In plan view, the identically Y-shaped chain links are similar in appearance to a tuning fork with the fork end leading. The tail of the preceding link fits into the fork of the succeeding link. The links are held together by pins that are pushed through holes in the sides of the fork and tail. The pins pass through all the tracks and chains, and the ends fit into grooves in the serrated flanges of the pattern drum so that as the drum turns, the chain links are advanced in unison in a correct timing relationship.
Chain links require accurate grinding at the fork and/or the tail if they are higher than the preceding or succeeding link, so that a smooth transition and an accurately-timed shog occur (the ground ends of two successive links must never be adjacent to each other). Too sharp a gradient will produce an early-timed shog and too gradual a gradient a late-timed shog for the knitting sequence. There are four types of link: plain unground, fork ground, tail ground and fork and tail ground.
With direct transmission of the shogging movement from chain links to guide bar, as described, the exact distance shogged is the difference in heights between the two successive links. This method is employed on most high-speed machines and on the ground guide bars of many multi-bar raschels.
A second method, indirect transmission, magnifies or adapts the thrust derived from the links by transmitting it through a pivoted lever whose leverage can be adjusted, thus altering the throw of the shog. This is a versatile method used on the pattern guides of multi-bar machines that enables links of one gauge to be employed for a range of machine gauges and also for arrangements that economise on chain links.
Chain link numbering commences with '0' height and every chain sequence must contain at least one of these '0' links. When the guide bar is on this link it will be in its nearest position to the patterning mechanism during that particular lapping movement. Tricot links are numbered 0,1, 2, 3, 4, 5, etc. With direct shogging, each successive number is one needle space higher than the previous link. On a 28-gauge tricot machine, a '2' link will be 1/28th inch higher than a '1' link, which itself will be 1/28th inch higher than a '0' link. If a '1' link is placed after a '0' link, a one-needle space shog away from the pattern mechanism will be produced. If a '0' link is placed after a '3' link, a three-needle space shog towards the patterning mechanism will occur. If two links of the same height are placed next to each other, for example a '3' followed by a '3', no shog will be produced and the guides will remain between the same needle spaces.
It must be understood that the height of a link, for example '0', does not represent a fixed position between two needle spaces because all the guides in the same guide bar will have been positioned by the same '0' link, but each will be between a different pair of needles across the knitting width.
For any guide, a '0' link is the nearest that guide will approach towards the pattern mechanism for that particular lapping movement repeat. Likewise, two guides in different guide bars may occupy the same space between two adjacent needles and yet be on different heights of links at that point.
A chain notation is a list, in correct sequence of chain link numbers, spaced into knitting cycles, for each guide bar necessary to produce a particular fabric structure repeat (Fig. 23.4D). The difference between the first two links is normally the overlap. It must be remembered that the links are joined together in a closed loop, with the starting link for each guide bar joined to its last link. For this reason, under-lap movements towards left and right tend to balance each other. It does not matter from which direction the chain numbering takes place (left or right) providing it takes place consistently from the same side for all guide bars in a particular structural repeat.
The number of links per course is fixed for each machine. A minimum of two is usually required, with the underlap occurring between the second link of one course and the first link of the next. On tricot machines, a third intermediate link is often used so that the underlap is also spread between the second and third links, giving it more time and coinciding more closely with the knitting cycle requirements.


Father Felimon Mikhail was born in Fayoum, Egypt in 1939.
He earned a Medical Doctratein 1961 from Ain Shams University in Cairo, a Degree General Surgery in 1968, and finally specialized in Orthopedic Surgery in 1971. Until his ordination in 1972, he worked in the Egyptian Army as a surgeon and in Helwan Orthopedic Hospital in a suburb of Cairo. There, he served as a Sunday School teacher and later as the head of Sunday School at St. George Church in Manshiat El Sadr, Cairo.
He was ordained as a presbyter on November 19, 1972 and later as a Hegumen on September 19, 1975 by His Holiness Pope Shenouda III. He served as a priest at St. Mary and St. Athanasius Church in Medinat Nasr, Cairo in 1972 to 1975. He later came to serve at St. Mark Church in Los Angeles from September 1975 to November 1977, before returning to his church in Cairo.
He remained in Cairo for nearly ten years until he came back to California in July 1986 to serve at Archangel Michael Coptic Orthodox Church where he remains until this day. He has been instrumental in overseeing the Pope Shenouda III Coptic Seminary since it opened its doors in November 1989. He also helped in the establishment of other churches in Orange County. He is the Secretary of the Diocese Clergy Synod. This is only a fragment of what his accomplishments and services he has provided for the Diocese of Los Angeles.
He earned a Medical Doctrate in 1979 from Ain Shams University. He practiced medicine and served churches in Luxor, Cairo and Oman for twenty years. He came to United States in 1999 and served at Archangel Michael Church in Santa Ana.


text:
South Korean investors back Samsung's debut property debt fund
Samsung SRA, the real estate investment management arm of Samsung Life Insurance, has raised $270m (€249m) from South Korean investors for its first real estate debt fund.
The fund will invest in mezzanine debt in the US, working with an unnamed local partner.
The Seoul-based manager had originally sought to raise around $200m, but the fund was oversubscribed.
Young Chai, CIO at Samsung SRA Asset Management, said: "In the end, we had to reduce the size of the raising because we didn't want [the fund] to get too big.
"Our mandate is to acquire mezzanine notes collateralised by fully stabilised office buildings in gateway cities in the US.
"We are targeting mezzanine notes with a loan-to-value ratio of up to 65%, fixed rate up to 10 years. We just closed the first note acquisition for over $100m, so we really hit the ground running."
Chai told IPE Real Estate he was hopeful the capital would be fully deployed by next year, but he added that much would depend on market conditions and "how competitive we are" in the market.
Samsung SRA said it launched the first blind-pool real estate debt fund for South Korean investors, which had so far been active in the property debt markets, by making individual deals.
"It is the track record from our past deals, both debt and equity, which allows our investors to get comfortable with us and to invest in our latest fund," Chai said.
In 2014, Samsung SRA made a $97.5m preferred equity investment in a Washington DC office building and acquired a $175m mezzanine note on a hotel in Hawaii.
Samsung SRA is one of the first companies in South Korea to launch blind-pool real estate funds, including a core office fund.
The core office fund has invested the US and, in July, finalised the purchase of the So Quest office building in Central Paris from Unibail-Rodamco for about €330m.
Commerzbank recently announced that it had entered into a sale-and-leaseback agreement for its global headquarters, Commerzbank Tower, in Frankfurt, Germany, with Samsung SRA Asset Management.
Closed-ended funds
Investment Vehicles
Samsung Asset Management
Samsung Asset Management buys Frankfurt tower via Patrizia mandate
Deal to sell German city's tallest tower to complete next year
May/June 2016 (Magazine)
Global real estate is getting more expensive, but that does not seem to be discouraging South Korean institutions

redpajama_set_name: RedPajamaCommonCrawl


College of the Rockies has recently become a member of the Association for the Advancement of Sustainability in Higher Education (AASHE). Through membership in AASHE, the College will receive support in advancing its sustainability initiatives throughout the institution and in the community.
Sustainability is defined by AASHE in an inclusive way, encompassing human and ecological health, social justice, secure livelihoods and a better world for all generations.
AASHE enables higher education institutions to meet their sustainability goals by providing specialized resources, professional development, and a network of peer support. Membership covers every individual at an institution so the entire campus community can take advantage of member benefits.
The Association hosts the Sustainability Tracking, Assessment & Rating System (STARS), a comprehensive campus sustainability rating system that enables institutions to measure their progress and learn from others. With STARS as a roadmap, institutions can select meaningful and appropriate pathways to sustainability while conserving valuable resources, combating global warming, and building healthier communities. AASHE also offers extensive online resources and discussion forums for professional development and sharing knowledge.
AASHE is an association of colleges and universities that are working to create a sustainable future. To further its mission of empowering higher education to lead the sustainability transformation, AASHE provides resources, professional development, and a network of support to enable institutions of higher education to model sustainability in all areas, from governance and operations to education and research.
More information on College of the Rockies Bachelor of Business Administration: Sustainable Business Practices degree program. Information on the Association for the Advancement of Sustainability in Higher Education.


The 2007 Japanese Grand Prix was won by Lewis Hamilton of McLaren.
The race in Japan was round 15 of 17 of the 2007 season.
Weather conditions at 30 September 2007 04:30 GMT (raceday).
The 2007 Japanese Grand Prix (formally the XXXIII Fuji Television Japanese Grand Prix) was a Formula One motor race held on 30 September 2007 at the Fuji Speedway, Oyama, Shizuoka. The 67-lap race was the fifteenth round of the 2007 Formula One season. It was held at the recently revised track in very heavy rain and misty conditions. For the previous 20 years, the Japanese Grand Prix had been held at Suzuka Circuit, but at this race it returned to Fuji for the first time since 1977. The race was won by McLaren driver Lewis Hamilton, who also took pole position and the fastest lap of the race. Heikki Kovalainen achieved his first podium, by finishing second for the Renault team, whilst Kimi Räikkönen finished in third for Ferrari. Adrian Sutil scored Spyker's first and only point by finishing 9th and being promoted to 8th after the race.
As a consequence of the race, Hamilton extended his lead in the World Drivers' Championship to twelve points over McLaren teammate Fernando Alonso. Alonso had only been two points behind Hamilton in the standings before he crashed during the race. Räikkönen's third-place finish ensured he remained in mathematical contention to clinch the drivers' title in the remaining two rounds. His Ferrari teammate, Felipe Massa, dropped out of championship contention after finishing the race in sixth position. Massa was now ten points behind Räikkönen. As far as the World Constructors' Championship was concerned, Ferrari were leading the standings on 170 points. McLaren would have been leading the table on 202 points had they not been given a penalty in the Hungarian Grand Prix and their eventual disqualification from the championship due to the espionage controversy that year. BMW Sauber remained second in the standings, 78 points behind Ferrari, after scoring just two points in the race. Renault ensured that they would finish the year in third, (like BMW Sauber on a total unassailable to any other team), and were 41 points behind.


Glasgow Caledonian University (GCU) has been awarded nearly €2m from the European Commission's Erasmus+ programme to coordinate two international capacity-building projects.
GCU is leading a new cooperation initiative with six universities in South Africa to share knowledge, compare and evaluate community solutions to pressing social problems both in the UK and around the world.
This project will develop the work of GCU's Common Good First, a digital exchange of social innovation ideas, which was launched earlier this year.
The Erasmus+ award will support Common Good First's aim to become a community-driven global network by sharing innovative approaches to social challenges between GCU, partner institutions in South Africa, and in Spain, Norway, Iceland and Denmark.
GCU has already been working with the Centre for Social Entrepreneurship and the Social Economy at the University of Johannesburg on a pilot to identify community projects in Glasgow and the Gauteng province in South Africa which could be brought to life through video, social media, the web and digital storytelling tools.
A number of initiatives focused on youth and education were selected for the pilot, including Fear Free Life, a Johannesburg group working on crime prevention through visits to high schools in communities where gangs operate, Drumchapel's G15 Youth Project, Soweto's Kliptown Youth Project, and Freedom Bakery, which provides prisoners with skills that make them employable.
Led by GCU's Director of Digital Collaboration Julie Adair, the Common Good First team has worked with the community projects to, first, promote their objectives online and then to investigate how academic networks could input innovative approaches to social change in response to the challenges the projects are facing.
GCU also received an Erasmus+ grant to contribute to sustainable and inclusive socio-economic growth in South East Asia. Working with universities from Thailand, Malaysia, Cambodia and Myanmar, GCU's Director of the Europe Office Mark Anderson will lead an examination of social innovation as a means to promote social cohesion, equity, proper geographical balance and diversity.
The development of a Southeast Asian Social Innovation Network will help to benchmark the social innovation potential of SE Asian universities through the exchange of knowledge and experience with European institutions.


text:
Q: Codeigniter devolver valor funcion controller Tengo implementada una vista a la cual se accede desde una url llamando a una función,  Funcion 1, dentro del controlador.
Esta vista tiene un formulario, el cual que se envía a otra Funcion 2 (verificación) del controlador.
Y desde esta, dependiendo de los valores enviados, llama a otra función del controlador, Funcion 3 (procesado), para que devuelva un fichero mediante forze_download.
Necesito recuperar en el formulario algo para que dependiendo de la respuesta, realice una u otra tarea.
url -> Funcion 1 -> view -> submit -> Funcion 2 -> Funcion 3
He probado a asignar una variable a la llamada de la Funcion 3 para que dependiendo de la respuesta, realice un redirect a la url del formulario añadiendo a esta una variable para tratarla en el formulario.
El fichero lo devuelve, pero no me devuelve la url con los datos
¿Por que no me asigna a la variable de la Funcion 2 el return de Funcion 3?
public function funcion1()
{
    $this->load->view('vista/mivista');
}

public function funcion2()
{
   ....
   $dat=$this->funcion3();

   if($dat==1)
      redirect("http://mipagina/funcion1?dat=1");
}

public function funcion3()
{
   ....
   forze_download('mytext.txt');
   return 1
}

Saludos

redpajama_set_name: RedPajamaStackExchange


text:
RAAF's No.1 Flying Training School used online learning...
Part 5: The year that changed Australian aviation
AirlinesCommentHeadlines
Virgin Australia halts widebody considerations as Etihad fleet proposition weighs in
Virgin is happy with its A330 fleet. (Rob Finlayson)
Virgin Australia (VA) has suspended consideration of its future widebody fleet requirements because, as CEO John Borghetti said at the company's annual general meeting on November 20: "We have lots of things that we are working on and frankly there's no urgency in it."
Borghetti has never placed the fleet replacement strategy at the top of the agenda. During the announcement of the airline's "disappointing" annual results earlier this year, the CEO signaled fleet considerations were ongoing, but that it would be progressed at a measured pace. And certainly it has been progressing at a leisurely pace.
"I said that we were going to start an evaluation of the fleet requirements beyond 2017-18, and that the evaluation was starting. We did start that evaluation but we've decided to put it on hold for the moment. We want to make sure that our decision is the right decision and we don't need to rush into it," Borghetti said this week.
Some of the lack of urgency comes from the fact the consideration really only affects the five 777-300ERs the airline has in its fleet.
Virgin Australia has ordered 23 Boeing 737-8 MAXes. (Boeing)
As Borghetti said, "If you look at the leasing of our current aircraft – and don't forget this is all around widebody (aircraft) because as you know we placed an order for the 737 MAX, so if you look at our widebody fleet leases, (those) existing aircraft take us well and truly into the latter end of this decade, and in fact some go beyond. So there's no real rush but – so some time in the next six to 12 months we'll make a call, but we want to take our time, make sure it's right, and decide at the time."
VA has excised the A330 from its future widebody review. The airline currently has seven in operation and two more are scheduled for delivery next year.
"The 330 is obviously in a different position because they're relatively new, meaning we've had them for two years – but we've got a different type of flexibility with the 330s," Borghetti said.
"The flexibility we've got with those is that we can deploy them internationally as well as domestically, so if for whatever reason we find the market's soft in one area or strong in another or there's a better use for the aircraft, we can use them from domestic to international if we so wish. There's no plan to do that because we're very comfortable with the plan, but I suppose I'm just raising it to prove that we have flexibility with that aircraft as well, it's not just the 737s."
The 737s will remain the staple of VA's fleet, both domestically and regionally, and is an airframe that Borghetti is entirely comfortable with for the flexibility they offer in the tuning of capacity to demand.
"We've got aircraft that are on leases that we can either retire, send back or move forward. One of the good things of course about our fleet is that we are predominantly narrow-body. Also we've got some aircraft that are getting to an age where they're about to come to a decision on whether we terminate the lease or not terminate the lease. So we've got – from a 737 fleet perspective – incredibly good flexibility."
But there can be no doubt the Etihad declaration that some of the up to 200 aircraft ordered it its recent buying spree could be allocated to airlines in which it has an equity, represents an interesting dimension for Borghetti to at least consider.
"(The order) provides the unique opportunity to redirect new aircraft orders from Etihad Airways to members of its equity alliance, airlines in key markets around the world in which it holds minority shareholdings," the airline's CEO James Hogan said. "This will enable capacity to be assigned where and when it is most needed, while improving fleet commonality and sharing significant cost synergies.
Etihad has had the cheque book out.
"The revenue benefits of our equity alliance, to all the members, have always been clear. What has been less obvious is the opportunity for business synergies which can improve the operating costs of all the partners. The flexibility of this deal, and the economies of scale it offers, means all our strategic partners will have the chance to benefit from it," said Hogan of the possibilities.
And the potential arising from the pooling of aircraft, spares, engineering – even crew – within Etihad's broadening equity group is profound.
VA is known to be studying A350, 787 and 777X – all types that have been ordered by Etihad in large numbers. The pooling of resources within the group certainly warrants careful consideration for the cost benefits it could bring.
But on the possibilities of VA falling within the scope of a broad equity partner aircraft pool, Borghetti was dismissively oblique.
"I'm not aware of the contents of this contract. Obviously that's confidential between Etihad and an aircraft manufacturer, so I don't have access to that so I can't comment on it."
The question was not about the deal between Etihad and aircraft manufacturers, but about deliberations the CEOs of Etihad and VA could sensibly make on such a prospect.
In fairness, however, much of Borghetti's obliqueness was understandable given Qantas's tempestuous responses to VA's high-tempo capital-raising efforts.
No-one at the VA annual general meeting dared raise the possibility of seeing Etihad-branded aircraft operating in Australia, as has become the case in Europe following Etihad's rebranding of new Swiss regional carrier Darwin as an equity partner.
Right now, that might have been a little too far to go. But the question will certainly be raised, if just to add a little more speculative kerosene to the foreign equity firestorm.
newsOpinion
CASA lifts Dromader grounding
Diplomatic differences ground AusIndo military exercise
NSW toughens international air crew quarantine on Tuesday
Berejiklian says Sydney state border closures not proportionate
48 flights cancelled from Sydney on Monday after border chaos
Qantas makes first move to fly internationally with Japan deal
Army and RAAF airlift Rheinmetall MAN M40 with C-17A


text:
Q: Near Pagoda Trying to connect to https://rpc.testnet.near.org/ but getting CORS folks, trying to connect to Pagoda via near-api-js
const CONTRACT_NAME = process.env.CONTRACT_NAME || 'mycontract.testnet'
const API_KEY = '06cffba5-e0c5-bla-bla-blablabla';
const keyStore = new keyStores.BrowserLocalStorageKeyStore();

My config looks like this:
   {
      networkId: 'testnet',
      nodeUrl: 'https://rpc.testnet.near.org/',
      keyStore,
      contractName: CONTRACT_NAME,
      walletUrl: 'https://wallet.testnet.near.org',
      helperUrl: 'https://helper.testnet.near.org',
      explorerUrl: 'https://explorer.testnet.near.org',
      headers: {
        'x-api-key': API_KEY,
        'Content-Type': 'application/json'
      },
    }

And getting this error, when I remove headers, everything works perfectly, but I can't connect to Pagoda :)
Access to fetch at 'https://rpc.testnet.near.org/' from origin 'http://localhost:3000' has been blocked by CORS policy: Response to preflight request doesn't pass access control check: It does not have HTTP ok status.