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Home International Healthcare Media's Highly Anticipated ADA Compliant Website Is Now Live
International Healthcare Media's Highly Anticipated ADA Compliant Website Is Now Live
New accessibility features make IHM's award-winning content available to all that are vision impaired, vision handicapped, and dyslexia challenged. Innovative Text To Speech AI tool blazes a trail for all publishers
Clinton, NJ (February 15, 2022) – As part of its continued mission to connect the global healthcare community with clinically relevant information and education that improves patient care and outcomes, International Healthcare Media (IHM) announced the launch of its highly anticipated ADA-compliant websites for its entire portfolio, including Ophthalmology 360®, Rare Disease 360™, and related microsites. These features enhance an already best-in-class digital media company by making content accessible to all, including the vision impaired and handicapped. What's more, in characteristic fashion, IHM accessibility criteria extend far beyond ADA compliance standards. Helpful tools include contrast, highlight links, larger text size, text spacing, pause animation, dyslexia-friendly enhancements, line height, text align, and a Text-To-Speech feature.
After the relaunch of IHM's websites, the additional technological investments come as a continued effort to create a state-of-the-art experience for all users around the world.
Chris Ciraulo, President, CEO & Group Publisher said, "International Healthcare Media is thrilled to provide such important features to all of our followers, connections, users, viewers, listeners, and readers. We are fully dedicated to our mission to make our content available to ALL users. This is at the heart of what we strive to accomplish each and every day. As many know, IHM is the force behind our tagline – All Content Should Be This Good® – We are most excited about the Text-To-Speech feature, which allows users to listen to any article. With the click of a button, an artificial intelligence voice reads to the visually impaired and others who may be reading-impaired. We owe our technology team a huge debt of gratitude for providing us with capabilities that enhance our mission of improving the eyesight of patients around the globe."
Matthew Marano, MD, IHM's Chief Medical Editor stated, "I am beyond proud to be associated with a pioneering organization that is at the forefront of all it does." The list of impressive accomplishments, include:
Multiple Folio Awards over the last four years
A plethora of third-party media partnerships and endorsements
An editorial advisory board that includes key opinion leaders and high-level clinical authorities
A dominating social media presence
Savvy video production capabilities
"And now," Dr. Marano continued, "added to all this, the new ADA features solidify Ophthalmology 360® and Rare Disease 360™ as stellar digital brands. I have yet to come across a better resource for clinical education tools, patient advocacy and industry news in my 40+ years of practicing medicine. If you are not bookmarking www.ophthalmology360.com and www.rd-360.com or following IHM brands on all its social channels, you are missing out on a quality learning and practice enhancement opportunity."
ABOUT IHM
International Healthcare Media, LLC is a global communications media company that engages healthcare professionals and patients via live congresses, print brands, video, and proprietary digital media assets. IHM helps clinicians deliver quality care, improve patient outcomes and satisfaction, and optimize quality along the continuum of care through brands that target specific clinicians, diseases, and conditions. Using its international reach and access to key thought leaders around the globe, IHM delivers an audience of engaged healthcare professionals by providing them with succinct practical recommendations. Its brands include Ophthalmology 360® | www.ophthalmology360.com, the year-round, multi-content-award-winning platform relied upon by eyecare providers and other specialists; The Ophthalmic Project™, which has scored a multitude of key interviews with leading industry experts and is produced & published by industry rockstar Mark Dlugoss; and Rare Disease 360™ | www.rd-360.com, the healthcare practitioner and patient/caregiver advocate go-to resource for rare disease content, serving an audience of over 500,000 around the globe. For more information, visit ihmholdings.com.
For all media inquiries, contact Juliana Della Pello at [email protected].
Vision maintained long term in nAMD patients switched to intravitreal aflibercept injections
Analysis compares teprotumumab vs intravenous methylprednisolone vs placebo in TED


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Episode 10: Community, Events, And Going Global With Liz King
When the pandemic hit the world in 2020, the entire meeting planning industry entered a brand new era. What has once focused on face-to-face interactions now transitioned to virtual gatherings. This offers both opportunities and challenges in expanding a business around the world. Megan Martin talks with community and event expert Liz King who discusses how their business underwent several iterations before bringing their content to a global audience. She explains how they create subspaces within their community to touch both lurkers and highly engaged members. Liz also talks about the right ways to leverage technology in managing digital communities and how to experiment with content creation to ensure consistent engagement.
Community, Events, And Going Global With Liz King
Welcome, everyone, to another wonderful episode. We are thrilled to have another community and event expert with us, Liz King Caruso. Welcome, Liz.
Thank you for having me.
We're so excited. Tell us a little bit about you and your company. Where are you based in the US? Tell us about Liz.
I live in New York, about an hour North of New York City. I do two main things. One is event planning for our clients. We mostly work with thought leaders and people who have communities of their own to host events for them and plan their events. It was mostly conferences, networking events, and things like that. We have also been building a community of our own since 2010 when we started the company. It's designed for event planners.
We host an annual conference called techsytalk GLOBAL. That is a space for event planners to learn about technology and more forward-thinking ideas. We do have an ongoing community where we share resources. We have a larger community that's open to the whole industry and a smaller one that's specific only to event planners, which is our more niche group. We do both of those things and love the work that we get to do every day. It's a fast-paced moving beast that we're trying to tame all the time, but it's fun.
That's awesome. You've been building a community since 2010. You were one of the first to build your community for your clients and the meeting planning industry as a whole. One of the things we talked about in our prep call was the many iterations of your community. Start from the beginning. In 2010 when you were thinking about a community, what did that look like? What does it look like now? What have the last few years of your community-building looked like?
If you remember, in 2010, what was popular back then was Meetup.com and things like that. That's how our community started. It was in New York. It's very local and all in person. It was designed around building relationships. For me, it started because I was new to the industry and everything events. I wanted to get to know people in New York. I was young and single. I didn't care. I was out every night. I was like, "Let's meet some people and figure out what's going on." We were doing these monthly events at a venue or a different location, and we would bring planners together.
It became that Meetup format where we were building a list of people who had come to our events and them know about the next one. We were making great relationships. There was even back then a digital component because when we did our first conference, which was in 2010, we did livestream it because there were people who were part of our community, even in the New York area, who couldn't come. There would be people in Connecticut and New Jersey. It was still fairly local. Over the years, we have tried to go to all these different places.
We have built our newsletter, which is the mailing list of the people who have come over time. That evolved. We have a Facebook group. We have done a LinkedIn group and a Slack channel. We now have evolved to a hybrid of a Facebook community and something called Circle. I don't know how familiar people are with that. We're trying to be where people are to some extent, which is why we still have the Facebook community, but over the years, we have realized the challenge of being tied to social networks. There are a lot of challenges. I'm sure you know.
Let's talk about that. I want to dive into that for a second because it's something I hear a lot when talking to our customers or even prospects. They're like, "We have a Facebook group. That's a community." I'm like, "You don't own any of that information. You can moderate it and control the conversation, but at the end of the day, that platform owns that community. It's not your community." Talk to me a little bit about some of the challenges, and then we will dive back into your timeline of building because I'm fascinated by it. This is a hot topic. More people need to talk about why sometimes building on a social platform isn't the best way. It's a great way to start a community, but in long-term strategies, it's not the best.
The first point is exactly what you said, which is that you don't own the community. With Facebook, for example, we have hacked it because there are three questions that you can ask people before they can join. One of them is an email address. Otherwise, you don't even know how to communicate with the people in your community. They're in there, and then you post something. The last statistic I heard, at least, was that when you post something in a community, 8% see it in their newsfeed. Facebook wants you to pay to reach the rest of your audience through ads and promoting your posts, and all these things. They're making their money that way.
You're at the mercy of the algorithm.
The truth is people are opting in. It always made me crazy that Facebook and other social platforms make you pay to reach people who have already opted in. I could see if you want to grow your audience, but that's not even the issue. The other thing is that habits do change. Facebook, for example, has been around for a long time. We are seeing more of our audience who are leaving Facebook. They're going towards other platforms, which are great for communities like TikTok and Instagram, but they're not great from an organizer standpoint and being able to understand who's in it and where are they, and for them to know where your community is. That is a huge challenge.
The other thing is knowing what you want to do from a value standpoint and what you want to provide to your community. Facebook and other platforms don't always make that easy. For example, we have tons of past content. We would love to be able to share the videos, tag them, and let people dive in and find stuff that's relevant. It's a dump on Facebook. It's not organized. There's no great member directory. We can't let people search for another planner in New York who they might be able to partner with. There's a lot of flexibility that we get from a different platform that we don't get from any social platform.
I agree with all of those things. Back to your timeline, we're established now. You have your Facebook group. You're connecting people beyond New York. When did your big global conference start coming into play with the community? How did that fit into the strategy?
It started as PlannerTech. We did it twice a year for two years. That was a small in-person New York event, although we did livestream it. That was back in 2010 and 2011. We decided to turn it into a full-day conference. We changed it into techsytalk. That eventually became the whole company name. Even our event planning runs through that now.
We called it techsytalk GLOBAL when the pandemic hit because then, we did it virtually. We started seeing our community. We already built the community globally because we had these Facebook groups, Slack groups, and stuff from 2016. That's when the conference took on that more global perspective because we didn't do any in-person component. We still, at this point, are not doing it in person.
That's interesting. Talk a little bit about expanding the reach beyond the New York area. I've never lived in New York, but I've been familiar with techsytalk and all of that as you started to expand outside. I've learned about you for a couple of years in your community. When you started thinking about global, how did that inclusive approach still play into your community? The purpose of the show is to talk about inclusivity. That's a lot of what community is.
We want to push the narrative further than, "We invited everyone to the party." That's not so inclusive if I don't feel like I belong at the party. It's nice to be invited but is that my people and place? Am I comfortable going there? That is the heart of inclusivity. When you started thinking globally, how did that play? Were you intentional about who you were inviting? What types of people were coming? You have the whole world, not just the New York Metro area. How did that factor? I can only imagine it was a lot.
We built this community in New York. People kept joining it. It didn't matter if they were from New York or not. It was around 2016 or 2017 when we started looking at the list and saying, "There are people from all over the world in this group. We should take this into consideration." At that point, all of our events were still in person. In 2020, we decided, "This is going to be fully virtual. We're going to do something for this global community." We rebranded as techsytalk GLOBAL.
There are a lot of other things that you think about. Time zones are one. You're trying to offer things at the most optimal time zones as possible and also making the on-demand content instantly available so that if someone was waking up or they were in meetings all day, they were able to quickly tune in and not feel like they have missed a lot that other people in the community have already taken on.
Meeting Planning Industry: Companies that go global must know how to handle different time zones and make on-demand content instantly available.
We partnered with a company called Wordly in 2021 for our techsytalk GLOBAL conference to translate in real-time. At that time, there were sixteen-plus languages. All of our conference content was in a transcript but then also offered these languages. We had an ASL interpreter. We started spending a lot more attention, "Can everyone participate? Is it in a way that everyone can handle?" We have always done fast-paced short sessions.
We're also thinking through. In 2022, one of the things we're doing, which is another level of inclusivity and not necessarily specific to the global piece, is we're partnering with StoryCraft Lab on their Experience Profiles. We're having everyone take this quiz. It tells you what kind of experience you prefer. We're tagging all of our sessions. We will be delivering to people. It's no surprise. I'm a thinker, "Here are the sessions at techsytalk GLOBAL that will most resonate with you."
We took some time in our agenda planning to weigh, "Is there enough for a creator, a seeker, and a thinker?" We're offering different kinds of networking experiences. Out of the three-day conference coming up in 2022, we have one that's spatial networking, one that's one-to-one speed dating format, and one that's more of an open Zoom type. Everyone can chat so that people can tune in not only at the times that work for them but in the ways they most enjoy receiving the content.
I'm not surprised that you're a thinker. I am a seeker. I'm looking for a StoryCraft Lab experience this summer at EduCon. I still have my little thing right here on my desk that I reference every once in a while. I love that you're thinking not just about making the content accessible and inclusive for everybody to access but also for their learning styles. I did a poll on LinkedIn. I said, "How do you like to consume your thought leadership content?" It was listening, reading, and participating. There were four options. Listening was the highest one, which surprised me a little bit, but that goes to how everybody wants it a little bit differently.
I have some people on our staff that respond well when they get video messages. Instead of sending an email, I'll record a quick video and send it off as opposed to the email. We have other people that have journalism backgrounds. They're like, "Don't send me a video. I'm not going to listen to it." If I write them a five-paragraph email, they will get every nugget out of that email. I love that you are approaching it that way. Are you still focused on event planner-specific for your community and outreach?
Our largest community is the techsytalk community, which is open to anyone in the industry. It's not planner-specific. There's a ton of value in something like that. In our smaller communities or the collaborative, we found, for example, that people are saying, "We want to build our community. What platform should we use in the community? It's every platform. We could do it."
It's not what planners want to know. They want to know what another planner has used and liked. We get more of that conversation in a safer space to say, "This contract is going awry. How can I save it for my clients?" It's important to us to build both. Our focus is continuing to grow both from an engagement standpoint and not necessarily from the number of people.
I love that. The other piece of the community is that a lot of people want to be inclusive, and that means inviting everyone. To truly be inclusive, you have to exclude some people from your community. This is not a target audience for you. You're creating those subgroups. You have your big techsytalk community, but then there's a space for planners to engage. That is at the core of inclusion. The community is like, "We might be part of the bigger ecosystem, but I still have my very individual interests within that." Part of the community is creating those subspaces for people to have those moments. Are there any other subgroups or subcategories within your community that you focus on?
Not specifically.
That is exactly the right approach. It's awesome. When you think about future growth with your community, what does that look like? You hit on how it's not about the number of people but the number of engagements. How do you measure that? What does growth look like? Where do you want this community to go in the future?
Our biggest focus in terms of growth is growing off social media platforms and making sure that as many people as possible know that is a space that happens. Engagement is another big thing that we're focused on. We're thinking about the quantity of content and delivery of the method. We have, up to this point, been doing monthly events. Everyone can tune in.
Can you clarify? Is that in person or digital?
It's all virtual. Even that is a lot for people because there's so much content out there. We're playing with it, "Should it be a little less frequent?" On top of that, we're layering this in. One thing that we do is every call that we have is recorded. We shared the video and the audio, and then we also had a CliffNotes version from someone who was physically there, taking notes of what happened and then the transcript so that people could digest it the way they wanted.
One of our growth tactics is to look at analytics around those four types and see what it is that people are doing, "Are they listening to the podcast for techsytalk GLOBAL?" We're going to release all of the session content as its podcast so that people can binge-listen through twenty sessions and see it. That's the way a lot of people like to consume their content. We're focused on the quality of the interactions. Potentially from that, we're being able to raise the price because we can offer more value with a highly engaged and targeted community.
I love all of that. One of the other things you're doing in talking about the data and putting out the different ways to consume one piece of content is you get very experimental with a lot of the things you do. One thing I love about techsytalk is you try a lot of different things to see. One conversation I have pretty frequently is people get afraid to get experimental with their community.
They think that they have to set a strategy and then stick to it for a long period to even know if it's working. I'm not sure that's the best approach. Where do you find the balance between having consistency? We were talking about your weekly talk show that a group of you do but also getting experimental with doing CliffNotes, microcontent, or different types of content. Where do you find that balance between the two?
I have a hard time with it because I like a lot of new ideas. I like to try a lot of different things.
That's why you're a thinker.
We have always operated our business from a lean startup model. Start small, build it fast, and change all the time. There is some merit, especially in a community, to the consistency of what to expect. Here's what I have found, even with our weekly podcast. I did my podcast weekly for three years. I had to look at the numbers and say that people are not putting this on their calendar and thinking, "Liz is going to be live in three minutes. I have to watch that."
They're listening to the audio. We ended up taking it off and doing it audio only. It's a fine balance between deciding what you think is the best strategy based on all the information that you have, sticking with it for a short term, meaning three months at a minimum, looking intently at the data to see whether or not that's something, and not being afraid a month and a half in to say, "I thought this was the way, but we're getting zero engagements. We need to shift." I don't think there's a right answer. It's a dance or an art of what you think is right.
Meeting Planning Industry: Some strategies are only good for the short term. If something gets zero engagements, you need to drop it and make a shift.
Even in this Circle community that we have that's of social media, I know as a brand hosting the community that this is where we need to be to offer the value that we want. Convincing people to go there, spend time there, and remember to go there is a whole other piece. That's where our commitment has come in. You know, "This is where we need to be. I'm going to stick with it no matter how much resistance we get," but on the other side, you're being flexible to change when you start to get the vibe that it's not going to work.
Talk to me about some of the stuff you've gotten experimental or maybe one thing that was a huge success that you're still doing and maybe something that like failed miserably that you abandoned quickly.
One of the interesting things that worked well was these open-format discussions. What I would do is assign a topic that was based on a poll that I would do the week before, like, "What's on your mind?" I would choose some topics based on what has been in the feed. People can add topics and vote for them. Whatever one, that was the topic. There was no moderator other than me. I had nothing to talk about. We would say, "You said you wanted to talk about contracts. What are we talking about?"
It was by far the most engaging and successful event type that we have done. We have also tried sponsored content. We have tried content that is important. I bring in speakers to give more structure to the conversation. It never gets the same attendance or engagement. That's something that we tried that worked well. We have tried a lot of things that don't work well at all.
A big fail that we had was knowing how to communicate what's happening to our community because people are signing up on Facebook, LinkedIn, this place, and that place. Behind the scenes, my tiny team and I are like, "This person signed up. Are they in the newsletter? Are they here or there?" We had some success using Google invites to hold the time because people are saying, "I missed it on Facebook that you created an event for this monthly thing. I missed it over here." They're not participating.
For our techsytalk GLOBAL conference, we sent out calendar invites to the people on our list. I don't even know what happened, but it started sending invites twenty at a time in people's inboxes. I was getting all these emails, "I don't know why I'm getting so many invites from you." I'm like, "I don't either." I don't know if it was the technology. I don't know what we were doing because we hadn't touched it. We ended up having to delete it.
I had thousands of emails in my inbox because I started getting all the bounce backs from people getting too many emails. I'm sure my email is blacklisted in the industry or something. It's a huge issue, but that is a challenge for us. It's communicating what's happening with the people who, at some point, have opted in and knowing for them whether they're in or out. We know whether they're in or out. We have not solved that problem for sure.
The main challenge of businesses going global is communicating with the people who have opted into the community to determine if they are still in or already out.
"Do you even want to hear from us? Are you ghosting?" It's this weird dating game that you're playing with your community members.
You have so many workers, which is a good thing. You mentioned that people like to listen. We don't know. The data is not that specific like, "Liz is listening all the time. She just doesn't talk." I'm like, "I don't know if you're listening or you hate us." It's a challenge.
I had this conversation with another community manager about the balance between having super-engaged members and then having also lurkers because it takes both of them to have a vibrant ecosystem. If you even think about the food chain ecosystem, if we're going to get granular about this, not everyone can be a lion going out there and eating everyone. You have to have bunny rabbits too. It takes both lurkers and super-engaged members to have a robust community.
I love that you hit on both of them and still engage those lurkers because they don't want to be forgotten about because they don't participate. There's still value. They maybe don't want to raise their hand. That's okay. Here are the last couple of questions. It's a great transition. One thing you hit on was involving your community in the decision-making process around topics and content. You mentioned that you pool your community for the weekly talks. How else do you leverage them to help drive the direction of where the community is going to go?
A lot of it is harnessing their knowledge. One of the things I'm very conscious about doing is whenever I have a business challenge, an event, or something that I need, I make sure that I'm asking our community first about it and creating opportunities for them to provide their knowledge and value. Other people do it and ask, but as the person who posted, it's important that I'm not always the one giving the answers but that I am constantly saying, "We had this issue. Does anyone have an idea? I'm looking for someone who can work on this project."
That's one thing. It's finding ways for people to get together. For example, when we staff our events, the first request is always in that group, "Who's available at this location or this city?" It's also for natural meetups being able to make sure people are connecting with each other when they go to events or with us when we go to an event. They can meet up with us. The other thing in terms of letting the community drive, and this is something we're focused on a lot for 2023, is having them be a part of driving the content in a more practical sense.
We're hiring a few of them as community managers who can say, "This month, the topic should be this." They can run with it and choose the speaker or decide they don't want a speaker or whatever the format is and be able to set all of that up and run it. It's a key for me in terms of growth, but it's also a big way. It's important to make sure that they see the value and get value for being so engaged in the community. The community will value that, "It's yet another planner who's on this team and giving some content and sharing their insights."
They're becoming your community advisory board. We have those elsewhere. I love that. Here's the last question as we're rounding out. We have talked a lot about different platforms, how to engage your community, different ideas, and how to pool your members in, but how do you leverage technology to accomplish all of this? You are somewhat platform-agnostic. You explore a lot of different ones. In my opinion, a lot of planners lead first like, "Let me find the technology." I've always had the approach of, "This is what I needed to be done. Let me find the technology that achieves that," versus, "This is the platform I like. Let's build around what it's capable of." How do you approach technology in your community to achieve those goals?
It's super complicated because we're constantly changing platforms, trying new things, and doing things. I've been an advocate of what you're saying. Know where you want your community to be and what the non-negotiables are. You want to provide X, Y, and Z. I mentioned things earlier, like the member community or a video library. Whatever it is for your community, know what those things are and then look for the technology that supports that. You want to find something that, first of all, most aligns with what you're looking for and, second of all, has an amazing team that you love working with because there's always going to be some technical glitch. There's always going to be something that doesn't quite fit. You need to build around it.
Businesses with a global audience must always have an amazing team who can address technical glitches in the technology they use.
You're sending thousands of Gmail calendar invites.
I don't have a rep at Google, but I wish I did. You need someone who can call in those panic moments. They can help you work through it. They're going to say, "We can do 95% of what you need, but we're going to have to build around this 5%." You need someone that you can trust and who knows what the heck they're doing when they do that. You are looking for at least an 85% direct fit with what you want. I don't think you're going to get that technology 100% all the time, but you don't want 40% or 50% or those companies that are like, "We don't do that, but we could shift our technology and do it this way. We could build this and that." It usually doesn't work out well, in my experience.
I don't disagree with that. As technology evolves and your community is evolving and moving from platform to platform with your community but still connecting them, what is their response to that? We see that a lot now where they're like, "We started small over here, but I'm worried if we migrate to a new system or platform that I'm going to lose people because they already know where to find me here on the Facebook group, page, or something like that," to then move them into a robust with their platform like your Circle. What is the community response to that as you're evolving with the times and the tech?
You will lose people. What I've learned over the years is that it's more my issue wanting a certain number of people in our community than it is the people's issue as long as we have communicated it and said, "This is what we're going to do. We're going to do it. Here we go. We're doing it. Everyone, come along. Reminder, you've been invited. We're here." If they ignore all of that, or they don't care or get it, they weren't that involved in the first place.
We have almost now used that as a filter. We also communicate with our community to know, "This is what we do. We're going to keep evolving, moving, and taking you where we think is the best. You have to trust us with that." We have done crazy things like unsubscribing people, sending them an email, and saying, "If you don't respond to this, then you will be unsubscribed from the list." We're constantly filtering. To the point earlier of not being so worried about quantity in your group, if you want the core people who are involved, and that's where the value is, then you don't have to drive yourself so crazy about losing whatever percent is not paying any attention to what you're doing.
You likely could have lost them at any point along the way, anyway. I love that you use that as the filter.
You've lost them if they don't see that you're moving. No one is going to say it once and then be done with it. You're sending multiple things and communicating in different ways, and they're not getting the message. You've already lost them. They just happen to be a name on your list.
That makes a lot of sense. Here's the final question. We're wrapping up. What are your final thoughts or advice for someone who wants to start a community or an organization? Someone got voluntold, "We need a community for our organization. Build one for us." Is there any advice for those people just starting into the event and community space?
I love those voluntold scenarios. The biggest thing is to focus on why someone would want to be part of your community. What is the value that you're offering? Sometimes the biggest thing is to push back and say, "It's not a good idea." That does not mean I don't think people should be starting communities, but there are a billion out there. There are a lot of brands trying to push into that space to sell a product. That's not a good reason to start a community, in my opinion. Understand what you are offering that someone would need to the point where they want to see it all the time, 365 days in their inboxes and their social channels. If there's something there, then start small and stay consistent.
The biggest thing about a community is its longevity. You are not going to build 5,000 engaged members overnight. It's going to take you years to get to those numbers. It's constant. Everything from here to ten years from now is an iteration. It's constantly changing, but consistency is the purpose and the value of the group and who's in the group in terms of the target market.
You have to stay consistent with that. It's easy to get discouraged, especially these days in the community game, because there are so many people moving around so much but if you have a conviction as to why what you're creating is a space that people need to be a part of, then you need to keep pushing until you get the right people in the group. If you have to iterate 1,000 times to get the right people in that group, that's fine but don't give up quickly because it's a long game for sure.
I love your advice about starting small and staying consistent. That's the key to success with any organization that wants to start a community. That's great advice for someone starting. Liz, thank you so much. This was an amazing conversation. We have talked about all different kinds of things, starting a community, good things about it, bad things about it, and experimental things. I want to thank you for your time. It was a lovely conversation. I hope to have you on a future episode to catch in and see what's happening with your community.
Thanks, everyone, for reading. We will see you in the next episode. Have a great day.
Liz King Caruso
techsytalk GLOBAL
Wordly
StoryCraft Lab
About Liz King
Liz King Caruso is an Event Strategist, Consultant and Speaker. As CEO of Liz King Events and techsytalk, Liz is an active event strategist while also educating & building community for other planners. In the past 10+ years of business, she has helped many businesses and thought leaders grow their audience and sell their products through in-person, virtual & hybrid events. She also has worked with thousands of event professionals to help them reskill and embrace technology as a driver of change in our industry.
Liz has been named one of the 25 Most Influential People in the Events Industry, Top 5 Women in Event Tech, 21 Most Influential Women in Events and Top 50 Virtual Meeting and Events Innovators, amongst others.
She is passionate about innovation, collaboration and meaningful work and loves working with Associations, Businesses and Event Planners to support their growth and learning. You can catch her online at @lizkingevents, on her podcast, "The Event Hustler Show", or in one of her free monthly events through the techsytalk Collaborative.
Product Update: MicroLearning
Why are videos good for learning
What is a digital engagement platform

redpajama_set_name: RedPajamaCommonCrawl


Charles Miller at the age of 18 in 1920.
Charles (Charlie) Miller was born in England and emigrated to Manitoba and then to Ruskin with his parents, Marcia Elizabeth and Albert George Miller in 1903. There was no station in Ruskin when they arrived, so they had to get off of the train in Whonnock. Shortly after arriving, Albert bought 160 acres from the Harris family in Ruskin.
Just before Christmas, 1925, Charles married Blanche Yvonne Antaya, and after his marriage worked at various jobs. He went to the B.C. Electric Company where they were building a dam, and asked for employment. He was taken on as a carpenter, but was told he had to first prove himself worthy. He did so and continued to work here for a short time.
A short while later, he had started to build a house on the 10 acres of his dad's land which had been given to him and his wife as a wedding gift, so although he was looking for work, they decided to stay in the area. Charles decided to try for full time employment at the Ruskin dam, and used to go down there every week to see if there were any openings. It was only after he had left the area for a holiday to visit family in the North Thompson area, that he was offered a job. They travelled back as fast as possible and Charles soon went to work. His career at the powerhouse started as a labourer, and ended as labour foreman, 32 years later.
When retirement finally came, upon his wife's wishes, they sold their property in Ruskin and moved to Mission, where they bought land at Hatzic. Charles had said that they moved to Mission because it was familiar to them, as they had previously done all their business there and had even done their grocery shopping there, as it was closer than Haney.


T.I. is taking his boycott of Gucci seriously.
So seriously he confronted a seemingly random black man he spotted rocking the Italian designer.
The man disagreed with T.I.'s opinion that he should throw his Gucci away, explaining that Tip used to wear Gucci, and that Gucci isn't alone among the fashion houses in not really valuing black people.
"Yeah, they showed me their disrespect and guess what, I can't do it no more," T.I. argued.
T.I. was among those angry that Gucci dropped a sweater which looked like black face. The fashion house quickly apologized and pulled the offending apparel.


text:
Q: Linear dependency of vectors $a,b,c,d$ Let $V$ be a vector space and $a,b,c,d\in V$, where the set $\{a,d\}$ is linearly independent and sets $\{a, b+c+d\}$ and $\{d,a+b+c\}$ are linearly dependent.
We need to show that the set $\{b,a+c+d\}$ is linearly dependent.
So far I've tried to express the vectors $a$ and $d$ using $b+c+d$ and $a+b+c$, respectively, and I tried to express $b$ in the form of $b=\alpha (a+c+d)$, for some $\alpha \in\mathbb{F}$, but that didn't work.
One other thing I think follows from here, is that the set $\{b+c+d, a+b+c\}$ is linearly independent, but that also doesn't seem to help me with my goal.

A: By assumption $b+c+d=ra$ and $a+b+c=sd$ for $r,s\in K$, the field. Taking the difference gives $(s+1)d-(r+1)a=0$, so that $r=s=-1$, because $a$ and $d$ are linearly independent.
So $a+b+c+d=0$ and therefore $b$ and $a+c+d$ are linearly dependent.

A: Since $\{a,d\}$ is linearly independent, neither $a$ nor $d$ can be zero.  Therefore
$$b+c+d=\lambda a\ ,\quad a+b+c=\mu d$$
for some scalars $\lambda,\mu$, and so
$$b+c=\lambda a-d=\mu d -a\ .$$
Since $a,d$ are independent, any vector in their span can be written uniquely as a linear combination of $a,d$.  Hence
$$\lambda=\mu=-1$$
Therefore
$$a+c+d=-b$$
and so $\{b, a+c+d\}$ is dependent.

A: First note that neither $a$ nor $b$ can be $0$. From the dependence of $\{a,b+c+d\}$ we get $a=\alpha (b+c+d)$ for some $\alpha$.  Similarly, $d=\beta (a+b+c)$ for some $\beta$.  This gives $\beta a=\alpha \beta (b+c+d)$ and $\alpha d =\alpha  \beta(a+b+c)$ . Subtraction gives $\beta a -\alpha d= \alpha \beta (d-a)$. Use indepednece of $\{a,d\}$ to see that $-\beta =\alpha \beta$ and $\alpha= -\alpha \beta$.  This gives $\alpha =-1$ and $\beta =-1$. But then $a=\alpha (b+c+d)=-(b+c+d)$ or $a+b+c+d=0$. Clearly this implies linear dependence of $b$ and $a+c+d$.

redpajama_set_name: RedPajamaStackExchange


text:
Cities of San Luis Obispo and Morro Bay to Join Monterey Bay Community Power
Contact Shelly Whitworth
Telephone O: 831-641-7206 C: 831-229-0277
Email swhitworth@mbcommunitypower.org
Today, the Monterey Bay Community Power (MBCP) Policy Board unanimously approved the inclusion of the cities of San Luis Obispo and Morro Bay as new members to the list of municipalities served by MBCP, one of California's most innovative and fastest growing Community Choice Energy (CCE) agencies. By adding approximately 29,000 new customers, MBCP will grow its customer base to over 300,000 customers served exclusively with carbon-free energy or an additional reduction of 25,000 metric tons of greenhouse gas emissions*.
"We are very excited to be joining Monterey Bay Community Power," exclaimed San Luis Obispo Mayor Heidi Harmon. "Our City is working toward one of the most aggressive climate change targets in the country. By joining MBCP, we are able to achieve our 2020 Climate Action Plan target and have a strong foundation to work toward longer term target of carbon neutrality, all while having access to new programs and stimulating our local economy."
Today, 19 different CCEs, also known as CCAs (Community Choice Aggregators) are serving eight million customers across California, helping to lead the way towards achieving California's ambitious climate goals. CCAs are also providing cities and counties with more local control over their electricity needs and less dependence on investor-owned utilities like PG&E to generate electricity.
"The City of Morro Bay is excited to join Monterey Bay Community Power, a proven Community Choice Energy program, to bring affordable, greener and cleaner energy to our community," stated Mayor of Morro Bay, Jamie Irons.
Community Choice Energy has long been a key strategy for both San Luis Obispo and Morro Bay to meet their climate goals. San Luis Obispo passed a resolution back in 2015 to explore Community Choice Energy and most recently, San Luis Obispo became the first city in California to set a goal of achieving carbon neutrality by 2035. After careful consideration, both cities concluded that joining Monterey Bay Community Power is the fastest and most effective way to bring additional community benefits to the Central Coast. Last month, city councils of San Luis Obispo and Morro Bay both voted unanimously in favor of joining MBCP.
"The CCA community continues to grow at a remarkable rate, driven by communities that vare committed to customer choice, reducing carbon emissions and embracing renewable energy resources," explains MBCP.
CEO, Tom Habashi. "Here on the central coast, this new partnership with the cities of San Luis Obispo and Morro Bay affirms our region's long-standing commitments to environmental stewardship and economic stimulation. Our team is really excited to bring these cities into the fold and we hope more communities in our region and across California follow in their footsteps."
The tentative date for MBCP's newest member agencies to be operating under an amended Joint Powers Authority agreement is January 2020. After today's vote, the motion moves the implementation plan to the California Public Utilities Commission for certification.
With the inclusion of San Luis Obispo and Morro Bay, MBCP continues to excel in providing tangible benefits to the Central Coast through carbon-free electricity, customer rebates and energy programs.
Read more here: 12-5-18_SAN_LUIS_OBISPO_MORRO_BAY_JOIN_MBCP
https://cal-cca.org/wp-content/uploads/2018/07/logo.png 0 0 leora https://cal-cca.org/wp-content/uploads/2018/07/logo.png leora2018-12-05 12:08:112018-12-09 12:26:29Cities of San Luis Obispo and Morro Bay to Join Monterey Bay Community Power
MCE receives state's highest environmental honor, the Governor's Environmental... Monterey Bay Community Power expands, adds two San Luis Obispo cities


text:
Q: Reactjs, generate pdf file, set name of file Is it possible to set name of generate pdf file in "@react-pdf/renderer": "^2.3.0"?
When I click to download in toolbar, then it's save as probably with uid name:
Now it set for example "f983dad0-eb2c-480b-b3e9-574d71ab162b.pdf". File is generated correctly. I would like to change the name of file to for example "name.pdf".
I use "react": "17.0.2".
import { PDFViewer } from '@react-pdf/renderer';

const App = () => (
  <PDFViewer
    //src="/name.pdf" <- not working, error: Property 'src' does not exist on type 'IntrinsicAttributes & IntrinsicClassAttributes<PDFViewer> & Readonly<PDFViewerProps> & Readonly<...>'.
    //fileName="/name.pdf" <- not working, error: Property 'fileName' does not exist on type 'IntrinsicAttributes & IntrinsicClassAttributes<PDFViewer> & Readonly<PDFViewerProps> & Readonly<...>'.
    showToolbar={true}
    style={{ height: "45vh", width: "100%" }}
  >
    <MyDocument />
  </PDFViewer>
);

A: You can use the saveAs function inside the file-saver package to save the <Document /> as a blob with a custom name. Have a look at the saveFile function.
import { PDFViewer } from "@react-pdf/renderer";
import {
  pdf,
  Document,
  Page,
  Text,
  View,
  StyleSheet
} from "@react-pdf/renderer";
import { saveAs } from "file-saver";

const styles = StyleSheet.create({
  page: {
    flexDirection: "row",
    backgroundColor: "#E4E4E4"
  },
  section: {
    margin: 10,
    padding: 10,
    flexGrow: 1
  }
});

const MyDocument = () => (
  <Document>
    <Page size="A4" style={styles.page}>
      <View style={styles.section}>
        <Text>Section #1</Text>
      </View>
      <View style={styles.section}>
        <Text>Section #2</Text>
      </View>
    </Page>
  </Document>
);

export default function App() {
  const saveFile = () => {
    // This does the trick!
    pdf(<MyDocument />)
      .toBlob()
      .then((blob) => saveAs(blob, "YourFileName.pdf"));
  };

  return (

      <PDFViewer>
        <MyDocument />
      </PDFViewer>

        <button onClick={saveFile}>Save File</button>

  );
}


Главная » News » Libyan people know who the traitor is!
The Libyan Committee on Foreign Affairs and International Cooperation of the House of Representatives of Libya accused Mehdi al-Mughrabi, the Libyan representative to the UN, of treason.
Why? Because this official, who chews US dollars, passed a statement to pro-American puppets of the so-called "Presidential Council" (PC) of the self-proclaimed "Government of National Accord" (GNA) to consider "the situation in southern Libya" at a meeting of the UN Security Council.
These puppets are "extremely concerned" with the successful anti-terrorist operations of the Libyan National Army, Marshal Haftar, which was supported by all the tribes of southern Libya. They are so "concerned" with the defeat of the gangs of terrorists that they are ready to call on the UN Security Council member countries to begin ... bombing Libyan cities and LNA positions.
PC traitors and GNA traitors, having completely lost Libya, are ready to drown it again in blood! That is what they did in 2011.
And since then, it is the NATO alliance and the terrorists that ensure their security and their plunder of the wealth of Libya.
Today, the House of Representatives, which protects the interests of the Libyan people and the sovereignty of Libya, called the PC and GNA criminals by their names. So they will remain in the history of Libya: traitors and traitors.


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Our shop is an ever-changing place to discover something new and beautiful for you and your home. From handmade contemporary craft, made by some of Britain's top craft and design talent, to quirky design objects, books and magazines, art supplies, craft kits, toys and gifts, you can be sure to find something you love and love something you find.
Our friendly craft and design assistants are on hand to help you find that something special and can also help you with commissioning bespoke items from our specially selected designer-maker stockists.
We're always on the lookout for beautiful new work to showcase in our shop, from cards and gift wrap to bespoke jewellery and homeware. If you're interested in selling your work at NCCD, then please email faye@nccd.org.uk with high resolution images of your work and/or a link to your website, along with retail prices.
Every month we like to draw your attention to some of the fantastic new designer makers we have in stock. The gallery below shows some of the highlights in the shop this month.
We hope that you are happy with your purchase, however if there is a problem, please return it to us in its original condition within 28 days of receipt and we will be happy to exchange it or provide a refund.
In the rare event that goods purchased from NCCD are faulty or damaged please return the item to our shop so that we can arrange a replacement or refund. Goods are classified as faulty if they are received damaged, or when a manufacturing fault occurs within 6 months of purchase. Items that are damaged as a result of wear and tear are not considered to be faulty. Please keep your receipt as proof of purchase.
Please note: items excluded from this policy are items that have been made to your specifications or personalised; perishable or edible items; pierced earring and items which are sealed where the seal has been broken. These items are non-refundable and cannot be exchanged unless they are faulty or damaged.


I did not decide to go home just out of the blue. The fact is that I have been wanting to go home since the day my son Cris died, more than 8 years ago. I have been telling my friends about this desire, but none of them took it seriously because the desire faded away whenever I started talking about it.
Three years ago a very interesting idea occurred to me about how to process images coming in from a digital camera. Graphics cards have become so powerful that 3D games have gained enough realism to engage the players' full visual attention. You could now almost feel wet when you dive into the simulated water surface. Explosions are not just movie frames anymore, but each frame computed so that each particle and object in the explosion is simulated in millisecond increments. Textures are mapped to surfaces in similar real-time increments. My idea was to simply model a world, render that world using the same technology that 3D games use, and track the position and pose of a camera (that exists in the same world) by comparing frames from the camera to rendered images. I applied for a patent to protect the idea in November, 2005. My employer was not interested in the idea.
Until my boss fired me on October 16th of 2008 I was a software engineer, a permanent employee at Microsoft, in the IT division. This just hit me like a rock: being fired for "low performance" is equivalent to a death sentence in this career. This single event in my life sealed the decision to go home. Nobody seemed to want to hire me even as a contractor, and the one interview question that always stumped me was "Why did you leave Microsoft?" Unable to to get a contractual job, I was worried that if I lingered too long in the U.S. without a job, I was going to deplete my cash. I wanted to go home to Cebu pronto, but Eureka convinced me to stay until she obtained her U.S. citizenship. Our departure date is now set to sometime in February.
Part of the reason Eureka finally agreed to go is that I have built some software assets that should earn us some immediate income. I have just submitted a set of apps to Apple's iPhone App Center. I bought my iPhone just before Microsoft fired me. (I would not have bought it after losing my job.) I wanted to return it, but on November 4th Barack Obama won the presidency and suddenly I had a strong urge to listen to Rush Limbaugh and other conservative talk shows. Now there are two ways to download Rush's daily dose of MP3 files to my iPhone: one is to use my PC and run iTunes on it, and the other is to use the iPhone browser. Either way was very cumbersome: if I used iTunes, I had to first download the files to my PC, and then copy the files from the PC to the iPhone using a USB umbilical cord. Using the Safari browser allowed me to take advantage of iPhone's 3G or WiFi connection to download the files directly, but getting to Rush's web site, logging-in, navigating to the location of the MP3 files, and finally downloading them was not the way the iPhone was meant to be used (it should take on average three or four taps to get what you want on the iPhone). It was this inconvenience that gave birth to a simple product idea, replicated for every conservative talk show with an accompanying web site and podcast. Now, I can start listening to a Rush Limbaugh episode in just a couple of taps. As of this writing, Apple is still testing the apps, and I still do not know whether they would earn me some money at all. Eureka is pessimistic, but sometimes I can sense some optimism as well. I will make the same apps available to users of Blackberry and Windows Mobile as well.


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The first study appropriate to the backpain minimize benefit of the abdomen tuck surgery was submitted in the Plastic while Reconstructive Journal. The learn revealed that the retightening of the abdominal body laxity during the tummy tuck surgery causes strengthening involved with the rectus muscles, thus, assuring a secure backsupport structure. The lower abdominal is termed internal corset, with its muscles remaining interconnected with the central and external oblique muscle mass tissue. Rotating the pelvis, this toned arrangement provides effective underpin to the back. Helping to loosen of the abdominal side in the lower lower back spine is the valuable reason behind a dreadful back pain.
Kyphosis is the period assigned to such one specific medical condition. Tummy place surgery causes strengthening related the facia, thus imparting relief in Kyphosis additionally resulting in alleviation involved with the pain. Relief most typically associated with back pain should but not be the primary strive of undergoing a midriff tuck surgery. Numerous health care evidences suggest that a new good tummy tuck surgery could help in the advancement of only some species of back pain. Tummy tuck is a rejuvenation and it could be restoration surgery to authentic sagging tissues, rather rather than a curing therapy. Pin hold in the disc or pinched lack of feeling are some of a prominent causes of upper back pain.
Such type of an anatomic problems to the spine to back cannot just be cured with a new tummy tuck formula. back to life system behind this improvement in ones back of buyers is that as a result to the securing of muscle can provide a spinestabilizing significance. It is this backing effect which end results in alleviation pertaining to back pain. Moreover, the study improves that an tummy tuck is considered the best for patients stress from chronic greatly reduce back pain, which unfortunately is caused attributed to to abdominal laxity. These procedures write not assure perpetual permanent alleviation of the pain sensation. However, individuals are going to experience significant improve in the irritation with these procedures.


General counselling deals with everyday stresses from all sorts of activities in our day to day lives.
Being a Lesbian, Gay, or Bisexual (LGB) person in South Africa, can be very challenging in our heteronormative (the assumption that everyone is heterosexual, and thus the norm) society. Dealing with personal, familial or societal perceptions of LGB can be difficult. I do counselling with many LGB people, sometimes this counselling is about the problems society creates and perpetuates for LGB people. More often then not, being LGB is not the focus of the counselling, but rather just something we unpack when the client wants to, and counselling deals with the general difficulties of living in this world.
People who are transgender or intersex have their own unique challenges which the LGB community may be sympathetic about, but may not quite understand. I give counselling to trans and intersex people who want to work through the same stuff that everyone else does, or issues related to being trans or intersex, without having to explain this aspect of their identity to the counsellor.
*Being transgender means that the gender assigned at birth does not match how the person identifies with gender. In my practice, I provide counselling for both binary and nonbinary trans people, as well as gender nonconforming people.


text:
Paranormal And Unexplained
Afterlife And Nde
The Eerie Apparition of White Rock Lake, Texas
Tasha Shayne
Those who have reported seeing ghosts have long been the butt of jokes and derision, but the experience is far more common than people realize. It's the stuff of history, with sightings in every culture throughout the world recorded in myriad, ancient records. And in Dallas, Texas, the White Rock Lake Ghost is no laughing matter. The familiar sighting is of a young woman in a drenched evening dress, who waves down drivers to tell them she's been in a boating accident. She asks for a ride to a house, hops in the back seat, and then completely vanishes.
According to Dallas Parks and Recreation, "White Rock Lake is a 1,015-acre city lake located approximately 5 miles northeast of downtown Dallas. White Rock is one of the most heavily used parks in the Dallas Park system."
It's a beautiful spot, and on a clear, warm day, there are cyclists, runners, families having picnics, and kayaks cutting lazily through the glassy lake. But there's something more to this lake than meets the eye of the recreational visitor…
A Texas ABC affiliate reported the "Dallas Morning News posted a 1964 story from its archives about the 'beautiful ghost of the lake,' who reportedly wore a dress from Neiman Marcus. A 2004 story from the Advocate traced the beginning of the legend to the Texas Folk Lore Society, which published a story about the ghost in 1943. In that version, a couple picked up the soaking-wet woman on the side of the road and drove her to the address on Gaston Avenue. When they saw that she had disappeared, they walked up to the house. A man answered the door and explained that he had a daughter, but that she drowned in the lake two years earlier."
Westcoast Ghosts
The New York Post conducted a study of 2,000 people, which showed that 60 percent said they had seen a ghost in their lifetime. "Also, more than 40 percent of those surveyed think their pet has seen one too. The research also found one in three people have either lived or stayed in a house they felt was haunted."
According to The Guardian "Today, more Britons believe in ghosts than in God: in a recent survey of 2,012 people, 68% said they believed in the existence of ghosts, while 55% believed in the existence of a god. (Where the holy spirit comes into this is uncertain.) The findings are supported by our undwindling appetite for ghost stories, ghost tours and spiritualism…"
So, seeing a ghost is not as silly or strange as it sounds. Statistically, most people — at least those who admit to it — had the experience. And those who report seeing the ghost at White Rock Lake in Dallas, have amazingly shared similar accounts.
It All Started Back in 1943
According to the official White Rock Lake website, a woman named Anne Clark wrote the account of the Lady of the Lake legend and published it in 1943 under the title 'The Ghost of White Rock,' and it was included in the Texas Folklore Society's publication, Backwoods to Border. Clark's report stated that a young couple was parked on the shore of White Rock Lake, and when they turned on their headlights they saw a young girl in a sheer, wet, white dress coming toward them. With a "faltering voice," she told the couple, "'I'm sorry to intrude, and I would not under any circumstances, but I must find a way home immediately. My boat overturned. The others are safe. But I must get home.'" Next, she climbed into the rumble seat and gave the couple an address in Oak Cliff. When they asked her for directions, they turned around only to find their rumble seat empty and wet. Curious, the couple continued to the address the girl gave them. There they met a "sad man" at the door who told them, "This is a very strange thing. You are the third couple who has come to me with this story. Three weeks ago, while sailing on White Rock Lake, my daughter drowned."
The Dallas Morning News reported that many Dallas residents wrote to the newspaper "to share their encounters with the girl." In the archives of the News, reporter Frank Tolbert had run two emphatic pieces of the event in his column called Tolbert's Texas. In 1964, he wrote, "Hundreds of people have called or written this department about the so-called 'Girl Ghost of White Rock Lake,' who sometimes, by testimony of sober witnesses, makes guest appearances in dripping wet evening dress along the shores of the Dallas lake, always at night and in the spring of the year."
Are Ghosts Real?
The fact that so many people have reported such similar experiences begs for any materialist explanation. Are ghosts real? Is the lady in white an urban legend, or is it one of many supernatural events that are derided by skeptics? One thing that is for certain is that the Texas ghost, in the form of a young lady who failed to have realized her physical demise, has been sighted too many times to be casually written off as a hallucination or a prank.
Live Science notes, "There are many contradictions inherent in ideas about ghosts. For example, are ghosts material or not? Either they can move through solid objects without disturbing them, or they can slam doors shut and throw objects across the room. According to logic and the laws of physics, it's one or the other. If ghosts are human souls, why do they appear clothed and with (presumably soulless) inanimate objects like hats, canes, and dresses — not to mention the many reports of ghost trains, cars, and carriages?"
Radford continued, "If ghosts are the spirits of those whose deaths were unavenged, why are there unsolved murders, since ghosts are said to communicate with psychic mediums, and should be able to identify their killers for the police. And so on — just about any claim about ghosts raises logical reasons to doubt it."
On the other hand, just because someone hasn't seen a ghost doesn't prove that ghosts don't exist. Logic has nothing to do with it. It's like a twist on the old koan — If you see the ghost of a dripping wet young lady by White Rock Lake, Dallas, and nobody else is around to confirm, does that mean it never happened?
Joshua Warren on Hunting Ghosts
The Aftereffects of a Near-Death Experience
Contacting the Dead Through Psychomanteum Mirror Gazing
Near-Death Experiences
Who Was I In My Past Life?


If you want a successful business, you need the right employees. But finding the best employees in Hawaii isn't easy. It's about much more than reading resumes and asking a few interview questions.
If you want to hire better employees, you need to change the way you handle the hiring process. Here are a few ways in which you can improve your process and make better hiring decisions.
Many professionals don't need new jobs. Rather, they are open to the idea of a better opportunity. If you want to appeal to those individuals, you need to stand out. And that means creating a strong employer brand.
To build your brand, you can take a few simple steps. Take the time to respond to reviews about your company. Additionally, you should keep your company profile updated on all sites. Either hire someone or take the time yourself to share updated about the company's work culture and environment. Don't hesitate to share press releases or be active on social media.
By putting your company's work practices out there, you can make all the difference. Instead of actively recruiting, you could have more people come to you for jobs. As an added benefit, a strong employer brand can decrease your employee turnover rate. You can make better hires that stay with you for longer periods of time.
If you don't act quickly during the hiring process, you could lose the best employees in Hawaii. Typically, the most highly qualified candidates are done looking for work after about ten days. When you take too long to hire them, they find jobs elsewhere.
You don't need to rush through your decision. However, you should keep in touch with your desired applicants frequently. Follow up with them and make sure you're still in their minds. They might think twice before accepting another decision.
It's also important to respond to your applicants quickly. If they send you questions, respond to them promptly. Send frequent updates and keep them in the loop.
If you want the best applicants to apply for your job, you need to write stellar descriptions. Unless a company is well-known, they aren't immediately appealing to prospects. The description is the first impression.
Instead of writing a long description with lists of requirements, try taking a different approach. Talk more about what you can do for your candidates. By focusing on what you have to offer, you are more appealing to prospects. You are also more likely to receive highly skilled applicants who can be selective about where they work.
Don't be afraid to add a little personality to your job listings. When prospects see that your listing stands out from the rest, they may find it more appealing.
These days, everyone is tech-centred. You can use that to your advantage. As you research employees, turn to the internet and social media for help. Social media profiles can tell you a great deal about a person.
While you shouldn't forego the background check, you can rely on social media to give you some insight into a candidate. There are some legal issues with basing your hiring decision on someone's social media activity. However, it can be a good starting point. If you had doubts about an individual, their social media activity could validate those doubts.
On the other hand, social media activity could put some of your doubts to rest. It might make you confident enough to hire the right prospect for the job.
You shouldn't only base your hiring decision on skill. Although it's important that a candidate meets a position's requirement, it's equally important that they have the right personality.
Your employees work together as a team. If you hire someone with the wrong personality, there's no going back. It could throw your team off. And unlike skills, personalities are not learnable. You can't change someone's personality.
As you're hiring, think about the person's personality traits. How would it help or hurt them on a day-to-day basis? For example, is a customer service representative prospect charismatic? If not, they might not have what it takes to keep your customers happy.
As you might expect, the interview process is one of the keys to a successful hire. However, many businesses have a poor interview process. They tend to focus too much on other issues. At times, interviewers are too rushed and do not notice some red flags.
Instead of focusing on issues like coachability and motivation, interviewers tend to focus on skills. But this can be your downfall. You should think about how well a prospective employee might perform under your guidance.
You should also let your interviewees ask you questions. In addition to satisfying their curiosity, you can also learn more about them. You can find out what matters to them and whether or not they might be a good fit.
More than anything, it's important to be honest during the interview process. You don't want to make false promises or portray your company in a false light. If you want happy employees that get the job done, be completely honest about things.
One of the biggest mistakes employers make is to try to handle the hiring process on their own. Although you might feel the pressure to handle everything alone, you don't need to. When you work with us at Aloha International Employment.
An employment agency allows you to go through the hiring process with ease. Instead of struggling to find applicants, someone else does all the work for you. You can focus more of your time on running your business, and less of your time stressing about the hiring process.
Making the right hire can be the difference between business success and failure. Contact us today for more information on working together.


Have personal access to the vast wealth of knowledge from Joe Thambu Shuseki Shihan and Aikido Shudokan International Senior Instructors.
Draw upon the Honbu Dojo's over 35 years operation experience and the wider Aikido Shudokan International community's experiences and get support in running and growing your dojo.
Be a part of a large world-wide and close-knit Aikido organisation sharing the same values to promote what we all believe in. Gain easy access the full-time live-in student programs at various dojos globally.
There are many more reasons for becoming a member dojo of Aikido Shudokan International but the best thing to do is to meet us and find out in person what we are about.
Find out if there are any seminars being run near you by Joe Thambu Shuseki Shihan or one of the Senior Instructors. If you haven't been to one before, the training and how the seminar is conducted will give you a good idea of our values.
Make personal contact with Joe Thambu Shuseki Shihan or one of the Senior Instructors so they can get to know you.
When you have decided that you are interested in becoming a member dojo of Aikido Shudokan International, send an e-mail to asi@aikidoshudokan.com, introducing yourself, the name of the Senior Instructor you have been in contact with, your martial arts history and why you would like to become a member dojo.


Company: Gro Intelligence Location: Nairobi, Nairobi County, Kenya State: Nairobi Job type: Full-Time Job category: IT/Telecom Jobs in Kenya Gro Intelligence has developed the world's most extensive agriculture data platform….
Company: Gro Intelligence Location: Nairobi, Nairobi County, Kenya State: Nairobi Job type: Full-Time Job category: Graduates Jobs in Kenya Gro Intelligence has developed the world's most extensive agriculture data platform….
Grants Officer The African Centre for Technology Studies (ACTS) is a pioneering development research think tank on harnessing applications of science, technology and innovation policies for sustainable development in Africa….


A Levittown woman who pistol-whipped her former roommate while her boyfriend and another man ransacked the victim's apartment was sentenced today to serve 27 months to five years in state prison.
Tara Shiplee, 40, said nothing as Bucks County Common Pleas Court Judge Wallace H. Bateman Jr. accepted her negotiated guilty plea to charges of aggravated assault, burglary, conspiracy, theft, terroristic threats and possessing an instrument of crime.
Shiplee admitted forcing her way into the victim's unit in the Park Avenue Apartments in Bensalem on Dec. 26. The woman told police she had opened her door when she heard the doorbell, thinking her father was dropping off her children, only to have Shiplee and her accomplices push their way in.
When Shiplee pointed a small, silver handgun at the victim's face and threatened to shoot her if she did not cooperate, the woman panicked and tried to run. Shiplee stopped her, grabbing the victim by the hair, throwing her to the floor and pistol-whipping her in the head with what turned out to be a BB gun.
The burglars stole a number of gift cards, a large flat-screen TV, an iPhone 6, a Firestick TV streaming device and prescription slips for Xanax and Adderall, valued at an estimated $1,400. On their way out, the victim told police, Shiplee looked her in the eye and threatened to kill her if she called police.
"I'm guessing this was something that scared this lady quite a bit," Bateman told Shiplee.
Also sentenced for his role in the burglary, as well as two industrial burglaries elsewhere, was Shiplee's boyfriend, Christopher Hannah, with whom she has a 6-year-old daughter.
Bateman sentenced Hannah, 37, of Levittown, to serve 11 ½ to 23 months in the Bucks County Correctional Facility for the Dec. 26 burglary. Hannah also received a concurrent six to 23 months for twice burglarizing Penn Life Sciences in Falls Township.
On Jan. 14, Hannah and an accomplice, David Carr Jr., stole building material items valued at more than $27,000 from the business. A week later, they returned and were in the process of stealing $12,000 worth of copper wire when police arrived and arrested them.
Hannah pleaded guilty to three counts of burglary, as well as conspiracy, theft, simple assault, terroristic threats and recklessly endangering another person. Carr has pleaded guilty and is awaiting sentencing.
Hannah is responsible for paying $27,000 in restitution for the industrial burglaries, while he and Shiplee will share $1,330 in restitution owed to Shiplee's former roommate. Carr is expected to be responsible for sharing the restitution payments once he is sentenced.
Shiplee and Hannah also were placed on seven years of concurrent probation each, and were ordered to have no contact with the victims.
Both sentences resulted from plea negotiations between Deputy District Attorney Edward M. Louka, Deputy Public Defender Christine C. Cregar, who represented Shiplee, and defense attorney Charles D. Jonas, who represented Hannah.
The cases were investigated by the Bensalem Township and Falls Township Police Departments.


text:
Q: use of Definite article
 The above is a screenshot of Collins Cobuild dictionary explaining the word 'runway'. What bothers me is the definite articles in phrase "the runway is the long strip". Why can't it be just " the runway is a long strip" or "a runway is a long strip" ?
Kindly help.
Thanks in advance.

A: Once you establish the setting of an airport, it is correct and natural to use definite noun phrases for anything commonly found at an airport, such as
the runway
the control tower
the entrance
the exit
the parking lot
the flight attendant lounge
the fence around the airport
This is because most airports have these things, just like most houses have front doors, walls, stairs, gardens/yards, etc.
As for the long strip of ground with a hard surface, this is also something that the reader can be expected to be able to "identify." For instance if you are looking at an airport from the sky, it's pretty easy to identify it. You could even use the hard surface, but by using a hard surface the sentence is not concerned with whether you can "identify" which hard surface it is; in this case it is similar to saying "any hard surface." On the other hand, you could use a long of ground with a hard surface,  but it sounds better to be more definite when, um, defining something.
Note that the sentence says  "an aeroplane" because most airports service more than one aeroplane. Here an is similar to one.


MEDIA REPORTS from Northern Ireland over the last week have been about the sectarian Orange bigots marching at Drumcree and in Belfast. But a different kind of march took place there last Saturday which didn't receive any media coverage in Britain. It gave a glimpse of the alternative to sectarianism.
Around 100 people marched in solidarity with 24 airport security workers-Catholic and Protestant-who were sacked last month for daring to strike against poverty wages. These low paid workers have now started 24-hour pickets outside Belfast International Airport.
The dispute has brought together Catholic and Protestant workers who usually wouldn't speak to each other during July-the highpoint of the Orange marching season-except to trade insults. The International Consultants on Targeted Security sacked the workers after claiming their strike against low pay was illegal under the anti trade union laws.
Disgracefully, officials in the workers' TGWU union repudiated the action and informed the bosses that it was illegal. This was despite previously giving workers a legal go-ahead for the action.
The TGWU official Den Fearney offered the union's full support at the march rally. He acknowledged that workers were angry at the way the union had treated them.
TGWU general secretary Bill Morris also says the union is behind the workers. TGWU leaders now need to put those words into action and throw the union's considerable resources into building solidarity for the dispute.
Send donations and messages of support to Gordon McNeill, 25 Summerfield Street, Ballymena BT43 7DP, or phone 07719 574 338.


**NO FORWARD CHAIN****SPACIOUS ACCOMMODATION****LARGE KITCHEN/BREAKFAST ROOM****TWO FURTHER RECEPTION ROOMS****UNDER FLOOR HEATING ON GROUND FLOOR****SOLAR PANELS** DESCRIPTION Offered for sale with no forward chain, this 3 bedroom detached house must be viewed to appreciate the space it has to offer. The property is approached by a gated driveway, which is gravelled and side access to both sides of the house. The entrance hall opens onto the large kitchen/diner, which spans the length of the house and offers plenty of storage with fitted wall and base units, and a range of fitted appliances including a fridge/freezer, dishwasher, and Rangemaster oven. There is a study which overlooks the front aspect, which can also be used as a dining room. Carrying on through the property there is a large utility room with fitted base units, the boiler and airing cupboard. To the rear of the property is the spacious sitting room, with patio doors opening onto the rear garden. There is also a focal fireplace which offers potential to install a woodburner or reinstate as an open fire. Upstairs, there are three large bedrooms, with the master bedroom providing an en suite shower room and fitted wardrobes. There are two further double bedrooms, both with fitted wardrobes. The family bathroom suite comprises a panelled bath, corner shower, vanity unit hand wash basin and a low level WC. The rear garden, which is mainly laid to lawn, overlooks fields to the rear. Early viewing is highly recommended.
LOCATION: Kings Stag is a small village which has a pub, and a petrol station with a small shop for essentials. The nearest town is Sturminster Newton which is approximately 6 miles away. In Sturminster Newton, there are a wide range of Shops, a Primary School and a Secondary School, Church, Medical Centre and Health Clinic, NHS Dentist, Private Dentist and a modern Leisure Centre. The Exchange is an award winning multi-purpose building offering a community/arts centre. Coarse fishing in the River Stour. Blandford 9 miles, Sherborne 12, Yeovil 17, Dorchester 20, Bournemouth and the South Coast 27 miles. Gillingham 10 miles has a mainline railway station. The A30 is 8 miles and the A303 approximately15 miles.


text:
Q: Infinite Factorization Power Series of $\sin(x)$ My teacher has given us a rather long problem and the last part is stumping me. How would one go about factoring the power series of sin(x)? Where:
p(x) = x - $\frac{x^{3}}{3!}$ + $\frac{x^{5}}{5!}$ - $\frac{x^{7}}{7!}$ ...
Better expressed as:
p(x) = $\sum_1^\infty (-1)^{n+1} * \frac{x^{2n-1}}{(2n-1)!}$
The exact phrasing of the last question is:
Use the roots to give an infinite factorization of p(x).

Where in a previous step of the problem, I have already figured out the roots to be -$\pi$, 0, and $\pi$.

A: When you [completely] factor a normal (finite) polynomial $p(x)$, you get an expression that looks like
$$
p(x) = c\prod_{i = 1}^n(x - a_i)
$$
for some $a_i$ and $c$ in your field (here it would be $\Bbb{C}$ or $\Bbb{R}$). For a normal polynomial, this product is always finite because the number of roots of your polynomial is always less than or equal to the degree of the polynomial (equal if you're working in an algebraically closed field); however, $\sin x$ isn't a polynomial (or at least a finite polynomial), and it has infinitely many roots: $\sin k\pi = 0$ for all $k\in\Bbb{Z}$. However, this gives us an idea of a "factorization" for $\sin x$ as a product of its roots:
$$
\sin x "=" c \prod_{k\in\Bbb{Z}} (x - k\pi),
$$
where the $c$ is some constant to be determined. You might guess that this constant is just going to be $1$, because you know
$$
\sin x = x - \frac{x^3}{3!} + \frac{x^5}{5!} + \ldots,
$$
and if you start to "multiply" out the terms in the product, you'll wind up with $cx$ as the first term. In fact, $c = 1$ turns out to be the right choice. So we have
$$
\sin x "=" \prod_{k\in\Bbb{Z}} (x - k\pi).
$$
If we're clever, we can also see that the polynomial $1 - \frac{x^2}{k^2\pi^2}$ is $0$ when $x = \pm k\pi$, and the product of such things along with another $x$ seems to give the proper terms for the $\sin x$ power series, so we might actually have
$$
\sin x "=" x\prod_{k = 1}^{\infty}\left(1 - \frac{x^2}{k^2\pi^2}\right),
$$
which turns out to be the case (although a lot more analysis is required to rigorously prove that this formula is true).

A: I show here the method used by Euler.

*

*Initial Identities:
Euler showed that
\begin{eqnarray}
 \frac{\sin z}{z} = \prod_{k=1}^{\infty} \left ( 1 - \frac{z}{k^2 \, \pi^2} \right )
\end{eqnarray}
He started by considering his formula
\begin{eqnarray}
 e^z = \lim_{n \to \infty} \left ( 1 + \frac{z}{n} \right )^n,
\end{eqnarray}
and the substitution of $z$ by $\mathrm{i} z$, so
\begin{eqnarray}
 e^{\mathrm{i} z} = \lim_{n \to \infty}
  \left ( 1 + \frac{\mathrm{i} z}{n} \right )^n
\end{eqnarray}
Then from using this in the identity,
\begin{eqnarray}
 \sin z = \frac{e^{i z} - e^{-i z}}{2 \mathrm{i}}
\end{eqnarray}
he found
\begin{eqnarray}
 \sin z =
 \lim_{n \to \infty} \frac{ \left ( 1 + \frac{iz}{n} \right )^n
  - \left ( 1 - \frac{i z}{n} \right )^n }{2 \mathrm{i}}.
\end{eqnarray}
The key idea of Euler here was the factorization of this
binomial as presented in the next section.

*

*Factorization using roots of unity
Assume $n= 2 p + 1$. The roots of the equation
\begin{eqnarray}
 T^n -1 = 0
\end{eqnarray}
are
\begin{eqnarray}
 T_r = e^{\frac{2 \pi r \mathrm{i}}{n}}, \quad (r=0, \pm 1, \pm2, \cdots
  \pm p ).
\end{eqnarray}
One of the roots is $T_0=1$, while the other roots come in conjugate
pairs, leading to the second degree polynomial
\begin{eqnarray}
 (T - e^{\frac{2 \, \pi \mathrm{i}}{n}})
 (T - e^{-\frac{2 \, \pi \mathrm{i}}{n}} )
 = T^2 - 2 \, T \cos \left ( \frac{2 r \pi}{n} \right ) + 1
 \quad r=1,2, \cdots p,
\end{eqnarray}
so the polynomial $T^n -1$ can be factored out as
\begin{eqnarray}
 T^n -1 = (T-1) \prod_{k=1}^{p} \left [ T^2 - 2 T \cos \left (
  \frac{2 k \pi}{n} \right ) + 1  \right ]   \quad    (1)  .
\end{eqnarray}
Next we make the substitution $T=X/Y$ and clear fractions to get
\begin{eqnarray}
 X^n - Y^n = (X-Y) \prod_{k=1}^{p}
  \left [ X^2 - 2 X Y \cos \left (
   \frac{2 \, k \pi}{n} \right ) + Y^2 \right ]
\end{eqnarray}
We now we do one more substitution. This is
\begin{eqnarray}
 X = 1 + \frac{iz}{n}, \quad \quad Y = 1 - \frac{iz}{n}
\end{eqnarray}
and after defining
\begin{eqnarray}
 q_n(z) = \frac{ \left ( 1 + \frac{iz}{n} \right )^n
  - \left ( 1 - \frac{i z}{n} \right )^n }{2 \mathrm{i} z}.
\end{eqnarray}
and using $X-Y= 2 \mathrm{i} z/n$, we find
\begin{eqnarray}
\label{qnz}
 q_n(z) &=& \frac{1}{n} \prod_{k=1}^{p} \left [
  \left ( 1 + \frac{iz}{n} \right )^2 -
  2 \left ( 1 + \frac{iz}{n} \right ) \left ( 1 - \frac{iz}{n} \right )
  \cos \left ( \frac{2 k \pi}{n} \right ) +
  \left ( 1 - \frac{iz}{n} \right )^2  \right ] \nonumber \\
  &=&  \frac{1}{n} \prod_{k=1}^{p} \left (
   2  - \frac{2 z^2}{n^2} - 2 \left ( 1 + \frac{z^2}{n^2} \right )
    \cos \frac{2 k \pi}{n} \right ) \nonumber \\
  &=&  \frac{1}{n} \prod_{k=1}^{p} 2 \left (
   1  - \frac{ z^2}{n^2} -  \left ( 1 + \frac{z^2}{n^2} \right )
    \cos \frac{2 k \pi}{n} \right ) \nonumber \\
  &=&  \frac{1}{n} \prod_{k=1}^{p} 2 \left [
   \left ( 1  - \cos \frac{2 k \pi}{n}  \right )
   - \frac{z^2}{n^2} \left ( 1 + \cos \frac{2 k \pi}{n} \right ) \right ] \nonumber \\
  &=&  \frac{1}{n} \prod_{k=1}^{p} 2
   \left ( 1  - \cos \frac{2 k \pi}{n}  \right ) \left [
    1  - \frac{z^2}{n^2}
    \frac{ 1 + \cos \frac{2 k \pi}{n}} {1 - \cos \frac{2 k \pi}{n}}  \right ] \quad (2)
\end{eqnarray}
Now, from equation (1)  we see that
\begin{eqnarray}
 \frac{T^n -1}{T-1} = \prod_{k=1}^{p} \left [ T^2 - 2 T \cos \left (
  \frac{2 k \pi}{n} \right ) + 1  \right ].
\end{eqnarray}
On the other hand we know the trivial identity
\begin{eqnarray}
 \frac{T^n -1}{T-1} = 1 + T + T^2 + \cdots + T^{n-1}
\end{eqnarray}
Therefore
\begin{eqnarray}
 \lim_{T \to 1}\frac{T^n -1}{T-1} = \prod_{k=1}^{p} \left [ 2 - 2  \cos \left (
  \frac{2 k \pi}{n} \right )   \right ] = n
\end{eqnarray}
so equation~\ref{qnz} simplifies to
\begin{eqnarray}
 q_n(z) &=& \prod_{k=1}^{p} \left (
    1 - \frac{z^2}{n^2} \;
    \frac{ 1 + \cos \frac{2 k \pi}{n}} {1 - \cos \frac{2 k \pi}{n^2}}  \right )  \quad (3) .
\end{eqnarray}
We know that
\begin{eqnarray}
 \lim_{n \to \infty} q_n(z) = \frac{\sin z}{z}.
\end{eqnarray}
We now should find the limit as $n \to \infty$ in equation (3).
Euler assumed that the limit could go inside the product sign. We have the following
calculus identities (easily derived from Taylor expansion of the cosine function)
\begin{eqnarray}
\label{identu0}
 \lim_{u \to 0} \frac{1 - \cos a u}{a^2 u^2} &=& \frac{1}{2}  \nonumber \\
 \lim_{u \to 0}  \left ( 1 + \cos a \, u \right ) &=& 2  .
\end{eqnarray}
By choosing $a= 2 k \pi$ and $u=1/n$ in the first identity above we find
\begin{eqnarray}
 \lim_{n \to \infty} n^2 \, \left ( 1 - \cos \frac{2 k \pi}{n} \right ) &=& 2 k^2 \pi^2.
\end{eqnarray}
so
\begin{eqnarray}
\label{qnz3}
 \lim_{n \to \infty }q_n(z) =
 \prod_{k=1}^{p} \left ( 1 - \frac{2 z^2}{2 k^2 \pi^2} \right ) =
 \prod_{k=1}^{p} \left (  1 - \frac{z^2}{k^2 \pi^2}  \right ).
\end{eqnarray}
Therefore
\begin{eqnarray}
 \frac{\sin z}{z} = \prod_{k=1}^{\infty} \left (  1 - \frac{z^2}{k^2 \pi^2}  \right )  \quad (4).
\end{eqnarray}

*

*Discussion
The materialization of this idea took Euler him more  than 10 years of work.
Euler thought about the infinite series as extensions of polynomials where
the roots can be used to factorize them. If this is true, then it is natural
to think that
\begin{eqnarray}
 \sin z = z \left ( 1- \frac{z}{\pi} \right ) \left ( 1 - \frac{z}{2 \pi} \right )
 \cdots  \left ( 1-\frac{z}{k \pi} \right ) \cdots \nonumber \\
   \left ( 1- \frac{z}{-\pi} \right ) \left ( 1 - \frac{z}{-2 \pi} \right )
    \cdots \left ( 1-\frac{z}{-k \pi} \right ) \cdots
\end{eqnarray}
where $\sin z$ vanishes at each $z= \pm k \, \pi$, $k=0,1, \cdots $. Then by grouping
each factor with that where its root has the opposite sign, he found
\begin{eqnarray}
 \sin z = z \left ( 1- \frac{z^2}{\pi^2} \right ) \left ( 1 - \frac{z^2}{2^2 \pi^2} \right )
 \cdots  \left ( 1-\frac{z^2}{k^2 \pi^2} \right ) \cdots \nonumber \\
\end{eqnarray}
which coincides with (4).
However he got many objections. For example

*

*How does he knows that the order of the factorization
does not matter in the infinite.

*Are those the only complex roots of $\sin z$?,

*$\sin s/s$ and $e^s \sin s/s$ have the same roots, but clearly can not be factored
with the same formula.
Euler was encouraged by the fact that his formula checked out fine for some particular
values found before by Newton and Leibniz's. Also he evaluated the Zeta function
$\zeta(2)=\pi^2/6$ and matched with good accuracy.
The point of convergence is not addressed here. Is there a radius of convergence
(as in infinite series)?
In the proof presented here, still we can not guarantee that the limit can be interchanged
with the $\prod$ sign. That is, is the limit of the product equal to the product of the limits?
That this could be done was proved at a much later time by Weierstrass who generalized
Euler's result with his theorem, that entire functions can be represented by a product
involving their zeroes and in addition, every sequence tending to infinity has an
associated entire functions with zeroes at precisely the points of that sequence
(see Wikerstrass factorization theorem'').
Reference: https://books.google.com/books?id=CYyKTREGYd0C