can just access the id and name properties of each dict.
{d['id']: d['name'] for d in list_dict}

A: for each element of the list you want the d["id"] to be the key and d["name"] to be the value, so the dictionary comprehension would look like this:
{d["id"]: d["name"] for d in list_dict}

A: You can try
final_dict={}
for dico in list_dict:
    final_dict[dico['id']] = dico['name']

A: There's probably a few different ways you can do this. Here's a nice simple way of doing it using a pandas dataframe:
import pandas as pd
df = pd.DataFrame(list_dict) # <- convert to dataframe
df = df.set_index('id') # <- set the index to the field you want as the key
final_dict = df['name'].to_dict() # <- convert the series 'name' to a dict
print(final_dict)

{1: 'sana', 2: 'art', 3: 'tiara'}


A Very interesting product, startup Energyly approached Centroid for its product to be designed. TariffAlarm aims at solving this problem by fixing this gadget between the meter and main switch. The home user can set the number of units say 450 or 470 units. When the consumption reaches the set value, an alarm is raised.


The real growth curve for any new nurse starts the minute he or she graduates from nursing school and clocks in for that first shift. While your LVN or RN program provides you ample clinical hours: there's nothing quite like the shock and thrill of your first professional nursing job. The initial months are going to be tough, so we thought some advice for "nube" nurses and LVNs would be helpful.
If you're working in a hospital environment, your nurse preceptor or supervisor understands that you will need support and advice. It's a given. They are more experienced than you are and expecting that you will need a lot of mentoring and guidance. There's no shame in asking for a lot of help along the way, especially in the first few weeks and months of your job. If your preceptor or supervisor isn't a big fan of answering questions, find someone on staff who is.
Asking for advice, guidance, and survival tips is as much a part of your new role as a nurse as patient care. It's also not something that any school can really teach you. Remember that you have the training that you need, but now it's time for you to learn how to learn on the job. You got this!
The minute you feel like you're spiraling out of control, take a deep breath. Remind yourself that you're new at this, that within probably six months, this whole routine will become second nature to you. For now: develop personal organizational systems that work for you. Maybe you need to create your own report sheet to stay on top of med schedules and assessments. Set up tasks in terms of priorities and know that everyone has a hard time multitasking when it gets busy.
Take deep breaths. It's okay to feel overwhelmed. What new nurse doesn't? Don't blame yourself for not being the best nurse on earth in the early days.
If there's anything you should take solace in, it's this: all new nurses go through the same terror and frustration that you are experiencing right now. There's no way to avoid it. Your job is important and stressful. No nurse in the history of the profession had the option of avoiding feeling inexperienced and inadequate. Just ask one of the senior nurses for their early war stories and they'll all tell you the same thing (or at least a version of it): it's hard at first, it gets better, this will all become routine sooner than you think!
Take advantage of your network and the amazing connections you make as a student. Form a group of three or four nurses you went to school with and set up a regular get together where you can offer each other support and love. No one knows better what you're going through than they do, right? Before you graduate: make a pact with your closest nursing school pals to stay in touch and keep each other aware of your progress. A little commiseration goes a long, long way in that first year.
The truth is that nursing is an emotional and intuitive job. You're not going to get along with all of your patients, especially the difficult ones. "Difficult" is relative; one nurse's definition of a difficult patient isn't necessarily yours. Follow some basic guidelines for how to get through the moments of friction, especially on long, tedious, challenging shifts.
Letting a tough patient tell you about their emotional and physical journey turns you into their ally.
While the hospital environment is familiar to you, it isn't to most patients. An angry patient may just be a scared one. A little comfort could diffuse a tense moment.
No: they can't curse at you, throw things (tantrums or anything else), or treat you inhumanely. Find helpful language that is respectful and reminds them that withstanding overt abuse is not a part of the job description.
The healthcare environment is all about patient care. Find moments where you can show even the toughest patients that you care about their well being. Take deep breaths, check your body language, give yourself some extra time before heading back into the room, and do little things, like handing them tissues if they look upset. You're not going to go through a career without dealing with aggressive or temperamental people, so build your empathy toolkit now.
Nursing is not a job for the faint of heart, but it is one of the most important and rewarding careers out there. We've been training new nurses and LVNs in California for over 20 years. Reach out to us today to set up an informational chat about how quickly our accelerated program will get you in the field and working.
← What is the Role of a Cardiac Nurse?


text:
Amicus brief on lawsuits against gun manufacturers invokes NY Times v. Sullivan
Courts should stop abusive lawsuits against the First and Second Amendments
David Kopel |The Volokh Conspiracy | 9.4.2019 7:39 PM
Should gun manufacturers be liable for misuse of guns? Should printing press manufacturers be liable for misuse of presses? The answer to both questions is "no," according to an amicus brief I filed today in support of a Supreme Court cert. petition. Amici include the Cato Institute, the Firearms Policy Coalition, several other civil rights organizations, and professors with expertise in the First and Second Amendments–including the VC's Eugene Volokh and Randy Barnett.
The case is Remington v. Soto, an appeal from a 4-3 decision of the Connecticut Supreme Court. The 2005 federal Protection of Lawful Commerce in Arms Act (PLCAA) prohibits most lawsuits against firearms businesses. The protection does not apply to guns that are actually defective (e.g., a gun that accidentally fires even when the trigger is not pressed). Nor does PLCAA forbid suits where a firearms or ammunition manufacturer or seller "knowingly violated a State or Federal statute applicable to the sale or marketing of the product, and the violation was a proximate cause of the harm." 15 U.S.C. § 7903(5)(A)(iii).
As the amicus brief details, PLCAA was enacted because a coordinated group of local government officials, aided and abetted by HUD Secretary Andrew Cuomo, had filed lawsuits against handgun manufacturers and firearms trade association intended to bankrupt them from litigation costs. Although the defendants had complied with all of the many laws about the manufacture and sale of guns (and the trade associations did not even make or sell guns), the government sought to impose liability based on on broad and nebulous tort theories, such as unfair trade practices, public nuisance, and so on.
After PLCAA became law, plaintiffs continued to bring suits based on the same theories, and alleged that the suits were allowed by the statutory exception for defendants who "knowingly violated a State or Federal statute applicable to the sale or marketing" of firearms or ammunition.
These suits were consistently rejected by the courts, which recognized that plaintiffs' theory of the PLCAA exception would negate the rest of the statute. However, earlier this year a divided Connecticut Supreme Court held that Remington's advertising for the Bushmaster AR-15 was a violation of Connecticut's unfair trade practices statute. Therefore, Remington could be held liable for the 2012 murders at Sandy Hook Elementary School, in which the criminal used an AR-15 rifle that he stole from his mother after he murdered her.
As Remington's cert. petition points out, the 4-3 Connecticut decision is contrary to the text and legislative history of PLCAA, and contrary to PLCAA cases around the nation. An amicus brief from several state Attorneys General describes the harm that the Connecticut decision does to PLCAA's policy of cooperative federalism. The statutory interpretation arguments are elaborated in a brief by 22 members of the House of Representatives. Gun Owners of America concentrates on canons of statutory construction. The National Rifle Association and the Connecticut Citizens Defense League point out that allowing the Connecticut decision to stand will nullify PLCAA and lead to the destruction of the firearms industry. The National Shooting Sports Foundation–one of the trade associations that was targeted in the abusive lawsuits–addresses the doctrine of constitutional avoidance: if a statute can be interpreted in two ways, and one interpretation would raise serious constitutional problems, then the other interpretation should be preferred.
My brief provides a different perspective, examining PLCAA in the broader context of abusive lawsuits against the exercise of constitutional rights–in particular, the abusive libel suits that led to the Supreme Courts's 1964 decision New York Times v. Sullivan.
As the brief explains, before and during the Civil Rights movement, abusive tort actions were used to silence newspapers that exposed abuses in the Jim Crow South. Civil rights
opponents retaliated against such papers through libel suits, even if the article was factually correct. The black press in the South had been targeted for decades and could not afford the costs of litigation. When the national media began significant coverage of civil rights in the South, it too was targeted. Weaponized suits deterred and punished out-of-staters from reporting on Alabama. Eventually, the Supreme Court had to quell the lawsuit abuse, starting with Sullivan, and with follow-up decisions for several years.
Just as abusive civil suits threatened the First Amendment before Sullivan, abusive civil suits began threatening the Second Amendment in the 1980s. Frustrated by insufficient progress in legislatures, gun control advocates brought many product liability suits
against firearm manufacturers and retailers. Although the plaintiffs won only one case, they succeeded in imposing heavy legal costs on the firearms industry.
In the 1990s, dozens of local governments coordinated new lawsuits with the express intention of destroying the firearms industry through litigation costs. Additionally, Secretary of Housing and Urban Development Cuomo organized federally funded housing
authorities to bring more suits. Several firearm manufacturers went bankrupt, and others were driven to the brink.
Finally, just as the Supreme Court halted the abusive lawsuits against the press in Sullivan, Congress enacted the Protection of Lawful Commerce in Arms Act to end
the abusive lawsuits against the firearms industry. Suits based on unfair trade practices and other amorphous theories were among those that Congress expressly intended to forbid.
In the instant case, the Connecticut majority held that Remington's "militaristic marketing" was an illegal unfair trade practice. The holding strikes at the First Amendment as well as the Second. The notion that it is illegal for firearms advertisers to use "militaristic" themes is absurd. The exercise of the right to keep and bear arms
has always had a relationship to military use of arms. For example, the first clause of the Second Amendment is about "a well regulated militia." Colonial assemblies, early state legislatures, and Congress in 1792 mandated that American citizens possess firearms and edged weapons. The federal and state arms mandates were not enacted by legislatures insistent that everyone go duckhunting. They were enacted so that the population
would have combat weapons. If guns were not useful for interpersonal fighting, they would not be "arms," and would not be protected by the Second Amendment.
The wisdom of the American approach to widespread citizen possession of arms was vindicated in World War II, when Hawaii and Maryland relied on volunteer citizens, bringing their own arms, for defense against enemy invaders or saboteurs. Many of the most iconic firearms for American citizens got their start as military arms; these include Colt revolvers, the 16-shot Henry rifle of 1861, and the .30-06 bolt-action rifle (today, a hunting favorite, and in 1906, the U.S. Army service rifle).
Starting in 1903 with congressional creation of the Civilian Marksmanship Program and the National Board for the Promotion of Rifle Practice, the policy of the federal government has been to encourage and subsidize civilian proficiency with arms, particularly, military surplus. By the Connecticut Supreme Court's theory, Congress itself was guilty of an unfair trade practice for using "militaristic" language to encourage citizens to arm themselves.
When the Supreme Court saw the problem of abusive lawsuits against the freedom of the press, the Court "revolutionized the American law of libel . . . in one sudden burst of federal judicial power." (Rodney Smolla, Suing the Press 27 (1986)). The Remington case and its scores of predecessors are an even more egregious abuse of constitutional rights. New York Times v. Sullivan grew out of a 1960 advertisement in the Times that included some false statements about the actions of the Montgomery, Alabama, government, of which L.B. Sullivan was a commissioner. Mr. Sullivan sued the Times, which had published the false statements, but he didn't sue the manufacturer of the printing presses that the Times had used to print the papers.
Suing gun manfacturers for third-party misuse is no more legitimate that suing printing presses for third-party misuse. The suit is all the more abusive in the Remington case, where there is no evidence that the reclusive, deranged criminal who stole the gun from its lawful purchaser had ever seen a Remington advertisement.
Constitutionally speaking, press manufacturers and arms manufacturers are equivalent. To "the Framing generation, the connection" between presses and arms was "commonsensical. The right to bear arms and the freedom of the press presented the exact same type of question for the Framers: can there ever be a natural right to a
man-made device? In the case of arms and presses, the Framers believed so." Edward Lee, Guns and Speech Technologies: How the Right to Bear Arms Affects Copyright Regulations of Speech Technologies, 17 Wm. & Mary Bill of Rights J. 1037, 1049–50 (2009).
"It is not hard to imagine why the Framers singled out only these two technologies for constitutional protection. Madison and his contemporaries spoke about the two rights in the same breath, and often in similar ways describing them separately as private rights, the 'palladium of liberty,' and necessary or essential to a 'free state.'" Id. at 1070. This is one reason why the First and Second Amendments were placed next to each other. Both safeguard natural rights—at least according to the Founders.
Imposing tort liability for third-party misuse would eliminate press manufacturers and arms manufacturers. It has always been known that presses and arms are sometimes misused. "As Madison said, 'Some degree of abuse is inseparable from the proper use of
every thing.'" Sullivan, 376 U.S. at 271 (citing 4 Elliot's Debates on the Federal Constitution 571 (1876)).
While the New York Times petitioners asked for a revolution in tort law to protect the First Amendment, the Remington petitioners are asking only for a faithful interpretation of a federal statute. In both cases, the stakes are the same: whether the Supreme Court will allow the misuse of tort suits to destroy an enumerated right.
David Kopel is research director at the Independence Institute.


A woman makes her way through a silent, empty city. At every crossing she stops and looks. Should she wait or should she run? What is she waiting for, and why should she run?
The city is Sarajevo, and the route the woman takes became known as Sniper Alley during the siege of the city endured by its citizens for 1395 days from 1992 until the end of the siege in 1996.
The woman, played by Spanish actress Maribel Verdú, is reliving the experience of the trauma of the siege. It is her individual journey through the collective memory of the city. She is trying to reach a rehearsal of an orchestra. The action cuts back and forth from the woman braving the crossings to the musicians rehearsing passages from Tchaikovsky's 6th symphony.
Conceived, developed and filmed by Šejla Kamerić and Anri Sala in collaboration with composer and conductor Ari Benjamin Meyers, the collaboration resulted in two films edited from the same footage and with the same title but with different shapes and tempos. Both films were first presented at the Whitworth, The University of Manchester from 2 July until 4 September 2011, and have subsequently been shown together in London, Barcelona and Istanbul.
A film by Šejla Kamerić in collaboration with Anri Sala and Ari Benjamin Meyers.
You can also watch this video on Vimeo and YouTube.
Video: Excerpt of 1395 Days Without Red (2011), a film by Anri Sala in collaboration with Liria Begeja.
Interviewer: What was your role in 1395 Days without Red? How did it come about?
ABM: Anri and I had worked together before. Actually we first worked together here at the Manchester International Festival, in 2007, on a project called Il Tempo del Postino. Then he called me around three years ago and told me about this project with Šejla Kamerić and said music played a very important part. And that's how it started. I was very interested right away, because usually we know that the role of music in film is just, well, 'film music' and it seemed as if here it would play a very different role. It became a very intense collaboration, because of the way we were all working so closely together from the start.
I: Much of the film depicts the performance of this music and a journey that Maribel Verdú's character is taking across Sarajevo. What's the relationship between the two?
ABM: Usually in a film, the music enhances what you see, so you have a love scene or a scary scene and the music heightens that. That's its job. But in this case, since there's no script and no dialogue, the music became the basis of choreographing her journey. Šejla and Anri had made a sort of map of the route that the actress would take through Sarajevo, but the way she would walk, how fast or slow she would go, how she was breathing, her attitude would be based on music; everything about that walk was in one way or another based on music. As a performer she needed a basis to act with and the idea was always to avoid defining it with explanation or text. It's not so much a case of 'did the music come first or the visuals' as they really went hand in hand, even to the point that when we were shooting, Maribel had an earpiece and was listening to this music while on set. It was a very exciting way to be involved in a film.
ABM: It's from the first movement of Tchaikovsky's 6th Symphony, the Pathetique. On the one hand it's all Tchaikovsky, and on the other hand you could say it's not Tchaikovsky at all. Part of what I did was to try to compose a rehearsal, so I was writing in mistakes and parts that maybe someone watching the film would hear or maybe just register – one beat too long or a phrase repeated once too often. But it's all about very subtle changes. Very, very little things, but just to give you a sense that something's not right, or to move the story forward. It was like a recomposition or perhaps more accurately a deconstruction of Tchaikovsky.
It's a very special symphony. He died nine days after finishing the symphony – it is the last thing he wrote before he died. When I suggested it to Anri and Šejla it fit right away. What's important is it's a piece people know. So in certain contexts and we can play against that and work against type, which made it a very exciting choice.
ABM: What you see when you first watch these films is a seemingly haphazard walk and a sort of rehearsal. But I think the more you look, the more you notice how well planned it is: the entire project from start to finish is meticulously timed and worked out, and even the words that I'm saying were written into the script. So when I'm saying things like "tempo", "let's go back" or "let's go forward", they relate to the journey as well as the music.
I: So how is it, now, to see the completed works? Has the role of the music played out in the way you expected?
ABM: Well as a classically trained conductor I'm always working against the way in which music has traditionally been subsumed by other art forms. It sometimes seems to me that music can never be allowed to be just another art medium, like video or drawing. This project has shown a way of working with music that we aren't used to – that's why it's important to me.
A film is successful to the extent that it succeeds in portraying life – in extracting the narrative and thought-provoking potential that life contains. By all measures, the siege of Sarajevo was an extreme situation and this makes it an ideal subject for film but also a classic trap for directors with a penchant for the extreme. Such situations may fulfil their true cinematic and artistic potential only when the extremes they contain are subdued and suppressed, when they are artistically transposed and reduced to that subtle substance which tells a story in an entirely different way. Which is how 1395 Days without Red came to be, a minimalistic essay about extremely difficult times.
We are constantly subjected to the relentless terror of the Hollywood film. Its key means of expression are the detonation, the car chase, the fight and the pole dance; its leading character a helicopter. This helicopter will, at some point between minutes 45 and 80, inevitably explode, inevitably whilst airborne and inevitably accompanied by a spectacular pyrotechnical display. The more there are detonations, flames and incredible, near-atomic mushroom clouds rising from common fires, the greater the success of the film. The chief narrative quality of this dominant genre of the contemporary film industry is its remoteness from life. Where Hollywood ends, life begins.
3. What are the faces, legs, movements, bodies telling us?
Šejla Kamerić chose a city butchered by detonations and turned it into a film without pyrotechnics. As a bonus, she succeeded in stirring up our memories of the horror that lasted 1395 days. Instead of explosions, the story of bombing in this well-composed, obsessive, compulsive film is told through mime, looks, grimaces, the legs of a person running, filmed just so, as legs independent of the body, as carriers of something that ought to be a human being, but got dehumanised precisely by this act of running, it being the main form of body language in the city under siege.
1395 Days without Red can be seen as a very successful anti-Hollywood experiment: it achieves an expressive maximum using minimal resources. Everything in the film is stripped to its core. There is no traffic in the streets. Not even people. In their place are pedestrians, robbed of their human status, making their way through the city on foot, trying to retrieve (that is, regain) their lost status. Pedestrians are life-like, and not just a bunch of extras. The success of your survival technique in the besieged city was all about your technique of moving through that city. Some of the methods used can be seen in the walk, pace, look, posture and the grimace of unforgettable Maribel Verdú.
This is a city that at the same time is and isn't under siege. We observe no identifiable acts of violence. The streets are not shaken by bombs or strafed by bullets.
The streets were deserted, as usually happens in the gaps of history, in the terrains vagues of time.
This ominous sentence is taken from Nabokov's novel Bend Sinister (1947), in which the exiled author looked back with a sense of calmly uncomprehending horror at the Europe from which he had recently fled to the US, and in particular its besieged, dispeopled cities, among them Berlin and Paris. The book's title refers to a heraldic device, a bar drawn from the left side, but Nabokov used it to suggest, as he put it, 'an outline broken by refraction, a distortion in the mirror of being, a wrong turn taken by life, a sinistral and sinister world.' It is this kind of distorted, broken world that 1395 Days without Red evokes with quietly disturbing beauty.
Šejla Kamerić's and Anris Sala's films, carefully mirroring and refracting one another, both track an ordinary woman's journey by foot through the city. This is a city that at the same time is and isn't under siege. We observe no identifiable acts of violence. The streets are not shaken by bombs or strafed by bullets. But they are nonetheless emptied of all traffic, and so seem eerily deserted – like one of Giorgio de Chirico's mysterious, melancholic cityscapes from a century ago, in which the cruelties of history, never directly portrayed, fall as oppressive shadows across monumental squares from which the bustling public life of the city has ebbed. In 1395 Days without Red, the almost agoraphobic sense of emptiness persists even though numerous pedestrians can be seen walking through the city.
For these people are living ordinary lives in the face of some nameless, faceless threat. At each intersection of the city's roads, in the sudden openings where buildings no longer offer a limited protection, people queue, looking at once listless and steelily determined. Then, abruptly, they rush across the empty space of the junction, sprinting or shambling according to their physical capacities, in an attempt to elude the enigmatic danger secreted in the city's architecture, its geography.
In this talk, Anri Sala discusses 1395 Days Without Red with Jessica Morgan, The Daskalopoulos Curator, International Art, Tate Modern. Recorded at 10 – 12 Francis St, London, on 21st October 2011.
You can also listen to this recording on Soundcloud.
1395 Days Without Red also featured in the 5th edition of our podcast.
Produced by Iain Chambers and released on 18 October 2011, four artists: Lavinia Greenlaw, Ryan Gander, Anri Sala and Šejla Kamerić discuss the ideas and motivations that guided them to their own particular destinations touching upon ideas of departing and arriving, and more specifically what happens to us in between.
You can listen to Podcast 5: Destinations on Soundcloud.
Šejla Kamerić film 1395 Days Without Red was made in collaboration with Ari Benjamin Meyers, and is part of The Artangel Collection. The work is a co-commission with the Whitworth, The University of Manchester and since its initial presentation in 2011, Šejla Kamerić's film has been screened at mac birmingham in 2014 , at P21 Gallery in London in 2015 and at Bury Museum and Art Gallery in 2018.
Šejla Kamerić was born in Sarajevo, Bosnia and Herzegovina. She has received widespread acclaim for her poignant intimacy and social commentary. Based on her own experiences, memories and dreams, which were influenced by the war in Bosnia and Herzegovina (1992–1995). Kamerić's work takes us to spaces of displacement and discrimination, insisting that the delicate and the sublime are not pushed aside during catastrophe or hardship, but that rather they exist simultaneously, revealing a complex, psychogeographic landscape and the tenacity of the human spirit. The sadness and beauty, hope and pain that shines out of her works are part of the stories we share. The weight of her themes stands in powerful contrast to her individual aesthetics and to her choice of delicate materials. Kamerić received The ECF Routes Princess Margriet Award for Cultural Diversity in 2011 and a DAAD-Berlin Artist Residency Fellowship in 2007. Her first short film What do I Know premiered in the Corto Cortissimo section of the Venice International Film Festival in 2007 and has been screened in more than 40 international film festivals. It was selected for Best Short Film at Zagreb Film Festival (2007) and Best Fiction Film at Adana Film Festival (2008).
Kamerić's film Thursday premiered in the official section at the International Rotterdam Film Festival in 2015. Her work is included in renowned European collections such as Musée d'Art Moderne de la ville de Paris; MACBA, Barcelona; Museum Boijmans Van Beuningen, Rotterdam; Museum of Contemporary Art, Zagreb; ERSTE Collection, Vienna; Vehbi Koç Foundation, Istanbul; Art Collection Telekom, Bonn.
Her project Ab uno disce omnes, commissioned by Wellcome Collection, was shown in London as part of the exhibition Forensics: The anatomy of crime. In 2015, Kamerić's work was shown in an extensive solo exhibition at the National Gallery of Kosovo, which will be followed, by her retrospective exhibition at ARTER - Vehbi Koç Foundation in Istanbul in December.
Anri Sala was born in Tirana, Albania, in 1976 and grew up under the most repressive regime in Europe, the Stalinist dictatorship of Enver Hoxha. His body of work, primarily in video, is distinguished not so much by a particular look or subject matter as by a specific sensibility. Working primarily with music and location-based filming, Sala's works are precise evocations of particular sensibilities, made in places as far afield as Albania, Africa, Berlin and now Sarajevo.
Anri Sala was educated at the National Academy of Arts, Tirana; at the Ecole Nationale Supérieure des Arts Décoratifs in Paris; and at Le Fresnoy, Studio National des Arts Contemporains in Tourcoing. Sala has exhibited internationally and is the recipient of numerous prizes. Recent solo shows include Background/Foreground with Edi Rama (About Change Collection, Berlin, 2010) and Purchase Not By Moonlight at various galleries including Marian Goodman Gallery in New York (2009), Contemporary Arts Centre in Cincinatti (2009) and the Museum of Contemporary Art in North Miami (2008).
Maribel Verdú is an actress who has performed in films such as Alfonso Cuarón Y tu mamá también (2001), Guillermo del Toro's Pan's Labyrinth (2006), Fernando Trueba's Belle Époque (1992) and Vicente Aranda's Amantes (2006).
1395 Days Without Red was commissioned by Artangel with Manchester International Festival, Whitworth Art Gallery (Manchester), Fundació Museu D'Art Contemporani de Barcelona (MACBA), Museum Boijmans Van Beuningen (Rotterdam), enabled by Han Nefkens, H+F patronage, Festival d'Automne (Paris), Arts Council England, European Cultural Foundation, Film Fund Sarajevo, Marian Goodman Gallery (New York), Hauser & Wirth (London & Zurich). Co-produced by Artangel and SCCA/pro.ba.