Job Description Novartis is seeking an actuarial expert and consultant with broad industry experience who can lead internal cross-functional teams in the development and execution of a variety of strategic and actuarial activities designed to support broad and profitable reimbursement of Novartis medications and represent Novartis in external customer-facing exchanges with their actuarial staff. This role is to be located in East Hanover, NJ and will be filled at a level commensurate with experience.
Under minimal supervision, provide both strategic and technical leadership on multiple US commercial and HEOR/medical teams in order to support the regulatory, reimbursement and commercial success of compounds in the US across various commercial and government payers and intermediaries (e.g., PBM s and health plans).
Evaluate the potential impact of the evolving US health care landscape (e.g., new legislation) on Novartis and our US customer s business from an actuarial lens.
Drive the development of financial-based claims analysis and tools in order to prospectively simulate profitability analyses undertaken by commercial and Part D plans relative to Novartis therapeutic classes/drugs and retrospectively evaluate the performance of benefit design options on Novartis products, for example.
Provide strategic insights on the development of real world evidence strategies and the translation of HEOR budget impact and cost-offset models into each customer business segment s value language for Novartis products.
Provide actuarial strategic guidance and recommendations regarding the annual Part D bid submission process, revenue/profitability analysis for various product pricing and contracting scenarios and innovative market approaches (e.g., risk sharing approaches) to maximize product access and profitability for Novartis products.
Provide strategic support for the development of compelling Novartis pipeline and inline product value propositions from an actuary/underwriter lens.
Develop and drive cross-functional training on the role, value-language and influence of an actuary with respect to commercialization and market access for Novartis drugs and the level of evidence required to inform formulary decisions.
Drive and lead peer-to-peer actuary discussions with Novartis customers with respect to all phases of drug development (pre-launch, launch and post-launch).
Manage work across a matrix organization and influencing without authority.
Ensure customer perspective is fully integrated into all deliverables.
Brief all levels of management on key topics and leverage their support for success.
Minimum of 5 years of significant experience in the healthcare field (at a PBM/health plan or as a consulting actuary).
Two years of Medicare Advantage bid experience.
Proven performance of key actuarial functions including new product pricing, evaluation of the impact of new legislation, flexible benefit consulting, and special projects.
Track record of past recommendations adopted on pricing, drug formulary and benefit design, marketing, product design, claims, premium and enrollment administration of business unit.
Strong understanding of the evolving US health care marketplace and working knowledge of the dynamics be-tween US pharmaceutical companies and payers.
Proven ability to build and lead highly productive cross-functional relationships and teams internally and externally within a matrixed and resource-constrained environment.
Proven ability to translate clinical trial information into economic models.
Project management expertise with recent experience leading large projects/organizations.
Strong organizational skills and ability to prioritize across competing agendas while managing stakeholders needs.
Proven track record of being an effective, open, available and transparent communicator.
Ability to travel (U.S. and Europe; 25% annually).
Current/previous direct role or consulting role on a P&T or VAC (Value Assessment Committee).
Documented experience in claims based financial analysis (pharmacy and medical), provider network contracting, benefit design analysis, analysis on the impact of new legislation and evaluation of new drugs.
A well-established network within the health care actuary community.


Two months ago, I wrote about a new offering, Wind River Helix Lab Cloud, which we introduced as a preview to offer a cloud-based solution that enables makers to access hardware targets in a very different way than the traditional method of sourcing physical boards.
I want to take this opportunity to share with you what I consider to be the fundamentals of Lab Cloud.
Why Lab Cloud? At some point in the development lifecycle of your project you need to have access to hardware – whatever you want to do, like prototype something, develop or test an application, validate an update, etc,. The challenge you may find could be issues like boards not being available yet, or not being at the right level of revision, you might simply have too few, or the boards aren't easy to work with so you need to get expert help, not counting the possible hardware failures. In Lab Cloud, we virtualize the boards and make them available in the cloud, so you have access anytime from anywhere. We also load them with runtime software, so they are ready to be used for application software, out-of-the box. By the way, you can access multiple instances of the board as well as different boards.
What are the key benefits I can expect? Access and collaboration are the obvious values you see immediately. You can instantly grab a board with a pre-configured software stack, ready for you to use. You can share your workspace with other users. You can collaborate live, online in the same session, with your fellow colleagues or friends. You will experience some neat features as well, like recording a session for you to replay later, clone the boards, and take snapshots of the system for archiving of future use. If you are the kind of engineer who is eager to expand our lab, the published Web APIs will let you express your creativity – you can integrate the lab with other cloud tools or software. If you are already a Simics customer, you will enjoy the capability to upload your current Simics models in the cloud, making your assets available to whomever you want and under your control.
What is the business model? We want everyone to benefit from Lab Cloud, therefore we have a free version available to all. For corporate users we have enterprise accounts that unleash the potential of what a cloud-based lab can offer. In the enterprise account, what you pay for is the service to use the Lab Cloud, you are not paying for each individual board that is available. Similar to a streaming music model where you pay for time of use and not the individual songs. For about $2 per hour for an enterprise account, you can access and use whatever boards you have in the lab.
What's next? We are going to upload and make more virtual boards available to users frequently, so keep visiting Lab Cloud. We are planning to introduce new services as well, all aiming at helping engineers in the creation of software based electronics systems.
Don't wait, create your free account here: https://lab.cloud.windriver.com and please share your feedback! This lab is here for you, so if you want to see additional or different virtual boards, different pre-configured software stacks, or just have an idea of a new feature or service for the lab, don't hesitate to contact us.


to encapsulate ourselves in home.
denied us and await repercussions.
some say there are vineyards, some say war.
Alan Elyshevitz is a poet and short story writer from East Norriton, PA. His collection of stories, The Widows and Orphans Fund, was published by Stephen F. Austin State University Press. In addition, he has published three poetry chapbooks, most recently Imaginary Planet (Cervena Barva). He is a two-time recipient of a fellowship in fiction writing from the Pennsylvania Council on the Arts. Currently he teaches writing at the Community College of Philadelphia. He believes that poetry remains the most effective and incisive way to express human emotions and the complexity of the human condition.
I seldom take the change.
for little hands wanting a purse full of treasures.
her voice stretches to meet the wind.
we're transferred through words to the lake.
the sea. From here, how many miles?
drying in the barn. Hair matted in the plastic brush.
in a neighborhood from which I've strayed.
would never grow into blissful confusion.
becoming sweeter with each bite.
Courtney Elizabeth Justus is a sophomore at Trinity University. Her work has been published in Eunoia Review and Arsenic Lobster. She loves acting, playing the piano, and searching for her next favorite novel. She can be found atcjustuswriterintro.blogspot.com andcjustusbookrecommendations.blogspot.com.
I don't forget myself, I know my Bible.
I try and do right by those who mock me.
imagining the angels up there by the ceiling.
I keep my blue spotted dress over my knees.
be trouble ahead, whiskey and worse.
like that one song, the quiet one.
Mercedes Lawry has published poetry in such journals as Poetry, Nimrod, Prairie Schooner, Poetry East, Natural Bridge, and others. Thrice-nominated for a Pushcart Prize, she's published two chapbooks, most recently "Happy Darkness". She's also published short fiction, essays and stories and poems for children and lives in Seattle.
Robert Okaji lives in Texas with his wife and two dogs. His work has appeared in Mockingheart Review,Hermeneutic Chaos,Eclectica and elsewhere, and his chapbook If Your Matter Could Reform was Dink Press's first publication in its National Poetry Month series. More of his poetry can be found at his blog,www.robertokaji.com.


Welcome to the Finance Department at Tynan Mitsubishi where we not only have the best range of new and quality used vehicles but we can also help with all your finance needs. Here you can use our online form to get a quick and accurate response on financing your next vehicle.
Phone (02) 8545 8888 or contact us via our enquiry form with your needs (if you would like an application form, please advise as to the information you require), or, if you prefer, drop in to your nearest Tynan Financial Services branch.


In brief: The Human Rights Commission of Pakistan (HRCP) is a non-governmental organisation acting countrywide in Pakistan aiming at promoting human rights and trying to prevent their violation.
Annual report "State of Human Rights", other reports on specific topics (women and children rights, education, prison, elections, democracy and human rights violations).
Covered monthly on ecoi.net, for Pakistan.
To work for the ratification and implementation of the Universal Declaration of Human Rights and of other related Charters, Covenants, Protocols, Resolutions, Recommendations and internationally adopted norms by Pakistan.
To promote research and studies in the field of human rights and to mobilize public opinion in favor of accepted norms through all available media and forums, and other activities like holding conventions and publishing reports to further the cause.
To cooperate with and aid national and international groups, organisations and individuals engaged in the promotion of human rights and to participate in meetings and conferences on human rights at home and abroad.
English. Some publications are also available in Urdu.
All links accessed 21 August 2015.


Gene variation increases risk of Schizophrenia (psychiatrymattters.md) - it was reported today that "Researchers have found evidence to suggest that the 3' genomic region of the D2 dopamine receptor (DRD2) gene may convey an increased risk of developing schizophrenia.
While the DRD2 gene has been considered a relevant candidate gene in schizophrenia development, results still remain unclear due to differences in findings between linkage analyses and association studies, observe Caroline Dubertret (H��pital Louis Mourier, Colombes, France) and colleagues."
I have a brother who is schizophrenic. I have learned that my father, and his three uncles were schizphrenic. I would like to be genetically tested even though I do not appear to have the disease. Where can this be done.


text:
En l'escalada utilitzant una corda dinàmica, el factor de caiguda () és la relació de l'alçada () des de la que un escalador cau abans que la corda de l'escalador comenci a estirar-se i la longitud de la corda () disponible per absorbir l'energia de la caiguda,

És el principal factor que determina la violència de les forces que actuen sobre l'escalador i l'engranatge.

Com a exemple numèric, considereu una caiguda de 10 metres que es produeix amb 5 metres de corda fora (és a dir, l'escalador no ha col·locat cap protecció i cau des de 5 metres per sobre de l'assegurador fins a 10 peus per sota, una caiguda de factor 2). Aquesta caiguda produeix molta més força sobre l'escalador i l'equip que si s'hagués produït una caiguda similar de 10 metres a 50 metres per sobre de l'assegurador. En aquest últim cas (un factor de caiguda de 0,2), la corda actua com una goma elàstica més gran i més llarga, i el seu estirament dissipa l'energia de la caiguda de manera més eficaç.

Magnitud dels factors de caiguda
El factor de caiguda més petit possible és zero. Això passa, per exemple, quan s'escala de segon.

Quan l'escalada s'inicia des del terra, el factor de caiguda màxim possible és 1, ja que en una caiguda més gran l'escalador tocaria a terra.

Una caiguda pot tenir un factor de com a molt 2. Això només pot passar quan l'escalador no té cap protecció des de l'última reunió. Tan bon punt l'escalador té alguna protecció per sobre de l'assegurament el factor de caiguda baixa per sota de 2.

En les caigudes que es produeixen en una via ferrada, els factors de caiguda poden ser molt més alts. Això és possible perquè la longitud de la corda entre l'arnès i el mosquetó és curta i fixa, mentre que la distància que pot caure l'escalador depèn dels espais entre els punts d'ancoratge del cable de seguretat. Per aquesta raó s'utilitzen dissipador d'energia per a la seva pràctica.

Força d'impacte
La força d'impacte es defineix com la tensió màxima de la corda quan cau un escalador. Primer enunciarem una equació per a aquesta quantitat i descriurem la seva interpretació, i després mostrem la seva derivació i com es pot posar en una forma més convenient.

Equació de la força d'impacte i la seva interpretació
Quan es modela la corda com un oscil·lador harmònic sense amortir, la força d'impacte  a la corda ve donada per:

on  és el pes de l'escalador,  és l'alçada de la caiguda i  és la constant elàstica de la corda que intervé en la caiguda.

Veurem a continuació que en variar l'alçada de la caiguda mantenint el factor de caiguda fix, la quantitat  es manté constant.

Hi ha dos factors de dos implicats en la interpretació d'aquesta equació. En primer lloc, la força màxima sobre la peça superior de protecció és d'aproximadament , ja que la protecció actua com una politja simple. També podem observar que fins i tot quan el factor de la caiguda es  la força aplicada a l'ancoratge serà  (de manera que la força màxima sobre la peça superior sigui aproximadament ). Això es deu al fet que una caiguda de factor zero és sobre una corda sense tensió que s'estira. El valor mitjà de la tensió durant un cicle complet d'oscil·lació harmònica serà , de manera que la tensió circularà entre  i .

Deducció de l'equació
Conservació de l'energia a l'allargament màxim de la corda  dona

La força màxima sobre l'escalador és . És convenient expressar les coses en termes del mòdul elàstic  que és una propietat del material del qual està construïda la corda. Aquí  és la longitud de la corda i  la seva àrea de secció transversal. La solució de la quadràtica dona

A part de les propietats fixes del sistema, aquesta forma de l'equació mostra que la força d'impacte depèn només del factor de caiguda.

Utilitzant el model d'oscil·lador harmònic per obtenir la força d'impacte de cordes d'escalada reals en funció de l'alçada de caiguda  i el pes de l'escalador mg, cal conèixer el valor experimental de E d'una corda determinada. Tanmateix, els fabricants de cordes donen només la força d'impacte de la corda F0 i els seus allargaments estàtics i dinàmics que es mesuren en condicions de caiguda estàndard UIAA (). L'ús d'aquests valors per eliminar la quantitat desconeguda E condueix a una expressió de la força d'impacte en funció de les altures de caiguda arbitràries , els factors de caiguda arbitràries  i la gravetat arbitrària  de la forma:

Tingueu en compte que mantenir  de la derivació de l'equació basada en la prova UIAA a la fórmula anterior  assegura que la transformació continuarà essent vàlida per a diferents camps de gravetat, com sobre un pendent que fa menys de 90 graus amb l'horitzontal. Aquest senzill model d'oscil·lador harmònic sense amortiment d'una corda, però, no descriu correctament tot el procés de caiguda de les cordes reals. Les mesures precises del comportament d'una corda d'escalada durant tota la caiguda es poden explicar si l'oscil·lador harmònic sense amortiment es complementa amb un terme no lineal fins a la força d'impacte màxima i, a continuació, a prop de la força màxima de la corda, la fricció interna en s'afegeix la corda que assegura la ràpida relaxació de la corda fins a la seva posició de repòs.

Effecte de fricció
Quan la corda s'enganxa en diversos mosquetons entre l'escalador i l'assegurador, es produeix un tipus addicional de fricció, l'anomenada fricció seca entre la corda i, en particular, l'últim mosquetó retallat. La fricció "Dry" (és a dir, una força de fricció que és independent de la velocitat) condueix a una longitud efectiva de la corda més petita que la longitud disponible L i, per tant, augmenta la força d'impacte.

Referències

Enllaços externs

Escalada
Mecànica

redpajama_set_name: RedPajamaWikipedia


text:
Frontier Secure
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Frontier Communications Reports 2018 Second Quarter Results
Total revenue of $2.16 billion
Continued progress toward improving subscriber trends, offset by typical summer seasonality
Successfully concluded the $350 million synergy program on schedule
Next phase of transformation initiatives target $500 million EBITDA benefit by year-end 2020
Net loss of $18 million
Adjusted EBITDA1 of $884 million
NORWALK, Conn.--(BUSINESS WIRE)-- Frontier Communications Corporation (NASDAQ:FTR) today reported financial results for the second quarter ended June 30, 2018.
"We continued to make further progress in the second quarter with the key initiatives that we have underway across the company," said Dan McCarthy, President and CEO. "We are pleased to have maintained good subscriber momentum despite facing typical second-quarter seasonal headwinds. Underlying trends should continue improving in the latter half of this year, once summer seasonality is behind us. I am also pleased that our efforts in Commercial have begun to drive improved revenue trends."
"We successfully concluded our $350 million synergy program in the second quarter," said McCarthy. "We have begun our next phase of corporate transformation, which entails both revenue enhancement and productivity improvement initiatives with targeted EBITDA benefits of $500 million by year-end 2020. The entire Frontier team remains focused on enhancing the customer experience, achieving further improvements in churn and subscriber trends, maintaining strong cash flow, strengthening the balance sheet, and improving shareholder value."
1 See "Non-GAAP Measures" for a description of this measure and its calculation. See Schedule A for a reconciliation to net income/(loss).
Consolidated Results
Consolidated revenue for the second quarter 2018 was $2.16 billion. Within consolidated revenue, consumer revenue was $1.10 billion, commercial revenue was $970 million, and subsidy and other regulatory revenue was $97 million.
Net loss for the second quarter of 2018 was $18 million. Net loss for the second quarter attributable to common shares was $72 million, for a diluted net loss per common share of $0.92. Adjusted EBITDA totaled $884 million, for an adjusted EBITDA margin2 of 40.9%.
The Company successfully completed its program to attain $350 million in annualized cost synergies in the second quarter, in line with its stated target.
For the second quarter of 2018, net cash provided from operating activities was $672 million and operating free cash flow3 was $351 million. Over the four-quarter period ending June 30, 2018, net cash provided from operating activities was $1,944 million and operating free cash flow was $721 million.
Consumer Business Highlights
Revenue of $1.10 billion.
Customer churn of 1.95% (1.76% for Legacy and 2.25% for CTF operations) reflected the impact of summer seasonality.
Average Revenue Per Customer (ARPC) of $85.28 ($83.17 excluding adoption of ASC 606, stable sequentially).
Commercial Business Highlights
Revenue of $970 million.
Total commercial customers of 430,000 compared to 441,000 during the first quarter of 2018.
Wholesale revenue was stable sequentially, and the trend in SME revenue improved sequentially.
2 See Note 1, above. Adjusted EBITDA margin is a non-GAAP measure of performance, calculated as adjusted EBITDA, divided by total revenue. See "Non-GAAP Measures" for a description of this measure and its calculation. See Schedule A for a reconciliation to net loss.
3 Operating free cash flow is a non-GAAP measure of liquidity derived from net cash provided from operating activities. See "Non-GAAP Measures" for a description of this measure and its calculation and Schedules A for a reconciliation to net cash provided from operating activities.
Capital Structure and Capital Allocation
As of June 30, 2018, Frontier's leverage ratio was 4.70:1.
Frontier remains committed to reducing debt and improving its financial leverage profile.
Frontier purchased $48 million principal amount of its 2018 senior unsecured notes on the open market during the second quarter of 2018.
On July 3, 2018 Frontier added $240 million to its existing Term Loan B facility maturing June 15, 2024. Proceeds were used to repay the entire $228 million of the CoBank senior term loan maturing October 24, 2019 and $6 million of the CoBank senior term loan maturing October 12, 2021.
Frontier's 11.125% Mandatory Convertible Preferred Stock converted into shares of Frontier common stock on June 29, 2018. The mandatory conversion increased common shares outstanding by 25.5 million, resulting in total common shares outstanding of 105.8 million as of June 30, 2018.
Guidance for 2018 remains unchanged.
Adjusted EBITDA – Approximately $3.6 billion
Capital expenditures – $1.0 billion to $1.15 billion
Cash taxes – Less than $25 million
Cash pension/OPEB – Approximately $150 million
Cash interest expense – Approximately $1.5 billion for the full year; third quarter cash interest payments of approximately $600 million
Operating free cash flow – Approximately $800 million
Frontier uses certain non-GAAP financial measures in evaluating its performance, including EBITDA, EBITDA margin, adjusted EBITDA, adjusted EBITDA margin, operating free cash flow, and adjusted operating expenses, each of which is described below. Management uses these non-GAAP financial measures internally to (i) assist in analyzing Frontier's underlying financial performance from period to period, (ii) analyze and evaluate strategic and operational decisions, (iii) establish criteria for compensation decisions, and (iv) assist in the understanding of Frontier's ability to generate cash flow and, as a result, to plan for future capital and operational decisions. Management believes that the presentation of these non-GAAP financial measures provides useful information to investors regarding Frontier's financial condition and results of operations because these measures, when used in conjunction with related GAAP financial measures (i) provide a more comprehensive view of Frontier's core operations and ability to generate cash flow, (ii) provide investors with the financial analytical framework upon which management bases financial, operational, compensation, and planning decisions and (iii) present measurements that investors and rating agencies have indicated to management are useful to them in assessing Frontier and its results of operations.
A reconciliation of these measures to the most comparable financial measures calculated and presented in accordance with GAAP is included in the accompanying tables. These non-GAAP financial measures are not measures of financial performance or liquidity under GAAP, nor are they alternatives to GAAP measures and they may not be comparable to similarly titled measures of other companies.
EBITDA is defined as net income (loss) less income tax expense (benefit), interest expense, investment and other income, pension settlement costs, gains/losses on extinguishment of debt, and depreciation and amortization. EBITDA margin is calculated by dividing EBITDA by total revenue.
Adjusted EBITDA is defined as EBITDA, as described above, adjusted to exclude acquisition and integration costs, certain pension/OPEB expenses, restructuring costs and other charges, stock-based compensation expense, goodwill impairment charges, and certain other non-recurring items including work stoppage costs. Adjusted EBITDA margin is calculated by dividing adjusted EBITDA by total revenue.
Management uses EBITDA, EBITDA margin, adjusted EBITDA and adjusted EBITDA margin to assist it in comparing performance from period to period and as measures of operational performance. Management believes that these non-GAAP measures provide useful information for investors in evaluating Frontier's operational performance from period to period because they exclude depreciation and amortization expenses related to investments made in prior periods and are determined without regard to capital structure or investment activities. By excluding capital expenditures, debt repayments and dividends, among other factors, these non-GAAP financial measures have certain shortcomings. Management compensates for these shortcomings by utilizing these non-GAAP financial measures in conjunction with the comparable GAAP financial measures.
Adjusted net income (loss) attributable to Frontier common shareholders is defined as net income (loss) attributable to Frontier common shareholders and excludes acquisition and integration costs, restructuring costs and other charges, pension settlement costs, goodwill impairment charges, certain income tax items and the income tax effect of these items, and certain other non-recurring items including work stoppage costs. Adjusting for these items allows investors to better understand and analyze Frontier's financial performance over the periods presented.
Management defines operating free cash flow, a non-GAAP measure, as net cash provided from operating activities less capital expenditures. Management uses operating free cash flow to assist it in comparing liquidity from period to period and to obtain a more comprehensive view of Frontier's core operations and ability to generate cash flow. Management believes that this non-GAAP measure is useful to investors in evaluating cash available to service debt and pay dividends. This non-GAAP financial measure has certain shortcomings; it does not represent the residual cash flow available for discretionary expenditures, as items such as debt repayments and preferred stock dividends are not deducted in determining such measure. Management compensates for these shortcomings by utilizing this non-GAAP financial measure in conjunction with the comparable GAAP financial measure.
Adjusted operating expenses is defined as operating expenses adjusted to exclude depreciation and amortization, acquisition and integration costs, restructuring and other charges, goodwill impairment charges, certain pension/OPEB expenses, stock-based compensation expense, and certain other non-recurring items including work stoppage costs. Investors have indicated that this non-GAAP measure is useful in evaluating Frontier's performance.
The information in this press release should be read in conjunction with the financial statements and footnotes contained in Frontier's documents filed with the U.S. Securities and Exchange Commission.
Conference Call and Webcast
Frontier will host a conference call today at 4:30 P.M. Eastern time. In connection with the conference call and as a convenience to investors, Frontier furnished today, under cover of a Current Report on Form 8-K, additional materials regarding second quarter 2018 results. The conference call will be webcast and may be accessed in the Webcasts & Presentations section of Frontier's Investor Relations website at www.frontier.com/ir.
A telephonic replay of the conference call will be available from 7:30 P.M. Eastern Time on Tuesday, July 31, 2018, through 7:30 P.M. Eastern Time on Sunday, August 5, 2018 at 888-203-1112. Use the passcode 3090153 to access the replay. A webcast replay of the call will be available at www.frontier.com/ir.
Frontier Communications Corporation (NASDAQ: FTR) is a leader in providing communications services to urban, suburban, and rural communities in 29 states. Frontier offers a variety of services to residential customers over its fiber-optic and copper networks, including video, high-speed internet, advanced voice, and Frontier Secure® digital protection solutions. Frontier Business offers communications solutions to small, medium, and enterprise businesses. More information about Frontier is available at www.frontier.com.
This earnings release contains "forward-looking statements," related to future events. Forward-looking statements address Frontier's expected future business, financial performance, and financial condition, and contain words such as "expect," "anticipate," "intend," "plan," "believe," "seek," "see," "may," "will," "would," or "target." Forward-looking statements by their nature address matters that are, to different degrees, uncertain. For Frontier, particular uncertainties that could cause actual results to be materially different than those expressed in such forward-looking statements include: competition from cable, wireless and wireline carriers, satellite, and OTT companies, and the risk that Frontier will not respond on a timely or profitable basis; Frontier's ability to successfully adjust to changes in the communications industry, including the effects of technological changes and competition on its capital expenditures, products and service offerings; declines in revenue from Frontier's voice services, switched and non-switched access and video and data services that it cannot stabilize or offset with increases in revenue from other products and services; Frontier's ability to successfully implement strategic initiatives, including opportunities to enhance revenue and realize operational improvements; risks related to disruptions in Frontier's networks, infrastructure and information technology that may result in customer loss and/or incurrence of additional expenses; Frontier's ability to retain or attract new customers and to maintain relationships with customers, employees or suppliers; Frontier's ability to realize anticipated benefits from recent acquisitions; Frontier's ability to successfully introduce new product offerings; Frontier's ability to dispose of certain assets or asset groups on terms that are attractive to Frontier, or at all; the effects of governmental legislation and regulation on Frontier's business; the impact of regulatory, investigative and legal proceedings and legal compliance risks; government infrastructure projects that impact capital expenditures; continued reductions in switched access revenue as a result of regulation, competition or technology substitutions; the effects of changes in the availability of federal and state universal service funding or other subsidies to Frontier and its competitors; Frontier's ability to meet its remaining CAF II funding obligations on a timely basis and the risk of penalties or obligations to return certain CAF II funds; Frontier's ability to effectively manage service quality and meet mandated service quality metrics;; the effects of changes in accounting policies or practices, including potential future impairment charges with respect to intangible assets;; the effects of increased medical expenses and pension and postemployment expenses; the effects of changes in income tax rates, tax laws, regulations or rulings, or federal or state tax assessments; Frontier's ability to successfully renegotiate union contracts; changes in pension plan assumptions, interest rates, discount rates, regulatory rules and/or the value of Frontier's pension plan assets, which could require Frontier to make increased contributions to its pension plans; Frontier's ability to effectively manage its operations, operating expenses, capital expenditures, debt service requirements and cash paid for income taxes and liquidity; adverse changes in the credit markets, which could impact the availability and cost of financing; adverse changes in the ratings given to Frontier's debt securities by nationally accredited ratings organizations;; covenants in Frontier's indentures and credit agreements that may limit Frontier's operational and financial flexibility as well as its ability to access the capital markets in the future; the effects of state regulatory cash management practices that could limit Frontier's ability to transfer cash among its subsidiaries or dividend funds up to the parent company; the effects of changes in both general and local economic conditions in the markets that Frontier serves; Frontier's ability to hire or retain key personnel; the effects of severe weather events or other natural or man-made disasters, which may increase operating and capital expenses or adversely impact customer revenue; the impact of potential information technology or data security breaches or other disruptions; and the risks and other factors contained in Frontier's filings with the U.S. Securities and Exchange Commission, including its reports on Forms 10-K and 10-Q. These risks and uncertainties may cause actual future results to be materially different than those expressed in such forward-looking statements. Frontier has no obligation to update or revise these forward-looking statements and does not undertake to do so.
Frontier Communications Corporation
Consolidated Financial Data
For the quarter ended For the six months ended
($ in millions and shares in thousands, except per share amounts) June 30, 2018 (1) March 31, 2018 (1) June 30, 2017 June 30, 2018 (1) June 30, 2017
Statement of Operations Data
Revenue $ 2,162 $ 2,199 $ 2,304 $ 4,361 $ 4,660
Network access expenses 369 372 408 741 819
Network related expenses 478 483 477 (2) 961 970 (2)
Selling, general and administrative expenses 460 469 531 (2) 929 1,073 (2)
Depreciation and amortization 486 505 552 991 1,131
Goodwill impairment - - 670 - 670
Acquisition and integration costs - - 12 - 14
Restructuring costs and other charges 2 4 29 6 41
Total operating expenses 1,795 1,833 2,679 (2) 3,628 4,718 (2)
Operating income (loss) 367 366 (375) (2) 733 (58) (2)
Investment and other income (loss), net 5 8 - (2) 13 - (2)
Pension settlement costs 25 - 19 25 62
Gain (Loss) on extinguishment of debt - 33 (90) 33 (90)
Interest expense 385 374 388 759 776
Income (loss) before income taxes (38) 33 (872) (5) (986)
Income tax expense (benefit) (20) 13 (210) (7) (249)
Net income (2)
Less: Income attributable to the noncontrolling
interest in a partnership
Net Income (loss) (18) 20 (662) 2 (737)
Less: Dividends on preferred stock 54 53 53 107 107
Net loss attributable to Frontier
common shareholders $ (72) $ (33) $ (715) $ (105) $ (844)
Weighted average shares outstanding - basic (3) 78,026 77,416 77,795 77,685 77,679
Weighted average shares outstanding - diluted (3) 78,026 77,416 77,951 77,685 77,835
Basic net loss per common share $ (0.92) $ (0.44) $ (9.20) $ (1.35) $ (10.88)
Diluted net loss per common share $ (0.92) $ (0.44) $ (9.21) $ (1.35) $ (10.89)
Other Financial Data:
Capital expenditures - Business operations $ 321 $ 297 $ 263 $ 618 $ 578
Capital expenditures - Integration activities $ - $ - $ 4 $ - $ 5
Dividends declared - Common stock $ - $ - $ 48 $ - $ 172
Dividends declared - Preferred stock $ 54 $ 53 $ 53 $ 107 $ 107
(1) We adopted Accounting Standard Update 2014-09, "Revenue from Contracts with Customers (ASC 606)" on January 1, 2018, using the modified retrospective application. This method does not impact the prior periods, which continue to reflect the accounting treatment prior to the adoption of ASC 606. As a result, for items that were affected by our adoption of ASC 606, financial results of periods prior to January 1, 2018 are not comparable to the current period financial results. To provide comparability to our results, we provide a supplemental schedule (see Schedule D) which contains certain financial information on a pre adoption of ASC 606 basis.
(2) Effective January 1, 2018, Frontier adopted ASU 2017-07, "Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost." The standard requires certain benefit costs to be reclassified from operating expenses to non-operating expenses. This change in policy was applied using a retrospective approach and accordingly we have reclassified $0 and $3 million of net operating expenses as non-operating expense for the three and six months ended June 30, 2017, respectively. Additional pension settlement costs of $19 million and $62 million for the three and six months ended June 30, 2017, respectively, were reclassified from operating expense to non-operating expense.
(3) As of June 30, 2018, there were 106 million of common shares outstanding and 0 shares of preferred stock.
June 30, 2018 (1) March 31, 2018 (1) June 30, 2017 June 30, 2018 (1) June 30, 2017
Selected Statement of Operations Data
Data and internet services $ 973 $ 985 $ 974 ((2 )) $ 1,958 $ 1,967 ((2 ))
Voice services 682 702 724 1,384 1,475
Video services 270 280 329 550 676
Other 140 135 79 275 147
Customer revenue 2,065 2,102 2,106 ((2 )) 4,167 4,265 ((2 ))
Subsidy and other regulatory revenue 97 97 198 194 395
Total revenue $ 2,162 $ 2,199 $ 2,304 ((2 )) $ 4,361 $ 4,660 ((2 ))
Consumer $ 1,095 $ 1,128 $ 1,124 $ 2,223 $ 2,288
Commercial 970 974 982 ((2 )) 1,944 1,977 ((2 ))
(2) Includes revenue from Frontier Secure Strategic Partnerships business, which was sold in May of 2017, of $15 million and $40 million for the three and six months ended June 30, 2017, respectively.
Consolidated Financial and Operating Data
June 30, 2018 March 31, 2018 June 30, 2017 June 30, 2018 June 30, 2017
Customers (in thousands) 4,667 4,765 5,058 4,667 5,058
Consumer customer metrics
Net customer additions/(losses) (86 ) (74 ) (151 ) (160 ) (306 )
Average monthly consumer
revenue per customer $ 85.28
Customer monthly churn 1.95 % 1.94 % 2.24 % 1.94 % 2.31 %
Commercial customer metrics
Customers (in thousands) 430 441 473 430 473
Broadband subscriber metrics (in thousands)
Broadband subscribers 3,863 3,895 4,063 3,863 4,063
Net subscriber additions/(losses) (32 ) (43 ) (100 ) (75 ) (208 )
Video (excl. DISH) subscriber metrics (in thousands)
Video subscribers 902 934 1,007 902 1,007
Net subscriber additions/(losses) (32 ) (28 ) (58 ) (60 ) (138 )
Video - DISH subscriber metrics (in thousands)
DISH subscribers 219 227 254 219 254
Net subscriber additions/(losses) (8 ) (8 ) (12 ) (16 ) (20 )
Employees 21,718 22,081 23,924 21,718 23,924
June 30, 2018 December 31, 2017
Cash and cash equivalents $ 384 $ 362
Accounts receivable, net 751 819
Total current assets 1,428 1,323
Property, plant and equipment, net 14,282 14,377
Other assets - principally goodwill 9,020 9,184
Long-term debt due within one year $ 1,228 $ 656
Accounts payable and other current liabilities 1,828 1,852
Deferred income taxes and other liabilities 3,064 3,132
Long-term debt 16,209 16,970
Equity 2,401 2,274
Total liabilities and equity $ 24,730 $ 24,884
Consolidated Cash Flow Data
For the six months ended
Cash flows provided from (used by) operating activities:
Net income (loss) $ 2 $ (737)
Adjustments to reconcile net loss to net cash provided from
(used by) operating activities:
Depreciation and amortization 991 1,131
(Gain) loss on extinguishment of debt (33) 90
Pension settlement costs 25 62
Stock-based compensation expense 9 6
Amortization of deferred financing costs 17 17
Other adjustments (20) (4)
Deferred income taxes (9) (254)
Goodwill impairment - 670
Change in accounts receivable 37 151
Change in accounts payable and other liabilities (72) (253)
Change in other current assets (24) (50)
Net cash provided from operating activities 923 829
Cash flows provided from (used by) investing activities:
Capital expenditures - Business operations (618) (578)
Capital expenditures - Integration activities - (5)
Proceeds on sale of assets 11 94
Other (10) 5
Net cash used by investing activities (617) (484)
Cash flows provided from (used by) financing activities:
Proceeds from long-term debt borrowings 1,600 1,500
Long-term debt payments (1,714) (1,576)
Financing costs paid (39) (15)
Premium paid to retire debt (17) (80)
Dividends paid on common stock - (172)
Dividends paid on preferred stock (53) (107)
Capital lease obligation payments (17) (25)
Other (8) (5)
Net cash provided used by financing activities (248) (480)
Increase/(Decrease) in cash, cash equivalents, and restricted cash 58 (135)
Cash, cash equivalents, and restricted cash at January 1, 376 522
Cash, cash equivalents, and restricted cash at June 30, $ 434 $ 387
Cash paid (received) during the period for:
Interest $ 716 $ 797
Income tax payments (refunds), net $ 5 $ (3)
Reconciliation of Non-GAAP Financial Measures
Net income (loss) $ (18) $ 20 $ (662) $ 2 $ (737)
Add back (subtract):
Investment and other (income) loss, net (5) (8) - (13) -
(Gain) Loss on extinguishment of debt - (33) 90 (33) 90
Operating income (loss) 367 366 (375) 733 (58)
EBITDA 853 871 177 1,724 1,073
Pension/OPEB expense 23 22 25 45 47
Stock-based compensation expense 5 4 3 9 6
Work stoppage costs 1 7 - 8 -
Adjusted EBITDA $ 884 $ 908 $ 916 $ 1,792 $ 1,851
EBITDA margin 39.5% 39.6% 7.7% 39.5% 23.0%
Adjusted EBITDA margin 40.9% 41.3% 39.8% 41.1% 39.7%
Net cash provided from operating activities $ 672 $ 251 $ 529 $ 923 $ 829
Capital expenditures - Business operations (321) (297) (263) (618) (578)
Capital expenditures - Integration - - (4) - (5)
Operating free cash flow $ 351 $ (46) $ 262 $ 305 $ 246
SCHEDULE B
For the quarter ended
June 30, 2018 March 31, 2018 June 30, 2017
($ in millions, except per share amounts)
(Loss)
Basic Earnings
(Loss) Per
Net loss attributable to
Frontier common shareholders $ (72) $ (0.92) $ (33) $ (0.44) $ (715) $ (9.20)
Acquisition and integration costs - - 12
Restructuring costs and other charges 2 4 29
Pension settlement costs 25 - 19
(Gain) Loss on extinguishment of debt - (33) 90
Goodwill impairment - - 670
Work stoppage costs 1 7 -
Certain other tax items (1) (12) 4 4
Income tax effect on above items:
Acquisition and integration costs - - (4)
Restructuring costs and other charges - (1) (11)
Pension settlement costs (6) - (8)
(Gain) Loss on extinguishment of debt - 9 (33)
Goodwill impairment - - (138)
Work stoppage costs - (2) -
10 0.12 (12) (0.15) 630 8.10
Adjusted net loss attributable to
Frontier common shareholders(2) $ (62) $ (0.80) $ (45) $ (0.58) $ (85) $ (1.10)
Frontier common shareholders $ (105) $ (1.35) $ (844) $ (10.88)
Acquisition and integration costs - 14
Restructuring costs and other charges 6 41
Work stoppage costs 8 -
Certain other tax items (1) (8) 5
Acquisition and integration costs - (5)
Restructuring costs and other charges (1) (15)
Pension settlement costs (6) (23)
(Gain) Loss on extinguishment of debt 9 (33)
Goodwill impairment - (138)
Work stoppage costs (2) -
(2) (0.03) 668 8.60
Frontier common shareholders(2) $ (107) $ (1.38) $ (176) $ (2.28)
(1) Includes impact arising from federal research and development credits, changes in certain deferred tax balances, state tax law changes, state filing method change, and the net impact of uncertain tax positions.
(2) Adjusted net income (loss) attributable to Frontier common shareholders may not sum due to rounding.
Adjusted Operating Expenses
Total operating expenses $ 1,795 $ 1,833 $ 2,679 (1) $ 3,628 $ 4,718 (1)
Acquisition and integration
costs - - 12 - 14
Pension/OPEB expense 23 22 25 (1) 45 47 (1)
Adjusted operating expenses $ 1,278 $ 1,291 $ 1,388 $ 2,569 $ 2,809
SCHEDULE D
Comparability Disclaimer:
We adopted Accounting Standard Update 2014-09, "Revenue from Contracts with Customers (ASC 606)" on January 1, 2018, using the modified retrospective application. This method does not impact the prior periods, which continue to reflect the accounting treatment prior to the adoption of ASC 606. As a result, for items that were affected by our adoption of ASC 606, financial results of periods prior to January 1, 2018 are not comparable to the current period financial results. To provide comparability to our results, we provide the following supplemental schedule which contains certain financial information on a pre-adoption of ASC 606 basis.
As reported Amounts Excluding Adoption of ASC 606
For the three months ended For the three months ended
($ in millions) June 30, 2018 March 31, 2018 June 30, 2018 March 31, 2018
Data and Internet services $ 973 $ 985 $ 948 $ 942
Voice services 682 702 648 670
Video services 270 280 297 309
Other 140 135 86 85
Revenue from contracts with customers 2,065 2,102 1,979 2,006
Subsidy and other regulatory revenue 97 97 181 187
Total revenue $ 2,162 $ 2,199 $ 2,160 $ 2,193
Other Revenue Data
Consumer $ 1,095 $ 1,128 $ 1,068 $ 1,089
Commercial 970 974 911 917
Revenue from contracts
June 30, 2018 March 31, 2018 June 30, 2018 March 31, 2018
Revenue $ 2,162 $ 2,199 $ 2,160 $ 2,193
Network access expenses 369 372 366 369
Network related expenses 478 483 478 483
Selling, general and administrative expenses 460 469 469 473
Restructuring costs and other charges 2 4 2 4
Total operating expenses 1,795 1,833 1,801 1,834
Operating income (loss) 367 366 359 359
Investment and other income (loss), net 5 8 5 8
Pension settlement costs 25 - 25 -
Gain on extinguishment of debt - 33 - 33
Interest expense 385 374 385 374
Income (loss) before income taxes (38) 33 (46) 26
Income tax expense (benefit) (20) 13 (22) 12
Net Income (loss) (18) 20 (24) 14
Less: Dividends on preferred stock 54 53 54 53
common shareholders $ (72) $ (33) $ (78) $ (39)
Consumer ARPC $ 85.28 $ 86.21 $ 83.17 $ 83.26
Luke Szymczak, 203-614-5044
VP, Investor Relations
luke.szymczak@ftr.com
Brigid Smith, 203-614-5042
AVP, Corporate Communications
brigid.smith@ftr.com
Source: Frontier Communications Corporation
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redpajama_set_name: RedPajamaCommonCrawl


text:
Digital revolution 'a strategic crisis' for banks
By Francesca Krakue
Leaders of several fintech groups have said the "significant friction" that exists within the traditional banking and finance system has made it "ripe for disruption" from technological companies.
Speaking at the third annual Fintech Summit held in Sydney earlier this week, the managing director and CEO of peer-to-peer lender SocietyOne, Jason Yetton, stressed that now, more than ever, banks are ripe for digital disruption by new and upcoming fintech businesses.
According to Mr Yetton, the Australian banking system is exhibiting many of the factors that frequently lead to disruption, as outlined by Rachel Botsman's theory of the "collaborative economy".
He explained: "One: complex experiences. Processes that are so complex, so time consuming and ultimately frustrating for customers. Two: Broken trust in the institution. Three: Redundant intermediaries; layers of people and processes that don't add any value to the end consumers. Four: Limited access to goods or services that are out of the reach of many people, either due to physical barriers such as price, or availability."
He added: "There is significant friction embedded in the system that is ripe for disruption."
As such, Mr Yetton said he believes today's customers want, and "rightly expect", a better deal.
Likewise, Clayton Howes, co-founder of personal loans lender MoneyME added: "Millennials are increasingly disillusioned by traditional bureaucratic institutions, and until they fundamentally change that problem, we've got an absolute crack at this for the next 10 years."
SocietyOne's Mr Yetton suggested that fintechs are thus uniquely placed to potentially shrink the role and relevance of today's banks.
"Digital technology provides the opportunity for incumbents to create better, faster, cheaper services through partnerships, through alliances and through equity positions that make them an even more essential part of everyday life for Australians," he said.
"Digital revolution is a strategic crisis for the banks, and it's different to the global financial crisis, but it's a crisis nonetheless."
Automated investment service Stockspot also warned that banks are on the backfoot with technological innovation, as its founder and CEO Chris Brycki highlighted that when it comes to keeping up with the rapid development of fintechs, "banks have the financial means but maybe not the cultural capacity".
He said: "I think banks consistently come up against the hurdle of messaging and internal conflict when they look at launching these businesses, and they can't quite work out where they fit, and therefore how they can actually make the most out of their existing customer base."
Damien Vasta, managing director of mobile payment technology company Sniip, went so far to suggest that banks are handicapped in terms of innovation due to their bureaucratic responsibilities and focus on creating and maintaining their brand.
"Everything that banks design to try and make life easier for their customers is to only apply to their customers and attract customers to their brand," Mr Vasta said.
"I think that's where we compete with banks in that we have got one single purpose. Start-ups don't intend to be all things to all people, but to do one thing really, really well.
"The banks don't just do one thing really well, they offer a gamut of services designed for only their customers," he concluded.
[Related: Risk-averse banks holding fintech back: report]
Francesca Krakue
Last Updated: 24 November 2016 Published: 18 November 2016
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text:
Items U.S. Treasury, Wall Street.
U.S. Treasury, Wall Street.
Hegger
Image ID G91F199_028B
Robert N. Dennis collection of stereoscopic views
Stereoscopic views of government and public buildings in New York City.
Additional title: New York City Views.
Hegger (Publisher)
Date Issued: 1880 (Approximate)
Shelf locator: MFY Dennis Coll 91-F199
Government facilities -- New York (State) -- New York
Manhattan (New York, N.Y.)
Wall Street (New York, N.Y.)
United States. Dept. of the Treasury -- Buildings -- New York (State) -- New York
Content: Includes views by Anthony, Hegger, and unidentified photographers and publishers.
Content: Robert Dennis Collection of Stereoscopic Views.
Content: Title devised by cataloger.
Content: Views of government and public buildings: 7th Ave. Arsenal, 8th Regiment Arsenal, Customs House, Hall of Records, Jefferson Market Courthouse, New York Courthouse, the U.S. Treasury. Some views duplicated.
Albumen prints
Universal Unique Identifier (UUID): 20728080-c558-012f-b9b6-58d385a7bc34
1850: Created (Approximate)
The Miriam and Ira D. Wallach Division of Art, Prints and Photographs: Photography Collection, The New York Public Library. "U.S. Treasury, Wall Street." The New York Public Library Digital Collections. 1850 - 1930. http://digitalcollections.nypl.org/items/510d47e0-196b-a3d9-e040-e00a18064a99
The Miriam and Ira D. Wallach Division of Art, Prints and Photographs: Photography Collection, The New York Public Library. "U.S. Treasury, Wall Street." New York Public Library Digital Collections. Accessed July 19, 2019. http://digitalcollections.nypl.org/items/510d47e0-196b-a3d9-e040-e00a18064a99
The Miriam and Ira D. Wallach Division of Art, Prints and Photographs: Photography Collection, The New York Public Library. (1850 - 1930). U.S. Treasury, Wall Street. Retrieved from http://digitalcollections.nypl.org/items/510d47e0-196b-a3d9-e040-e00a18064a99
<ref name=NYPL>{{cite web | url=http://digitalcollections.nypl.org/items/510d47e0-196b-a3d9-e040-e00a18064a99 | title= (still image) U.S. Treasury, Wall Street., (1850 - 1930) }} |author=Digital Collections, The New York Public Library |accessdate=July 19, 2019 |publisher=The New York Public Library, Astor, Lennox, and Tilden Foundation}}</ref>


text:
UC Davis Postdoctoral Scholars Association
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Dr. Jelle Hellings baking oliebollen, a Dutch pastry typically enjoyed during New Years Eve
Postdoc Spotlight: Jelle Hellings
by Adewale Osipitan
Dr. Jelle Hellings is a third-year postdoc working in the Exploratory Systems Lab of Prof. Sadoghi, Department of Computer Science. In this spotlight, he shares a bit about his research, background, future plans, and personal life.
My research is centered around the foundations of data management, with a specific interest in the underlying theory and implementation of high-performance large-scale data management systems. My research has a strong theoretical and algorithmic focus, e.g., the study of lower-bounds on the complexity of problems, finding efficient methods to solve problems that deal with large-scale data sets, and so on.
Currently, I work on the theory and techniques underlying resilient large-scale data management systems that can deal with failures (e.g., due to hardware crashes, software bugs, or malicious behavior). Previously, I worked on various aspects of querying graph data, temporal data, and other forms of unstructured data.
Professional Journey
My journey toward computer science had many detours. When I finished high school in the Netherlands, I had little interest left in further studies and ended up with a gap year working at a cable company. After that, I majored in physics and mathematics, only to find out that that choice did not fit. Hence, I followed a reorientation program and ended up choosing for computer science at the Eindhoven University of Technology, still in the Netherlands.
The switch to computer science turned out to be a great choice: I finished my bachelor and master in five years. Furthermore, my master project-during which I developed methods to construct index structures for very large tree data sets-turned into my first publication at a top venue. As I enjoyed the research for my master project, I decided to continue in research. While looking for places to do so, I got in touch with a database theory research group in Hasselt, Belgium. After finishing my master, I moved to Belgium and started my PhD research as an assistant, a position that involves a high teaching load of around 6 courses per year. My work there primarily focused on the theoretical foundations of data management with a particular focus on graph data and other forms of unstructured data.
In the last stages of my PhD research, I started looking around for new challenges and directions. At that point, I came in contact with prof. Sadoghi at UC Davis, whom was steering his own research into the direction of resilient data management. This new adventure turned out to be a successful endeavor that already resulted in several research publications and a recently-published textbook.
I plan to stay in academics as I love both teaching and research. As such, I am currently in the middle of some serious job searching for a good tenure-track position. Research-wise, there are plenty of open problems in resilient data management to work on in the short term. In the long term, I plan to further delve into the complexities of large-scale processing of graph data, while keeping my eyes open for new directions in data management.
Since 2018, I have been living in Davis-a rather calm life. When I am not working, you can often find me in my kitchen, as I love baking and cooking. Been doing good on that front, as friends and colleagues seem to enjoy my pies and other concoctions. Especially my Kruimelvlaai (a pudding-filled pie with crumb topping from the Netherlands), Dutch apple pie, quiches, and pizzas seem to leave an impression. I will include my Kruimelvlaai recipe below (feel free to contact me for the other recipes).
Besides my work in the kitchen, I also enjoy hanging out with friends (even though that is a bit harder right now), taking walks with friends, bike around, and watching films. I also used to attend the various public events that were typically going on and frequently visited the farmers market for fresh vegetables. Finally, I sometimes play videogames such as StarCraft II.
Kruimelvlaai Recipe
Mix two eggs, 100 g sugar, vanilla extract, and 50 mL milk. Add 70 g all-purpose flour and mix. Bring 500 mL milk to a boil. When boiling, add the egg-mixture. Mix well and keep stirring. Let the pudding simmer for 5 min while stirring. Rapidly cool the pudding, e.g., by putting the pudding in a cold-water bath. Keep stirring initially while cooling to prevent burning at the bottom of the pot. Cover the pot and store in the fridge when done.
Pie crust dough
Mix 200 g all-purpose flour, 100 g dark brown sugar, 80 g butter, some baking powder, ground cinnamon, and salt together. When properly mixed, add 50 mL milk and mix and knead the result together until you have a single solid mass. If the dough is too sticky, add some flour. If the dough is too dry, add some milk. Keep the dough and ingredients cool to ease working with it. When done, cover the dough and store in the fridge.
Do not kneed! Mix 130 g granulated sugar together with vanilla extract. Next, cut 125 g butter into very small pieces and mix together with the sugar. Finally, add 150 g all-purpose flour and mix together with forks until you have a crumble/sand-like result. Do not overwork the mixture (we do not want a dough). Cool the product shortly (e.g., in a freezer) if parts become too sticky.
Assembling the pie
I use a 28 cm springform baking pan. In these forms, it is usually easier to do the bottom and sides separately and I use around 40% of the crust dough for the sides and the rest for the bottom. In traditional pie pans, you can also roll out the crust dough in one piece and fill the pan. Grease the baking pan with some oil and flour to prevent sticking.
After placing the crust, fill the crust with the pudding (should be cool and sturdy by now). Use a spoon to gently distribute the pudding evenly. Add the layer of crumbs (for best results: try to distribute evenly without rearranging). If the sides are too high, then gently push them downward. Bake the pie in a pre-heated oven, 350 °F for 40 min (baking times vary based on oven, hence, check!). For optimal taste, the pie really needs to cool down and settle. Hence, cool the pie down for at-least 8 h (e..g, in the fridge).
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On a day to day basis, I am responsible for Man and Van Carshalton. My working hours are from 8.00 am to 8.00pm and thus any call made between these hours is attended to immediately. I am able to reach you within 19 minutes after your call but this is highly determined by your location as well as the present condition of traffic.
I offer my services at very affordable rates of £30 per hour. The minimum booking period is usually 2 hrs. I transport both single items as well as large loads using my van. It is important to note that Man and Van Carshalton only accept cash payments.
I always keep my van clean and well equipped to ensure 100% reliability. Some of the items I always have in my van include trolleys and blankets. The van has an 18 cubic metres capacity which allows it to transport goods weighing about one thousand kilograms.
Additionally, the van is insured which assures my clients of high standards of safety. I also take it upon myself to service my van on a regular interval. Other than that, I help in the loading of the van to ensure safe transportation of the goods.
Through a medium sized van, I transport my clients' belongings safely to any location within Carshalton and London. I also assist my clients with the loading and offloading of their goods to and from the van. However, I always insist that my clients have to do the packing and disassembling of furniture themselves in order to avoid any form of damage to the goods.
Who are Man and Van Carshalton customers?
Most of the times the people who request for my services want help in transporting small loads around London and its environs. My typical clients include individuals who need help in moving personal property from one location to another within London. I also have helped small businesses move equipment such as printers, machinery, documents and also students with few possessions.
Man and Van Carshalton use a unique and innovative technology known as the Geo-location system. This system allows my customers to locate the nearest Man and Van location through our Website. The Geo-location system offers two ways to find and contact the nearest Man and Van.
This option is completely automatic in that when the customer surf the Man and Van Carshalton website, they are requested to give the website consent to identify their present location. The Geo-location system locates and connects the driver who is nearest to the customer. Any customer within Carshalton gets connected to me.
For customers who do not want their location identified, the manual allocation option is available for them. The customer only has to surf the borough page (e.g. South London) and go through the place list provided in the website. The customer is required to choose the place and a contact link appears to help you connect with the driver without the help of the Geo-location system.
My charge start at the time when I reach to your place.
I ask you to remain with me for the duration of service.


text:
Claudi Mamercí o Mamertí (en llatí Claudius Mamertinus) va ser un alt funcionari i un escriptor de panegírics romà del , amb dues obres recollides als "Panegyrici Latini".

La primera, Claudii Mamertini Panegyricus Maximiano Heraclio dictus, es va escriure el 21 d'abril del 289 i estava dedicada a Maximià. La segona, Claudii Mamertini Panegyricus Genethliaecs Maximiano Augusto dictus, es va escriure en honor de l'aniversari de l'emperador, es va escriure entre l'1 d'abril del 291 i l'1 de març del 292.

Una tercera obra sota el títol Mamertini pro Consulatu Gratiarum Actio Juliano Augusto, pertany a l'any 362 i va ser llegida a Constantinoble poc després de pujar al tron Julià l'Apòstata, per Claudi Mamercí, cònsol d'aquell any i abans Prefecte de l'Erari i prefecte d'Il·líria i segurament era una persona diferent de l'autor dels altres dos panegírics.

Referències

Claudis nous
Cònsols romans del segle IV
Oradors romans del segle III
Oradors romans del segle IV


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Showing posts with label DTAA. Show all posts
Dallas Transgender Advocates and Allies Member(DTAA) Rev. Allyson Robinson to Testify In New Hampshire
A proud moment.
DTAA's own Rev. Allyson Robinson, who is HRC's associate director of diversity will testify before a committee of New Hampshire lawmakers on House Bill 415, legislation to add gender identity and gender expression protections to the state's non-discrimination statutes.
Rev. Allyson who was sadly unable to attend our conversation with Bishop Robinson was presenting witness in Florida at a Transgender Day of Remembrance found in the video below.
HRC Back Story, DC, USA
Human Rights Campaign testifies on NH gender identity and expression bill
Today Allyson Robinson (pictured), our associate director of
diversity, will testify before a committee of New Hampshire lawmakers
on House Bill 415, legislation to add gender identity and gender
expression protections to the state's non-discrimination statutes.
The legislation will also make additions to the state hate crimes law
to ensure that perpetrators of hate crimes against transgender people
are subject to the same extended sentencing terms as perpetrators of
hate crimes based on other prohibited bases, such as race, sex and
Allyson's testimony before the state House Judiciary Committee will
draw upon her experience not only as an LGBT advocate but as a
transgender woman with a family. Here is the full text of her
prepared testimony:
"Chairman Cote, members of the committee, thank you so much for
adding my voice to the others you're hearing today. My name is
Allyson Robinson. I work as Associate Director of Diversity for
transgender concerns with the Human Rights Campaign, America's largest
lesbian, gay, bisexual, and transgender civil rights organization, and
I'm here today to testify on behalf of HRC's over 8,600 members in New
Hampshire. But more importantly, I'm here simply as a transgender
American to lift up my voice on behalf of the thousands of transgender
New Hampshirites who are rendered voiceless by the very real and
persistent threat of discrimination and violence."
"I am able to speak out for them because I'm one of the lucky ones,
one of the privileged few in our transgender community. I have a
wife, children, family and friends who love, support, and encourage
me. I have meaningful work that allows me to preserve my sense of
human dignity, with an employer committed to evaluating me solely on
the basis of my ability to do my job. I have a roof over my head and
I enjoy three meals a day; I haven't had to violate my moral
principles to keep my family clothed, sheltered, and fed. And I'm
fortunate enough to live in a place where I can dine in a restaurant,
shop in a store, or take my children to a public playground without
fear of being kicked out or having police summoned—a place where those
basic rights are protected by the law. All of these things are
blessings most people in America take for granted, but which no
transgender person can."
"And yet despite my good fortune, I want you to know that I'm often
afraid. Like so many other transgender Americans, the faces of the
hundreds of our brothers and sisters who have lost their lives to
targeted hate violence in recent years are constantly on my mind, as
are the stories of thousands more who have suffered humiliating
discrimination. Because of this shared experience, and the lack of
legislation to protect many of us, we look at people we pass on the
street differently. We worry when we notice someone staring at us or
our families in a public place. We get scared when we hear footsteps
behind us in a parking lot. When I get home from work each night, I
hug my wife and kids tight and thank God I've made it. This is what
it's like to be a transgender person in our country today, but
together we—you—can make things better."
"This moment, this very day, is perhaps the most crucial your
transgender constituents have ever faced. The decisions you make here
today and in the days to come will determine the way of life for
future generations of transgender New Hampshirites. For some, it will
make the difference between life and death. I urge you to affirm
their basic humanity, and mine, by passing this important legislation.
HRC President Joe Solmonese also submitted a letter to Chairman Cote
and members of the House Judiciary Committee in which he wrote:
"A person's gender identity or expression has nothing to do with
their ability to be a good employee, a qualified renter, or a solid
citizen. Like existing laws prohibiting discrimination based on, for
example, national origin, gender, or sexual orientation, prohibiting
discrimination based on gender identity or expression helps ensure
that people will be judged on their merits, not on stereotypes,
misunderstanding, or bias."
"Right now, transgender people in New Hampshire simply have no
legal protection against even the most blatant and outrageous forms of
discrimination. HB 415 speaks directly to this gap in the law and
makes a clear statement that New Hampshire does not tolerate arbitrary
discrimination in any form."
"I hope that you will vote to pass this important legislation, and
that it will be enacted into law."
Visit Reverend Allyson Robinson's DTAA page
Transgender News
Posted by kelli Busey
Member Dallas Transgender Advocates and Allies (DTAA)
planetransgender
Posted by planet trans at 8:58 AM No comments:
Labels: Dallas Transgender Advocates and Allies, DTAA, HRC, Rev. Allyson Robinson
Nowhere to go: To Be Homeless & Transgender in Dallas Texas
Kelli Busey
kellibusey@yahoo.com
Dallas Transgender Advocates and Allies
http://dallastaa.ning.com/
Dallas Transgender Advocates and Allies (DTAA) and the City of Dallas TX working together to make "The Bridge" homeless shelter transgender accepting.
Dallas Texas. Dallas TX enacted Ordinances in 2002 prohibiting discrimination in housing and the workplace based on gender identity and sexual orientation. It was not until the death of a mayoral candidate and homeless transgender woman Jennifer Gale after spending a night exposed to subfreezing temperatures did it become apparent the cities homeless shelter did not house transgender people according to the transgender person's self determined gender identity. Transgender people were judged by a shelter staffer as to whether the applicant was female or male regardless of information supplied on intake. The transgender homeless person was then required to sleep, shower and use bathrooms without protection in whatever accommodation chosen by the staffer.
This condition created a unsafe environment for transgender people. Many transgender people would then refuse to stay in the cities shelter and forgo the opportunity to learn how to move from the streets to become a vital contributing member of society.
Dallas transgender Advocates and Allies invited the City to a conference in which it would conduct a gender 101 and introduce the City of Dallas to who transgender, queer and the gender diverse people are. The next step was to use the National Gay and Lesbian Task Force study "Transitioning our shelters: A guide to making homeless shelters safe for transgender people" to suggest options to make the cities shelter safe and accepting for the gender diverse.
According to DTAA member Kelli Busey "My initial reaction to this effort was that the conference was a success. The city managers who were present although dismayed by the unaccountable absence of the invited Bridge personal at the meeting, became involved and enthusiastic about the prospect of caring for our GLBT homeless population. We will be monitoring the city to insure it implements policy that will make it compliant with it's gender and sexual protective ordinances. We will also offer our assistance to the City of Dallas to conduct ongoing Gender 101 classes for Bridge employess. The need for this was made apparent at the meeting by the observation of a Dallas City manager who noted that when the Bridge was initially opened there was a concern expressed for making it GLBT accepting but "It was never followed up on."
Posted by planet trans at 4:53 AM 2 comments:
Labels: DTAA, Gender 101, The Bridge
President Obama, Bishop Robinson and Dallas Transgender Advocates and Allies (DTAA)
HRC email received 01-17-09
"Dear kelli,
Tomorrow, in one of the most humbling honors of my life, I will deliver an invocation at the first event of inauguration week.
Though many of us were deeply upset when President-elect Obama chose Proposition 8 supporter Rev. Rick Warren to speak at his inauguration, the fact that he also invited me – a proud gay man – is a hopeful sign of our president's commitment to reach out to all Americans.
Now it's up to all of us to capitalize on this moment and ensure that President-elect Obama works for equality.
Join me in asking Obama to take the next step by supporting HRC's Blueprint for Positive Change – a roadmap for LGBT equality."~Bishop V Gene Robinson
I support HRC's roadmap to equality because it is in the best interest of the entire GLBT community.
What brought bishop Robinson into this picture above with the Dallas Transgender Advocates and Allies(DTAA) is the gulf of misunderstandings and ignorance of the established church about transgender and Queer issues and sensibilities. The Dallas Black Tie inc. which was hosting Bishop Robinson and presenting him with the Elizabeth Birch Award later that evening was ironically named for a former president of HRC who is credited with saying she would "include transgender people in ENDA over her dead body" .
The Dallas Black Tie Inc. presents HRC with roughly $400,000 dollars annually from this event alone. I protest HRC for inexplicably blindsiding Queer and transgender people in a backroom deal, removing us from ENDA (HR)2015 and assenting to Congressman Frank in dividing our communities human rights movement in 2007. The words Bishop Robinson and I spoke during or conversation were often foreign and left unresolved misunderstandings. In my heart of hearts
I still beleive and have personaly witnessed in our own church's how transgender people because of our highly visible hacking, beating and shooting deaths are being used by HRC as sympathy garners and a method of raising money to party at "Gala Events".
A despicable and unchristian practice.
Yes Joe Solomese and Bishop Robinson, others have also noticed.
HRC will have to prove to me by being a loyal and trustworthy advocate over time you are a worthy ally. This is a demand, not a request and is nonnegotiable.
The fact Bishop Robinson attended the Dallas Transgender event speaks volumes of the progressive nature of our Episcopal Diosese of New Hampshire and we should give accolades to Bishop Robinson for this great achievement, however we cannot assume Queer and Transgender concerns are being voiced at the table with the same passion and equity as Gay and Lesbians are by Bishop Robinson.
I personally feel that the Transgender Community has an opportunity and an obligation to step up and let ourselves be heard NOW. We can not rely on ANY central group to secure our place in history. It is up to you and me everyday in small and large ways to be the change.
Dallas Transgender Advocates and Allies(DTAA)
Labels: Bishop Robinson, Dallas Transgender Advocates and Allies, DTAA, President Obama
George Santos performed as Drag Artist in Rio: Report


The Seat owners community managed to get a hold of some very interesting pictures. They're allegedly the first ever official photos of the 2012 Toledo.
The Toledo is a compact sedan with quite a bit of tradition for the Spanish car maker but this time round it's becoming more and more of a VW.
That can be both a good and a bad thing but in this case I reckon it's mostly looking at the second part of the deal.
I'm a firm believer in the fact that as long as a corporation owns a large number of cars the least they should be able to do is style cars their own way.
With this newest of generation, possibly the sharing of these last platforms being related, most Volkswagen products seem to look alike, particularly the low cost options like the Seat and Skoda badged cars.
2012 Seat Toledo, sounds brilliantly exciting. A car with the trepidation of a Spanish design that rides on the stable platform of a Volkswagen Jetta.
When you actually get to see these pictures and find out that the new Toledo will look quite a lot like the Skoda MissionL concept the excitement kind of wears off.
That's a shame since underneath Volkswagen will almost certainly provide a very good set of underpinnings making for a reliable and practical car.
As we await for some confirmation from Seat themselves let's hope there's still a chance of a more elaborate design in the future of the Toledo.
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After a summer dominated by volatile stock markets and mainland IPO freezes, Hong Kong's legions of equity capital markets (ECM) bankers are now facing a busier end to the year with a string of local listings either launched or in pipeline.
Last week China Huarong Asset Management and China Reinsurance started pitching Hong Kong IPOs worth up to a combined US$5bn, a sign, according to Reuters, of improving confidence in market conditions. Meanwhile, mainland companies IMAX China and Regina Miracle have enjoyed strong listing debuts in the territory.
Who are the leading ECM bankers reaping the rewards of a (tentatively) recovering market? Headhunters in Hong Kong and an investment banking consultant, speaking to us on condition of anonymity, have identified some of the leading players.
Morgan Stanley's twin rainmakers helped clinch the firm's sponsorship of both the IMAX and Regina Miracle IPOs. "The share prices for these IPOs rose on their debuts on intelligent pricing – these were huge wins for Talyor and Jamieson," says the IBD consultant. Veteran Jamieson was also one of the key bankers involved in last year's $25bn Alibaba IPO, the world's largest ever listing. Taylor is better known in his native Scotland for his personal 9.3% stake in Glasgow Rangers, one of the country's leading football clubs.
It's not often that Goldman creates an entirely new position within its hierarchy – but that's what it did for Penkin last month. Currently co-head of ex-Japan Asia, he's relocating to London in the next few months to take on the emerging markets role, but will also become chairman of Asian ECM in the process and the Asian region will be core to his new responsibilities. Penkin established his capital markets credentials at Rothschild where he rose to become UK ECM head before joining Goldman in 2006. "The fact that he's such a long-standing IPO banker means he's highly trusted. For example, he helped GS win a share of the China Huarong IPO," says the consultant.
Famous as the first Western banker to land a senior role at a mainland bank, Nicholson joined Bank of China International in 2007 and CICC five years later as co-head of international investment banking. He expanded the ECM teams at both banks, helping them to play much larger roles in the sector. Nicholson joined Nomura in March and will want to put his expansionist expertise to work at the firm, which currently ranks outside the top 10 in Asia ex-Japan ECM league tables. He is based in Hong Kong, which is hardly surprising given that he renounced his US citizenship in 2013 to receive a HKSAR passport. "I am very proud to say I have become Chinese," Nicholson wrote in an email, which caused a stir in Hong Kong banking circles at the time.
Kendall was promoted from Asian to global boss in 2012, but was so respected within UBS that he managed to stay based in Hong Kong – a rare feat for a global head. And despite the Swiss firm recently prioritising the expansion of its Asian wealth management business, Kendall has ensured it also remains a regional ECM powerhouse – UBS is in second place in the year-to-date ECM rankings for ex-Japan Asia, according to Dealogic figures. "Kendall's been holding the helm for ECM, including on major deals like the China Reinsurance HK IPO," says one of the headhunters.
Li, formerly head of China ECM at UBS, joins Deutsche Bank this month in a move the headhunter describes as a "huge hire" for the German firm. His job title has not yet been confirmed but Reuters reports that it will be a senior Hong Kong-based ECM role. "Deutsche Bank is looking to strengthen its senior ranks in Asia following the departures of guys like Bhupinder Sing, co-head of Apac investment banking, and Neil Kell, head of ECM, earlier this year," says the headhunter, Whatever his title, Li will have his work cut out – Deutsche's ranking for arranging Asia Pacific equity offerings fell to 10th this year, from fourth in 2014, according to Bloomberg data.


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