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Willetts the conqueror (part 1): market populism
Posted Mar 16, 2018 by David Ridley
Newswire Willetts the Conqueror
Originally published: HE Marketisation by David Ridley (January 20, 2018)
This is Part 1 in a five-part series on Willets: Introduction; part 2; part 3; part 4.
In the first installment of this multi-part critical review of David Willetts' (2017) A University Education, we look at his 'revisionist' history of the university as it is modernised through successive historical periods – medieval, modern and neoliberal – in Britain, Europe and the US. This post follows the 'Introduction' last week (HE Marketisation, 16 January 2018).
Willetts is former Minister of Universities and Science and was the architect of marketisation in English higher education within the UK Tory-Lib Dem 'Coalition' Government during the period 2010 – 2015. He decided not to stand in the 2015 General Election, and was replaced by Jo Johnson, who continued enthusiastically Willetts' marketisation project in English HE. Without the burden of compromise within a Coalition government, Johnson managed to succeed where Willetts had failed: primary legislation, the 2017 Higher Education and Research Act (HERA).
As with Willetts' reforms, Johnson had to beg, bribe and bully this Bill through Parliament, managing to rush it past the post just before the 2017 'snap' general election, which saw the Tories' majority almost entirely wiped out as a result of Theresa May's arrogance and complacency. In hindsight, if the Bill would have come after the election, Parliamentary opposition probably would have defeated it altogether.
Willetts' hindsight in the book is also 20-20, seeing 'alternative providers' everywhere in the history of English HE from the 16th century to the present day. Along the way, Willetts by implication compares himself favourably to a series of historical 'disruptors' of 'producer power', including: Napoleon Bonaparte, Adam Smith, William Gladstone, Joseph Chamberlain, Lionel Robbins, Clark Kerr, and, of course, Margaret Thatcher.
Through history's mirrored (but distorted) reflection, Willetts considers himself as a great emancipator of higher education, saving universities from the 'necessary' cuts of post-Financial Crisis 'austerity', finally realising Robbins' vision of a mass HE system in England.
But Willetts wilfully ignores Thatcher's swingeing cuts to HE in the early 1980s, part of a now well-documented project of privatisation that sought to simultaneously expand the use of public services while intentionally under-funding them. This creates crises that are firstly meant to show how public funding doesn't work, and secondly that the only solution is privatisation. This is exactly what we are seeing at a more advanced stage with regards to the National Health Service (NHS).
Rather than representing the realisation of Robbins' vision of a democratised system of mass higher education, Willetts' 'experiment' in marketisation is in reality the completion of Thatcher's war against the public sector.
Breaking up the Oxbridge 'duopoly'
We can think of today's wide range of universities as successive levels of archaeological deposits with their distinctive identities shaped by other historical origins. But there is a deep tension between on the one hand the growth and diversity and on the other hand a single dominant benchmark of what is best about a university. While new entrants may do things differently their distinctiveness may be eroded under pressure to confirm to a single scale of values. (p. 36)
The above quote sets the scene for Willetts' revisionist history of universities in the UK, Europe and US in the first few chapters of 'A University Education'. On the one hand, the "distinctive identities" shaped by the "successive levels" of the history of HE are to be celebrated under perhaps Willetts' foundational concept in the book – 'diversity'. While on the other, each level presents an obstacle to liberators such as Willetts, with the status quo pushing against what is always retrospectively argued to be necessary reform.
Willetts begins his story in the medieval era, with the Oxbridge "duopoly". Straight away, even in this precapitalist socioeconomic formation, he sees competition driving efficient outcomes: "the lecturing staff had to submit to a competitive trial to win the custom of their fee-paying consumers … teaching was viewed as a commodity like any other and it was logical that new students should sample lecture courses before making their academic purchase" (p. 1).
Students "came first" according to Willetts: "groups of students were looking for training to get qualifications that would help them practise medicine or law and employed teachers to help them" (p. 13). Willetts points to the tensions "between town and gown" that this new institution created, which often "boiled over into violence" (p. 14).
He also notes the symbiotic relationship between universities and the state that has defined the history of higher education to this day. Early European universities "looked to the Church, the major countervailing power of the time, for protection from hostile locals" (p. 14).
While newly-established universities had to deal with this "persecution" from locals, they also had to contend with "greedy councils taxing them too much". This perfect storm of demands in some cases forced groups of scholars and students to "march out of town to a new home" (p. 14).
In 1209, a group of scholars and students left Oxford University to found Cambridge University, establishing for the next 500 years what Willetts calls the "Oxbridge duopoly".
Oxford University "emerged when in 1167 King Henry II banned English students from going to Paris to study because France was too strongly linked to his great opponent, Archbishop Thomas Becket" (p. 14).
After the Cambridge University succession, Oxford University persuaded King Henry III to "issue a proclamation" that no new universities should be allowed except in the form of Oxbridge colleges, and also to impose "an oath on all new masters that they would not lecture outside the universities of Oxford and Cambridge" (p. 17).
However, this duopoly was challenged first in 1828 when English Radicals, "led by Jeremy Bentham", set up a "secular, fee-based college as a joint stock company" as a "deliberate alternative" to Oxbridge (p. 21). Then in 1872, William Gladstone commissioned an inquiry "into Oxford and Cambridge, what funds they had, how they were used, and what subjects we studied" (p. 23).
Willetts immediately draws an analogy to his own situation as Minster for Universities and Science from 2010-15, grumbling that the abuse Jeremy Bentham received for setting up University College London (UCL) "was similar to what we hear today" about 'alternative providers' (p. 231). Willetts notes that UCL "wasn't allowed to call itself a university" and was "denounced" as a threat "to the established model of a university" (p. 35).
Extending the analogy with marketisation, Willetts then celebrates the creation of the University of London in 1836 – a "solution brokered by government" to a stalemate that had emerged between Oxbridge and the newly established UCL (p. 35).
Willetts explains how the state-subsidised and managed University of London was given the power to award 'external degrees', enabling colleges to be set up across the country, offering degrees validated by the University of London.
Gladstone's commission, 50 years later, represents for Willetts another example of 'benign' government intervention. The commission found that "universities, great institutions with a noble purpose, had been captured by a small self-perpetuating group and were not fulfilling any higher purpose" and that "the collegiate monopoly of instruction had led to decay of professorial teaching" (p. 25).
As a result, an Act was passed in 1877 that "gave Government appointed Commissioners the power to merge and rationalise college fellowships to fund new University professorships and lectureships" (p. 25).
"After the Oxbridge monopoly was broken in the 1830s, England saw the creation of colleges with diverse missions including delivering education and training to meet the needs of the local economy" (p. 35). As a result of the 1877 Bill, there was a "surge in the creation of new academic institutions in Victorian England", which meant there subsequently "several distinct routes to becoming a university" (p. 26).
Critics who see neoliberalism as an ideology of 'laissez faire' may be confused at Willetts' celebration of government intervention. But for early neoliberals such as F. A. Hayek, 'laissez faire' – the doctrine that markets should be left alone and government interference should be kept to a minimum – was a mistake. In the absence of 'natural' markets, the role of a neoliberal state was to create the conditions for competition to appear, even if this meant large-scale government intervention.
Willetts clearly, albeit cautiously, recognises this role for the state when it comes to higher education: "the tension between respecting [universities'] independence and challenging what we would now call producer power runs though this narrative and through my time as minister' (p. 25).
Massification and monopoly capitalism
Willetts continues this narrative of tension into the modern era, with the first 'modern' research-intensive university: the University of Berlin.
The University of Berlin was founded by Wilhelm von Humboldt in 1810, as Willetts notes, right in the middle of the Napoleonic Wars. Prussia's defeat by Napoleon, the "great disruptive force destroying the decaying medieval universities of Continental Europe" – pushed it to "modernise its failing institutions" (p. 20).
Humboldt "proposed a new type of university that would lead to national renewal". He advocated a university "which did not just train the elite" but also "promoted research and an understanding of national culture to strengthen Prussia and catch up with the Industrial Revolution happening in Britain" (p. 20). As a result, "German universities were the dominant force in the nineteenth century" (p. 29).
The German research university then became a model for universities across the world through its export to the quintessentially 'modern' country, which rose to global dominance in the 20th century: the USA.
According to Willetts, John Hopkins was the "first explicitly research-focused university deliberately based on the Humboldt model" (p. 30). Thanks to the GI Bill – which provided veterans returning from the Second World War with a range of benefits including state-subsidised college education – the US HE system saw a massive expansion within what is often referred to as the American economic 'golden age'.
Willetts notes the effect of 'welfarist' social policy on the growth of the post-war US economy: "this combination of mass access to higher education together with university-based research is the origin of America's great clusters which drive American innovation to this day" (p. 30).
However, Willetts ignores the other side to this coin – the central role that the US research-intensive university played in the development of what I have referred to elsewhere (based on the work of other theorists) as 'monopoly capitalism' (HE Marketisation, 10 December 2017).
In the 20th century, capitalism changed from a decentralised system of small(ish) firms competing with each other through 'free markets' to one where saturated markets were dominated by oligopolistic firms exerting a controlling influence on prices and relating to each other mainly through 'rivalry' (with frequent mergers and acquisitions).
Reality occasionally breaks through Willetts' revisionist history – for example when he points to the hugely influential Dartmouth University case in 1819, which led to the judgement that corporations should be treated as 'legal persons' with legal rights to make contracts, hold property or commission torts. This case is now cited as a key factor in the rise of the American business corporation.
The American mass, public university system was created by the state in order to boost the monopoly capitalist system that had begun to establish itself before the Second World War. By importing the German university model into the US, the state could supply big, corporate firms with much needed R&D, as well a huge influx of 'human capital' as a result of the GI Bill. This intervention combined with other factors to produce one of the biggest economic booms ever seen in the history of capitalism.
Like the US, the UK (eventually) learned from what was going on with HE reform in the rest of the world, and saw how the US was using HE to drive their golden age. The UK was also committed to welfarist social policy after the Second World War, but had been slower to catch up when it came to HE policy.
In the UK, the Butler Education Act in 1944 – "which for the first time ensured universal publicly funded access to secondary education" (p. 33) – provided a demand-side expansion of HE, as a mass educated public began to push agaoinst the limitations of the still very elite English HE system. As Willetts explains: "Access to higher education only really became a major political issue when the Butler reforms together with the post-war baby boom interacted to create real pressure for places in the early sixties" (p. 33)
Although many commentators begin the story of mass public HE in England with the 1963 Robbins Report, Willetts argues that the Anderson Report that immediately preceded it 1962 was just as important.
This report recommended a new system of funding which would enable "British residents with two A-level passes (or equivalent) admitted to first-degree (or comparable) courses" to "receive generous awards for maintenance and tuition that were consistent across the county.' (p. 41) This recommendation was implemented by the 1962 Education Act, and administered locally according to a national formula.
Willetts also notes that in 1961, the Universities Central Council on Admissions (UCCA) was created in order to manage the "intensified competition for places" which had become "unmanageable" for applicants and institutions.
Under the existing system, universities "didn't know who was going to turn up at the beginning of term because they did not know if a student had received a separate offer from another university and was going there instead" (p. 42). Through the UCCA, the Government replaced this chaotic and uncoordinated system with a centralised, competitive system of university applications, which eventually morphed into UCAS.
Macmillan's Government had created a national system of higher education, but crucially still based on university autonomy and student choice. National government set the terms of the financial support and local government paid it out but universities still had the power to decide who to admit and so in practice determined who received the support. They had created a single market in higher education, very different from the localist continental model and from the American state-based system. (p. 44)
The long, bumpy road to the market
As the above quote suggests, despite this new "national system" of HE being state-funded, Willetts sees this as a fundamentally important period in the pre-history of marketisation.
But what was significant about this period wasn't so much the creation of a "single market", which was if anything a seller's market; universities chose who would be accepted and were not subject to price competition, as the student numbers cap meant there while there was a limited amount of funding, so there was no shortage of students fighting for places. Rather it was the 'funding crisis' that emerged in the wake of the Robbins Report.
Robbins outlined four key aims of HE, including: (1) "instruction in skills"; (2) the promotion of "general powers of the mind", operating on a "plane of universality"; (3) "the advancement of learning" – teaching should "partake in the nature of discovery"; and (4) the transmission of a "common culture and common standards of citizenship" (Robbins, in Willetts p. 45).
These four aims echoed those of Humboldt, indicating that Robbins recognised the that English HE could play in driving Britain's own post-war boom. But most importantly, the so-called 'Robbins Principle' stated that "courses of higher education should be available for all those who are qualified by ability and attainment to pursue them and who wish to do so" (Robbins, in 45).
These conclusions were accepted by the government on 24 October 1963. Robbins predicted, and along with the government, hoped for a rapid expansion in student numbers in the following years. They weren't disappointed.
In the following decade, the number of students in full-time HE more than doubled, from 216,000 students in 1962/3 to 457,000 students in the 1970/71 academic year (p. 47). By 2010 – the year that Willetts became Minster for Universities and Science – this number had almost quadrupled again, reaching 1.74 million full-time students in English HE (p. 47).
However, the coherence of Willetts' revisionist/emancipatory narrative comes under real strain as the story reaches the Thatcher era. He defends Thatcher as an "optimist" who "saw the value of higher education" as Minister of Education. In contrast to her successor, Keith Joseph, she pushed for further expansion.
Joseph had tried to reduce numbers because "he was trapped in a funding model which held the resource per student broadly constant, and therefore controlled public spending by controlling numbers" (p. 57). Kenneth Baker, Joseph's successor, then "broke this log jam" by shifting to a funding model in which universities received the marginal cost of extra students, unleashing "another great surge in student numbers in the late 1980s and early 1990s" (p. 57).
What Willetts neglects to mention – a strange omission considering the level of detail in his narrative up to this point (Willetts covers the Thatcher era in just under two pages, compared to 17 pages on the Robbins era) – is the swingeing cuts that Thatcher applied to the HE sector during her time as Prime Minster.
For Roger Brown, professor of higher education policy at Liverpool Hope University, Thatcher's policies were "the beginning of a long decline" for universities. "The cuts in 1981 were a disaster for British higher education – some of worst things that have ever happened to higher education," he adds.
Andrew McGettigan, in his hugely important book, The Great University Gamble, uses the following graph to show the consequences of Thatcher's policy of growing student numbers (which were state-controlled) while cutting public funding (McGettigan, p. 19):
The graph shows a consistent fall in funding per student during the 1980s, only lifting slightly again with the introduction of fees in 1997.
We now know – mainly from the reform of the NHS – that the simultaneous expansion and under-funding of public services is an explicit and long-term strategy of Tory privatisation.
As Colin Leys and Stewart Player argue, the privatisation of the NHS has proceeded through "misrepresentation, obfuscation and deception":
Opinion polls show that, any time since 2000, if the public had been asked whether they wanted to see the NHS broken up and replaced with a healthcare market on American lines, to be run for profit by a variety of multinational health companies, private equity funds and local businessmen, they would have overwhelmingly rejected it. If the idea had been openly put before parliament only a handful of Conservative MPs in very safe seats could have risked supporting it. Whatever its faults, the NHS remains the most popular institution in the country. So if the project was to succeed it was essential to minimise public attention to what was really intended – and when attention could not be avoided, to obscure it." (Leys and Player, pp. 64-5)
Others, such as Charles Webster, accuse Thatcher's Conservative government of deliberately under-funding the NHS during the 1980s and 90s, thus creating the conditions for it to be replaced by a private insurance based system, as in the US.
More importantly, Ursula Huws points out that multinational companies themselves "actively" lobbied and marketed their services to neoliberal governments throughout this period, advising sympathetic governments on "how to modernise their services, recommending on with one hand the sorts of outsourcing strategies from which they, and other companies, benefit with the other".
A quote from Willetts is telling: "The shift from elite to mass higher education system had brought with it a significant decline in the quality of the academic experience. Arresting the decline in the funding of students was essential, and a precondition of raising standards." (p. 204)
Like with the NHS, an alleged decline in the quality of English HE, which if real – the Government has never really evidenced this – had been a result of simultaneous expansion and under-funding, is joined up with a defence of consumer welfare to justify privatisation and marketisation.
The inefficiency of democracy
Within Willetts' revisionist narrative, the cuts do not point to sneaky Thatcherite privatisation policy, but to HE historically – and mistakenly – being treated like a public service. This meant that when cuts to public funding were 'needed' – which they always are under a Tory government in power as capitalism eventually reaches another period of crisis and stagnation – HE fell victim to a 'necessary' prioritisation of public funds.
After all, who would argue that higher education was more important than primary or secondary education? Or social services? No one. And this is where what I have called 'market populism' comes in (a phrase in fact coined by Thomas Frank who used it in a similar way to criticise the New Economy of the 1990s).
The basic premise of Willetts' rationalisation of marketisation – after conceding that price competition is impossible due to the income-contingent loan system (see HE Marketisation, 29 October 2017) – is that it provides a sustainable way to fund the English HE system while protecting it from the winds of political change and the consequences of financial crises:
Universities came to recognise that they needed a source of funding which was not public spending and hence not always at risk of cuts. They threatened to introduce their own emergency top-up fees of £300 per student in 1997 unless something was done, which would have turned higher education into a sensitive election issue. That is why the Dearing Enquiry was set up on a cross-party basis by the then Education Secretary Gillian Shepherd at the end of the Major government. (p. 64)
The Dearing Report – published in 1997 – proposed "for the first time" a graduate contribution, Willetts notes, suggesting that students pay £1000 to cover at that time about a quarter of the cost of their education. These fees were "structured as a loan to be repaid as a proportion of the graduate's income ('income-contingent') rather than the fixed repayment mortgage-style loans which shad been introduced on a small scale already" (pp. 64-5).
As soon as the Financial Crisis broke in 2008 it was clear to the more far-sighted Labour figures – such as Peter Mandelson – that there were going to be more public spending cuts and higher education would not be exempt from them. So he wanted to repeat Gillian Shepherd's device and set up a review which would identify a way forward and straddle the Election due in 2010. (p. 65)
The rest, as they say, is history. Under Willetts, £9000 fees and loans were introduced, rising to £9,250 in 2017 under Jo Johnson. At the same time, Willetts pushed for a simplified 'risk-based' procedure for granting for-profit colleges 'university' status and degree-awarding powers, thus edging closer to his dream of a truly 'diverse' HE system in England with 'producer power' replaced by 'consumer power'.
All that was left to do was pass primary legislation: "It was as if we had privatised an industry but without a regulator in place and were expected to use the legal framework of the old nationalised industry" (p. 289).
The Tories finally managed to get the Higher Education and Research Act (HERA) passed, rushed through Parliament just before the shambolic snap election in spring 2017. At this point Willetts felt confident enough to write a book reflecting upon just how proud of himself he was:
The system of fees and loans has now been operating for over a decade. It has been a conspicuous success – broadening participation in higher education, bringing more funds to university education, and saving public money. Taking most of higher education out of public spending has led to the removal of direct controls set by Government on student numbers university by university. Sweeping away those absurd controls away is one of the great social reforms of the Coalition Government and it was fitting that we should announce that policy in 2013, the year of the fiftieth anniversary of the Robbins report. (p. 86)
But while patting himself on the back for 'saving' English HE from the cuts – imposed by his own Tory government in response to a Financial Crisis whose causes can in large part be traced back to Thatcher-Reagan neoliberal consensus of the 1980s – Willetts also freely admits to what McGettigan has pointed out was a serious "democratic deficit" in how these reforms were put in place even before HERA.
Willetts remembers how his 2010 White Paper had proposed primary legislation "which would have set up a proper regulatory framework for all this" – but because of "political resistance" and the fact that such primary legislation would provide "an opportunity for another Parliamentary vote on fees", Willetts decided to "improvise instead" (p. 284).
As clear as day, and without shame, Willetts (p. 284) admits to "using existing powers in ways that had never originally envisaged" to push his reforms – which he knew damn well were unpopular – through Parliament. Rather than admit the legitimacy of dissent in a democratic system, Willetts and his fellow cronies chose to sneak reform through the back door.
Willetts excitedly recounts the example of the College of Law sale to a for-profit, venture capital company, which he achieved with the help of the Higher Education Policy Institute's founder Nick Hillman.
The Law Society – who ran the College of Law as a charity "for providing legal education to people regardless of their personal financial circumstances" – wanted to sell the College because it had "grown very valuable". The Society "thought they could best fulfil their charitable purpose not by running a law college but by selling it and using the proceeds for a charitable endowment to help fund legal education for low-income students" (p. 284).
The sale was a fantastic opportunity, and the College was bought by a venture capital company which shared the vision of its management that legal education was an area where we excelled and aimed to create a big new for-profit enterprise providing legal education to the world. (p. 284)
But, the new owners wanted assurance that they would meet HE regulations and be able to offer accredited courses, even though they were a for-profit institution:
Nobody had done this for a private profit-making institution before, and in the absence of legislation there was no clear framework – the rules of the Privy Council for university statues did not apply in such cases. BIS officials and my excellent special adviser Nick Hillman worked hard to steer the project through. We found an ingenious route to do this – by using separate legislation on trade names to give it university title. It was a necessary piece of improvisation and a peculiar way to establish new universities, made necessary but the absence of a legal framework. (pp. 284-5)
I found the excited language and references to ingenuity and particularly disgusting, because at no point does Willetts acknowledge his utter disregard for democracy – disgraceful behaviour for an elected Member of Parliament. The absence of a legal framework, as Willetts has already admitted, was not something externally imposed, but rather a result of Willetts' strategic avoidance of public scrutiny back in 2010.
"Creeping reform is inconsistent with democratic oversight," McGettigan (p. 5) argues. "The vote on tuition fees in December 2010 was a 'snap vote' called with little notice and with little time scheduled in the House of Commons: a tactical means to curtail debate both inside and outside Parliament."
As McGettigan also points out, the snap vote, brought forward using secondary legislation, happened before the publication of the White Paper – such policy papers are normally meant as public consultation exercises. "It was a political coup … no detail could be examined; the House of Lords, which voted the following week, was deprived of its now conventional role as a revising chamber" (McGettigan, p. 22).
Had the new maximum fee moved through Parliament slowly, accompanying primary legislation, it may have been lost and split the Coalition. As it was the vote narrowly passed. This abuse had the desired effect of spiking the guns of those opposing the remainder of the plans and confusing potential activists about just what had been won on that occasion. (McGettigan, p. 22)
The Tories used the same tactic seven years later when they finally felt confident enough to pass primary legislation, rushing the Higher Education and Research Bill through Parliament after Theresa May decided to call a snap election. After a lengthy 'ping pong process between the House of Commons and the House of Lords – which proposed a series of major amendments which were rejected by the former – the Tories managed to pass the Bill on 27 April 2017.
Why gamble?
McGettigan asks, why gamble with a perfectly acceptable publicly-funded English HE system? He suggests an answer to his own question:
What we have seen is largely lobbying conducted by either privateers or the vice-chancellors, through Universities UK or the various 'mission groups'. The interests of these do not match those of academics, students or the public in general. Universities, increasingly acting like corporations, were paid off: overall universities had expected to see an increase in annual income, albeit unevenly distributed, with the cost -passed on to the individual graduate and the underwriter of the loans: the Treasury or taxpayer. (McGettigan, p. 6)
Willetts "held twelve meetings with representatives from private equity firms and educational multinationals prior to the publication of the Higher Education White Paper in June 2011" (McGettigan, p. 8). Among the attendees were Pearson, Kaplan, Duke Street, Sovereign Capital, Warburg Pincus, and A4E.
As we will see in part 3 of this multi-part critique of 'A University Education', Willetts is not ashamed of this attempt to court big business: he was keen to let big capital in to the English HE system to allow home-grown providers to compete with the emerging educational multi-nationals.
This is consistent with the neoliberal worldview: monopoly is ok, as long as it results from competition. Democracy can be inefficient, so can be by-passed for the 'greater good' – by which Willetts means the needs of monopoly capitalism.
About David Ridley
David Ridley is a British journalist and independent researcher who used to teach at university, and whose research focuses on the marketisation of higher education, it's consequences and alternatives, as well as the history and theory of workers control. David blogs @HEmarketisation and @FTWjournal, has written for Monthly Review, Red Pepper and Post-16 Educator and has a book coming out with Peter Lang on John Dewey's Democratic Socialism.
View all posts by David Ridley →
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DXRacer and The Evolution Championship Series 2019 (Evo)
July 19, 2019	0	By DXRacer
JULY 18, 2019 – DXRacer is the official gaming chair partner for The Evolution Championship Series 2019 (Evo for short) Aug. 2-4. #Evo2019
DXRacer is joining Evo "the largest and longest-running fighting game tournaments in the world," to bring comfort and reliability to the greatest competitors in the fighting game scene.
Gamers and fans from around the world will make their way to the big stage at the Mandalay Bay in Las Vegas, Nevada to cheer their favorite fighters.
Fighters from Street Fighter V: Arcade Edition, Tekken 7, Super Smash Bros Ultimate, Mortal Kombat 11, Soul Calibur VI, Under Night In-Birth, DRAGON BALL FighterZ, Blazblue Cross Tag Battle, and Samurai Shodown will rumble, as they aim to win big and dazzle spectators with skillful and masterful technique worthy of Evo and fighting fans worldwide.
Ready? Fight! Don't miss out and tune-in Aug. 2-4 to watch the world's best fight in the world's biggest stage.
Evo 2019 Final Numbers!
Evo 2019 v 2018 by the Numbers
About Evo
The Evolution Championship Series (Evo for short) represents the largest and longest-running fighting game tournaments in the world. Evo brings together the best of the best from around the world in a dazzling exhibition of skill and fun, as players and fans gather to honor the competitive spirit in an open format and determine a champion.
About Street Fighter V: Arcade Edition
The legendary fighting franchise returns with Street Fighter V! Powered by Unreal Engine 4 technology, stunning visuals depict the next generation of World Warriors in unprecedented detail, while exciting and accessible battle mechanics deliver endless fighting fun that both beginners and veterans can enjoy. Challenge friends online, or compete for fame and glory on the Capcom Pro Tour.
About Super Smash Bros Ultimate
The biggest Super Smash Bros. game ever! With over 74 fighters and 100 stages, the universes from Nintendo, Capcom, Square Enix, Pokemon, and Konami collide into one massive brawl.
About the competitors: CYG BST|Daigo
"Hx|CYG BST|Daigo, also known as "The Beast", is one of the most decorated players in Street Fighter history. He holds a Guinness World Record for being the most successful player in major Street Fighter tournaments and is one of the "5 Gods" of Japanese Street Fighter. He's recently written a book called "The Will to Keep Winning" and has won several EVO Championships including 2009 and 2010 for Street Fighter 4." – Capcom Pro Tour
About the competitors: ROHTO Z!|Tokido
"Tokido is one of the original 5 Gods of the Japanese Fighting Game Scene, along with Daigo Umehara, Nuki, Sako, Haitani. His skills are born out of the fierce Japanese arcade scene and they carried over into his competitive play at tournaments. He has the nickname "Murder-face" because of his deadly serious expression while playing." – Capcom Pro Tour
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TagsBlazblue Cross Tag Battle DRAGON BALL FighterZ DXRacer Evo 2019 Evolution Championship Series Mortal Kombat 11 Samurai Shodown Soul Calibur VI Street Fighter Super Smash Bros Ultimate Tekken 7 Under Night In-Birth
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redpajama_set_name: RedPajamaCommonCrawl


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Lawrence Weiner (Nova York, 10 de febrer de 1942 - 2 desembre 2021) va ser un artista estatunidenc, figura clau de l'art de la segona meitat del segle XX i un dels artistes amb més influència en la producció contemporània.

Biografia
Lawrence Weiner va estudiar a l'institut Stuyvesant de Manhattan. Després d'estudiar Filosofia i Literatura durant menys d'un any al Hunter College de Nova York, a finals dels anys cinquanta i seixanta va viatjar extensament pels Estats Units, Mèxic i Canadà. En tornar a Nova York va exposar a la galeria de Seth Siegelaub.

Primers dibuixos
Des dels anys seixanta, Lawrence Weiner ha estat una figura clau de l'art conceptual. Weiner va fer els primers dibuixos als anys seixanta com a reflexions sobre l'espai i el temps. Sobre paper cal·ligràfic (de vegades fins i tot que havia preparat ell mateix), va fer els Tic Drawings, quadrícules emplenades a l'atzar sobre la base d'un temps donat. La major part dels dibuixos formen sèries, com en el cas de "Stars don't Stand Still in the Sky" i "Polaris", que apareixen al llarg de diversos anys. S'hi refereix sovint a ciutats i mapes de navegació, i fins i tot arriba a incloure-hi plànols i cartes a manera de collages.

Rebuig de l'obra
L'any 1964 va començar una sèrie de pintures que va titular Propeller en les quals adaptava el disseny dels tests televisius de l'època. A través d'aquesta imatge, immediatament recognoscible i reproduïble, Weiner eliminava no tan sols decisions de composició sinó també elements com ara la inspiració, la sorpresa, l'expressió i l'autodefinició, i així repudiava —i fins i tot parodiava— les tendències subjectives i romàntiques de la pintura expressionista.

Cadascuna de les obres d'aquesta sèrie tenia el mateix preu, tot confirmant que havien estat concebudes conceptualment i no com a objectes únics. Amb tot, Weiner no va aconseguir que les obres fossin acceptades com a idees en lloc de pintures.
Més tard, en un intent d'eliminar la importància de l'artista, va crear una sèrie titulada Removal Paintings, en què pintava amb esprai i tallava un tros de llenç, generalment un dels angles. En aquest procés mecànic, el destinatari final de l'obra escollia la mida, el color i el tros de l'espai pictòric que Weiner havia d'eliminar. Tot i que aquestes obres debiliten la seva pròpia autoritat, en convidar i incorporar l'autoritat de l'espectador, les obres seguien tenint qualitats físiques específiques.

L'any 1968 es va organitzar una exposició a l'aire lliure al Windham College de Vermont. Per aquella mostra Weiner va crear una quadrícula construïda per pals de fusta entrellaçats per cordes. Instal·lada entre dues residències d'estudiants, els alumnes van recuperar l'espai i van tallar-ne les cordes. Weiner es va adonar que tenia poca importància: la idea que hi havia darrere l'obra d'art era l'obra mateixa.

Textos
La seva següent exposició va consistir en un llibre titulat Statements en el qual les obres només eren presentades com a textos. Des de llavors el seu treball s'ha caracteritzat per l'ús del llenguatge. En el llenguatge Weiner troba l'instrument idoni per representar relacions materials de forma objectiva. El llenguatge, per Weiner, es converteix en un vehicle que elimina referències a la subjectivitat de l'autor, al traç de la mà de l'artista, a la seva habilitat, al seu gust. L'any 1969 publica la seva declaració d'intencions, que regeix des d'aquell moment la seva activitat artística:

Les obres de Weiner afavoreixen les idees en lloc de la seva forma material i s'han manifestat en postals, llibres, pòsters, pel·lícules, discos, tapes de claveguera i fins i tot en paquets de sucre i murs d'institucions d'art. Les propietats del llenguatge s'ajusten a les aspiracions de Weiner en la seva obra: és accessible, democràtic, subjectiu i comú a tots els alfabetitzats.

Exposicions
La seva obra s'ha exposat per tot el món i les seves exposicions individuals recents han estat a K21 Kunstsammlung NRW (Düsseldorf, Alemanya), Irish Museum of Modern Art (Dublín, Irlanda), Los Angeles Museum of Contemporary Art (Los Angeles, Estats Units), i Whitney Museum of American Art (Nova York). Divideix el seu temps entre la ciutat de Nova York i el seu vaixell a Amsterdam. El 2013 es va celebrar una exposició al MACBA de Barcelona. Escrit en el vent és una exposició pionera, en tant que mostrà per primera vegada l'obra en paper reunida en una exposició. El dibuix, a banda del seu valor com a material visual permet un accés directe a l'evolució creativa de qui ha fet que el llenguatge constitueixi matèria primera per l'art. L'exposició del MACBA renuncià a la cronologia o a una línia temàtica, i fa saltar a les parets del Museu els gestos que Weiner inscriu en els seus dibuixos. Així, s'inicia una conversa entre l'artista i l'espectador que mostra bona part de les dèries del mateix Weiner, així com els seus llocs recurrents i aquella part processual i més íntima que no sempre recull l'obra escultòrica. Si les seves escultures converteixen la visualitat en un acte lingüístic, en els seus quaderns de treball és la paraula la que fa el gest.

Obres de Weiner a Barcelona
La ciutat de Barcelona compta en el seu espai públic amb l'escultura Mistral, a l'avinguda del mateix nom, encarregada i adquirida dins el programa d'escultures que Glòria Moure, comissària i editora, va executar per la ciutat l'any 1986. La Fundació MACBA, per la seva part, va adquirir una obra altament significativa, Some Objects of Desire (2004), instal·lada des de 2009 a l'atri del museu. El 27 de febrer de 2013, la instal·lació Forever & A Day, produïda per ArtAids Foundation, ha estat inaugurada al Mercat de Santa Caterina, una escultura-banc que havia de romandre exposada durant un any a la plaça Joan Capri, davant del mercat; però que finalment, AidsArt Foundation ha decidit donar a la ciutat permanentment. L'acte de donació es va celebrar el dimecres 11 de març de 2014.

Referències

Bibliografia
 Alberro, Alexander; Zimmerman; Buchloch, Benjamin H.D. and Batchelor, David. Lawrence Weiner. London: Phaidon, 1998.
 De Salvo, Donna and Goldstein, Ann (eds.) Lawrence Weiner: As Far as the Eye Can See. New York: Whitney Museum of American Art, Los Angeles: Museum of Contemporary Art, 2007.
 Fietzek, Gerti and Stemmrich, Gregor. (eds.) Having Been Said: Writings & Interviews of Lawrence Weiner 1968-2003. Ostfildern-Ruit: Hatje Cantz, 2004.
 Schwarz, Dieter (ed.) Lawrence Weiner: Books 1968-1989. Köln / Villeurbanne: Verlag der Buchhandlung Walther König / Le Nouveau Musée, 1989.

Artistes novaiorquesos
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Nashville International
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We are one of the largest, most diverse universities in the USA with over 90,000 students in USA, and a further 30,000 studying across 180 countries for Kingster University.
Kingster University was established by John Smith in 1920 for the public benefit and it is recognized globally. Throughout our great history, Kingster has offered access to a wide range of academic opportunities. As a world leader in higher education, the University has pioneered change in the sector.
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When inspecting education in independent schools, we recommend when inspection should take place but inspect at the request of the DfE. By sharing your views, you'll be helping your child's school to improve. You will also be able to see what other parents have said about your child's school. Please use the picture link below to go to the Parent View website and use the 'give your views link' .
Please use the picture link to the left to go to the Parent View website..
The 'give your views now' picture link on the right can be used for direct access to the Ofsted survey. For your convenience, both links open up a new window.


(Small Screen Spoiler Show) Episode 43: We defeated the chairman with curtains!
Welcome to the Small Screen Spoiler Show episode 43! Im CJ cooperate like a sonofabitch Boat, hes Jarred not even trying to avoid the bad guy clichs Azevedo.
Audio Content from Darrell wasnt Rupert Holmes English? Shayler.


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Voting open for FESPA's People's Choice Awards 2017
You've waited months for this moment, and now it's finally here: Voting is live for the People's Choice Award 2017! Get the details on how to vote online for each print category.
All the entries have been collected for the FESPA Awards and now FESPA is inviting the print public to vote for their favorite to win the People's Choice of the year award.
To have your say in deciding, simply click here and vote for the top 10 entries that you believe have achieved real resonance and stand out from the crowd. Nominee voting ends on Monday, 6th March 2017, so you've got just a little less than one month to get your votes in.
This year's People's Choice Award has 15 categories covering a variety of application themes. These include in-store, fine art print, decals, outdoor and vehicle decoration, special effect print, garment and wearables, interior decoration, plus industrial and functional printing.
FESPA's head of events Duncan MacOwan said the awards showcase the power of print: "Inviting printers to vote for the People's Choice Award brings our community together to talk about creativity and excellence, and encourages printers to share best practice with their peers."
Now in its fourth year, the FESPA Awards programme is open to any print service provider, anywhere in the world, and FESPA is delighted by the volume and quality of entries.
The People's Choice Award winner, alongside the winners from all other categories, decided by the judges, will be announced at the Gala Dinner on Wednesday 10th May at the exclusive Grand Elysée Hotel Hamburg, Germany.
Join shortlisted entrants, VIP guests and the global FESPA community in attending the glittering FESPA Awards Gala Dinner.
Fantastic entertainment, great food and an electric atmosphere will combine with black ties to make an unforgettable night celebrating the very best of print.
Earlybird tickets now on sale at €135. Tickets include exclusive access to the venue for a cocktail reception, three-course dinner including drinks, entertainment, and an afterparty with live music.
The Gala Dinner also provides print professionals with the opportunity to meet with influential printers, selected VIPs and FESPA associations from around the world. Whether you are with a large group, a solo visitor or here with your partner, don't miss this prestigious annual event full of live entertainment and surprises.
Spaces are limited, so don't delay. For more information on the FESPA's Gala Dinner and to book your ticket to attend please visit www.fespaawards.com.


text:
Home›US Options›This new vaccine market could be bigger for Ocugen than the United States
This new vaccine market could be bigger for Ocugen than the United States
Ocugen's (NASDAQ: OCGN) stocks have jumped 700% year-to-date to a high in February. The reason for the enthusiasm? The company has signed an agreement to co-commercialize the coronavirus vaccine close to Bharat Biotech's market in the United States. Currently, Bharat's Covaxin is involved in phase 3 trials in India.
But Ocugen gave up some gains. In fact, its shares are down more than 40% from that February high. Investors are worried about how much vaccine Ocugen and Bharat could sell in the United States, which has so many doses that it has started distributing them.
Last week, however, Ocugen announced an extension of his agreement with Bharat. It can now co-market Covaxin in Canada as well. Could this additional market be a victory for Ocugen? Let's find out.
The regulatory table
First of all, let's keep in mind a crucial point. US and Canadian regulators have yet to clear Covaxin, so any potential success will depend on positive regulatory decisions. Ocugen has submitted a master file to the U.S. Food and Drug Administration and will seek emergency use authorization this month. The company said it would "simultaneously" apply for an emergency clearance in Canada.
The rollout of vaccination in Canada has not been particularly smooth. The country does not produce its own vaccines and has therefore relied on importing doses. And there he is faced with a lack of supply.
All this seems to give way to a latecomer. Or does he do it? Canada's problem is not with the lack of vaccines ordered; the country's contracts with suppliers include options for as much as 400 million doses. The problem was the shipping and delivery of the doses. Currently, about 50% of the Canadian population has received at least one dose of the vaccine, but only 4.6% of the population is fully immunized.
Ocugen could gain market share here if it manages to make Canada a priority and deliver doses faster than its competitors. This could happen if Covaxin were available immediately. If regulators wait to offer approval for Covaxin for a few months, Canada may not need additional doses. The delivery of vaccines to the country has improved in recent weeks. To date, over 27 million doses of vaccine have been distributed in Canada (a number that reflects only two-dose vaccines). The country's population is around 38 million.
That said, Canada has shown that it is open to ordering from many suppliers, rather than sticking to just a few. The country has ordered doses from seven companies so far. If Canadian regulators accept Covaxin, the country may place an order for doses of it. Even if this order was for next year, that would be great news for Ocugen.
What does this mean for investors?
Canada is not a bigger market in terms of population – after all, the United States has over 330 million people. But Canada could represent more opportunities for Ocugen; it may be easier for the latecomer to carve out a slice here than in the United States. The deployment of the vaccine in the United States has gone rather well and the country has many doses of the vaccine. It's easy to imagine the United States ordering from their current suppliers Pfizer, Moderna, and Johnson & johnson Next year.
Ocugen's decision to extend his collaboration agreement with Bharat to Canada is a good one. Relying on one market – the United States – for income was very risky. Yet I'm not convinced that even the two markets put together are enough to make Ocugen's move to vaccines very profitable. Dominant players today are already offering their vaccines to younger age groups and say the boosters to handle the variants are almost ready. To gain significant market share – in Canada or the United States – Ocugen will have to stand out in one way or another. And at the moment, it's unclear how Covaxin can set itself apart from rival vaccines.
Ocugen stocks are currently a favorite with high-risk, short-term investors, and with any positive news we may see more gains. But given the above points and the 380% rise in Ocugen's share price since the start of the year, it's not the best choice for a long-term portfolio right now. I'd rather watch this coronavirus vaccine player from the sidelines.
This article represents the opinion of the author, who may disagree with the "official" recommendation position of a premium Motley Fool consulting service. We are motley! Challenging an investment thesis – even one of our own – helps us all to think critically about investing and make decisions that help us become smarter, happier, and richer.
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solution of which is the ultimate goal.
you consume the better the health and fertility of your family.
the entirety of this process but suffice to say it gets quite involved.
way to loose the game as dying.
make needed donations to the priests of the TSIMIT.
special suit that protects you from the attacks of the resident monsters.
initial sorties to gather power crystals.
original book if you are to solve the final puzzle.
cave after all) although the textures and details are good.
bump your arrangements, parasitic "cripids" that steal your crystals).
around the rings. You have to both claim points and block your opponent.
this, don't we?), you will play a game called DEKETA, a memory card game.
the rearrangement gets more confusing as well.
could I have missed THAT!" in the final puzzle.


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A glimpse into the future of the Kansas City Museum
By admin | Posted June 28th, 2018 | Tweet
The renovation of the Kansas City Museum's Corinthian Hall is well underway. Photos courtesy of International Architects Atelier.
By Paul Thompson
Have you ever wondered how the Kansas City Museum develops its exhibits? A July 27 event at the Kansas City Museum's Historic Garment District (KCM@HGD) space provided insight into how the Museum will re-shape Corinthian Hall (3218 Gladstone) after it reopens in 2020, following a multi-million dollar renovation.
The June 27 exhibit design and development presentation – the most comprehensive look yet at the plans for Corinthian Hall – included close-up photos of the work being done inside, detailed descriptions of new exhibits and overall themes, preliminary floor-by-floor renderings, and even a fall 2018 estimate for when the general public will be able to take a hardhat tour.
"We do want to give people the opportunity to experience this while we're in construction," said Anna Marie Tutera, Executive Director of the Kansas City Museum.
The renovation of the Kansas City Museum is supported in part through $8 million from the City of Kansas City, Missouri, provided out of $800 million in General Obligation bond approved by voters in April 2017. Additional funds needed to complete the $15 million renovation are expected to derived from the Making a Museum KC Capital Campaign, which is currently underway.
Andy Short, with design architecture firm International Architects Atelier (IAA), began the presentation by showing attendees photos of the work in progress at Corinthian Hall. Those efforts include plaster restoration throughout the structure; the addition of sprinkler systems and lighting; restoring a stone mantle; and recreating the historic paint – a process that required peeling back layer upon layer, and then inspecting the ceiling with a microscope to determine the original color.
The dining room, in particular, has undergone enormous changes.
"Really the only piece that was left over from the original building was the ceiling," Short said.
Tutera described elements of the schematic design phase, a collaboration with a museum planning and design firm called Gallagher & Associates. That phase involves developing the concepts and aesthetics that will set the foundation for all future work at Kansas City Museum.
That part of the design process has led collaborators to ask big questions about the future of the Museum.
"How do we inspire people who come to the Kansas City Museum to want to learn more?" Tutera said.
Attendees also received new details, with Tutera describing the six core themes that are expected to guide the restructured Kansas City Museum when Corinthian Hall reopens. Those themes are: 1) cultural confluences (rivers to 1870s); 2) An evolving "City Beautiful" (1890s to 1930s); 3) Thriving Populations (1880s to 1950s); 4) Perspectives on Renewal (1950s to 1990s); 5. A Cultural Renaissance (1970s to present); and 6) Our City, Our Stories (Past, Present, and Future).
A highlight from the presentation were project renderings depicting the anticipated uses of each floor of the Museum.
The lower level is expected to feature a billiards room, a contemporary art installation, restrooms, and the triumphant return of the Museum's once-popular soda fountain. The anticipation is that the lower level will also become a popular destination for private events.
Plans for first floor of the Museum feature a restaurant space large enough to host culinary programs and chef's table events. Much of the first floor will also be renovated, including the preservation and restoration of the Otis Elevator. The Kansas City Museum store is expected to be located on the east end of the first floor.
On the second floor, the Museum is planning to house a rotating exhibition pulled from the Museum's materials, along with exhibit galleries showcasing four of the Museum's core themes: 'Cultural Confluences,' 'An Evolving City Beautiful,' 'Perspectives on Renewal,' and 'Thriving Populations.' Plans for the second floor also include an accessible porch with an elevated view of the Missouri River.
The 'Our City, Our Stories' theme is expected to be housed on the third floor, featuring an audio booth designed to host radio broadcasts and record community voices. The third floor is also expected to include the 'A Cultural Renaissance' exhibit, along with a theater space big enough to fit roughly 50 people.
"The third floor is probably the most contemporary space, with the look and the feel and the colors," Tutera said.
The 'City Beautiful' theme will include the story of Corinthian Hall, from the family home of R.A. Long to its later transformation into a museum. Though much of the Long family's belongings were sold in a two-day auction following the patriarch's death, the Museum is excited to display items from the family collection.
"We're really fortunate to have a lot of materials that we can return to these rooms," said Denise Morrison, Director of Collections & Curatorial Services.
Tutera also took time to credit Morrison for her work maintaining the Museum's 100,000 piece collection over the past 30 years.
"The collection is the core of everything that we do, and that's why it's been so important to take our time with the interpretive planning and the architectural design," Tutera said.
Following the presentation, Tutera described the feeling of unveiling the new information about the future of the Kansas City Museum, especially knowing that members of the public have been waiting decades for the renovation of Corinthian Hall.
"It is really emotional. I think it's because I'm so proud of how far we've come, and I'm so proud of the team," Tutera said. "Watching the construction, day-to-day, is a complete thrill."
Representatives with J.E. Dunn, who is handling the construction work at Corinthian Hall, were also on hand to answer questions from attendees. The latest progress report filed by the construction team can be found at the Kansas City Museum's web site.
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NEAT, City team-up to tackle trash
by Kalie Strain
North East Alliance Together (NEAT) has forged a partnership with the city of Kansas City to start an initiative to deal with illegal trash dumping around the Northeast KC area.
Ride KC Suspends Bus Service due to weather.
Kansas City, Mo. – All RideKC buses operated by the Kansas City Area Transportation Authority (KCATA) will be suspended until 2 […]
RideKC buses suspended until 2 p.m. today
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According to a recent update, all RideKC buses operated by the Kansas City Area Transportation Authority (KCATA) will be suspended […]
Winter Weather headed our way.
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Slow-speed chase along Independence Avenue in Northeast Kansas City
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Police pursue a vehicle along Independence Avenue.
Police Seek Vehicle in Fatal Hit and Run
The Kansas City MO Police Department is attempting to identify the driver of this vehicle that was involved in a […]
Hit and run on Indep/Montgall
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Kemper chosen to head national library agency
Michael Bushnell Northeast News Crosby Kemper III, the long-time Executive Director of the Kansas City Public Library has been tapped […]
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Using computer software technology to improve business success isn't without pain, but few worthwhile things are without pain. Every time I've decided to improve my physical fitness, whether it was walking, jogging, lifting weights, or swimming, there were times in the next few months that I just knew I'd made the wrong decision. When my muscles ached in the morning, asking me, "Why did you do that to us again?" I knew that pain makes gain.
So I truly believe that every business can be more successful. Define success as you will: more profit, fewer hours, more customers, more satisfied customers, etc.
Now here's the big thing: Even though every business can be more successful, what I personally do can't necessarily make your particular business more successful. As much as I like doctors, I don't need an OB/GYN. I just don't have the right parts. My wife, on the other hand, got much benefit from the help they provide (we also got a few kids in the bargain).
The one thing I've believed all along is that when I can't help someone, I tell them. We're going to expand that into a more significant statement in the new year. Until now, think about how you might make your business more successful.
I believe every business can be more successful…with less work.
Many of the clients we work with are the proud owners of dying systems. Dying, I say, because they are 15+ year old and the person or company who created them are (sometimes literally) dying. Old versions of Unix, AIX and XENIX, and the hundred different operating systems and software packages that sprang to life in the "early days" of accounting software are on the way out.
P eople I talk to can't believe that Peachtree software used to be a full-fledged modular accounting software package. We recommended it to clients at $495 per module, with a single user. You can buy Peachtree 2012 from CDW (www.cdw.com) for $1104.99 for 5 users. It includes everything you'd need to run a small, simple business.
In the days when Peachtree General Ledger sold for $495, accounting software was just for accounting. Accounting software today is usually called ERP software. Today, the emphasis is on using the software to improve margin, increase efficiency, serve customers better, and grow sales.
To get the most out of ERP software, software today is being implemented with a view to the ROI of the system. Metrics are used to guarantee that the system improves the bottom line.
Software today implements business processes and provides many opportunities for improving the bottom line.
Our specialty is helping clients save money and grow sales by using their ERP and accounting software better. More information about ERP software and accounting software is available on our web site.
For some time now, we've anticipated the release of MS Dynamics NAV 2012. Microsoft announced earlier in the year that it will likely ship in the 4th Quarter of 2012. One new development is that it will run completely inside a browser (IE 9). This will make it easy to run both on premise and over the Internet / Intranet.
Other developments in NAV 2012 include an improved report writer (haven't been able to see it yet, but any improvements to reporting will help our clients), and "forms" are eliminated. This basically means that the new interface (Role Tailored) will be the only interface. That's not a bad thing. The more I work with it, the better I like it.
According to the latest word from inside Sage, the release of its ACCPAC ERP software version 6.1 has been delayed until at least the middle of next year, most likely June. We expected it. This version is an ambitious (and very good for ACCPAC users) upgrade in plumbing. It's the right thing for Sage to delay it until it's right. Preliminary looks are very promising, both in terms of the out-of-the-box experience and the customization possibility.
Our website has more information about Sage ERP ACCPAC implementation and support.
A quick YouTube Demo of the new look and feel was in a prior post.


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Sacramento Weir
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Sacramento Weir is the last of six weirs (as observed heading downstream) in the Sacramento River Flood Control Project. The Sacramento Weir was completed in 1916. It is the only weir that is manually operated – all others overflow by gravity on their own. It is located along the right bank of the Sacramento River approximately 4 miles upstream of the Tower Bridge, and about 2 miles upstream from the mouth of the American River. Its primary purpose is to protect the City of Sacramento from excessive flood stages in the Sacramento River channel downstream of the American River. The weir limits flood stages (water surface elevations) in the Sacramento River to project design levels through the Sacramento/West Sacramento area. The project design capacity of the weir is 112,000 CFS.
The Sacramento weir is 1,920 feet long and consists of 48 gates that divert Sacramento and American River floodwaters to the west down the mile-long Sacramento Bypass to the Yolo Bypass. Each gate has 38 vertical wooden planks "needles" (4 inches thick by 1 foot wide by 6 feet long), hinged at the bottom and retained at the top by a hollow metal beam. The beam is manually released using a latch. Flood forecasters provide the necessary predictive information to weir operators who manage the number of opened gates in order to control the river's water surface elevation. Closing the hinged gates is a more laborious process than opening them. While opening a gate takes only a matter of minutes, closing it can take up to an hour. Long, hooked poles are used to raise each gate from its free open position to the vertical upright position. The hollow metal beam is then replaced, and the gate is released and allowed to rest against it. Each open gate has a peak design flow of 1,500 cubic feet per second.
The Department of Water Resources operates the weir according to regulations established by the U.S. Army Corps of Engineers. The opening and closing criteria have been optimized to balance two goals: (1) minimize sediment deposition due to decreased flow velocities downstream from the weir to the mouth of American River; and (2) limit the flooding of agricultural lands in the Yolo Bypass until after they have been inundated by floodwaters over Fremont Weir.
Though the weir crest elevation is 24.75 feet, the weir gates are not opened until the river reaches 27.5 feet at the I Street gauge with a forecast to continue rising. This gauge is about 1,000 feet upstream from the I Street Bridge and about 3,500 feet downstream from the mouth of the American River. The number of gates to be opened is determined by the NWS/DWR river forecasting team to meet either of two criteria: (1) to prevent the stage at the I Street gauge from exceeding 29 feet, or (2) to hold the stage at the downstream end of the weir to 27.5 feet. Once all 48 gates are open, Sacramento River stages from Verona to Freeport may continue to rise during a major flood event. Project design stages are 41.3 feet at Verona, 31.5 feet at the south end of the Sacramento Weir, and 31 feet at the I Street gauge.
During a major flood, opening the weir gates at river stages below 27.5 feet does not reduce ultimate peak flood stages in the Sacramento River from Verona to Freeport. Diversion of the majority of upstream floodwaters to the Yolo Bypass from Fremont Weir controls Sacramento River flood stages at Verona. Downstream of the Sacramento Weir, the design flood capacity of the American River is 5,000 CFS higher than that of the Sacramento River. Flows from the American River channel during a major flood event often exceed the capacity of the Sacramento River downstream of the confluence. When this occurs, floodwaters flow upstream from the mouth of the American River to the Sacramento Weir.
The weir gates are closed as rapidly as practicable once the stage at the weir drops below 25 feet. This provides "flushing" flows to re-suspend sediment deposited in the Sacramento River between the Sacramento Weir and the American River during the low flow periods when the weir is open during the peak of the flood event.
Recent History:
Between 4:00 AM and 5:00 AM on January 10, 2017, the Sacramento Weir gates were opened for the first time in over ten years. The previous time the weir gates were opened was in January of 2006. The gates were subsequently closed on January 27, 2017.
10 of the 48 gates were reopened of February 8, 2017 around 11:00 PM. This marks the first time since the 1985-1986 water year that the gates were opened twice in the same water year. An additional 15 gates were opened on February 9, 2017 around 8:00 am. At around 7:00 PM, another 21 gates were opened, bringing the total to 46 out of 48 gates.


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Sheringham FC's double celebration
Published: 12:20 PM June 10, 2009
Sheringham Football Club is celebrating double success.The Shannocks won the Sterry Cup for the Dolphin Autos Anglian Combination championship for the first time since 1970 and the reserve team won the Division Five title.
Sheringham Football Club is celebrating double success.
The Shannocks won the Sterry Cup for the Dolphin Autos Anglian Combination championship for the first time since 1970 and the reserve team won the Division Five title.
The club hopes that will encourage more people to get involved and attract more sponsorship. Sheringham FC's committee is searching for new members to help run the team and promote it more widely, as well as help on match days. It is also looking to attract business sponsorship to help ensure a stable financial future for the club, and is accepting donations. The players also hope to have more fans supporting them at Weybourne Road on a Saturday.
The double win is the latest in a string of successes for the club since it moved to a new ground in Weybourne Road in 1996 after eight years without a home.
It was promoted three years running - a first for the Anglian Combination - and arrived in the Premier Division in 2005. They also played in the Norfolk Senior Cup final at Carrow Road last year - the first time since 1991 that a Combination side got that far.
The club's presentation night is tomorrow at the Lobster in Sheringham at 7pm. Tickets cost �20 including food, and are available from Jacqueline's on Station Road or by calling 01263 821212.
10 Roadworks to be aware of in Norfolk this week
For more information about Sheringham FC, visit sheringhamfc.tripod.com
To volunteer or sponsor the club email sheringhamfc@yahoo.co.uk or call John Kowalyk on 07500 831671.


Better Placed are delighted to be recruiting a Head of Product role for a FinTech business in Nottingham. It's a fantastic business to be a part of, a real start-up success story that is continuing to grow and disrupt the marketplace. You will have all the benefits of working in a start-up company, a fast paced role with multiple exciting projects and you will be a highly visible figure making a big impact on the overall company performance.
You will take a highly strategic role which will play a vital part in the future growth of the company. In line with a 5-year plan, you will be responsible for looking developing the product proposition, coordinating roadmaps and delivering on NPD initiatives.
You will manage a team of Product Managers and Business Analysts and you will have overall responsibility for the strategic direction of the defined product range and work with the wider business on the development of new products and propositions in line with the growth strategy.
Coordination of product roadmaps across existing and new product lines.
Assessment of the customer landscape, new verticals, innovation and future requirements.
Working closely with the board as the product and voice of the customer champion.
Owning all aspects of the product plan including development, pricing and propositions.
Clearly defining go-to-market strategies and working cross functionally to make this happen on time and within agreed budgets.
Analysis of competitor activity and products.
Develop the talent plan to retain and attract high performing individuals.
Creating accountability and delivering coaching for team members.
Currently operating at Head of Product/Head of Propositions level or similar.
Fintech, Financial Services or Consumer tech experience.
Demonstrable experience in delivering revenue growth.
Highly influential at a senior level.
Based in Nottingham, this role is commutable from Leicester, Derby, Grantham and surrounding areas. If you are an existing Head of Product/Propositions who would relish the opportunity to thrive in a high-growth, successful start-up environment, do not hesitate to apply.


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OpSec-Firefox-Addon-Exploit-Suite
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OpSec Firefox Addon Exploit Suite is a POC application that demonstrate various flaws in the Firefox Add-on Security Model.


Adds user syncing to Unicorn. This package contains both the core library and the configuration for it, which is appropriate for web projects. Install Unicorn.Users.Core if you only want the library.
This is a prerelease version of Unicorn.Users.


Database Design/Integration: Data is big right now. IT students, whatever the concentration they elect to focus on, need to understand how to build a database, as well as produce database models. Data is driving business decisions and it has become increasingly visual. Data visualization is essentially descriptive statistics which result in a visual representation of data. It's often described as telling a story using data. One of the courses IT professionals consistently recommend is statistics. It can never be overstated how important statistics is for a student who wants to create an understanding of logic and applied mathematics to build upon for more advanced IT coursework.
IT students are typically introduced to database basics by Microsoft's Excel and Access. Here is a list of the most popular and widely used database software systems, including SQL (one of the most widely used open source database). NoSQL (relational database management system – RDMS) is new to the game of database design and management.
Mobile Operating Systems (OS) and Platforms: There are a number of operating systems that support mobile devices, smartphones, tablets, etc. The most common OS's are Android (Google), Blackberry, iOS (Apple), Windows (Microsoft), and all others (Ubuntu, Firefox, etc.) Look here for the Mobile Platforms to watch for the second half of 2014. Find out how a non-profit in Queen's New York taught people to create iPhone apps — and their incomes jumped from $15k to $72k.
Operating Systems (OS): In Garner's chart the following percentage increases/decreases could be used to anticipate which languages might be increase/decrease in popularity in the future.
Overall, the total device shipments by OS looks to increase by almost 6% between now and 2015, but it's actually a smaller increase than between 2013 and 2014 at 8%.
Android runs the Linux kernel (similar to the Unix OS) and its user interface works with direct manipulation (for the touch screen's mobile devices, as well as tablets use). Linux uses free, open source software for its OS software development. Android's programming languages are C, C++, and Java.
Microsoft's Windows OS did not begin as a full operating system as it extends MS-DOS. However, it's gone through multiple iterations to become a fully integrated operating system. It's written in Assembly, C, C#, C++. The C programming languages (including, C++) has both open source and proprietary implementations that share an open standard.
This is a surprising projected decrease. iOS runs on a Unix-like OS, and uses C languages, Objective C, and Swift. Swift is the Apple-created compiled programming language that's been developed to replace Objective C.
RIM is Blackberry's operating system. It's a closed source and written in C++. The decrease isn't surprising given the problems Blackberry's been experiencing over the last few years.
Google's Chrome's OS is similar to Android's in that it runs the Linux kernel. It uses the C and C++ programming languages. It was built using an open source project, Chromium OS. The projected increase is large.
Take Aways: While there is always talk of overtaking the C-family of programming languages, looking at the commonality of all these operating systems, it appears the C program language fuels 100% of the OSs listed above (not including "Others" which was not defined by Gartner).
Programming and Scripting: This is for our IT educators, and it's an important point to consider. There are no shortcuts in teaching someone how to program, as it still requires educators to teach students how to program. Perseverance, on the part of students, studying programming is requisite. Here's why.
Security: "Data loss", "data breach", "abuse of cloud services"… It all sounds ominous. Network security, specifically security for the cloud, is important. The Cloud Security Alliance listed the "notorious nine" threats. This is a well-organized and succinct overview of the nine security threats to the cloud. Anyone can quickly assess what the threats are just by reviewing the table of contents. However, as it's only 19 pages, it might be worth reading.
Systems Analysis: "The system development life cycle (SDLC) is the traditional system development method that organizations use for large-scale IT Projects. The SDLC is a structured framework that consists of sequential processes by which information systems are developed.
Employability skills are a key factor when an employer looks at a resume, and then invites you to an in-person or group interview. It plays a major part in their decision to hire the IT graduate/job seeker. Employers indicate that over 50% of their decision to hire an IT worker is because they have the employability skills they're looking for. Even though this Exeter UK chart of employability skills aligns to secondary activities, where evidence and demonstration of that skill can be found in a student's lesson outcome, it's still a good representation of how these skill might be integrated into a course.
Accounting Fundamentals (how to manage a budget, cost something out, etc.): While accounting is typically housed in a professional and technical program or used for business-transfer students, accounting principles are highly applicable for IT students. Some of the key components of IT include explaining the return on an investment (ROI). "If we decide to go with this software package systems-wide, how much will it cost? Will this investment ultimately increase performance, productivity, and save us money?" is a question that may sound like one only the management-level professional would have to answer. They typically will ask for the opinions of their team. "We have to spec out this project. Can you tell me how many hours it will take you, given your current hourly salary, plus benefits? Be sure to factor in a markup of 20%?" could be a question sent by the project-lead, via email, to a group of IT workers. Would an IT graduate from your college's IT program be able to answer these questions? One of the employability skills connected to accounting fundamentals is project management. It's another one of those skills employers are looking for.
Covering even a few accounting basics within the IT courses taught, as well as embedding a few principles as learner outcomes in a project, could make a difference in an IT student's workplace success.
Looking at this high-level financial process planning, the link between IT, financial analysis, and project projections has relevant implications for IT graduates and workers.
Career Planning: When you have read the profile of Bryan Stevenson (Section 6), you will see that one of the overlooked areas for many IT students is aligning career goals with academic choices. Students should know how to create opportunities that translate into being seen as a desirable prospective employee. Students need resources as well as guidance in figuring out the * different IT jobs out there, * what they require in terms of technical knowledge and skills, * what the work will actually be like, and, * how much the job will pay.
Communication is included in 1,054, or 47% of all of the IT jobs posted on Dice.com (for Washington State). And, for the 43% of jobs that didn't include it, the employer will still expect it. They are probably assuming a college graduate, and now prospective employee, would understand how important effective communication skills are.
IT educators can use this resource to weave within the hands-on and applied technology concepts they are teaching, the different communication skills IT employers are looking for.
Critical Thinking: Everyone always talks about how important critical thinking skills are. However, there is something vague about this term, as there are a myriad of definitions out there.
What does it really mean? And, can it be taught? The following definition seems to capture the essence of critical thinking.
Flexibility: Think of flexibility as in opposition to the following verb, rigid. In researching "flexibility" and "employability skills," it is worth noting the United Kingdom (UK) has spent sizeable time and effort creating a wide body of employability skills resources. Washington State could benefit from reviewing and implementing the UK's body of research and work in this area.
Given how the IT industry's mindset is "rapid change drives innovation", it's vital faculty help students understand that this is part of working in the technology industry. Students need to be prepared to embrace flexibility.
Meeting Basics (What should be on the agenda? Who is the lead? Why have a meeting? Is it informational or a working meeting? What are the outcomes? etc.): Meetings are an inevitable part of the employee experience. They are also an effective way to create a cohesive vision on how to move things forward. In IT, especially, meetings happen using a myriad of different platforms: 1on1 or group meetings can take place in-person, on the phone, web(inars). And, one of the elements of a meeting, making a decision(s), in many instances been offloaded through the poll and survey tools, email, etc.
Note: These elements should also be considered from the viewpoint of the meeting attendee. And, while number 6, "Ban technology" sounds counterintuitive, at least consider the rationale.
The Modern Workplace Culture: When reading Bryan Stevenson 's interview, consider his thoughts on why it's imperative to pay attention to the culture of the organization when applying for a job. IT students, and subsequent graduates, need to do their homework. They should research any and all pertinent information about the company. It's always advisable for students, when doing their research about a prospective employer, to understand what the company's vision, mission, and values are. Try keyword searches for elements of a work environment tied to the company's name and see what pops up. Use LinkedIn to see who works at the prospective employer's company to find out if there are any indicators about their satisfaction with company's workplace culture. Increasingly, IT students should also be aware the IT industry has moved towards meeting its employment needs with the contract worker. IT students would be well advised to read about Bryan Stevenson's experience as an IT contract worker.
Something else for IT faculty to disclose to their students is stress is part of the IT employment landscape, just as it's part of any job. It's a key attribute our IT professionals identified. IT workers either are comfortable with, or adapt to, the sometimes ambiguous nature of technology and the associated stress.
Fair Trade-Off: 58% have at least considered taking a new job that would pay less in order to escape their current stress level.
Total Access: 36% said they're expected to be available 24/7 during a work week, and 23% are expected to provide the same availability while on vacation.
Thumbs Up: 40% of these IT pros said their current work is the most satisfying of their career.
Professional Pride: 60% said they're proud they chose IT as a career and are also proud of their current role, assignments and responsibilities.
Groundhog Day: 77% of these professionals said that even if they could start over, they'd still choose IT as a career.
Presentations: Presentations have become common place in the IT world. And, IT students need to be prepared. Succinct public speaking and being comfortable with it, both extemporaneously and as part of a formal/informal presentation, is requisite for the IT employee. So, encouraging students to start making presentations (whether persuasive, factual, informative, etc.) during their college experience is essential.
One resource for both faculty and IT students is Ted Talks. Amy Cuddy, a renowned social psychologist, gives an insightful presentation on body language that takes twenty-minutes to watch; it's worthwhile viewing. Watch how she moves around the stage, and realize with most successful presentations, they take time, practice, and require comfort with the subject matter.
Another recommended resource, and this comes from Dan Pink's book, To Sell is Human, (this book is an important one to read to build presentation skills), IT students can improve their PowerPoint (PPT) presentations after they have reviewed, pecha-kucha. It's an international PPT movement that has given new life to the often dreaded PPT presentations. The formula is 20X20 (20 slides X 20 seconds of speaking=6 minutes and 40 seconds).
Professional Networking (LinkedIn.Com): Besides opening a LinkedIn account (LinkedIn is the most widely used professional networking site out there, and has over 150 million users), IT students should consider how networking increases their job prospects. When a student (who must be 18 or over) joins LinkedIn, there is a wide array of groups (like android developers, network security specialists, etc.), they can participate in. These groups can offer insights on job postings and provide opportunities to connect with recruiters. And, internships as well other job openings, are posted on LinkedIn.
IT students who are about to look for a job or, other work-based learning opportunities should ensure they are knowledgeable about the latest developments in the tech world. Ways to do this include looking through Dice.com's Tech Blog, which has excellent daily reports on a variety of IT topics. ComputerWorld and InfoWorld are also good online resources.
Project Management: There are a variety of IT-specific project management (lifecycle) processes that are used in the IT world. Some common processes and products include products from Oracle, Microsoft, and IBM. Agile and Scrum are two of the most widely used life cycle process products used during an IT project, specifically software development projects.
IT students can quickly assess their understanding of what a project manager is thinking about when they launch a project. Even if they aren't going to be managing a project, viewing the different components of what the expectations are as a project team members is a good starting point. Mind Tools has a project management assessment tool worth investigating, and a robust summary of the different elements of project management.
A significant consideration for an IT student, whether they are either working on a project team or managing the project itself, is that there are a number of different moving parts. In some ways it's like trying to put together a moving jigsaw puzzle. IT students should be aware that some of the different elements include: working with team members who: have different areas of expertise, work in assorted locations (sometimes even different states or countries), possess varying work styles, are culturally diverse, and may have different goals.
Troubleshooting: Troubleshooting is both a technical skill and an employability skill. Troubleshooting in the IT world is typically associated with hardware, networking, software, systems, etc. IT students should understand customer service often plays a large role in successful troubleshooting efforts. So, there is not only technical knowledge needed, but being able to incorporate active listening, proper documentation, patience, and clear communication are all essentials of effective customer service. There are a number of troubleshooting forums and vendor-specific resources online. Here are a simple series of steps to consider when troubleshooting an IT problem.
You are in: Center of Excellence for Information and Computing Technology > Research > Building an IT Career-Ready Washington: 2015 and Beyond > Section 1. For an IT graduate (whether a 2- or 4-year degree) about to enter the workforce, we asked our IT Professionals what are the top five IT courses and subsequent IT concepts/competencies they should have mastered? For example, networking, programming, database design/development, etc.


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Nicholas Sparks debuts 20th novel, "Two By Two"
By Nicholas Sparks
(Grand Central Publishing)
In 1996, Nicholas Sparks introduced the world to Allie and Noah in his best-selling novel "The Notebook." Their story became an overnight sensation. Two decades later, Sparks continues to prove he's an expert in exploring real world challenges in a believable romantic genre. His twentieth work, "Two By Two," extends his impressive collection of literary tales.
Russell Green is living a dream life. His young daughter, London, is adorable; his career is taking him places; and his wife, Vivian, is the total package. From the outside looking in, the Greens appear to be the perfect family, but that's not necessarily the case behind closed doors. He can't help noticing that his wife is distancing herself, but nothing can prepare him for the day when Vivian decides to leave the family and move to another state to start a high-end job.
In a matter of days, he must learn how to navigate the world as a single father raising a 6-year-old. He tackles washing dance outfits, driving to art classes, making nutritious meals and assuaging the anxiety of his little girl. Not only does he take care of every detail of his daughter's life, he also works hard to build a solid foundation for his new advertising firm.
Through every new experience, he depends on his parents, sister and friendly art-class moms to help steer him in the right direction. As the weeks pass, he accepts his new reality and even begins to own his role as London's chauffeur, chef, nurse, playmate and bedtime storyteller. Most of all, his love for his daughter grows beyond his understanding as he comes to realize that she is his world as much as he is hers.
"Two By Two" is a tumultuous story wrapped in a world of broken relationships. Sparks invites readers to take a journey that stares risks and rewards directly in the face. Whether it's tenderness between a husband and wife or affection between a father and his daughter, Sparks has definitely mastered the art of love. (AP)
UNIST team develops world's first ternary semiconductor


The Western Sussex Hospitals NHS Foundation Trust (WSHFT) Board has formally approved proposals for its executive team to help staff at Brighton and Sussex University Hospitals (BSUH) to improve the safety, quality and sustainability of services there.
The agreement means the Chairman, Chief Executive and Executive Directors of Western Sussex will take on the leadership of BSUH as well as WSHFT for a minimum of three years beginning on April 1.
During this time, the objective is for the WSHFT executive team to help BSUH move out of Special Measures on quality and finance, build on A&E improvements, progress the '3Ts' hospital redevelopment programme and develop an organisational culture that can sustain improvement into the longer term.
The two trusts remain separate and independent under the new management arrangements.
Western Sussex will be providing leadership support at the request of hospitals regulator NHS Improvement, who will invest additional funding to support the plans.
WSHFT is one of only five acute hospitals in England to be rated 'Outstanding' by the Care Quality Commission (CQC) and will be putting in place a number of new measures to ensure it maintains that level of performance and continues to improve services of its own.
The Western Sussex Board approved the agreement after a full impact assessment satisfied its members that performance at the trust would not be compromised.
To mitigate that risk, WSHFT will have a new managing director to take responsibility for the day-to-day operation of the hospitals, while new directors will also be appointed to work below Board level in a move that will enable the executive team to take a more strategic role across the two trusts while retaining direct lines of accountability into each.
WSHFT Chief Executive Marianne Griffiths said: "We've known from the outset that helping our neighbour is the right thing to do, but we have spent a lot of time over the last four months making sure it is an achievable thing to do, not just in terms of helping BSUH improve but doing so while continuing to build on the progress we have made at Western Sussex too.


> What happens when another thread rewrites the TLB entry in parallel?
> Does tlbsx succeed? Does it fail? Do we see failure indicated somehow?
> There has to be a good way to detect such a race and deal with it, no?