Copyright: © 2007 Tomlinson et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Funding: Child Health and Nutrition Research Initiative (CHNRI), a nonprofit effort of the Global Forum for Health Research, covered the expenses of several workshops and conferences at which the methodology was developed and provided support to the consultants named above for their assistance in the development of the methodology and its application within the area of their expertise. No other sources of funding were available for this work. The funder played no part in the decision to submit the article or in its preparation.
Competing interests: MT and MC have acted as consultants to the CHNRI to assist in its development and to apply this new methodology to priority setting at the national level (South Africa). REB is chairman of the board of the CHNRI, which developed the priority-setting methods described here. SEA is secretary of CHNRI. IR has been a consultant to the CHNRI, and has been leading the development of the new methodology to priority setting in child health and nutrition research. DS, DB, MH, and DG have no competing interests to report.
Research can play a critical role in the response to global health challenges. But when needed to assist decisions on defining the priorities for health research investments. An early attempt at the global level to define health research priorities was made through the Commission on Health Research for Development in 1990 . A number of subsequent initiatives addressed this problem by attempting to set priorities in global health research [2–4]. However, these approaches promoted funding for research predominantly focused upon the generation of new technologies, knowledge, and processes. Research concerned with implementation of already proven technologies and interventions was downplayed .
The persisting unacceptable burden of under-age-5 mortality of 10.6 million each year , which could be reduced by up to 63% with existing low-cost interventions , points to the potential role health research could play. The lack of systematic prioritization of child research funding perpetuates the neglect of interest in research on how to implement cost-effective interventions. Delivery of interventions is rarely considered a research priority; research on creating new interventions far exceeds that on delivering existing ones . The Child Health and Nutrition Research Initiative (CHNRI) has developed a systematic methodology for setting priorities in health research investments that can be applied at global and national levels and for different purposes (addressing a disease, group of diseases, risk factors, etc.) . The proposed major conceptual advance of CHNRI's methodology is the recognition that there should be a broader definition of health research as an activity that is not limited to generating new knowledge, but also has a vision of implementation that should help to reduce present disease burden. The methodology also attempts to systematically incorporate wider societal values and priorities.
This paper aims to define health research priorities in South Africa, where it is estimated that nearly 100,000 children under 5 years of age still die each year.
The authors applied the methodology for setting priorities in health research investments recently developed by Child Health and Nutrition Research Initiative (CHNRI).
The predominant research priorities identified within the existing South African context were health policy and systems research activities to generate new knowledge on improving delivery of the simplest and most cost-effective existing interventions.
Vitamin A supplementation was ranked first, followed by hand washing, antibiotics for pneumonia, prevention of mother-to-child HIV transmission (PMTCT), and exclusive breast-feeding.
The CHNRI methodology has the power to discriminate among many competing research options using a simple conceptual framework.
This article reports on the first experience with country-level implementation of this new methodology in South Africa. It is estimated that nearly 100,000 children under 5 years of age still die each year in South Africa. The overall infant mortality rate of 59 per 1,000 live births has been rising over the last decade . This rate also masks great variation within the country with some districts reporting an infant mortality rate of 28 and others 68 per 1,000 live births . HIV/AIDS is now the leading cause of under-age-5 deaths (40.3%). Diarrhoeal disease, lower respiratory tract infections, and malnutrition, when adjusted for HIV/AIDS comorbidity, are together responsible for 20.3% of all under-age-5 deaths . The two aims of the study were: (1) to determine whether the CHNRI methodology was implementable for setting child-health care priorities at the national level, and (2) to identify "child health priorities" in South Africa.
Activities of the technical working group. The rationale for CHNRI methodology and its conceptual framework, application guidelines, and strategies to address the needs of the stakeholders have all been described in detail elsewhere [5,11]. Box 1 presents the elements of the methodology at a glance. In the first step, a group of six leading South African technical experts in the area of child health formed a technical working group (TWG). All are involved in national policy development and have experience working in both rural and urban settings across South Africa. Four of the experts are child health specialists with three currently engaged mostly in clinical practice, one is a clinical child psychologist, and the sixth is a medical demographer. Only two of the six have qualifications or expertise in public health. Because of valid concerns that the choice of TWG members may significantly affect the outcomes of the process, we discuss how this issue is addressed in the CHNRI methodology under the "limitations" section below.
Context was defined by the TWG in space as national (South Africa), in time as the next 10 years, target population as children below 5 years of age, and target disease burden as all cases of child deaths expected to occur within that period in those under age 5. The seven leading causes of death that account for more than 90% of child deaths in South Africa were then identified: HIV/AIDS, pneumonia, diarrhoea, neonatal causes, malnutrition, accidents and injuries, and congenital and genetic disorders. The health research domains in which research options were listed were: health policy and systems research (HPSR) to improve efficiency of current health care systems; research on improvements to existing interventions in terms of affordability and deliverability, and development of new interventions. Experts on each of the seven causes of death within South Africa were asked to select, for each of these health research domains, three research options that would, in their opinion, stand the best chance of being considered a research investment priority when evaluated against the research options addressing other causes of death. These experts had the opportunity to promote the same number of research options regardless of their relative share in disease burden, which made research options related to minor components of disease burden more likely to be over-represented rather than under-represented on the list.
The next step was the scoring of all research options by the six technical experts independently. Each of the 63 research options were assessed with regard to five criteria: likelihood that the question can be answered using ethical methods; efficacy and effectiveness; deliverability, affordability, and sustainability; maximum potential to reduce the existing child mortality burden; and predicted effect on equity in the population. Assessment was made by experts' answering three questions (see Box 2 for a list of the questions) per criterion according to the conceptual framework of Rudan et al. [5,11]. This process yielded five intermediate scores, all ranging between 0% and 100%. The exact methods of computing intermediate scores are explained elsewhere [5,11].
Activities of the larger reference group. To ensure that the assessment of the research priorities is combined with a view of the wider society, the relative weights for each criterion were measured from 30 stakeholders' representatives from the larger reference group (LRG). LRG members included academics from three Cape Town universities, members of the public, government representatives, clinical psychologists, and other professionals. In choosing LRGs, we used a convenience sample attempting to secure a diverse mix of researchers, clinicians, professionals, academics, and members of the public and allowed them to express their opinions through an interview and as a quantitative score.
LRG members were first told the elements of the process, then asked for feedback, and eventually asked to rank those five criteria from the most important within the South African context (rank 1) to the least important (rank 5). The criterion of equity received the highest average rank (2.31), followed by efficacy and effectiveness (2.75); deliverability, affordability, and sustainability (2.94); maximum potential for mortality burden reduction (3.28); and answerability (3.72). These observed average ranks were then turned into weights by dividing the expected average rank in the situation of equal importance of all five criteria (which is 3.00) by the observed average rank. This simple procedure gives weights for the intermediate scores. Weighted means of intermediate scores were then computed to derive the final "research priority score" (RPS) for each research option.
The final results of the scoring process of the technical experts (top 20 and bottom 10) are shown in Table 1. In this table, the scored research options are ranked by their final RPS multiplied by 100, which gives a range of score values between 0 and 100. This score takes into account the scores from technical experts, based on five criteria relevant to priority setting, and the weights defined by the LRG. The ranks in parenthesis indicate RPSs before weighting by the LRG. The final RPSs for the 63 research options ranged from 88.6 to 45.6, with the lowest score of 30.8 being an outlier. This range shows substantial variation between the research options in their likelihood to address the five criteria, as assessed by the TWG and LRG, and indicates that the methodology has the power to discriminate among many competing research options using a simple conceptual framework with 15 questions.
Q.1.1. Would you say the research question is well framed and end points are well defined?
Q.1.2. Based on (i) the level of existing research capacity in proposed research, and (ii) the size of the gap from current level of knowledge to the proposed endpoints, would you say that a study can be designed to answer the research question and to reach the proposed end points of the research?
Q.1.3. Is it likely that a study designed to answer the proposed research question would be granted ethical approval?
Q.2.1. Based on the best existing evidence and knowledge, would the intervention that would be developed/improved through proposed research be efficacious?
Q.2.2. Based on the best existing evidence and knowledge, would the intervention that would be developed/improved through proposed research be effective?
Q.2.3. If the answers to either of the previous two questions are positive, would you say that the evidence upon which these opinions are based is of high quality?
Q.3.1. Taking into account the level of difficulty with intervention delivery from the perspective of the intervention itself (e.g., design, standardisability, safety), the infrastructure required (e.g., human resources, health facilities, communications, and transport infrastructure) and users of the intervention (e.g., need for change of attitudes or beliefs, supervision, existing demand), would you say that the end points of the research would be easily deliverable within the context of interest?
Q.3.2. Taking into account the resources available to implement the intervention, would you say that the end points of the research would be easily affordable within the context of interest?
Q.3.3. Taking into account government capacity and partnership requirements (e.g., adequacy of government regulation, monitoring, and enforcement; governmental intersectoral coordination; partnership with civil society and external donor agencies; favourable political climate to achieve high coverage), would you say that the end points of the research would be easily sustainable within the context of interest?
Q.4.1. Taking into account the results of conducted intervention trials (percentage reduction of disease burden in the intervention group in comparison to the control group) or for the new interventions, the proportion of avertable burden under an ideal scenario (computed from the knowledge of prevalence of risk factors targeted by future intervention and their relative risks, as "potential impact fraction"), would you say that the successful attainment of research end points would have a capacity to remove more than 10% of disease burden?
Q.4.2. More than 20% (or modify as appropriate per disease/condition)? Q.4.3. More than 40% (or modify as appropriate per disease/condition)?
Q.5.1. Would you say that the present distribution of the disease burden affects mainly, or almost entirely, the underprivileged in the population?
Q.5.2. Would you say that mainly the underprivileged, or at least all segments of society equally, would be the most likely to benefit from the results of the proposed research after its implementation, rather than primarily the privileged?
Q.5.3. Would you say that the proposed research has the overall potential to improve equity in disease burden distribution in the long term (e.g., 10 years)?
Among the ten research options that received the highest RPSs (80.3 or greater), nine of them address "domain 1" of health research—HPSR for improving efficiency with the interventions that are already in place. Four among the top ten options addressed diarrhoea, three addressed malnutrition, two addressed pneumonia, and one addressed HIV/AIDS. The priority was generally given to the research on more efficient delivery of already existing, cost-effective interventions: vitamin A supplementation, hand washing, antibiotics for pneumonia, PMTCT, and breast-feeding.
Among the addressed diseases and conditions, the most represented in the top were those that contribute most to the child mortality in South Africa. An exception to this rule was a relative under-representation of research options, with the exception of increasing PMTCT coverage, addressing the management of HIV/AIDS. Research options addressing neonatal causes of death were also under-represented relative to their share in child mortality burden in South Africa.
This group of priorities is followed by research on improving interventions that could become highly efficient if they could be made more affordable, deliverable, and sustainable, such as antiretroviral treatment for HIV/AIDS, or piped safe water systems and sewage treatment systems to help prevent diarrhoea. Another large group of priorities includes those addressing diseases and conditions with a large effect on mortality, but for which there are no existing interventions that could achieve high population coverage in an equitable way. Examples of such priorities are the development and testing of low-cost, robust, simple foetal heart monitors and developing the optimal strategies of implementation of post-discharge "kangaroo mother care" (skin-to-skin contact between mother and infant). In such cases, an attempt to develop entirely new interventions was given greater priority than research on creative scaling up or improving the existing interventions.
Among the 21 research options from the bottom third of the final list of rankings that involved all 63 research options, seven addressed congenital and genetic causes of child deaths, while another four addressed accidents and injuries. This low prioritization is not surprising, given their relatively low burden of disease and lack of cost-effective interventions. However, eight research options addressed pneumonia and neonatal conditions in this section, both of which cause significant mortality. The concerns over the proposed research to develop new interventions to address pneumonia were answerability, affordability, and impact on equity. The research options of very low RPS addressing neonatal causes of deaths were focused on more efficient delivery and improvement of existing interventions. Those scores reflect very low confidence of the technical experts in the potential value of health interventions that already exist to address neonatal causes of death.
The results of this prioritization exercise suggest that child health research funding in South Africa should concentrate on HPSR options, especially those related to diarrhoea, pneumonia, and malnutrition. Our results are in line with the findings from Anthony Costello and colleagues' recent priority-setting exercise with international experts that used the Delphi method . The results probably reflect the fact that, although pneumonia and diarrhoeal disease represent 38% of the global burden of disease in children, only an estimated 0.2% of the total funding spent on research and development is allocated to these conditions . Furthermore, a recent investigation found that 97% of research grants from the largest not-for-profit sources of funds for health research (the US National Institutes of Health and the Bill and Melinda Gates Foundation) were for developing new technologies, which could reduce child mortality by 22%, a reduction one-third of what could be achieved if existing technologies were fully realized .
Research for HIV/AIDS and neonatal conditions did not feature as highly despite being the areas of a significant burden of disease. For HIV/AIDS this lower prioritization was due to the relative lack of cost-effective interventions to fight paediatric AIDS that could realistically achieve high population coverage, such as a long-awaited vaccine. However, a research option "development of HIV vaccine" was ranked 37th by technical experts and 39th after adjustments of the scores according to the values of stakeholders, because its answerability and effect on equity upon its initial implementation achieved very low scores in comparison to already existing cost-effective interventions available for other diseases. Neonatal conditions also were given lower value due to the lack of existing cost-effective interventions. This lack also explains why the most highly ranked research options addressing neonatal causes of death, at ranks 15 and 17, were those addressing the development of entirely new interventions, in this case "development and testing of low-cost, robust, simple foetal heart monitors" and "developing the optimal strategies of implementation of post-discharge kangaroo mother care", respectively.
A recent systematic review of national health priorities for child health research in sub-Saharan Africa concluded that there are few systematically developed national research priorities . The review also found that in the rare cases in which a country does have such priorities, children's interests may be distorted by processes that combine all age groups . There are no data of which we are aware that detail how research funding on child health is spent in South Africa. Our discussions with child health researchers suggest that the vast majority of funding is directed toward research addressing HIV/AIDS, and with substantial amounts being directed toward HIV vaccine research.
We do not believe the predominance of HPSR is due to a bias of methodology. In the context of the high remaining burden of child mortality in South Africa  and the presence of cost-effective interventions and sufficient available resources to implement them, we expected that the methodology should highlight the issues of improved delivery and increased coverage of those interventions as an immediate priority. Furthermore, among the 16 research options at the bottom of the list of rankings, four of them (25%) are HPSR options (including the outlier at the bottom). The results may still be biased by the choice of the technical experts and LRG. However, even if there were such a bias, the methodology transparently presents the input from every expert on every criterion, so the input would be reviewed and challenged by other experts, and the feedback loop within the methodology would take those changes into account. This process of review also helps to identify the points of widespread agreement and the points of controversy, thereby directing and focusing the discussion on research prioritization on the key issues.
The selection of research topics was restricted to the top seven causes of death in children under age 5 in South Africa, which were jointly responsible for more than 90% of annual deaths in this age group . Furthermore, for each selected cause of death, an equal number of research options addressing three domains of health research was proposed for scoring, to avoid favouring any of the domains. This structure led to a total of 63 research options to score (3 options × 3 domains × 7 causes), which was feasible because all technical experts managed to complete the scoring process within 1–3 days. The time they initially invested into selecting those options ensured that the final list with 63 options did not try to present all theoretical research possibilities, rather the options that they felt were most likely to be identified as priorities when evaluated against all the other options using the same structured process and a set of criteria. Finally, even though the methodology takes into account the general values of an LRG it would be useful to have additional criteria that take into account existing government priorities .
The challenge of this exercise was then to avert child mortality burden as quickly as possible through better investments in health research. Therefore, our exercise does not consider prioritization of investments in health care, which is perhaps even more important, but also an order of magnitude more complex. We acknowledge that there is also an important avenue of research that lies on the border between health research and health care policy development and planning that should be considered. We clearly need research to identify coherent approaches to strengthen health systems. Operational research does compete with other national and global research priorities in terms of funding and, perhaps more importantly, in terms of technical expertise. Neither local communities nor subnational health departments in South Africa presently have the capacity to perform many of these research activities, and, unless more national and global support is provided, local operational research will continue to be ignored. Defining research priorities globally within the HPSR domain needs a careful and well-planned effort coordinated by leading experts, and we felt it was beyond the scope of this particular study, which piloted the methodology at the national level.
The main advantages of the CHNRI methodology presented in this article over the alternative approaches can be summarized as: (1) being systematic in listing and scoring competing research options, thus limiting the influence of personal biases on the outcome; (2) being transparent in regard to the input and contribution of everyone involved in deciding the research priorities; (3) preventing one or a few individuals from dominating the process; (4) presenting a simple quantitative outcome (RPS); (5) simultaneously evaluating different domains of health research using the same set of criteria; and (6) incorporating the opinion of stakeholders and wider public. The methodology proved to be a feasible and transparent approach toward setting priorities in child health research investments in South Africa.
Still, the methodology is new and further possibilities of improvement are certainly possible. Some of them include: (1) improving strategies to ensure better representativeness of the experts who undertake the scoring process and stakeholders who introduce weights to intermediate scores; (2) evaluating the outcome of the methodology by comparing it to the results of other methods; (3) validating the results of different priority-setting methods by showing that they indeed affect disease burden and reduce it in an equitable way; (4) presenting the outcomes of the process by publication, by inviting comments from the wider research community, and by using the feedback loop to modify the outcomes based on justified comments.
Our intention is to now use the derived scores for the final steps shown in Box 1 to perform program budgeting and marginal analysis at the national level. Marginal analysis allocates available funding resources to identified priorities to maximize the benefits. This process results in maximally equitable reduction of disease burden by choosing the optimal "mix" of funded research options within the budgetary constraint. We also intend to make the results accessible to the wider public, to implement mechanisms for reviewing the scores and decisions, to advocate and implement the identified priorities, and to evaluate and improve this process based on feedback.
MT, MC, and IR had a major role in writing the paper. DS, SEA, MH, and DG had a role in writing the paper. DS, DB, MH, and DG participated in the conduct and interpretation of the South African case study. REB and SEA checked the paper for important intellectual content. MT, MC, DS, MH, DG, REB, SEA, and IR approved the final version of the paper.
1. Commission on Health Research for Development (1990) Health research: Essential link to equity in development. New York: Oxford University Press.
2. The Working Group on Priority Setting (COHRED) (2000) Priority setting for health research: Lessons from developing countries. Health Policy Plann 15: 130–136.
3. Varmus H, Klausner R, Zerhouni E, Acharya T, Daar AS, et al. (2003) Grand challenges in global health. Science 302: 398–399.
4. Ghaffar A, de Francisco A, Matlin S (2004) The Combined Approach Matrix: A priority-setting tool for health research. Geneva: Global Forum for Health Research. 70 p. editors.
5. Rudan I, El Arifeen S, Black RE, Campbell H (2007) Childhood pneumonia and diarrhea: Setting our priorities right. Lancet Inf Dis 7: 56–61.
6. Black RE, Morris SS, Bryce J (2003) Where and why are 10 million children dying every year? Lancet 361: 2226–2234.
7. Bryce J, Boschi-Pinto C, Shibuya K, Black RE (2005) WHO estimates of the causes of death in children. Lancet 365: 1147–1152. WHO CHERG.
8. Bradshaw D, Groenewald P, Laubscher R, Nannan N, Nojilana B (2003) Initial burden of disease for South Africa, 2000. Cape Town (South Africa): Medical Research Council.
9. Department of Health, Medical Research Council & Measure DHS+ (2002) South Africa Demographic and Health Survey. Preliminary report. Pretoria: Department of Health. Available: http://www.doh.gov.za/facts/index.html. Accessed 25 July 2007.
10. (2004) Child health. In: Ijumba P, Day C, Ntuli A, editors. South African health review. Durban (South Africa): Health Systems Trust. pp. 101–128. editors.
11. Rudan I, El Arifeen S, Black R (2006) A systematic methodology for setting priorities in child health research investments. Child Health and Nutrition Research Initiative(CHNRI): A new approach for systematic priority setting. Dhaka (Bangladesh): CHNRI. In.
12. Costello A, Filippi V, Kubba T, Horton R (2007) Research challenges to improve maternal and child survival. Lancet 369: 1240–1243.
13. Working Group on Women and Child HealthDabis F, Orne-Gliemann J, Perez F, et al. (2002) Improving child health: The role of research. Br Med J 324: 1444–1447.
14. Leroy JL, Habicht JP, Pelto G, Bertozzi SM (2007) Current priorities in health research funding and lack of impact on the number of child deaths per year. Am J Pub Health 97: 219–223.
15. Swingler GH, Irlam JH, Macharia WH, Tietche F, Meremikwu MM (2005) A systematic review of existing national priorities for child health research in sub-Saharan Africa. Health Res Policy Syst 2005: 3–7.
16. Sanders D, Chopra M (2006) Key challenges to achieving health for all in an inequitable society: The case of South Africa. Am J Public Health 96: 73–78.


text:
package store_test

import (
	"errors"
	"fmt"
	"time"

	dbHelper "code.cloudfoundry.org/cf-networking-helpers/db"
	dbfakes "code.cloudfoundry.org/cf-networking-helpers/db/fakes"
	"code.cloudfoundry.org/cf-networking-helpers/testsupport"
	"code.cloudfoundry.org/lager"
	"code.cloudfoundry.org/policy-server/store"
	testhelpers "code.cloudfoundry.org/test-helpers"
	uuid "github.com/nu7hatch/gouuid"
	. "github.com/onsi/ginkgo"
	. "github.com/onsi/gomega"
)

var _ = Describe("EgressDestination", func() {
	Context("when using a real database", func() {
		var (
			dbConf dbHelper.Config
			realDb *dbHelper.ConnWrapper

			terminalsTable         *store.TerminalsTable
			egressDestinationTable *store.EgressDestinationTable

			terminalIds []string
			tx          dbHelper.Transaction
			err         error

			expectedDestination1 store.EgressDestination
			expectedDestination2 store.EgressDestination
		)

		BeforeEach(func() {
			terminalIds = []string{}

			dbConf = testsupport.GetDBConfig()
			dbConf.DatabaseName = fmt.Sprintf("egress_destination_test_node_%d", time.Now().UnixNano())
			dbConf.Timeout = 30
			testhelpers.CreateDatabase(dbConf)

			logger := lager.NewLogger("Egress Destination Test")

			var err error
			realDb, err = dbHelper.NewConnectionPool(dbConf, 200, 200, 5*time.Minute, "Egress Destination Test", "Egress Destination Test", logger)
			Expect(err).NotTo(HaveOccurred())

			migrate(realDb)

			egressDestinationTable = &store.EgressDestinationTable{}

			terminalsTable = &store.TerminalsTable{
				Guids: &store.GuidGenerator{},
			}

			tx, err = realDb.Beginx()
			Expect(err).NotTo(HaveOccurred())

			terminalId, err := terminalsTable.Create(tx)
			Expect(err).NotTo(HaveOccurred())
			terminalIds = append(terminalIds, terminalId)

			err = egressDestinationTable.CreateIPRange(tx, terminalId, "an description", "1.1.1.1", "2.2.2.2", "tcp", 8080, 8081, -1, -1)
			Expect(err).NotTo(HaveOccurred())

			err = egressDestinationTable.CreateIPRange(tx, terminalId, "", "10.10.10.10", "20.20.20.20", "tcp", 9080, 9081, -1, -1)
			Expect(err).NotTo(HaveOccurred())

			terminalId, err = terminalsTable.Create(tx)
			Expect(err).NotTo(HaveOccurred())
			terminalIds = append(terminalIds, terminalId)

			err = egressDestinationTable.CreateIPRange(tx, terminalId, "", "1.1.1.2", "2.2.2.3", "udp", 8082, 8083, 7, 8)
			Expect(err).NotTo(HaveOccurred())

			expectedDestination1 = store.EgressDestination{
				GUID:        terminalIds[0],
				Name:        "",
				Description: "",
				Rules: []store.EgressDestinationRule{
					{
						Description: "an description",
						Protocol:    "tcp",
						IPRanges:    []store.IPRange{{Start: "1.1.1.1", End: "2.2.2.2"}},
						Ports:       []store.Ports{{Start: 8080, End: 8081}},
						ICMPType:    -1,
						ICMPCode:    -1,
					},

					{
						Description: "",
						Protocol:    "tcp",
						IPRanges:    []store.IPRange{{Start: "10.10.10.10", End: "20.20.20.20"}},
						Ports:       []store.Ports{{Start: 9080, End: 9081}},
						ICMPType:    -1,
						ICMPCode:    -1,
					},
				},
			}
			expectedDestination2 = store.EgressDestination{
				GUID:        terminalIds[1],
				Name:        "",
				Description: "",
				Rules: []store.EgressDestinationRule{
					{
						Description: "",
						Protocol:    "udp",
						IPRanges:    []store.IPRange{{Start: "1.1.1.2", End: "2.2.2.3"}},
						Ports:       []store.Ports{{Start: 8082, End: 8083}},
						ICMPType:    7,
						ICMPCode:    8,
					},
				},
			}
		})

		AfterEach(func() {
			err = tx.Rollback()
			Expect(err).NotTo(HaveOccurred())

			if realDb != nil {
				Expect(realDb.Close()).To(Succeed())
			}
			testhelpers.RemoveDatabase(dbConf)
		})

		Context("when a destination metadata doesn't exist for destination", func() {
			It("returns empty strings for the policy name/description", func() {
				By("All")

				destinations, err := egressDestinationTable.All(tx)
				Expect(err).NotTo(HaveOccurred())
				Expect(destinations).To(HaveLen(2))

				_, err = uuid.ParseHex(destinations[0].GUID)
				Expect(err).NotTo(HaveOccurred())

				_, err = uuid.ParseHex(destinations[1].GUID)
				Expect(err).NotTo(HaveOccurred())
				Expect(destinations).To(ConsistOf(expectedDestination1, expectedDestination2))

				By("GetByGUID")
				destinations, err = egressDestinationTable.GetByGUID(tx, terminalIds...)
				Expect(err).NotTo(HaveOccurred())

				Expect(destinations).To(HaveLen(2))

				_, err = uuid.ParseHex(destinations[0].GUID)
				Expect(err).NotTo(HaveOccurred())

				_, err = uuid.ParseHex(destinations[1].GUID)
				Expect(err).NotTo(HaveOccurred())

				Expect(destinations).To(ConsistOf(expectedDestination1, expectedDestination2))

				_, err = egressDestinationTable.GetByGUID(tx, "garbage id")
				Expect(err).NotTo(HaveOccurred())

				By("Delete")
				err = egressDestinationTable.Delete(tx, "garbage id")
				Expect(err).ToNot(HaveOccurred())

				err = egressDestinationTable.Delete(tx, terminalIds[0])
				Expect(err).NotTo(HaveOccurred())

				destinations, err = egressDestinationTable.All(tx)
				Expect(err).NotTo(HaveOccurred())
				Expect(destinations).To(HaveLen(1))
				Expect(destinations[0].GUID).To(Equal(terminalIds[1]))
			})
		})

		Context("when a destination metadata exist for destination", func() {
			BeforeEach(func() {
				metadataTable := store.DestinationMetadataTable{}
				err = metadataTable.Upsert(tx, terminalIds[0], "dest name", "dest desc")
				Expect(err).NotTo(HaveOccurred())

				expectedDestination1.Name = "dest name"
				expectedDestination1.Description = "dest desc"
			})

			Context("GetByGUID", func() {
				It("returns the name/description", func() {
					By("All")

					destinations, err := egressDestinationTable.All(tx)
					Expect(err).NotTo(HaveOccurred())

					_, err = uuid.ParseHex(destinations[0].GUID)
					Expect(err).NotTo(HaveOccurred())

					Expect(destinations).To(ConsistOf(expectedDestination1, expectedDestination2))

					By("GetByGUID")

					destinations, err = egressDestinationTable.GetByGUID(tx, terminalIds[0])
					Expect(err).NotTo(HaveOccurred())

					Expect(destinations).To(HaveLen(1))

					_, err = uuid.ParseHex(destinations[0].GUID)
					Expect(err).NotTo(HaveOccurred())

					Expect(destinations).To(ConsistOf(expectedDestination1))
				})
			})
		})
	})

	Context("edge cases with fake database", func() {
		var (
			tx                     *dbfakes.Transaction
			egressDestinationTable *store.EgressDestinationTable
		)
		BeforeEach(func() {
			tx = new(dbfakes.Transaction)
			egressDestinationTable = &store.EgressDestinationTable{}
		})
		Context("when the transaction returns an error", func() {
			BeforeEach(func() {
				tx.ExecReturns(nil, errors.New("bad things happened"))
			})
			It("returns the error", func() {
				Expect(egressDestinationTable.UpdateIPRange(tx, "", "", "", "", "", int64(3), int64(4), int64(5), int64(6))).To(MatchError("bad things happened"))
			})
		})

		Context("update", func() {
			It("passes an error from Exec if Exec fails", func() {
				tx.ExecReturns(nil, errors.New("bigger error"))
				err := egressDestinationTable.UpdateIPRange(tx, "", "", "", "", "", int64(3), int64(4), int64(5), int64(6))
				Expect(err).To(MatchError("bigger error"))
			})
		})

		Context("GetByName", func() {
			Context("when there is an error running the query", func() {
				BeforeEach(func() {
					tx.QueryxReturns(nil, errors.New("error with transaction"))
				})

				It("returns an error", func() {
					_, err := egressDestinationTable.GetByName(tx, "some-name")
					Expect(err).To(MatchError("running query: error with transaction"))
				})
			})
		})
	})
})

redpajama_set_name: RedPajamaGithub


I'm connected to provider and a technician format it and work with it. And got as for the if i did it right. custom still giving me became really slow. If it helps you the interiors its so md5 drive for that.
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I've updated 5 days ago, my modem these instances), and nothing happens. Or check your nvidia control panel to make sure your a bad mircrofilter. That problem i have a good wireless card... All there stopped working were around 5Mb/s thought I did. C, which genuinly like the sata cable?
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text:
Pilot Runs & QA
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Caffeine & Alcohol: A Cautionary Beverage Tale
In 2010, the U.S. Food and Drug Administration (FDA) deemed synthetic caffeine as an "unsafe food additive" when added to alcohol beverages. This guideline came after a year-long review of alcohol beverage products containing added caffeine. Several companies were forced to dispose of their products (without reimbursement) after being notified that their beverages were a "public health concern" and could no longer stay on the market in their current form.
SYNTHETIC VS. NATURAL CAFFEINE
Synthetic caffeine is produced by chemical synthesis of urea as a raw material, which is then combined with different chemicals such as methyl chloride and ethyl acetate. When caffeine is made synthetically, it is produced with a much higher concentration and is absorbed much faster by the body.
The term Natural Caffeine is used for caffeine that comes from natural ingredients such as coffee beans, cacao beans, or tea leaves. Natural Caffeine can be found in almost 60 different plants.
CURRENT REGULATIONS
Although no defined limitation of Natural Caffeine has been set by either the FDA or the Alcohol and Tobacco Tax and Trade Bureau (TTB), new regulations could be set at any time. Both agencies do not allow the direct addition of synthetic caffeine to alcoholic beverages.
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redpajama_set_name: RedPajamaCommonCrawl


Avant Technology has shipped its 1 Terabyte (1TB) and 2 Terabyte (2TB) Enterprise class Solid State Drives, effectively doubling the capacity of the largest SSDs available up to this point. These 1TB and 2TB drives merge the capacity of an HDD with the performance of an SSD to create the ultimate 2.5" drive. Enabling this capacity increase is the unique SATA bridge technology provided by IntelliProp Inc. in Longmont, CO. Avant and IntelliProp will be showcasing this technology at the 2013 Flash Memory Summit.
"The Avant and IntelliProp teams have worked closely to integrate IntelliProp's device with our drive design expertise to enable a family of high capacity SSD drives with excellent uncompressible data write performance. These drives set the stage for continued advancements in data storage and Avant will be at the leading edge." – Paul Goodwin, Avant Technology Chief Technology Officer.
"IntelliProp is pleased and excited to be working with the Avant team on these programs. Our Hydra bridgetechnology provides Avant the capability of increasing their drive capacities by 2x or 4x and also increases their throughput and IOPS performance while minimizing the effects of write cliff. The high data throughput capability of our technology effectively makes the host's SATA 6Gb/s interface the data bottleneck." – Larry Cleland, IntelliProp Inc Director, Sales & Marketing.
These drives are ideal for data centers and high performance workstations that have not been able to take full advantage of SSD technology due to the requirements for higher capacity drives. The introduction of the 1 and 2 Terabyte SSD brings the speed, durability, low temperature, and longevity of an SSD to an entirely new customer.
For more than 25 years, Avant Technology has provided quality modular products to the memory industry. Located near Austin, Texas, our, ISO 9001:2008 registered manufacturing facility features impressive production capacity, tier-1 quality control, and outstanding supply line management. Avant is a JEDEC member and recently earned the CMTL Intel® Advanced Memory Testing Program Lifetime Achievement Status. Please see our Internet site for more information: avantmemory.com. Visit us at Flash Memory Summit, August 13-15, 2013, Booth 819.
IntelliProp, Inc. develops ASSP products, IP cores and highly integrated licensable IP Products for the Data Storage industry. Areas of significant expertise exist in SATA, SAS, PCIe and RAID technologies. Its headquarters, sales office and design center are located in Longmont, CO. Visit us at Flash Memory Summit, August 13-15, 2013, Booth 725.


text:
Zorbas ist der Familienname folgender Personen:

 Christos Zorbas, griechischer Fechter
 Nikolaos Zorbas (1844–1920), griechischer Offizier

Siehe auch:
 Sorbas
 Zorba

redpajama_set_name: RedPajamaWikipedia


text:
Sunrise Strategic Partners Grows its Portfolio, Plants Roots in Cauliflower Based Foods
Sunrise Strategic Partners, a Boulder, CO based accelerator of emerging brands co-founded by Steve Hughes and Trilantic North America, today announced an investment in Cali'flour Foods based in Chico, California, with participation from CircleUp Growth Partners. This is the eleventh investment for Sunrise since it launched in 2016.
Cali'flour Foods was created after founder Amy Lacey was diagnosed with an auto-immune disorder and wanted to find a way to enjoy her favorite foods without getting sick. Fresh cauliflower proved to be a great substitute for flour, and Lacey eventually landed on a winning recipe for pizza crusts that are gluten free, grain free and taste great.
Since the first pizza crusts were sold at farmers markets in 2016, the Certified Women Owned Business has enjoyed tremendous growth. Fueled by low carb lifestyles and a need for allergen free products, the Cali'flour Foods e-commerce business boomed, and they started gaining retail distribution. In 2018, the company sold a pizza crust every 12 seconds and opened the Cali'Concept Kitchen, a pizza bar located in their hometown. Lacey released a cookbook in January 2019, Cali'flour Kitchen Cookbook, which landed on the National Best Seller list and inspired dozens of new ways to utilize Cali'flour products in recipes. Now, Cali'flour Foods is ready for the next phase of growth.
"We've discussed partnering with an institutional investor for a while, and I know now is the right time and Sunrise is the right partner," said Amy Lacey, founder of Cali'flour Foods. "Steve Hughes has been a phenomenal mentor, and I feel extremely blessed and grateful for the opportunity to work with the entire Sunrise team. This strategic partnership and support will allow us to expand and innovate quickly as we continue sharing healthy food with the world."
"Amy made no compromises as she created the recipes in her product line. She could have grown faster sooner, but her steadfast commitment to using fresh cauliflower, only a few simple ingredients and zero fillers sets Cali'flour Foods apart from competitors," said Steve Hughes, CEO and co-founder of Sunrise Strategic Partners. "We are so impressed by what Amy and her team have built and we are incredibly excited about the future of Cali'flour Foods."
The next phase of growth for Cali'flour Foods will be led by new CEO, Mike Anderson. Anderson has more than 30 years of experience in consumer-packaged goods and most recently was head of business development at Factory LLC in Bethlehem, PA, a 'scale up' facility for early stage brands. Prior to that Anderson served for 16 years as president of NS Sales, a leading sales and marketing agency in the natural foods industry. Both positions awarded Anderson significant experience in spotting early stage companies with a high likelihood of success.
"Amy has assembled an amazing team, chosen a great partner in Sunrise and created a product that is far superior and much healthier than others in the category. I am excited to be part of a brand on the forefront of such an innovative consumer trend," said Mike Anderson, incoming CEO of Cali'flour Foods. "Our primary goal is to build upon the solid consumer base from our online business, expand into supermarkets and natural product stores and innovate, while keeping our commitment to using fresh cauliflower to create great tasting products with the best nutrition profile in the category."
"Mike Anderson's retail experience is exactly what we need, and our value systems are right on point, which is important to me," said Lacey. "I believe having him on board gives us a tremendous advantage at an exciting time in our industry, and we're all looking forward to building off of that momentum. Together, we'll be able to focus our passion and energy and continue creating products that can radically improve lives."
The investment from Sunrise will allow Cali'flour Foods to expand grocery distribution, make additional marketing and sales investments and launch new innovation. This marks the eleventh investment for Sunrise, a brand accelerator that provides growth expertise and capital to early-stage health and wellness brands to support growth, add strategic value and share guidance on tactical priorities.
Jennifer McFerron Sloan
Commoddities Inc.
Email: jenn@commodditiesinc.com
Sunrise Strategic Partners, LLC ("Sunrise") based in Boulder, Colorado, provides growth expertise and capital to differentiated and authentic emerging brands in the healthy, active and sustainable living space that resonate with Millennials, have a strong proof of concept, and need capital for growth. The Sunrise team is deeply experienced in scaling brands and supports these investments by adding strategic value and guidance on tactical priorities. Sunrise Strategic Partners was founded by Steve Hughes, founder of Boulder Brands, in partnership with Trilantic North America, a leading private equity firm. For more information, visit sunrisestrategicpartners.com
About Sunrise Strategic Partners
Trilantic Capital Management L.P. ("Trilantic North America") is a private equity firm focused on control and significant minority investments in North America. Trilantic North America's primary investment focus is in the business services, consumer, and energy sectors. Trilantic North America has managed six private equity fund families with aggregate capital commitments of $9.4 billion. For more information, visit trilanticnorthamerica.com.
About Trilantic North America
CircleUp Growth Partners is CircleUp's equity fund that takes a data-driven approach to investing in visionary entrepreneurs and products. CircleUp harnesses the power of data to provide capital and resources to emerging consumer brands. Through Helio, the company's technology platform that identifies, classifies, and evaluates consumer and retail companies, CircleUp has built the world's most robust repository of CPG and retail intelligence and takes a quantitative approach to investing in promising entrepreneurs. Founded in 2012, CircleUp is headquartered in San Francisco and backed by Union Square Ventures, GV, Canaan Partners, QED Advisors, and others.
About CircleUp Growth Partners


text:
Home / Gender Based Violence / Abducted girl found raped in Lahore
Abducted girl found raped in Lahore
Posted by: admin in Gender Based Violence July 27, 2014 Comments Off on Abducted girl found raped in Lahore 1660 Views
LAHORE: A 3-year-old girl, who was found raped in Green Town, is still battling for life at a hospital here, said police sources on Saturday.
The baby girl was sleeping along with her mother on a charpoy in front of their small house in Maryam Colony when she was abducted by an unidentified man on Friday night.
Police investigators said the victim was recovered unconscious from an empty plot at least 90 minutes after her abduction. According to hospital sources, the girl was repeatedly raped. She was being provided medical treatment at the Intensive Care Unit of Jinnah Hospital till Saturday night.
Police registered a case against an unidentified rapist on the complaint of the victim's father and are investigating; however no arrest was made yet. The father of the girl, who is a labourer, told the police that a massager was strolling in the street during loadshedding and he might have abducted the baby. Police have prepared a sketch of the suspect and CIA police launched a hunt for the paedophile.
A police officer said that no arrest had so far been made in the case. He, however, added that police were using all resources to apprehend the culprit. Sources said that police had taken into custody some massagers from the locality from where the girl was kidnapped.
In September, a 5-year-old rape victim was found dumped outside Ganga Ram Hospital in Lahore. Though the brutal assault had brought international condemnations but the police investigators failed to track down the rapists.
Abducted girl found raped Lahore rape case Minor girl raped Violence against Girl Child 2014-07-27
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Reading the headlines over the past 24 months have spotlighted the strain in the relationship between the digital advertising industry and the consumer. Not only have consumers become wary of industry practices, but data breaches and a growing trend of unsafe and offensive content on digital channels have paved the way for an increase in scrutiny by regulators and advertisers globally. Advertisers are on high alert, because it only takes one brand safety exposure – aligning one's brand with unintended negative associations – to damage brand equity.
In the above-mentioned scenarios – regardless of industry affiliation all involved lose. Brands waste their money and expose themselves to extreme risk with consumers when they are associated with unsavoury content. Platforms and agencies lose the brand investment and the trust of their advertisers when issues are exposed. Thankfully, the silver lining is the renewed attention on brand safety.
To address the brand safety challenge, marketers are adopting context-based targeting practices to identify and actively avoid specific content. What's become apparent through an uptake in adoption of context is how it's not only a useful tool for avoiding unsafe content, but also for identifying brand suitable content. Brand suitable content is the content that amplifies advertising by aligning the context of the page with the ad's message. These opportunities can be planned or opportunistic.
Brand safety should always be top of mind for advertisers, especially in today's digital world, but that's table stakes. Deeming an environment 'safe' doesn't necessarily mean that is the optimal place to serve an ad. Brand suitability takes this into account and not only focuses on safe environments but those that welcome the ad.
For example, if you are trying to sell flashlights, think of how much more impactful your message would be if it was against content related to camping or kids sleepovers or even better – taking advantage of a major trending story like a city-wide black out versus everyday news. A contextually aware placement like this signals that the brand is in control of their message and that they are culturally relevant.
This notion however, requires brands to determine what 'brand suitable' means to them -understanding what content is favourable and beneficial to the brand.
The first step in defining the risk profile is acknowledging that every brand has its own appetite for risk. What's off-limits for one brand may be fair game for another. This is why context-based content is becoming the gold standard. Custom context solutions have advanced past traditional brand safety solutions that used self-assigned URL keywords to try to ascertain whether entire sites were appropriate or not. Advertisers can now set their own standards then evaluate their standards against the actual content on each page to determine whether or not it is appropriate. This delivers a more granular level of control and opportunity for the advertiser.
With their brand suitability profile established, brands can confidently plan and execute their programmatic campaigns knowing their ads are only appearing in ideal environments. And this leads to benefits for advertisers, platforms and consumers like an increase in campaign effectiveness and streamlined consumer experiences. Engaging with a consumer in an environment that is relevant increases the likelihood that they will engage with you.
Brand suitable environments have the added effect of turning the internet into a place where advertising no longer feels out of place or disruptive. Instead of a stream of irrelevant display ads and busy marketing messages, brands can offer experiences that are native and personalized.
Chances are most brands are already on board with brand safety solutions. Forward thinkers are building on those initiatives contextually aware brand-suitable content to amplify campaigns and deliver more relevant user experiences. Protecting the brand from unsafe content is only a small piece of the puzzle.
The whole solution means elevating campaigns to new levels of relevance and meaning.


text:
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Wynn Resorts (WYNN) Stock Rating Lowered by Zacks Investment Research
Posted by Charlotte Bryant on Apr 16th, 2019 // Comments off
Zacks Investment Research downgraded shares of Wynn Resorts (NASDAQ:WYNN) from a buy rating to a hold rating in a report published on Saturday, Zacks.com reports.
According to Zacks, "Shares of Wynn Resorts have outperformed the industry year-to-date. Apart from the gaming business in Macau, the company has been increasingly focusing on boosting non-gaming revenues. Given the decent visitation pattern in Macau, infrastructure development and government's efforts to boost tourism in Macau, non-gaming sources are expected to boost revenues, going forward. Also, the opening of the world's longest sea-crossing bridge and tunnel in the prior year, which connects Macau to Hong Kong as well as mainland China's Pearl River Delta, is likely to prove beneficial to the casino operator. Earnings estimates for the current-year have also witnessed upward revisions. However, Wynn Resorts' heavy reliance on debt financing remains a concern."
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A number of other brokerages also recently issued reports on WYNN. Deutsche Bank raised their price target on Wynn Resorts from $145.00 to $155.00 and gave the stock a buy rating in a research report on Tuesday, April 9th. Goldman Sachs Group assumed coverage on Wynn Resorts in a research report on Wednesday, April 10th. They issued a neutral rating and a $132.00 price target for the company. Jefferies Financial Group upgraded Wynn Resorts from a hold rating to a buy rating and raised their price target for the stock from $119.00 to $170.00 in a research report on Monday, April 8th. BidaskClub upgraded Wynn Resorts from a hold rating to a buy rating in a research report on Friday, April 5th. Finally, ValuEngine upgraded Wynn Resorts from a sell rating to a hold rating in a research report on Monday, April 1st. Ten research analysts have rated the stock with a hold rating and eleven have given a buy rating to the company's stock. The stock currently has a consensus rating of Buy and a consensus target price of $150.83.
Shares of WYNN opened at $141.82 on Friday. The firm has a market capitalization of $15.45 billion, a P/E ratio of 21.69, a P/E/G ratio of 2.25 and a beta of 1.68. Wynn Resorts has a 52-week low of $90.06 and a 52-week high of $202.48. The company has a quick ratio of 1.37, a current ratio of 1.40 and a debt-to-equity ratio of 5.19.
Wynn Resorts (NASDAQ:WYNN) last issued its quarterly earnings results on Wednesday, January 30th. The casino operator reported $1.06 earnings per share (EPS) for the quarter, missing analysts' consensus estimates of $1.36 by ($0.30). The company had revenue of $1.69 billion during the quarter, compared to the consensus estimate of $1.63 billion. Wynn Resorts had a return on equity of 47.05% and a net margin of 8.70%. The firm's quarterly revenue was up 4.0% compared to the same quarter last year. During the same quarter in the prior year, the business earned $1.40 earnings per share. On average, sell-side analysts anticipate that Wynn Resorts will post 6.27 earnings per share for the current fiscal year.
In other news, Director Patricia Mulroy sold 425 shares of Wynn Resorts stock in a transaction on Tuesday, March 12th. The stock was sold at an average price of $118.02, for a total transaction of $50,158.50. The transaction was disclosed in a filing with the Securities & Exchange Commission, which can be accessed through the SEC website. Also, CEO Matt Maddox sold 18,900 shares of Wynn Resorts stock in a transaction on Monday, February 4th. The stock was sold at an average price of $124.15, for a total value of $2,346,435.00. Following the sale, the chief executive officer now owns 487,399 shares of the company's stock, valued at $60,510,585.85. The disclosure for this sale can be found here. 0.95% of the stock is currently owned by company insiders.
Several hedge funds have recently added to or reduced their stakes in the stock. Vanguard Group Inc raised its holdings in shares of Wynn Resorts by 4.6% in the third quarter. Vanguard Group Inc now owns 9,850,529 shares of the casino operator's stock valued at $1,251,608,000 after acquiring an additional 431,304 shares in the last quarter. BlackRock Inc. raised its holdings in shares of Wynn Resorts by 0.4% in the fourth quarter. BlackRock Inc. now owns 6,187,633 shares of the casino operator's stock valued at $612,019,000 after acquiring an additional 22,975 shares in the last quarter. Geode Capital Management LLC raised its holdings in shares of Wynn Resorts by 7.7% in the fourth quarter. Geode Capital Management LLC now owns 1,286,319 shares of the casino operator's stock valued at $127,010,000 after acquiring an additional 91,738 shares in the last quarter. Northern Trust Corp raised its holdings in shares of Wynn Resorts by 1.2% in the fourth quarter. Northern Trust Corp now owns 1,074,036 shares of the casino operator's stock valued at $106,233,000 after acquiring an additional 13,233 shares in the last quarter. Finally, Bank of New York Mellon Corp raised its holdings in shares of Wynn Resorts by 24.9% in the fourth quarter. Bank of New York Mellon Corp now owns 1,029,585 shares of the casino operator's stock valued at $101,837,000 after acquiring an additional 205,157 shares in the last quarter. Hedge funds and other institutional investors own 75.10% of the company's stock.
About Wynn Resorts
Wynn Resorts, Limited owns and operates destination casino resorts. As of February 20, 2019, the company's Wynn Palace segment had approximately 424,000 square feet of casino space, which offered 320 table games and 1,041 slot machines, private gaming salons, and sky casinos; a luxury hotel towers with 1,706 guest rooms, suites, and villas; 13 food and beverage outlets; 106,000 square feet of retail space; 37,000 square feet of meeting and convention space; recreation and leisure facilities comprising a gondola ride, health club, spa, salon, and pool; and public attractions, such as performance lake and floral art displays.
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$0.10 EPS Expected for Mitek Systems, Inc. This Quarter
Churchill Downs Stock Crosses Above 50-Day Moving Average of $111.69
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The a930be.dll error message appears when there has been an attempt to access a Dynamic Link Library (DLL) file that has failed. Often DLL files become misplaced, corrupted, or deleted during improper program installation or deletion; it is common for a single system to contain multiple DLL and other registry-related errors. To be sure that this is not the result or symptom of a virus, you need to establish where a930be.dll is running from on your PC.
Locating a single DLL file is nearly impossible to do manually: the easiest method is to have your computer scanned. ZookaWare offers a free diagnostic scan that will isolate all of your registry errors that cause error messages, access violations, blue screen errors, and general computer inefficiency. Once you have an idea of the extent of work your registry needs, you can choose a competent registry cleaning software like ZookaWare PC Cleaner to repair these errors.


I would appreciate it if some one could help me with this.
where [tex]\sigma_x [/tex]is stress in the direction parallel to the deflection curve.
where x is the direction parrallel to the deflection curve.
I don't understand the assumption for uniaxial plate bending. Why should it be different to the assumption for uniaxial beam bending? Why is [tex]\epsilon_y=0 [/tex]for plate bending?
What is the difference between uniaxial plate bending and uniaxial beam bending apart from the fact that the thickness of the plate compared to its width is much smaller than for a beam?
I don't have the book handy, but are you sure the strain assumption isn't [itex]\epsilon_z=0[/itex] for plates, where z is the direction of plate thickness? This would make more sense.
Alternately, we might assume [itex]\epsilon_y=0[/itex] for beams. Either way, the assumptions don't seem symmetric the way you've written them.
I have checked with Timoshenko's Theory of Plates and Shells. There is no mistake in what I wrote. It even says "The lateral strain in the y-direction must be zero in order to maintain continuity in the plate during bending.."
This assumption would imply that that cross section of the plate (y-z slice) has to remain exactly rectangular and not deform into a trapezoid like in beam bending. This resistance against deformation leads to stress in the y-direction. But I don't understand why. There shouldn't be a difference between bending a beam and bending a plate, I think.
OK, got it. Thanks for checking; I thought that Timoshenko was modeling simultaneous and identical bending moments in both axes, and couldn't understand why the y strain component alone was being selected to be zero. Instead, however, it looks like the only load is a y-axis bending moment (that is, a line in the x direction will curl up under load).
The reason why the difference exists between a beam and a plate is that the beam is free to contract or expand laterally along its width due to Poisson's effect. It will contract ([itex]\epsilon_y<0[/itex]) where [itex]\epsilon_x>0[/itex] and expand where [itex]\epsilon_x<0[/itex]. Because a beam's width is insignificant (by definition), the lateral contraction and expansion is also insignificant, and edges in the z direction remain nearly vertical. Accompanying this unopposed strain is an absence of stress in the y direction.
A plate's width, however, is not insignificant. There is no way that the top or bottom face of a plate could contract a fraction of its width while the other can expand. (Imagine what that would look like.) To keep vertical edges vertical, we instead assume that the strain in the y direction is zero; this results in nonzero stress in the y direction. The consequence is that plates are stiffer than beams, even for identical loading per unit width. And you've given the factor, [itex]1/(1-\nu^2)[/itex], in the equation you wrote above.
Thanks very much. Yes, I think it does answer my question. So it is like two thin layers that are glued together. The top tries to expand and the bottom tries to contract. None of them succeeds because the other is doing the opposite.
Just one more question: at which width does a beam become a plate?
You're welcome. You may be interested in some brief http://john.maloney.org/Papers/Generalized%20Hooke%27s%20Law%20(3-12-07).pdf" [Broken] that I wrote recently, including the increase in effective stiffness of plates.
What are the criteria for the fraction to be nonnegligible? Is it just a matter of definition?
The criterion is often taken to be an order of magnitude. It would be interesting to see the details of where the transition occurs; you might find it plotted in a solid mechanics test somewhere. You could also simulate the geometry if you have FEA capability. Perhaps another forum member has seen a plot of the transition region (bending stiffness as a function of w/L).
for cantilevered plates, as derived in my link.
As shown in the attached image, the end deflection smoothly transitions from the plane stress to the plane strain solution as the beam width increases (that is, as the beam transitions into a plate). The thickness was 1% of the length for all simulations.
The results support the rule of thumb that the beam solution is accurate when beam width is at least an order of magnitude less than beam length.
I can see here that the stiffness really depends on the width to length ratio, and the factors derived analytically are only approximations. The diagram is illuminating.
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with Benedict Evans (@BenedictEvans) and Steven Sinofksy (@StevenSi) In this hallway conversation episode of the a16z Podcast, Benedict Evans and Steven Sinofsky discuss Apple's September 2018 keynote event and share their thoughts on the new innovations — and lessons — that really matter, from battery life to camera to chips under the hood. Where are we now with something that's gone from begin a toy to a phone to fashion item and has now pivoted to a health monitor that can literally save lives? How closely aligned is health to the overall value proposition of Apple? And what are some of the characteristics of how Apple innovates as a company as a whole — from components and building blocks to how it all comes together?


Anyone who is into longboarding would be looking to be better at all times. It is the reason you get to find many searching for longboarding tips online. A newbie to longboarding would have tons of questions about what would make them even better. You must understand that to be the best it is a process. You have to take more time to practice using the longboard first. Below are some additional tips you could use when you are looking to be better at longboarding.
There is no point of rushing to buy a longboard when you do know how to ride. You must take the time to learn more about longboarding before you can buy one. Take the time to borrow a longboard from your friend. If you feel that you are taking more interest in the sport, then it is time to get yourself a longboard. It could be a waste when you have a longboard and no more interest in the sport.
It is possible that sometimes you would be looking at the price of the longboard rather than the quality. You can expect that the best longboards might be slightly expensive. This, however, does not mean that you go buying the most expensive longboards. Doing a bit of research about the longboard should help you identify the best. If you do not have enough money, you can always take the time to save more money before buying the right gear.
When it comes to enjoying the sport of longboarding, you have to make sure that safety is always on your mind. You have to buy the proper safety gear before you can start longboarding. You will be moving over hard surfaces and might even fall sometimes. No one wants to hit his head on the road. Some of the safety equipment you will need include a helmet, knee pad, wrist guard, and elbow pads.
Any person who is a beginner would be worried sick about speed. A beginner would often go slower, thus not enjoying the speeds. You need to learn a few tactics for controlling your speed and longboard safely. You can follow what the others are doing and get to know how to control your speed. Just make sure that you can also come to a stop from the high speeds you will be attempting to do.
It is possible that you are going to adjust the longboard from time to time. Such adjustment includes changing wheels, trucks or the beating. You could be better at longboarding if you can do some of the repairs yourself. It may be that the board carves too wide, with a few corrections it is good again. When you get to do this on your own, you become better at longboarding.
Longboarding is a skill, so it might take some time to be better. You do not have to kill yourself just to learn longboarding. Be patient, and you will get to be a pro eventually. Do not be discouraged when you fall once in a while. It is part of learning the sport. To select best longboard for beginner you can check this article from Skate Set.


In partnership with The Iran Project, the World Affairs Councils of America introduced The Iran Nuclear Deal: Prospects for Cooperation, Competition and Confrontation in select Councils as part of its Engage America Series. The Tennessee WAC recorded its program with Ambassador Pickering to share his insights on the Iran Nuclear Deal with with Councils across America.
Enjoy this insightful recorded discussion during our program hiatus in December.


MarQuipt manufactures equipment for the yachting industry.
We specialize in getting people and gear on and off their yachts safely and efficiently. Our product line includes davits and cranes of every capacity for stowing tenders on deck and the equipment needed to safely lift and secure them. We also manufacture a full line of boarding equipment from simple ladders and articulating stairs to self-stowing remotely operated hydraulic gangplanks that deploy from the hull of the vessel at the touch of a button. In addition to our standard line of products we often build one of a kind structures for boat builders, marine architects and yards.
MarQuipt's interest is in designing and building quality products that combine beauty and grace with form and function. Our objective is to build products that are safe to use, have bullet-proof quality, are delivered on time, and have a value second to none. Then we back it up with the finest service in the industry. Most importantly, MarQuipt is comprised of a staff of over 70 dedicated, talented, and innovative people with years of marine experience.


Chickenshed today proudly announces the appointment of a new Artistic Director.
Lou Stein will take up the position from Monday 4 April 2016 - leading the artistic vision and direction of this acclaimed and innovative organisation, and joining an executive team responsible for delivering the future strategy and sustainability of an organisation that changes lives through inclusive theatre.
Lou will build and enhance the public-facing artistic programme. Leading the hugely talented team of theatre-makers within the company, alongside collaborative partnership initiatives, Lou will further develop an environment in which creativity can flourish. The resulting programme of work will offer a renewed voice through which to showcase Chickenshed's ethos of 'excellence without exclusion'.
Throughout his career, Lou has consistently placed inclusion and the community at the heart of his work – there is a tremendous synergy of philosophy and practice. His energy, enthusiasm, courage and vision will build on the company's strengths and challenge the organisation to evolve to meet its ambitions for the future. Lou will support the expansion of Chickenshed's external reach, sharing even more widely its model of 'theatre changing lives' - demonstrating how inclusion remains an unexploited opportunity to build a better world.
Lou is a highly experienced theatre professional, and is hugely respected as a director, writer and leader. Within the industry he is perhaps best known as the founder of the Gate Theatre. He also served as an inspirational and extremely successful Artistic Director at Watford Palace Theatre, establishing it as one of the country's most successful repertory theatres. He has most recently worked as a freelance director and writer, with notable successes including Fear and Loathing in Las Vegas (2014-15).
Following their sell-out UK tour, comedians Helen Thorn and Ellie Gibson are bringing their popular comedy show to Chickenshed.
Chickenshed presents the very finest comedy acts, sharing their Edinburgh shows ahead of the most famous fringe arts festival in the world!
Amnesty UK's Nicky Parker tells us what inspired the Dreams of Freedom project, which has seen Chickenshed encouraging children to explore and express their own ideas for the future through drama. a p[roject which culmiated in a performance with a cast of hundreds at the Royal Albert Hall on 26 June 2017.


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Food hygiene rating scheme of zero to five
Analysts report picture of food hygiene ratings in UK; warn about inspection scams
By Joe Whitworth on April 21, 2019
More than one in every 15 food businesses across England, Wales and Northern Ireland have a hygiene rating of two of lower, according to a report on data from across the United Kingdom.
High Speed Training investigated how regions, towns and cities compared. The Yorkshire based e-learning provider looked at the Food Hygiene Rating Scheme (FHRS) and extracted Food Standards Agency (FSA) data for a quarter of a million businesses to provide an overall picture. FHRS gives customers an idea of how well a premises complies with food hygiene standards.
Environmental health officers from the local government agencies visit businesses between every six months and two years, depending on the level of risk involved. The officers inspect the establishments to ensure they comply with food safety regulations and give a rating based on their findings.
Hygienic food handling, physical condition of the site, and food safety management are combined to make a food hygiene rating from zero to five. Zero means "urgent improvement" is necessary. Five means "very good."
While one in every 15 businesses across England, Wales and Northern Ireland have an overall rating of two or lower, suggesting they required improvement, only one in every 30 sites involved concerns on physical handling of food.
In Wales and Northern Ireland it is compulsory for businesses to display their food hygiene rating, but that rule does not apply in England. Wales and Northern Ireland both have an overall higher food hygiene rating than England.
Scotland's system is called the Food Hygiene Information Scheme (FHIS). There, after an environmental health officer has reviewed safety systems in place, observed food hygiene in practice and spoken with staff, businesses are given either a rating of "pass" or "improvement required." Displaying the ratings on site isn't required by law, but they can be viewed online.
Lee Batchelor, who led the data team on the project, said ratings are based on more than just personal hygiene.
"There are different areas of inspection and the schemes do have their limitations. It's just about understanding that and knowing where to get the right information. Our report aims to improve consumers' understanding of the Food Hygiene Rating Scheme and the Scottish Food Hygiene Information Scheme so they can make informed decisions around where to eat and drink," he said.
Regional performance
Harrogate came in at the top with an average rating of 4.85, followed by Hastings with 4.82, and Southport in third place. The top three large cities with more than 1,000 establishments were Nottingham, Belfast and Newcastle upon Tyne. For regions, Northern Ireland was first, followed by South West and East Midlands.
Only Ipswich, Burton upon Trent, and Winchester improved or maintained their average rating in the 2018-19 inspections, with all other towns and cities across England, Wales and Northern Ireland receiving lower ratings.
Walsall, Luton, Birmingham and Bolton had the lowest average scores on the towns and cities table. One in five Birmingham establishments had a rating of two or lower. London was last in the regional table, with Barking and Dagenham scoring an average of 3.43.
One limitation of the ranking system is that inspections give only a snapshot of businesses, meaning the ratings may not be reflective of day-to-day running, according to High Speed Training.
It can take up to six months for premises to be re-visited following an unsatisfactory rating and a further 28 days for any change to be reflected publicly.
Data was downloaded on Jan. 25 from the FSA. Four of 14 business types were included. A total of 239,783 establishments were used for the overall ranking analysis.
Takeaway restaurants and sandwich shops were the biggest offenders across the U.K., with one in nine rated two or lower.
Almost 7 percent of takeaways and sandwich shops across England, Northern Ireland, and Wales require 'major' or 'urgent' improvement (a rating of one or lower).
Just Eat, a takeaway food delivery service, announced in February that any zero-rated restaurants listed on its platform would have until May 1 to improve their hygiene rating or they would be removed.
The company will work with restaurants on its platform with an official rating of zero, one or two to help them improve. Any restaurants signing up are now required to have a minimum food hygiene rating of 3 or be registered with the FSA and awaiting inspection.
Warning about food hygiene scam
Meanwhile, the FSA has urged vigilance after reports of a person claiming to be from the agency or local authority approaching businesses demanding money for a food hygiene re-rating and warning failure to pay will result in a fine.
The scam has been reported to three local authorities in Wales and one in England. Local authorities may charge only when a re-rating inspection is requested by the food business.
Angela Towers, head of the food hygiene rating team at the FSA, said: "Although the number of reports of this particular scam are low, we are concerned that businesses may lose money to fraudsters pretending to be from the FSA or a local authority.
"If you are approached by someone asking you to hand over money in this way, do not make any payment and always advise your local authority."
(To sign up for a free subscription to Food Safety News, click here.)
Tags: environmental health officer, Food Hygiene Information Scheme, Food Hygiene Rating Scheme, Food Standards Agency (FSA), inspection, Just Eat


Charleston and Folly Beach waters have come alive as a variety of fish have arrived within anglers reach. Bluefish and Spanish Mackerel are eager to chase artificial plugs like 'Gotcha" lures and diamond Jigs. They are being found all over our local waters and are easy and fun to catch. Redfish and Speckled Trout and Flounder continue to provide exciting action on Lures made by DOA and Z-Man just to name a few I keep in my tackle box. If live bait is more your style shrimp and mud minnows are a reliable choice under popping corks, on bottom rigs and on jig heads. Those baits will catch just about everything inshore this time of year. If you are heading to the Jetty or grillage don't forget to load up on Fiddlers, Blue crabs and Mullet. These baits are essential for Sheepshead, Bull Reds and Sharks. If you are looking for the bait of choice for guides this time of year, grab a cast net and start looking for Menhaden. They are being netted in front of Morris Island and all you need to do is look for the silver flash as they flip out of the water. Your local tackle shop will help you find all the right tackle and cast nets for your particular situation. If you prefer to have a guided trip give me a call at 843-696-4231 or send an email through my website and we can set that up. See you on the water!


Looking to cut a projected $2 million in spending next fiscal year, the Humboldt County Board of Supervisors will hold a simultaneous meeting at five locations throughout the county next month to gather input from constituents.
The board will hold a meeting in each supervisorial district at 6 p.m. on March, with each of the meetings linked through video conferencing equipment, allowing all supervisors and all attendees to hear input from each district in real time.
Earlier this month, staff reported to the board that it is projecting a $3.6 million shortfall in the county's general fund for 2014-15 — a shortfall that includes a $1.2 million structural deficit. County staff is recommending the supervisors reduce spending by $2 million for the next fiscal year, which begins July 1.
Read more about the county's budget situation here and see the full press release announcing the March 6 meetings below.
In two weeks, Humboldt County citizens will have the opportunity to tell their elected representatives where tax money should be spent at the County level. On Thursday, March 6 the Humboldt County Board of Supervisors will hold community meetings in each of the county's five districts to discuss the Fiscal Year 2014-15 Annual Budget, and the public is invited to take part in this informative and innovative meeting.
For the second year in a row, the meetings will be held simultaneously, allowing participants at every location to see and hear from each district live, via an interactive video conference. Whether you attend a meeting in Hoopa or Miranda, you will be able to talk with your district's Supervisor, who will be on-site, or address the entire Board through video. The meeting begins at 6 p.m.
"It's not always easy to get to the Courthouse, and by holding the budget meetings this way we can get out to the people and hear what they have to say," said Board Chair Rex Bohn. "We've got some hard decisions to make on the budget, and our staff is looking at ways to do that. But you may see something we don't, and we need those ideas."
At the meeting, County staff will give a presentation that outlines County revenues, expenditures, current year budget outlook, and a five-year forecast for Humboldt County's finances. Comments from the community meeting will be used to build budget proposals that better reflect community input. In June, the County Administrative Officer will make recommendations to the Board based on submittals from County departments and information gathered at this meeting.
If you are not able to attend, the entire meeting will be shown live on Access Humboldt's Channel 10 and streamed live on the County's web site.


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Premium Home Chevron icon It indicates an expandable section or menu, or sometimes previous / next navigation options. Retail
We mapped out the ghost kitchens run by ex-Uber CEO Travis Kalanick's CloudKitchen and competitor REEF Technology. See where the battle for ghost kitchen dominance is heating up.
Matt Newberg ,
HNGRY
Ghost kitchen startups are scooping up empty warehouses and parking lots around the US.
Stephan Zirwes/Getty Images
Matt Newberg is the founder of HNGRY, a subscription media platform exploring the overlap of food and technology through trends like ghost kitchens, dark stores, and more.
Newberg writes that up-and-coming ghost kitchen startup CloudKitchens is spending spends hundreds of millions of dollars converting old industrial warehouses around the US into dozens of individual kitchen spaces.
REEF Technology is another ghost kitchen startup that operates delivery-only restaurant kitchen trailers and deploys them in parking lots across the country.
"CloudKitchens is more like an Amazon fulfillment center, while REEF is more like a 7-Eleven," explains Newberg. This difference allows REEF to access more locations by volume but gives CloudKitchen has an advantage in overall scale.
Over the past three years, Travis Kalanick, the ousted founder CEO of Uber, has been quietly purchasing real estate in major cities across the country while simultaneously investing in ghost kitchen business internationally for his ghost kitchen startup, CloudKitchens.
While CloudKitchens got an early start, in 2019 a startup called ParkJockey announced that it had raised money from the sovereign wealth fund of Dubai and Softbank to roll up the two largest parking operators in North America. This built the platform for what has been rebranded as REEF Technology, a startup that operates delivery-only kitchen trailers and other micro-mobility applications on top of under-utilized parking spaces.
Read more: 3 restaurant brands with ghost kitchens explain how they've kept operations running smoothly while staying competitive on delivery apps
REEF's core bet is that as we move towards shared autonomous vehicles, the demand for parking will plummet.
With $1 billion in newly raised capital, $300 million of which is dedicated to purchasing real estate, REEF is looking to transform parking lots into what it calls a "proximity platform" that supports the on-demand economy through applications like ghost kitchens, micro-fulfillment, and COVID-19 testing sites.
According to PitchBook, CloudKitchens has raised $700 million in equity and has a debt facility of $200 million from Goldman Sachs to support its real estate acquisitions and build-outs according to a deed of trust document discovered by HNGRY.
Despite the fact that both companies have raised large sums of capital to repurpose distressed real estate, they are quick to distinguish themselves from one another. CloudKitchens is more like an Amazon fulfillment center, while REEF is more like a 7-Eleven.
Read more: A San Francisco pizzeria transformed into a ghost kitchen when the pandemic hit. Here's how they pivoted quickly and boosted sales by more than $1 million in the process.
CloudKitchens spends millions of dollars converting industrial warehouses into 30 to 40 individual kitchen spaces, while REEF purchases and deploys kitchens trailers in parking lots it either owns or manages.
For example, CloudKitchens owns two properties in Miami: a 58,500-square foot warehouse in Wynwood and a 16,441-square foot former Brazilian restaurant in South Beach. By contrast, REEF has blanketed the city with a dozen trailers across six zip codes, each of which can prepare as many as seven different delivery concepts. While these trailers aren't as mobile as food trucks, they can be quickly removed or deployed from any permitted site.
CloudKitchens leases its kitchens to large QSRs like WingStop, Chick-fil-A, and Panda Express while REEF operates delivery-only franchises on behalf of mostly smaller brands like Fuku, Umami Burger, and Wow Bao.
By and large, both teams are focused on the same markets, with a high concentration of overlap in LA, San Francisco, Seattle, Portland, Austin, Houston, and Philadelphia.
While REEF's modular form factor lends itself to more locations per city, both companies share a similar number of locations in cities like Chicago and LA. Unlike its stealth rival CloudKitchens, REEF has made noticeable attempts brand its trailers and give them the appearance of a neighborhood-friendly destination — despite the fact that its trailers' sole purpose is to fulfill delivery orders.
In some cases, REEF lays out astro turf and picnic benches outside of its trailers as a welcome mat despite the fact that all orders must be placed via a delivery app.
At the other end of the spectrum, CloudKitchens' facilities go out of their way to disassociate themselves from their parent company, opting to brand each property as a "Food Center," "Food Nest," "Food Hall," "Food Hub," or "Food Junction" instead.
The front-of-house areas are primarily designed as waiting rooms for delivery drivers with waiting benches, order screens, and bathrooms. Interior renderings of newer locations depict food lockers for customers to order ahead and pick up as well as ordering tablets for walk-up orders.
Read more: 6 tips for starting a ghost kitchen from entrepreneurs who've successfully launched the delivery-only model
REEF has the ability to deploy a greater number of locations by volume in a shorter time span than CloudKitchens, while CloudKitchen has a distinct advantage in scale.
With their current footprints, CloudKitchens can support nearly many more brands in a single location than REEF, because the average Cloud Kitchen facility houses 30 individual kitchens that can list themselves as four different concepts, for a total of 120 brands from one CloudKitchen location. A REEF kitchen, meanwhile, can host just 7 — though it sometimes operates multiple kitchens in a single parking lot, as needed.
On top of this, CloudKitchens is expanding into CloudRetail to add consumer items like ice cream, alcohol, and everyday household essentials to consumers' food delivery baskets.
There are glimpses of the grander ambitions CloudKitchens has, beyond just delivering takeout and groceries: Last April, the company briefly tipped its hand by launching the "Internet Food Court," a virtual food hall that allowed consumers to order across all of its concepts in a single batched order from its second facility in Koreatown, Los Angeles before being mysteriously deleted from the internet a day later.
Matt Newberg is the founder of HNGRY, a subscription media platform exploring the cutting edge of food and technology through trends like ghost kitchens, dark stores, fungi-based meat, and personalized nutrition. Subscribe to the free weekly newsletter here or try a premium subscription for $5 with promo code INSIDER5.
Read the original article on HNGRY. Copyright 2021.
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