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Home » Ken Kaufman's Five Tasks for Hospitals in 2016
Ken Kaufman's Five Tasks for Hospitals in 2016
To succeed in 2016, hospital leaders should focus on five tasks designed to transform their organizations for a value-based, consumer-centric, Internet-oriented environment.
Kenneth Kaufman
All organizational leaders fight a continuing battle to avoid getting lost in the details of daily operations. The beginning of a new year is a perfect opportunity to step back and assess the larger forces at work in your environment, the role your organization should play, and the tasks that need to be done to succeed.
For hospital leaders in 2016, a broad view is more important than ever. Stakeholder demands for low cost and high quality are intensifying. The basic business model is changing. And new competitors are targeting legacy provider vulnerabilities with laser-like focus. Nothing short of transformation will do if America's hospitals are to remain relevant. Yet nothing is harder to achieve.
Following are five tasks that I believe are key to that transformation. These form the basis of the hospital playbook for 2016.
The emerging fee-for-value payment system demands changes in the most basic aspects of a hospital's value proposition, structure, and process. The changes necessary to operate in this new model are fundamental. They require care management across the continuum, robust clinical networks, risk-based contracting, operational efficiency, advanced consumer engagement, and sophisticated clinical and business intelligence – all in service of a new business model and a new kind of interaction between provider organizations and their patients. Most hospitals are likely to need some kind of partners to achieve these capabilities, introducing yet another change to be managed.
Hospitals need to establish a long-term roadmap that identifies their role in the value-based system and a plan for developing and rolling out the necessary capabilities. Equally important, hospitals need a structured, disciplined transformation process. That process requires executive oversight and involvement, specific transformation teams with clear goals, and a results-management function dedicated to supporting, driving, and achieving the organization's goals for transformation. It will require physician involvement, management of political sensitivities, and addressing the right amount of detail at the right time. Ultimately, the process should combine a top-down and bottom-up framework in which leadership identifies essential initiatives and transformation teams focus on functional areas.
Rigorous Cost Reduction
Hospitals will need to achieve a deeper and more rigorous level of cost reduction. Our nation continues to struggle under the heavy burden of a financially unsustainable health care system. As the most expensive component of the health care system, hospitals will feel escalating pressure from government, commercial payers, employers and consumers to deliver care at a lower price. In this environment, cost reduction must become part of each hospital's DNA.
At the same time, the very nature of cost and cost reduction is changing. What used to be a source of revenue — an episode of care — is rapidly becoming a cost, and hospitals will need to set up coordinated, data-driven care management to avoid unnecessary care and to treat people in the least expensive, appropriate settings.
Hospitals also will need to take a hard look at their delivery networks — most of which have developed over time and contain numerous inefficiencies, such as similar services being provided in locations within close proximity, some of which do not have the volume to support high quality or efficiency.
Yet, as I travel the country talking with hospital executives, I continue to note a reluctance to address cost reduction head on. Some organizations avoid tackling cost when revenue and profitability are healthy. Some sidestep the issue of labor costs, concerned about the effect on staff morale. Some are reluctant to even address the topic of cost with staff, concerned about seeming to undercut the focus on quality. Few, if any, organizations have developed a road map to make the complex transition toward the new types of cost management demanded by value-based payment.
Cost reduction is hard work. It requires challenging data collection and analysis, politically sensitive decisions, complex process improvement and vigilance to ensure that costs don't creep back in. Yet, cost reduction done in a systematic fashion with an eye toward overall improvement can result in a stronger, better-performing organization.
The macroeconomic forces at play in health care make cost reduction inevitable. The question is whether you make those reductions when your back is against a wall, or while you are still in a position of strength.
Contemporary Communication
A few months ago, I received a flu shot at Walgreens. The next morning, I received an email thanking me for getting my vaccine at Walgreens, thanking me for supporting vaccines for children in developing countries and pointing me toward an online portal for managing family immunizations, refilling prescriptions and more.
This kind of email communication with consumers — its timeliness, sophisticated messaging and cross-promotion — is the expectation for all companies in the Internet economy. Organizations that cannot communicate with their customers in this manner will fall further and further behind.
Using technology for consumer engagement will be critical as payment rewards health maintenance and as consumers demand greater convenience. Email marketing is just the tip of the iceberg. Winning organizations will need 24/7 access via a unified portal, telehealth, mobile health, self-service scheduling, mobile monitoring, routine contact through email and texts, intervention tracking and patient/family contribution to care notes.
A venture capitalist was recently quoted as saying, "We believe the mobile guys are going to figure out retail before the retail guys figure out mobile." A similar dynamic could occur in health care. Without a significant focus on the part of legacy health care organizations, high-tech companies skilled at consumer engagement could figure out health care services before traditional health care providers figure out high-tech consumer engagement.
New Consumer Relationships
For America's hospitals, the new benchmarks for consumer relationships are Google and Amazon — not the hospital down the street.
Satisfying consumer needs and expectations is the purpose and preoccupation of successful companies in the Internet age. At its inception, Google set out "10 things we know to be true." The first was "focus on the user and all else will follow." Amazon, which holds the top position in customer satisfaction among all retailers, according to American Customer Satisfaction Index, is "customer obsessed," says founder Jeff Bezos. "We start with what the customer needs and we work backwards."
Meeting these high standards will require a fundamentally different relationship between providers and consumers. Traditional health care organizations will need to start by understanding their consumers at a much deeper level, including not only demographics, health status and treatment history, but also expectations and attitudes.
Like Amazon, hospitals will need to use this information as a basis to design the way services are provided, including the location and function of the outpatient network, the use of telehealth, the nature and frequency of communication, the ability for consumers to access certain services without going through a gatekeeper, the handling of such routine interactions as scheduling appointments and renewing prescriptions, and the flexibility for patients of different needs and expectations to access services in different ways.
Enhanced Patient Experience
To remain relevant, hospitals will need to achieve constant and consequential improvement in the patient experience.
The traditional approach to assessing patient satisfaction has focused on individual encounters between patients and caregivers along with the hospital environment. Did the caregiver communicate effectively with the patient? Was pain managed adequately? Was the hospital clean and quiet?
Although these factors are important, they do not encompass the full range of the patient experience. A caregiver may be attentive, but the patient can't get follow-up questions answered via email. Pain may be well-managed, but the procedure may have started two hours late. The facility may be clean, but it may be inconveniently located and hard to navigate. If you read your hospital's reviews on Yelp, you will see this dynamic prominently displayed.
Smart retailers know that the customer experience comprises "cumulative experiences across multiple touchpoints and in multiple channels over time," according to "The Truth about Customer Experience," in the September 2013 Harvard Business Review. One clinician who treats a person with respect and caring is good, but cannot make up for a system that involves repetitive paperwork, inconsistent coordination, limited means of communication and opaque pricing. This is especially true as health care consumers begin comparing their hospital experiences with their experiences at retail clinics, urgent care centers and virtual providers. And it is overwhelmingly true as consumers compare their hospital experiences with their experiences at Nordstrom and Amazon.
A Time for Transformation
Leadership is a constant struggle to balance the tug of daily operations with the need to envision and execute strategy. The rise of value-based payment, the emergence of activated consumers and the high standards for service of the Internet economy make it more important than ever for health care leaders to focus on transforming their organizations. Central to that effort will be a disciplined change process, rigorous cost reduction, enhanced communication tools, a new relationship with consumers and significant improvement in the patient experience.
These tasks are challenging, and success is not guaranteed. But they cannot be ignored. As long-time UCLA basketball coach John Wooden said, "Failure is not fatal, but failure to change might be."
Kenneth Kaufman is chair of Kaufman, Hall & Associates LLC, in Skokie, Ill., and a member of Speakers Express.
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TRUTH ABOUT DRUGS
Sandra Lucas - President
By the age of 22, Sandra had already traveled enough miles to circle the globe four times over. These extensive travels shaped her understanding of the world in a unique way and increased her care for the family of men.
She first became involved in humanitarian causes in her 20's and started working in the United States on human rights issues. She is the driving force behind legislation protecting the rights of parents and children.
She has headed projects funded by the government to help first responders, and she has been invited to deliver numerous presentations to law enforcement across the United States.
In 2011, she received the American Red Cross Workplace Good Samaritan Hero Award for her humanitarian work on behalf of law enforcement.
In 2013 Sandra co-founded the FourD Group. Her ever growing list of human rights education projects include Mongolia, Bangladesh, Dominican Republic, Philippines, and Morocco.
In 2015 Sandra received a recognition for human rights training from the 10th Military Operations Battalion of the Philippine Army.
Greg Kingdon - CEO
As the President of Kaltech International, a global mining service company, Greg Kingdon has traveled to dozens of different countries. He has witnessed Man's struggles both in the glitz of the cities, and also in the most remote of areas.
The alarming number of social issues that face most communities and countries he has visited, confirmed what he already suspected: Man needs help!
To that end Greg has contributed to and supported a number of social educational and betterment programs such as Youth for Human Rights, The Way to Happiness™, Drug Free World™, and he has helped other charitable organizations around the world.
Greg co-founded the FourD group and has since played a pivotal role in the introduction of the Youth for Human Rights educational material into the schools of Mongolia, volunteer organizations and schools of the Dominican Republic, universities of Bangladesh and the Philippines Army.
Greg is currently working with his wife in his adopted country of Thailand, to help the Thai people improve their ability to lead better lives.
Amporn Kingdon - Chair of the Advisory Committee
As a child growing up in the Kingdom of Thailand, Amporn experienced the warmth of the Thai extended family life along with the cultural richness of the Kingdom itself, basking in the traditional beauty of its customs and people, all shrouded reassuringly in the calming presence of the Buddhist religion. Yet, she also experienced the harshness that economic hardship.
Her life was forever changed by the kidnapping, ransoming and eventual murder of her father. After this unfathomable tragedy, she witnessed the daily challenge faced by her widowed mother while trying to make ends meet for their large family, and she faced the cruel reality of what a lack of money can mean in Asia, by watching her older brother go untreated and slowly die of malaria.
This unique perspective of life in Asia is part of what drives Amporn to help her people to do better in life, to flourish and prosper, and indeed to help all people who are struggling with challenges.
To this end, Amporn has built a team and is leading the FourD charge on broad dissemination of social betterment education programs in Thailand
Andrew Chambers - Executive Member
Andrew Chalmers is an Australian, UK-based software company CEO, vintage car racing enthusiast, and education and human rights activist.
Andrew has been active in supporting education as a Trustee and Chairman of an UK-based Educational Trust since 1995. He first became involved with supporting human rights in 2007 when he formed the Racing 4 Human Rights car racing team to promote human rights and the global human rights education foundation Youth for Human Rights International (YHRI).
Andrew's software business brought him to India in the 2000's, and in 2009 Andrew established YHR in South Asia and the YHR India Trust, helping to improve the condition of human rights in the region by raising awareness of the United Nations Universal Declaration of Human Rights.
He has since established two full-time human rights offices, one in India, the other in Nepal, and a network of volunteer groups across the region and thousands of volunteers helping the cause, who have to date taught over 250,000 young people their human rights.
At the United Nations Headquarters in New York in 2015, YHRI presented Andrew with their highest honor, the Human Rights Hero Award.
Robert Anderson - Executive Member
Robert Anderson was born and raised for part of his life in Beirut, Lebanon. He has also lived in Tripoli, Libya and he attended school in Switzerland. In addition, he grew up in different parts of the US from Florida to Hawaii and finally chose Colorado as his home base. These extensive travels and immersion in diverse cultures gave him an incredible opportunity to meet different people and appreciate the world.
Robert graduated from the University of Colorado with a degree in Mathematics and a Minor in Physics, but his passion, since a young age, was always to work with people around the world and help others. He answered the call for volunteers to help with Tsunami and Cyclone relief in India and the Philippines respectively.
He has worked with the Philippine Drug Enforcement Agency and Dangerous Drugs Board with Drug Education and Communication training and was recognized for helping the different organizations get excellent results.
He has also worked with both former and present government and business leaders in Nepal, delivering Communication training and other seminars.
Robert has stated that his passion is to see people lead better and happier lives and be able to achieve the goals that they have not only for themselves but also for their countries.
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Roger Arnold
Director, Silverthorn Institute
Connections (17)
Roger Arnold is a former software engineer and systems architect. He studied physics, math, and chemistry at Michigan State University's Honors College. After graduation, he worked in semiconductor physics at IBM's Components Division in Poughkeepsie, NY. However, after an involuntary stint as a systems analyst in the Army (courtesy of Viet Nam era draft), he opted to pursue graduate studies in computer science and systems architecture at the University of Colorado. He subsequently worked variously at Boeing Aerospace, AT&T, and about a dozen smaller companies and startups in San Diego and Silicon Valley.
After retiring from professional life as a systems architect, he founded the Silverthorn Institute, a private research group focusing on clean energy technologies, energy efficiency, and sustainability.
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This committee focuses on member workforce needs. Committee members include administrators and HR leaders. ASHNHA staff provide information to the committee members of emerging programs and services. The committee is apprised of the efforts of Alaska's Healthcare Workforce Coalition.


A-7 5 Card Draw Strategy Guide - Casino Answers!
A-7 5 Card Draw is one of my favourite games. The reason for that is simple: no-one knows how to optimally play it! Oh people think they do – but they really have no idea how to play it, and I've been cleaning up at the game for years.
Unfortunately, A-7 5 Card Draw is only available on the Boss Network which currently doesn't accept North American players, which is a category I unfortunately fall into. Therefore I have decided to take all the A-7 5 Card Draw Strategy I have learnt over the years and share it for free, so you too can hopefully clean up at the tables.
Before I go any further I want to recommend one thing – change poker rooms. If you're not playing at Fortune Poker then you're making a big mistake. Fortune Poker have the best promotions and rewards, and are easily the best room to play on the Boss Network. So sign up for Fortune Poker – that's the first best move you can take when it comes to cleaning up at A-7.
The strategy is separated into the three main parts of the game: pre-draw, the draw and post-draw. We explain what hands to fold pre-draw, what hands to be calling with, what hands to be raising with, we go over every possible starting hand and explain how you should play it.
We then discuss the draw, with some advanced plays to fool your opponents, as well as the standard plays. Afterwards, we discuss post-draw, and when to value bet, what hands to bet, what hands to check behind etc. This section is especially crucial, for learning when to get those extra bets in.
After that, we discuss some standard drawing odds, and the chances of improving your hands. You can take these into account with the pot odds that you are getting, and will soon become the master of A-7 5 Card Draw!
If you're not familiar with A-7 5 Card Draw, be sure to read the A-7 5 Card Draw Rules to understand how the game works.
AAxxx: AA is the only single pair that you should be playing pre-draw, as post draw, aces up will be the only (two pair) hand that you can even consider calling a bet with, or value betting with. I will open-raise this, and raise this with a limper in the pot; however I will just call if there are already two limpers in the pot. I will draw for trips the majority of the time.
Two Pair: For Qs up and under, open raise, or raise with 1 caller. With 2 callers, or with a raise in front(and you in the blinds), call and draw for the boat.
For Ks & As up, raise from any position. 3-bet aggressive opponents. Draw for the boat.
Trips: 666xx-AAAxx. Raise from any position, and 3-bet all but the most passive players. When it comes time to draw, draw one. While this minimizes the chances of hitting quads, you will get paid off post-draw with your unimproved trips by many hands, including KKQQ, and lesser trips. The reason for this is 99% of players on Fortune Poker play straightforward, so when they see you draw one, they automatically assume you have two pair. This also increases the chances of them drawing 3 then bluff betting their QQ, thinking you might fold two pair as they have "hit". So remember, with trips, draw one. Deception is key, and this will pick you up many extra big bets.
Gutshot Straights: (ie: 89TQA). Fold every time, unless BB in unraised pot. Check, and draw for the four outer.
Open Ended Straights: (ie: 89TJA) Fold in UTG & MP. Limp on the button if UTG or MP has called, and table is generally passive, otherwise you will need both limpers in case one of the blinds raise. If opening on the button, raise. If you do not hit your draw, however the SB, BB or both, drew 3, then bet.
Flush Draws: Fold in UTG, MP and Button. Complete in SB with 2 callers. Call on button(with 2 limpers) if your flush draw also has a gutshot.
Open Ended Straight Flush Draws/Royal Flush Draw: Limp from any position, open/raise from button, and follow same rules as OESD in bluffing post draw.
Straights: 6789T->TJQKA. Raise and cap-preflop from any position. Stand pat.
Flush: Raise and cap preflop from any position. Stand pat.
Full House: Raise and cap preflop from any position. Stand pat.
Quads: raise and cap preflop from any position. Draw 1.
Royal Flush: Its rigged so you never get these so don't worry about it. Only the fish get these.
(That's a joke. Obviously, raise and cap preflop).
I've instructed you on how many to draw depending on your hand value in the pre-draw Starting Hand guidelines, so I won't get into that again.
The key during the draw is to watch how many your opponents draw, and pay attention to their hands afterwards. For example, you want to know if someone with 88Axx is going to keep just the 88, or the ace as well. You also want to know if an opponent draws 1 or 2 with trips. This is also a great spot to discover fish too. For example, someone limped in to a pot with me, I raised and everyone folded. This person called, and drew 4. In other words they called and drew with an ace high, and thus were labelled by me as a fish, and someone I was able to value bet marginal hands against again and again.
You can also note who the passive players are. They will call a raise, then draw 2. Look these guys up, because you want to know if they're just calling with trips, and if so, can be labelled weak-tight.
Don't Stand Pat immediately. Believe me when I say that. If you take 5 seconds to stand pat, you will be called by someone post-draw who thinks you are bluffing.
If you raise with AAxxx, and a decent player calls and draws 3, 90% of the time he has aces. In this case, I will keep a K or a Q in my hand, in case of a kicker war. If I have Jacks and under, I'll draw 3.
Also here's a fun thing to remember. If you capped preflop with someone, and you have A6789, and they stand pat…you have the worst hand. In a capped pot, no-one is going to stand pat as a bluff, as they're going to get looked up every time. Even a hand like 89JTQ is unlikely to be best. If you have any chance of a straight flush, draw to that, otherwise you're going to have to get lucky and hit a boat.
Two Pair: Ks up and under, check/fold in a multiway pot, check/call headsup.
As up, value bet against an opponent who drew 3. If an opponent draws 1 and bets, feel free to call and look them up, find out whether they'll do that with a pat hand, with a bluff, or with two pair.
Trips: 666xx-QQQxx. Value bet, and with KKK & AAA, raise against an opponent who drew 3.
Straights: Value bet against people who drew 2-5, but not against people who drew 1. Otherwise, just call.
Flush: Value bet, and call. No raising or 3-betting.
Full House: 666-JJJxx. Go to 4 bets before calling. QQQ-AAAxx depending on the opponent, you can go to about 20 bets. I've went 43 bets with KKKAA before, and won against someones QQQJJ. It's opponent-dependent.
Straight/Royal Flush & Quads: Bet and bet till you have no more money.
Pre-Draw: The most important factor, but once you get the starting hand requirements down pat, you'll be able to play 5 tables of this with ease.
The Draw: If you take one thing from this section, it's "draw one when you have trips". This will make you lots of money.
Post-Draw: You can't make many mistakes post-draw, so just follow those guidelines and you'll be okay.
4 Flush, Draw 1 – Flush: 5.2-1 Odds or 16% chance to hit. There are 9 values of each of 4 suits, for a total of 36 cards. After the deal, there are 31 cards remaining unseen. There are 5 cards of the suit remaining, so the odds are 5/31.
Gutshot, Draw 1 – Straight: 6.75-1 Odds or 12.9% chance to hit. 4 outs, 31 cards.
2 Pair, Draw 1 – Boat: 6.75-1 Odds or 12.9% chance to hit. 4 outs, 31 cards.
Pair, Draw 3 – Any Improvement: 1.43-1 Odds or 41% Chance to hit. Pair, Draw 3 – 3 of a Kind or Better.
4.2-1 Odds or 19.2%: Pair, Draw 3 – Full House or Better. 33.5-1 Odds or 2.9%. There are 4495 possible combinations of the three cards received. (31!)/(28!3!).
29 combinations give 4 of a kind. (A, A, x) where x is any of the 29 remaining cards.
734 combinations give trip aces. 2 remaining aces * (9*6/2+9*20+20*16/2), where the numbers in ()'s represent the possible pairs of two cards, K-J, one card K-J with 1 card T-6, and 2 cards T-6. The division by two is needed to keep from counting AKJ as different than AJK.
The odds above were simply found by combining the appropriate number of combinations.
Pair, Draw 2 – Any Improvement: 1.6-1 Odds or 38 %.
Pair, Draw 2 – Three of a Kind or Better: 6.5-1 Odds or 13%.
1 combination gives four of a kind. 6 combinations give aces full of kings (2 aces*3 kings). 3 combinations give kinds full of aces. 6 combinations give AAQQK-AAJJK. 30 combinations give AATTK-AA66K. 52 combinations give AAAKx (2 aces*(6 cards Q-J + 20 T-6)).
3 of a Kind, Draw 1 – Any Improvement: 6.75-1 Odds or 12.9% chance.
3 of a Kind, Draw 1 – Full House (exactly): 9.33-1 Odds or 9.6% chance.
3 of a Kind, Draw 1 – Four of a Kind: 30-1 Odds or 3.2% chance. 1 out gives you 4 of a kind. 3 outs give you a king.
3 of a Kind, Draw 2 – Any Improvement: 5.7-1 Odds or 14% chance.
3 of a Kind, Draw 2 – Full House (exactly): 10.9-1 Odds or 8.3% chance.
3 of a Kind, Draw 2 – Four of a Kind: 14.5-1 Odds or 6.5% chance.
There are 465 possible combinations of the remaining two cards (31!)/(2*29!) 30 combinations include an ace. Ax, with 30 possible x's. 9 combinations give you KK-JJ (3 ways to make each of 3 pairs). 30 combinations give you TT-66 (6 ways to make each of 5 pairs).
What is the best basic strategy for beginners?
A-7 5 Card Draw is a popular poker game on the Boss Network, a network that hosts the like of Paradise Poker, Pokerheaven and Fortune Poker.
If you have ever played A-7 Card Draw, you should be aware that the quality of play at this game is notoriously bad. Most players have absolutely no clue how to even play A-7. I've watched people play not realizing aces or low, think that flushes and straights don't count or are even "bad" hands to have, while others think they are playing regular 5 card draw, and after a few hands ask where all the low cards are.
So obviously, an A-7 Five Card Draw Strategy Guide would be a great asset to have – and after playing A-7 for many, many hours, we have came up with a very complete strategy guide.
This A-7 5 Card Draw strategy guide covers everything you ever need to make money at A-7 5 Card Draw. We cover Pre-Draw Strategy, The Draw Strategy, Post Draw Strategy and Drawing Odds. We tell you the best hands to play, what hands to muck, what position to play hands with, what hands to draw with.
Everything you ever need to know, is available in our A-7 5 Card Draw Strategy Guide.
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It's as simple as that. By registering at Fortune Poker you get their incredible 200% to 1000 EUR signup bonus, and a whole variety of other amazing promotions. We receive money from Fortune Poker in return for bringing them a real money player. And you also receive our e-book free. This is a special promotion we have set up with Fortune Poker – you can verify it with them if you would like by e-mailing jen@fortunepoker.com. Jen is the VIP Player manager at Fortune Poker.
There are 5 positions in A-7 5 Card Draw Poker. We will call them UTG, MP, Button, SB and BB.
(KK-66)xxxx: Fold these every time outside the blinds. If there are two callers and you are in the SB with a passive BB then you can complete and draw for trips or better. If there is only one caller, fold. If there is a raise, fold every time.
AAxxx: AA is the only single pair that you should be playing pre-draw, as post draw aces up will be the only two pair hand that you can even consider calling a bet with, or value betting with. Open-raise this hand, raise this hand with any limper in the pot, however just call if there are two limpers in the pot. Draw for trips the majority of the time.
Two Pair: For Qs up and below, open raise or raise with 1 caller. With 2 callers or with a raise in front(and you are in the blinds), call and draw for the full house.
For Ks & As up, raise from any position. 3-bet aggressive opponents. Draw for the full house.
That's just a small portion of the exclusive strategy available in our A-7 5 Card Draw Strategy Guide.
Get your free A-7 5 Card Draw Strategy Guide today – sign up at Fortune Poker.


The Seward Park Urban Renewal Area (SPURA) on the Lower East Side is the largest undeveloped city-owned parcel of land south of 96th Street. As the community effort to revitalize the space heats up, students in Eugene Lang College The New School for Liberal Arts' City Studio course present the exhibition (Re) Visiting SPURA. On view April 7-May 20 at the Abrons Art Center at 466 Grand Street, the exhibition presents the complexities of the SPURA site through an exploration of its history, current conditions, and the many visions for its development in the future.
For the past three years, Gabrielle Bendiner-Viani has taught the City Studio course as part of the university's Urban Studies curriculum. The course challenges students to understand histories of housing in New York City, theories of urban development and community participation, and asks them to engage in archival, ethnographic, visual and participatory research. For this project, the students developed careful and creative methods for researching SPURA. The exhibition is meant to spread the word about the research to the community, and encourage further participation.


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Don't fear Asia – it's Aussies who are taking over NZ
A new report details which countries have the highest level of foreign direct investment here.
By David Williams
New Zealanders have in recent times been repeatedly told they're racist. Yes, that means you.
TV3's The Vote said so, via a public vote – so really, you said so.
(Although one statistically-minded blogger dismisses such a self-selecting poll as "bogus".)
Embattled Race Relations Commissioner Dame Susan Devoy said so. She was able to shrug off the controversy surrounding her appointment and go on the front foot, saying Kiwis are embarrassed at the country's racism.
Historical examples have been dragged up, including the foreshore and seabed debate, the Crafar farms kerfuffle and perhaps even the government's decision to block the sale of Auckland International Airport shares to a Canadian pension fund.
Let's not start on the Treaty of Waitangi...
The Crafar farms is a good, business-related recent example.
The narrative goes that fears of a Chinese takeover prompted legal action after the government rubberstamped the sale of a bunch of dairy farms to a Chinese owner.
Some said it exhibited the country's inherent xenophobia.
Others agreed it wasn't a good look, at least, and might deter foreign investors.
History will show it has done nothing of the kind.
Investment pours in
Chinese whiteware giant Haier took over Fisher & Paykel Appliances late last year.
A Swedish pension fund paid about $60 million for eight Waikato dairy farms formerly owned by NBR Rich Lister Graeme Hart.
And two Chinese companies are spending more than $400 million combined to build two dairy factories in this country.
On the sharemarket, international institutions scooped 42% of Fonterra's $525 million trading among farmers' units.
Some big dairy players, including Synlait, Miraka and Open Country, are at least partly foreign-owned.
New Zealand dairy is big business and foreigners want a slice.
Recent company takeovers have made the headlines, perhaps fuelling a perception of a Chinese or Asian-led takeover of New Zealand farms and land.
A New Zealand Initiative report, New Zealand's Global Links, attempts to bring some facts to the debate.
Statistical battering ram
The report, penned by Capital Economics' Bryce Wilkinson, is a wide-ranging piece of work which aims to assemble as much information about foreign ownership, cross-border flows and capital stocks as it can in one document.
As Dr Wilkinson said in Friday's National Business Review print edition, the report explains the major interrelationships between national savings, current account deficits, investment and indebtedness and puts the latest statistics into a historical context.
More succinctly, NBR's editorial says it takes a statistical battering ram to widely-held myths.
Dr Wilkinson's finding on the threat of Asian takeover? It's tosh.
As at March 31 2012, foreign investment in New Zealand was estimated at $304.1 billion, with Australians owning 55.8%.
That's up from 31.5% at March 31, 2001.
The share of FDI stock owned by Japan is ASEAN countries – Association of Southeast Asian Nations – was 3.1% in 2012, compared to 1.9% in 2001.
"One could hardly describe the latter as a takeover bid for New Zealand," the report says.
Australian domination of foreign direct investment should come as no surprise if you consider the financial services companies, including banks and insurance companies, wholly or partially owned by companies across the ditch.
Net importer of FDI
Dr Wilkinson notes the stock of FDI in New Zealand peaked in 1998-99 at more than 60% of GDP, and was below 50% in 2011-12.
Outwardly, 2012 figures for New Zealand's foreign direct investment show 53% was invested in Australia, 79% in all OECD member countries and 9.2% in ASEAN countries.
Total New Zealand investments abroad as at March 31 2012 was estimated at $158.5 billion.
That makes New Zealand's net international investment position at minus $145.6 billion, or 71.9% of GDP, up from 66.8% of GDP in March 2002.
A 2007 study of OECD countries shows only the Slovak Republic, Ireland and Portugal were greater net importers of foreign direct investment than New Zealand.
Dr Wilkinson's report says: "The notion to be resisted is that an ideal state would be one in whcih every country was in balance on this measure.
"There is nothing wrong with some countries being net exporters and other net importers of direct investment."
As to foreign ownership of land, New Zealand's Global Links says two estimates agree that foreign-owned land totals more than one million hectares, or about 4% of New Zealand's total land area.
Nevertheless, Overseas Investment Office reports may exaggerate the net land area in foreign hands, the report says, because it is not advised if the land is bought back by a New Zealander.
Free movement of capital
New Zealand was heavily dependent on international capital for development in its colonial days.
It has depended on international capital ever since, the report says, although the degree has varied substantially.
In the report's introduction, NZI executive director Dr Oliver Hartwich says economists typically support the free movement of trade and capital.
If people voluntarily agree to trade with one another, the economic theory goes, they should be allowed to do so.
The difficulty, however, is bringing the theory into the real world, populated by real people with strongly-held opinions and prejudices.
Dr Hartwich says large parts of the public still harbour negative feelings and suspicions about dealing with foreigners in trade and investments.
Some would say perception creates reality – if people think there's an Asian takeover, there is.
But at least when people are presented with such ignorant views they can now fight back with a few facts.
dwilliams@nbr.co.nz
New Zealand Initiative
Bryce Wilkinson
Capital Economics
Dr Oliver Hartwich
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SUBSCRIBER-ONLY POLL RESULT: Readers' verdict on Chinese company's $212m dairy plant
NBR ONLINE readers overwhelmingly support a Chinese company being allowed to build a $212 million dairy processing plant sout
China overtakes Australia as NZ's biggest export market
The March trade surplus almost twice the $373m forecast.
Super Fund sells forestry blocks to Chinese, local investors
A subsidiary of state-owned China Forestry Group Corp has bought the majority of the portfolio | Cullen Fund value tops $22 billion
POLL RESULT: Should the Super Fund have sold forests to offshore investors?
Wednesday, the government's New Zealand Superannuation Fund said it had


text:
Q: How to measure the peak startup current for an electric motor? How would I measure the startup current for an electric motor?
For greater context, see https://diy.stackexchange.com/questions/194224/what-kind-of-inverter-do-i-need-for-an-inductive-load/194227?noredirect=1#comment345387_194227
The general problem is that I need to size an inverter to run a portable AC unit. I have a clamp meter and line splitter that I can easily use to test steady-state current at various temperatures and loads. However, I'm not sure if the response time will be enough to catch the actual peak load when the compressor starts.

redpajama_set_name: RedPajamaStackExchange


text:
Description of the gambling online machine Dolphin's Pearl
Online pokies Dolphin's Pearl is an example of what used even for small opportunities in terms of graphics made wonderful machines. As the machine on the marine theme, he has good profitability, for that love is not only experienced gamblers, and beginners who want to play for real money and win.
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The structure of the gaming machine Dolphin's Pearl is quite standard - there are nine lines, available for play and the ability to adjust the rate. Downstairs you have all the necessary keys that will set up the game for themselves. After all the settings, lazy can choose the mode of automatic rotation, and risk who play the game to increase the amount won will be spinning the reels themselves.
The symbols of the pokies steel marine inhabitants, which will bring in players from the main pocket money. The lowest paid, as in many devices become letters and numbers, which are designed to fill a playing field. The more you play, the more likely to meet at least a fish that has more pleasing different coefficient. If you manage to find cancer or slope, we can assume the gameplay is very good, because they have been a major factor Bole, who will make sure your wallet is much fuller.
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Special signs of the pokies machine became a dolphin and a pearl in a shell. Dolphin plays a role of the highest paid of the image. It also helps the player to collect a winning combination, as is the wild symbol, increasing the intake rate, which fell. Dolphin does not hesitate to appear on the field, so you'll win quite often.
Shell plays a different role. It jewel to be collected on the screen at least in an amount equal to three. This will start the free spins, bringing a lot of money, because at the end of all winnings will be multiplied three times. And in the pokies machine Oliver's Bar this coefficient is equal to four. Yes, and free games where you can win as much as 20, and then only 15.


Title says it all. When this plugin is activated on my wordpress, something conflicts with using the left arrow key in any textarea in the wordpress editor.
I can reproduce the same problem with Shortcode Maker Version 4.0.8 and WordPress 4.7.4. With this plugin activated, when I go to edit a page title, for example, I can right-cursor but not left-cursor around in the title field. When I deactivate the plugin, there cursor works normally.
I'm also seeing another problem with drop-down menus no longer appearing off my main menu when this plugin is active. I will write that up separately.
Weird. I happened to have an issue with my jquery drop-down menus too, but mine was unrelated. We use a homegrown plugin to help render those motions, and we were loading some jquery animations before that plugin was referenced.
You might try to isolate the drop-down menus to see if it's being caused by this plugin or if it's a side effect of code placement.
I've switched to using a different shortcode plugin, called Shortcoder (https://wordpress.org/plugins/shortcoder/). It doesn't seem to have the best blank-variable handling like Shortcode Maker does, but it fixed my side effects.
I switched to Shortcoder as well and it solved both problems for me.
We are sorry for your such inconveniance, we are working on the issues you have mentioned and hope these will be fixed in next version.
Hope you will have a nice and better experience with Shortcode Maker than before.
The new version 4.0.9 is released and the issue with left arrow key is fixed . please, update your plugin and the issue will be gone. Let us know if you need further help.
The topic 'Left arrow key disabled in editor' is closed to new replies.


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Hall & oates live in concert
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20.09.2016 15:21:27 Example, at my present job here is a simple game that you can play with your.


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Attached is a simple model file. I have been attempting to add a groove weld that miters two tubes. I have not been able to make a weld that fills the entire gap flush with the tubes.
Could any explain the steps to get this done. It just so happens this is the first weld ever I'm trying to add to an SE model. Not easy.
I have already created the weld prep as desired.
@12GAGE, Assemblies require a supporting cast of parts.
I have made a video showing the groove welding for one single chamfer surface, but it will be equal for all of them.
The issue is, that You have to change the options to extend to surface and You have to define the border elements first.
may I give a PS.
What I'm astonished a little, is, the many sketches You have done for those 2 frames.
I rebuild the situation for my example only using 2 lines for the sketches defining the frames.
For cases like this use the optional steps to define the curves on the "base/first" side of the bead. This defines the loft curves to make the bead solid. Creating beads like this is one of the trickier modeling operations in SE. I actually have always wanted to break this complicated command up into a couple of simpler specific commands.
If you need a lot of similar beads I would create them in a part file and then place them as parts in the ASM or create them as multi-body in a single part file.
Thank you. I was able to follow. Tough for my very first weld. Should be down hill from here. At first I thought it had something to do with how you turned things on and off. I'm a zoom and pan guy myself.
For bead creation the selection can be tricky so I turn parts on and off.
I Pan, Zoom, Rotate as well. (Middle mouse button guy) Actually I am constantly messing with the view orienation when I run SE. In the past some have actually said they get seasick watching me model.
My weld situation is gettin much more complex. Let me ask a general question.
The sketches are for other parts and details in the model. I just stripped everyting but the two frame to post the model. Attached is a zoomed in screen shot of a complex area.
Before I get too deep into my first weld modeling, does it make any differance in drafting how the welds are created? Any model element can have a weld symbal attached? I have some crazy weld needed for this project.
Nevermind. Figured out all the drafting tools. It does not matter what's goin on in the model, anythign can be drafted.
Now the next problem is attempting to take the weld properties to make an actual material for when the welds are done manually. I think Imics did a vid on this recently if I can find it.
I just took steel, copied, and used the weld bitmap......gets me going at least.


text:
James Bond 007 – Der Morgen stirbt nie (Originaltitel Tomorrow Never Dies) ist der 1997 gedrehte 18. Film der James-Bond-Reihe und der zweite Film mit Pierce Brosnan als Agent 007. Der Titelsong Tomorrow Never Dies wurde von Sheryl Crow gesungen.

Der Film hatte ein Budget von 110 Millionen US-Dollar und spielte weltweit fast 460 Millionen US-Dollar ein. Er kam am 18. Dezember 1997 in die deutschen Kinos.

Handlung
Der MI6, die CIA und die Russen beobachten Terroristen, die auf einem Flugplatz illegal Waffen handeln. Dort soll Bond eine Dechiffriermaschine ausfindig machen. Als dies gelingt, soll mit einer Rakete auf einen Schlag ein Großteil der Terroristen eliminiert werden. Kurz bevor diese einschlägt, kann Bond in letzter Sekunde ein Flugzeug mit Nuklearwaffen aus der Zone entfernen und so eine Katastrophe verhindern.

Der britische Medien-Mogul Elliot Carver will die informatorische Weltherrschaft gewinnen – und dies mithilfe seines Medien-Imperiums, zu dem die britische Tageszeitung Tomorrow und ihr deutsches Gegenstück Morgen gehören. Zu diesem Zweck will er das Vereinigte Königreich und die Volksrepublik China in einem Krieg aufeinanderhetzen.

In einem ersten Schritt lässt er durch sein Stealth-Schiff eine Fregatte der britischen Marine, die HMS Devonshire, versenken und schießt zudem einen Kampfjet der chinesischen Luftwaffe ab. Er bedient sich dazu eines vom Cyber-Terroristen Gupta beschafften GPS-Senders und seiner Satelliten, um die Navigation der Fregatte zu stören und diese in die Nähe chinesischer Gewässer zu leiten. Die Attacken führen zu den von Carver gewünschten politischen Konsequenzen, doch weder der britische Secret-Service noch der chinesische Nachrichtendienst sind von Angriffen voll überzeugt und beide Länder senden ihre Agenten aus. Bei der Eröffnung von Carvers neuem Medienzentrum in Hamburg treffen James Bond und sein chinesisches Pendant Wai Lin zum ersten Mal aufeinander. Bond trifft aber auch Paris Carver wieder, mit der er einige Jahre zuvor eine Affäre hatte und die inzwischen die Ehefrau des Medienzaren ist. Sie finden wieder zusammen und er verbringt eine Liebesnacht mit ihr in seiner Suite im Hotel Atlantic. Danach bricht er erneut zu Carvers Medienzentrum auf und stiehlt den GPS-Sender.

Carver erfährt von der erneuten Beziehung und als Bond in sein Hotel zurückkommt, findet er dort die Leiche von Paris vor, zusammen mit einem vorproduzierten Video mit der Schlagzeile ihres gemeinsamen Todes. Daneben sitzt ein Profikiller, der Bond verhören soll, um an den in Bonds Wagen versteckten GPS-Störer zu gelangen, den Carvers Männer nicht öffnen können. Bond kann ihn aber mittels seines Mobiltelefons, welches als Elektroschocker arbeitet, überwältigen und töten. Nach einer aufwendigen Flucht mit seinem Wagen gelingt es Bond, aus dem Parkhaus des Hotels zu fliehen.

Mit Hilfe seines CIA-Kollegen Jack Wade gelangt er nach Vietnam, dem Ort, wo die Fregatte gesunken ist. Dort trifft er wieder auf Wai Lin. Sie können bei einem Tauchgang die Fregatte auffinden und entdecken, dass eine Atomrakete entwendet wurde. Beim Auftauchen geraten beide in die Hände von Carvers Leuten, doch auch jetzt gelingt ihnen – mit Handschellen aneinandergekettet – auf einem Motorrad die Flucht durch Ho-Chi-Minh-Stadt.

Unter Mithilfe der Chinesen entdecken sie schließlich Carvers Stealth-Schiff im Südchinesischen Meer. Carver will von hier aus mit der Rakete nicht nur den Krieg endgültig entfachen, sondern auch mit Hilfe des korrupten Generals Chang einen Staatsstreich im Reich der Mitte organisieren, wodurch er sich die Führungsrolle in der dortigen Medienlandschaft gesichert hätte.

Bei dem Versuch, Minen an dem Schiff anzubringen, wird Bond von Carvers Handlanger Stamper – vermeintlich – getötet und Wai Lin gefangen genommen. Bond, der aber noch lebt, gelingt es, Wai Lin zu befreien und mit einer ferngezündeten Handgranate die Außenwand des Schiffes zu beschädigen, worauf dieses nun auf dem Radar sichtbar ist. Als die Royal Navy daraufhin das Feuer auf das Stealth-Schiff eröffnet, springt die gesamte Besatzung von Bord. Zurück bleiben Bond, Wai Lin, Carver und Stamper. Zuerst kommt es zu einem Duell zwischen Bond und Carver, wobei Carver am Ende von der "Seadrill" – einer Art Torpedo, der vorne mit drei Sägen bestückt ist – samt dem Kommandostand zerfetzt wird. Wai Lin kann parallel im Maschinenraum Chaos anrichten und so das Schiff stoppen, bevor es außer Reichweite gelangt. Danach versucht Bond, die Rakete zu entschärfen, wird aber von Stamper überrascht, der in der Zwischenzeit Wai Lin wieder gefangen genommen hat und sie nun, mit Ketten gefesselt, ins Wasser wirft. Es kommt zu einem letzten Kampf zwischen Bond und Stamper auf der Abschussrampe, an der Bond inzwischen die Zünder für die Minen platziert hat. Bond merkt schnell, dass er gegen den weitaus stärkeren Stamper keine Chance hat. Er sticht Stamper ein Messer in den Bauch, springt über Bord und rettet Wai Lin. Kurz darauf zerstört der Abgasstrahl der startenden Rakete die Zünder, wodurch die Minen detonieren und das Stealth-Schiff zusammen mit Stamper und der Rakete explodiert.

Produktion
Nach dem weltweiten Erfolg von GoldenEye musste der folgende 18. James-Bond-Film beweisen, dass der Erfolg nicht nur eine Eintagsfliege war, und die James-Bond-Reihe wieder als feste Größe im Filmgeschäft etablieren. Das Studio MGM hatte große Erwartungen an den Film und setzte die Produzenten unter gewaltigen Druck. Hinzu kam, dass der nächste Film der erste der Serie nach dem Tod des Produzenten Albert R. Broccoli sein würde.

Drehbuch
Bruce Feirstein, der bei GoldenEye bereits am Drehbuch mitgearbeitet hatte, entwarf ein Drehbuch, das von der bevorstehenden Übergabe Hongkongs von Großbritannien an China handelte.

Regisseur Roger Spottiswoode begann sofort nach seiner Vertragsunterzeichnung damit, das Drehbuch zu überarbeiten, dessen Titel zu diesem Zeitpunkt noch Tomorrow never lies (dt. Der Morgen lügt nie) lautete. Er versammelte sieben Autoren, darunter Robert Collector und Nicholas Meyer, um an einem gemeinsamen Wochenende Ideen zur Verbesserung des Drehbuchs zu entwickeln. Meyer wurde ausgewählt, das Drehbuch zu überarbeiten. Später überarbeiteten auch Daniel Petrie, Jr. und David Campbell Wilson das Drehbuch, bevor es erneut Feirstein war, der letzte Änderungen daran vornahm. Im fertigen Film wird nur Feirstein als Drehbuchautor genannt. Das endgültige Drehbuch lag erst eine Woche vor Drehbeginn vor.

Titel
Der Filmtitel ist der zweite eines Bondfilms (nach Lizenz zum Töten 1989), der keinen Bezug zum Erfinder Bonds, Ian Fleming, hat.

Der englische Originaltitel ist durch einen Fehler entstanden. Einer der Entwürfe war laut Regisseur Roger Spottiswoode Tomorrow Never Lies (dt. Der Morgen lügt nie), in Anlehnung an den Beatles-Song Tomorrow Never Knows. Dieser wurde zusammen mit anderen per Fax an MGM übermittelt, wo jedoch durch einen Fehler Tomorrow Never Dies (dt. Der Morgen stirbt nie) daraus wurde, was den Produzenten so gut gefiel, dass der Fehler zum endgültigen Filmtitel wurde.

Die deutsche Übersetzung des Titels führt leicht zu einem Missverständnis: "Tomorrow" bedeutet genau genommen "Das Morgen" (im Sinne von "der nächste Tag") und nicht "Der Morgen", was dem englischen "morning" entspräche. Da mit dem "Morgen" aber Carvers Zeitung "MORGEN" gemeint ist, setzte sich der maskuline Artikel durch.

Besetzung
Martin Campbell, der bei GoldenEye Regie geführt hatte, wollte nicht bei zwei aufeinander folgenden Filmen Regie führen, und deshalb entschied man sich für Roger Spottiswoode als neuen Regisseur. Während dieser das Drehbuch überarbeitete, begann das Casting der Darsteller.

Pierce Brosnan hatte einen Vertrag über mehrere Bond-Filme abgeschlossen und sollte wieder die Hauptrolle spielen. Mit ihm kehrten auch Judi Dench als M, Samantha Bond als Miss Moneypenny und Joe Don Baker als Jack Wade in die Rollen zurück, die sie bereits in GoldenEye gespielt hatten. Außerdem spielte Desmond Llewelyn bereits zum 16. Mal den Q.

Bonds Gegenspieler war diesmal der Medienmogul Elliot Carver. Die Rolle bot man Anthony Hopkins an, der sie trotz anfänglichen Interesses jedoch ablehnte. Schließlich konnte man Jonathan Pryce für die Rolle gewinnen.

Das Bond-Girl Paris Carver wurde von Teri Hatcher gespielt, die bereits aus der Fernsehserie Superman – Die Abenteuer von Lois & Clark bekannt war. Sie drehte die letzte Folge der Fernsehserie an einem Montag, flog am Dienstag nach Großbritannien und begann am Mittwoch mit den Dreharbeiten zu Der Morgen stirbt nie. Während der Dreharbeiten war sie im dritten Monat schwanger, was die Arbeiten jedoch nicht beeinflusste.

Die kleine Rolle der Inga Bergstrom, bei der Bond Sprachunterricht nimmt, wurde an Cecilie Thomsen vergeben, die damals die Freundin des Rockmusikers Bryan Adams war. Die Rolle der Wai Lin wurde von Michelle Yeoh dargestellt, die bereits in zahlreichen asiatischen Actionfilmen mitgewirkt hatte.

Der deutsche Schauspieler Götz Otto bekam die Rolle als Carvers Gehilfe Stamper. Als er die Produzentin Barbara Broccoli kennenlernte, gab diese ihm zwanzig Sekunden Zeit, um sich vorzustellen. Er sagte: "Ich bin groß, ich bin böse, ich bin kahlköpfig und deutsch. Fünf Sekunden, behalten Sie den Rest."

Gerard Butler hatte in Der Morgen stirbt nie als Besatzungsmitglied der HMS Devonshire einen seiner ersten Leinwandauftritte.

Die deutsche Schauspielerin Antje Schmidt spielt eine kleine, im Abspann nicht erwähnte Rolle als Mitarbeiterin der Autovermietung, die Bond in Hamburg seinen Wagen übergibt.

Titeldesign
Wie schon bei GoldenEye übernahm wieder Daniel Kleinman die Gestaltung der Filmtitelsequenz.

Der Morgen stirbt nie handelt von der Macht der Massenmedien in der modernen Welt. Um dies in den Filmtiteln darzustellen, erscheinen die weiblichen Silhouetten lediglich menschenähnlich, erweisen sich bei genauerem Hinsehen jedoch als technische Objekte, die sich in einer digitalen Welt bewegen. Röntgenaufnahmen erlauben den Blick in das innere technischer Objekte. Diamanten werden zu im All kreisenden Satelliten, was als Reminiszenz an die Titelsequenz des Films Diamantenfieber gewertet werden kann.

Dreharbeiten
Das zweite Filmteam begann am 18. Januar 1997 auf einem Flughafen am Col de Peyresourde in den französischen Pyrenäen mit den Aufnahmen der Eröffnungssequenz. Es wurde von Vic Armstrong geleitet, einem ehemaligen Stuntman, der bereits bei den Dreharbeiten zu Man lebt nur zweimal mitgewirkt hatte. Anschließend ging man nach Portsmouth, um dort Szenen aufzunehmen, in denen sich die britische Marine auf den Angriff der Chinesen vorbereitet. Dabei wurde auch auf der HMS Westminster gefilmt.

Das Hauptfilmteam begann am 1. April 1997 mit den Dreharbeiten. Die für GoldenEye eingerichteten Leavesden Film Studios waren belegt, also wurden in einem in der Nähe gelegenen Industriekomplex neue Bühnen geschaffen und zusätzlich auf der "007 Stage" in den Pinewood Studios gedreht.

Einige Szenen sollten eigentlich in Ho-Chi-Minh-Stadt entstehen. Die bereits erteilte Genehmigung wurde jedoch wieder zurückgezogen, und das Team musste sich kurzfristig nach einer Alternative umsehen, die man schließlich in Thailand fand. In der Zwischenzeit fanden Aufnahmen auf den Luftwaffenstützpunkten Lakenheath und Mildenhall statt. Die Liebesszene zwischen den Hauptdarstellern wurde auf dem Golfclub in Stoke Park aufgenommen, wo bereits Aufnahmen für Goldfinger entstanden waren.

Anschließend ging man nach Thailand, um dort u. a. den Stunt zu filmen, bei dem ein Motorrad über einen Hubschrauber springt.

Zurück in England wurden Szenen gedreht, in denen Bond den BMW bei einer Verfolgungsjagd fernsteuert. Das Parkhaus des Einkaufszentrums Brent Cross im Nordwesten Londons diente hierbei als Drehort für die im Film in Hamburg spielenden Szenen. Für den Film wurden insgesamt 17 BMW 740iL verwendet, die allerdings im Film als 750iL dargestellt wurden. Bei den Dreharbeiten wurden acht davon zerstört.

Am 17. Juli wurde Pierce Brosnan bei Aufnahmen von dem Helm eines Stuntmans im Gesicht getroffen und musste mit acht Stichen genäht werden. In vielen der folgenden Aufnahmen konnte er daher nur im Profil gezeigt werden.

Weitere Drehorte waren Mexiko und Florida. In Mexiko entstanden in den Baja-Studios die meisten der Unterwasserszenen, und zwar in Tanks, die kurz zuvor noch für die Dreharbeiten von Titanic genutzt worden waren.

In Hamburg wurde die Außenansicht des Hotel Atlantic aufgenommen. Die Szenen, die im Hotel spielen, waren jedoch bereits im Stoke Park Golfclub entstanden, und als Parkhaus des Hotels während der Verfolgungsjagd diente das bereits genannte Parkhaus in London. Der Abschluss der Verfolgungsjagd, bei dem der BMW in eine Filiale der Autovermietung kracht, wurde jedoch vor Ort in Hamburg aufgenommen. Dafür wurde ein Teil der Kaufhoffiliale zur Avis-Autovermietung umdekoriert. Auch am Flughafen Hamburg wurden Aufnahmen gemacht.

Im September 1997 wurden die Dreharbeiten beendet.

Drehorte
 London
 Hamburg
 Frankreich:
 Paris
 Peyresourde Airport
 Flugplatz Courchevel (Département Savoie)
 Mexiko
 Thailand
 Pinewood Studios

Gadgets

 Ericsson JB988 Mobiltelefon mit Fernsteuerung für Bonds Dienstwagen, Dietrich in der Antenne, Fingerabdruckscanner und Elektroschock-Verteidigung.
 BMW 740iL, 4.4 V8 mit 210 kW/286 PS, im Film deklariert als BMW 750iL, 5.4 V12 mit 240 kW/326 PS, mit folgendem "Zubehör": Raketen im Schiebedach, selbstaufpumpende Reifen, Krähenfüße, um bei verfolgenden Autos die Reifen zu zerstören, Kabelschneider unter dem Hersteller-Signet, erweiterte Diebstahlsicherung (Elektroschock-Elektroden in den Türgriffen, Tränengas-Düsen) und eine extrastarke Titan-Panzerung.
 Feuerzeug, welches als Handgranate fungiert (Eröffnungsszene).

Einige weitere Gadgets stammen nicht von Q, sondern aus den Beständen des chinesischen Geheimdienstes. Hierzu gehören beispielsweise ein feuerspeiender Drache, ein Fächer mit Stahlseilen und eine Armbanduhr mit integriertem Sprengsatz. Diese ist der chinesische Nachbau der Uhr aus dem vorhergehenden Bond-Film, einer Omega Seamaster Professional.

Filmmusik
Die Filmmusik wurde von David Arnold komponiert. Der Titelsong Tomorrow Never Dies wurde von Sheryl Crow und Mitchell Froom geschrieben und von Sheryl Crow interpretiert, er erreichte Platz 12 in den britischen Charts. Ursprünglich war k.d. langs Surrender von David Arnold und David McAlmont (Musik) sowie Don Black (Text) als Titellied vorgesehen. Der Titel des Liedes sollte Tomorrow Never Dies lauten. Da Sheryl Crow nach Ansicht der Produzenten eine höhere Bekanntheit besaß, wurde kurzerhand ein neuer Song von ihr aufgenommen. Langs Song wurde um das Wort "Surrender" im Refrain ergänzt und als Endtitel benutzt. Langs Song war zu diesem Zeitpunkt bereits als Leitmotiv in den Soundtrack eingeflossen.

Zusätzlich sind die Lieder Backseat Driver von David Arnold und Alex Gifford von den Propellerheads und It Had To Be You in einer Version von Simon Greenaway im Film zu hören. Bei dem klassischen Musikstück "Danish Lesson" handelt es sich um den Anfang des zweiten Satzes (Adagio) aus dem 5. Klavierkonzert in Es-Dur, Op. 73, von Ludwig van Beethoven.

Der Soundtrack erschien erstmals 1997 bei A&M Records auf CD. Im Jahre 2000 wurde eine neue Version mit mehr Audiostücken aus dem Film veröffentlicht, die das VHS/DVD-Cover als Vorlage hatte. Der Titelsong fehlte aus rechtlichen Gründen auf dieser Ausgabe.

Originalauflage (November 1997)
 Tomorrow Never Dies (04:47) gesungen von Sheryl Crow
 White Knight (08:30)
 The Sinking of the Devonshire (07:07)
 Company Car (03:08)
 Station Break (03:30)
 Paris and Bond (01:55)
 The Last Goodbye (01:34)
 Hamburg Break In (02:52)
 Hamburg Break Out (01:26)
 Doctor Kaufman (02:26)
 *-3-Send (01:17)
 Underwater Discovery (03:37)
 Backseat Driver (04:37)
 Surrender (03:56) gesungen von k.d. lang
 James Bond Theme (03:12) interpretiert von Moby

Extended Version (2000)
 White Knight (08:29)
 The Sinking of the Devonshire (07:06)
 Company Car (03:07)
 Paris & Bond (01:55)
 The Last Goodbye (01:33)
 Hamburg Break-In (02:53)
 Hamburg Break-Out (01:24)
 Doctor Kaufman (02:27)
 *-3- Send (01:15)
 Back Seat Driver (04:34)
 Underwater Discovery (03:36)
 Helicopter Ride (01:34)
 Bike Chase (06:44)
 Bike Shop Fight (02:42)
 Kowloon Bay (02:27)
 Boarding The Stealth (04:38)
 A Tricky Spot For 007 (02:48)
 All In A Day's Work (05:09)
 Exclusive David Arnold Interview (11:02)

Synchronisation

Uraufführung
Die Premiere des Films erfolgte am 9. Dezember 1997 im Odeon Leicester Square in London. Es war der erste Bond-Film seit 1977, bei dessen Premiere kein Mitglied der königlichen Familie anwesend war. In Deutschland startete der Film am 18. Dezember 1997.

Nachwirkung

Finanzieller Erfolg
Der Morgen stirbt nie war der erhoffte finanzielle Erfolg für das Filmstudio. In den Vereinigten Staaten hatte der Film 26,7 Millionen Zuschauer und spielte ca. 125 Millionen US-Dollar ein, davon allein 25 Millionen am Eröffnungswochenende. In Deutschland hatte der Film 4,5 Millionen Zuschauer, weltweit spielte er ca. 460 Millionen US-Dollar ein.

2012 wurden als inflationsbereinigtes weltweites Einspielergebnis 479 Millionen US-Dollar angegeben, was dem 16. Platz von 23 Bond-Filmen entspricht.

Zeitgenössische Kritik
Zum Zeitpunkt seiner Uraufführung erhielt der Film gemischte Kritiken.

Roger Ebert urteilte lobend, auf Basis dieses Films erscheine die Serie "fit für das 21. Jahrhundert". Die Palm Beach Post fand den Film "sehr spannend" und schrieb gar: "Sean wer? Es ist offiziell: Pierce Brosnan ist James Bond." Ebenfalls positiv äußerte sich der Herald, als er schrieb "Der Morgen stirbt nie wird die Fans entzücken."

Der Film bekam auch viele negative Kritiken, so schrieb die Daily Mail, "GoldenEye schien die Serie neu zu erfinden, aber dieser [Film] macht mehrere Schritte rückwärts." Die Times urteilte, der Film nehme "den ganzen Glanz aus Pierce Brosnans erfolgreicher Vorstellung in GoldenEye und wirft ihn weg."

Der Filmdienst schrieb: "Trotz einiger bemerkenswerter Spannungsmomente, eindrucksvoller Bilder der Schauplätze sowie ironischer Dialoge unterliegt der Film einer Genre-Konvention, die nur mit wenigen Pausen durchsetzte Materialschlachten fordert. Darunter leidet auch das gerade für Bond-Filme notwendige Charisma der Hauptfigur."

Spätere Bewertung
Rückblickend wird der Film häufig als ein durchschnittlicher Beitrag zur James-Bond-Reihe betrachtet, was auch die Platzierungen in zahlreichen Ranglisten der letzten Jahre belegen.

Die Zeitschrift Entertainment Weekly erstellte bereits 2006, knappe zehn Jahre nach der Veröffentlichung von Der Morgen stirbt nie, eine Rangfolge der James-Bond-Filme, wobei der Film als 15. von 21 abschnitt. Im selben Jahr bewerteten die Mitarbeiter der Multimedia-Webseite IGN die Bond-Filme und wählten Der Morgen stirbt nie auf Platz 13.

Fünf Jahre später, zwischen 2011 und 2012, wurde von den Besuchern der James-Bond-Fanseite MI6-HQ.com über die besten Bond-Filme abgestimmt, wobei Der Morgen stirbt nie Platz 13 von 22 Filmen erreichte.

Im Jahr 2012 wurden die Bond-Filme auch durch die Leser des 007 Magazine bewertet, Der Morgen stirbt nie belegte den 15. von 24 Plätzen. In einer ebenfalls 2012 veröffentlichten Liste des Rolling Stone nimmt Der Morgen stirbt nie jedoch lediglich Platz 21 von 24 James-Bond-Filmen ein. In dem 2012 erschienenen Sonderheft 50 Jahre James Bond des Stern wird der Film mit 3 von 5 Sternen ("solide") bewertet und als "eher durchwachsener Beitrag der Serie" bezeichnet. Brad Brevet nannte ihn im selben Jahr einen der fünf besten James-Bond-Filme, während er vom Magazin Time Out als zweitschlechtester Film genannt wurde.

Adaptionen

Literatur
Raymond Benson, der 1996 mit dem Schreiben offizieller Bond-Romane beauftragt worden war, veröffentlichte einen auf dem Drehbuch basierenden Roman, der mehr Handlung als der Film enthält.

Videospiele
Im November 1999 erschien bei Electronic Arts ein Third-Person-Shooter für die PlayStation, der sich an der Handlung des Films orientiert und ebenfalls Der Morgen stirbt nie heißt.

Auszeichnungen
 1998: BMI-Awards (David Arnold, beste Filmmusik)
 1998: Goldene Leinwand
 der Titelsong wurde 1999 für einen Golden Globe Award und einen Grammy – jeweils in der Kategorie Bestes Lied für einen Film – nominiert.

Veröffentlichung
Der Film wurde 1998 erstmals auf VHS von Warner Bros. in Deutschland veröffentlicht. Die VHS hatte ein Wendecover, damit es zur 1995 veröffentlichten Classic Bond Collection passte. Ab 1999 wechselten die Vermarktungsrechte zu 20th Century Fox Entertainment. Die erste DVD-Version kam 1998 auf den Markt. Damals noch in der Jewel-Case-Box, später in der heute noch üblichen Amaray-Hülle. Als Blu-Ray wurde er zum 50. Jubiläum veröffentlicht.

Der Film lief am 29. Dezember 2000 um 20:15 Uhr auf ARD erstmals im deutschen Free-TV.

Weblinks

Einzelnachweise

Filmtitel 1997
Britischer Film
US-amerikanischer Film
Agentenfilm
Thriller
Actionfilm
Morgen Stirbt Nie #Der
Tauchen im Film

redpajama_set_name: RedPajamaWikipedia


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text:
Holy Ground, Part III
by Father Mark Pautler
Five o'clock! Rise and shine! Our savvy pilgrimage guide, George, had rearranged the schedule. The Bethlehem experience taught us that prime time visitation of the sacred sites also meant long lines and more waiting than walking. The revised game plan called for an early departure to the Old City of Jerusalem, then making the Way of the Cross to the Church of the Holy Sepulchre, where we would celebrate Mass. This was the Triduum of our pilgrimage. It was worth the 5 a.m. wake-up.
In prayerful solemnity, we walked the Way of the Cross through the maze of streets that create the enchantment of the Old City. Here Jesus walked, or, as we had become accustomed to say: "Here Jesus walks." The Passion, death and resurrection are not past events, but the foundation of the real presence of Christ, who lives today. But the stones still shout, because they are forever sanctifed by His presence. We who walk the way today do not reenact the past; we are permeated by the past that shapes our present.
Do these pious thoughts express what I felt? No. This is feeble theology-speak. However, two moments on the Way brought the past to the present.
George had obtained a ceremonial cross to be carried on the Way. It could be managed by one person, but he knew what he was doing when he had us taking turns, with four at a time bearing the cross. "Who wants to go first?" No thanks, I said to myself. Let someone else take the lead. But after the meditation and the walk to the second station, something happened. Call it a Simon of Cyrene moment. I wanted to carry the cross. How do I account for the sense of urgency? Eventually, everyone would take a turn on the cross, some more than once. This simple symbolic act brought me into a deeper connection with the Passion. I am also called to take up the cross and walk the cross road.
The Way of the Cross concludes within the Church of the Holy Sepulchre, which was built and rebuilt through the centuries over the traditional sites of Calvary and the Tomb. Calvary is honored much like the place of the Lord's birth. On the floor beneath an altar is an ornamental opening through which you touch Golgotha. Here, one would like to linger, but even though the hour was early, the procession of pilgrims already was in full force. We moved on to the Sepulchre to celebrate Mass at our scheduled time.
Besides Calvary and the Tomb, a third fixture of the great church is the Stone of Anointing, the rock slab venerated as the place where the Lord's body was prepared for burial.
Nicodemus, who had at first come to Jesus by night, also came bringing a mixture of myrrh and aloes, weighing about 100 pounds. They took the body of Jesus and wrapped it with the spices in linen cloths, according to the burial custom of the Jews. (Jn 19: 39-40)
This was the place for a second moment of connection with the Passion.
On the previous day, George had told us that some women come daily to dress the stone with aromatic oil. Pilgrims bringing shawls and other cloths rub them on the stone to capture the aroma. The shawl can be used to accompany prayer in visiting the sick. I was immediately overcome by the simplicity and loveliness of this gesture. Everyone was. "Where can we find shawls?" "Oh, everywhere," George said. Happily, our hotel's shop was well-stocked. Each of us departed from the stone with at least one precious linen.
Our early morning visitation to the Church of the Holy Sepulchre was complete. We returned to the hotel for brunch and rest. The fact is, I cannot recall how we passed the rest of the day. Maybe that says something about the Triduum. What more is there?


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Government agencies serve the American public, and thus should not only be representative of the population they serve, but demonstrate the value of that diversity in their workforce. However, a recent survey put out by the Government Business Council and Monster Government Solutions identified some concerning data about how Federal employees experience diversity and inclusion efforts. The study found that 75% of government employees feel misunderstood because of some aspect of their identity, and only 28% believe their organization is effective in leveraging diversity.
Research time and again has demonstrated the importance of a diverse and inclusive workplace for organizations. Diversity and inclusion enhance employee morale, productivity, and innovation. Truly inclusive organizations embed diversity into the very fabric of the organizational culture. The organizational identity to which everyone belongs is one of inclusion. It's not only in the written policies and practices, but also in the unwritten norms and social ways of being. It's part of the organizational language. Everyone feels equally valued for what they bring to the organization. There is transparency in decision making. There is representation of diversity at all levels of the organization. Individuals at every level of leadership are committed to and responsible for building and sustaining a diverse and inclusive environment.
Although 82% of the respondents to the survey agreed that a deeper understanding of diversity and inclusion would benefit the organization, 40% of respondents believe there's a lack of support from leadership, and 35% believe there is a lack of dedicated resources to lead and manage D&I initiatives.
Organizational leadership must initiate noticeable organizational culture change, where they actively acknowledge the current state of the organizational culture and how it helps or hinders inclusion. They must elicit a vision for an inclusive organization from every corner of the organization, rather than dictating what that vision will be. They need to actively and visibly remove barriers to inclusion by ensuring sufficient resources are available to support D&I efforts.
Although the study found that 65% of managers believe they have the resources to effectively resolve diversity related issues, 67% of non-managers lack confidence in their supervisors' ability to resolve D&I issues.
All supervisors and managers must hold themselves and their teams accountable for creating and sustaining an inclusive working environment. One-off training that only focuses on EEO compliance is not enough to build a cadre of supervisors who are committed to diversity and inclusion and have the skills to foster an inclusive workplace. Supervisors need adequate development and coaching to ensure they have the competence to support diverse and inclusive working teams.
Individuals at all levels of the organization must see themselves as advocates for inclusion, and be willing to have open and honest conversations about identity and how it impacts individuals' values, perceptions and behaviors at work. Individual contributors must be able and willing to elicit and provide feedback that may be tough to hear, to test their own assumptions and prejudgments, and acknowledge that they have implicit biases that may cloud their vision of others.
Fostering diversity and inclusion is not a new challenge for government organizations, and past efforts can yield valuable lessons. In order for D&I initiatives to thrive, the organization must embed diversity and inclusion values and practices into the organizational culture and structure. Every member must see themselves represented in this organizational culture, and everyone must own the path forward.
"Although 82% of the respondents to the survey agreed that a deeper understanding of diversity and inclusion would benefit the organization, 40% of respondents believe there's a lack of support from leadership, and 35% believe there is a lack of dedicated resources to lead and manage D&I initiatives.
I understand why managers are targeted, so they can model the right behaviors and address problems with the workforce when problems occur. But there also needs to be some responsibility given to employees too. I would like to see more training and seminars given to employees along with managers. I know that can be expensive (everything boils down to money); but in the long run, over time, I think it would save organizations money in terms of loss of human capital dollars. As suggested above (there's a lack of dedicated resources), the reason why money isn't made available is because of the lack of support from leadership. There's always money available for what leadership deems important. But allocating more money toward this endeavor would greatly improve awareness and ultimately save the organization money. When I think of time responding to lawsuits, time spent investigating infractions and alleged acts of discrimination, victims taking time off work because of the stress associated with discriminatory acts by coworkers, and money spent trying to remedy a wrong lodged against employees, I believe being proactive by educating and training the entire workforce regularly and routinely is in everyone's best interest and would save organizations money.