Bauman receives some care from a VA medical center, but he's counting on Agent Orange disability benefits to pay for his medications. His claims for benefits were denied twice because he didn't have "boots on the ground," meaning he didn't step onto land or in inland rivers.
He then took his case to the U.S. Court of Appeals for Veterans Claims, which he won this past summer. Now the Board of Veterans' Appeals is looking for proof that Bauman was directly exposed to Agent Orange during the war. If he eventually receives benefits, he said, that might set a precedent for other blue water veterans.
Agent Orange contained the toxic chemical commonly known as dioxin, which has had harmful health effects on Vietnam veterans for decades. The World Health Organization said short-term exposure to dioxin could lead to skin lesions and long-term exposure could cause damage to the nervous, endocrine, immune and reproductive systems.
Blue water veterans were compensated under the Agent Orange Act of 1991, but in 2002 the VA started limiting coverage to those who'd served on land and inland waters after the agency's general counsel recommended that it do so. The Agent Orange Equity Act to extend compensation was introduced yearly from 2008 to 2010 and twice in 2011, but it died in committee all five times.
The Blue Water Navy Vietnam Veterans Association estimates that if the bill eventually does pass, about 50,000 to 60,000 blue water veterans will apply for benefits, said John Rossie, the association's executive director. He said he was confident that funding for the legislation wouldn't exceed $2 billion over 10 years.
The lack of official details of each veteran's activity during the war makes formulating a concrete number of blue water Navy veterans impossible, especially when narrowing data to a very specific group of Navy veterans. Rossie estimates that about 100,000 or fewer veterans served in the blue water Navy.
"There was no one particular place that was required to keep track of it all," Rossie said.
VA spokesman Randy Noller said he couldn't comment on pending legislation and had no way of estimating projected costs and participants. The agency hasn't responded to McClatchy's request for comment on cases of specific veterans' claim denials.
Under VA policy, the department grants "presumption" in Agent Orange cases, meaning that it assumes veterans who served on land or in Vietnam's inland waters were exposed to the chemical.
However, it lacks evidence that Agent Orange could have harmed the blue water veterans, who were at least a few miles offshore, said Jim Sampsel, an official in the VA disability division.
Several studies, including a 2011 report from the independent, nonprofit Institute of Medicine, have been unable to confirm that blue water Navy veterans were exposed.
The institute, which is the health arm of the National Academy of Sciences, reported that Agent Orange was sprayed at low altitudes when the wind was blowing toward the shore to minimize contamination; any runoff would have been extremely diluted, Sampsel said. During the Vietnam War, the Navy refrained from using water for drinking or showering unless at least 10 miles offshore, Sampsel said.
Sampsel noted that Agent Orange isn't always the cause of a Vietnam Veteran's diabetes or cancer. Millions who didn't serve in Vietnam also contract these diseases, especially as they age.
"There's no evidence that it got anywhere offshore in any significant way," Sampsel said.
There are 14 diseases that the VA assumes were caused by Agent Orange exposure, including Type 2 diabetes and prostate cancer. In 2008, the Institute of Medicine recommended that three diseases be added to the list, which the VA did: ischemic heart disease, Parkinson's disease and leukemia. The VA has paid nearly $4.3 billion to veterans who'd previously been denied benefits for those diseases or to their survivors, according to Sampsel.
Rossie said that most blue water veterans he knew had received at least some VA benefits for other illnesses, even if they hadn't yet received Agent Orange compensation. Blue water veterans have their claims evaluated on a case-by-case basis and must prove that they were contaminated by Agent Orange, a process that can take years.
The Blue Water Navy Vietnam Veterans Act of 2013, which went to committee in the House on Feb. 6, would extend coverage by 12 miles to include those who served off the coast of Vietnam, Wells said.
Rep. Chris Gibson, R-N.Y., sponsored the bill, which has bipartisan support from 81 co-sponsors as of March 19. Gibson, who's an Army veteran, said he was optimistic that the bill would pass this time.
Lloyd Granaas, a blue water veteran who lives in Marion County, Fla., had sent in claims for diabetes, heart disease and neuropathy, but he didn't receive compensation until he was diagnosed with non-Hodgkin's lymphoma last year. For that, he received 100 percent disability, as the VA assumes that exposure to Agent Orange caused this type of cancer regardless of where the veteran served.
He said the VA's logic of contamination frustrated him. Granaas, who's now 71, sometimes was so close to shore that he could watch as a sailor on his ship walked onto land. That sailor would receive benefits. But as long as Granaas was on the ship, he wouldn't receive benefits.
"I never knew Agent Orange was selective," he said.


text:
> Teams & players
> Sampdoria
Club Profile
2010/11 UEFA Europa League Group stage See details 6 1 2 3
2010/11 UEFA Champions League Play-off See details 2 1 0 1
2008/09 UEFA Cup Round of 32 See details 8 4 1 3
2007/08 UEFA Cup First round See details 4 1 3 0
2007 UEFA Intertoto Cup Third round 2 2 0 0
2005/06 UEFA Cup Group stage See details 6 2 3 1
1998 UEFA Intertoto Cup Semi-finals 6 4 0 2
1994/95 UEFA Cup Winners' Cup Semi-finals 8 4 0 4
1991/92 European Champions Clubs' Cup Final See details 11 6 2 3
1990/91 UEFA Cup Winners' Cup Quarter-finals 6 3 1 2
1990 UEFA Super Cup Final 2 0 1 1
1989/90 UEFA Cup Winners' Cup Winner 9 7 2 0
1988/89 UEFA Cup Winners' Cup Final 9 3 3 3
1985/86 UEFA Cup Winners' Cup Second round 4 2 1 1
UEFA Cup Winners' Cup
Club record in UEFA competitions
Biggest win in UEFA competition:
18/09/1991, Sampdoria 5-0 Rosenborg, Genoa
Biggest defeat in UEFA competition:
03/12/2008, Standard 3-0 Sampdoria, Liege
Appearances in UEFA Champions League: 2
Appearances in UEFA Cup Winners' Cup: 5
Appearances in UEFA Super Cup: 1
Appearances in UEFA Europa League: 5
Appearances in UEFA Intertoto Cup: 2
Player with most UEFA appearances: 48
Moreno Mannini ( ITA)
Top scorers in UEFA club competitions: 19
Gianluca Vialli ( ITA)
UEFA.org on Twitter
UEFA.org on Facebook
UEFA.org on Instagram
UEFA.org on LinkedIn
UEFA on The NewsMarket

redpajama_set_name: RedPajamaCommonCrawl


RADAMEL FALCAO is eyeing a January move to the MLS.
Falcao has started just two games since joining the Blues in the summer and is keen to escape his torrid loan spell.
It is the Colombian's second nightmare loan period after struggling at Manchester United last season.
Numerous MLS clubs are interested in Falcao, with Columbus Crew leading the way as favourites to sign the striker, according to the Sun.
Falcao's former team-mate at River Plate, Federico Higuain, claims the Chelsea flop is still one of the best in the business.
"He could play at the top level in the MLS. Now we wait to see what his choice will be," said Higuain.
"Sometimes your team help you because they are playing well — sometimes the opposite occurs.


Shifting our lifestyle towards a sustainable model is a journey that takes a lifelong commitment. It requires learning, exploring and experimenting with sustainable practices in all the spheres of our lives. Beyond the reach of international agreements, campaigns, politics and economy, there are individual people who can do a lot to improve their way of life and the lives of people around them by following these examples.
Fresh water takes up just a little over 2% of the world's water, and only 1% is accessible drinking water. Water conservation not only reduces the energy and resources needed for its purification and transport, but also decreases pollution of natural water systems. There are many ways to use water more responsibly. Purchase only water-efficient appliances and install a grey water system. Front-loading laundry washers use up to 40% less water than top-loading models. Captured rainwater can be used for watering, and in combination with drip-irrigation, the amount of wasted water is even smaller.
How you reach your destination and how you move around once you get there makes a big environmental difference. A flight from New York to London emits about 1.2 tons of carbon per person on-board. The prospects are not glamorous as you might hope, but a cheap vacation closer to home is always a greener option. Trains and ferries are awesome transportation methods – like cruise ships for the environmentally aware. If you still have to fly, always look for direct flights. Once you're there, consider public or human-powered transportation. Local buses and trams are perfect for getting a feel for a new city and its residents, while a bike can take you to the countryside or parts of town inaccessible to vehicles.
According to an article published in Time in December 2013, 'There may be no other single human activity that has a bigger impact on the planet than the raising of livestock.' What we put on our table makes a big impact on the environment. By filling half of your plate with vegetables and fruits, you help reduce freshwater withdrawal as well as deforestation necessary for raising livestock. Some popular species of fish are at risk of being overfished, so feel invited to try some new seafood. By exploring farmer's markets you can find fresh locally-grown produce, but also get the chance to meet people who produce your food.
While communities can benefit from geothermal, hydroelectric, biomass, and wind power, solar energy is also suitable for individual households. Apart from using its thermal component to heat water, photovoltaic cells convert the sun rays into electrical energy. There is a hardly cleaner energy source, as it leaves no waste nor emits greenhouse gasses. The cost of solar systems is coming down, and some of the best solar panels in Australia are becoming more affordable to many households. These systems have no moving parts and require minimal maintenance, while the development of new lithium-ion batteries for homes increases your potential to store the energy surplus to be used during the night or on cloudy days.
Getting rid of everything you don't need and cutting out any activities that don't add value to your life is one of the most effective ways to start a sustainable life. Keep only the things and activities you find useful and you love. By donating to charity or a freecycle program, you will de-clutter your home, but you also need to commit yourself not to re-clutter. Francine Jay, the author of The Joy of Less, says that you should store the items you use once a year or less in labelled boxes and keep outside your main living area. If you need to purchase something non-essential, wait for 30 days to see if you'll still be needing it then.
Our every choice impacts the others through creation, use and disposal of the things we buy, the energy we use, the food we eat, etc. While we'll probably never meet those who are impacted, our choices can change everything.


FCMB Group Plc has released its financial results for the year ended December 31, 2018, reporting a gross revenue of N177.4 billion, an increase of 4.3% compared to the N169.9 billion for the same period in 2017. In addition, profit before tax (PBT) rose by 73% to N18.4 billion as against N11.5 billion in the preceding year. Following these, the financial institution has recommended a dividend of 14 kobo per share to shareholders.
The Group, a holding company divided along three business groups; Commercial and Retail Banking (First City Monument Bank Limited, Credit Direct Limited, FCMB (UK) Limited and FCMB Microfinance Bank Limited); Investment Banking (FCMB Capital Markets Limited and CSL Stockbrokers Limited); as well as Asset & Wealth Management (FCMB Pensions Limited, First City Asset Management Limited and CSL Trustees Limited) also reported appreciable growth in key operating areas going by the audited results.
Net interest income as at the end of 2018 rose by 3% Year-on-Year (YoY) to N72.6 billion. In demonstration of the enhanced confidence of customers in FCMB, deposits also increased by 19% YoY to N821.7 billion, while loans and advances stood at N633 billion. Total assets went up by 21% YoY to N1.43 trillion, just as capital adequacy ratio was 15.9%.
In a statement, FCMB Group stated that, ''the Commercial and Retail Banking Group (which includes First City Monument Bank Limited, Credit Direct Limited, FCMB (UK) Limited and FCMB Microfinance Bank Limited) grew its profits by 76%, driven by improved performance in retail lending and increase in fees and commissions. Our banking franchise continued to grow as reflected by a 19% rise in deposits and our customer base also grew by 20% to 4.8 million customers''.
The Group further reported that, ''the pre-tax profits of our Investment Banking businesses (FCMB Capital Markets Limited and CSL Stockbrokers Limited) grew by 18% in 2018. This performance was driven by higher conversion of our investment banking deal pipeline as well as cost efficiency. Our stockbroking business also maintained its position as a top-tier player in its sector. Our Asset & Wealth Management businesses (FCMB Pensions Limited, First City Asset Management Limited and CSL Trustees Limited) increased combined assets under management by 24% to over N310 billion. However, in spite of the reduction in fees charged by pension fund administrators by the primary regulator, our asset management businesses increased pre-tax profits by 271%. We acquired additional shares in FCMB Pensions Limited (formerly Legacy Pensions Limited) to increase our stake from 88.2% to 91.6% in 2018''.
FCMB Group assured that, ''2019 should see continued growth along all key indices for the Group, driven by anticipated growth in our balance sheet, customer numbers and assets under management as well as rising commissions and improving unit economics from digital financial services''.


In an effort to provide you advantage and enlarge our business enterprise, we even have inspectors in QC Staff and assure you our greatest provider and item for Hand Carved Stone Baluster , Hand Carved Stone Gazebo , Hand Carved Stone Wall Fountain , and hope to work along with you during the in close proximity to foreseeable future!
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Most people in Cayman will know that in addition to arranging weddings I also officiate wedding ceremonies arranged by other wedding planners. This means I often work in other parts of the island, and even on the other two Cayman Islands, Cayman Brac and Little Cayman.
One of my weddings today took place at this traditional Caymanian garden owned by Cheryl of Heart of Cayman. The floral theme of the wedding involved literally dozens of these pink orchids. Some of you will know that I love orchids, particularly pink orchids, in fact I even use a pink orchid in my logo.
This was part of the floral arrangement on the signing table.
This is one of several Caymanian cottages on the property. They are beautifully restored, and can be rented as a honeymoon cottage, or in this case for the bride to dress and wait in air-conditioned comfort until the garden ceremony was about to begin.
The Awly Garden is just one of the gardens that Heart of Cayman rents for wedding parties.
The newly-weds pose under the wedding arch shortly before the recessional when they walk down to greet their guests.
Wherever you chose to be married in the Cayman Islands, call Joy for a beautiful, contemporary ceremony ruich with meaning, and personalised to suit your special day.


7572 Noquet is a $499,000, 3,424 square foot, 4 bedroom, 3.1 bath home on a 0.18 acre lot located in Frisco, TX.
IMMACULATE GEHAN Custom Build with Upgrades galore situated on nearly private corner lot! In this fully landscaped Oxford Floor Plan you have over $80K in upgrades. Another $10K in Designer Italian Tile work in Dining Room, Kitchen, Arch Niches and Bathrooms. 4 Bed, 3.1 bath with study, game room and media. Massive granite island, under mount sink and SS appliances, 42in cabinets in kitchen anyone would envy. Relaxing Master Bedroom gleams with Bay Windows and Master Closet leads to Laundry Room! Dual vanities in bath. Iron balusters, extended garage, patio is stubbed for gas and wired for surround sound with fan, 3 rows of rods in master closet, 5.5in baseboards, 20in tile, sprinkler system w built in soakers.
I am interested in 7572 Noquet, Frisco, TX 75035.


Do you feel the breeze in your hair and the boardwalk beneath your wheels? That's the Schwinn Sivica rolling smooth and easy across town and back. The upright, back-friendly fit places a premium on casual cruising, and the high-rise handlebars mean it's never a stretch to a great-feeling ride. High-volume balloon tires are smooth and cushy over less-than-perfect bike paths, and the sprung saddle is there to take the sting out of potholes. With one simple speed and a maintenance-free coaster brake at your command, the Sivica ensures that it's all about the ride.
The Sun Revolutions mixes a modern spin with a classic design. Its extra-long wheel base, upright riding position, and super-wide tires all come together to make for an effortless ride. This 7-speed version provides plenty of hill-climbing gear options and linear-pull brakes deliver reliable speed control on the way down. Stability at slow speeds and easy handling make this the obvious choice for a day at the beach or a cruise around the neighborhood.
Let your cares drift away and the bike path cruise on by with Sun's Drifter 8. The lightweight aluminum frame, 8-speed internal drivetrain, and aluminum wheels ensure effortless pedaling everywhere you ride, while the linear-pull brakes provide easy, confident stops. The painted-to-match fenders and chain guard are as practical as they are good looking. Plus, this sweet cruiser sports a plush seat, cool riser handlebars, a comfortable, upright riding position, and a Foot Forward design so you can easily place both feet flat on the ground for total control.
Wherever your journeys take you, Sun's Fritz 8 gets you around with ease thanks to its relaxed, comfortable ride. An 8-speed drivetrain provides ample gearing for cruising around town and beyond, and front and rear fenders ensure a splash-free commute. When running errands, a rear rack and kickstand add urban utility, and lightweight aluminum rims mounted with wide street tires provide nimble handling to get you home safely.


text:
Q: Custom Merge Field Named Credential Apex I am integrating with GoToWebinar using a Named Credential to make Apex Callouts. While the Authentication piece is working well, during the Callback to get the access token, there are some additional attributes:
{
 "access_token": "eyJraWQiOiJvYXV0aHYyLmxt666...",
  "token_type": "Bearer",
  "refresh_token": "eyJraWQiOiJvYXV0aHYyLmxt999...",
  "expires_in": 3600,
  "account_key": "9999982253621659654",
  "account_type": "",
  "email": "mister.jones@fakemail.com",
  "firstName": "Moon",
  "lastName": "Beam",
  "organizer_key": "8439885694023999999",
  "version": "3"
 }

That I would like to use a Merge field in my callout (i.e. {!$Credential.organizer_key}). Is this possible or do I have to manually perform all of this in Apex

redpajama_set_name: RedPajamaStackExchange


Stream the network TV shows you love to watch – for FREE! Record, pause and rewind live, local broadcast TV shows using your WiFi network and our free ClearStream TV app, anywhere in your home on your smartphone and tablet, or watch TV wirelessly through our free app on your streaming media player. The advanced performance of the ClearStream TV lets you place your HDTV antenna in the best location to receive your free, local, over-the-air content from networks like ABC, CBS, NBC, Fox, PBS Univision, and more, with no subscriptions or monthly fees. You'll never have to connect the antenna to your TV again. Record TV shows through the app to watch later or on-the-go, anywhere, anytime, no Internet connection required. Pause and rewind live TV for up to 1 hour – and then you can skip the commercials! Use the included program guide to preview all your upcoming shows. ClearStream TV can be used on any home WiFi network compatible with 802.11N over 2.4 GHz or 5GHz and compatible smartphones, tablets, and streaming media devices [Note: Roku, Apple, Apple TV, Google, Google Chromecast, Amazon, Amazon Fire TV, Amazon Fire TV Stick, iOS, and Android smartphones and tablets are the trade names and trademarks of their respective owners, are not in any way owned or controlled by Antennas Direct, Inc., and are used herein only to illustrate product compatibility].


text:
Morningstar 2020 Winter Reading List
We asked Morningstar staff what they planned to read this winter and they responded with an eclectic mix of psychology, self-help, business management, current affairs and American history
Lex Hall 6 January, 2020 | 1:22AM
The ultimate gift – be it for Christmas or any other occasion – is one few, if any of us, can give: the gift of time. Time to save, time for the interest on your savings to compound, time to stop, time to think. And of course, time to read.
We asked Morningstar staff what they planned to read this winter and they responded with an eclectic mix of psychology, self-help, business management, current affairs and American history.
This year, Morningstar senior equity analyst Brian Han read The Blind Side by Michael Lewis, the journalist capable of turning a seemingly humdrum business yarn into a page-turner. For Hollywood script writers, a Lewis book – such as The Big Short, Lewis's account of the subprime loan scandal that led to the financial crisis – is like gold dust.
"Although published more than decade ago, this remains my favourite of all Lewis's books," says Han, "which is saying something, given his incredible collection of works (The Big Short, Liar's Poker, Moneyball, The Fifth Risk). Ostensibly, the book is about American football, its evolution over time and the rise of this one innocuous left-tackle position whose primary role is to protect the most important player in any gridiron side, the quarterback.
"On the other hand, it is about a poor African-American kid from a broken home, adopted by a wealthy white family through whose support the kid gets a chance in life and becomes a professional left-tackle player. The appeal of the book lies in how Lewis weaves and juxtaposes these two subjects, delving into the human aspects of the sport and the American social class debate. And, as with most Lewis books, there are lessons that can be applied in the investment sphere, such as the importance of identifying cause-and-effect, and the psychology of winning, whether in sport, life or the stock market."
Michael Lewis, best-selling author books such as The Blind Side, Moneyball and The Undoing Project
Like Han, Morningstar equity analyst Nicolette Quinn is looking forward to curling up with Lewis. Quinn is reading The Undoing Project: A Friendship That Changed Our Minds. "This is the true story of the relationship between arguably the two pioneers of behavioural economics, Daniel Kahneman and Amos Tversky," says Quinn. "It is not a textbook, but rather focuses on how their unique partnership was an essential ingredient in creating the ground-breaking work and how their own very human messiness was also their undoing."
Another book on Quinn's bedside table is Where are the Customers' Yachts? Or A Good Hard Look at Wall Street by Fred Schwed Jr.
"You will never guess that this book was written in 1940 because its satirical look at the characters of the financial markets is as applicable today," says Quinn. "Testament to that is the title would have been a perfect alternative for the royal banking commission. It is laugh-out-loud funny, and you will have a queue of people waiting to borrow it from you!" And if you wanted further incentive to read, there's a foreword by none other than Michael Lewis. "Once I picked it up I did not put it down until I finished … What Schwed has done is capture – in deceptively clean language – the lunacy at the heart of the investment business."
Morningstar director of equity research Mathew Hodge, who covers resources companies among others, is reading Principles: Life and Work by Ray Dalio. In 1975, Ray Dalio founded an investment firm, Bridgewater Associates, out of his two-bedroom apartment in New York City. Forty years later, Bridgewater has made more money for its clients than any other hedge fund in history and grown into the fifth most important private company in the US, according to Fortune magazine.
As its title suggests,this 593-page tome is essentially two books in one. Every business luminary, from Bill Gates to Michael Bloomberg, waxes lyrical about the effect of this book – part bio, part business instruction manual – on their careers. So what are you waiting for? Read it over winter and then start your own hedge fund.
Bridgewater Associates founder and author of Principles Ray Dalio
In the time it takes you to read Dalio, you could probably just get through the title of another book on our list. Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder by Ariana Huffington. What she lacks in concision, Huffington – co-founder and editor-in-chief of the Huffington Post news website – makes up for in wisdom and entertainment, according to Morningstar marketing associate Laura Zakeli.
Huffington likens our drive for money and power to two legs of a three-legged stool. It may hold us up temporarily, but sooner or later we're going to topple over. We need a third leg – a "third metric" for defining success – in order to live a healthy, productive, and meaningful life.
"I read it when I didn't know what to do with my career or how to go about it," says Zakeli. "This book helped put things in perspective for me. It's light-hearted and she's a good writer. I particularly enjoyed the way in which she talks about her personal life.
"She tells you about her upbringing, what led to her eventual burnt out, and how she overcame that and learned how to prioritise things. She draws a lot on Greek mythology and ancient philosophy too. Although she quotes old white men, that's perhaps not the intended audience!"
Huffington Post co-founder and author of Thrive, Arianna Huffington
Nine Lies About Work: A Freethinking Leader's Guide to the Real World by Marcus Buckingham and Ashley Goodall. Despite the book's lofty title, Buckingham and Goodall have set themselves an honourable mission: to lay bare those cliched mantras that pervade the 21st century workplace. "You crave feedback. Your organisation's culture is the key to its success. Strategic planning is essential. Your competencies should be measured, and your weaknesses shored up. Leadership is a thing."
Rubbish, say Buckingham and Goodall. Forget what you know about the world of work. Genuine "freethinking leaders", the authors tell us, "recognise the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma."
Bagehot: The Life and Times of the Greatest Victorian by James Grant. Journalist, essayist, businessman, and at one time the "greatest conversationalist in London", Walter Bagehot (pronounced "badge-it") lives in on the eponymous weekly column in the Economist. Bagehot's father founded and owned the esteemed newspaper – and Bagehot went on to become its editor-in-chief for 17 years from 1861. Grant offers a witty and elegant portrait of one of the 19th century's greatest public thinkers.
No winter reading list for the investment-minded is complete without The Intelligent Investor by Benjamin Graham. Published in 1949, it is, as Morningstar product manager Mark Lamonica notes, roundly considered as the bible of value investing.
"Earlier this year, my wife Haley asked me for a book she could read to learn a little more about investing," Lamonica says. "After considering several options I thought you couldn't get much better than The Intelligent Investor. It was a great experience for us as we discussed how the foundational concepts outlined by Graham influenced our own investing approach. The only downside is that Haley now expects me to read something related to her profession – I'm starting to regret marrying a neuropsychologist."
Morningstar senior editor Glenn Freeman is also focused on the evolution of world affairs. He's reading The Levelling – What's next after globalisation by Michael O'Sullivan. O'Sullivan argues we are witnessing a "levelling-out" of wealth between poor and rich countries, of power between nations and regions, of political accountability from elites to the people, and of institutional power away from central banks and defunct 20th-century institutions such as the WTO and the IMF.
Morningstar editor Emma Rapaport has been poring over Billion Dollar Whale: The Man Who Fooled Wall Street, Hollywood, and the World by Bradley Hope, Tom Wright. "Wall Street Journal reporters Tom Wright and Bradley Hope chronicle how fugitive Malaysian businessman Jho Low allegedly pulled off one of the greatest financial heists in history, masterminding the theft of billions from a Malaysian sovereign wealth fund known 1MDB," says Rapaport. "With his wealth, Low rubbed shoulders with A-list Hollywood celebrities like Leonardo DiCaprio and socialite Paris Hilton. Low's influence touched some of the world's leading financial firms.
Protesters in Malaysia brandish placards of Jho Low
"Wright and Hope's revelations stoked public anger against the Malaysian prime minister Najib Razak, who was defeated in a historic election upset last year.
"Beyond the outrageous details, which are fantastic to read, I loved this book for its glimpse into the world of sovereign wealth funds in the post-GFC era, and the US financial firms that assisted their rise. Wright and Hope say Low's success is rooted in the failures of the 21st century global economy. I can't help but agree. If you like international scandal, financial corruption and luxury lifestyles of billionaires, this book is for you."
As usual Morningstar's head of equity research Peter Warnes will take a break from the financial press to instead focus on the form guide. Why? "Because I want tomorrow's results today." And in between races, Warnes recommends you visit - or revisit - Not A Penny More, Not A Penny Less, the debut novel of Jeffrey Archer. Said to have been inspired by Archer's real-life experience of near-bankruptcy, the novel, published in 1976, recounts the story of Harvey Metcalfe, who gets in hot water by selling inflated oil stocks to the wrong people.
EDUCATION INDIVIDUAL PERSONALFINANCE PSYCHOLOGY
Investment adages that don't make sense
Yet they will not become extinct
The investor's guide to year-end taxes
Navigate the nuances that CRA uses to take their share so you can keep a bigger piece of your ...
What makes a fund company excellent?
The critical item is the hardest to measure
Lex Hall is an editor at Morningstar Australia.


The ventilation system provides appropriate chest rise with BMV (Bag Valve Mask)and MTM (Mouth to Mouth). Three included chest springs (soft, standard, hard)enable simulating compressions on various chest stiffness' within the most typical range of required force (30 – 60kg) for reaching a Guideline compliant depth.
Detailed,real-time feedback and summative performance results guide trainees to deliver CPR in accordance with the Guidelines.
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UBAY ARRASTRE AND STEVEDORING SERVICES, INC., JESS ALIGADO and ALEXANDER GAVIOLA, Petitioners, v. HON. CRESCENCIANO B. TRAJANO, Undersecretary of Labor and Employment; HON. BARTOLOME C. AMOGUIS, Regional Director, Regional Office VII, Department of Labor and Employment; ROBERTO A. PALERMO, ET AL., * respondents.
Gaviola Law Offices for Petitioner.
Public Attorney's Office for Private Respondents.
The question raised in this petition is whether Republic Act No. 6715, which took effect on 21 March 1989, applies to cases for illegal dismissal and money claims which were brought before the Office of the Regional Director of the then Ministry of Labor and Employment in 1980.
"A careful consideration of the above-quoted three (3) provisions of the Labor Code leads the Court to reiterate its ruling that the exclusive jurisdiction to hear and decide employees' claims arising from employer-employee relations, exceeding the aggregate amount of P5,000.00 for each employee, is vested in the Labor Arbiter (Article 217(a)(6). This exclusive jurisdiction of the Labor Arbiter is confirmed by the provisions of Article 129 which excludes from the jurisdiction of the Regional Director or any hearing officer of the Department of Labor the power to hear and decide claims of employees arising from employer-employee relations exceeding the amount of P5,000.00 for each employee.
Considering that, as hereafter shown, the individual claims of the private respondents far exceed P5,000.00, we find no cogent reason why R.A. No. 6715 should not apply to the complaints of the private respondents. We are not unaware of the exceptions to the doctrine that curative statutes are to be given retroactive effect, viz.: the curative statutes must not violate the Constitution; nor must they impair vested rights or the obligations of contracts. 13 Nevertheless, none of the exceptions has been shown to apply in this case.
Let us now unfold the factual and procedural antecedents of this case.
The specific monetary awards to the 25 complainants represent emergency cost of living allowance, 13th month pay bonus, service incentive leave pay, and legal holiday pay.
On 15 February 1991, the petitioners filed a motion for reconsideration 20 based on questions of law, alleged errors in the findings of fact, and lack of jurisdiction on the part of the Regional Director over the claims.
Petitioners' motion for reconsideration of the above order and supplemental motion for reconsideration were denied by Undersecretary Trajano in the Orders of 19 June 1992 and 18 August 1992, respectively. 25 The later order was made final.
In their Comment, the private respondents allege that when the complaints were filed in 1980, R.A. No. 6715 was not in force yet and the Regional Director still had jurisdiction over the complaints. Having acquired jurisdiction over their claims at the inception, such jurisdiction continues until the entire controversy is finally decided. 31 While they concede that R.A. No. 6715 can be considered a curative statute, it cannot be given retroactive effect in the instant case for there is nothing irregular or erroneous in the assumption by the Regional Director of jurisdiction over these cases. Furthermore, at the time R.A. No. 6715 was enacted, the complaints were no longer pending with the Office of the Regional Director but were pending appeal before the Office of the Secretary of the DOLE.
For their part, the public respondents allege in their Comment that although R.A. No. 6715 can be given retroactive effect because it is a curative statute, the principle cannot apply when vested rights would be impaired. 32 They contend that the 18 May 1990 Order of the Undersecretary had become final and executory because of the failure of the petitioners to file a timely motion for reconsideration; however, they make no reference to any date when the said order had supposedly become final. They further allege that the complaints were filed in 1980 and decided in 1982 when the Regional Director still had jurisdiction over the cases, which decision was affirmed by authority of the Secretary only after eight years, or on 18 May 1990, for reasons not attributable to the complainants.
On 3 February 1993, we gave due course to the petition and required the parties to submit their respective memoranda.
5.	All other claims arising from employer-employee relations, unless expressly excluded by this Code.
We reiterate then that no cogent reason exists why R.A. No. 6715 and the cases of Briad and Servando's should not apply to the instant petition. Petitioners cannot be said to have been estopped to question the jurisdiction of the Regional Director. They did not seek affirmative relief before the Regional Director or submit their evidence before him. They also raised the issue of jurisdiction before the DOLE in their motion to reconsider the 18 May 1990 Order.
WHEREFORE, being impressed with sufficient merit, the instant petition is hereby GRANTED and the challenged Orders of (1) 22 November 1982 of the Regional Director, Region VII, Cebu City, of the Department of Labor and Employment in BO Cases Nos. 80-237 to 80-242, BO 80-243 to 80-251, and an unnumbered case; (2) 18 May 1990 of Undersecretary Dionisio C. de la Serna; and (3) 7 February 1992, 19 June 1992, and 18 August 1992 of Undersecretary Crescenciano B. Trajano in the said cases, are REVERSED and SET ASIDE. The said cases are REFERRED to the appropriate Labor Arbiter for proper disposition. The pendency of these cases with the Office of the Regional Director (Region VII) and with the Office of the Secretary, both of the Department of Labor and Employment, and with this Court shall be deemed to have tolled the running of the prescriptive period.
Cruz, Bellosillo and Quiason, JJ., concur.
*	Aside from Roberto A. Palermo, there are 24 other complainants before the Office of the Regional Director, Region VII, DOLE, who are enumerated in the latter's Order of 22 November 1982 but are not specifically mentioned in the caption of the Petition in this case.
1.	179 SCRA 269 .
2.	174 SCRA 524 .
3.	Citing Garcia v. Martinez, 90 SCRA 331 ; Calderon v. Court of Appeals, 100 SCRA 459 ; Pepsi Cola Bottling Co. v. Martinez, 112 SCRA 578 ; Ebon v. de Guzman, 113 SCRA 52 ; Agusan del Norte Electric Coop., Inc. v. Suarez, 125 SCRA 436 .
4.	181 SCRA 675 [30 January 1990].
5.	182 SCRA 5 [7 February 1990].
6.	184 SCRA 551 [25 April 1990] and 199 SCRA 568 [25 July 1991] re denial of motion for reconsideration.
7.	184 SCRA 664 [26 April 1990].
8.	187 SCRA 358 [12 July 1990].
9.	198 SCRA 156 .
10.	208 SCRA 25 [10 April 1992].
11.	214 SCRA 578 [15 October 1992].
12.	215 SCRA 10 [21 October 1992].
13.	Briad Agro Development Corp. v. De la Cerna, 174 SCRA 524, 532 .
14.	They were the Manager and President, respectively, of UBASCOR.
15.	Annex "E" of Petition; Rollo, 48-54.
18.	Order of 18 May 1990 of DOLE Undersecretary de la Serna, 3; Id., 21.
19.	Annex "A" of Petition; Id., 18-21.
20.	Annex "A-1" of Petition; Rollo, 22-36.
21.	174 SCRA 524 .
22.	Annex "B" of Petition; Rollo, 37-44.
25.	Annexes "C" and "D" of Petition; Rollo, 46-47.
26.	Annex "G" of Petition; Id., 58-59.
29.	Supra., and the amendatory resolution issued in the same case on 9 November 1989, 179 SCRA 269 .
31.	Odin Security Agency v. De la Serna, 182 SCRA 472 .
32.	SSK Parts Corp. v. Camas, supra., citing Development Bank of the Philippines v. Court of Appeals, 96 SCRA 342 ; Santos v. Duata, 14 SCRA 1041 ; and Briad Agro Development Corp. v. De la Serna, 174 SCRA 524 .
34.	Promulgated on 1 May 1980.
35.	146 SCRA 50 .
36.	174 SCRA 524 .


text:
NewsHealthontariocoronavirus
Ontario Hospitals To Lay Off Over 100 Nurses Despite Staff Shortages
"This is not the time to be cutting registered nurses."
Sherina Harris
Reporter, HuffPost Canada
Sep 23, 2020, 05:10 PM EDT
Registered Nurse Shekiba Khedri holds a bagged gift from Prince Edward Island handed out by Ontario Premier Doug Ford to health-care workers at Birchmount Hospital in Toronto on Monday, June 8, 2020.
The president of the Ontario Nurses' Association (ONA) says it's "unacceptable" for Ontario hospitals to lay off dozens of registered nurses as the province approaches flu season, a second wave of the COVID-19 pandemic and a backlog of surgeries.
Southlake Regional Health Centre in Newmarket announced this week that it will reduce 95 positions.
Located in Ontario Health Minister Christine Elliott's riding, the hospital has already been operating over capacity. Southlake was over capacity for all but seven days of the first half of 2019, a CBC News investigation found.
"They are already at a really serious or critical point in their staffing. And then now to announce layoffs of this number of registered nurses is shocking and it's unacceptable," ONA President Vicki McKenna told HuffPost Canada.
NurPhoto via Getty Images
A sign thanking frontline workers during the COVID-19 pandemic in Toronto, Ont., on June 30, 2020.
McKenna said she's heard from nurses at Southlake that they're already spread thin. Some, she said, are thinking of leaving because of the workload and stress, even if they're not directly impacted by the layoffs.
Southlake is facing a "substantial deficit" that dates back to before the COVID-19 pandemic, Kathryn Perrier, manager of corporate communications, said in a statement. It will partner with Ontario Health Central Region for an independent, external review of its funding position and requirements.
In addition to the registered nurse (RN) reductions, Southlake also eliminated 34 administrative positions, Perrier said. The hospital plans to add 49 registered practical nurses, 29 patient services partners and three social workers.
"Given the number of current and potential future clinical vacancies we have, we are hopeful to avoid any frontline involuntary employment loss at Southlake," Perrier said.
WATCH: Pharmacies to begin COVID-19 testing in Ontario. Story continues below.
McKenna said that if budget concerns are the reason for the layoffs at Southlake, the province needs to step in to do an audit and stop the layoffs from proceeding.
"This is not the time to be cutting registered nurses," McKenna said. "This needs to stop."
Two more health-care facilities have also announced layoffs.
Toronto Rehab, part of the University Health Network, is laying off 30 full-time RNs, positions that will be replaced by registered practical nurses and unregulated health-care providers, the ONA said earlier in September.
A spokesperson for Toronto Rehab said ONA members were notified in January and the "majority" of the 29 affected RNs were all able to be relocated to other internal opportunities. No involuntary layoffs resulted from the restructuring, they said.
Lakeridge Health, a hospital in Durham, is also laying off eight full-time and six part-time RNs to balance its budget, the ONA said.
newsHealthontariocoronavirusnurses
Ontario Nurses Given 'Insulting' 1% Wage Increase In Pandemic
Ontario Must Address Long-Term Care Staffing Crisis As Cases Surge: Unions
Lakeridge spokesperson Sharon Navarro said the hospital must issue a layoff notice at the same time as a job offer when moving an employee to another team. She said the hospital does "not expect any nurse who wants to work at Lakeridge Health to leave the organization," adding there are job vacancies across the hospital. Lakeridge is recruiting for 150 nursing positions, Navarro said, with the majority of positions for RNs.
A Ministry of Health spokesperson said in a statement the ministry expects hospitals to minimize impacts on front-line care when making operational decisions. They added the province will continue to work with Southlake Regional Health Centre, Lakeridge Health and the University Health Network "to understand their systems needs as we continue to battle COVID-19."
"We value the work that nurses do. We can't run a system without them."
- Paul Calandra, Ontario government house leader
The ministry spokesperson also said Southlake and Lakeridge both received a funding increase of over $5 million this year, and the University Health Network, which owns Toronto Rehab, has received over $20 million in additional funding.
In question period Wednesday morning, NDP MPP France Gélinas asked what the province is doing about the layoffs at Southlake.
Government house leader Paul Calandra said he wouldn't comment on negotiations between the hospital and its staff. However, he said the government has made "significant investments" in health care and that nurses are "vital" to improving the system.
"We value the work that nurses do. We can't run a system without them," he said. "And there is going to be continued investments to make sure that all Ontarians have access to the highest quality care that this province can provide."
Fewer registered nurses impacts patient wellbeing
The research on RNs is clear, McKenna said: their care makes a "tremendous difference" in patients' wellbeing, the length of their hospital stay and the care they experience.
If an RN who already has a full caseload takes on one new patient, patients have both a seven per cent increased risk of experiencing complications and a seven per cent higher risk of dying, the ONA said in a 2016 report. For the nurse, the increased workload also means a 23 per cent higher risk of experiencing burnout.
More care by RNs means fewer patient complications and deaths, shorter hospital stays and fewer readmissions, ultimately causing financial savings in the system, the report states.
Steve Russell via Getty Images
A lineup of 150 people to get a test at the Toronto Western Hospital COVID-19 Assessment Centre on Sept. 15, 2020.
Working through the COVID-19 pandemic has already been difficult for RNs without worrying about their job security, McKenna said. In Ontario, nine health-care workers have died from COVID-19, according to a report from the Canadian Institute for Health Information.
The report also found health-care professionals accounted for 19.4 per cent of positive COVID-19 cases in Canada as of July 23, compared to a global average of 10 per cent.
The Southlake spokesperson said there may be an option for clinical staff to move to a different area of the hospital, and appropriate skills development and support will be provided to those who do this.
""It's really demoralizing to the workforce ..."
- Vicki McKenna
While McKenna said it may be possible for nurses to find another job within their facility, she noted RNs are highly specialized and educated — and there's a shortage of them in hospitals across the province and country. That means RNs who are laid off may leave entirely to work as an RN at a new facility to find work to support themselves and their family, she said.
"It's really demoralizing to the workforce, to the nurses left behind that lose their colleagues but also know that their workload is going to increase," she added.
McKenna said she's worried that nurses will become burned out and then become injured or sick.
"It's like a tumbleweed that's growing and growing."
Getting A Flu Shot Might Not Be Easy This Year — But It's Worth It
Shaming Young People As Party Animals Ignores Their Actual COVID-19 Risks


text:
Princess State of Mind
Fiction, fairy tales, and the fairer sex
Saving Cinderella
Why Make 'Frozen' About Sisters? The Original Story Was Already Feminist!
Faith Moore	Uncategorized	 January 13, 2019 3 Minutes
Before Frozen was released in 2013, an adaptation of "The Snow Queen" had been in the works at Disney for over seventy years. Walt Disney himself loved Hans Christian Andersen's fairy tale and hoped to adapt it for film. But neither he, nor others at Disney throughout the years, could figure out how to do it because, in the original story, the Snow Queen herself is a bit of a troubling character. Her motivations are unknown and she sort of randomly disappears at the end without getting her just desserts. It was only in turning her into the protagonist's sister that Disney felt they'd finally found their way forward.
Creating a commercially successful Disney princess film that focused on sisters (instead of lovers) was seen as a feminist coup. "None of the key plots points revolve around the protagonist getting wifed up," crowed Chelsea Mize of Bustle. Jane Merrick of The Independent thought the film might usher in "the future sixth wave of feminism." And the filmmakers clearly knew what they were doing, with lines like "you can't marry a man you just met" and the traditional Prince Charming character (Hans) turning out to be a murderous psychopath. It was more than a story. It was a manifesto.
But the original fairy tale (written in seven parts in 1844) was already feminist. It's the story of a girl who goes on an epic and harrowing journey to save the boy she loves. A girl saving a boy through an act of physical strength: a long and arduous journey, on which she must use her wits, her courage, and her physical fortitude to survive. Why make the whole thing about negating romance when it was already a completely "feminist" reversal of "gender norms"? Instead of a princess being victimized by a wicked witch and needing a gallant rescuer to save the day, this story has a boy being kidnapped by a wicked queen and needing to be saved by a girl.
Hans — Anna's sociopathic suitor — was obviously modeled on Kay, from "The Snow Queen," who gets a piece of enchanted mirror stuck in his eye, and another in his heart, such that "everything great and good appear[ed] small and ugly, while all that was wicked and bad became more visible." He no longer has the capacity to love his best friend Gerda and he leaves her behind to play in the town square without her. But, making Hans's lack of feeling simply a character trait (rather than the product of an evil spell) means that he isn't worthy of being saved. And this, in turn, makes a statement about fairy tale princes — they're never as great as they seem.
But surely getting pieces of enchanted mirror stuck in your body and then allowing yourself to be whisked away by a person made of ice, and needing to be saved by your friend who's a girl would also send the message that Prince Charming needs a little help sometimes too. But that, I think, wouldn't have been enough. Because it isn't just that it's not always the man that rides in to save the day (or the girl who needs to be rescued), it's that Prince Charming is actually evil and you're better off without him.
Frozen takes a basically good guy (Kay) and turns him evil (Hans), and a basically evil girl (the Snow Queen) and turns her good (Elsa). All that kidnapping people and planting frozen kisses on them until they are "blue with cold, indeed almost black" but don't feel it because their hearts are frozen (as the Snow Queen does in the fairy tale) was just a big misunderstanding — she couldn't help it. But being a handsome prince, that's unforgivable.
Gerda travels far and wide in search of Kay, encountering wicked witches, robbers, and verbose flowers, and conquers them all single-handedly. She befriends talking animals, strange women in huts, and even a prince and princess, and finally thaws Kay's heart with the warmth of her falling tears. Anna is also brave and selfless but her act of self-sacrifice to save her sister is less the culmination of all the hard work she has done on her journey, and more a spontaneous act of protection meant to show us — in the film's big "gotcha" moment — that "true love" doesn't always have to be romantic.
Disney's desire to appease the feminists and create a story that totally upended the trope of the fairy tale prince caused them to miss the already "feminist" storyline of the original fairy tale. And while I don't particularly need a Disney princess movie about a princess saving a prince (instead of the other way around) through an act of physical bravery, I would much prefer that to the notion that Prince Charming, as a concept, is evil.
Prince Charming is far from evil. In fact, when choosing your own romantic partner, I hope you won't settle for anything less.
Published by Faith Moore
View all posts by Faith Moore
Previous Post Hey Feminists, Please Watch 'Enchanted'!
Next Post Katherine of Aragon: Real-Life Fairy Tale Princess
5 thoughts on "Why Make 'Frozen' About Sisters? The Original Story Was Already Feminist!"
otnesse says:
Well, to be fair, even in the original fairy tale, Elsa wasn't evil, she was also a victim (originally, the actual villain was a really evil troll who got sealed in the mirror, and whose mirror shards started the whole mess.). In fact, ironically, Disney's rendition was a bit more faithful in that respect.
But yeah, there was no real reason to make Hans evil (especially when the only reason he became evil was due to a literal last-second rewrite thanks to "Let it Go").
And your complaints about Disney's handling of The Snow Queen reminds me a bit about some of the issues I have with Disney's Beauty and the Beast. In a way, the original fairy tale also was very feminist as well, since in Villeneuve, the Prince's mom was practically a Voyevoda (female Warlord) who waged war after her husband died, and the Prince being cursed was thanks largely to the fairy trying to rape him, and him standing his ground. Oh, and Belle was half-Fey raised as a human (she had been the offspring of a human king and a fairy), and she was raised as a merchant's daughter to replace his original daughter who died. And in both Villeneuve and Beaumont's versions, Belle volunteered to go to the castle in the first place precisely because she realized she was pretty much at fault due to it being her request for a rose that landed her dad in hot water. Oh, and she also needed to learn the lesson of true beauty coming from within. And the main villains… were Belle's sisters. There was no male suitor involved at all barring Beast obviously. Linda Woolverton and Jeffrey Katzenberg demanded an uber-feminist rewrite thanks largely to negative reception by critics towards Ariel in The Little Mermaid, which included needlessly demonizing the Bimbettes simply for falling for Gaston, not even SHOWING any negative, inherently ugly traits about them beyond that. They weren't shown to be jealous of Belle at all, and if anything were implied to have supported their marriage despite being in love with Gaston and being hurt by Gaston not choosing them (almost similar to Ariel when Eric seemed to be marrying Vanessa over herself, as a matter of fact), they weren't even involved in the planning process for Gaston's blackmail, let alone the mob song later on. Actually, in a way, it was thanks to Beauty and the Beast that this mess with Frozen ended up happening.
And personally, I thought The Snow Queen was a LOT better than the original version of The Little Mermaid.
You make some very good points about Han's abrupt change from Prince Charming into the evil bad guy.
My major objection to the "Frozen" story is the same I had for "Atlantis". In the latter, the story begins with the expedition captain, Rourke, as the prototypical super competent boy scout type captain who "surprise!" is actually the evil greedy bad guy. No foreshadowing, no hints. The same deal with Hans. If these were live action films, the character who isn't what he seems would be played by a slightly swarmy actor and let the audience wonder and worry about it as a possibility, increasing the tension. But the character designs in both movies project an archetypal solid character who they then run a jarring "gotcha!" on. In both cases I found it taking me out of the story. Particularly so in "Atlantis" as the comically diverse crew made it plain that powerful white males are something not to be trusted.
Well, to be fair, Rourke at least had his placing a lot of emphasis on "rich" in a few scenes as foreshadowing, or the closest thing to that, which is still more than what Hans got, which is absolutely nothing. But yeah, agreed there as well. Doesn't help either that such a gotcha moment was completely pointless if they wanted to condemn capitalism since Whitmore was depicted as a good guy (not that I want capitalists to be depicted as bad guys, mind you, but still…). Actually, come to think of it, while not Disney, the first Resident Evil had something similar with Albert Wesker, where he also came across as a boy scout, yet then pulled a gotcha moment on everyone by being the main bad guy. At least the REmake had Wesker's lines being delivered before the reveal in a way that made you unsure of him.
I haven't seen Atlantis in a while, but getting rich by bringing back artifacts from a dead ancient civilization and taking the source of "magic" from a native people are two widely different things from a moral POV. So uttering the line before they realize there's people there is a pretty small hint. Atlantis is another Pocahontas story so apparently Disney thought it would be a good idea to do it a second time in case the "message" didn't get through the first time.
Does anyone have a recommendation of The Snow Queen with great illustration?


text:
Zeldin touts Trump's accomplishments as House votes to impeach president for second time
President Donald Trump and Congressman Lee Zeldin in Westhampton in 2018. (Credit: Tara Smith/file)
The House of Representatives voted to impeach President Donald Trump on Wednesday following last week's attack on the U.S. Capitol.
Congressman Lee Zeldin (R-Shirley) did not break party ranks and voted against the resolution, which stated "that President Trump incited an insurrection against the government of the United States."
Mr. Trump becomes the first president to be impeached twice. He was also impeached in 2019 for abuse of power and obstruction of Congress and the Senate later acquitted him at trial on both charges.
Ten Republicans voted for the impeachment Wednesday, including Rep. Liz Cheney, the No. 3 House Republican. The final vote was 232-197 to impeach the president, who will leave office in one week as Joe Biden is inaugurated on Jan. 20.
Mr. Zeldin spoke during the debate Wednesday and ended his remarks by saying, "Let's be honest that this president did a lot to make America greater than ever."
He spoke about a "double standard" of the House rules and said Americans were lied to about collusion with Russia in the 2016 election, which was the subject of the Mueller report.
He said the president did not deserve blame for last week's attack because rioters had already begun pushing toward the building as the president spoke at the nearby rally.
"We all know this was a pre-planned attack," Mr. Zeldin said. "We all know that there were pipe bombs being discovered while the president was speaking. We all know that the Capitol perimeter was being breached during the president's speech. We know this was pre-planned and it started while the president was speaking. Why is that not in the articles of impeachment?"
He then thanked the president for "his effort to defeat MS-13 in my district."
The impeachment resolution noted that "prior to the joint session of Congress held on January 6, 2021, to count the votes of the electoral college, President Trump repeatedly issued false statements asserting that the presidential election results were fraudulent and should not be accepted by the American people or certified by state or federal officials.
"Shortly before the joint session commenced, President Trump reiterated false claims to a crowd near the White House and willfully made statements to the crowd that encouraged and foreseeably resulted in lawless action at the Capitol."
Mr. Zeldin has faced increase scrutiny over the past week and protesters gathered outside his Patchogue office Monday and a petition seeking his expulsion "for his act of sedition" has gained more than 2,200 signatures.
Mr. Zeldin was re-elected to a fourth term in November, defeating Democratic challenger Nancy Goroff.
Mr. Zeldin vowed on Twitter there was "not a chance" he would resign.
Removal from office seems unlikely before the Jan. 20 inauguration of President-elect Joe Biden. The soonest Republican Senate leader Mitch McConnell would start an impeachment trial is Jan. 19, McConnell's office said. https://t.co/zvrRHpAsMw
— AP Politics (@AP_Politics) January 13, 2021


text:
Q: I cannot watch Vuex state in components within v-tabs until first visit vuetify: ^2.5.10
vuex: ^3.6.2
vue: ^2.6.14
I have an application developed in v-tabs. In the child component in the first of these tabs, I have a
<v-file-input
    v-model="file"
    outlined
    :rules="selector_rules"
    :clearable="false"
    :show-size="1000">
</v-file-input>
<v-btn color="primary" @click="commitData" class="mr-2">Commit</v-btn>

with
commitData() {
  this.$store.commit('setFile', this.file)
},

The store gets correctly set because the following computed property in the parent component
computed: {
    ...mapGetters({
      file: 'getFile',
    }),
},

seems to work: I watch it in this way:
file: {
  deep: true,
  immediate: true,
  handler() {
    console.log("Received file: " + this.file);
  }
},

The surprising thing, at least to me, is that the very same watch above, implemented in another component in the second tab, does not work until I visit (i.e., switch to) the second panel. However, the computed property works in this component because in the template I can see the new property.
After the first visit to the tab, the watch continues to work without problems.
Is there a reason for that and a way to avoid visiting it to make the watch work?

A: v-tabs loads content only on visit. Which means component will mount only when it's active.
You can use eager prop on your v-tab-item components to make sure they're always loaded and mounted.
API Docs reference: https://vuetifyjs.com/en/api/v-tab-item/#props-eager


Launched as a 501C3 in 2012, our program is based on active, participatory, student-centered civic engagement focusing on youth development, leadership skills and empowerment. We connect youth to collaborate with community partners, government officials, and agencies to address broader community issues.
Our programming has been recognized for outstanding youth development by the City of Boston, Harvard University, the Boston City Council and the Boston Youth Services Network.
We are a true agent of change collaborating with: government, community organizations, schools, and businesses to bring about change in our students and the community through student-centered, participatory civic engagement. Our students define their own agenda, objectives, and action and are empowered to have a voice that might otherwise not be heard while changing their lives and the community.
Our school year program has been offered as an: in-school, after-school, and community-based program including: Boston Public high schools and middle schools, the Harvard Ed Portal, Freedom House, and Boston Public School (BPS) headquarters. Sample event topics include bullying, gang violence, youth suicide prevention, uniqueness, gentrification, youth homelessness, and racial injustice. We have collaborated with over 80 partners including nonprofits, government agencies, businesses, and higher education.
Our 2016 Summer Youth Leadership program launched YouthWOKE, a group of students from across BPS focused on racial equity within their schools and the community. This student facilitated program meets with their peers weekly at BPS headquarters to discuss racial and social justice issues and to develop programming on these issues.
Our YouthDoors provides collaboration to open doors for disadvantaged youth to expand learning outside the classroom through teaching, mentoring, and networking opportunities with professionals in education, business, and the Boston area community. We match YouthDoors volunteers to needs from youth across Boston.
In 2017, we expanded our programming to high school immigrant youth through YouthBuild in Cambridge and middle school students at the Young Achievers School in Mattapan.
We are currently working with the City of Boston, BPS and community partners to develop a collaborative approach to bringing participatory civics programming to K-12 across BPS. Our vision is participatory, student-centered, civic engagement opportunities for all BPS K-12 students across Greater Boston.
Now more than ever, we must civically engage our youth to protect the future of our Democracy and to correct the systemic social issues of our time.
Our program focuses on youth development, leadership skills and empowerment through active civic participation and experiential learning. We utilize strategies that connect youth through collaboration with community partners, government officials, and agencies to address broader community issues. Our students choose a social issue to address by conceiving, developing and implementing a group project for, and in collaboration with the community.
Our Democracy depends on teaching and nurturing citizenship to develop our future civic leaders and civically responsible citizens. The social injustices in our society will not change if those most affected do not have a voice or engage in responsible active citizenship. This is why our organization is committed to bringing student-centered, experiential civic programming to youth with a focus on marginalized youth.
Community Call is an organization that has a significant impact on marginalized youth and the community. The organization's work has been validated by our students, our collaborating partners, by City Government, and by higher education institutions. The program truly empowers youth by providing experiential opportunity in civic programming. Students use their lives as a catalyst for making a change in their lives and the community.
Our challenge as an organization is to continue to pursue our mission and create awareness of the exceptional work of the organization. As a truly innovative change agent, many try to compare our work with other organizations or measure our outcomes with old school standards. Being an innovator makes it more challenging for people to understand and appreciate your work but the organization continues to make its impact. We believe that focusing on social emotional learning is the basis for all other learning and a strong determinate for future outcomes and successes. If you do not believe in yourself or you are not able to connect with others, it is difficult to achieve sustainable progress. When a youth feels valued and empowered, the future will provide more opportunities.
We work with Boston economically disadvantaged youth, LGBTQ, youth living on their own, opportunity youth, ethnically diverse, court involved youth, and youth with emotional/learning disabilities. We provide opportunities in the places where youth are located. We work closely with the Boston Youth Services Network, Boston Public Schools, and the City of Boston which allows us to better identify and access the students we want to reach for our program. In 2017, we expanded to Cambridge and the Greater Boston area.
MHYTF evolved from the Boston Homeless Youth Task Force. This program was launched by two homeless youth as a successor to our Eugene Johnson Project (http://www.communitycall.org/the-eugene-johnson-project-a-reality-check-on-youth-homelessness-in-boston/). The Boston task force evolved into an advisory group to the City of Boston. The founders of the task force than relaunched the group to address the homeless youth issue within colleges across the state. They are currently working with community colleges and four year colleges to develop an intercollegiate youth advisory council to raise awareness and address the issues of the estimated thousands of homeless college students within the State of Massachusetts.
a) Create a network of youth who are currently experiencing homelessness or formerly homeless between 18-24 years old.
b) Conduct a needs assessment about unmet needs of homeless youth in Massachusetts by gathering information directly from homeless youth and key stakeholders.
c) Hold open, safe, and accessible meetings where homeless youth can voice their opinions and participate in strategy-based reform.
d) Implement homeless youth led projects in response to the needs identified by homeless youth.
The MHYTF is based on NAEHCY's youth task force structure and concepts. NAEHCY is the National Association for the Education of Homeless Children and Youth. For the past several years, they have been sponsoring "local youth task forces" across the U.S.
NAEHCY homeless youth task forces consist of 2 parts. The first part is the needs assessment. Task force members conduct a needs assessment with homeless youth and ask young people themselves what they want to see change. Second, task force members come up with priorities and devise plans or projects to provide solutions to the problems identified by homeless youth. The task force collaborates with agencies and organizations in Massachusetts to implement solutions.
Success will be monitored through the collaboration of community partners, the engagement of homeless youth, and the impact of their initiatives.
The Boston Homeless Youth Task Force made Boston youth homelessness a priority for the Mayor of Boston. He formerly adopted the task force and they are working with the City's Department of Housing and the Public Health Department to help eradicate youth homelessness in Boston.
Our program focuses on youth development, leadership skills and empowerment through active civic participation and experiential learning. Our strategies connect youth through collaboration with community partners, government officials, and agencies to address broader community issues. Our students choose a social issue to address by conceiving, developing and implementing a group project for, and in collaboration with the community.
We use the Youth Experience Survey from the University of Illinois survey for high-school aged adolescents about their developmental experiences in an extracurricular activity or community-based program. The survey measures growth in attitudes and skills including six conceptual domains of development: Identity, Work, Initiative, Basic Skills, Teamwork and Social Skills, Interpersonal Relationships, & Adult Networks.
Our students show significantly higher growth than the national results in 46/48 of the YES measurements.
Our programs have been recognized by the Boston City Council, Boston Youth Services Network, Harvard University and the City of Boston. Liberty Mutual awarded over $2 million to organizations based on our Homeless Youth project.
YouthDOORS opens doors for disadvantaged youth to expand learning outside the classroom through teaching, mentoring, and networking opportunities with professionals in education, business, and the Boston area community. Our vision is collaboration with all aspects of the community to maximize opportunities and positive outcomes for disadvantaged youth.
Long-term success will show a robust and sustainable network of collaborators representing a diverse group of companies, individuals, and youth. This diversity will include company size, ethnicity, skills, resources, and activities with youth.
If this program is truly successful, it will be the go-to place for connecting all aspects of the community to youth in the community. The hope is to truly create a One Boston where everyone is able to have access and provide resources to those most in need, especially at-risk and vulnerable youth to help break the cycle of poverty and social issues.
Program success will be continually monitored through interviews, surveys, observations, and other feedback. As the facilitator of these collaborations, it is imperative that Community Call consider all perspectives in terms of expectations, management, outcomes, and follow-up. Processes are currently being developed that include a company application process, confidentiality, and other relevant information to assure the safety and effectiveness of the program for all participants.
Success will also be measured by the continual increase in the YouthDoors network size from businesses, government agencies, higher education institutions, and other nonprofits. In addition to the network, the number of employees, youth, and activities will be monitored as measures of success.
YouthWOKE (Working on Knowledge & Equality) is a program developed, led, and managed by Community Call students. The students meet weekly through the school year at Boston Public Schools Headquarters as an independent student activist group.
Foster a safe space for students to share and learn about racial issues affecting them while learning together and becoming empowered to create positive change in their own lives and others.
YouthWOKE has already been featured on the Boston Neighborhood Network News, recognized for youth leadership as a presenter in a youth social entrepreneurship program at Harvard, and the subject of a student documentary.
Their first success was in securing an endorsement from the Boston Public Schools Administration recognizing the value of their program and hosting it within their headquarters. The group is completely independent but has access to the administration when needed or desired.
Their culminating community event for the year will be held in June of 2017 at a local college and will include workshops, speakers, and engaging activities.
This program was developed in response to racial climate issues in the Boston Public Schools. The students plan to continue to run the program out of BPS headquarters every school year in the near future. They will be hosting a community "awakening" event in June of 2017 for youth in the community to raise awareness, discuss the issues, and build bridges.
Other initiatives may include a social media campaign, meeting with activists, and mentoring opportunities among other possibilities. All programming is determined and developed by the youth. The goal is to develop a safe space for youth to discuss racial issues in the schools, community, and country and to find ways to raise awareness and make an impact.
Success is determined by the youth in terms of personal growth, interactions with others, sense of safety and security within the space, youth empowerment, and the strength, reach, and impact of their voice.
Students held a student produced event at Boston Latin School that included students from within the school and friends from outside to raise awareness and discuss racism within the school community. The students shared views as people of color and people of privilege. The event was attended by over 50 students, all of whom felt it was successful and meaningful.
The student leaders were invited to present to a peer group of social entrepreneurs as a summit at the Harvard Ed Portal. They inspired one of the attendees (a sophomore in a suburban school) to produce a brief documentary on the program.
Community Call takes pride in our ability to provide quality, student-centered, experiential civic engagement programming.
We are committed to breaking down silos and collaborating with government agencies, nonprofits, businesses, and higher education to connect youth and the community. We believe that youth who are: engaged with their community, have a voice, and feel valued, will make better life choices benefiting themselves and the community. Studies show that youth who are civically engaged are more like to remain engaged with the community and remain active citizens as adults.
Our goal is to give every youth in Greater Boston, the opportunity to make a difference in their lives and the community. We will work with any organization that shares this vision to make needed systemic changes to our society to provide equal opportunity to everyone.
Carolyn Edwards (MS), has an extensive background in corporate and nonprofit management. Ms. Edwards worked for 25 years in Corporate America as a sales, service, and marketing executive, as well as a national consultant with clients ranging from small business to hospitals and universities to the board rooms of Fortune 50 companies. In addition to her corporate experience, Ms. Edwards has raised money for nonprofits since the age of seven through a variety of entrepreneurial events from backyard fairs to corporate sponsored holiday gift drives to formal events. Over the years, Ms. Edwards developed a talent and reputation for bringing creativity, education, business, and philanthropy together by building partnerships for those in need with those who can meet these needs.
In 2008, Ms. Edwards launched Cool Cat Events, an event planning business serving nonprofits, utilizing student talent from local colleges. Over 300 college students interned or volunteered on Cool Cat Event projects. In 2011, Ms. Edwards taught Event Management at Boston University's School of Hospitality. In 2012, Ms. Edwards launched Community Call as a 501C3 with her own savings to provide experiential, student-centered learning to marginalized high school and opportunity youth in the City of Boston. Since the program was launched, she has facilitated over a dozen courses at seven BPS schools and several community based locations.
Ms. Edwards graduated Boston University's School of Management with a double major in Management and Marketing and received a Masters degree in Nonprofit Management & Leadership from Northeastern University's College of Professional Studies. She is currently a PhD student at UMASS-Boston in Urban Education Leadership & Teaching.
Change takes a community working together. We have no silos in collaboration benefiting the students or the community. Our program interacts with community leaders, government officials, businesses, activists, higher educational institutions, and nonprofits with expertise on issues.
Our key partners are the Mayor's Youth Engagement Office, Boston Public Schools and the Boston Youth Services Network. Community Call has worked with over 80 community organizations, businesses, government agencies, officials, and colleges. We have worked with Harvard, Boston University, Fisher College, and Northeastern as community partners. The Boston Mayor's Office and his staff are also key partners for our programming. All of our programs rely on collaboration with those who have expertise on the issues or the ability to impact them.
Our YouthDOORSs program provides area business employee volunteers and expertise directly to our students from businesses and higher education institutions. Our first YouthDOORS program was held at Boston City Hall in collaboration with Microsoft.
Liberty Mutual adopted our Homeless Youth program feedback and has awarded over $2 million to organizations supporting the recommendations in collaboration with Community Call and the Boston Youth Services Network.
Our vision is One Boston through collaboration and community engagement.
Community Call has an active and engaged Board representing a diverse group of backgrounds, experience and perspectives. In addition, the organization has a Community Advisory Board that provides feedback on specific areas of expertise including activism, education, fundraising and technology. In 2016, Community Call developed it's first Youth Advisory Board consisting of current and former Community Call students to advise on programming, outreach, and to serve as Ambassadors of the organization in the community. These students present at Board meetings and external meetings on a regular basis.
Social responsibility. A disposition towards acting responsibly with the interests of the larger community in mind; demonstrating ethical behavior in a range of contexts.
Global awareness. Applying a range of skills and knowledge to understand and address global issues; and dialoguing and working collaboratively with individuals across cultures, religions and life styles.
Civic literacy. Exercising the rights and obligations of citizenship at all levels, from local to global; gaining skills to participate effectively in civic life, and understanding the implications of civic decisions.
It can act as a gateway to future civic activism as participating youth are more likely to vote and to join community organizations fifteen years down the road.
It can lead to improved attitudes and behaviors related to school and work, as well as increases in academic achievement because students learn best when they are actively involved in understanding and helping to solve meaningful problems. Participation in real world problem solving increases engagement, responsibility and motivation; promotes the public purpose of learning; and improves work habits and skills.
It can have a positive effect on interpersonal skills and social development through participation in decision-making roles including positive developmental outcomes with an increased belief in their own ability, their desire to help others and treat their peers kindly, helping their peers and appreciating cultural diversity.
It can decrease the likelihood of participation in risky behaviors with participants facing less than half the risk of pregnancy, school failure and suspension than similar students who do not participate.
We provide experiential, student-centered, community engagement learning in a safe space for youth to discuss social issues impacting their lives and empower them to make an impact through community action projects they develop. Our program has a positive impact on students across academics, social engagement, behavior, and life skills. The students and the community benefit by incorporating individual student ideas with team building; concept development though critical thinking skills; and civic engagement by linking personal areas of interests with the broader community.
The Youth Experience Survey from the University of Illinois to survey high-school aged adolescents about their developmental experiences in an extracurricular activity or community-based program shows our students with significant growth in 46/48 of the YES measurements, significantly higher than the national results.
Our long term goals are to increase the number of students, locations, and issues that we impact across the neighborhoods of Boston and Greater Boston. Our vision is experiential, student centered civic engagement throughout Boston Public Schools and the Greater Boston area.
Community Call is currently in discussions with numerous community partners on collaboration opportunity including several community and four year colleges, other nonprofits, Boston Public Schools, the City of Boston, and agencies that work with court involved youth.
Learning is Personalized: Our students discuss their life experiences and perspectives to identify a social issue that resonates with the group to develop an event raising awareness and impacting the community.
Learning is Competency-Based: Our students range in age, backgrounds, ethnicity, and ability but are treated equally while participating in a level to meet their individual competency.
Learning Happens Anytime, Anywhere: Classes provide interaction with outside collaborators and resources providing opportunity for feedback, recommendations, and resources that expand beyond the classroom.
Students Take Ownership Over Their Learning: Socratic teaching solicits student input by stimulating discussion with decision-making managed by the students working as a team on a common goal.
Our key partners are the Mayor's Youth Engagement Office, Boston Public Schools, and the Boston Youth Services Network (consisting of 21 youth organizations). Community Call has worked with over 80 community organizations, businesses, government agencies, officials, and colleges. Every program relies on collaboration with those who have expertise on the issues or the ability to impact them.
We have worked with Harvard, Boston University, Fisher College, and Northeastern University on programming collaboration. Our corporate funders include many tech companies such as Google, Facebook, PegaSystems and TripAdvisor. We are now working with our corporate and higher education partners to increase our collaboration through YouthDoors and have already partnered with Microsoft on an event for youth at Boston City Hall.
The Mayor's Office and his staff have been key partners for our programming. Our work has been recognized by the Boston City Council, the Boston Youth Services Network, and Harvard University in partnership with the City of Boston. The combination of our programming, our collaborations, and the recognition of our efforts provide excellent opportunity for continued growth and success.
Demand for our program in more schools, more communities, more issues, and more youth is unlimited. We are only restricted by what our funding can support.
We use pre/post surveys to measure qualitative & quantitative growth in our students to determine how to continually improve the program to meet their needs. The Youth Experience Survey from the University of Illinois measures growth in attitudes and skills including six conceptual domains of development: Identity, Work, Initiative, Basic Skills, Teamwork and Social Skills, Interpersonal Relationships, & Adult Networks. Most of our students show significant growth in 46/48 of the YES measurements, significantly higher than the national results.
We also measure success by: the number of locations and students served, our retention rate, the number of events produced, the number of community members we reach, and our ability to collaborate. Our goal is to reach more schools and more neighborhoods to get youth involved in experiential civic engagement.
Our progress will be evident through the acknowledgement of our programming success by our impact on students, the community, and through independent recognition of our contributions.
Our goal is to see experiential, student-centered, civic engagement in every Boston public school for every grade, and in every neighborhood.
Community Call programming has been very successful in terms of impact on students and the community. To assure that we could be sustainable and scalable, Community Call spent the first six months of 2016 focused on evaluating the strength and weaknesses of the organization. This evaluation confirmed our greatest strengths lie in the reputation of the program, the growth in our students, the contribution to the community, and our extensive network through collaboration. We are focusing on capitalizing on these strengths as we move to the next stage.
Through collaboration, the organization shares resources, opportunities, and serves a greater number (directly and indirectly) of youth and the larger community. We have worked with several collaborations including the Boston Youth Services Network, PIC (Private Industry Council) and the Peace Collaborative which brings organizations together for the same goal of combining resources and serving more people.
Our YouthDOORS program provides collaboration to open doors for disadvantaged youth to expand learning outside the classroom through teaching, mentoring, and networking opportunities with professionals in education, business, and the Boston area community. YouthDOORS is an additional program to enhance the formal leadership and job readiness development of our students and outside youth with collaborating community resources. We are hoping to establish a youth advisory board dedicated to managing YouthDOORS programming to expand experiential learning to the youth through networking with businesses while supporting youth in the community.
Community Call is committed to our mission and to collaboration across the community to improve outcomes for youth and the community. We are only limited by our internal resources.