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Winners Announced for the 2019 Best of FinXTech Awards
Posted on September 10, 2019 at 12:32 pm.
Banks face a fundamental paradox: They need to adopt increasingly sophisticated technology to stay competitive, but most have neither the budget nor the risk appetite to develop the technology themselves.
To help banks address this challenge, a legion of fintech companies have sprung up in the past decade. The best of these are solving common problems faced by financial institutions today, from improving the customer experience, growing loans, serving small business customers and protecting against cybersecurity threats.
To this end, we at Bank Director and FinXTech have spent the past few months analyzing the most innovative solutions deployed by banks today. We evaluated the performance results and feedback from banks about their work with fintech companies, as well as the opinions of a panel of industry experts. These fintechs had already been vetted further for inclusion in our FinXTech Connect platform. We sought to identify technology companies that are tried and true — those that have successfully cultivated relationships with banks and delivered value to their clients.
Then, we highlighted those companies at this year's Experience FinXTech event, co-hosted by Bank Director and FinXTech this week at the JW Marriott in Chicago.
At our awards luncheon on Tuesday, we announced the winning technology solutions in six categories that cover a spectrum of important challenges faced by banks today: customer experience, revenue growth, loan growth, operations, small business solutions and security.
We also announced the Best of FinXTech Connect award, a technology-agnostic category that recognizes technology firms that work closely with bank clients to co-create or customize a solution, or demonstrated consistent collaboration with financial institutions.
The winners in each category are below:
Best Solution for Customer Experience: Apiture
Apiture uses application programming interfaces (APIs) to upgrade a bank's digital banking experience. Its platform includes digital account opening, personal financial management, cash flow management for businesses and payments services. Each feature can be unbundled from the platform.
Best Solution for Revenue Growth: Mantl
MANTL developed an account-opening tool that works with a bank's existing core infrastructure. Its Core Wrapper API reads and writes directly to the core, allowing banks to set up, configure and maintain the account-opening product
Best Solution for Loan Growth: ProPair
ProPair helps banks pair the right loan officer with the right lead. It integrates with a bank's systems to analyze the bank's data for insights into behaviors, patterns and lender performance to predict which officer should be connected with a particular client.
Best Small Business Solution: P2BInvestor
P2Binvestor provides an asset-based lending solution for banks that helps them monitor risk, track collateral and administer loans. It partners with banks to give them a pipeline of qualified borrowers.
Best Solution for Improving Operations: Sandbox Banking
Sandbox Banking builds custom APIs that communicate between a bank's legacy core systems like core processors, loan origination, customer relationship management software and data warehouses. It also builds APIs that integrate new products and automate data flow.
Best Solution for Protecting the Bank: Illusive Networks
Illusive Networks uses an approach called "endpoint-focused deception" to detect breaches into a bank's IT system. It plants false information across a bank's network endpoints, detects when an attacker acts on the information and captures forensics from the compromised machine. It also detects unnecessary files that could serve as tools for hackers.
Best of FinXTech Connect: Sandbox Banking
The middleware platform, which also won the "Best Solution for Improving Operations" category, was also noted for working hand-in-hand with bank staff to create custom API connections to solve specific bank issues. In addition, banks can access three-hour blocks of developer time each month to work on special projects outside of regular technical support.
Tags: Digital Platform, Digital Strategy, Financial Institutions, Financial Services, Fintech Firms, Innovation, Technology
Banks, Fintechs Share This Three-Letter Word
Posted on September 6, 2019 at 12:14 am.
Written by Al Dominick
This one humble word reflects the mindset I encounter in nearly every high-performing executive today. And it might just be the theme at next week's Experience FinXTech Conference at the JW Marriott Chicago.
Simple as it first appears, breaking away from the known and attempting to explore what's possible requires leadership, conviction and a commitment to try something new.
While other fintech-oriented conferences highlight "funding paths" or "successful exits," we built this event for bank leaders seeking growth and efficiencies through the application of financial technologies. Over two days, we'll look closely at the implications of technology on the banking business, and explore how and where traditional brick-and-mortar institutions can generate top-line growth and bottom-line profits through new business relationships.
A word of encouragement to those joining us from community banks: Don't let your asset size limit your aspirations.
Yes, technology companies continue to impact consumer expectations and challenge existing business models. And yes, this is changing the basis of competition in the industry. But it's your mindset, not the size of your bank's balance sheet, that will dictate its future. That's why Experience FinXTech brings banking peers together from across the country to share how they pursue collaboration and creativity.
There's something for all of us to learn.
For those attending from the technology sector, I urge you to tell us stories that demonstrate your resiliency, curiosity and resourcefulness. I continually hear that banks prize anecdotes that reflect a tenacity of purpose — a trait that many technology companies joining us can rightfully claim.
Ahead of Experience FinXTech, I'm inspired and intrigued by three companies making waves in the financial space:
Aspiration, which offers socially responsible banking and investment products and services, and has attracted 1.5 million customers as of June 2019.
Chime, which advertises itself as one of the fastest-growing bank accounts in America.
N26, a German direct bank that promises to provide real-time payments information and early access to paychecks to woo new U.S. consumers.
Executives should think about what these companies hope to accomplish, how they are building their presence and how it could impact community banks across the country.
At the conference, we'll talk about companies like these, as well as the technology firms that have gained traction with banks. We look at the choices and challenges facing small and mid-size banks as they apply to payments, lending, data and analytics, security and digital banking. We'll explore changing the basis of competition when it comes to earnings, efficiency and engagement.
Given that many community banks specialize in particular verticals or business lines to remain competitive, we'll also talk about how they can cultivate a culture that prizes creativity and authenticity. We'll look at tools and strategies to help them grow. Throughout the program, we'll encourage conversations about inspiration and transformation.
The underlying theme is to encourage attendees to try something new in order to build something great.
For those joining us at the JW Marriott Chicago, you're in for a treat. Can't make it? Don't despair: We intend to share updates from the conference via BankDirector.com and over social media platforms, including Twitter and LinkedIn, where we'll be using the hashtag #FinXTech19.
Tags: Banking Industry, Fintech Firms, Partnerships, Technology, Technology Strategy
Connecting with Millennials By Going Beyond Traditional Services
Written by msunderji
Banks are at a crossroads.
They have an opportunity to expand beyond traditional financial services, especially with younger customers that are used to top-notch user experiences from large technology companies. This may mean they need to revisit their strategy and approach to dealing with this customer segment, in response to changing consumer tastes.
Banks need to adjust their strategies in order to stay relevant among new competition: Accenture predicts that new business models could impact 80% of existing bank revenues by 2020. Many firms employ a "push" strategy, offering customers pre-determined bundles and services that align more with the institution's corporate financial goals.
What's missing, however, is an extensive "pull" strategy, where they take the time to understand their customers' needs. By doing this, banks can make informed decisions about what to recommend to customers, based on their major consumer life milestones.
Only four in 10 millennials say that they would bundle services with financial institutions. Customers clearly do not feel that banks are putting them first. To re-attract customers, banks need to look at what they are truly willing to pay for — starting with subscription-based services. U.S consumers age 25 to 34 would be interested in paying subscription fees for the financial services they bundle through their bank such as loans, identity protection, checking accounts and more, according to a report from EY. With banks already providing incentives like lower interest rates or other perks to bundle their services, customers are likely to view a subscription of bundled services with a monthly or annual fee as the best value.
Subscription-based services are a model that's already found success in the technology and lifestyle sector. This approach could increase revenue while re-engaging younger generations in a way that feels personal to them. Banks that decide to offer subscription-based services may be able to significantly improve relationships with their millennial customers.
But in order to gain a deeper understanding of what services millennials desire, banks will need to look at their current customer data. Banks can leverage this data with digital technology and partnerships with companies in sectors such as automotive, education or real estate, to create service offerings that capitalize on life events and ultimately increasing loyalty.
Student loans are one area where financial institutions could apply this approach. If a bank has customers going through medical school, they can offer a loan that doesn't need to be repaid until after graduation. To take the relationship even further, banks can connect customers who are established medical professionals to those medical students to network and share advice, creating a more personal experience for everyone.
These structured customer interactions will give banks even more data they can use to improve their pull strategy. Banks gain a more holistic view of customers, can expand their menu of services with relevant products and services and improve the customer experience. Embracing a "pull" strategy allows banks to go above and beyond, offering products that foster loyalty with existing customers and drawing new ones in through expanded services. The banks that choose to evolve now will own the market, and demonstrate their value to customers early on.
Tags: Banking Strategy, Customer Experience, Data, Financial Services, Millennials, Technology
2019 Survey Results! Here's How Banks Are Spending Money on Technology
The desire to streamline customers' experience and improve efficiency is driving bank technology strategies across the industry, as most executives and directors believe their offerings are "adequate," according to Bank Director's 2019 Technology Survey, sponsored by CDW.
The survey, conducted in June and July 2019, reflects the views of CEOs, technology executives and independent directors. It seeks to better understand bank strategies, staffing and budgets around technology and innovation, as well as banks' relationships with legacy core providers and newer vendors.
Seventy-eight percent of survey respondents say that improving the customer experience is a top objective driving their bank's strategy around the investment, development and implementation of technology. Seventy-two percent say that fueling efficiency is a top objective.
These strategic objectives are driving where banks are investing in technology: 68% say they're investing in automation in fiscal year 2019, and 67% are investing money to enhance the bank's digital channels.
Most banks rely on their core provider to advance these goals. The cores are the primary providers for many of the technologies used by banks today, including application programming interfaces (68% say that API technology is provided by the core), business process automation (43%), data aggregation (42%) and peer-to-peer (P2P) payments (47%).
That relationship isn't stopping many banks from searching for new potential partners; 60% are willing to work with newer fintech startups. The survey finds that the use of alternate providers is gaining ground, in particular when it comes to the cloud (57%), data aggregation (25%) and P2P payments (29%).
Despite the rise of the digital channel, 51% of respondents say the branch is equally important to online and mobile channels when it comes to growing the bank. More than half indicate they're upgrading branch and ATM technology.
Just 30% say that driving top-line growth fuels their technology strategy, which indicates that most banks see technology as a way to save money and time as opposed to generating revenue.
Loyal to the Core. More than half of respondents say their core contract expires within the next five years. Sixty percent say they're unlikely to switch to a new provider.
But Banks Aren't Satisfied. Just 21% say they're completely satisfied with their core provider.
Technology Pain Points. Sixty percent say their current core provider is slow to provide innovative solutions or upgrades to their bank, and almost half cite difficulty in implementing new solutions. These are major sticking points when 60% rely on their core provider to introduce innovative solutions.
It's All on IT. Almost three-quarters point to the senior technology executive as the individual responsible for identifying, developing and implementing technology solutions. Almost half task a management-level committee to make decisions about technology.
Rising Budgets. Forty-five percent say their technology budget has risen between 5% to 10% for FY2019. Almost one-quarter report an increase of more than 15%. Responding banks budgeted a median of $750,000 for FY2019.
Where the Money's Going. In addition to automation, digital enhancements and branch improvements, banks are hiring consultants to supplement in-house expertise (50%), and bringing on additional employees to focus on technology and innovation (43%).
Data Gap. Almost half describe their bank's data analytics capabilities as inadequate.
More Expertise Needed. Fifty-three percent say technology is on the agenda at every board meeting — up three points from last year's survey. Yet, 80% say the board needs to enhance its technology expertise. Forty-three percent say they have a technology expert on the board.
Cybersecurity Top of Mind. Protecting the bank from cyberattacks dominates board technology discussions, according to 96% of respondents. Many boards also focus on process improvements (63%) and implementing innovative customer-facing technology (46%).
To view the full results of the survey, click here.
Tags: Banking Technology, Core Provider, Customer Experience, Digital Channel, Fintech Firms, Strategy, Technology
How to Deliver a Full Customer Experience Over Mobile Banking
Written by CPlatkiewicz
With most banking activity taking place on mobile, banks must innovate in order to deliver the full customer experience straight to customers' fingertips.
With more people using their phones to access banking services, banks cannot afford to miss out on the massive opportunity to go beyond transactions and offer the sales and service customers seek. A Citigroup study found that mobile banking is among the top three most-used applications on a consumers' phone, increasing 50% from 2017 to 2018.
Many banks still have a siloed mindset, considering in-branch, mobile and online experiences as separate and distinct entities. But their customers don't differentiate between channels; they view banking as an omni-channel experience.
Their expectations are the same, whether they go to a branch, visit their bank's webpage at home or open an app on their phone. If they have questions, they expect the ability to ask their bank within the mobile app just as easily as they would in branch. And if they are interested in learning about savings accounts or loan rates, they expect to easily find that information within the mobile banking space.
Banks have long thrived by delivering seamless transactions, competitive and unique products and outstanding service. They have responded to the growing popularity of mobile banking by investing in technology to build out robust transactional experiences for their customers. From mobile deposit to transferring funds to bill pay, the ability to conduct fundamental banking transactions is available to and frequently used by customers.
Where bank mobile apps are lacking, however, is in providing the sales and service that they excel at delivering in their branches to the mobile devices of their customers. This is a huge opportunity many banks are missing. Based on our data, there are about 2,000 opportunities per every 25,000 accounts where a customer expresses an intent to inquire about how to do something or how to adopt a new product that is entirely uncaptured in mobile banking.
With the advent of digital transformation and more activity moving to mobile channels, the sales and service aspects of banking have gradually become more diluted. Banking has become less sales and service oriented and increasingly more transactional.
There is only one direction for banks to go: give consumers what they want and demand. Banks need to offer customers the ability to connect with them on their phone anytime, anywhere, and to receive the same level of sales and service they do at a branch. Mobile banking provides a plethora of opportunities to do just that.
Banks need to do more to provide the same support and service in their mobile channels as they do within their branches. There are three easy ways they can begin to leverage mobile banking to go beyond transactions to deliver sales and service to their customers.
1. Embed a robust help center within mobile banking.
Make finding and accessing digital support a breeze. Embed support content from your website within your mobile banking application to allow customers easy access to help content like resetting passwords and fund transfers. Make sure the most frequently asked questions are answered in a manner that answers the questions, provides additional information and creates a call to action.
2. Utilize chatbot to further engage customers.
Add live chat or an automated chatbot for an additional avenue to engage with your mobile customers. Banks can use chat to suggest relevant content or products and services, help point customers in the right direction and to learn more about their financial goals and needs.
It's not uncommon for chat usage to double once it is added to mobile banking, which can put a sizeable strain on contact centers. Use support content in the form of a chatbot to allow customers the ability to self-answer common support questions, and offer live chat for more complex questions and issues.
3. Provide clear, concise product information.
Customers no longer consider mobile banking to be purely transactional. They think of it as an extension of a branch, where they've come to expect support and sales information. Providing links to your key products within mobile banking can encourage customers to explore your offerings.
When banks fail to go beyond transactions in mobile banking, they miss out on a vast opportunity to provide sales and service through the channel customers are the most present. The consequences of not doing so can result in greater contact center volume, and missed opportunities to increase wallet share.
Tags: Customer Experience, Digital Platform, Financial Services, Mobile Banking, Mobile Banking Technologies, Technology
Three Critical Strategies for Digital Wealth, Trust Success
Written by dsievers
The robot (wealth advisors) are here.
The robo-advisor revolution promised to render legacy firms like broker-dealers, asset managers, and registered investment advisors obsolete.
The fear of being left behind motivated many companies across the wealth industry to respond with an open checkbook. BlackRock dropped $150 million to buy FutureAdvisor in 2015. Other firms, like JPMorgan & Chase Co., spent more than three years and millions of dollars building their own robo-advisors. And others, like Northwestern Mutual, spent $250 million to acquire and then ultimately shutter their offering.
Despite all the effort, money and time invested, these companies don't have much to show for it. The amount of assets under management at these nascent efforts is underwhelming; when combined with ultra-low robo-fee rates, the revenue doesn't come close to providing any real return on their upfront sizable investments.
What's the real takeaway for banks? The problem isn't the technology so much as it is the corresponding business strategy. When it comes to robo-advising, altering the strategy and deconstructing the technology will give banks the biggest returns on their investments. There will be benefits for the brokerage side of the bank, but even greater returns in the trust division, which typically relies on outdated processes based on paper and people.
If banks look at technology with a lens toward driving margin as well as revenue growth, the way they deploy robo-technology changes. Instead of launching robo-advisors and hoping customers stream in, a better strategy could be to become hyper-focused, using the technology in order to maximize its inherent value. Banks thinking about using digital solutions to improve their wealth and trust offerings can focus on three areas in order to get operational and revenue benefits:
Eliminate paper-based trust account opening processes. Using digital trust account opening can dramatically reduce the total client onboarding time and begin the investing and billing processes sooner, accelerating the time it takes to generate revenue from a newly opened account. For example, the typical trust account takes about 40 days to get correctly opened and funded. Technology can reduce that time by 30 days, driving at least 8% more revenue with those extra days, while simultaneously decreasing the people- and paper-based costs.
Automate existing smaller agency accounts. Automating processes like risk assessment, model management and rebalancing can significantly reduce the amount of time and people needed to manage those smaller, less profitable accounts. Banks can achieve higher customer satisfaction via the improved and streamlined process, as well as higher advisor satisfaction from the drastic reduction in operating time.
Retain flight risk retail customers. Retail customers who do not meet the account minimums to utilize a bank's wealth services often find wealth offerings elsewhere, taking their assets outside of your bank. By digitizing wealth offerings, banks can lower their operational costs and enable a profitable way to service smaller wealth accounts, retain more customers and increase revenue. The key is using technology to correctly segment customers to better predict when they are most likely to become a flight risk to consumer-facing robo-advisors like Betterment.
So, what should a bank do to digitize a wealth or trust offering?
Start by targeting efficiency. While you may be tempted by the siren song of new customers and revenue, the biggest short-term returns for technology always come through cost reduction and margin expansion. Find the areas of your business with the most friction and surgically target them with technology to notch meaningful gains. Once your operations are running faster and smoother, target existing at-risk customers. Yes, you'll be repricing those deposits, but it's always better to reprice, retain and ultimately grow deposits than it is to lose them to one of the consumer-facing robo-advisors.
Tags: Banking Strategy, Digital Banking, Retail Banking, Robo-Advisors, Technology, Wealth Services
How Community Banks Can Compete Using Fintechs, Not Against Them
Posted on July 15, 2019 at 1:58 pm.
Written by skuhl
Smaller institutions should think of financial technology firms as friends, not foes, as they compete with the biggest banks.
These companies, often called fintechs, pose real challenges to the biggest banks because they offer smaller firms a way to tailor and grow their offerings. Dozens of the biggest players are set to reach a $1 billion valuation this year—and it's not hard to see why. They've found a niche serving groups that large banks have inadvertently missed. In this way, they're not unlike community banks and credit unions, whose people-first philosophy is akin to these emerging tech giants.
Ironically, savvy fintechs are now smartly capitalizing on their popularity to become more like big banks. These companies have users that are already highly engaged; they could continue to see a huge chunk of assets move from traditional institutions in the coming year. After all, what user wouldn't want to consolidate to a platform they actually like using?
The growth and popularity of fintechs is an opportunity for community banks and credit unions. As customers indicate increasing openness to alternative financial solutions, these institutions have an opportunity to grab a piece of the pie if they consider focusing on two major areas: global trading and digital capabilities.
Since their creation, community banks and member-owned organizations have offered many of the same services as their competitors. However, unlike fintechs, these financial institutions have already proved their resilience in weathering the financial crisis. Community banks can smartly position themselves as behind-the-scenes partners for burgeoning fintechs.
It may seem like the typical credit union or community banking customer would have little to do with international transactions. But across the world, foreign payments are incredibly common—and growing. Global trading is an inescapable part of everyday consumer life, with cross-border shopping, travel and investments conducted daily with ease. Small businesses are just as likely to sell to a neighbor as they are to a stranger halfway around the globe. Even staunchly conservative portfolios may incorporate some foreign holdings.
Enabling global trades on a seamless digital scale is one of the best avenues for both community banks and credit unions to expand their value and ensure their continued relevance. But the long list of requirements needed to facilitate international transactions has limited these transactions to the biggest banks. Tackling complex regulatory environments and infrastructure can be not only intimidating, but downright impossible for firms without an endless supply of capital earmarked for these such investments.
That means that while customers prefer community banks and credit unions for their personalization and customer service, they flock to big banks for their digital capabilities. This makes it all the more urgent for smaller operations to expand while they have a small edge.
Even as big banks pour billions of dollars into digital upgrades, an easy path forward for smaller organizations can be to partner with an established service that offers competitive global banking functions. Not only does this approach help them save money, but it also allows them to launch new services faster and recapture customers who may be performing these transactions elsewhere.
As fintechs continue to expand their influence and offerings, innovation is not just a path to success—it's a survival mechanism.
Tags: Community Banks, Credit Unions, Digital Services, Digital Strategy, Fintech Firms, Innovation, Technology
How Innovative Banks Are Reimagining the Core
Written by Amber Buker
New developments in technology have heightened bank customers' expectations of speed, service and customization from their financial institutions—and cores are struggling to keep up.
Consumer expectations for banks are so high that it's difficult—if not impossible—to meet them using existing core banking systems. Luckily, the landscape of core providers is growing rapidly too, and some banks are already taking the plunge.
The "Big Three" core providers as they're known in the industry—Fiserv, Jack Henry & Associates and Fidelity National Information Services—serve just over 71 percent of U.S. banks according to data company FedFis. They're criticized for providing poor service and lagging significantly behind smaller, more nimble fintechs when it comes to innovation. And their recent acquisition streaks have bank clients worried that it could erode service levels, reduce choice and increase cost.
James "Chip" Mahan III, chairman and CEO of Live Oak Bancshares, described the situation aptly: "It just seemed like every time we wanted to do something, it's impossible. It's 'stand in line and write a big check.' And it's really, fundamentally, putting lipstick on a pig."
That's why the bank, based in Wilmington, North Carolina, invested in an emerging competitor—Finxact—and courted creators and industry veterans Frank and Michael Sanchez out of semi-retirement to take on the challenge of reinventing the core.
Finxact is an inventory management system that's been architected from scratch on Amazon Web Services. Finxact and other alternative core providers offer three key features that banks should demand from a 21st century core processor.
Nearly every core has some type of application programming interface (API) that allows its technology to connect to third-party applications, though the availability of those APIs is still tightly controlled in legacy systems.
Most challenger cores embrace open architecture—a quality that stands in stark contrast to the situation with incumbent cores. Deland, Florida based Surety Bank wasn't able to negotiate with its legacy provider to use a third-party remote deposit capture solution.
CEO Ryan James says that was "a deal killer" because the bank does a large volume of deposits with that provider, had tailored it to their needs and had undergone examinations with it as well.
"It just was absurd that [our legacy core] didn't even want to take that file, because they were greedy. They wanted to charge the [remote deposit] rates on that even though they couldn't do what we needed," he says. "That was an eye opener."
Surety Bank eventually chose to undergo a full core conversion. It only took four months for the bank to launch on a cloud-based system from NYMBUS at the beginning of 2018.
In addition to featuring open architecture, many challenger cores are cloud native. Although most legacy cores have some ability to run some of their system within a cloud environment, truly cloud-native companies offer banks greater advantages.
"There are different services that the cloud provides that will enable you to scale without drastically increasing your costs," says Eugene Danilkis, co-founder and CEO of Berlin-based core technology provider Mambu. "That allow [cores] to have the best practices in terms of security, in terms of disaster recovery and also the sort of operations you can support."
One of the operational advantages a cloud-native system provides is the ability to deploy updates within a day or two, Danilkis says.
Being cloud native is synonymous with scalability; a system can handle one hundred accounts as easily as it can handle one hundred thousand. This significant benefit means core providers don't need to charge banks for each new account or service they add, and often use software-as-a-service models or other simple, transparent pricing schemes.
Perhaps the most important hallmark of a modern core system is configurability. Modern cores give banks the ability to create their own ecosystems, workflows and bespoke financial products that differentiate them from competitors.
Banks on a core like Finxact could build a new type of savings account that automatically raises its interest rate when the balance reaches a certain level. In contrast, legacy cores only offer out-of-the-box products that can be tweaked to meet a bank's risk appetite or other basic requirements, without changing the product.
Modern core processors approach banking technology in radically different ways from legacy core providers. They've built new systems from scratch, instead of bolting on acquired products. They run in realtime instead of overnight batches. They look and feel like websites instead of flat green screens. They're open, cloud-native and highly configurable—and they're finally coming into their own. Innovative banks should explore these options now so that they can leapfrog their peers in the near future.
Potential Technology Partners
Finxact
Currently in limited use at Live Oak Bancshares and engaged in discussions with several other U.S. banks.
NYMBUS
The SmartCore platform is powering at least one community bank, and its SmartLaunch product uses SmartCore to support digital-only brands for additional institutions.
The Infosys Finacle core is used in over 100 countries and made waves in the U.S. when Discover Financial Services left Fiserv to use this core for its direct banking business in late 2014.
Smiley Technologies
The SIBanking platform is currently in use in several U.S. banks with assets up to $1.3 billion.
Thought Machine
This London-based company wrote its cloud-native Vault core from scratch. The company states that it has clients in the U.S., but is unable to identify them publicly.
Mambu
Mambu has bank clients in 15 countries. In the U.S., current clients include non-bank lenders, and the company is planning to use its latest funding round, in part, to grow its footprint in the U.S.
Mbanq
The founder of NYMBUS just joined this operation to help the company expand into the U.S. They currently serve 15 banks primarily in Europe and Asia.
Learn more about each of the technology providers in this piece by accessing their profiles in Bank Director's FinXTech Connect platform.
Tags: Cloud Based Technology, Core Banking Systems, Core Provider, Customer Expectation, Financial Institutions, Technology
A Former Regulator Shares His Advice for Boards
Developing a positive relationship with regulators is important for any bank. How can banks foster this?
There's no one better to answer this question than a former regulator.
Charles Yi served as general counsel of the Federal Deposit Insurance Corp. from 2015 to 2019, where he focused on policy initiatives and legislation, as well as the implementation of related rulemaking. He also served on the FDIC's fintech steering committee.
In this interview, Yi talks about today's deregulatory environment and shares his advice for banks looking to improve this critical relationship. He also explains the importance of a strong compliance culture and what boards should know about key technology-related risks.
Yi, now a partner at the law firm Arnold & Porter, in Washington, D.C., spoke to these issues at Bank Director's Bank Audit & Risk Committees Conference. You can access event materials here.
BD: You worked at the FDIC during a time of significant change, given a new administration and the passage of regulatory relief for the industry. In your view, what do bank boards need to know about the changes underway in today's regulatory environment?
CY: While it is true that we are in a deregulatory environment in the short term, bank boards should focus on prudent risk management, and safe and sound banking practices for the long term. Good fundamentals are good fundamentals, whether the environment is deregulatory or otherwise.
BD: What hasn't changed?
CY: What has not changed is the cyclical nature of both the economy and the regulatory environment. Just as housing prices will not always go up, [a] deregulatory environment will not last forever.
BD: From your perspective, what issues are top of mind for bank examiners today?
CY: It seems likely that we are at, or near, the peak of the current economic cycle. The banking industry as a whole has been setting new records recently in terms of profitability, as reported by the FDIC in its quarterly banking profiles. If I [were] a bank examiner, I would be thinking through and examining for how the next phase of the economic cycle would impact a bank's operations going forward.
BD: Do you have any advice for boards that seek to improve their bank's relationship with their examiners?
CY: [The] same thing I would say to an examiner, which is to put yourself in the shoes of the other person. Try to understand that person's incentives, pressures—both internal and external—and objectives. Always be cordial, and keep discussions civil, even if there is disagreement.
BD: What are some of the biggest mistakes you see banks make when it comes to their relationship with their examiner?
CY: Even if there is disagreement with an examiner, it should never become personal. The examiner is simply there to do a job, which is to review a bank's policies and practices with the goal of promoting safety and soundness as well as consumer protection. If you disagree with an examiner, simply make your case in a cordial manner, and document the disagreement if it cannot be resolved.
BD: In your presentation at the Bank Audit & Risk Committees Conference, you talked about the importance of projecting a culture of compliance. How should boards ensure their bank is building this type of culture?
CY: Culture of compliance must be a focus of the board and the management, and that focus has to be communicated to the employees throughout the organization. The incentive structure also has to be aligned with this type of culture.
Strong compliance culture starts at the top. The board has to set the tone for the management, and the management has to be the example for all employees to follow. Everyone in the organization has to understand and buy into the principle that we do not sacrifice long-term fundamentals for short-term gain—which in some cases could end up being [a] long-term loss.
(Editor's note: You can learn more about building a strong culture through Bank Director's Online Training Series, Unit 16: Building a Strong Compliance Culture.)
BD: You served on the FDIC's fintech steering committee, which—in a broad sense—examined technology trends and risks, and evaluated the potential impact to the banking system. Banks are working more frequently with technology partners to enhance their products, services and capabilities. What's important for boards to know about the opportunities and risks here?
CY: Fintech is the next frontier for banking, and banks are rightly focused on incorporating technology into their mix of products and services. One thing to keep in mind as banks increasingly partner with technology service providers is that the regulators will hold the bank responsible for what the technology service provider does or fails to do with regard to banking functions that have been outsourced.
BD: On a final note: In your view, what are the top risks facing the industry today?
CY: I mentioned already the risks facing the industry as we contemplate the downhill side of the current economic cycle. One other issue that I know the regulators are and have been spending quite a lot of time thinking about is cybersecurity. What is often said is that a cyber event is not a question of if, but when. We can devote volumes of literature [to] talking about this issue, but suffice for now to say that it is and will continue to be a focus of the regulators.
Arnold & Porter was a sponsor of Bank Director's Bank Audit & Risk Committees Conference.
Tags: Bank Boards, Bank Examiners, Bank Regulators, Company Culture, FinTech, Regulation, Technology
How Innovative Banks Keep Up With Compliance Changes
Posted on June 5, 2019 at 3:30 pm.
Bankers and directors are increasingly worried about compliance risk.
More than half of executives and directors at banks with more than $10 billion in assets said their concerns about compliance risk increased in 2018, according to Bank Director's 2019 Risk Survey. At banks of all sizes, 39 percent of respondents expressed increasing concern about their ability to comply with changing regulations.
They're right to be worried. In 2018, U.S. banks saw the largest amount of rule changes since 2012, according to Pamela Perdue, chief regulatory officer for Continuity. This may have surprised bankers who assumed that deregulation would translate to less work.
"The reality is that that is not the case," she says. "[I]t takes just as much operational effort to unwind a regulatory implementation as it does to ramp it up in the first place."
Many banks still rely on compliance officers manually monitoring websites and using Google alerts to stay abreast of law and policy changes. That "hunt-and-peck" approach to compliance may not be sufficiently broad enough; Perdue said bankers risk missing or misinterpreting regulatory updates.
This potential liability could also mean missed opportunities for new business as rules change. To handle these challenges, some banks use regulatory change management (RCM) technology to aggregate law and policy changes and stay ahead of the curve.
RCM technology offerings are evolving. Current offerings are often included in broader governance risk and compliance solutions, though these tools often use the same manual methods for collecting and processing content that banks use.
Some versions of RCM technology link into data feeds from regulatory bodies and use scripts to crawl the web to capture information. This is less likely to miss a change but creates a mountain of alerts for a bank to sort through. Some providers pair this offering with expert analysis, and make recommendations for whether and how banks should respond.
But some of the most innovative banks are leveraging artificial intelligence (AI) to manage regulatory change. Bank Director's 2019 Risk Survey revealed that 29 percent of bank respondents are exploring AI, and another 8 percent are already using it to enhance the compliance function. Companies like San Francisco-based Compliance.ai use AI to extract regulatory changes, classify them and summarize their key holdings in minutes.
While AI works exponentially faster than human compliance officers, there are concerns about its accuracy and reliability.
"I think organizations need to be pragmatic about this," says Compliance.ai chief executive officer and co-founder Kayvan Alikhani. "[T]here has to exist a healthy level of skepticism about solutions that use artificial intelligence and machine learning to replace what a $700 to $800 an hour lawyer was doing before this solution was used."
Compliance.ai uses an "Expert in The Loop" system to verify that the classifications and summaries the AI produced are accurate. This nuanced version of supervised learning helps train the model, which only confirms a finding if it has higher than 95 percent confidence in the decision.
Bankers may find it challenging to test their regulatory technology systems for accuracy and validity, according to Jo Ann Barefoot, chief executive officer of Washington-based Barefoot Innovation Group and Hummingbird Regtech.
"A lot of a lot of banks are running simultaneously on the new software and the old process, and trying to see whether they get the same results or even better results with the new technology," she says.
Alikhani encourages banks to do proofs of concept and test new solutions alongside their current methodologies, comparing the results over time.
Trust and reliability don't seem to be key factors in bankers' pursuit of AI-based compliance technology. In Bank Director's 2019 Risk Survey, only 11 percent of banks said their bank leadership teams' hesitation was a barrier to adoption. Instead, 47 percent cited the inability to identify the right solution and 37 percent cited a lack of viable solutions in the marketplace as the biggest deterrents.
Bankers who are adopting RCM are motivated by expense savings, creating a more robust compliance program and even finding a competitive edge, according to Barefoot.
"If your competitors are using these kinds of tools and you're not that's going to hurt you," she says.
Combines regulatory data feeds with consultative advice about how to implement changes.
Compliance.ai
Pairs an "Expert in the Loop" system to verify the accuracy of AI summaries and categorization
OneSumX Regulatory Change Management from Wolters Kluwer
Includes workflows and tasks that help banks manage the implementation of new rules and changes
BWise
Provides impact ratings that show which parts of the bank will be impacted by a rule and the degree of impact
Predict360 from 360factors
Governance risk and compliance solution that provides banks with access to the Code of Federal Regulations and administrative codes for each state
Tags: Compliance, Compliance Risk, Data, Regulation, Regulatory Change Management, Risk Management, Technology


text:
← What are the problems with our defense?
Gamecocks remember how to win, do so, 82-73 OT over LSU →
Better Know An Opponent: LSU
Posted on January 16, 2013 by marvinnedick
The Gamecocks head to Baton Rouge on Wednesday evening to take on the Bayou Bengals at 8pm Wednesday evening on ESPN3. South Carolina and LSU are both still hunting for their first SEC win, though the teams appear to have far different aspirations – LSU is a team that didn't have a bad loss on its record until the other evening at Auburn (though to be fair, they also don't have a good win to their name, with the best probably coming at home versus Seton Hall), whereas the Gamecocks struggled to go 10-3 against a woeful out-of-conference schedule. One of them will feel better about their goals for the season coming out of this one, and the other will be firmly rooted to the bottom of the conference standings.
The Four Factors
USC O
LSU D
LSU O
USC D
Oreb%
FTM/FTA
3PA%
The games were never going to get easier as the schedule went along, and we're finally running into teams with more strengths and fewer weaknesses. While it's probably not accurate, there's an argument to be made (accounting for the fact this game is on the road) that this is the toughest match-up the Gamecocks have faced thus far this season.
Let's not bury the lede – turnovers are going to be the story on the offensive end for Carolina. LSU forces opponents to turn the ball over on over 23% of their possessions, and they are sixth in the country in steal percentage (14.3%). Starting guards Anthony Hickey and Charles Carmouche are both in the top 50 in the nation in individual steal percentage (the former is second at 6.9%, the latter 35th at 4.9%) and will be a constant threat to our ball handlers.
When they do get shots off, shooting may be more of a problem for Carolina than it normally is otherwise. While the Gamecocks do a good job shooting in all respects, LSU is also adept at defending the 2PA and preventing 3PAs, which means Carolina will probably not shoot as well as they have in some other games.
Carolina can and should try to exploit the other areas of the offense, where they're more likely to find a match-up advantage. Amazingly, though the Gamecocks sport an effective height (which is the height of your players weighed by their minutes played) of -2.0″ as compared to the NCAA average, and LSU is 2.2″ taller effectively than the average NCAA team, Carolina's most likely place to shine on offense will be on the offensive glass, where they've dominated just about everyone they've played this season. LSU has been nothing special on the offensive glass, and they've played a similarly awful schedule thus far, so when Carolina does get shots off, expect them to rebound their misses prolifically.
On the other end, LSU isn't really a very good offensive team. While Carolina has struggled with any sort of height defensively this season, LSU isn't overwhelmingly good at 2PAs (though the Gamecocks have a way of making teams look good from 2PA). The Tigers also aren't likely to make the Gamecocks pay for their fouling ways, as LSU is porous at both creating FTAs and turning those into FTMs (their 59.2% FT% is 341st in the nation).
LSU does rebound the ball well offensively, so that's an area where Carolina will need to watch out. They're also susceptible to turning the ball over, though that's not an area where Carolina has really excelled this season. While the addition of Bruce Ellington may bring a few more steals, our two best on the year have been R.J. Slawson and Brenton Williams.
Given the lack of playing time each has seen over the last few games, it may be less likely that the Gamecocks are able to wreak havoc on LSU through creating turnovers (though two of their three best games have been their last two against Mississippi State (25.0%) and Auburn (27.2%, the best of the year)). On the other hand, LSU is also coming off two of its best games when it comes to avoiding turnovers (10.7% versus Florida and 17.2% against Auburn), so I'm not sure the trend-line favors either team.
%Min
%Poss
ARate
TORate
Lakeem Jackson
Mindaugas Kacinas
Brenton Williams
Brian Richardson
RJ Slawson
LaShay Page*
Michael Carrera
Damien Leonard
Bruce Ellington
Laimonas Chatkevicius
Shavon Coleman
Andre Stringer
Anthony Hickey
Charles Carmouche
Johnny O'Bryant
Malik Morgan
Shane Hammink
Andrew Del Piero
Corban Collins
Eddie Ludwig
Jalen Courtney
The Gamecocks are an interesting team to look at when you start sorting them by minutes played, because you quickly realize how few constants we've had on the year. Brenton Williams went from being our best player to barely playing. LaShay Page went from taking a preposterous percentage of our shots to not taking any more shots for us. We've added Bruce, lost him, and added him back, and done the same twice for Carrera (for very different reasons).
The complete lack of consistency in our line-up, along with the transition issues that come with any new coaching staff, don't excuse everything that's happened with this team, but certainly help tell a story for why they've struggled (what doesn't tell that story is an inability to win the close one, as we've discussed ad nauseum the last few days).
What we know (or think we know) from the last two games is that the following six guys should start tomorrow night: Bruce, Eric, Lakeem, Brian Richardson, and Mindaugus, with Damien Leonard seeing major minutes off the bench. After that, it's anyone's guess, though I would be surprised if we didn't continue the trend of seeing Michael Carrera play major minutes, with Chatkevicius, Slawson, and Williams each adding a few minutes here or there. In his press conference today, Martin did not seem likely to add to the menial work load Brenton has seen thus far in SEC play.
Given those parameters, it will be of paramount importance that Ellington and Smith avoid turnovers, as LSU's guards are amazing at forcing them, and each of those guys is known to become turnover prone at times. However, it's not all on these guys – aside from Richardson (whose limited ball-handling responsibilities means that he shouldn't turn the ball over all that frequently), Brenton (not playing much these days), and LaShay (not playing at all these days), each Gamecock is ending over one of every five possessions he concludes with a turnover instead of a shot. Everyone is on notice against the Tigers, because they'll run us out of the gym if we're not careful. One guy I'm especially concerned about is Laimonas – the freshman has a brutal turnover percentage – especially for a big guy – and didn't look like a trustworthy offensive presence when it comes to ball security in his minutes against Mississippi State.
Offensively, LSU spreads around the scoring, but keep an eye out for Anthony Hickey, who does an excellent job handling the ball for the Tigers. He both assists on over 26% of his teammates' baskets while playing while ending less than 13% of possessions he's responsible for with turnovers, all while shooting reasonably efficiently both inside and out. He'll be a handful for our guards all night.
The rebounding of O'Bryant, Coleman, and Del Piero also sticks out (Ludwig should be ignored almost for our purposes, as he's fallen out of favor with Johnny Jones and staff), on both ends of the floor, though given their reasonably limited minutes each plays, I still think Carolina should find a lot of success on the glass on both ends.
Aside from the steals we mentioned above, you should also keep an eye on a couple of LSU big men. Shavon Coleman is only 6'5″, but blocks over four percent of the 2PAs taken by the opposition when he's on the court. That's a great number, but it pales in comparison to the ridiculous 11.4% mark from Andrew Del Piero, the 7'3″ senior who, though he plays limited minutes, obviously represents quite a force inside.
KenPom: 80-68 L (16%)
TeamRatings: 75-64 (13%)
There's really no particular reason to think the Gamecocks should win this game – it's on the road, and LSU's biggest strength perfectly aligns with Carolina's biggest weakness. That said, there's a reason you play the games, and Martin and staff have remained positive about the development of the team. Coach indicated at his press conference he thinks as Carrera and Ellington begin to assimilate themselves, they'll be able to contribute their strengths without weakening the team in other ways (primarily based on their lack of experience playing with these guys in this system, due to injury, inexperience, or football duty, depending on which guy you're talking about).
I remain mostly optimistic, not necessarily about where this season is headed, but where this program is headed. However, that doesn't leave me optimistic about our chances Wednesday night. The heart is always with Carolina, but the better odds are that the Gamecocks will enter their game on Saturday 0-3, with an excellent chance of adding one to the win column against a pretty woeful Vanderbilt squad. But first things first – trying to take care of business down in Cajun country.
About marvinnedick
Blogging from the mid-Atlantic on Gamecock sports, as well as general musings on sports theory otherwise.
View all posts by marvinnedick →
This entry was posted in 2012-13 Basketball, Better Know An Opponent, LSU and tagged basketball, frank martin, gamecocks, LSU, preview, SEC basketball, south carolina, statistical analysis, turnovers. Bookmark the permalink.
ChickenHoops Twitter
@FenitN Is DC going to continue vaccinating residents this weekend/MLK/Inauguration Day? 6 hours ago
@ReubenR80027912 Then who if not Haley? 1 day ago
@edsbs What's gonna happen with South Carolina under Shane Beamer? 4 days ago
@PhilKenSaban Ugh. Be well bud. 4 days ago
@michaeldfuller This is an admittedly uninformed question/observation, but I'm flabbergasted as to why things are s… twitter.com/i/web/status/1… 5 days ago
@michaeldfuller Define "soon," and while this won't be a cure-all, I think there's something to be said for the fac… twitter.com/i/web/status/1… 5 days ago
I think a small aspect of this is playing all the football games as scheduled really fooled some people that don't… twitter.com/i/web/status/1… 5 days ago
Keep seeing people wonder what must be happening with the men's basketball program as if the answer might be someth… twitter.com/i/web/status/1… 5 days ago
@rodger @BlakeBortlesUCF 5 days ago
South Carolina fans will tell you that's not our guy's first time doing that twitter.com/bigrinSD/statu… 5 days ago
Bunting is normally a bad idea
Gamecocks hire Perry Clark
Gamecock Football: 2013 Odds

redpajama_set_name: RedPajamaCommonCrawl


text:
Roy J. Pomeroy (* 20. April 1892 in Darjiling, Indien; † 3. Dezember 1947 in Los Angeles, Kalifornien) war ein US-amerikanischer Filmtechniker, -regisseur und -produzent, der bei der ersten Oscarverleihung 1929 den einzigen jemals vergebenen Oscar für die besten technischen Effekte (Best Engineering Effects) in dem Kriegsfilm Wings (1927) erhielt.

Leben
Pomeroy begann Mitte der 1920er Jahre zunächst als Filmtechniker und begann seine Laufbahn 1923 als technischer Direktor im Film Die Zehn Gebote (1923) von Cecil B. DeMille.

Nach der Arbeit als technischer Direktor in DeMilles Feet of Clay (1924) war er zusätzlich als Regieassistent verantwortlich für die Trickkamera in dem Stummfilm Peter Pan (1924), der ersten Verfilmung des Romans von J. M. Barrie.

Am 4. Mai 1927 gehörte Pomeroy zu den 36 Gründungsmitgliedern der AMPAS, die seit 1929 die jährlichen Oscarverleihungen durchführt.

Nach Mitarbeiten an den Filmen Old Ironsides (1926) von James Cruze, The Rough Riders (1927) von Victor Fleming sowie dem letzten Stummfilm von Harold Lloyd, Straßenjagd mit Speedy (1928) von Ted Wilde, erhielt er bei der ersten Oscarverleihung 1929 den einzigen jemals vergebenen Oscar für die besten technischen Effekte (Best Engineering Effects) in dem Kriegsfilm Wings (1927) von William A. Wellman.

Danach war er in einigen Filmen wie Interference (1928), Inside the Lines (1930) und Shock (1934) als Regisseur sowie teilweise auch als Produzent tätig.

Weblinks

Oscarpreisträger
Filmtechnikpionier
Filmregisseur
Filmproduzent
Person (Stummfilm)
US-Amerikaner
Geboren 1892
Gestorben 1947
Mann

redpajama_set_name: RedPajamaWikipedia


One of those rare friday nights - Dreams are what you wake up from.
1. everyone is out partying.
2. everyone is on invisible mode.
4. everyone else got better things to do.
It's been a hectic day, but I was glad to start off by attending the Starhub seminar on mobile conferencing at Shangri-La Hotel.
Learnt yet a bit more about EDGE, WCDMA and the current technological trends. Of course, the treat was a detailed overview of the virtues of XDA by O2's managing director himself.
I'm definitely getting the XDA!
eight-hundred plus, a real steal! What am I gonna do with my brilliant M130? Any takers?
Was asked to explore COMEX, but decided to be a little more responsible and returned to office to resolve some network planning issues.
PS: actually wanted to end off this entry, but decided to pin down some thoughts and reflections.
I was actually feeling pretty frustrated and cranky during my drive home. I detest jams, and they have this nettling effect on me. Every action provokes a reaction which eventually starts off a chain-reaction. I was irascible at that point in time, and had this unneeded desire to irk others around me. Everything was going the wrong way.. and I felt drained and wanted to be alone. It was because of a decision to change my mindset that made the rest of the night a lovely one, and made the day complete. Mindset: it's a marvel how we want to see things that can affect everything else. Life....!
How much are you selling? My friend is looking for one for normal usage.
Hmmm.. how much is he offering?
Mindset: it's a marvel how we want to see things that can affect everything else.
yeah. it's true. i've had such experience too.
i was quite upset over some issue. picked up the book 'who moved my cheese?' by dr spencer johnson. read it and felt so much better. it was quite liberating. i remember putting down the book, took a deep breath and felt so much better.
For those interested to buy XDA, I don't know if u have seen the virtual tour for xda yet.. But it's cool.Check it out.
I came across this website selling leather case for XDA O2.For me, i like the black one. Check this out.
Knowing your interest in technology and mobility, somehow feel that you wounldnt regret it?


After training bras and before those with fuller breasts, there are bras for teenagers. Teenagers should look for bras with good support, which is important during the development years. However, little tops are usually a staple of teenage style, which means bra straps are usually visible.
For this purpose, allow your teenager to have fun with their bra collection. Mix and match fun colors, funky patterns and different fabrics to match their ever-changing wardrobe.
But do not let the proper fit fall by the wayside. Don't purchase "fun" bras that offer little to no support and be sure that the style of the bra coincides with the measurements of your teenager. This is an important factor for girls whose breasts are still developing.


I have obtained SNPs mostly with very high phred scale but the filter field is "." for all my SNPs, there is no PASS or LowQual in the field.
" If the FILTER field is a ".", then no filtering has been applied to the records, meaning that all of the records will be used for analysis but without explicitly saying that any PASS. You should avoid such a situation by always filtering raw variant calls before analysis. "
I was wondering about the filtering process, is it a parameter that I should add to my command or I must do it in another way?
The filtering is done with other gatk tools as an additional step after calling variants. Please have a look at our best practices documentation for more details.


text:
from django.db import migrations
import easy_thumbnails.fields

class Migration(migrations.Migration):

    dependencies = [
        ('core', '0025_auto_20220626_1344'),
    ]

    operations = [
        migrations.AlterField(
            model_name='systemversion',
            name='logo',
            field=easy_thumbnails.fields.ThumbnailerField(blank=True, upload_to='logos/'),
        ),
    ]

redpajama_set_name: RedPajamaGithub


The Fairfield Inn & Suites will mark Spirit Hospitality's first Marriott brand hotel. Located just West of I-25 in the new Harmony Commons development, near DC Oakes Brewery, Banner Health's new Fort Collins campus and many more restaurants and retailers. With quick access to the interstate and the Harmony corridor, this location is extremely convenient for both business and leisure travelers alike. 106 well-appointed rooms, meeting space, a fitness and business center, plus an indoor pool & spa make this a great destination, no matter your reason for travel!
Stay tuned for photos, updates, and a reservations link!


text:
Taquaritinga pode referir-se a:

 Taquaritinga - município no estado de São Paulo.
 Taquaritinga do Norte - município no estado de Pernambuco.
 Clube Atlético Taquaritinga - clube de futebol brasileiro.

Desambiguação
Desambiguações de topônimos


What Can I Do to Help Improve My Child's Academic Success?
What Can I Do to Help Improve My Child's Academic Success?
If you are a parent looking for ways to help your child succeed in school, here are some tips based on what I have observed during 15-plus years in education as a teacher and counselor. If you practice these skills, you can help your child improve her chances of academic achievement, despite the way the raised standards and higher demands on kids today.
Develop regular communication with teachers. A single contact is not enough to establish meaningful communication between your child's teacher and yourself. Instead, make a habit of communicating when necessary or call during the teacher's conference hour and ask how your child is doing.
Attend every Parent/Teacher conference. By attending all conferences, you increase the effectiveness of the meetings and always have a voice in the discussion. In addition, teachers and administrators will view your involvement as a sure sign that you are involved in the educational process with your child and that you are taking an active role in his academic progress.
Send notes or emails to teachers if you have questions. Emails and other forms of digital technology have made it easier for parents and teachers to communicate. Use it to your advantage when necessary.
Keep copies of your child's tests and report cards in a folder at home. By keeping important tests, assignments and other projects in a specific place, you will have easy access to them to help your child review skills in her weaker areas. In addition, if you ever face a situation where you need to challenge the school on educational placement decisions, you have a place to start.
Encourage your child verbally and with rewards or incentives when he does well. Positive rewards often help kids remain excited about reaching higher goals. If certain rewards motivate your child, continue to use them when teachers send home improved grades.
Set reasonable goals for improvement and announce the expectations to your child. Don't set the goals too high for your child to achieve. Instead, set realistic ones that will be good benchmarks to track her progress over time.
Consider a "pay-per-performance" allowance for good or improved grades. As in business where employers pay employees for commendable or better performance, you can do the same with your child regarding grades. As his performance improves, try increasing his allowance a bit to see if you notice positive results.
Set a schedule/time frame for completion of daily homework. One of the problems in completing homework in a timely manner is that kids tend to waste time when they get home. Consider a break from school for 30 minutes or so and then instruct your child to get back to studies before dinnertime. One other way you can control the amount of time involved is to put a timer on each separate homework task until she has completed each one. Consider rewarding with short 5-10 minutes breaks after the completion of each task.
Teach kids to set their own priorities. Children should learn that it is important to put certain tasks before others an early age. By practicing this with homework and chores, you reinforce an important life skill will follow him throughout life.
Work on specific skills with which your child struggles. Many standardized tests provide itemized reports on skills that need the most improvements. Focus on the specific skills more than general areas to encourage improvement.
These are some good places to begin working toward improvements in test scores, aiming for higher academic achievement and increasing learning in all areas. There is no magic formula for parents to improve student learning, but developing a communication pattern with teachers, going to every conference and activity that pertains to your child and regular involvement in your child's academic progress will greatly increase the chances of subtle changes over time.
The most important change is the one that comes from within. If you teach self-discipline and motivation, your child will grasp the value of these behaviors and develop self-correcting habits. Practicing these 10 habits regularly may greatly improve your child's chances for success in school and in life.


text:
— Main Menu —Home News Who we are	- Foundation, Object, Vision & Strategy - Membership - Activities, Expenses and Advertising - Data Protection - Constitution - Standing Orders for Debate - Our Committee What we do	- Events - Reports	- - 2015 – WW1 Centenary - New Researchers - Grants - International Our Journal Members' Area Events Links
Foundation, Object, Vision & Strategy
Activities, Expenses and Advertising
Standing Orders for Debate
2015 – WW1 Centenary
New Researchers
Illusions of Peace, A Virtual Conference on 23 – 24 January 2021.
by Grainger, Andy
This event was originally scheduled for July 2020.
The years after 1918 did not, as popular myth would have it, bring about universal peace. In fact, the 'war to end all wars' accomplished little of the sort.
In the aftermath of the First World War, the belligerents endured years of ongoing military campaigns, domestic political upheaval, cultural transformation and territorial disputes. It was a period of revolution and of persistent challenges.
Organised in partnership between the National Army Museum, the British Commission for Military History and the Western Front Association, this two-day virtual conference will explore the aftermath of the First World War.
For more information and details of how to register go to Illusions of Peace | National Army Museum (nam.ac.uk) and follow the links.
There is a Crowdcast FAQ page on the NAM website to help people joining the events: https://www.nam.ac.uk/how-take-part-virtual-online-events-crowdcast
If you have difficulty please contact NAM, not BCMH.
The Conference will be recorded and links to all the NAM online talks are below:
Catch up on the National Army Museum's online digital programme here
General William Ironside taking the salute during a parade in Archangel, 1919
BCMH Upcoming Events
BCMH AGM 2021
6 March @ 10:00 am - 12:00 pm
Three Minute Military Thesis (TMMT) 25th March 2021
25 March @ 10:00 am - 4:00 pm
All images are Creative Commons or reproduced under appropriate licenses. Should someone identify an image for which they retain copyright then please contact us using the contact form provided.
© - British Commission for Military History.


Cape Town - Local rapper and fashionista Riky Rick is in Europe and causing a stir with his brave outfit choices.
The star loves Gucci and is walking around the popular event covered in it from head to toe.
The photo was taken by acclaimed photographer Acielle who is one of the biggest street style photography names worldwide. She contributes photography for Vogue.Com and The New York Times.
In a clip posted to Riky's Twitter account the stylish hunk speaks to the foreign media's cameras about his ensemble.


Tower Defense	Strategy	Upgrade	Achievement	Click to find more games like this.
A game of Tank Defense-Strategy and a modified tower defense game that the player can join the squad. Protect your territory from enemy tanks.


text:
Pachybrachis fulvipes es una especie de insecto coleóptero de la familia Chrysomelidae.

Fue descrita científicamente en 1848 por Suffrian.

Referencias

Pachybrachis


text:
Harald Felix Ludwig Sioli (Köthen, 25 de agosto de 1910 – Plön, 14 de outubro de 2004) foi um agrônomo, pesquisador e professor universitário brasileiro.

Grande oficial da Ordem Nacional do Mérito Científico e membro correspondente da Academia Brasileira de Ciências (2002), Harald trabalhou na Amazônia e no Instituto Biológico de São Paulo.

Biografia
Harald nasceu na cidade de Köthen, ainda no Império Alemão, em 1910. Formou-se em 1934 Universidade de Kiel. Logo em seguida embarcou para o Recife, como assistente de Friedrich Lenz, na época colaborador do Instituto Hidrobiológico em Ploen. Ele fora convidado por Rodolpho von Ihering, Diretor da Comissão Técnica de Piscicultura do Nordeste, para realizar estudos hidrobiológicos nos açudes do nordeste semi-árido. Harald voltaria para a Alemanha em 1935, com o término da missão, voltando apenas em 1938.

Foi preso em campo de concentração no interior do Pará durante a Segunda Guerra Mundial. Após a guerra, realizou pesquisas no Instituto Nacional de Pesquisa da Amazônia (INPA), em Manaus, em convênio com o Instituto Max Planck. Em 1940, iniciou seus trabalhos limnológicos sobre a Amazônia, onde residiu por duas décadas.

Pesquisas
As pesquisas de Harald Sioli foram pioneiras na classificação das águas dos rios da Amazônia entre rios de água branca e rios de água preta, em razão da riqueza de componentes químicos em suspensão na água.

Morte
Harald Sioli morreu em 14 de outubro de 2004, em Plön, aos 94 anos.

Legado
A Associação Brasileira de Limnologia (ABLimno) criou o Prêmio Harald Sioli com o intuito de estimular a formação de recursos humanos e a pesquisa científica em Ecologia Aquática no Brasil, podendo concorrer alunos de graduação e de pós.

Cientistas da Alemanha
Limnologistas
Naturais da Alemanha


text:
Hypericum је биљни род из породице Hypericaceae. Распрострањен је углавном по читавој планети осим у тропским регионима, поларним регионима и пустињама.

Врсте

 Hypericum abilianum N.Robson
 Hypericum aciculare Kunth
 Hypericum aciferum (Greuter) N.Robson
 Hypericum acmosepalum N.Robson
 Hypericum acostanum Steyerm. ex N.Robson
 Hypericum addingtonii N.Robson
 Hypericum adenotrichum Spach
 Hypericum adpressum W.P.C.Barton
 Hypericum aegypticum L.
 Hypericum aethiopicum Thunb.
 Hypericum afrum Lam.
 Hypericum albiflorum (Hub.-Mor.) N.Robson
 Hypericum amblyocalyx Coustur. & Gand.
 Hypericum amblysepalum Hochst.
 Hypericum anagalloides Cham. & Schltdl.
 Hypericum andinum Gleason
 Hypericum andjerinum Font Quer & Pau
 Hypericum androsaemum L.
 Hypericum annulatum Moris
 Hypericum aphyllum Lundell
 Hypericum apiculatum (N.Robson) Sennikov
 Hypericum apocynifolium Small
 Hypericum apricum Kar. & Kir.
 Hypericum arbuscula Standl. & Steyerm.
 Hypericum arenarioides A.Rich.
 Hypericum armenum Jaub. & Spach
 Hypericum asahinae Makino
 Hypericum ascyron L.
 Hypericum asperuloides Czern. ex Turcz.
 Hypericum asperulum Jaub. & Spach
 Hypericum asplundii N.Robson
 Hypericum assamicum S.N.Biswas
 Hypericum athoum Boiss. & Orph.
 Hypericum atomarium Boiss.
 Hypericum attenuatum Fisch. ex Choisy
 Hypericum aucheri Jaub. & Spach
 Hypericum augustini N.Robson
 Hypericum auriculatum (N.Robson & Hub.-Mor.) N.Robson
 Hypericum australe Ten.
 Hypericum austrobrasiliense Vog.Ely, Boldrini & Bordignon
 Hypericum austroyunnanicum L.H.Wu & D.P.Yang
 Hypericum aviculariifolium Jaub. & Spach
 Hypericum baccharoides Cuatrec.
 Hypericum balearicum L.
 Hypericum balfourii N.Robson
 Hypericum barbatum Jacq.
 Hypericum beamanii N.Robson
 Hypericum beanii N.Robson
 Hypericum beccarii N.Robson
 Hypericum bellum H.L.Li
 Hypericum benghalense S.N.Biswas
 Hypericum bequaertii De Wild.
 Hypericum bifurcatum N.Robson
 Hypericum bithynicum Boiss.
 Hypericum boehlingraabei Kit Tan, Iatroú, Vold & Strid
 Hypericum bolivaricum N.Robson
 Hypericum bordignonii Vog.Ely & Boldrini
 Hypericum boreale (Britton) E.P.Bicknell
 Hypericum bourgaei (Boiss.) N.Robson
 Hypericum brachyphyllum (Spach) Steud.
 Hypericum brasiliense Choisy
 Hypericum brevistylum Choisy
 Hypericum bryoides Gleason
 Hypericum buckleyi M.A.Curtis
 Hypericum bupleuroides Griseb.
 Hypericum × caesariense Druce ex N.Robson
 Hypericum caespitosum Cham. & Schltdl.
 Hypericum callacallanum N.Robson
 Hypericum callithyrsum Coss.
 Hypericum calycinum L.
 Hypericum campestre Cham. & Schltdl.
 Hypericum canadense L.
 Hypericum canariense L.
 Hypericum capitatum Choisy
 Hypericum caprifoliatum Cham. & Schltdl.
 Hypericum caprifolium Boiss.
 Hypericum caracasanum Willd.
 Hypericum cardiophyllum Boiss.
 Hypericum cardonae Cuatrec.
 Hypericum carinatum Griseb.
 Hypericum carinosum R.Keller
 Hypericum cassiopiforme N.Robson
 Hypericum castellanoi N.Robson
 Hypericum cavernicola L.B.Sm.
 Hypericum cerastoides (Spach) N.Robson
 Hypericum chamaemyrtus Triana & Planch.
 Hypericum chapmanii P.B.Adams
 Hypericum choisyanum Wall. ex N.Robson
 Hypericum cistifolium Lam.
 Hypericum coadunatum C.Sm. ex Link
 Hypericum cohaerens N.Robson
 Hypericum collenetteae N.Robson
 Hypericum collinum Schltdl. & Cham.
 Hypericum concinnum Benth.
 Hypericum conjungens N.Robson
 Hypericum connatum Lam.
 Hypericum cordifolium Choisy
 Hypericum cordiforme A.St.-Hil.
 Hypericum coris L.
 Hypericum costaricense N.Robson
 Hypericum crenulatum Boiss.
 Hypericum crux-andreae (L.) Crantz
 Hypericum cuatrecasii Gleason
 Hypericum cuisinii Barbey
 Hypericum cumulicola (Small) P.B.Adams
 Hypericum curvisepalum N.Robson
 Hypericum cymbiferum Boiss. & Balansa
 Hypericum cymobrathys N.Robson
 Hypericum daliense N.Robson
 Hypericum davisii N.Robson
 Hypericum × dawsonianum Rehder
 Hypericum decaisneanum Coss. & Daveau
 Hypericum decandrum Turcz.
 Hypericum delphicum Boiss. & Heldr.
 Hypericum densiflorum Pursh
 Hypericum denticulatum Walter
 Hypericum denudatum A.St.-Hil.
 Hypericum × desetangsii Lamotte
 Hypericum dichotomum Lam.
 Hypericum diosmoides Griseb.
 Hypericum × dissimulatum E.P.Bicknell
 Hypericum dogonbadanicum Assadi
 Hypericum dolabriforme Vent.
 Hypericum drummondii (Grev. & Hook.) Torr. & A.Gray
 Hypericum dyeri Rehder
 Hypericum eastwoodianum I.M.Johnst.
 Hypericum edisonianum (Small) P.B.Adams & N.Robson
 Hypericum ekmanii Alain
 Hypericum elatoides R.Keller
 Hypericum elegans Stephan ex Willd.
 Hypericum elenorae Elenevsky
 Hypericum ellipticum Hook.
 Hypericum elodeoides Choisy
 Hypericum elodes L.
 Hypericum elongatum Ledeb. ex Rchb.
 Hypericum empetrifolium Willd.
 Hypericum enshiense L.H.Wu & F.S.Wang
 Hypericum epigeium R.Keller
 Hypericum erectum Thunb.
 Hypericum ericoides L.
 Hypericum erythreae (Spach) Steud.
 Hypericum espinalii N.Robson
 Hypericum faberi R.Keller
 Hypericum fanjingense N.Robson
 Hypericum fasciculatum Lam.
 Hypericum fieriense N.Robson
 Hypericum fissurale Woronow
 Hypericum foliosum Aiton
 Hypericum formosanum Maxim.
 Hypericum formosissimum Takht.
 Hypericum formosum Kunth
 Hypericum forrestii (Chitt.) N.Robson
 Hypericum fosteri N.Robson
 Hypericum fragile Heldr. & Sart.
 Hypericum frondosum Michx.
 Hypericum fuertesii Urb.
 Hypericum fursei N.Robson
 Hypericum furusei N.Robson
 Hypericum gaitii Haines
 Hypericum galinum S.F.Blake
 Hypericum galioides Lam.
 Hypericum garciae Pierce
 Hypericum geminiflorum Hemsl.
 Hypericum gentianoides (L.) Britton, Sterns & Poggenb.
 Hypericum gladiatum N.Robson
 Hypericum glandulosum Aiton
 Hypericum gleasonii N.Robson
 Hypericum globuliferum R.Keller
 Hypericum gnidiifolium A.Rich.
 Hypericum gnidioides Seem.
 Hypericum goyanesii Cuatrec.
 Hypericum gracilipes Stapf ex C.E.C.Fisch.
 Hypericum gracillimum Koidz.
 Hypericum gramineum G.Forst.
 Hypericum grandifolium Choisy
 Hypericum graveolens Buckley
 Hypericum griffithii Hook.f. & Thomson ex Dyer
 Hypericum gymnanthum Engelm. & A.Gray
 Hypericum hachijyoense Nakai
 Hypericum hakonense Franch. & Sav.
 Hypericum haplophylloides Halácsy & Bald.
 Hypericum harlingii N.Robson
 Hypericum harperi R.Keller
 Hypericum hartwegii Benth.
 Hypericum havvae Güner
 Hypericum hedgei N.Robson
 Hypericum helianthemoides (Spach) Boiss.
 Hypericum hengshanense W.T.Wang
 Hypericum henryi H.Lév. & Vaniot
 Hypericum heterophyllum Vent.
 Hypericum himalaicum N.Robson
 Hypericum hircinum L.
 Hypericum hirsutum L.
 Hypericum hirtellum (Spach) Boiss.
 Hypericum hispanicum (Pau) M.A.Alonso, Agulló, J.L.Villar, Juan & M.B.Crespo
 Hypericum hookerianum Wight & Arn.
 Hypericum horizontale N.Robson
 Hypericum hubeiense L.H.Wu & D.P.Yang
 Hypericum huber-morathii N.Robson
 Hypericum humbertii Staner
 Hypericum humboldtianum Steud.
 Hypericum humifusum L.
 Hypericum hypericoides (L.) Crantz
 Hypericum hyssopifolium Chaix
 Hypericum × hyugamontanum Kimura
 Hypericum ichelense N.Robson
 Hypericum imbricatum Poulter
 Hypericum × inodorum Mill.
 Hypericum irazuense Kuntze ex N.Robson
 Hypericum iwate-littorale H.Koidz.
 Hypericum japonicum Thunb.
 Hypericum jaramilloi N.Robson
 Hypericum × joerstadii Lid
 Hypericum jovis Greuter
 Hypericum juniperinum Kunth
 Hypericum kalmianum L.
 Hypericum kamtschaticum Ledeb.
 Hypericum karjaginii Rzazade
 Hypericum kawaranum N.Robson
 Hypericum kelleri Bald.
 Hypericum kiboense Oliv.
 Hypericum killipii N.Robson
 Hypericum kimurae N.Robson
 Hypericum kinashianum Koidz.
 Hypericum kingdonii N.Robson
 Hypericum kitamense (Y.Kimura) N.Robson
 Hypericum kiusianum Koidz.
 Hypericum kotschyanum Boiss.
 Hypericum kouytchense H.Lév.
 Hypericum kurodakeanum N.Robson
 Hypericum lacei N.Robson
 Hypericum lagarocaule N.Robson
 Hypericum lalandii Choisy
 Hypericum lancasteri N.Robson
 Hypericum lanceolatum Lam.
 Hypericum lancifolium Gleason
 Hypericum lancioides Cuatrec.
 Hypericum lanuginosum Lam.
 Hypericum laricifolium Juss.
 Hypericum × laschii A.Fröhl.
 Hypericum latisepalum (N.Robson) N.Robson
 Hypericum laxiflorum N.Robson
 Hypericum legrandii L.B.Sm.
 Hypericum leprosum Boiss.
 Hypericum leschenaultii Choisy
 Hypericum libanoticum N.Robson
 Hypericum limosum Griseb.
 Hypericum linariifolium Vahl
 Hypericum linarioides Bosse
 Hypericum linoides A.St.-Hil.
 Hypericum lissophloeus P.B.Adams
 Hypericum llanganaticum N.Robson
 Hypericum lloydii (Svenson) P.B.Adams
 Hypericum lobbii N.Robson
 Hypericum lobocarpum Gatt.
 Hypericum longistylum Oliv.
 Hypericum lorentzianum Gilg ex R.Keller
 Hypericum loxense Benth.
 Hypericum ludlowii N.Robson
 Hypericum lycium (N.Robson & Hub.-Mor.) N.Robson
 Hypericum lycopodioides Triana & Planch.
 Hypericum lydium Boiss.
 Hypericum lysimachioides Boiss. & Noë
 Hypericum macgregorii F.Muell.
 Hypericum maclarenii N.Robson
 Hypericum maculatum Crantz
 Hypericum macvaughii N.Robson
 Hypericum madagascariense (Spach) Steud.
 Hypericum magdalenicum N.Robson
 Hypericum magniflorum Cuatrec.
 Hypericum maguirei N.Robson
 Hypericum majus (A.Gray) Britton
 Hypericum malatyanum Pesmen
 Hypericum marahuacanum N.Robson
 Hypericum marginatum Woronow
 Hypericum martense N.Robson
 Hypericum matangense N.Robson
 Hypericum × medium Peterm.
 Hypericum mexicanum L.
 Hypericum microcalycinum Boiss. & Heldr.
 Hypericum microlicioides L.B.Sm.
 Hypericum microsepalum (Torr. & A.Gray) A.Gray
 Hypericum millefolium Urb. & Ekman
 Hypericum minutiflorum Heenan
 Hypericum minutum P.H.Davis & Poulter
 Hypericum × mitchellianum Rydb.
 Hypericum momoseanum Makino
 Hypericum monadenum N.Robson
 Hypericum monanthemum Hook.f. & Thomson ex Dyer
 Hypericum monogynum L.
 Hypericum monroi N.Robson
 Hypericum montanum L.
 Hypericum montbretii Spach
 Hypericum moranense Kunth
 Hypericum mutilum L.
 Hypericum myrianthum Cham. & Schltdl.
 Hypericum myricariifolium Hieron.
 Hypericum myrtifolium Lam.
 Hypericum mysurense Wall. ex Wight & Arn.
 Hypericum nagasawae Hayata
 Hypericum nakaii H.Koidz.
 Hypericum nakamurae (Masam.) N.Robson
 Hypericum nanum Poir.
 Hypericum natalense J.M.Wood & Evans
 Hypericum naudinianum Coss. & Durieu
 Hypericum neurocalycinum Boiss. & Heldr.
 Hypericum nikkoense Makino
 Hypericum nitidum Lam.
 Hypericum nokoense Ohwi
 Hypericum nudiflorum Michx. ex Willd.
 Hypericum nummularioides Trautv.
 Hypericum nummularium L.
 Hypericum nuporoense N.Robson
 Hypericum oblongifolium Choisy
 Hypericum oligandrum Milne-Redh.
 Hypericum oliganthum Franch. & Sav.
 Hypericum olivieri (Spach) Boiss.
 Hypericum olympicum L.
 Hypericum orientale L.
 Hypericum origanifolium Willd.
 Hypericum ovalifolium Koidz.
 Hypericum oxyphyllum N.Robson
 Hypericum pachyphyllum Collett & Hemsl.
 Hypericum pallens Banks & Sol.
 Hypericum pamphylicum N.Robson & P.H.Davis
 Hypericum papillare Boiss. & Heldr.
 Hypericum papillosum N.Robson
 Hypericum papuanum Ridl.
 Hypericum parallelum N.Robson
 Hypericum paramitanum N.Robson
 Hypericum parvulum Greene
 Hypericum patulum Thunb.
 Hypericum pauciflorum Kunth
 Hypericum paucifolium S.Watson
 Hypericum pedersenii N.Robson
 Hypericum peninsulare Eastw.
 Hypericum peplidifolium A.Rich.
 Hypericum perfoliatum L.
 Hypericum perforatum L.
 Hypericum peshmenii Yild.
 Hypericum petiolulatum Hook.f. & Thomson ex Dyer
 Hypericum phellos Gleason
 Hypericum philonotis Schltdl. & Cham.
 Hypericum pibairense (Miyabe & Y.Kimura) N.Robson
 Hypericum pimeleoides Planch. & Linden
 Hypericum piriai Arechav.
 Hypericum pleiostylum C.Rodr.Jim.
 Hypericum podocarpoides N.Robson
 Hypericum polyanthemum Klotzsch ex Reichardt
 Hypericum polyphyllum Boiss. & Balansa
 Hypericum pratense Schltdl. & Cham.
 Hypericum prattii Hemsl.
 Hypericum prietoi N.Robson
 Hypericum pringlei S.Watson
 Hypericum prolificum L.
 Hypericum prostratum Cuatrec.
 Hypericum pruinatum Boiss. & Balansa
 Hypericum przewalskii Maxim.
 Hypericum pseudoerectum N.Robson
 Hypericum pseudohenryi N.Robson
 Hypericum pseudolaeve N.Robson
 Hypericum pseudomaculatum Bush
 Hypericum pseudopetiolatum R.Keller
 Hypericum pseudorepens N.Robson
 Hypericum psilophytum (Diels) Maire
 Hypericum pubescens Boiss.
 Hypericum pulchrum L.
 Hypericum pulogense Merr.
 Hypericum pumilio Bornm.
 Hypericum pumilum Sessé & Moc.
 Hypericum punctatum Lam.
 Hypericum pycnophyllum Urb.
 Hypericum qinlingense X.C.Du & Y.Ren
 Hypericum quartinianum A.Rich.
 Hypericum quitense R.Keller
 Hypericum radfordiorum Weakley ex J.R.Allison
 Hypericum radicans N.Robson
 Hypericum recurvum N.Robson
 Hypericum reflexum L.f.
 Hypericum × reinosae A.Ramos
 Hypericum relictum N.Robson
 Hypericum repens L.
 Hypericum reptans Hook.f. & Thomson ex Dyer
 Hypericum retusum Aucher ex Jaub. & Spach
 Hypericum revolutum Vahl
 Hypericum richeri Vill.
 Hypericum rigidum A.St.-Hil.
 Hypericum roberti Coss. ex Batt.
 Hypericum robsonii H.A.Keller & S.Crockett
 Hypericum rochelii Griseb. & Schenk
 Hypericum roeperianum G.W.Schimp. ex A.Rich.
 Hypericum roraimense Gleason
 Hypericum rotundifolium N.Robson
 Hypericum rubicundulum Heenan
 Hypericum rubritinctum N.Robson
 Hypericum rumeliacum Boiss.
 Hypericum rupestre Jaub. & Spach
 Hypericum ruscoides Cuatrec.
 Hypericum russeggeri (Fenzl) R.Keller
 Hypericum sabiniforme Trevir.
 Hypericum salsolifolium Hand.-Mazz.
 Hypericum salsugineum N.Robson & Hub.-Mor.
 Hypericum salvadorense N.Robson
 Hypericum sampsonii Hance
 Hypericum saruwagedicum Diels
 Hypericum saturejifolium Jaub. & Spach
 Hypericum saxifragum N.Robson & Hub.-Mor.
 Hypericum scabroides N.Robson & Poulter
 Hypericum scabrum L.
 Hypericum scioanum Chiov.
 Hypericum scopulorum Balf.f.
 Hypericum scouleri Hook.
 Hypericum scruglii Bacch., Brullo & Salmeri
 Hypericum sechmenii Ocak & Koyuncu
 Hypericum selaginella N.Robson
 Hypericum senanense Maxim.
 Hypericum seniawinii Maxim.
 Hypericum senkakuinsulare Hatus.
 Hypericum setosum L.
 Hypericum sewense N.Robson
 Hypericum sherriffii N.Robson & D.G.Long
 Hypericum siamense N.Robson
 Hypericum sikokumontanum Makino
 Hypericum silenoides Juss.
 Hypericum simonsii N.Robson
 Hypericum sinaicum Hochst. ex Boiss.
 Hypericum smithii (N.Robson) N.Robson
 Hypericum socotranum R.D.Good
 Hypericum somaliense N.Robson
 Hypericum sorgerae N.Robson
 Hypericum spectabile Jaub. & Spach
 Hypericum sphaerocarpum Michx.
 Hypericum sprucei N.Robson
 Hypericum spruneri Boiss.
 Hypericum stellatum N.Robson
 Hypericum stenobotrys Boiss.
 Hypericum stenopetalum Turcz.
 Hypericum steyermarkii Standl.
 Hypericum strictum Kunth
 Hypericum struthiolifolium Juss.
 Hypericum stuebelii Hieron.
 Hypericum styphelioides A.Rich.
 Hypericum subalatum Hayata
 Hypericum subcordatum (R.Keller) N.Robson
 Hypericum subsessile N.Robson
 Hypericum suffruticosum P.B.Adams & N.Robson
 Hypericum synstylum N.Robson
 Hypericum taihezanense Sasaki ex S.Suzuki
 Hypericum taygeteum Quézel & Contandr.
 Hypericum tenuicaule Hook.f. & Thomson ex Dyer
 Hypericum tenuifolium Pursh
 Hypericum teretiusculum A.St.-Hil.
 Hypericum ternatum Poulter
 Hypericum ternum A.St.-Hil.
 Hypericum terrae-firmae Sprague & L.Riley
 Hypericum tetrapetalum Lam.
 Hypericum tetrapterum Fr.
 Hypericum tetrastichum Cuatrec.
 Hypericum thasium Griseb.
 Hypericum theodori Woronow
 Hypericum thesiifolium Kunth
 Hypericum thuyoides Kunth
 Hypericum thymbrifolium Boiss. & Noë
 Hypericum thymifolium Banks & Sol.
 Hypericum thymopsis Boiss.
 Hypericum tomentosum L.
 Hypericum tortuosum Balf.f.
 Hypericum tosaense Makino
 Hypericum trachyphyllum Griseb.
 Hypericum trichocaulon Boiss. & Heldr.
 Hypericum trigonum Hand.-Mazz.
 Hypericum triquetrifolium Turra
 Hypericum tymphresteum Boiss. & Spruner
 Hypericum umbellatum A.Kern.
 Hypericum umbraculoides N.Robson
 Hypericum undulatum Schousb. ex Willd.
 Hypericum uniflorum Boiss. & Heldr.
 Hypericum uniglandulosum Hausskn. ex Bornm.
 Hypericum uralum Buch.-Ham. ex D.Don
 Hypericum vacciniifolium Hayek & Siehe
 Hypericum vaccinioides N.Robson
 Hypericum valleanum N.Robson
 Hypericum venustum Fenzl
 Hypericum vermiculare Boiss. & Hausskn.
 Hypericum vesiculosum Griseb.
 Hypericum virgatum Lam.
 Hypericum vulcanicum Koidz.
 Hypericum wardianum N.Robson
 Hypericum watanabei N.Robson
 Hypericum wightianum Wall. ex Wight & Arn.
 Hypericum williamsii N.Robson
 Hypericum wilmsii R.Keller
 Hypericum wilsonii N.Robson
 Hypericum woodianum N.Robson
 Hypericum wurdackii N.Robson
 Hypericum xylosteifolium (Spach) N.Robson
 Hypericum yamamotoanum H.Koidz.
 Hypericum yamamotoi Miyabe & Kimura
 Hypericum yezoense Maxim.
 Hypericum yojiroanum Tatew. & Koji Ito

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If you are the mother of a marine then you can show just how proud you are with these proud marine mom t-shirts. These marine mom shirts come in a variety of colors and styles in both regular and plus sizes and also make great gifts to those mom's who have one or more children in the military.
T-Shirts tend to run true to size in men's sizes but you may want to order a size up in women's. Many of these are offered in a men's style tee for those who are looking for a looser fit. Hoodies are also available in some styles. For your convenience, you will find a sizing chart next to any of the marine mom t-shirts that you click on below.
You will find a nice variety of proud marine mom tees below. Just click on any one of them for different color and style options.
Below are some more popular marine shirts available in a variety of colors and styles.
Above is just a small selection of the many proud marine t-shirts (and hoodies) that are available. And you will also find other military shirts for moms such as army mom t-shirts, navy mom t-shirts, air force mom t-shirts and more. And of course, don't forget the dads, you can search through the wide selection of shirts just for dads as well.
Just click on the button below to search a wide variety of tees and hoodies in a all sorts of categories. Most of the tee and hoodie apparel designs were created by independent artists so you never know what you may find! Shirts are screen printed in the USA and satisfaction is guaranteed!


Diets don't really work for me. I've had some success if I would just stick with them. Instead of dieting I'm trying to change my habits and the way I look at food. (Want to read Part 1?) I am kind of behind in journaling our progress on 100 Days of Real Food.
Getting locally raised food has been a challenge. At this time it is a budget issue. However I have found a local meat market that has fresh meat. The sausage and hamburger are fresh and high quality. The hamburger is actually ground steak not scrap. As for reducing the number of servings that is something I'm trying but not very successful. We are from Texas and my Granddaddy raised beef cattle. One thing I have gotten down is using meat as a part of dish and not the focal point. That is something I've been doing for years as a budget issue. In most recipes I use about half of the meat called for and add more vegetables. Another way to get a non-vegetable eater like myself to eat more veggies.
For this challenge the rules call to avoid anything that has a drive through, assemble in front of you or basically isn't table service. We have modified this. My rule has been if something would be considered a Quick Service Location (QSL) at the Land of the Mouse (Walt Disney World) then it is probably okay. QSL's are restaurants like Boston Market and many BBQ places that serve real food. The fried food's part hasn't been that hard for me. I didn't grow up eating much deep fried foods and rarely make deep fried foods at home. After a few weeks it is already hard for me to handle many fried foods.
One major plus of making healthy food choices is loosing weight. I'm almost down one size. Currently I'm in that the old size is too big and the next size down doesn't always fit.


in horticulture, an establishment or area for the propagation, breeding, and early cultivation of plants. In North America the term nursery originally specified a place where hardy woody plants, especially fruit trees, were started; but as the market for and interest in new varieties of garden plants increased, nurseries broadened their province to include the cultivation and development of all types of plants, including tropical varieties and annuals, and their sale either as seedlings ready for planting or as seeds. Until the advent of artificial irrigation and the use of vast greenhouses to control temperature, nurseries depended on natural conditions for success—as did the bulb nurseries of Holland, which were long famous for flowers and ornamental plants.
horticultural practice of uniting parts of two plants so that they grow as one. The scion, or cion, the part grafted onto the stock or rooted part, may be a single bud, as in budding, or a cutting that has several buds.
..... Click the link for more information. are also commonly used by nurseries to produce superior plants, and some plants are now propagated from cells grown in a sterile medium.
1. A room or place set apart for small children.
2. A place where plants, shrubs, and small trees are grown, usually for transplanting elsewhere.
Facility nursery pigs showed an earlier peak in THP compared to the calorimeter results, perhaps due to different feeding behaviors.
Because respiratory problems in nursery pigs continued, nasal swabs specimens from 20 nursery pigs and finishing pigs, gilts (young females), and sows (10 per group) with clinical signs were submitted to the diagnostic laboratory by the end of December 2009.
Performance of nursery pigs using a rectangle, round or wet/dry feeder.
PIG WEIGHT MANURE PRODUCTION STAGE OF PRODUCTION LB KG LB/DAY CU FT/DAY GAL/DAY Nursery pig 35 16 2.
Estimation of the ideal ratio of true ileal digestible sulfur amino acids:lysine in 8- to 26-kg nursery pigs.
Dove (1995) in a nutrient balance study with weanling pigs, evaluated the effect of Cu supplementation on the ability of nursery pigs utilize nutrients from diets containing 0 or 5% supplemental animal fat.
In the current study, blood creatinine concentration was decreased significantly in nursery pigs fed PROT diet but RBC, WBC, lymphocyte, IgG, and BUN levels were similar to the CON group.
2014) conducted two experiments to test the effect of dietary L-Met supplementation on growth performance and gut health in nursery pigs compared with DL-Met containing a basal diet (0.
Mannan oligosaccharide improves immune responses and growth efficiency of nursery pigs experimentally infected with porcine reproductive and respiratory syndrome virus.
2011), but no information for nursery pigs is available.
4] (125 to 250 mg/kg) is routinely added in nursery pigs as a growth promoter and its benefits on feed intake and weight gain have been well documented (Bunch et al.
3] and E supplementation via drinking water to nursery pigs in Exp.


text:
Uta-napiștim sau Utnapiștim este un personaj din Epopeea lui Ghilgameș, care este însărcinat de Enki (Ea) să-și abandoneze bunurile sale lumești și să construiască o navă gigantică care să fie numită Păstrătoarea Vieții. El a fost, de asemenea, însărcinat să-și aducă acolo soția, familia și rudele sale, meșterii satului, pui de animale și semințe. Inundațiile care au avut loc au ucis toate animalele și toți oamenii care nu se aflau pe corabie și se crede că au inspirat povestea Arcei lui Noe. După douăsprezece zile pe apă, Utnapiștim a deschis trapa corabiei pentru a privi în jur și a văzut pantele Muntelui Nisir, unde a poposit șapte zile. În cea de-a șaptea zi, el a trimis un porumbel pentru a vedea dacă apele s-au retras, iar porumbelul nu a găsit nimic altceva decât apă, așa că s-a întors. Apoi a trimis o rândunică și aceasta s-a reîntors, negăsind nimic. În cele din urmă, Utnapiștim a trimis un corb, iar corbul a văzut că apele s-au retras, așa că a zburat în cerc și nu s-a mai întors. Utnapiștim a eliberat apoi toate animalele și a făcut un sacrificiu zeilor. Zeii au venit și pentru că el a păstrat sămânța omului, rămânând loial și având încredere în zei, Utnapiștim și soția sa au dobândit nemurirea, precum și un loc printre zeii cerești.

Rolul său în epopee

În Epopee, copleșit de moartea prietenului său Enkidu, eroul Ghilgameș realizează o serie de călătorii pentru a-l căuta pe strămoșul său Utnapiștim (Xisouthros), care locuia la gura râurilor și dobândise viața veșnică. Utnapiștim îl sfătuiește pe Ghilgameș să renunțe la căutarea nemuririi, dar îi spune despre o plantă care îl poate face să fie iarăși tânăr. Ghilgameș găsește planta pe fundul unui râu, dar un șarpe i-o fură, și Ghilgameș se întoarce acasă în orașul Uruk, abandonând speranța de a deveni nemuritor sau de redeveni tânăr.

Vezi și
Potopul
Ziusudra
Noe
Deucalion

Referințe

Epopeea lui Ghilgameș
Miturile potopului