Cyberattacks targeting U.S. energy and industrial firms are increasing, prompting the U.S. government to issue a public warning about the potential threat.
According to a news report in Reuters, in a rare move, the Department of Homeland Security and the Federal Bureau of Investigation (FBI) warned that sophisticated hackers are targeting nuclear, energy, aviation, water and critical manufacturing industries, as well as government entities.
The cyberattacks date back to May, but could go back even further. The goal of the hackers was to use malicious emails and websites to obtain credentials in order to access the computer networks. The hackers were able to compromise some of the targets, but the government wouldn't provide information about any specific incidents. Authorities have been monitoring the activity for months now, noted Reuters, citing a confidential report that was distributed to firms that were determined to be at risk of an attack. The report provided information on activities that targeted nuclear energy and critical manufacturing sectors.
Department of Homeland Security spokesman Scott McConnell declined to tell Reuters what prompted the current government cybersecurity warning.
"The technical alert provides recommendations to prevent and mitigate malicious cyberactivity targeting multiple sectors and reiterated our commitment to remain vigilant for new threats," he said in the report. The FBI declined to comment.
Robert Lee, a security expert and chief executive of cybersecurity firm Dragos, told Reuters the move on the part of the government is aggressive. He said it appears to be the work of hackers employed by the Russian government, but declined to elaborate. The company is also monitoring other groups targeting infrastructure that appear to be tied to China, Iran and North Korea, the executive told Reuters.


Slot belt; Price 5,000 gp ( Normal), 31,000 gp ( Greater); Weight 1 lb.
The entirety of this thick hide belt is scarred with impressions of fiendish visages, each shifting between a scowl and a smile. Commonly used by the servants of Asmodeus in Cheliax, this belt grants its wearer a +2 enhancement bonus to Constitution. Treat this Constitution bonus as a temporary ability bonus for the first 24 hours the belt is worn.
Whenever an enemy scores a critical hit against the wearer, the wearer gains fast healing 1 for 1 minute. This ability doesn't trigger if the critical hit deals only nonlethal damage. Damage caused by silver weapons, good-aligned weapons, or spells or effects with the good descriptor doesn't trigger the fast healing, and suppresses the fast healing for 1 round if it's already active.
The wearer of an infernal cord can be detected as though she were an evil creature, and can sense the item's evil while wearing it. This belt imparts 1 negative level to any nonevil creature that wears it until the belt is removed.
Greater Infernal Cord: This item functions as an infernal cord, but it grants a +4 enhancement bonus to Constitution, and the fast healing effect increases to fast healing 4. Treat the Constitution bonus as a temporary ability bonus for the first 24 hours the belt is worn.
The wearer can be detected as though she were an evil cleric, not just an evil creature.


text:
Q: clockdiff versus ntpdate -q I want to know the time difference between the clocks on two different hosts. I've found clockdiff and ntpdate -q both perform similar functions. Please provide some insight on the difference between the two in terms of accuracy, what they're actually measuring, etc. If there are other suggestions for providing the same functionality, that would also be appreciated. Thank you.

A: clockdiff provides 1 ms resolution and it's man page does not mention any attempt to take into account network latency and jitter.
ntpq is part of ntp and I believe is capable of working with nanosecond resolution. More importantly ntp has well-honed and sophisticated algorithms for dealing with latency and jitter.
Few people will need better than millisecond resolution of course.

redpajama_set_name: RedPajamaStackExchange


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Mika earns an intense round of 'The Five' mockery after her over-the-top reaction to Trump's rally
Mika earns an intense round of 'The Five' mockery after her over-the-top reaction to Trump's rally
August 4, 2018 | Frieda Powers | Print Article
MSNBC's Mika Brzezinski made herself a 'Five' target when her drama creeped more over-the-top than usual.
Jesse Watters believes it's simple jealousy that fuels Brzezinski in her relentless attacks on President Trump's mental health.
"She can't discredit him on policy. She has to discredit him on personality," Watters said on Fox News' "The Five" on Friday, slamming the morning host for her continued attacks on the president's mental stability.
(Image: screenshot)
Reacting to Trump's speech at a rally, Brzezinski said on "Morning Joe" that the president was "completely unhinged and getting worse by the day."
Fox News' Dana Perino noted how members of the mainstream media continue to prove Trump's point in his attacks against the press for bias, hypocrisy and "fake news." She asked Watters why Brzezinski should see the president now as "unhinged" although nothing has changed in how he has conducted his rallies.
"She's jealous, because it takes a lot of talent to do what he does, to be able read a crowd the way he does," Watters replied. "It's not someone that's unhinged, it's someone that's so focused and so in tune to the crowd and their reaction, the timing, the sensibility of the way your words are going over with the crowd."
He also sees the attacks as a product of "sour grapes," as the "Morning Joe" hosts have had a negative turn in their relationship with Trump.
After playing a montage of clips featuring Brzezinski calling the president's mental health into question, "The Five" co-host Greg Gutfeld concluded with his own diagnosis.
"In regards to Mika, there's a good rule you can always use. Boring people think interesting people are crazy. And by comparison, she's effectively boring," he said. "The only thing interesting about her is her last name, let's be honest."
"And I think you can be harsh about her, because she offers no medical evidence, she offers no, had no medical expert there, she's not a doctor, to talk about somebody's stability, and by the way, in very serious tones," he added.
Watch "The Five" segment beginning at the 12:25 mark below:
Newsom's wife's uber-woke films forced on school children, complete with promotional cameos of hubby - January 20, 2023
DOJ ramps up a 'mere review' to full-fledged investigation after latest Biden doc discovery - January 12, 2023
Texas Rep. Chip Roy calls on Republican House to 'stop funding' DHS over botched handling of the border - January 10, 2023

redpajama_set_name: RedPajamaCommonCrawl


text:
Update: What Changed in the FY 2020 DC Budget at Final Vote
By Kate Coventry, Doni Crawford, Kamolika Das, Simone Holzer, Ed Lazere and Amy Lieber • May 29, 2019 • Budget
Yesterday, the DC Council had its second and final vote on the DC budget for fiscal year (FY) 2020. The budget that the DC Council voted to approve includes important investments for DC residents but fails to ensure that all residents have the resources they need to be successful in our growing city.
The unnecessary pitting of tools and communities against each other is a troubling pattern that emerged in this year's budget. The Council voted to take resources from one affordable housing tool to fund another, and it undermined health care improvements for immigrants to increase resources for an underfunded hospital. DC leaders also pitted two school communities—Banneker High School and Shaw Middle School—against each other in heated debates about our public education system.
The decision to shift funds around within the same area, rather than find additional funds, is unprecedented and unhealthy. While budgets require choices, a city as prosperous as ours has the resources to increase investments for our crucial affordable housing tools, remove barriers for immigrant residents in need of health care, adequately fund the only public hospital east of the Anacostia River, and deliver on promises that have been made to two communities about their schools. Thriving communities require bold investments; the pitting of our tools and communities against each other instead weakens our neighborhoods and the District as a whole.
This blog highlights important changes made to the budget this Tuesday at the second vote. For more on what's in the FY 2020 budget, see What You Need to Know About the FY 2020 DC Budget After First Vote.
Increased Funding for Public Housing Repairs and Additional Funding Up in the Air: The Council redirected $1 million from the nullified $46 million (20-year) Line Hotel tax abatement to the DC Housing Authority for public housing repairs in Ward 1. The Line Hotel failed to meet at least two requirements for securing the tax abatement, including their promise to employ District residents for over half of the required construction hours. In addition, the Council's attempt to divert $24.5 million (reduced from the Council's initial $30 million proposal) from Events DC's reserve fund for public housing repairs remains unresolved since the Chief Financial Officer (CFO) has objected to the Council's use of Events DC funds.
Affordable Housing Preservation Fund Increased at the Expense of the Housing Production Trust Fund: After the DC Council's first vote on the FY 2020 budget, the Affordable Housing Preservation Fund (Preservation Fund), which provides financing to preserve, acquire, and rehabilitate the city's disappearing affordable housing stock, was cut entirely. The Council reversed this cut and ultimately added a total of $11.5 million to the Preservation Fund between the first and second vote. However, $4 million of this funding was redirected from the Housing Production Trust Fund (HPTF), DC's primary tool to finance the production and preservation of affordable housing. As a result of this change and another reduction from committee markups, funding for the HPTF will increase by only $16 million – a $14 million decrease from the Mayor's proposed budget. This needed increase for the HPTF is insufficient to put us on the path to meeting our most serious affordable housing challenges over the next decade. While the Council's attempt to find additional money for the Preservation Fund is notable, the shifting of resources from the HPTF is a key example of the DC Council pitting housing programs against each other. This now sets a dangerous precedent that an effective affordable housing program can be cut to fund another.
No major changes to early childhood development in the second vote.
Council Worked to Resolve Needs of Shaw Middle School and Banneker High School Communities: The budget passed by the Council includes full funding ($142 million) to build a new Banneker High School on the site of the former Shaw Middle School. The Council also voted to create a new Shaw Middle School—which was closed years ago with a commitment to re-open it at some point in the future—by placing it in Banneker's current building. Renovating the current Banneker site for Shaw Middle School will require substantial investment, but the Council did not identify funding for that at this point. The Council's action resolves—at least for now—what has been a contentious issue that unnecessarily pitted the two school communities against each other. The proposed budget included funding for a new Banneker site on the former Shaw site, without any plan for Shaw Middle School. This set up a contentious debate about whether the Shaw site would be a high school or middle school. By giving both schools a site, the final budget appears to resolve this problem.
Some Additional Support for United Medical Center, But Still Not Enough: The budget passed by the Council provides $22 million to support the operations of United Medical Center (UMC), DC's public hospital in Ward 8. This is more than the $15 million provided at the first budget vote, but still a substantial cut from $40 million included in the proposed budget. Even at $22 million, this limited subsidy to UMC will make it hard for the hospital to maintain services—for example, it will likely lead to large staff layoffs—as the city prepares to build a replacement hospital. Given that the District has not yet finalized a deal for the new hospital, it is important to support UMC, the only hospital in the eastern half of the city. As described below, some $2.5 million of the funds the Council identified for UMC came from eliminating a proposal for new funding for the DC Healthcare Alliance.
Council Reversed Effort to Eliminate Health Care Barriers Imposed on Immigrants: The Council's second budget vote fully eliminated a provision that would have allowed participants in the DC Healthcare Alliance—a health insurance program for low-income residents that primarily serves immigrants—to renew their eligibility at a community health center. This would have been a partial step toward eliminating barriers to enrolling in the Alliance. The Council's action reflects another unfortunate instance of pitting worthy needs against each other. In working to protect access to health care at UMC, the Council weakened access to health care for immigrants. This means that all of the health barriers immigrants in DC have faced for nearly a decade will remain.
Increased Funding for Homeless Services: The Council changed the revenue-raising amendment passed at first vote to increase funding for homeless services. The Council added funds to hire one staffer for Permanent Supportive Housing (PSH) and one for Targeted Affordable Housing (TAH) for individuals. Two staffers were added to TAH for families and one to youth homelessness programs. Additionally, $22,000 was added to fund an additional PSH unit for individuals.
No major changes to jobs and training in the second vote.
No major changes to public safety in the second vote.
Raising Revenue
Minor Changes to Revenue Raising Amendment: The approved budget includes the amendment adopted at the first budget vote to scale back the Qualified High Technology Company (QHTC) tax incentive program, and redirect $15.3 million from the ineffective tax incentive into a variety of programs. The specific funding amounts changed slightly between the first and second vote, but will still go towards crucial services like homeless outreach, lead remediation, school-based mental health services, Birth to Three childcare subsidy, IT training, and permanent supportive housing for residents experiencing homelessness.


text:
FROM php:5.6-apache
MAINTAINER Oleg Fedoseev <oleg.fedoseev@me.com>

RUN apt-get update && apt-get install -y git zlib1g-dev && apt-get clean && \
	rm -rf /var/lib/apt/lists/* /tmp/* /var/tmp/* && \
	docker-php-ext-install zip && a2enmod rewrite && \
	echo "date.timezone = UTC" > /usr/local/etc/php/conf.d/timezone.ini && \
	echo "memory_limit = -1" > /usr/local/etc/php/conf.d/memory.ini

ENV COMPOSER_HOME /var/www/composer
RUN mkdir /var/www/composer && \
	curl -sS https://getcomposer.org/installer | php -- --install-dir=/usr/local/bin --filename=composer && \
	composer config -g cache-dir /var/www/composer/cache

RUN composer create-project playbloom/satisfy --stability=dev --no-dev /var/www/satisfy --no-interaction && \
	rm -rf /var/www/html && ln -s /var/www/satisfy/web /var/www/html

# pathed version with /build/ endpoint
ADD satisfy.php /var/www/satisfy/app/satisfy.php
ADD config.php /var/www/satisfy/app/config.php
ADD satis.json /var/www/satisfy/satis.json
ADD start.sh /bootstrap.sh

RUN mkdir /var/www/satisfy/web/dist && \
	/var/www/satisfy/bin/satis -n build /var/www/satisfy/satis.json /var/www/satisfy/web

RUN chown -R www-data:www-data /var/www/composer && \
	chown -R www-data:www-data /var/www/satisfy/app/data /var/www/satisfy/web/include /var/www/satisfy/web/dist/ && \
	chown www-data:www-data /var/www/satisfy/web/packages.json /var/www/satisfy/web/index.html /var/www/satisfy/satis.json

VOLUME ['/var/www/satisfy/web/dist', '/var/www/composer/cache']
CMD ["/bootstrap.sh"]

redpajama_set_name: RedPajamaGithub


text:
Setting Up Train Routes
By akuenzi,
December 27, 2011 in Railroad Tycoon 2 Discussion
akuenzi
I have a couple questions on setting up train routes. Maybe I tend to over-think things like this, but I'd be curious to know how others approach these things.
1. How do you evaluate where to lay your first track?
I understand that a scenario may limit you if you can't have any track disconnected from your original track, but assuming you have freedom to lay track where ever you choose, how do you make that choice?For me, I think I usually just look for the largest cities I can find, and build something between them, starting with passengers and mail.I'm not sure that's the best answer, though.
2. Are you able to tell in advance how much revenue a particular line will generate, so as to know how it will impact your rail business?
This question might stem from my occupation as a CPA, where I work with businesses all the time on these kinds of questions.Nobody just goes out and does 'something' to try to turn a buck, not the consistently successful ones anyway.There is usually a good deal of analysis in the decision making process to see if it's something that will have a payoff.Is there any way to do this in Railroad Tycoon?Maybe for some on here that would take the fun out of it.For me, trying to figure that out would only enhance the fun… as silly as that may sound.I haven't yet figured out how to go about it, but I've been mulling it over in my mind, maybe to use a separate spreadsheet or something to help me approximate revenue.
3. Are there any recommended strategies to follow for backhauls?
When I haul cattle to the meat packing plant, I know it's also good to pick up the food, and then haul it right back to a town that is close to where I got the cattle.It's efficient use of the track and trains, though it often doesn't work out this way.Invariably the town is too far away, or they aren't yet accepting food.
How often do you guys have to run empty? Is that a hallmark of a poor route to set up in the first place?
Having just played a map where there was little passenger traffic, and a whole lot of freight over long distances, I was forced to confront this early on, and it was tough! It seemed like a bunch of my trains had to run empty whether I liked it or not. There was a circuit I tried setting up later in the game, where I could take sugar to the bakery, then run empty a short distance to a gravel pit, taking it to the cement plant, then empty again for a short distance to get some wool, taking it to where it needed to go… I wanted to take the resulting goods and haul them to a town that was close to where I got the initial sugar, but the town wasn't large enough to accept goods yet.
4. How do you determine how far to take a particular cargo?
Passengers can be delivered to a town that is ten squares away, or they can be delivered to a town clear on the other side of the board... or some place in between. Of course, going further takes more time, and you do get more revenue for it, but how does a person determine which is best? The same goes for freight, though some indication is given in the game with 'demand' levels. Maybe some of it depends on what you're able to haul back the other way, or the goals of a particular scenario, and I understand that. But is there anything else you guys consider as part of the decision, or do you just lay the track, and let the chips fall where they may?
Maybe I AM over-thinking things. :) Just want to think like a true tycoon so as to squeeze out the most profit possible at any given time.
jeffryfisher
Location: Vancouver WA
There are various strategies one can pursue depending on available capital etc. I tend to look for two cities (or large towns) about 100 squares apart and then connect them. If I anticipate a wanting a map-crossing mainline later in the game, then I will orient my first track to build whatever part of it that that route would eventually use.
Backhauls can actually influence hauls. Even for the better non-pax/mail cargoes, distance is close to being a wash. Therefore, I aim to keep my trains loaded, even hauling triangles (and higher numbered polygons) where distance is only a secondary criterion. For short-haul heavy freights like iron and coal, distance costs more than it pays, so I aim as short as possible.
Some of my trains haul pax/mail from big cities to small towns and then back-haul fast freight (like food) to the big city, sometimes hauling something like cattle a modest distance in between. This helps minimal towns to "keep up" with big cities on asymmetrical maps like Australia or the early US where most of the population is on one coast.
Interesting. I remember reading some of your comments in another post indicating this. When you say the distance is close to being a wash, are you meaning that you receive just as much profit if you can deliver the grain to the bakery that is 3 squares away, versus to the bakery that is 100 squares away? This is exactly part of the question I'm asking in this post. I'm not doubting you, but how did you figure this out? Does your cost include only the train cost, or are you factoring in a component of company overhead for the additional time the train is moving?
In the strategy guide, I looked through the 'Cargo Demand Table' (Table 2-1). I'm going to have to pay more attention to this in the future, as it's obvious some cargo is far more valuable than others. I knew that passengers were valuable cargo, but I didn't remember that there was so much variation in the freight. Milk has a base price of $60,000, which puts them on par with passengers, whereas coal's base price is $30,000. This table also shows the 'days to deliver.' It's my understanding that this is only to pick the cargo up, is this correct? That seems to be what the strategy guide says, but I wonder if that's accurate. Does the number of days include hauling time, and the only way to get more would be to put up a specialty building (warehouse, post office, etc.)? Then there is a column for 'ship distance,' which they say is a modifier for how far the cargo is hauled. Passengers has a 0.37 modifier and mail has a 0.47 modifier. The rest are all 0.1 or 0.2. It says the higher the modifier, the more we receive for hauling cargo across longer distances.
Above you reference 'better non-pax/mail cargoes.' Maybe the 'better' ones are those that have the 0.2 modifier. The 'short-haul heavy freights' you referred to, iron and coal, only have a 0.1 modifier. So, it appears that more revenue IS received by hauling it a greater distance, but in your experience, this is a wash? Or maybe it's just not worth it enough to do it, and maybe there are better opportunities elsewhere? I wonder how far the train has to go in order for the modifier to kick in. I also wonder if the modifier is a 'fixed amount' once a minimum distance has been hauled. Maybe that's where you're finding that it's a wash to haul certain things extra long distances.
Has anyone on here ever figured out the formula for the amount of revenue received upon delivery? The strategy guide gives the things that impact revenue, but is silent on significant parts of the calculation.
Here's an idea I've used on several maps, for example a `tweaked version` of the Midwest map, starting in 1830, where I've altered population to a more realistic lvl, and there are hubs like Chicago and Detroit far apart(albeit small hubs at that time), with fledgling villages with great potential in between. To help the `villages` grow, I supply a limited passanger and mail service.
Lets say we have villages a-b-c-d-then Chicago. Chicago is the only one to actually accept pax and mail. So start a train at a) red light -one pax car. Move on to b) yellow flag , yellow light, add another pax car, c) yellow flag, yellow light three pax cars, d) yellow flag, yellow light, four pax cars, Chicago unload all , get paid, reload one or two pax to village a). I also do the same procedure for mail.
This allows 2 things:- 1) The trains don't wait forever at each station, but will arrive with at least 2 full pax/mail cars to Chicago, with full distance payment.
2) It allows pax/mail and cargo to be kept seperate, which allows a better train selection, plus generally helps stop cargo intended for	one train being picked up by another (though of course this can still happen).
It also helps villages with no appropriate industry to grow, when you'd have no otherwise reason to deliver/collect there. You don't get a fantastic income from these trains, but they more than pay their way, and their aim is to provide a service and help the fledling settlements grow to towns.
As for cargo, (if using expert lvl), you get virtually nothing for hauling e.g. food to a village, compared to somewhere that demands it (even with a demand lvl of only 1). So If I haven't anywhere else to deliver food to (let's say Chicago and Detroit are being well supplied, and I own all the industries involved), then hauling food to a fledling Indianapolis isn't really worth it. Better to start supplying a goods chain instead.
As for back hauls, to go back to my first example. I'd purposefully look to supply industries that `fitted` my line. Say village c) had grain nearby and a) had a bakery (this would be ideal). Then the backhaul from Chicago to c) could be a single pax car or even empty--enough money would be made on the first two stages of the run. I would rarely run more than 3 cars of cargo on the early trains, :- if grain was being left in the fields, I'd add a duplicate train.
If a) had the grain, and d) the bakery, the run is less lucrative, but the backhaul would still be a single pax or mail car (the route would still make money, just less).
If Chicago had the bakery, and there was nowhere that wanted food, I'd forget all about hauling grain in my earlier plans, and hopefully have a goods chain or cattle chain , and plan accordingly.
Of course, if you have multiple towns, then you can make all your early money hauling pax/mail, with a few choice cargo lines, but I find that too easy (unless the map is all about beating up on ai tycoons and ai companies ;))
A few ideas, hope they're of some use...I kept wanting to draw diagrams to illustrate , but maybe you can follow the rambling narration..
When you say the distance is close to being a wash, are you meaning that you receive just as much profit if you can deliver the grain to the bakery that is 3 squares away, versus to the bakery that is 100 squares away?
No, I mean that the profit margin doesn't seem to grow much. It costs more and takes more time to haul long distance, and the payoff is just enough larger to make up for it. I could do just as well with two hauls each half as long. If I am really short of loads, then I might run long just to increase business, but usually pax and mail are the only critically short loads (and they also benefit from long distance).
I'm not doubting you, but how did you figure this out?
I must admit that I haven't worked up data into a rigorous proof. What I have is a mental note from games years ago telling myself that the "0.1" cargoes should be hauled as short as possible, and the "0.2" cargoes can be hauled wherever is most convenient.
Does your cost include only the train cost, or are you factoring in a component of company overhead for the additional time the train is moving?
No factors, just annual profits on different trains hauling the same kinds of cargo different distances. With .2 loads, it appeared that a few medium length hauls made as much per year as one long haul. With .1 cargo (like aluminum), hauling long made less money (and could even lose money).
Then there is a column for 'ship distance,' which they say is a modifier for how far the cargo is hauled. Passengers has a 0.37 modifier and mail has a 0.47 modifier. The rest are all 0.1 or 0.2. It says the higher the modifier, the more we receive for hauling cargo across longer distances. Above you reference 'better non-pax/mail cargoes.' Maybe the 'better' ones are those that have the 0.2 modifier.
Yup, you got it. If it has a 0.1, then keep it short or only ship it if vital for something else that's very profitable.
The 'short-haul heavy freights' you referred to, iron and coal, only have a 0.1 modifier. So, it appears that more revenue IS received by hauling it a greater distance, but in your experience, this is a wash?
No, the short-haul freights become losers at great distances. It's the 0.2 distance freights that seem to be balanced.
Note: The tipping point might vary by engine economics. If you put coal behind a Eurostar, then it might lose money at every distance (and lose it fast).
Thanks for your patience and explanations, guys. I ran a bunch of tests on this today (and spent way too much time when I probably should have been working :)) to see if I could increase my understanding further as to how revenue is calculated... and gained a new appreciation as to just how complex it is. If we ever do have an 'Open Railroad Tycoon,' we'll need to know how it's calculated, or else make something up that is close. But for purposes of game play, the things you guys provided above will suffice.
I'll start another thread to share what I found in my tests, if anyone wants to know.
In playing with revenue calculations this evening, I reviewed one of the FAQ's on RRT2 that I found on the internet. It was prepared by C. Gorman, and he makes some statements in his FAQ that the track arrangement itself has an impact on cargo (passengers at least) available to haul. He showed several sample stations on a map in various track arrangements. The first had only simple connections between the stations. They weren't connected as a unit. In other words, Station A was connected to Station B, Station C was connected to Station D, and so forth. The second track arrangement had all of his stations connected. In other words, A was still connected to B, but it also had another track that linked it up with C and D. The last track arrangement also showed the stations linked together, only this time he made the distances between each as short as possible (ie, more efficient).
The basic assertion I gathered was this: More Track = More Destination Choices = More Passengers Available to Transport = More Profits
He had some data from several tests he'd done in the program, though it wasn't in detail. As such, I'm not sure just where his trains were going, whether they were visiting all stations or just two of them apiece.
Do any of you have any comments on this? I likely did a very butchered up job of explaining it above, but perhaps you've seen his guide before. If not, this is a link to it: http://www.gamefaqs....n-ii/faqs/17253 His comments on track arrangement begin in section 2.3. Is it really that simple, adding more track and connecting more stations to add to one's rail profits?
CrownVic95
Location: A safe distance from San Francisco
He had some data from several tests he'd done in the program, though it wasn't in detail. As such, I'm not sure just where his trains were going, whether they were visiting all stations or just two of them.
I don't have any scientific facts to back this up....it is only my gut feeling based on 13 years and thousands of hours playing this game.
I've never seen reason to believe that more connections to a given station increases passenger traffic. In fact, if I had to choose between increasing and decreasing, I would lean toward decreasing....but in reality I think it does neither. I say I would lean toward decreasing only because I've run countless scenarios where, for example, I start with one connection from Cleveland (to Pittsburgh) and clearly have way too much passenger traffic to send to Pittsburgh without destroying the demand value there. So ASAP I connect to Erie, Columbus, Detroit, etc and pretty soon find myself with once busy trains waiting for cargo. Now, clearly there are always other factors in play in these scenarios, so the extra connections are probably not the focus either way.
RSimpkinuk57
Location: Britain
I agree. In RRT3, maybe a greater choice of connected destinations would increase passenger numbers. In RRT2 I cannot believe it makes any difference at all.
Each house generates "0.5 passengers per year". (It can be more or less than this according, amoung other things, to what part of what century one is playing in, but lets say that 0.5 it is.)
Editing a map once, I placed 4 houses to make a town, and noticed that I always had four passemgers turn up at the station together. Which leads me to suspect a house always supplies a would-be passenger exactly 24 months after the last time. For houses generated randomly when a game starts, I guess each house's initial "year-month" is also determined randomly. Prosperity reduces the interval and recession lengthens it. When the economy changes you get "catch-up". ... Richard
Regarding the initial questions, I've only ever played single player, only played campaign maps, and played much more vanilla RRT2 than platinum (TSC). I like micro-managing trains and taking a long time over a game (once I'm several years into a map then play a single year, save, eat a meal, open e-mail/browse websites/watch TV/listen to music, go to bed, come back next day). On (3) this means I seldom keep a loco on the same route for long. Rather, whenever a train unloads, I ask "what do I most need done next?" So if I've just unloaded grain (for the bakery), there are passengers waiting and some mail about to rot, and the incoming passenger/mail train is 2 months away, then I'll put the grain loco onto the passenger/mail run and let the passenger loco when it arrives take the food.
Turning a train round blocks both tracks (the effect is worse in TSC), so if one train arrives from the east and one from the west (at about the same time) then I try to have each continue the way it was going (i.e. each takes the other's back-haul).
Then I like to deliver where demand is high. Ideally this means one grain farm delivering to two bakeries alternately (unless of course the map is about making industry profits) which distribute their food to about four not-too-far-away towns/cities in rotation.
So assuming the farm/mine at the start of the supply chain is in the country somewhere, then the route segment to go collect from it will be running light engine. If ever the same engine gets back to the same farm it will typically have done six to eight segments and I don't mind if one even of the city-to-city segments had to be done load-less: but if there's mail waiting I'll always take that seeing how quickly it "rots".
On a small network when you start then "overshoot" is good, i.e. collect from the source in between two towns. That is, if "a" is logging camp (switching example for variety), B the town with lumber mill and C another town, then B-a-C is a better network than a-B-C.
On (1) the map objectives (particularly on campaign maps) largely determine the choice of where to start but if they don't then my advice is to think strategically, that is put your first connection somewhere you have scope to expand. In the 19th Century I look not for the largest close-together cities but for good sized ones (or 6/7-house towns) a fair distance apart (up to 15 months' travel time), that are easy to connect. When engines are cheap and track is never electrified then stations (and my first roundhouse in about year 2!) are a significant investment so I look for maximum return per station, rather than per mile, or per train.
(Repeat: go for easy connections: strike out across the plains first, don't struggle up mountains nor across too many rivers.)
regards, Richard
:) I have often wondered if I was the only one who played this way.
With the goal of maximizing profits in mind, I have never found an acceptable way to set up initial train routes and just leave them that way. As you say, as games mature there is more often than not a better paying payload/destination combination available upon unloading than the one on the same previously assigned schedule. So I, too, have for years reassessed both consist and next destination upon each stop.
Problem is, of course, that that practice becomes so tedious that games eventually become a lot of work....and more work than fun. So time and time again I have started anew - vowing to set up well-thought-out routes and leave them alone. And time and time again I can't help myself but to eventually begin to meddle....because it's unacceptable to watch all that profit opportunity go un-tapped.
RRT3 no doubt set out to remedy this issue with the consist manager....an idea that I like and would love to see in RRTII. Problem is - RRT3 threw the baby out with the bathwater with its new economy....making it just a boring connect the dots and watch exercise.
I, too, generally play a game over a long period of time (ie, playing a 'year' here and there when I have time interspersed with the other activities of life - playing with the kids, work, chasing the wife, etc. ;)). Sometimes I think the 'pause' button is my favorite feature of the entire game! However, I don't think I have the patience to do the micromanaging that you're talking about. I could certainly learn from it, though, as it might help me avoid some of the later game doldrums, when I wonder why one profitable routes struggle.
Thanks so much for the tips! I couldn't quite follow you on this one, though. Begging your patience, could you please elaborate? Maybe I'm just a simpleton about this, but my linear thought process goes like this: Take logs (a) to lumber mill (B), then take lumber (B) to town ( C), then pick up passengers/mail in town ( C) and backhaul them to (B), then run empty back to logging camp (a). You're saying to start with the town with the lumber mill (B), drive out to the logging camp (a), and then drive all the way to town ( C), which doesn't have the lumber mill? What do you mean by "overshoot?"
RRT3 no doubt set out to remedy this issue with the consist manager....an idea that I like and would love to see in RRTII.
Aha! So there's an idea as to your vision for what should be included with an 'Open' RRT2... assuming it one day gets off the ground? :)
Indeed....but I know that adding that feature would be far more than a "tweak" and likely beyond the realm of probable achievement with a mod to existing code.
If I were writing a new game from scratch, I would produce a RRTII/RRT3 hybrid....using RRTII's economy and RRT3's graphics and consist manager. Tweaked here and there, of course, as there is always room for improvement around the edges. For example, my game would have no crashes or breakdowns - because what do they add to the game outside of momentary grief?
For example, my game would have no crashes or breakdowns - because what do they add to the game outside of momentary grief?
There's already a NOCRASH command line parameter for starting the game. Using it suppresses breakdowns and crashes.
I agree about eliminating crashes. Besides the game-killing suppression of all passengers for a couple years, the BOOM coming out of my sound system's subwoofer is hard on my nerves.
However, breakdowns reflect an investment (or lack thereof) in engine reliability. Buying the most reliable engines and replacing them periodically costs money. Breakdowns cost money. If you take away breakdowns, then you take away part of that game balance. Therefore, I would prefer to better calibrate the breakdown chances and give players more ways to pay for better reliability. See my US History scenario for some of the 20th century track improvements that players can buy.
Akuenzi, by "overshoot" I meant that, (for example) having taken logs WEST from camp to mill, I'd look to deliver the resulting lumber somewhere EAST of the starting point...Richard
Ah, now I understand! You have to take it a little slower with me. I'm just an American. :)


ROBERT TARDIO has a passion for style, culture, luxury and everything he photographs demonstrates this. Refusing to be totally irreverent, embracing his subjects in celebration of their beauty, Robert was tapped for his 'eye' by W Creative Director to "sound off" on style. I say, let's sound off on Robert!


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On the Vanity of Political Blame
by Jeremy D. Lucas, published Mar 2, 2013
On Friday evening, the Obama Administration sent an email to supporters with the following accusation:
"The reason we are here is because some members of Congress have made a choice to prioritize these cuts over closing tax loopholes for the wealthy."
Just two hours earlier, a similarly worded email had been much more specific:
"Today, because congressional Republicans refused to act, devastating budget cuts known as the sequester are going into effect." Tweet quote: Tweet
And the day before, not so different:
"Brace yourself. If congressional Republicans don't act by tomorrow, we're going to be hit by a series of devastating, automatic budget cuts called the sequester."
During his first four years, President Obama was often given a voter's pass on the economy, the bailouts, and even the War on Terror. Blaming the prior administration's many faults as part of his challenged inheritance was widely accepted. But over time, the high degree of partisan blame that Obama has leveled at others has grown exhausting.
He didn't preside over the housing crash of 2008. That was Bush. He didn't start the bailouts. That was Bush. He didn't start the War on Terror. That was Bush. All of these claims leading a recent author to dub this Obama trend as something he calls the Oblame Game.
Of course, the patterns of political blame are not and never have been unique to this president or even this era of congressional politicians.
In 2001, during the first year of Bush's administration, the nation was undergoing a small recession and party politics insisted that Republicans blame Clinton (since Bush had not acquired enough time to repair the damage of his predecessor) while most Democrats preferred to blame Bush (since it should always be the immediate responsibility of a sitting president). Independents and moderate centrists were polled in May 2003, with most of the blame still leaning on Clinton's administration.
When Jimmy Carter was running for president in 1976, he believed he had found a rhetorical method for deflecting all future anger against his administration on the man he would ultimately dethrone.
"I intend to take a new broom to Washington and do everything possible to sweep the house of government clean. Anything you don't like about Washington, I suggest you blame it on Jerry Ford."
Nixon pointed fingers at the Kennedy and Johnson administrations for their mishandling of Vietnam. Kennedy blamed Eisenhower for policy errors. Eisenhower blamed Truman and Roosevelt for underestimating the threat of communism in East Asia (China, specifically). And the list goes on.
What makes this all so redundant is that the great ideal of almost every religious individual is to live and maintain a blameless life before God and men; to leave this world without accusation. Likewise, the high honor of a politician is to be eulogized as one who held the common good above his or her own personal interests; to leave this world with selfless acclaim.
If, however, our greatest figureheads are consistently buried under an avalanche of political blame for their actions and their inactions, how can there ever be any true praise? Every man is guilty in the eyes of his enemy, political or otherwise. All have sinned. None are blameless.
We can be certain that the cyclical patterns of political blame are nothing more than the vanities of our own making. We seek to be remembered for what we did well, so we deflect, as best we can, any negative consequence that might otherwise merge with our perfectly imagined legacy. The higher we rise in the social atmosphere, be it in business, religion, or politics, the more precious our legacy becomes. And the more precious our legacy, the more fingers we point.
In 1997, parents were thrilled with the newest Berenstain publication called The Berenstain Bears and the Blame Game. In it, Momma Bear was described as being "miserable" because cries of "he started it," "no, she started it," "it was her fault," and "no, it was his fault" had overtaken an otherwise peaceful home. By the end of the book, after Momma has taught her children a crucial lesson about excessive blame, we find Papa Bear getting the final word:
"Of course, there are times when somebody really is to blame for something. But most of the time, it's important to remember there's usually enough blame to go around."
Such simple, grade school morality is what we teach our little ones throughout their elementary years, but among politically partisan adults, that childlike innocence disappears, leaving a deluded ignorance about the complexity of nationwide problems. Instead of acknowledging the flaws in all ("enough blame to go around") and allowing room to focus on solutions, preference is given to the first line of Papa Bear's conclusion ("somebody really is to blame"), entirely omitting the second half and forcing most of us into a conversation about what was said rather than what needs to happen.
Just before the end of the 19th Century, William Hayes Acklen wrote a dialogue between men who were playing a game of cards. One gentleman happens to mention the possibility of a blameless life, to which the other asks, "What is meant by a blameless life?" Their conversation went on for some time (as they do with most card games), but the answer was found in a simple metaphor:
"You can't measure the stars by the foot-rule you carry in your coat pocket."
To correctly measure the stars, a multiplicity of tools are required. We accept that our knowledge of their size and shape is only as accurate as the tools we have at our disposal. And even then, we often admit the possibility of later modifications. To claim that we know the full measure of the stars because we happen to have a ruler or a measuring tape in our pocket is nothing more than lunacy. No different is a political claim that every sin, misfortune, and consequence is the result of one man or one group alone, particularly when there is no way to equitably read the hearts and minds of the accused.
Almost three thousand years ago, when Socrates was informed that a jury of his peers had condemned him to death, he mused, "And nature, them." For while his accusers would find momentary satisfaction in silencing an enemy, nature would soon make them just as silent. Mortality makes every one of us vulnerable to the same frailties.
Second Century Roman Emperor, Marcus Aurelius, was prone to meditate on the vanity of his royal, yet human condition; much as King Solomon had done from Jerusalem almost one thousand years earlier. Knowing that he, as an emperor, would one day be forgotten by the majority of the world was a deeply humbling cause for civil service. Contemplating the matter of two men arguing their opinions and accusing each other of wrongdoing, the emperor wrote:
"Remember this, that within a very little while, both thou and he shall both be dead, and after a little while more, not so much as your names and memories shall be remaining. [Therefore] let opinion be taken away, and no man will think himself wronged."
And later:
"This I say of them, who once shined as the wonders of their ages, for as for the rest, no sooner are they expired, than with them all their fame and memory. And what is it then that shall always be remembered? All is vanity. What is it that we must bestow our care and diligence upon? Even upon this only: that our minds and wills be just; that our actions be charitable; that our speech be never deceitful, or that our understanding be not subject to error; that our inclination be always set to embrace whatsoever shall happen unto us, as necessary."
President Obama no doubt believes, with all sincerity, that the damage of our present sequester is the fault of the Republican Party and their incessant opposition to his own incessant recommendations. Speaker John Boehner and his party no doubt believe, with all sincerity, that the damage of our present sequester is the fault of a Democratically-controlled Senate and the President.
But twenty years down the road, few will have any recollection of blame. One hundred years after that, few will even research, let alone consider the events or people involved in the sequester. Every pointed finger will belong to the earth. And as we have in history, so shall the next generations find fault with us all.
Jeremy D. Lucas
Jeremy D. Lucas is an Adjunct Reference Librarian with the University of Central Florida and a local author of historical non-fiction. His wife of eleven years, Melissa, is a local CPA with a private firm in Downtown Orlando. In 2008, after receiving a contract submission with Wipf & Stock Publishers in Eugene, Oregon, Jeremy became an author of historical, religious, and political non-fiction, most noted for his published research on the history of church segregation, a work entitled "The Segregated Hour: A Layman's Guide to the History of Black Liberation Theology." He currently holds a BA in History and Political Science from Palm Beach Atlantic University and a Masters in Library and Information Science from Florida State University, where he has been recognized as an academic member of Phi Kappa Phi Honor Society.


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Q: Alt key in Visual Studio Code I have 2 keyboard layouts: english and russian, and use Alt-Shift to switch between them.
Windows version of Visual Studio Code works okay with it.
Linux version (under Elementary OS 5 Juno) activates menu bar when i press Alt-Shift, so i need to press Esc also.
Can this behavious be fixed?


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The Dark Corner of an Elite High School
From Rong Xiaoqing, for Sing Tao Daily, translated into English for Voices of NY, a deeply reported story of the mental health consequences for some American students at one highly competitive high school in New York City.
An excerpt: "For many academically competitive students, Stuyvesant is the ultimate goal. But once you get in, everyone is so competitive. You have to stay at the top in order to get into Ivy Leagues. But not all students can stay at the top. Some of them will show symptoms of depression, adjustment disorder, hopelessness and withdrawing," said Peter Yee, Deputy Director of Hamilton Madison House. Yee said the youth mental health program of his organization every year serves a few students from Stuyvesant (which, like the organization, is also in Downtown Manhattan). He says he gets more Stuyvesant students than from any other school, though he won't give specific numbers.
Photo courtesy of: Rong Xiaoqing


Gran Canaria island attracts many road cyclists from all around Europe. The ideal climate of Gran Canaria makes this destination a perfect location to do some nice training rides for upcoming season! On your way through Gran Canaria you will discover the beauty of this island with impressive panoramas. Beautiful mountain ranges, secluded idyllic bays, beautiful beaches and low traffic roads. Playa del Ingles is located on the south coast and about 30km from the airport. This place is known for its wide sandy beaches and the many nightlife and entertainment venues. On the bike there is a lot to discover on this island. Challenge yourself and enjoy a fantastic Cycling Holiday in the beautiful area of Gran Canaria! Let Cycle Classic Tours arrange the perfect bike for you and avoid the hassle of bringing your own bicycle, moreover it may get damaged en-route!
Check out all bike rental prices in Playa del Ingles on Gran Canaria and other popular destinations on the Canary Islands here.


EVANSVILLE, IN — MetroNet Fiber, a provider of fiber-optic internet, TV and phone service in more than 50 cities in Indiana, Illinois and Kentucky, announced the acquisition of Lansing-based LightSpeed Fiber Communications, a fiber-optic internet company serving Lansing, Grand Rapids, Southfield, Huntington Woods and Ypsilanti. The combination of the two companies extends MetroNet's footprint into Michigan, where the company plans to bring its TV and phone service to LightSpeed's internet-only customers and invest up to $100 million in further expansion of its Michigan markets.
Jason Schreiber, current LightSpeed CEO, will continue leading the Michigan market while taking on the role of chief technology officer for MetroNet as the partnership moves forward.
LightSpeed fiber currently serves the Lansing, Grand Rapids, Southfield, Huntington Woods and Ypsilanti communities with gigabit speed internet. The company operates a 2,400-mile U.S. fiber optic backbone, spanning from Chicago to Atlanta to Washington DC. This acquisition will allow MetroNet to access LightSpeed's already laid framework of fiber-optic cable in these areas and optimize these markets to receive MetroNet's 1 Gbps speed or higher.
MetroNet will work with LightSpeed leadership to transition the Lansing office to deploy MetroNet products and services in the coming months, including offering television and telephone services to new and existing customers.
Post a comment — Trackback URI RSS 2.0 feed for these comments This entry (permalink) was posted on at 10:23 am by BBC Wires. Filed in Fiber Deployment Roundup and tagged LightSpeed Fiber Communications, MetroNet Fiber.


Refer to the Social and Ethics Report in the Integrated Annual Report on pages 14 to 15.
Refer to the Social and Ethics Committee report in the Integrated Annual Report on page 14.
This is monitored by the Social and Ethics committee and reported to the board when the need arises. Refer to pages 14 to 15 of the integrated report.
The board meets on a regular basis to discuss and approve matters of strategic importance. Refer to page 4 of the integrated report.
Director's dealings need to be disclosed to the CEO for approval.
The board has measures in place to continually assess the company's ability to continue paying its debts as they fall due.
The Board appointed the CEO and provides input into senior management appointments.
The Board provides input into senior management appointments.
As the CEO is the majority shareholder of the company he joins two non-executive directors on the remuneration committee.
As the CEO is the majority shareholder of the company he joins two non-executive directors on the nomination committee.
We have not reported on the suitability of non-executive independent directors continuing to serve on the board for longer than nine years.
Due to the size of the Group the board feels that appointing additional non-executive directors at this moment will neither be cost efficient nor to the advantage of the Group.
All non-executive directors are independent.
There are five executive directors on the board including the CEO and the director responsible for finance.
The board considers its size, diversity and demographics adequate to be effective considering the relatively small size and nature of the company. See Page 4 of the Integrated Annual Report.
The company's Memorandum of incorporation requires that at least 1/3 of non-executive directors stand for reelection every year. See Page 5 of the Integrated Annual Report for details of the director standing for re-election.
Independence and performance is continuously assessed by the board for both non-executive and executive directors.
Following from continuous assessment of the performance of the non-executive directors, the board determines whether retiring non-executive directors should be eligible for re-election.
Non-executive directors' independence are continuously evaluated. Directors holding less than 5% of the company's shares are considered to be independent.
Refer to pages 4 to 6 of the Integrated Annual Report.
All new Executive directors become members of the IODSA and are urged to attend workshops and seminars enabling them to contribute effectively to the Board.
All Executive directors are members of the Institute of Directors and receives regular updates through the IODSA and are encouraged to attend regular workshops and seminars throughout the year.
All new Executive directors become members of the IODSA and are urged to attend workshops and seminars enabling them to contribute effectively to the Board. Although new directors are enabled to contribute effectively as quickly as possible by on the job training, a formal induction program is yet to be developed.
The board is entitled to both appoint and remove the company secretary.
The company complies with the provisions of the Companies Act, 2008 in relation to the appointment and removal, and the duties allocated to the company secretary.
Although the role and function of the company secretary are understood and performed, this is yet to be formulated in writing.
Performance of Directors and the committees are evaluated on an ongoing basis, however these are not formally documented.
The performance of directors are continuously evaluated in an informal way.
The board of directors of the Group also act for all subsidiaries.
The board through the remuneration committee considers the remuneration of the executive and non-executive directors on an annual basis which is bench marked against peer groups to ensure fair remuneration. Non-executive directors' fees are approved by shareholders with all executive remuneration disclosed in the integrated annual report on page 28.
Incentives are linked to the financial and qualitative performance of both the company and the individual concerned.
Quantitative and Qualitative performance measures are in place.
The Remuneration Committee is responsible for ensuring that Executive Directors and senior management are appropriately remunerated and incentivised for their contribution to the Group's financial and operating performance.
Employment contracts do not provide for any remuneration on termination of employment contracts except for that remuneration that employees are entitled to in terms of the relevant South African labour legislation.
There are no contractual bonuses payable to any board member.
There are no provisions for severance payments of any sort in employment contracts save for those that the company is liable to pay in terms of South African labour legislation.
Non-executive fees comprise a fixed fee per month and they are expected to attend all board meetings.
There are no incentive schemes in operation.
no Share Options have been granted to board members.
Directors base pay is in line with all other employees of the company.
Shareholders pass a non-binding advisory vote on the company's remuneration policy every year.
Refer to Page 5 of the Integrated Annual Report. Although details are given about the members of the audit committee, the period that each member has served on the committee is not disclosed.
The sustainability report is not externally assured.
The audit committee is currently responsible for risk management in the company and provides the board with updates if the risk environment deviates from the company's risk tolerance. A policy and plan for risk management will be documented in due course.
Refer to the board charter.
The IT function is completely outsourced and reliance is placed on the independent service provider.
Although independent assurance on the effectiveness of the IT internal controls is not received, the testing of IT internal controls forms part of the annual external audit and any weaknesses identified by the auditors are discussed and addressed.
The company's IT is completely outsourced and the board considers its current systems and processes adequate for the foreseeable future.
New opportunities are continuously evaluated as they are brought to the boards attention.
Management assumes overall responsibility for the implementation of all the structures, processes and mechanisms of the IT governance framework.
The Executive Director: Operations has been given overall responsibility for IT and works closely with the outsourced service provider to ensure that the all matters of importance are identified and then discussed at board level.
IT projects are continuously evaluated and under performing systems are discontinued or improved.
The board acknowledges the importance of IT in achieving business strategies and objectives.
IT risks form an integral part of the company's risk management process and the board ensures that the company's IT systems are up to date with the latest protection systems.
Management has ensured that there are adequate backups of the company's systems and data to ensure that the business can continue should there be an IT disaster.
The Social and Ethics Committee and the Audit Committee assumes responsibility for making sure the company complies with all laws, rules, codes and standards.
The responsibility for the operation of the internal control lies with the executive directors who review them regularly to be satisfied that they are appropriate to provide reasonable assurance against material misstatement or loss. Because of this compensating control and the small size of the Group, it is the view of the board that no internal audit function in required.
The company continuously evaluates its performance by conducting surveys and seeking to improve where shortcomings are identified eg. Customer Satisfaction surveys.
There is a regular review of Customer Perception surveys and interpreting the feedback received from them. There is a formal review process whereby results are analysed and the survey improved.
The CEO develops and communicates policies throughout the organisation for the management of stakeholder relationships.
All shareholders are made aware of and invited to the company's AGM through official channels.
The board takes stakeholders expectations and interests very seriously once they become known.
There is only one class of share in issue at this time, of which all holders are treated equally.
The board acts in the interests of all shareholders at all times.
The company's communication channels are always open and contact details are publicly made available to all stakeholders for direct communication.
All communication is done within the guidelines set by the Johannesburg Securities Exchange Listing Requirements.
The company employs two qualified Chartered Accountants including the Financial Director who is responsible for the accuracy and reliability of the Integrated Report. The Integrated Report, although not audited, is reviewed by the company's auditors for inaccuracies and improvements are suggested.
Refer to Note 29 of the Annual Financial Statements.
The sustainability report is not independently assured at the moment and the company will continue to assess the need in future.
No assurance is given on the sustainability report.


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UNCW Honors Alumni Supporters
The University of North Carolina Wilmington Alumni Association recently honored four graduates and supporters.
Its award winners this year were PHILIP BROWN (Distinguished Alumnus of the Year); COURTNEY RICKERT (Distinguished Young Alumna of the Year); WILBUR JONES (Distinguished Citizen of the Year); and EDELMIRA SEGOVIA, the first recipient of the group's Distinguished Diversity Award.
The Distinguished Diversity Award recognizes an individual who has made exceptional contributions in the areas of diversity, equity, access, inclusion, and social justice, officials say.
"In a year like no other, this year's recipients have gone above and beyond. Greatness is woven into the fabric of their being, and it shows in their everyday work," says Lindsay Leroy, the alumni group's executive director.
Rickert is business operations coordinator for Talbert & Bright, Inc., a professional airport engineering and planning consulting firm in Wilmington.
Segovia (above) is director of Centro Hispano in the Office of Institutional Diversity and Inclusion at UNCW.
Landfall Foundation Awards Local Grants
Health Care Heroes Recognized
Hill School Adds Teachers, Board Members


At a recent conference for fantasy writers, I attended a couple of panels on the subject of the quest. They reminded me that a quest is also a "hero's journey" – a story structure used in myths and legends around the world, and explained by Joseph Campbell in his book The Hero with a Thousand Faces.
Do You Write With a Formula?
The idea of formulas in writing always makes my nose wrinkle. Because to me, formula means repetition…and repetition in writing could very well lead to boredom. Have you ever had that? Followed an author you've loved for years only to find that by their tenth or fifteenth book you can finish it for them, because you already know how they roll and what they're going to do with their characters?
That always frustrates me, and as a writer I have tried my very best not to fall into this trap. That's partly why I write in a variety of genres. I never want to be thought of as the author who regurgitates the same old stuff.
But the truth is…there are formulas in writing and whether we like that fact or not, we must accept it, because the right formula can make for a brilliant book, just like the wrong formula can make for pages of drivel.
Author Melissa PearlPosted on April 21, 2015 April 21, 2015 Categories Staff ArticlesTags character arc, character development, formula writing, story arc, three act structure15 Comments on Do You Write With a Formula?
Over Christmas, my husband and I were indulging in one of our more recent traditions, which is watching the Trans Siberian Orchestra's DVD The Ghosts of Christmas Eve. If you're not familiar with TSO, they're a bit of a brain-stretcher. Their music is essentially heavy metal, but they are backed by a full symphonic orchestra. They are not the kind of band I would normally gravitate toward, but their DVD production was an instant hit with both of us.


""The Sony 4K HDR Processor X1 Extreme™ includes powerful real-time image processing for ultra detailed pictures. It takes everything you watch and upscales it to near 4K HDR quality. Enjoy beautiful night shots, full of dazzling lights and deeper blacks. With up to six times the contrast of conventional LED TVs, this 4K HDR TV with X-tended Dynamic Range™ PRO ensures dark scenes are darker and bright scenes brighter. X-Motion Clarity™ technology keeps fast action smooth and clear. Moving images are precisely controlled to minimise blur. Even during high speed scenes, pictures stay true with no loss in brightness. See vivid real world colours all around you. A TRILUMINOS Display maps colours from a wider palette, faithfully reproducing every shade and hue in the umbrellas. This TV brings you the excitement of movies and games in 4K HDR. It handles a variety of HDR formats, including HDR10, Hybrid Log-Gamma and Dolby Vision™. Find all the entertainment you can dream of, as fast as you can talk. With advanced voice control, this 4K HDR TV with Android TV™ brings you movies and TV shows from apps or broadcast in an instant. No distractions, just beautiful pictures. The narrow, exquisitely designed aluminium frame keeps you focused on the screen, while cables stay cleverly hidden at the back and the front. ""


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The Evolution of Energy
Let's travel back to the 17th century, right before the Industrial Revolution. It's a bit cold out, so you bundled up in heavy layers and lit a fire. The mill where you work is powered by a water wheel. Once the grain is milled, you take it to various distributors with your horse and wagon. This was the extent of our energy consumption–mostly relying on what nature gave us without using complex machines to modify it.
Then everything changed with the steam engine.
The steam engine (and, by extension, coal and the entire Industrial Revolution) completely upended how we consumed energy. While wood and wind were still in use, factories were able to sustain themselves using steam for the first time. Coal became the definitive energy source for most of the world, especially in the United States. But in an ironic twist, it's slowly being phased out and replaced with the very energy sources it "killed" centuries ago, albeit in a very different manner.
As established, early energy sources used natural resources like the sun and wind. Little was done to convert the energy into a different kind of power, mostly since electricity wasn't widespread like it is now. Instead, the most that was done to modify a source in any way was to burn it, a trend which continued as coal rose in popularity. The same happened to petroleum as it was processed into gasoline and burned in engines to power cars.
This persisted well into the late 20th century, with energy consumption doubling every ten years for a long time. The discovery of nuclear power during World War II only added to the tally, as nuclear power plants were planned to be built across the country. Gasoline was readily available, and cars became heavier and larger. This all came to a halt with the Great Energy Crash of the 70s and 80s. The Arab-Israeli War prevented oil from entering US borders, leaving gas prices to triple. The meltdown on Three Mile Island scared the American public away from nuclear energy. Energy conservation became the new norm… at least for a while.
New demands on energy required new resources, so many turned back to the sources they originally shunned. Solar panels convert the sun's energy into useable electricity. Hydroelectric dams, while already decently popular, were updated and renovated. Further research was completed to prevent nuclear meltdowns from happening, although nuclear power is still risky. Windmills were erected, ready to capture the breeze.
Because of dwindling supplies in fossil fuels like coal and oil, we've returned to the plentiful sources our ancestors used centuries ago. However, how we utilize and adapt this energy has changed dramatically. Because of our dependence on electricity, simply returning to fireplaces for warmth and horses for travel is out of the question. But thanks to the advancements in science afforded by the Industrial Revolution, we can adapt these renewable resources for modern life.
The evolution of energy is, in many ways, a closed circle. We started by using the abundant resources the planet provided us with before turning to finite supplies to spark technology and industrialism. Now we return to our former allies, using the technology afforded to us by coal and oil to make it more useful and modern. Will the cycle continue in the future? It's hard to say, given the centuries (if not millennia) that need to pass before fossil fuels are plentiful again. But it is safe to assume the evolution of energy is far from over, even if the next step doesn't occur in our lifetimes.
Learn more about the World of Innovation, and discover sustainable hotels around the world, how recycled art turns trash into treasure, and how to make your car eco-friendly.
Life on Titan: Simplified
SpaceX and the World of Space Travel
Tune In This Weekend to Pipe Dreams!


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Urda é um município da Espanha na província de Toledo, comunidade autónoma de Castilla-La Mancha, de área 217,82 km² com população de 3148 habitantes (2007) e densidade populacional de 14,28 hab/km².

Demografia

Urda
Municípios da Espanha por nome
Municípios por nome de Castela-Mancha
Localidades de Castela-Mancha
Localidades de Toledo (província)

redpajama_set_name: RedPajamaWikipedia


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All About Japanese Longevity
Healthy Japanese Food Life in Japan FAQ Japan 101
Once upon a time, people actively searched for a magical "Fountain of Youth." While it may not exist in real life, Japanese people seem to have stumbled upon the secret to living long lives. Freelance writer Jess Walter gives us some insight into how diet is a key to longevity, and why good eating habits matter, especially in your golden years.
Good Diet is Linked to Japanese Longevity
Japan is one of the countries in the world with the highest concentration of the elderly, with 26.7 percent of the population aged 65 years or older according to the 2016 Statistical Handbook of Japan. World Health Organization (WHO) estimates that by 2025, 26 countries including Japan will have a life expectancy of 80 years and above. Japanese women boast an average life span of 87 years, surpassing major industrial countries such as the U.S. and the U.K. Men in Japan have long life expectancy as well, falling in the top 10 worldwide.
Healthy Eating Habits
But, what is the secret of longevity in Japan? Recent studies show that diets are correlated to high life expectancy in the island nation. In 2000, the Japanese government released a food guide for the country outlining a recommended dietary allowance for its citizens. The aim was to ensure adequate nutrition and prevention of lifestyle-linked diseases (diabetes and hypertension).
In 1990 and 1993, the Japan Public Health Center study was launched with the objective of tracking the eating habits and lifestyles of a total of 36,624 men and 42,970 women (aged 45 to 75 years) within the setting of 11 public health centers in the country. The study groups had no medical history of cancer, stroke, heart or liver diseases. Respondents were followed up on after five and 10 years and research showed that mortality rates were reduced to 15 percent by those who followed the Japanese dietary guidelines.
Balanced Consumption
The highlight of the study was that a "balanced consumption" of the food groups, including alcoholic drinks and confectioneries, can lower death rates due to cardiovascular diseases among Japanese people. It also stressed the importance of consuming foods that are low in saturated fat. The results showed that longevity can be achieved with the proper diet.
Editor's note: We've taken a look at the typical Japanese diet before. For a list of some of the healthier Japanese choices, click here.
Jess Walter is a freelance writer and mother. She loves the freedom that comes with freelance life and the additional time it means she gets to spend with her family and pets. For further reading on the importance of a good and balanced diet, check out the article below with seven important tips on developing better eating habits in your senior years.
- www.senioradvisor.com
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Everyone dreams their campaign will become the next #FF on Twitter. We've helped a few different client campaigns trend nationally (and one internationally) for various periods of time, and we learned a few things along the way. Creating a trending topic on Twitter isn't easy, but by following a few best practices, you can create a recipe for viral success.
1. Select the right hashtag.
Twitter's algorithms decide what is trending by looking at volume and velocity of a hashtag, topic or phrase. If you're going to trend, you need people to be able to easily add to that volume. Find something that's short but also unique enough to remember.
Once you've selected your hashtag, the next step is getting the word out. Depending on the campaign, that might include tagging TV spots, featuring it in a print ad or mentioning it in social messaging. If the hashtag is being used for an event, don't forget to include it on signage and emails, and have it announced over the PA system. Conference sessions should always include the hashtag on each slide. Surround the user with the hashtag so it's top of mind when they start tweeting.
People react to social validation, so find ways to showcase their tweets to other users. If you're in person, throw a feed up on a projector. For a digital-only campaign, consider an online interactive experience (The NBA does it big, but there are also simple ways to showcase user-generated content.) or a live feed in your display media. The key is to use technology that allows you to moderate so the tweets you display are on topic and on brand.
4. Engage with people using the hashtag.
Once things start to gain traction, be sure to engage select users who are participating. I like to look for not only influential users but also highly active users who might be less influential. Advocates can be more meaningful than influencers when you engage them correctly. Retweet their content. Respond and start a conversation. Take the next step to connect them with your brand.
At the end of the day, there's always the option to pay for a promoted trend, but that comes with a hefty price tag. Why not use much more affordable promoted tweets to put your hashtag in front of others? Fake it until you make it.


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Reportage. Chez Nous, a new film by Lucas Belvaux, unmasks the National Front's fascist tactics.
A new French film has Marine Le Pen scared
written by Anna Maria Merlo
Topic European Union
A film is scaring the National Front. The movie Chez Nous by the Belgian director Lucas Belvaux (screenplay with Jérôme Leroy, a great connoisseur of the far right), released this week in French theaters, tells the story of a nurse from the old mining regions in northern France. She is a good person, appreciated by everybody, who is recruited by a far-right party. It sheds light on the double talk of the National Front, which seduces the working classes. They even "emulate Goebbels," in the opinion of the National Front MP Gilbert Collard.
The film unmasks Marine Le Pen (the character played by Catherine Jacob is inspired by her) and her "populist discourse." Belvaux asks: "Why do some people vote against their interests? Why do the working classes intend to vote for the National Front? How can they adhere to this cause and the people who seem so far removed from what they are? Because people join anything that excites them or hurts them, because there is denial, amnesia."
The extreme right has not liked it. Florian Philippot, right arm of Marine Le Pen, never misses an opportunity to attack Belvaux. "He exudes so much class and superiority." On Wednesday, in front of a cinema that was showing Chez Nous in Hénin-Beaumont — the city evoked in the film, in which the mayor is a member of the National Front Party — the far right staged a protest.
Two months prior to the first electoral round, on April 23, Wednesday there was a clarification in the chaotic and uncertain situation of the campaign.
François Bayrou, centrist leader of the Democratic Movement, offered an alliance to Emmanuel Macron, acknowledging the "gravity of the situation" and to avoid "a dispersion of supply and votes." After weeks of uncertainty, Bayrou resigned and will not show up for the fourth time in the presidential elections.
His proposal to Macron is based on four points: a real alternation of practices and guidelines; the moralization of political life and the end of conflicts of interest; protection for the weakest and defense of wages; and more diversity in parliament.
Bayrou has always been associated with the right, though in 2012 he endorsed Hollande, something the Républicains have never forgiven. In the right-wing primaries, Bayrou sided with Alain Juppe, who was defeated by Fillon. But Fillon is mired in the Penelopegate scandal and the Democratic Movement leader decided to cast his lot with Macron.
Bayrou, who is perhaps hoping for the prime minister post, does not bring to Macron a great political consensus — less than 6 percent today, down from the 18.5 percent it had reached in 2007. But he brings the experience of decades of political life and the weight of the past that pulls him to the right of the political spectrum. But Macron also received Wednesday the support of François de Rugy, the ecologist who had participated in the primaries of the Socialist Party. The door of the social democratic wing's alliance is open.
None of this is good news for the PS candidate Benoît Hamon, especially since Macron appears as a unifying force. On the left the attempts of unification are ongoing: The negotiations with Yannick Jadot of Europe Ecology are difficult and Jean-Luc Mélenchon closed the door. Bayrou's adhesion to Macron is bad news for François Fillon too, in spite of the fact that the polls show he has recovered some ground, despite the scandals.
The National Front isn't only dealing with the cultural unmasking caused by the film Chez Nous. On Wednesday, there was a new chapter of judicial unmasking: Le Pen's former bodyguard, Thierry Légier, and her Chief of Staff Catherine Griset (and former sister-in-law) were questioned and detained. They must answer for the wages perceived from the European Parliament for a fake job in Strasbourg while they worked in France for the National Front. The European Parliament asked Le Pen to pay back €339,946. The National Front headquarters were raided again, followed by another raid at the home of the former bodyguard. Le Pen called it "political games" intended to harm her.
The far-right leader has just returned from a trip to Lebanon, where she met with President Michel Aoun and the former military leader Samir Geagea (both long-time friends of Jean-Marie Le Pen), but she did not have the success she had expected because she refused to wear a veil for the meeting and did not encounter Beirut's Great Mufti.
Anna Maria Merlo
Originally published in Italian on February 23, 2017https://ilmanifesto.it/un-film-fa-paura-a-marine-le-pen/


With a commitment to the community's craft purveyors, high-quality seasonal ingredients, and thoughtful – yet simple – cooking techniques, Lockbox restaurant features dishes like a House Cracker Plate with Pimento Cheese, Pepper Jam and Chicken Liver Mousse, Cornmeal Gnocchi, Woodland Farm Cast Iron Hog Chop and Kentucky Silver Carp.
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The Brown Hotel in Louisville is a historic AAA Four Diamond hotel offering classic Renaissance architecture, luxurious rooms and multiple amenities. Book now.
Lexington and Concord, Mass., are best known as key locations in the Revolutionary War. Today, with many related historical travel attractions wonderfully intact and shopping, dining, lodging and recreational opportunities, Lexington and Concord thrive as famous New England travel destinations.
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In 2010, around the time Vernon and Shirley Hill opened Metro Bank PLC in London, the Philadelphia banker and his. board," co-owner Pierpaolo Seguso told me from the company's Lexington Avenue show.
This London hotel is situated in Kensington, one of London's exclusive areas. Ideally located within walking distance to Earls Court underground station, Park Grand London Kensington is perfect for every guest to enjoy the sights and sounds of London.
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The London Clan are a prosperous English clan resembling the creatures of heraldry.The London Clan roosted at a country estate called Knight's Spur. They also ran a magic shop in London to supplement their income, and until the mid-1990s (the timeframe of the Gargoyles series) had abandoned their mission of protection. Their names were derived from the heraldic creatures they were based on.
London-based Chef Alan Yau was slated to be the superstar, but Chef Yuji Wakiya stepped when the deal fell through. This heavy-hitter combines upscale Northern Chinese cuisine with the opulence of Ian.
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Mike Pietrzak
Business Coach to Purpose-Driven Entrepreneurs
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"Here is my secret. It is very simple: it is only with the heart that one can see rightly."
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Maybe work feels like a chore, or business is stalled.
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"Difficulties in your life do not come to destroy you, but to help you realise your hidden potential and power. Let difficulties know that you too are difficult."
— Dr. A.P.J. Abdul Kalam
About Mike Pietrzak
I built my first business at age 20 and fell in love with the freedom and earning potential of being the captain of my own ship.
Six businesses later I've learned that there is both an inner and outer game to master if you want to succeed in business AND love your life.
My mission is to share what I've learned to help you build a business that improves the world, creates massive wealth, and helps you live a life of joy.
"At the center of your being
you have the answer;
you know who you are
and you know what you want."
― Lao Tzu
How Coaching Works
Work with me for 3, 6, or 12 months to unlock your power and genius.
Our first discovery call is a live, 1-on-1 deep dive into you and your core self.
Conclude sessions with helpful assignments to maintain momentum.
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In each virtual coaching session we'll work toward wealth, purpose & joy.
Graduate coaching on solid footing for growth, insights, & breakthroughs.
What My Clients Say
"Working with Mike was one of the most transformative experiences of my life. Mike showed me how to live the life I always imagined. To do this he provided the correct tools, constructive but challenging thought process and how to be more empowered. I would highly recommend anyone looking for more structure and support in life to work with Mike."
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In this session we'll work together to create a crystal clear vision for your business and uncover hidden challenges that could be sabotaging your success.
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