Discussion in 'Pseudoscience' started by nebel, Sep 29, 2015.
Earth orbits in the Zero Velocity Zone of the Sun, because of her galactic velocity, not just a one -sided affair like a planet to planet coupling such as Venus/Mars, or Planet/Moon links, ---like Earth/The Moon, Pluto/ Charon. Check it out in Pseudo Science, the "Jupiter velocities cancel?" thread.
So... not only are you ignoring what James R said to you, you are advertising your own thread in pseudo here in the science sections? What a pathetic cry for attention.
Thanks for reminding us you still have a pseudoscience thread in the science section! I will ask the mods to move it for you.
And I thought this little filler would prompt you to tackle these new numbers, their possible implication, and you two do some original, N.Einstein [pseudo] science stuff.
Sun's orbital velocity in galaxy:~ 220 km/s dived by Orbital velocity of the Sun:~ 2km/s = ratio of 110:1; multiplied by diameter of the Sun~ 1 391016 km = ~ 150 000 000 km, 1 AU, the semi major axis of the Earth, the No 1 planet we know for sure to have life.
It might not be all space drag, but the velocities in the Milky Way, and in the Sun are thus related to the Goldilocks orbit of the Earth, No,1.
Moderator notice: Thread has been moved to Pseudoscience.
The numerical relationships relating orbital velocities of planets to various rotational speeds are, like Bode's law, most likely coincidental. Some of the other relationships and resonances mentioned in this thread have explanations that are already well understood by scientists.
While the numerical relationships pointed out here might seem remarkable or interesting at first glance, nebel has not yet pointed to any important consequences of the observed relationships. In other words, there doesn't seem to be anything in any of this that warrants much further investigation. Moreover, no reason why this should be investigated further has been suggested.
Essentially, the thread is focussed on trying to find numerical coincidences in reams of astronomical data. In that sense, it reminds me of things like the bible code (which tries to extract messages from a numerical analysis of the bible).
Because the thread is trying to read significance into coincidence, on balance it is currently better suited to Pseudoscience than our science forums.
The very fact of putting these data out here invites further investigation, replication, elaboration by others. It was also suggested, that the propensity of matter to find these Zero Velocity Zones, and remain there for a long time, seems to make them in a way akin to the results of the Lagrangian mechanism. Even the challenge to show these finds mentioned in prior art would be subject of acceptable research, a student assignment.
The second consequence of the matching velocities is of course internal, the differences in orbital speeds between the mass in general and the retro moving region noon equator region, in the the no drag, zero velocity zone.
It might remind you of that but it is not, nothing secret about this, it is merely putting order and ratios into already existing data, It is much more like Johan Kepler extracting his laws from the massive data that Tycho Brahe left him . Organizing data is not Pseudo science imho.
You took it upon yourself to pronounce the Bode sequence, with 5 doublings of orbit spacings, (with research going on) and the 8 Zero Velocity Zones identified so far in the galactic/solar system, (with research barely started) all as co-incidental.
With odds like that, we will never have a winner.
Coincidences have the persistent habit to ultimately turn out not be coincidences at all. time will tell.
Surely you can do better than that ?
I was going to say that it is too bad you won't listen to James R. or anyone else. Really though it doesn't matter, if it makes you happy to pursue your numerology stuff, go for it, but don't expect anyone with an education to engage in the discussion after they see there is no getting through to you.
fair enough, Behind the numbers of course is reality, and not all of them have been analyzed. Even numbers that have no embodiments in nature are serious stuff. so, just ignore me.
On Bode's law, by the way: the discovery of many exoplanet systems has pretty much done away with any significance to Bode's law, since those other systems tend not to obey the "law".
I am not aware of any exoplanet system that comes close to our simple: "double the distance to the next one out " Bode situation. Trappist 1 has resonances, as Bode of course (5 octaves), but a link would be appreciated.
If we find more situations like that, it must have a common cause, not be a co-incident. If we are unique, then what?
P.S. I offer an alternate theory for the cause: the thread: " Planets orbit like their stars vibrate" originally published ~ 1980.
The Star SiriusA, brightest in the night sky, has the "space drag", cancelled velocities, internally, it rotates faster than it orbits by a little, like Saturn.
You seem to be unaware of many things. Too bad, because the world is wide and wonderful when your eyes are open.
like? ---- lets have links!
It just so happen that these two threads, Space drag and Cancelled velocities turned out to be related, and overlap in the Venus to Mars situation. Where the projected rotational velocities touch in the same direction, retrograde, just below Mars.
Re: my conversations with James R:--- see exchange above ( and some are private) I value the input of all and deal with them. Often if they end, it is because my point has been proven, beyond further refutation efforts.
Yes it is up to you to disprove it, if you think the point is wrong, or badly made.
you have said nothing of substance.
You owe me a new Irony Meter, that comment just caused mine explode.
Iron and meter are the only terms that could be remotely construed to have any alternative pseudo science meaning, not being off topic.
glad I helped you get rid of that thing, it had a permanent biased flaw.
There is no Bode - type sequence in any of the exo planets so far, and rotations really result in retrograde OV regions.
The planet Venus has a retrograde rotation which means that the sides of the 3 inner planets that face each other over the ~.3 AU average distance always move in the same direction, like the teeth of gears, or at least surfaces of a slipping clutch.
an analogy: the small chain***sprocket on the bicycle rear wheel would be the surface of Venus, and the larger tire diameter the zero velocity area, touching the road, the orbit of Mars. (not to scale ha ha). The low velocity of the gear in the wheel hub, translating into a large velocity at the tire radius. In the case of the slow turning retrograde Venus, the "spokes" reaching all the way to Mars; honestly, Pseudo indeed.
*** The chain's action would be the solar energy action on the sunny side via the Yarkovsky effect; honestly, near pseudo too.


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Q: Finding the perfect square of a given operation Given $a, b, c \in \mathbb{N}$ such that $a+b=b*(a-c)$ and $c+1=p^2$, such as $p$ is prime, prove that $a+b$ or $ab$ is a perfect square.
So, from the given information I already know that $ab=a+bp^2$ and that $p^2=\frac{ab-a-b}{b}+1$. However, everytime I try to replace these "things", I always get to obvious results, such as $0=0$ or $a=a$ or $b=b$, and never get to the solution. How do I find a number $r$ such as $r^2 = a+b$ or a number $s$ such as $s^2=ab$ (i.e., how do I find a perfect square in this case)?
I'd like a hint... Thanks in advance!

A: Hint: You're given that
$$a + b = b(a - c) \; \; \to \; \; a = b(a - c - 1) \tag{1}\label{eq1A}$$
$$c + 1 = p^2 \tag{2}\label{eq2A}$$
Substituting \eqref{eq2A} into \eqref{eq1A} and simplifying gives, as you've determined, that
$$ab = a + bp^2 \; \; \to \; \; a(b - 1) = bp^2 \tag{3}\label{eq3A}$$
Substituting the right side of \eqref{eq1A} into the right side of \eqref{eq3A} gives
$$b(a - c - 1)(b - 1) = bp^2 \; \; \to \; \; (a - c - 1)(b - 1) = p^2 \tag{4}\label{eq4A}$$
Remember that $p$ is prime, so that limits what $a - c - 1$ may be. As you asked for just a hint, the rest of the answer is in the spoiler below.

 Since $p$ is prime, this means with $$a - c - 1 = k \tag{5}\label{eq5A}$$ that, since $k$ is positive as \eqref{eq1A} has $a$ and $b$ both being positive, then $k$ is $1$, $p$ or $p^2$. Using \eqref{eq1A}, the first case gives that $a = b$ so $ab = b^2$ and the third case gives $ab = (bp^2)b = (bp)^2$, i.e., $ab$ is a square in either situation. For the second case, i.e., $k = p$, then $$a = pb \tag{7}\label{eq7A}$$ so using this in the right side of \eqref{eq3A} gives $$bp(b - 1) = bp^2 \; \; \to \; \; b - 1 = p \; \; \to \; \; b = p + 1 \tag{8}\label{eq8A}$$ Using \eqref{eq7A} and \eqref{eq8A} then gives that $$\begin{equation}\begin{aligned} a + b & = bp + b \\ & = b(p + 1) \\ & = (p + 1)(p + 1) \\ & = (p + 1)^2 \end{aligned}\end{equation}\tag{9}\label{eq9A}$$ This confirms that either $a + b$ or $ab$ are a perfect square.

redpajama_set_name: RedPajamaStackExchange


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America Celebrates Honorees' Lifetime Artistic Achievements Sunday, December 6, 2015
The Kennedy Center announced the selection of the six Honorees who received the 2015 Kennedy Center Honors. Recipients honored at the 38th annual national celebration of the arts are: American rock band the Eagles, singer-songwriter Carole King, filmmaker George Lucas, actress and singer Rita Moreno, conductor Seiji Ozawa, and actress and Broadway star Cicely Tyson.
"Quite simply," said Kennedy Center Chairman David M. Rubenstein, "our Honorees represent the voices, soundtracks, and stories of our personal lives and memories."
"When I look at this year's outstanding slate of Honorees, I am struck by a powerful common theme-artists as history-makers, artists who defy both convention and category," commented Kennedy Center President Deborah F. Rutter.
In a star-studded celebration on the Kennedy Center Opera House stage, produced by Ricky Kirshner and Glenn Weiss of White Cherry Entertainment, the 2015 Honorees were saluted by today's leading performers from New York, Hollywood, and the arts capitals of the world. Seated with the President of the United States and Mrs. Obama, the Honorees accepted the thanks of their peers through performances and tributes.
Gala was broadcast on CBS on December 29, 2015 at 9:00p.m., ET/PT. Watch the CBS Evening News clip.
Aretha Franklin Performs.
Entire Carole King Presentation.
Complete Program.
Huffinton Post - Why We're Still Watching That Video of Aretha Franklin at the Kennedy Center
Visit Kennedy Center for more information about the honorees and the event. Read the full press release. For more, please visit our Media page.
UPDATE (as of Nov. 4, 2015): The presentation of a Kennedy Center Honors to the popular rock band, Eagles, has been postponed to 2016. "The Eagles will be unable to participate in the 2015 Kennedy Center Honors on December 6 due to Glenn Frey's health," said the band in a statement. "The Kennedy Center has graciously agreed to postpone the Eagles' award presentation until next year, when all four Eagles, Glenn Frey, Don Henley, Joe Walsh, and Timothy B. Schmit, can attend."

redpajama_set_name: RedPajamaCommonCrawl


What is your favourite country you've travelled to?
Spain, because it feels like home!
What's on your bucket list that you have yet to cross off?
Do a rafting season in Italy in Dolomites to learn Italian…and for a really good espresso!!


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lifelong affection for the historic family dwelling, when she donated it to Harborcreek Township. Under its stewardship, the municipal committed to preserve the Gifford-Blanchfield House as the permanent home of the Harborcreek Historical Society, as a venue for community events, and for posterity.
Gershom & Lucy Lewis Gifford Gershom and Lucy Lewis Gifford bought 120 acres from the original 2,000-acre Irvine's Reserve on October 12, 1839, for $3,600. They settled in harborcreek with their daughter, Rebecca; son, Washington Franklin; and his bride, Eunice Hotchkiss Gifford. Gershom and his son, along with local Lewis kinsfolk, built a large colonial-style homestead.
When Washington Franklin and Eunice welcomed their son, Horace Franklin, on May 1, 1847, three generations shared the residence.
Court two years later. It would be 45 years before the descendents of the Gifford family owned the property again.
Covington Allen & Dorothy Russell Blanchfield Covington A. and Dorothy R. Blanchfield, Gershom and Lucy's great-great granddaughter, returned the homestead and farm to the family on pril 7, 1941, when they bid $6,000 at a sheriff's auction. They updated the dilapidated farmhouse, installing indoor plumbing, and expanded production of the farm, opening a family-run fruit stand in 1949. Here, the couple raised two sons, Gerald "Jerry" Russell and Robert Allen Blanchfield. Covington worked for General Electric for nearly 30 years.
Gerald Russell & Bette A. Smith Blanchfield Covington and Dorothy Blanchfield's eldest son, Gerald, married Bette A. Smith on February 26, 1955, at the First Presbyterian Church of the Covenant in Erie, where they first met. A full-time farming family, they raised their children, Gerald Rick and Vicki Lee, in the homestead.
The farmhouse and farm were sold to Gerald and Bette on October 13, 1970.
Gerald Rick Blanchfield and Vicki Lee Blanchfield Gerald Russel Blanchfield died in late 2001, leaving his estate to Bette. She divided the house and farm, and gifted co-ownership of the house to their son, Gerald Rick, on January 21, 2003. Bette, Gerald Rick, and daughter, Vicki Lee, co-owned the farmland.
When Gerald Rick Blanchfield died suddenly on April 29, 2014, his mother Bette faithfully followed his wishes, deeding the Gifford-Blanchfield House and 1.81 acres to Harborcreek Township on October 16, 2015, for use by the Harborcreek Historical Society.
Erected by Harborcreek Historical Society.
Location. 42° 9.557′ N, 79° 58.366′ W. Marker is near Erie, Pennsylvania, in Erie County. Marker can be reached from Municipal Drive south of Buffalo Road (U.S. 20), on the right when traveling north. Touch for map. Marker is at or near this postal address: 5661 Buffalo Road, Erie PA 16510, United States of America. Touch for directions.
Other nearby markers. At least 8 other markers are within 3 miles of this marker, measured as the crow flies. Fighting for Peanuts: The Gauge War (about 300 feet away, measured in a direct line); This Fireplace (about 300 feet away); Harborcreek Area Veterans Memorial (about 400 feet away); Bryan Bell Memorial Playground (approx. 0.4 miles away); King Pavilion (approx. 0.4 miles away); We Owe So Much To So Few (approx. 2.2 miles away); John Nelson (approx. 2.3 miles away); Niagara Hall (approx. 2.8 miles away). Touch for a list and map of all markers in Erie.
More. Search the internet for Gifford-Blanchfield House.
Credits. This page was last revised on April 15, 2019. This page originally submitted on April 15, 2019, by Devry Becker Jones of Washington, District of Columbia. This page has been viewed 27 times since then. Photos: 1, 2, 3. submitted on April 15, 2019, by Devry Becker Jones of Washington, District of Columbia.


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Autumn Joi
#Beyonce's September #Vogue Photos Are Here And We LOVE Them! [PICS]
Autumn-Joi Live , Your Midday Love
Autumn-Joi was bitten by the entertainment bug early in life. She received her first internship at WPGC 95.5 in Washington, DC, with radio/TV icon, Donnie Simpson. From that exposure, she knew behind the mic was where she wanted to be. Autumn then took her talents to South Beach where she interned at 99 JAMZ . It was at 99 JAMZ where she got to spread her radio wings when asked to fill in for DJ Khaled's 'The Takeover' show. Upon graduating from college, Autumn received the ultimate graduation present from 93.9 WKYS in Washington, DC when they asked her to bring her talents to their over-night and Sunday afternoon shows. Shes been a correspondent for TMZ, News One Now & TV One. A red carpet correspondent for the BET Awards, NAACP Awards & the Grammys! Autumn-Joi is a member of the Radio One Raleigh family as the midday personality and now has the #1 rated show in the entire triangle! The 'Autumn Joi Live Show' can be heard Mon-Sat 10a to 3pm on K97.5!!
It's here! Beyonce stars on the cover of our September issue which was shot by the first african american to shoot a cover for Vogue…. ever, Tyler Mitchell:
beyonce Fashion magazine singer tyler mitchell vogue


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Q: internal Server Error CrazyDomains I would like to ask if there's something wrong to my webhost or with my code.
I successfully try and test all over my custom php website on my localserver using wamp.
As I upload into my webhost (i used crazydomains) and setup the database usernames, passwords etc.
And when the time I accessed it, it says internal server error.
Have you encounter this already?

A: Based on your comments you are using password_hash() and the php version on the server is 5.4. That is going to lead to fatal errors for an undefined function as password_hash() is available from php 5.5 on.
There is a library to provide forward compatibility for these functions, password_compat.
This will solve your problems where password_hash() is concerned, but if you run into more problems, you should add error handling and display them to see what is going on. To do that, just add this to the top of your script:
ini_set('display_errors',1);
error_reporting(E_ALL | E_STRICT);


text:
Eradicating Inconsistency
Download Eradicating Inconsistency (PDF)
Orkin's internal audit process fosters more reliable service, reduces customer churn
by Mark Udell and Mike Buffington
When most people imagine the Orkin Pro, they visualize a uniformed Pro driving a white truck from house to house. What's probably not as widely known is that the Pros stop at many places other than homes. In fact, about one-third of Orkin Inc.'s revenue comes from its commercial business, which provides pest control for food processing plants, hospitals, hotels and other commercial facilities that have an extremely low tolerance for pests.
As Orkin's commercial business began to grow more rapidly in the mid-1990s, the Atlanta-based company, which employs more than 8,000 people and operates more than 400 branch offices, realized its commercial services were struggling with quality and consistency, which resulted in customer cancellations.
In 50 Words Or Less
Orkin was losing commercial customers because it struggled with consistency in service and quality.
Orkin decided to focus on its audit process and formed a team to inspect and monitor internal activities.
As a result, Orkin improved customer service, leading to higher retention rates.
To address the issue, Orkin has spent the past decade establishing and maintaining an ISO 9001-certified quality management system and internal audit process. Along the way, Orkin overcame many challenges to build a consistent, reliable quality system throughout the organization that has measurably benefited its business.
Starting with business customers
As more organizations around the world adopted ISO 9001 in the 1990s, Orkin's commercial customers began asking whether Orkin was ISO 9001-certified. Some of Orkin's largest business customers had already earned ISO 9001 certifications, and they wanted to partner with suppliers that subscribed to the same quality management standard.
At the same time, Orkin's leaders were looking for new ways to create a more consistent, high-quality, end-to-end service experience for its business customers—from every sales call to every service visit. This, along with increasing customer demand for ISO 9001 certification in certain business segments, led Orkin to require each of its dedicated commercial branches— the 15 to 20-person local offices that served commercial customers exclusively—to seek ISO 9001:2000 certification
Each of Orkin's commercial branches worked individually to achieve ISO 9001 certification. A costly and complex process, it required one internal Orkin auditor to travel across the United States to evaluate each of the 48 commercial branch offices operating at the time.
The branch managers were expected to complete tremendous amounts of paperwork as part of the process. Orkin also retained an external auditor who inspected at least 25% of the branches every year, adding to the expense.
As the commercial-only branches attained certification, they began promoting the certification to business customers and prospects. Left behind were the locations that serviced commercial and residential accounts, some of which had substantial numbers of commercial accounts.
Admittedly, the patchwork of certified and noncertified branches might have been confusing to some customers and prospects, who therefore could not expect to see consistent ISO 9001 certification across Orkin branches.
Shift in strategy
In late 2002, the limitations of a branch-by-branch ISO 9001 certification approach became apparent when Orkin lost one of its largest and most prominent retail customers: a national account with store locations in all 50 states. Having individual branches attain ISO 9001 certification simply wasn't helping Orkin achieve the national consistency it sought.
The company moved quickly, and by early 2003, under the direction of Vice President Chris Gorecki, Orkin formed a formal quality assurance (QA) department that would monitor all of Orkin's branches and business lines.
This new QA team was responsible for developing and documenting a companywide quality management process that would earn ISO 9001 certification. By certifying its quality process rather than individual branches, Orkin could improve quality in every branch, cut costs and retain its commercial customers longer.
The first step was to create a comprehensive quality policy manual that set forth—once and for all—clear policies and procedures for each branch to follow with every customer.
After the manual was published, the team launched a full quality audit of all branches to assess performance against these standards, which included:
Orkin's employee training requirements and other operational standards. Covering coursework from AIB International and three universities, in-branch training, driver certification and more, these standards ensure a higher level of professionalism and allow Orkin to meet customer needs more consistently, especially in audited facilities.
State and federal pest-control regulations. These regulations vary by state and change periodically, so regular assessments of compliance are crucial.
Orkin's service documentation protocols. Driven by regulations and, in some cases, by customer requirements, detailed service documentation is a big part of delivering high-quality service.
Agreed-on service protocols. Naturally, it's mandatory to deliver the service the customer contracted Orkin to provide, and every quality audit assesses the local branch's delivery of Orkin's standard commercial scope of service, plus any other agreed-on service requirements.
The quality assurance team helped branches see how a commitment to consistency would allow them to keep more of their customers happy.
Compliance with individual customer requirements could be evaluated only through on-site audits at customer locations. These inspections would assess things such as whether the property was serviced with the agreed-on frequency, a comprehensive inspection was completed during each scheduled visit and the appropriate number of insect traps were placed at the business.
Not surprisingly, this first companywide quality audit uncovered a need for greater consistency. Also, the new QA team's work was met with a lukewarm initial response from branch personnel.
Some branches were creating and following their own rules and policies when servicing an account, or setting ISO 9001 certification goals that were easy to attain and document. Others complained about "big brother" monitoring their work.
Many branch managers argued that as long as they responded to customer calls quickly and resolved pest problems to a customer's satisfaction, it shouldn't matter whether they followed a written scope of service to the letter.
Over time, the QA team—which was largely comprised of Orkin field veterans—was able to build trust with the branches and help them see how a commitment to consistency and process would actually allow them to keep more of their customers happy for longer periods of time.
Today's quality management process
In 2005, Orkin earned ISO 9001 certification for its companywide quality management system. This change shifted the burden of responsibility for quality from individual branches to the QA department, which improved quality while yielding significant cost savings.
Shifting ISO 9001 certification from its commercial branches to the audit process also eliminated the need for a commercial ISO 9001 coordinator position and the 16 external ISO 9001 audits that were required each year to certify branches. This saved the company nearly $125,000 per year.
In the meantime, implementation cost little because Orkin's quality and compliance inspectors for its termite business were already conducting quality audits and could be cross-trained to perform commercial quality audits as well. In addition, by eliminating the branch downtime caused by the local ISO 9001 audits, Orkin regained some long-term operational efficiency.
Today, Orkin's QA team is comprised of seven experienced quality professionals who have worked at Orkin for an average of 30 years. Their long histories with the company and deep familiarity with branch operations has earned them the trust and respect of branch teams across the country. Beyond experience, the team also has completed technical courses and ISO 9001 internal audit coursework.
The QA team conducts at least 200 commercial branch audits per year out of Orkin's total of more than 400 U.S. branches. A typical branch audit is completed by one auditor in four business days, during which time the auditor must conduct at least:
Nine administrative reviews (training records and other important documentation) at the branch.
Four company-owned vehicle inspections at the branch.
Ten on-site customer inspections from a cross section of commercial accounts (hotels, office buildings, restaurants and hospitals) that are serviced by a variety of pest specialists. The goal is to avoid inspecting only high-performing accounts and thus getting an inaccurate picture of the branch's service quality.
The auditor completes a QA audit workbook (see Online Figure 1, found on this article's webpage at www.qualityprogress.com), which helps the auditor assess each branch's compliance with:
Orkin employee training requirements and other operational standards.
State regulations.
Orkin service documentation requirements.
Agreed-on scope of service protocols (evaluated through on-site audits at customer locations).
Categories are weighted to reflect their relative importance in Orkin's quality assessment model and scored on a scale of one to four. Any score below 97% requires follow-up processes. See more about the scoring in the sidebar, "Scoring System."
Auditors then use the two-page audit summary reports to document their findings to the branches (see Online Figure 2). Each branch receives a score on the following items:
Administration (records and documentation).
Employee training.
On-site service evaluations at commercial customer locations.
Branches that serve termite and residential customers can also be reviewed and evaluated using this reporting tool
On the last day of the audit, the auditor convenes a branch training meeting for all employees. There, the auditor shares the audit results, and highlights areas in which the branch is excelling and areas in which improvements are needed. Even branches that receive very high ratings are given three to five areas of improvement to work on.
The quality team is committed to ensuring the employees in the branch offices have a voice in the process. Therefore, after an audit is completed, the quality team director emails branch and region management asking for feedback and suggestions on the audit process.
In accordance with ISO 9001:2008, if a branch fails any portion of an audit, there is a formal corrective process that requires the completion of specific action steps.
For example, if an audit reveals certain pest specialists aren't properly completing all paperwork, the quality team may require additional training for employees. This process is administered and documented by the appropriate Orkin region or division management, and the branch must document the completion of its prescribed action steps.
Finally, the QA team conducts a follow-up audit, typically within 90 to 120 days, at branches that fail the on-site inspection portion of the audit.
When the Orkin auditor reviews administrative records and inspects vehicles, the following scoring system is used to rate each branch:
Commendable: 3.61-4.
Above average: 3.21-3.6.
Average: 2.81-3.2.
Below average: 2.41-2.8.
Unsatisfactory: 0-2.4.
Points are allocated based on the following guidelines:
4: Full compliance with company policy, no errors detected.
3: Minor exceptions noted, exceptions rate between 1 and 10%.
2: Number of exceptions reaches rate between 11 and 25%.
1: High amount of exceptions, including total disregard for company policy
For on-site customer service audits, anything below 97% requires follow-up processes. —M.U. and M.B.
What's good for the goose
The quality team undergoes an audit of its own quality management process, too. Twice a year, Orkin's ISO 9001 manager completes an exhaustive management review of the QA team's performance against its own quality goals. Table 1 shows the QA team's goals and results for 2010.
If the QA team is not on track to meet its goals, it follows a corrective process similar to the one imposed on branches, setting specific action steps that must be taken and documented. In some cases, the branch imposes preventive action recommendations on itself. For example, it might add new steps to its branch audit process in anticipation of changes in service or training protocols.
Its 2010 scorecard showed that Orkin's quality team met its objectives for the year. The most important of these objectives was the reduction in customer cancellations. Between 2005—when the ISO 9001 certified quality management system and internal audit process was adopted—and 2010, Orkin's commercial customer cancellation rate dropped from 2.09% to 1.84%.
For a company of Orkin's size, even change as small as 0.1% in cancellations can have a significant impact on revenue and profitability. By decreasing the cancellation rate by 0.25% during the five-year period, Orkin preserved about $660,000 in customer revenue each year.
Orkin's internal audit process decreased cancellations by involving all levels of management, including top executives. It fostered a culture of quality in Orkin's commercial operation. It paired this quality mindset—which emphasized measurable performance standards—with consistent oversight and compliance, helping the company to better meet customer needs and avoid common service shortfalls that had contributed to cancellations.
Beyond the bottom-line benefits of reduced cancellations, Orkin's ISO 9001 process and QA audits helped Orkin:
Establish service and quality consistency across the entire organization, as shown in Table 2.
Better meet customer needs in a changing marketplace.
Create an internal culture that fosters quality, accountability and ongoing process improvement, intangibly boost morale and add long-term value.
Improve customer satisfaction from 2007 to 2009. For example, the percentage of customers who rated Orkin's service as excellent or good increased from 95.8% to 97.7%. In 2010, when the company switched to a net promoter satisfaction metric, 97.1% of Orkin's customers said they would recommend the company to others.
Key performance metrics—2010 / Table 1
Complete 200 commercial account audits. 200 completed
Average 10 or more on-site inspections per commercial audit. Averaged 11 inspections
Average at least four vehicle inspections per commercial audit. Averaged 4.5 vehicles
Average at least nine administrative reviews per commercial audit. Averaged 12.5 reviews
Reduce pest control service customer cancellation rate to 1.91%. 1.84% rate achieved
Quality audit process compliance trend since inception / Table 2
Commendable 28.3% 38.4% 35% 30.8% 32% 40.4%
Above average 24.1% 19.2% 19% 21.1% 27% 15.4%
Average 17.3% 18.4% 24% 24.1% 24% 26.9%
Below average 8.4% 2.4% 6% 7.5% 6% 4.5%
Unsatisfactory 22% 21.6% 16% 16.5% 11% 12.8%
Ratings are for on-site portion of inspections only
Employee and customer buy-in
Today, employees in the branch offices value the QA audits and view the quality team as a true internal partner. Branch offices are appreciative of how the team has helped them improve their business practices, which has led to better customer retention.
Many branch offices turn to the team as an expert resource for questions about training and technical or operational policies and procedures. They know the quality team is a valuable repository of the most current and accurate information available.
Another benefit of Orkin's new quality management process was its reception by customers. Overwhelmingly, customers viewed the audit process and on-site evaluations as reaffirmation that Orkin is committed to servicing their business at or above the agreed-on scope. According to customer surveys and feedback reports, customers were impressed that a supplier such as Orkin takes quality so seriously and spends time and resources to enforce quality controls—something many customers say is rare with their other suppliers.
Here are a few of the lessons learned during the past five years as Orkin shifted processes and, more importantly, its mindset to support quality. It is hoped these can be applied in other organizations:
In a decentralized service organization such as Orkin, maintaining quality is difficult without a clear set of universal procedures and a centralized oversight process. This may seem intuitive, but many organizations still operate without one or both of these elements.
An organizational shift toward quality controls cannot happen without the involvement and support of regional and local management.
One of the keys to success was that Orkin quality auditors operated in good faith, without ulterior motives and in partnership—not in opposition to—local offices. One example of this mindset: Orkin's post-audit evaluation surveys ask branch managers whether solutions were offered for any deficiencies found. This coaching mentality is part of the success.
Having a team of auditors who came from Orkin's field operations added much-needed credibility to the change effort.
Orkin continues to evaluate and improve its quality management system to deliver consistent, high-quality service. Orkin's leadership knows that the mission to be not only the best pest-control service, but also the nation's best service company, is a never-ending quest.
Last year, the QA team invested time and resources to fine-tune its database management systems as the company rolled out some new processes and services. The quality team is already adding this new information to the databases to ensure the team is ready to track branch compliance and performance from the start.
While the journey to service delivery excellence is not fast or easy, Orkin's experience shows how the application of ISO 9001:2008 can help a service organization improve its quality performance metrics and better meet customer expectations.
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Artemis Fresh Mix: 5 formulas updated and reviewed. See 5* category.
Changes to Orijen formulas: new reviews posted.
New Orijen Regional Red formula added to the site, reviewed in the 6* category.
Go! Natural products updated and reviewed.
Go! Natural Duck formula added and reviewed in the 4* category.
Blue Wilderness formulas updated and reviewed.
We have an index of reviews now!
Welcome to Dog Food Analysis! Your independent site for dog food information and reviews.
Created as a resource for Boxerworld members, Dogfoodanalysis has been online since 2005 and continues to be updated periodically. On this site, you will find information about the contents of +1500 dry dog foods, along with ratings and reviews. For more information about the site, visit our frequently asked questions page. We make some suggestions for wider information and resources on the info page.
The food information, ratings and reviews can be accessed by clicking on the reviews tab at the top of the page. The purpose of DFA remains that of providing an assessment of the various commercial foods available, based on the product information provided by the manufacturers.
For those who'd like to discuss dog food products, have general nutrition questions or experiences to share, a link to the forum of our parent site BoxerWorld.com is included (owners of breeds other than boxers are welcome).
Sick of dog food and want to read about something more appealing? Click here for restaurant reviews.


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LA Reid Is Out As Chairman And CEO Of Epic Records
Corbin ReiffTwitterMusic Contributor
Stunning news coming out of Sony today, L.A. Reid, the Chairman and CEO of Epic Records is no longer with the company. Billboard is reporting that the executive has severed ties with the label effective immediately. This new development comes just weeks after Rob Stringer took over as the new CEO of Sony Music Entertainment in April.
What makes this particular turnover in personnel so stunning is the degree of success that Reid has enjoyed over the past year alone. He oversaw the rollout of both of Atlanta trap star Future's albums and helped push them to No. 1. He brought along the reunion of the acclaimed and adored rap outfit A Tribe Called Quest and ushered in their new album We Got It from Here… Thank You 4 Your Service. He also helped promote and push No. 1 albums by DJ Khaled, Major Key, as well as G.O.O.D. Music star and Kanye-protege Travis Scott, Birds In The Trap Sign McKnight.
At this time it remains unclear what the way forward is for Epic Records and who will take over the label in Reid's stead. It's also murky as to where Reid himself might end up.
We'll update this story as it develops.
Tags: Epic Records, L.A. REID


Paul and Kelli McFall are a young professional couple working and living in the nation's capital Washington, DC. After graduating from college, they decided to move to Maryland from Virginia and three years later to the city. Paul currently works in Cyber Security, while Kelli works in Human Resources. Their day jobs may pay the bills, however; Capital Films DC is their passion.
At the age of six, Paul discovered his interest in film while working for his father who owned a photography business. After his father arrived home from an event, Paul would assist with editing and retouching photos. At age thirteen, Paul received his first SLR camera and immersed himself in the world of freelance photography. Over time DSLR cameras became video capable and soon after Paul made his transition to cinematography. It wasn't until 2015 that Paul discovered the beauty of weddings when he married his wife who is the other half of the business. Since then, Paul has taken classes from the great Ray Roman and Rob Adams specializing in wedding cinematography.
Kelli grew up in a household where with every new season, brought new décor motivated by her mother's ever-changing inspiration. Being constantly surrounded by evolving interior design eventually translated into a keen eye for style and placement. Professionally, she has spent the last 8 years working in customer service, fashion retail and various event planning. With each new experience she was one step closer to her passion. After planning the couple's dream rustic chic wedding entirely on her own, Kelli knew she wanted to help brides create theirs as well.
How would you describe your style of cinematography?
My team and I strive to tell a story with every shot that we take. When observing a creative opportunity, we try to combine multiple angles and focal lengths to bring the viewer into the scene as much as possible. We also love to combine the film look with extremely cinematic slow motion shots and to achieve this we shoot at 24, 60 and 120 frames per second on the Canon 1Dx Mark II. Once we combine our footage with the audio collected throughout the day, the story is complete.
The first step is to set up a simple phone call to get to know the couple and their requirements. Next we set up a FaceTime, Skype or even meet in person to go over details of what exactly will be captured throughout the wedding day. After, we write up a contract which guarantees the wedding date and services. We do require that 20% of the total be put down at the signing of the contract and the rest is due two weeks before the actual date. Once everything is all said and done, we make a movie!
Communication, quality of work and work ethic means everything. You want someone who will be on time and works well with others such as your photographer and wedding planner. Here at Capital Films DC, we promise to deliver all of the above.
What made you decide to become a wedding coordinator?
Soon after Paul and I got married in October 2015, I realized I wanted more opportunities to design and coordinate weddings. Your wedding day is literally one of the best days of your life, and you have full control over how it all comes together! I had so much fun turning all my visions into reality on our wedding day. Growing up, I was always encouraged to "express yourself creatively" and now I get to assist my brides in creating exactly what they've always dreamed of.
What is your favorite part of wedding design?
I am slightly obsessed with centerpieces and overall table décor. When you think about it, the table is a true focal point, as your guests spend so much time there during the event. Whether they are mingling, enjoying the amazing food or getting ready to get up and dance (my second favorite), they begin at the table.
How would you describe your personal wedding style?
My style is constantly evolving as I become inspired by countless designs. You never know how beautiful something can become with various elements! That's the greatest part about being a designer at heart. But give me some lace, glitter anything, some glass elements, vintage furniture and light floral then I'm HOOKED. I will say I am quickly falling for more industrial looks as well!
What advice would you give to your future brides?
I would tell my brides to never get lost in what others think YOUR wedding should be like. Do exactly what you and your significant other want! It's your day.


Although a property can be viewed as an investment, it is also a building made of bricks and mortar where people live, work, or shop. Why does that matter to potential investors? The tangible nature of real estate impacts the type of risk that investors are taking on. Unlike other online investment options like personal loans or small business loans, loans that are backed by real estate have the underlying value of property to fall back on in the case of a default.
When investors invest with LendingHome, they're lending money to real estate professionals who are buying houses, fixing them up, and reselling them. To mitigate risks for its investors, LendingHome takes a first lien position in each loan. This means that we (and thus our investors) will be the first to be paid back using the underlying collateral (the property) if the loan goes into default.
A core part of LendingHome's criteria when evaluating potential loans is the amount of the loan compared to the value of the underlying property. This ratio is known as Loan-to-Value, or LTV. LendingHome ensures that borrowers take on some risk by only providing loans that cover a portion of the value of the home. Therefore, if the borrower defaults and the house needs to be sold for less than its full value, investors still have the potential to recover some or all of their investment because the borrower must lose all of his or her equity before an investor loses any of his or her investment.
Knowing that there are recovery options for investors sounds good in theory, but does it also mean that investors have to go chase down borrowers who are late on their payments or manage a foreclosure to get their money back?
For loans on the LendingHome investment platform, a dedicated in-house servicing team jumps into action when a borrower becomes delinquent. This means that investors never have to get involved in chasing down payments. The servicing team is responsible for working with the borrower to get back on track or, if a resolution cannot be reached, moving forward with either a short sale or a foreclosure.
Short sales occur when a property is sold for less than the amount owed. When that happens, investors are paid less than the amount of money they are owed. However, they may have received interest payments throughout the life of the loan, which can lessen the overall impact of the short sale. For example, the first short sale on a LendingHome loan resulted in a loss in principal but an overall positive Internal Rate of Return (IRR) for investors over the loan period after taking the interest paid over the life of the loan into account.
Another tool for investment recovery is a foreclosure. The goal of a foreclosure is to sell the property to a third party for more than the outstanding debt, often at auction, thus paying back investors right away. If that isn't possible, LendingHome purchases the property and sells it on the open market to get as much value out of the asset as possible to return to investors.
One of LendingHome's first foreclosures involved a house in San Diego, California. The home's original value when purchased by the borrower had been assessed by LendingHome at $333,000, giving the mortgage an initial loan to value ratio (LTV) of 74.85%. During renovations, the borrower turned a garage into a bedroom, pushing the after rehab value up significantly.
Despite the increase in property value, the borrower was overextended and had stopped paying his mortgage on the property due to personal financial difficulties. He owed $314,000 in principal, and the property was sold at foreclosure auction for $381,000. In the end, the investors made more money than they'd originally expected to make due to the high sales price, but the recovery period extended much longer than the term of the note, with no payments at all for nearly a year.
Investors had expected a 9.77% IRR on their investment and ended up with a 12.66% IRR. Of course, in this case the strong IRR was driven by the added value of the renovations—foreclosures won't always provide such strong returns. But the tangible property that backs up each investment means that investors are able to get back some or most of their capital, even when foreclosures are necessary.
Both foreclosures and short sales are managed by LendingHome's experienced servicing team with the help of third party vendors. They handle every detail of loss mitigation, from managing monthly payments through to investment recovery, so that investors don't have to get involved. There are risks in investing in real estate, but LendingHome's platform allows investors to diversify across many properties, limiting their risk, without ever needing to spend time chasing down payments.


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Murder warrant issued for man connected to death of Cleveland nightclub security guard
Police are searching for the person who shot and killed Jayme Smith. A murder warrant has been issued for 24-year-old Earl Franklin Jr. (Source: WOIO)
By Damon Maloney | December 10, 2019 at 5:26 AM EST - Updated December 10 at 9:49 AM
CLEVELAND, Ohio (WOIO) - A murder warrant has been issued for 24-year-old Earl Franklin Jr. Police have not provided a photo of the suspect.
Franklin is wanted in connection to the shooting death of 29-year-old Jayme Smith.
Smith was shot early Monday morning near E. 59th Street and Mound Ave.
A loved-one called 911 stating Smith was lying on a sidewalk and had been shot in the chest.
Cleveland.com reports Smith witnessed a shooting at Epic Restaurant and Lounge on Sunday.
The newspaper said Smith provided police with a detailed description of the shooter.
Investigators are now looking into whether Smith's murder was an act of revenge.
Anyone with information on Smith's murder of the whereabouts of Franklin should call the Ceveland Police Department.
Damon Maloney


January 16, 2013 – U.S. Treasury Secretary Timothy Geithner said Tuesday that the government has begun pulling money from the federal employee pension fund in order to keep the government operating, the Associated Press reported.
The government reached its borrowing limit on the final day of 2012, and has been using bookkeeping methods and maneuvers to keep from surpassing it. Borrowing the funds from the retirement funds of federal employees takes those initiatives a step further, redirecting cash from one purpose for the use of another.
Geithner announced this move in a letter sent to elected officials in Congress, stating that it will free up $156 billion in borrowing power. This move is expected to postpone the date that the U.S. would hit the debt ceiling, allowing Congress more time to gnash teeth and debate raising the debt limit, which is already set at a historic high of $16.4 trillion.
Geithner projects that the Treasury will run out of legal accounting loopholes and measures as soon as mid-February, and no later than early March.
This is not the first time this tactic has been utilized by the Treasury or by other Treasury secretaries. Geithner has offered assurances this this will not impact any monthly pension payments and that all funds borrowed from the pension account will be replaced once the borrowing limit is raised.
However, it is not entirely clear that the Republican-controlled House of Representatives will allow an increase in the debt ceiling to pass.
While encouraging Republican resistance to raising the debt ceiling, Senator Tom Coburn (R-OK) told American Family Association's Sandy Rios that a U.S. economy-crashing government default may be a "wonderful experiment". He said it would teach the nation not to spend money on "stupid things".
Coburn argued "our freedoms are going to be put at risk" under President Obama's administration while speaking to Rios on her conservative radio program broadcast on Wednesday.
The price per ounce of gold has been climbing up, in part driven by the tensions and uncertainty of the U.S. debt ceiling debate, which economists say may through the country into another recession.


Platinum is a strategic metal. It is necessary in electrical, chemical, medical/ dental, glass, and turbine manufacturing; in automotive industries (catalytic converters); in petroleum refining; in jewelry manufacturing; and investment.
iridium, rhodium, osmium and ruthenium.
At today's low prices, the majority of South African miners of Platinum Group Metals (PGMs) are operating at a loss; and production is falling.
Years of violent strikes have forced platinum mine closures in South Africa's Rustenburg platinum belt. As a result, a significant amount of production has been lost.
The world's largest platinum producer – Anglo American Platinum Ltd. (Amplat) – has cut employees, closed some operations (four mine shafts) and one mine. Amplat's four Rustenburg mines account for 45% of world production.
On Dec. 8, 2015, Anglo American announced restructuring will reduce its assets by about 60%. The world's fifth largest miner will lay off almost two thirds of its employees (85,000).
The world's second largest platinum producer – Impala Platinum Holdings, Ltd. (Implats) owns the mine where thousands of men began a strikes as long ago as June 3, 2013. South African mining firms have been forced to trim production. Multiple strikes have crippled gold and platinum production at seven gold and platinum mines.
As a result of strikes, a 15% EXPORT TAX WAS IMPOSED January, 2015.
will increase as less is mined.
Platinum and palladium are recommended as investment metals for large portfolios. Silver and gold are "monetary metals." We recommend taking delivery of gold and silver coins before buying palladium and platinum coins and bars.


LOCATION, LOCATION, LOCATION! Do not miss this chance to own a home close to beaches, Nightlife, shopping and more! With ideal location and NO HOA FEES, this home in Bonnie Bay offers 3 bedrooms, 2 bathrooms and a 1 car garage. Energy-efficient utilities have been recently added, such as a Roof, Air conditioner, all duct work, insulation, low flow toilets and water heater. All to keep you cool and your energy bills low! This home comes with great sized lot, fenced in backyard, perfect for entertaining . This house is priced to sell so don't hesitate to MAKE THIS HOUSE YOUR HOME!


Everything you wanted to know about Nashbait but were afraid to ask! In 'The Grub' Mr Nashbait himself Gary Bayes introduces the exciting new range of Nashbait for 2015, including the new TG active and 4G Squid boilies, ready prepared particles and Ace Cards. We also take a closer look at the development of the amazing Key and the Cultured hook bait concept, brainchild of bait guru Keith Sykes, and he explains just what makes it so special and why it is so effective at catching big fish. It's not just bait, it's carp food!


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Home Wild Atlantic Way Sligo Sligo Town
Sligo Town
Credit: @madamegazette
Google Map data ©2019 Ireland
Sligo, from the Irish meaning 'abounding in shells', is a coastal seaport and the county town of County Sligo.
The importance of Sligo's location in prehistory is demonstrated by the abundance of ancient sites within the town. Sligo town's first roundabout was constructed around a megalithic passage tomb.
Sligo bay is an ancient natural harbour, being known to Greek, Phoenician and Roman traders.
The town is unique in Ireland in that it is the only Norman-founded Irish town to have been under almost continuous native Irish control throughout the Medieval period.
Sligo Abbey, a ruined abbey in the town, officially called the Dominican Friary of Sligo, was originally built in 1253.
It was destroyed in 1414 by a fire, ravaged during the Nine Years' War in 1595 and once more in 1642 during the Irish Confederate Wars.
The friars moved out in the 18th century, but Lord Palmerston restored the Abbey in the 1850s. It is now open to the public.
During the Civil war, Sligo railway station was blown up by Anti-Treaty forces on 10 January 1923.
If you would like to add any information or to advertise your business, please get in touch to feature on our website and in our 'WanderPast the Wild Atlantic Way' guide.
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Amazing views of Brooklyn Bridge, Manhattan Bridge – World Trade Center & City Hall from an over-sized terrace!
One block from South Street Seaport, neighborhood restaurants and bars.
Full-time doorman/security – 27 story elevator building…..


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Farewell to Manzanar
by: Jeanne Wakatsuki Houston
Chapters 9–10
Chapters 14, 15 & 16
Summary—The Girl of My Dreams
I feel no malice toward this girl. Watching, I am simply emptied, and in the dream I want to cry out, because she is something I can never be.
Jeanne shuns Papa's Japanese ancestry and embraces her friendship with Radine. Radine's parents are poor whites from Texas, and growing up together in an ethically mixed ghetto, Radine and Jeanne are almost socially equal and become best friends. Their relationship changes, however, when they move to Long Beach Polytechnic High School. Radine is asked to join sororities from which Jeanne is barred. Boys flirt with Jeanne but always ask Radine to the dances instead. The harshest blow is that Radine is promoted to song girl in the band, while the band teacher must fight with the administration even to name Jeanne majorette. Jeanne is demoralized by Radine's success because she knows the two of them share so many qualities, even their taste in boys. Jeanne is ashamed that her Japanese face and Japanese father prevent her from dating the boys she likes, but she does not want to change her face. She wants to be accepted. She begins to have recurring dreams about a blonde, blue-eyed girl being admired in a room full of people as she, Jeanne, watches through a window. Jeanne loses interest in school, begins hanging out on the streets, and considers dropping out.
One day, Papa nearly kills himself when he gets drunk on whiskey and homemade wine, and he finally gives up drinking to begin farming again. In 1951 he moves the family to the Santa Clara Valley outside of San Jose and begins sharecropping a hundred acres for a strawberry farmer. Jeanne is a senior in high school, but she tries to start over in the new school. The following spring, her homeroom nominates her to be carnival queen. On election day, instead of dressing like a typical 1950s bobbysoxer, Jeanne dresses in an exotic sarong with her hair down and a hibiscus flower behind her ear. The applause and cheers indicate that she will win by a landslide, but her friend Leonard Rodriguez, who helps out in the office, reports that the teachers are trying to stuff the ballot box to prevent her from winning. Jeanne is afraid to confront them, but Leonard does it for her, exposing the teachers and saving Jeanne's victory.
Papa is angry that Jeanne has won, and even angrier that she used her sexuality to entice white boys. He is worried about how American Jeanne has become and afraid that she will end up marrying a white boy, so he forces her to take Japanese dance lessons at a Buddhist temple in exchange for permitting her to be the carnival queen. She quits after only ten lessons, but as a compromise, she decides to wear a conservative dress for the coronation ceremony instead of one of the strapless dresses that other girls are wearing. On coronation night, the other girls compliment Jeanne on her dress, but when she enters the gym, the crowd begins to murmur. Jeanne feels uncomfortable in her dress and realizes her mistake in trying to be someone she is not. She understands that her Japanese face will still keep her from being invited to the white girls' reception after the ceremony, and she begins to wonder who she really is.
That Jeanne is more hurt by Radine's successes than by ethnic prejudice shows that she is searching for a deeper kind of acceptance. She is prepared for the prejudice that keeps her from being song girl but not prepared for how anti-Japanese prejudice drives a wedge between her and Radine, whom she thinks of as a social equal. Their common economic background and similar tastes make it painful for Jeanne to watch Radine's rise, for she wants, but is denied, the same thing for herself. When the boys who flirt with Jeanne ask Radine to the dances instead, Jeanne is forced to admit that prejudice is more powerful even than love and friendship. After such a realization, it is not surprising that Jeanne withdraws from school life and considers dropping out. Her academic and extracurricular achievements are only a mask for her deeper need for acceptance on a human level, and when hope of such acceptance is removed, there is little hope at all.
Jeanne's recurring dream of looking in at the carnival queen from outside symbolizes her inability to attain the ideal of acceptance to which she aspires. The blonde, beautiful, and adored girl in the dream is the stereotype of the American prom queen. Jeanne's separation by a window from her ideal of beauty mirrors her situation in real life, where she is allowed to watch Radine's successes but never allowed to achieve them herself. She does not envy the girl but says she is "simply emptied," showing that the dream is less a remnant of hope than a symbol of her loss and disillusionment. That this dream haunts Wakatsuki even as she writes her memoir shows that even though she has come to terms with the internment, she still struggles to reconcile her Japanese heritage with the American culture in which she grew up.
Jeanne's realization that she cannot define herself as only Japanese or onlyAmerican marks the climax of her memoir. The main conflict of her story is her struggle to reconcile the Japanese and American aspects of her identity. She continually deceives herself into thinking that if she acts American, people will see past her Japanese face. She fails to understand, however, that her problem lies in defining herself not according to who she really is but according to how she wants other people to see her. It is not until she finally gains the acceptance she desires and is on display for everyone to see and judge that Jeanne finally realizes her error. The lukewarm reaction to her conservative dress at the carnival queen coronation ceremony makes her realize that neither the overly conservative version nor the overly sexualized version of herself is real. Rather, they are simply attempts to define herself according to other people's standards. This realization marks the end of her childhood naïveté and leads her to conclude that the first step in being accepted by others is for her to accept who she really is: a Japanese American.
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Jeanne: Character Analysis


This is taken from [Facilities.net].
This article covers some common tips on how ADA violations can result from housekeeping. Many businesses believe that ADA violations are generally structural issues, but some general understanding can help businesses avoid 'no brainer' violations that fall out of the purview of architects and other design and construction professionals.
I'm Dan Hounsell, editor of Maintenance Solutions magazine. Today's topic is, common ADA violations.
Twenty years after the enactment of the Americans with Disabilities Act, or ADA, institutional and commercial facilities continue to struggle in their efforts to comply with ADA's accessibility guidelines. Here is a look at the more common ADA violations still found in facilities.
In the built environment, violations range from curb ramps and ramps that are too steep, to a lack of parking with a marked access aisle and signage. Ground markings are not effective because they are not visible at night or when covered with snow.
In restrooms, the most common violations involve toilets not mounted the correct distance from walls or partitions, and toilet flush valves on the wrong side. If the flush valve is on the wide side, users must reach over the toilet to flush.
• Housekeeping workers placing a garbage can next to the restroom exit door. Clear space next to door gives a person using a wheelchair enough space to approach the door, reach the door handle and open the door.
• Placing garbage cans directly in front of call buttons for elevators, again impeding the progress of someone in a wheelchair or using a walker to reach the buttons.
• Mounting objects on walls that project 4 inches or more from the wall. If the objects are 27-80 inches from the floor, someone with a visual disability will miss the item on a cane sweep and walk right into the object.
The structural and design violations result from not following, understanding or paying attention to the ADA guideline and relying solely on building code and code officials. The operational violations, although not permanent or fixed items covered under the ADA guidelines, still create barriers.
In short, ADA violations run the gambit from very expensive items that are inherent in the building to purely positional things, like furniture or trash cans.
This is hard for people who have never been disabled to understand, so I am glad that others are catching on. Still, if you have a housekeeping or janitorial service, you ought to instruct them so as to avoid these common issues.
This also applies to construction — temporary paths of travel are required to be compliant under the ADA, something most contractors don't understand… and something that falls beyond the purview of what most building departments would ever think to even look at.


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Тридесетшеста војвођанска дивизија била је дивизија Народноослободилачке војске Југославије, формирана 3. марта 1944. у селу Бијелој, у источној Босни, наредбом Врховног штаба НОВ и ПОЈ од Треће и Пете војвођанске ударне бригаде, које су до тада биле у саставу Шеснаесте војвођанске дивизије и Шесте војвођанске ударне бригаде, која је до 9. октобра 1944. дејствовала у Срему.

Од 26. октобра 1944. године у саставу дивизије је и Једанаеста војвођанска ударна бригада, а 16. децембра унутар дивизије је формирана и Артиљеријска бригада. Тридесетшеста дивизија је до 1. јула 1944. била у оперативном погледу потчињена Трећем босанском корпусу, затим Дванаестом војвођанском корпусу, а од 1. јануара 1945. била је у саставу Треће армије ЈА. Приликом формирања имала је око 2.250, а јануара 1945. око 9.600 бораца.

Борбени пут 36. дивизије
У марту и почетком априла 1943. године Тридесетшеста војвођанска дивизија је водила борбе против јединица немачке 13. СС дивизије у Семберији и на Мајевици. Потом се 18. априла 1944. пребацила преко пута Зворник—Тузла у Бирач. одакле је требало да нападом на Зворник омогући пребацивање Шеснесте и Седамнаесте дивизије у Србију. Међутим, нападом немачке 7. СС дивизије "Принц Еуген" и домобранског 3. ловачког здруга са линије река Спреча—Кладањ, дивизије је у томе спречена и у борбама од 25. до 30. априла принуђена да се заједно са Шеснаестом и Тридесетосмом дивизијом пробије преко комуникације Шековићи—Власеница у рејон Кладња.

Пошто је 4. маја Шеснаеста дивизија заузела Кладањ, Тридесетшеста дивизија је преко Цапарда упућена на Мајевицу. Ради обезбеђења болнице Дванаестог војвођанског корпуса, дивизија је у периоду од маја до јула 1944. више пута прелазила комуникацију Зворник—Тузла и пробијала се са Мајевице за Бирач и обратно.

Посебно тешке борбе против немачко—усташких снага водила је у другој половини маја у рејону Лопаре, Тузла и на планини Коњух. У јулу је била на Мајевици и у рејону Ораховице, а у другој половини јула у долини реке Спрече и у рејону Олова. Августа 1944. године дивизија је у саставу Дванаестог војвођанског корпуса пребачена преко комуникација Хан-Пијесак—Власеница, Сарајево—Вишеград и Калиновик—Фоча на подручје Дурмитора, где је учествовала у Дурмиторској операцији.

Исцрпљена свакодневним борбама и глађу у 40-одневним маршевима по босанским, црногорским и херцеговачким планинама, дивизија је у саставу Дванаестог војвођанског корпуса 5/6. септембра 1944. форсирала реку Дрину, код Старог Брода и прешла у Србију. наступајући преко планине Таре у правцу Цера, заједно са Шеснаестом дивизијом средином октобра нанела је пораз јаким четничким снагама на планини Медведнику, а затим, после краћег одмора и попуне у рејону Ваљева, учествује у ослобођењу Рађевине, Поцерине и Мачве, а од 12. октобра у борбама за Обреновац, а потом за ослобођење Београда. У октобру 1944. на прилазима Београду дивизији се прикључила и Шеста војвођанска ударна бригада, која је до тада дејствовала у Срему.

Пошто је разбила јаке немачке снаге у рејону Умке, дивизија се у саставу Дванаестог корпуса 21/22. октобра пребацила преко Саве у Срем, где је продужила гоњење немачких снага и у борбама од 23. до 26. октобра ослободила Стару Пазову и Ириг, а учествовала је и у ослобођењу Руме, 27. октобра и Сремске Митровице, 1. новембра. Средином новембра пребачена је у Нови Сад, одакле је после краћег одмора упућена на леву обалу Дунава, ради одбране одсека фронта Апатин-Бачка Паланка.

Почетком децембра, садејствујући јединицама на Сремском фронту, које су вршиле напад на правац Илок—Вуковар, јединице Тридесетшесте дивизије су форсирале Дунав и заузеле Опатовац и Мохово. Крајем децембра 1944. дивизија је пребачена у Мађарску где је заузела положаје на левој обали Драве, код Доњег Михољца, а од 13. до 18. јануара 1945. године на вировитичком мостобрану. У рејону села Питомаче водила је оштре седмодневне борбе, а затим прешла у одбрану до 10. фебруара кад се, због против напада јаких немачких снага, заједно са Шеснаестом и Педесетпрвом војвођанском дивизијом повукла на леву обалу Драве.

У другој половини марта учествовала је у ликвидацији немачког мостобрана на Драви, северно од Валпова, а ноћу 11/12. априла 1945. форсирала је Драву у рејону села Нарде. У завршним операцијама за ослобођење Југославије учествовала је ослобођењу Валпова 12. априла, разбијању немачке колоне између села Брачеваца и Разбојишта 15. априла, ослобођењу Нашица 16. априла, Подравске Слатине 20. априла, Вировитице 25. априла, Копривнице 5. маја, Лудбрега 6. маја, Вараждина и Варждинских Топлица 7. маја и заробљавању немачко—усташко—четничке групације у простору Дравограда 15. маја 1945. године где је завршила свој ратни пут.

Командни састав дивизије
 Команданти дивизије:
 Марко Перичин Камењар — од формирања дивизије до јула 1944.
 Радослав Јовић Мишко — од јула до октобра 1944.
 Душан Вукасовић — од октобра 1944. до марта 1945.
 Ђорђе Бикицки Ројник — од марта 1945. до краја рата

 Политички комесари дивизије:
 Стефан Митровић — од формирања дивизије до јула 1944.
 Љубомир Момчиловић — од јула до септембра 1944.
 Богдан Вујошевић — од септембра 1944. до краја рата

 Начелници Штаба дивизије:
 Антун Кулунџић — од формирања дивизије до септембра 1944.
 Бранко Крњаја
 Вукашин Биволаревић Волф

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36
Војводина у Народноослободилачкој борби

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text:
CASE STUDY: Project Domus
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Amidst the current Covid-19 pandemic, we've worked hard to ensure that progress on the Aquatics Centre in Smethwick isn't halted while strictly adhering to the Government's guidance and site operating procedures.
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Wates FM provides specialist deep cleaning services to ensure premises are safe and free of viruses.
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On Friday 27 March, Wates Construction's site team in Wembley Park carried out a fire drill to ensure that in an emergency, site operating procedures are effectively followed.
CASE STUDY: Quadram Institute
Three buildings incorporated into one, the building comprises of contemporary and purpose-designed accommodation to house 370 research scientists, clinicians, support staff and clinical trial participants, and approximately 180 outpatients who will be treated within the endoscopy clinics each day.
CASE STUDY: Abbey Area Phase 2
A consultation-led design has strongly incorporated community feedback to ensure that the building and space creates a new area that the community can be proud of and supports the Council's aspirations.
CASE STUDY: Foss Park Hospital
The 72-bed mental health facility was delivered safely and ahead of programme.
CASE STUDY: Royal London Hospital
Completing in just 5 weeks, the eight-year dormant 14th/15th floors have been converted into Covid-19 wards, leaving a lasting legacy for the hospital.
CASE STUDY: Public Health England
Bringing together public health specialists from more than 70 organisations into a single public health service.
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London Bridge attack: Boris Johnson's language 'wrong after deaths'
Media captionBoris Johnson says about 74 convicted terrorists have been released early from prison
Boris Johnson was "wrong" to use the language he did after the London Bridge terror attack, a Welsh Conservative election candidate has said.
Two people were killed by convicted terrorist Usman Khan on Friday.
The prime minister blamed Khan's early release from jail on legislation introduced by a "leftie government".
Welsh Conservative election candidate Fay Jones said the prime minister should not have used the terrorist incident "as a political exercise".
After Mr Johnson called for longer sentences and an end to automatic release, David Merritt – whose son Jack was one of the victims – said he would not wish his death "to be used as the pretext for more draconian sentences".
Speaking in the BBC Wales Live election debate in Wrexham on Tuesday, Ms Jones said: "I don't think the prime minister or anybody should be using this as a political exercise."
Asked if Mr Johnson was wrong, she replied: "Yes, he was."
Mr Johnson has denied claims he was politicising the attack, saying he had campaigned against early release for some time, having previously raised the issue during his 2012 campaign to be mayor of London.
"I feel, as everybody does, a huge amount of sympathy for the loss of Jack Merritt's family, and indeed for all the relatives of Jack and Saskia, who perished at London Bridge," he said.
"But be in no doubt, I've campaigned against early release and against short sentences for many years."
Khan had served half of his sentence and the prime minister claimed scrapping early release would have stopped him.
Mr Johnson blamed Khan's release on legislation introduced under "a leftie government", insisting the automatic release scheme was introduced by Labour.
However, he has been challenged about what the Conservatives had done to change the law over the past 10 years in government.
Image caption Fay Jones: "I think we need to focus on what we do next"
Labour's David Hanson, a former policing and counter-terrorism minister, said the police had struggled following a reduction in the number of officers and he had concerns about the probation service.
"We need to have the 40% cut that was taken to the probation service put back in place because that's one of the issues that's led to the high risk on this particular case and others," he said.
Brexit Party MEP Nathan Gill said it was "bonkers" that convicted terrorists were being released early.
"If you plot mass murder of people, a terrorist attack, I want to see you go to jail for your whole life," he said.
"I do not understand that when the death penalty was taken away. We were told life would mean life, and now people serve just five or ten years and then they're let out."
Image copyright West Midlands Police
Image caption Usman Khan had been jailed in 2012
Politicisation of terror attacks like London Bridge was wrong, said Plaid Cymru's Rhun ap Iorwerth, "because it affects every one of us".
"These are our communities", he said, "intolerance between different groups is something we should all condemn".
When pressed on whether Khan should have been released, Mr ap Iorwerth stressed each case was different.
Liberal Democrat Steffan John also criticised the prime minister.
"It was clear that Boris did play games on this and he saw an advantage," he said.
"We have people risking their lives and showing their bravery and he's essentially dodging questions and avoiding stepping up to the plate and answering interviews."
https://www.bbc.co.uk/news/election-2019-50649271
Brexit: What does the deal say about workers' rights?
Image copyright Getty Images Labour has warned that Boris Johnson's revised Brexit deal would threaten workers' rights and protections in the future. The concerns have been echoed by several union leaders. But Boris Johnson has insisted the UK will "maintain the highest possible standards in social protections and the environment". So, why the sudden focus […]
Brecon and Radnorshire by-election: What does it tell us?
Image copyright PA MediaImage caption The victory for Jane Dodds means the Lib Dems now have 13 MPs Liberal Democrat leader Jo Swinson said the Brecon and Radnorshire by-election was a "great victory" for her party. In truth, the Lib Dems were the favourites to win this seat, despite having to overturn a majority of […]
Election debate: Five things from Johnson v Corbyn head-to-head
Image copyright Reuters The first election debate between Boris Johnson and Jeremy Corbyn saw a dash of anger, an unsettling amount of laughter, and thankfully no tears. Here are five key moments from the hour-long ITV programme: The NHS and Brexit Media playback is unsupported on your device Media captionMoment Corbyn produces 'NHS dossier' Jeremy […]
General election 2019: Lib Dems suspend staff member over 'faked' email
Turner Prize split four ways as nominees decide against a single winner


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