At this Missouri school, maintaining racial parity takes vigilance. One outcome is open discussions about race – among students, parents, and staff – that reflect the possibilities of a more integrated society. Part 2 of an occasional series.
Rebecca Hawkins (l.) walks daughter Clara into school as Kristina Mavers-Vogel (r.), a family support coordinator, looks on at City Garden Montessori School on March 30 in St. Louis. About 50 percent of the school's kindergarten through eighth-grade students are white. But its low-income population, once more than half the school, has shrunk to 39 percent.
Lead "guide" Anne Lacey sits on the rug, giving a lesson to a wiggly cluster of first- to third-graders. She's white, with wavy hair and glasses. Robert Nelson, the assistant guide (a Montessori term for educators) is folded into a tiny chair at the back of the room, checking a boy's math, when a girl wearing a cat-eared headband pounces on him for a hug. He's African-American, with a shaved head and black beard.
At City Garden Montessori, a charter school not far from a prominent botanical garden here, the students, staff, and even the children's drawings reflect the racial diversity of the nearby neighborhoods that get preference in the admissions lottery.
The everyday moments hint at the pioneering nature of this place – like the time during a frigid January indoor recess when some children found popsicle sticks and decided to make mini "Black Lives Matter" signs.
Their older elementary peers organized a march last September after the acquittal of a local white police officer who had killed a black man. The school is less than 20 miles from Ferguson, Mo., where the police killing of Michael Brown in 2014 sparked a national movement.
Even before that, a desire for racial equity motivated people at City Garden to rethink how they do education, and to live their commitment in a deep way. The journey to becoming truly integrated has forced them to call upon reserves of hope, moral courage, and perseverance.
City Garden's mission includes not only racial and economic diversity, but also "anti-bias, antiracist" education, or ABAR, a term used by the Illinois-based Crossroads Antiracism Organizing & Training, which has helped with staff development.
"We no longer have the privilege of pretending that race doesn't matter," says Nicole Evans, the school's African-American principal, who greets students in the morning with hollers and hugs.
"We tell every parent that comes in: This is not just beautiful words on the wall…. This is a matter of life or death for some of our students. Forget about leveling the playing field; this is about being invited to the game," she says.
Student writing on the wall at City Garden Montessori School in St. Louis. The charter school is less than 20 miles from Ferguson, Mo., where the police killing of Michael Brown in 2014 sparked the 'Black Lives Matter' national movement.
Montessori is a child-centered educational approach that started in the tenements of Rome. The United States has an estimated 4,000 Montessori schools, 500 of them public. Among those, about 55 percent are charter schools, according to an analysis by Mira Debs, executive director of the Education Studies Program at Yale University.
"There is a lot the public Montessori sector has accomplished in terms of being a model of diversity over the last 50 years," but tensions have arisen over "equitable access and the experience of students and teachers of color in those buildings," Dr. Debs says.
City Garden is one of 125 US charter schools identified as "diverse by design" by The Century Foundation in a first-of-its kind report May 15. Eight Montessori charter schools, and about 2 percent of charters overall, met the criteria.
The small numbers show that school integration hasn't been a priority for the charter sector. That's partly because of "a real absence of leadership in federal law and state charter law to give schools guidance or any kind of incentives to promote diversity," Debs says. But such grass-roots efforts are important to highlight because they show how charter-school flexibility can be leveraged.
Interest in anti-racism work in Montessori schools is growing. Hundreds of people now attend the annual conference put on in various locations by Montessori for Social Justice, a group that City Garden leaders helped create, and for which Debs has served on the board.
It's "inviting people into the conversation about what education can be … and how it can contribute to this broader movement for equity and liberation," says City Garden executive director Christie Huck.
Elementary students attend class with instructor Jori Martinez-Woods at City Garden Montessori School in St. Louis.
City Garden started in 1995 as a private Montessori preschool. In 2008, black and white parents, including Ms. Huck, helped create the charter school to offer an integrated public Montessori up through grade 8. The city schools had large concentrations of students of color, while the local Catholic schools skewed white.
Last December, it became the first charter in Missouri to gain a 10-year renewal, based on high marks in a quality review. One commitment in its new charter: taking specific steps to try to close racial gaps on state tests.
When Dr. Evans arrived, the school had recently begun anti-bias training among the staff, but it still needed to break out its data by race and take a closer look at "the educational debt" black students were accruing relative to whites, she says.
Eventually school officials told that parent he could no longer attend meetings. He and a few other white parents took their children out of the school.
For staff, the journey has involved about 20 hours of anti-bias, or ABAR, training each summer, and professional development sessions during the year. Parents and community members have been welcomed to facilitated "Colorbrave" conversations for several years as well.
"It gets messy sometimes, because this is not easy work or comfortable work," says Faybra Hemphill, City Garden's director of racial equity, curriculum, and training.
Even in a place explicitly countering it, racism still crops up among students.
"Sometimes people, they don't try to be racist, but sometimes they are," says McKenzie, a fourth-grader who's nibbling on pizza during lunch with Black Girls Rock, a group that meets once a month for a field trip or a discussion in the school's central "living room," to counter negative social messages.
Principal Nicole Evans (l.) talks to students during a 'Black Girls Rock' session at City Garden Montessori School in St. Louis. The charter school's mission includes not only racial and economic diversity, but also 'anti-bias, antiracist' education.
Before the pizza, Evans read them a picture book celebrating the wide range of skin tones among African-Americans. A beam of sunlight cut through the circle, hitting a patch of sequins on a girl's shirt and sending sparkles across her friends.
City Garden students say they do make friends across racial lines. "If there's a thing that goes on with racial tensions [in the news] we'll talk about it…. [The guides] handle it pretty well," says Omar, a seventh-grader.
One teachable moment came up early in the school year. Some black students in a fourth- to sixth-grade class had gotten excited about creating a business to make play slime over the summer. They thought of it proudly as a black-owned business. Their enthusiasm spread quickly, though, and in the fall some white students wanted to be part of it.
Ms. Hemphill stopped by to help them talk it through, and "they had this very mature debate," Evans says.
Now, confronted with this business activity their peers were doing after school, a student suggested a solution: The business leaders could call upon other students as "consultants" when they wanted help.
"That was a courageous conversation about race," Evans says.
Kim Dixon, a white mother, was impressed with her daughter's takeaways. "There are 30-, 40-year-old people that still don't get that concept … that oppressed people need their own space," Ms. Dixon says.
Nearby the school, old brick houses, some boarded up, sit adjacent to pricey contemporary homes. The neighborhood has been gentrifying, partly because of the school's success.
For integrated charter schools, it's a constant challenge to maintain diversity as word gets out and more affluent parents apply, says Debs, from Yale.
City Garden has been able to maintain a racial mix, with about 50 percent white students, but its low-income population, once more than half the school, has shrunk to 39 percent.
In response, the school formed an affordable housing task force, and it has lobbied the state legislature in the hopes that it will allow a weighted lottery to maintain a balance of low-income students.
Robert Nelson, who works with lower elementary students at City Garden Montessori School, says he was pleasantly surprised by the school's devotion to anti-bias, antiracist work.
Mr. Nelson, a teacher with decades of experience in regular public schools, took Montessori training over the summer and started at City Garden in September. He says he was pleasantly surprised by the school's devotion to anti-bias, antiracist work.


The overview of war and the battlefield has been greatly misrepresented by modern literature. Some forms of literature show or explain how great certain wars were and how majestically the soldiers fought to protect their country. However, one thing we learn from the movie Jarhead is that war is totally ugly. There is complete chaos everywhereand every person is just fighting to survive so that they can go home and see their loved ones.
The ugliness of war can have a very adverse effect on a soldier. Some soldiers find it hard to get back to their normal lives once the war is over. The war managed to take away their idea of normal. This is what is known as Post-Traumatic Stress Disorder. Soldiers go through a lot of trouble to keep their country safe. Grenades, bombs exploding, bullets flying carelessly and dead bodies of colleagues, innocent women and children is enough to leave any person in an unstable state of mind.
Despite being in the field amidst all the fighting, Swoff and his fellow soldier are only kept alive by the thought of seeing their loved ones at the end of the war. Family and loved ones give soldiers something to live and fight for. Swoff cannot stop obsessing over the fact that his girlfriend might be cheating on him at a time when he should be worrying about his own safety.
Despite being in the middle of a war, Swofford manages to obtain some illegal alcohol and the soldiers celebrate Christmas. Just because they are in the battlefield does not mean that they will let life pass them by without celebrating moments like Christmas. This shows that no matter what situation we found ourselves in life, it is always good to celebrate the little moments.
War is not always fighting day in day out. In recent times, war has usually been portrayed to be a time of non-stop fierce battle against the enemy from dawn to dusk. In Jarhead, we see that Swofford's Unit is deployed to the Arabian Peninsula and they end up getting extremely bored. The get bored to the point that they start discussing the fidelity of their spouses back home.
It is as a result of numerous wars that our society is what it is today. Different people and countries have fought for their rights and beliefs in order to have a place in the society. It is therefore important for movies to ensure that they bring out the real picture of the struggle.


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At the heart of continental Europe, Euronext is the top market place for tech stocks listings, resulting in the Euronext Tech Platform showcase indices. These indices are based on a selection of stocks from Euronext markets as well as EnterNext, which is a subsidiary market of Euronext and dedicated to financing and promoting Small and Mid Caps. It comprises the 750 listed Small and Mid Cap companies on Euronext markets in Belgium, France, the Netherlands and Portugal.
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Protect your smile with proper oral hygiene. Sam's Club® offers a wide collection of oral care items that are designed to keep your teeth and gums healthy, including toothbrushes, mouthwash, toothpaste and floss.
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Toby Grove is the President of Dallas-based KDC. Grove is responsible for the oversight of corporate development, acquisition and financing activities, and is involved with strategic planning and new business development for the company. He is also responsible for the firm's daily operations, including all regional offices.
Since joining the company in 1994, Grove's experience with KDC encompasses the development, acquisition, disposition and financing activities for more than 33 million square feet of office and industrial projects as well as the development or sale of more than 5,000 acres of land.
KDC's largest project in development is CityLine, a 186-acre, mixed-use project in Richardson, Texas. The transit-oriented development includes nearly 50 dining and retail service options with Whole Foods as the retail anchor; 1,000 apartments with another 1,000 under construction; a 148-room select service Aloft Hotel; a wellness office building anchored by Texas Health Resources, Children's Health; a fitness center; an urban plaza; a 3.5-acre park with trails and five large outdoor sculptures. CityLine is also home to State Farm and Raytheon. At full build-out, CityLine will contain five million square feet of office space, 3,925 multi-family residential units, two hotels, and two parks with access to regional hike and bike trails. Approximately 30,000 people are expected to live and work at CityLine.
KDC along with Karahan Cos. and Columbus Realty formed "Team Legacy" to develop Legacy West, a 240-acre mixed-use project in Plano, Texas. JPMorgan Chase's corporate campus is currently under development at the project, which also includes Liberty Mutual's regional headquarters, Toyota's new North American Headquarters, and FedEx Office's corporate headquarters.
In Dallas, KDC is developing a 250,000-square-foot office tower at "The Epic," a mixed-use, transit-oriented project on eight acres in the vibrant Deep Ellum neighborhood, as well as an office building within the $200 million West Love mixed-use development near Dallas Love Field Airport. In addition, KDC has announced a partnership with Seritage Growth Partners to develop up to one million square feet of premier office space in Dallas Midtown. Plans have also been released in partnership with Hoque Global for the Dallas Smart District, a master-planned urban neighborhood with more than 20 acres in Downtown Dallas.
In Irving, Texas, KDC currently has two projects under construction: a 1.125-million-square-foot headquarters for Pioneer Natural Resources at the Hidden Ridge development, and a 155,000-square-foot Class A medical office complex for Healthcare Associates of Texas. Construction is underway on a 460,000-square-foot, Class AA office tower in downtown San Antonio, the city's first in 30 years, that will serve as Cullen/Frost Bankers Inc.'s corporate headquarters.
Outside of Texas, KDC is currently developing Park Center, a 17-acre transit-oriented development in Dunwoody, Georgia, in which State Farm currently occupies 585,000 square feet of office space. KDC is in the second phase of construction, which will include two additional towers totaling 1.2 million square feet. State Farm will occupy both towers, along with the already completed tower in the first phase.
Grove was named a Best Boss in the Business by Real Estate Forum in 2016. He earned a Bachelor of Business Administration in real estate and finance from Southern Methodist University. Away from the office, Grove enjoys spending time in the mountains, skiing in the winter and biking in the summer.
Mr. Jerry Jones
Blue Star Land, L.P.
Although best known for his bold, innovative leadership of the Dallas Cowboys and within the National Football League, Mr. Jones has also made a lasting impression on North Texas since 1992, as the founder and leader of his real estate company, Blue Star Land, LP, a company Jones owns with his three children. His introduction to the commercial real estate market came in 1961, when at the age of 19, he developed the James River Town Center in Springfield, MO, with a 38,700 square foot retail/commercial center. Today the property is still owned by the Jones family and contains more than 1,500,000 square feet of retail and restaurant space.
Since that time, Jones has become a major player in the Texas real estate market with the acquisition and development of Starwood, a 550-acre residential development in Frisco, Texas; Riata, an apartment community of over 2000 units in Austin, Texas; and StarCreek, a 500+ acre mixed-use development in Allen, Texas. Mr. Jones and team have had a history of success with the high-profile Cowboys Golf Club, opened in 2001 in Grapevine, Texas, and a multi-site climate-controlled, storage company, Blue Star Storage.
Recent major projects include the conception and construction of AT&T Stadium in Arlington, Texas, and The Star in Frisco, Texas. The stadium, which opened in 2009, has a capacity of over 100,000 and is the largest and most technologically sound indoor/outdoor stadium in the world. The Star, which serves as the world training headquarters for the Dallas Cowboys, is a state-of-the-art venue that enjoys a first-of-its-kind partnership with its surrounding community in Frisco, and the young men and women who compete in athletics at the high school and youth sports levels.
Blue Star Land also has made significant investments over the past decades slated for future development, acquiring more than 3,407 acres of property along the North Dallas Tollway, throughout Collin County and into Denton County to build popular commercial and luxury residential housing. Projects under construction at this time include The Gates of Prosper, a 400-acre, mixed-use development of restaurants/retail and residential located at Preston Rd. and SH 380 and StarTrail; a 900-acre residential development on the Dallas North Tollway; and continued commercial, residential, retail and restaurant development of The Star in Frisco.
"Jerry Jones is a bold and creative leader who not only dreams big but also has the drive, business acumen, fortitude and spunk to make incredible things happen," said Darrell Hurmis, chairman of the 2018 NTCAR Hall of Fame event committee. "Whether he's managing the Dallas Cowboys, building a groundbreaking stadium, or a mixed-use residential or commercial development, he's going to leave his mark in an exceptional way."
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Retail Services Americas for CBRE
Previously President/CEO and majority shareholder of UCR
As Chairman of Retail Services Americas, Mickey Ashmore acts as an executive advisor to CBRE's retail leaders in the U.S., including managing directors and functional leaders. Mickey has a commitment to strong partnerships, a talent for attracting skilled senior agents and an ability to mastermind solid strategies.
Mickey was instrumental in the creation of CBRE's Retail Science platform, advising our top retail leaders on the vision, brand and long-term value of the program. His suggestion to create a Retail University in addition to the investments in real estate technology and research has led our professionals to become true advisors and retail leaders in our industry.
A primary focus of Mickey's is mergers and acquisitions and the recruitment of the top retail talent in the country. Since his onboarding he has strengthened CBRE's retail presence in San Francisco and the bay area and was active in the acquisition of Sitehawk Real Estate in Indiana.
Prior to joining CBRE, Mickey was the President and CEO of UCR, the largest retail real estate services firm in Texas. In 2015, he negotiated the acquisition of UCR by CBRE thereby strengthening and solidifying CBRE's dominant retail presence in Texas and North America. While President and CEO of UCR, Mickey served as the Chairman of Chainlinks, the No. 1 retail brokerage network in North America. Mickey also was the Executive Vice President for Hopkins-Shafer Company.
He is a noted expert on Main Streets and mixed-use developments and was personally involved in the leasing of the ULI award-winning Southlake Town Square, Mockingbird Station, Knox Street District, and Midtowne Little Rock.
Mickey served on the board of NTCAR as the Board of Directors in 2010 and 2012 and served as an Executive Board member in 2011. He was a member and lecturer for the NTCAR Education Committee from 2010-2012, a panel member for the DFW Annual Forecast in 2010, and was a Corporate Quarterly Sponsor of Member Meetings from 2011-2013. During his involvement with NTCAR, Mickey created the educational program and personally taught three classes - Cold Calling Techniques, Building Meaningful Relationships and Pathways to Prosperity, and Happiness in Commercial Real Estate.
His background before entering real estate includes teaching speech and English.
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redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Merge commits after changes to the branch I've initially had two branches:
master A---B---C
                \
fork             D---E---F---H---I

So I wanted to get my fork branch to be merged to master at F, without merging D and E. So it becomes:
master A---B---C-------F---H---I
                \
fork             D---E

And then I would like to be able to rebase the fork to master, so it becomes:
master A---B---C-------F---H---I
                                \
fork                             D---E

(Not sure about the lettering, or should it become D' and E' and have the old ones stay after C)
So I searched around and found that I can branch my fork at "I" and then hard reset it, but it became even more complicated:
master A---B---C
                \
fork             D---E
                      \
to-merge               F---H---I

(I'm at this point now)
Please, help a noob at branching to make it work. Even it I end up with something like this:
master A---B---C-------F---H---I
                \     /         \
fork             D---E           D'--E'

I don't want to merge D and E to the master at all.

A: If it's only 3 commits, it might be simplest to just cherry-pick them into your master branch.
git checkout master
git cherry-pick F
git cherry-pick H
git cherry-pick I

A: I think you may want to look at cherry picking.
Just a quick google brought this up.  Looks useful (and like what you need).  http://technosophos.com/content/git-cherry-picking-move-small-code-patches-across-branches
First check out master.
$ git checkout master

Then something like this for each cherry pick.
$ git cherry-pick F
Finished one cherry-pick.

redpajama_set_name: RedPajamaStackExchange


text:
Q: Different shape arrays operations A bit of background:
I want to calculate the array factor of a MxN antenna array, which is given by the following equation:

Where w_i are the complex weight of the i-th element, (x_i,y_i,z_i) is the position of the i-th element, k is the wave number, theta and phi are the elevation and azimuth respectively, and i ranges from 0 to MxN-1.
In the code I have:
-theta and phi are np.mgrid with shape (200,200) each,
-w_i, and (x,y,z)_i are np.array with shape (NxM,) each
so AF is a np.array with shape (200,200) (sum over i).There is no problem so far, and I can get AF easily doing:
af = zeros([theta.shape[0],phi.shape[0]])
for i in range(self.size[0]*self.size[1]):
            af = af + ( w[i]*e**(-1j*(k * x_pos[i]*sin(theta)*cos(phi) + k * y_pos[i]* sin(theta)*sin(phi)+ k * z_pos[i] * cos(theta))) )

Now, each w_i depends on frequency, so AF too, and now I have w_i with shape (NxM,1000) (I have 1000 samples of each w_i in frequency). I tried to use the above code changing
af = zeros([1000,theta.shape[0],phi.shape[0]])

but I get 'operands could not be broadcast together'. I can solve this by using a for loop through the 1000 values, but it is slow and is a bit ugly. So, what is the correct way to do the summation, or the correct way to properly define w_i and AF ?
Any help would be appreciated. Thanks.
edit
The code with the new dimension I'm trying to add is the next:
from numpy import *

class AntennaArray:
    def __init__(self,f,asize=None,tipo=None,dx=None,dy=None):
        self.Lambda = 299792458 / f
        self.k = 2*pi/self.Lambda
        self.size = asize
        self.type = tipo
        self._AF_DATA_SIZE = 200
        self.theta,self.phi =  mgrid[0 : pi : self._AF_DATA_SIZE*1j,0 : 2*pi : self._AF_DATA_SIZE*1j]

        self.element_pos = None
        self.element_amp = None
        self.element_pha = None

        if dx == None:
            self.dx = self.Lambda/2
        else:
            self.dx = dx

        if dy == None:
            self.dy = self.Lambda/2
        else:
            self.dy = dy

        self.generate_array()

    def generate_array(self):

        M = self.size[0]
        N = self.size[1]
        dx = self.dx
        dy = self.dy

        x_pos = arange(0,dx*N,dx)
        y_pos = arange(0,dy*M,dy)
        z_pos = 0

        ele = zeros([N*M,3])

        for i in range(M):
            ele[i*N:(i+1)*N,0] = x_pos[:]

        for i in range(M):
            ele[i*N:(i+1)*N,1] = y_pos[i]

        self.element_pos = ele

        #self.array_factor = self.calculate_array_factor()

    def calculate_array_factor(self):

        theta,phi = self.theta,self.phi

        k = self.k

        x_pos = self.element_pos[:,0]
        y_pos = self.element_pos[:,1]
        z_pos = self.element_pos[:,2]

        w = self.element_amp*exp(1j*self.element_pha)

        if len(self.element_pha.shape) > 1:
            #I have f_size samples of w_i(f)
            f_size = self.element_pha.shape[1]
            af = zeros([f_size,theta.shape[0],phi.shape[0]])
        else:
            #I only have w_i
            af = zeros([theta.shape[0],phi.shape[0]])

        for i in range(self.size[0]*self.size[1]):
        **strong text**#This for loop does the summation over i
            af = af + ( w[i]*e**(-1j*(k * x_pos[i]*sin(theta)*cos(phi) + k * y_pos[i]* sin(theta)*sin(phi)+ k * z_pos[i] * cos(theta))) )
        return af

I tried  to test it with the next main
from numpy import *
f_points = 10

M = 2
N = 2

a = AntennaArray(5.8e9,[M,N])

a.element_amp = ones([M*N,f_points])
a.element_pha = zeros([M*N,f_points])

af = a.calculate_array_factor()

But I get
ValueError: 'operands could not be broadcast together with shapes (10,) (200,200) '
Note that if I set
a.element_amp = ones([M*N])
a.element_pha = zeros([M*N])

This works well.
Thanks.

A: I had a look at the code, and I think this for loop:
af = zeros([theta.shape[0],phi.shape[0]])
for i in range(self.size[0]*self.size[1]):
            af = af + ( w[i]*e**(-1j*(k * x_pos[i]*sin(theta)*cos(phi) + k * y_pos[i]* sin(theta)*sin(phi)+ k * z_pos[i] * cos(theta))) )

is wrong in many ways. You are mixing dimensions, you cannot loop that way.
And by the way, to make full use of numpy efficiency, never loop over the arrays. It slows down the execution significantly.
I tried to rework that part.
First, I advice you to not use from numpy import *, it's bad practice (see here). Use import numpy as np. I reintroduced the np abbreviation, so you can understand what comes from numpy.
Frequency independent case
This first snippet assumes that w is a 1D array of length 4: I am neglecting the frequency dependency of w, to show you how you can get what you already obtained without the for loop and using instead the power of numpy.
af_points = w[:,np.newaxis,np.newaxis]*np.e**(-1j*
           (k * x_pos[:,np.newaxis,np.newaxis]*np.sin(theta)*np.cos(phi) +
            k * y_pos[:,np.newaxis,np.newaxis]*np.sin(theta)*np.sin(phi) +
            k * z_pos[:,np.newaxis,np.newaxis]*np.cos(theta)
           ))
af = np.sum(af_points, axis=0)

I am using numpy broadcasting to obtain a 3D array named af_points, whose shape is (4, 200, 200). To do it, I use np.newaxis to extend the number of axis of an array in order to use broadcasting correctly. More here on np.newaxis.
So, w[:,np.newaxis,np.newaxis] is an array of shape (4, 1, 1). Similarly for x_pos[:,np.newaxis,np.newaxis], y_pos[:,np.newaxis,np.newaxis] and z_pos[:,np.newaxis,np.newaxis]. Since the angles have shape (200, 200), broadcasting can be done, and af_points has shape (4, 200, 200).
Finally the sum is done by np.sum, summing over the first axis to obtain a (200, 200) array.
Frequency dependent case
Now w has shape (4, 10), where 10 are the frequency points. The idea is the same, just consider that the frequency is an additional dimension in your numpy arrays: now af_points will be an array of shape (4, 10, 200, 200) where 10 are the f_points you have defined.
To keep it understandable, I've split the calculation:
#exp_point is only the exponent, frequency independent. Will be a (4, 200, 200) array.
exp_points = np.e**(-1j*
            (k * x_pos[:,np.newaxis,np.newaxis]*np.sin(theta)*np.cos(phi) +
             k * y_pos[:,np.newaxis,np.newaxis]*np.sin(theta)*np.sin(phi) +
             k * z_pos[:,np.newaxis,np.newaxis]*np.cos(theta)
            ))
af_points = w[:,:,np.newaxis,np.newaxis] * exp_points[:,np.newaxis,:,:]
af = np.sum(af_points, axis=0)

And now af has shape (10, 200, 200).


Derbyshire Mind prepares accounts according to the methods and principles contained in the Accounting and Reporting by Charities, Statement of Recommended Practice (SORP) (revised 2000).
Annual Reports are prepared annually and are audited annually as required by the Companies Act and Charities Act.
Derbyshire Mind meets Inland Revenue, Customs and Excise and Department of Social Security requirements.
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Financial transactions are conducted and recorded to ensure one person's work can always be checked by another.
Derbyshire Mind has appropriate insurance cover, which is regularly reviewed and updated.
Separate accounts and budgets are maintained for separate services.
Who provides Derbyshire Mind with its funding?
Derbyshire Mind is funded by Derbyshire County Council and Derbyshire County Primary Care Trust.
In addition many local organisations and businesses make donations in support of our work.


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What were the Biggest Animated Hits and Misses in 2017?
Warner Brothers delivered the first major animated release of the year, and they delivered a great film. It's energetic, thrilling, pull-out-all-the-stops fun that we all really needed at that point, for one reason or another. Besides a brilliant comedy though, it's also surprisingly a good Batman film in its own right, taking the familiar characters in new directions. It pokes fun at the famous comic franchise while also being a love letter, and it really hits home.
Was this a great movie? No, not really. Yet I still found myself charmed by this picture. While a lot of stuff didn't work, there was a lot of stuff that did work. It also attempted to establish a Chinese stake in the American animation market, and I regret that the low box office might delay further works. What charms me is that Rock Dog is an honest attempt to make something good, and any kids' movie that doesn't rely on Shrek-style humor in 2017 is an effort I can admire. I just wish that corporate politics and production hell hadn't undermined that effort. What might have been a spearhead for Chinese animation ended up stumbling at the starting line.
As for foreign animations though, 2017 saw the Japanese smash hit Your Name finally arrive in the United States. If you have not seen this film yet, you're missing out. Even if you're not an anime fan (neither am I, for the record), Your Name has great characters, an intriguing plot, beautiful animation, fantastic music… it's just all-around spectacular!
Speaking of bad things — The Emoji Movie. I mocked the movie's idea, but went in with a genuinely open mind. Stupid ideas have been made into good movies before, right? And in exchange for my hope and goodwill, I got the absolute worst film I've ever seen. It's a fill-in-the-blank generic kids movie, except it's filled in with shameless advertising. Transformers manages to be more subtle with its product placement! The Emoji Movie is a 90 minute commercial filled with bad messages. It's one thing for a movie to be lazy or uninspired, but The Emoji Movie transcends that into sinister cynicism, and I consider it noteworthy for all the worst reasons.
Luckily, the year delivered a couple more big hits. One that I found myself enamored by was Loving Vincent. While it's been pointed out that the story is not necessarily the strongest, the sheer craftsmanship behind the film carries it through. Every scene has been handpainted in Vincent van Gogh's style. The sheer effort poured into this movie, all the time sunk into painting out every single last frame… it's remarkable. If nothing else, it's worth seeing to simply marvel at all they did bring the unique visuals to life.
Over Thanksgiving, I got to go see Pixar's Coco with my boyfriend. We both ended up crying in one of the best movies that the studio has released. With Coco, Pixar reminded everyone why they are the industry leaders. Do I even need to spell it out? Great story, fun characters, and once more they've pushed computer graphics further and further. Not only do they play with visuals to be fun and exciting, but they slow it down for the most powerful scenes. The character animation on the titular Coco, especially near the ending, moves with such powerful subtlety. It's one of the most beautiful things I've seen. And of course, the music. "Remember Me", or "Recuerdame," ties the whole plot together in such a brilliant way. It's beyond satisfying that Coco won Best Animated Feature, and I look forward to seeing the work that 2018 brings us.
David Gouldthorpe is a senior in the School of Industrial and Labor Relations. He can be reached at djg284@cornell.edu.
When I first saw an ad for Coco, I felt hopeful. There aren't very many movies about Mexican people, especially not children and family movies.
It's been three months since The New York Times released its bombshell story about Harvey Weinstein. Since then, more and more sexual offenders have been brought to light, and the entertainment industry has been rocked to its core.


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text:
InfoQ Homepage News Key Takeaways from the O'Reilly Software Architecture Conference: Day Two
Key Takeaways from the O'Reilly Software Architecture Conference: Day Two
Apr 21, 2016 6 min read
Daniel Bryant
Day two of the O'Reilly Software Architecture Conference began with a keynote from Christopher Grant, senior architect at The Home Depot, titled 'Evolving toward microservices: How HomeDepot.com made the transition'. The first customer-facing web page for The Home Depot was deployed in 1996, and since this time their web presence and software application estate has grown considerably. The integration of new and old technologies and applications led to increasingly long lead times and fragile deployments. Moving to an agile way of working, defining 'domain spaces' of responsibility, and utilising continuous integration practices reduced this friction greatly. In 2015 The Home Depot technical team fully embraced cloud and microservices, which presented new architectural challenges.
Grant provided four key pieces of advice for successfully making major architectural changes: have a vision; understand objectives; choose what matters; and implement in stages. Further suggestions included: 'decompose and define boundaries' - clearly defining business products and domains (and the associated data models and people structures) help map areas of responsibility; 'architect for change' - attempt to anticipate future changes (where possible), move from being reactive to proactive, embrace the notion of 'last responsible moment, and expect (but minimise) future work; and 'implement safety' - automate early and often, and attempt to apply in-place upgrades and greenfield work as appropriate (no one approach works with all use cases). Final recommendations that Grant has learnt from working in the field included utilising feature switches and traffic throttles in order to limit and control issues, and encourage independence between teams - don't overly rely on central control.
When making major architectural changes: have a vision; understand objectives; choose what matters; and implement in stages
Chip Childers, VP Technology at Cloud Foundry Foundation, presented the second morning keynote, 'Going cloud native: It takes a platform', and argued that embracing a 'platform' is essential when creating 'cloud native' and microservice-based applications. A platform should simplify the flow of software deployment and provide development patterns and processes, manage cross-cutting concerns like security and logging, be highly automated, and scaled with ease. Applications that have been designed according to the 'Twelve-Factor Application' principles, or constructed as microservice systems, or have been packaged within containers, are a perfect fit for modern platforms-as-a-service (PaaS) offerings, such as Cloud Foundry, Heroku or OpenShift.
Childers stated that his recommendation to utilise a platform is "not just about tech" - the economic argument is also strong. The correct platform may help with "industrialising the craft of software development", and the notion of 'takt time' was also discussed in relation to the benefits offered by standardising certain operations (such as deployment) using a platform. Takt time is derived from the German word Taktzeit, which means "the average time between the start of production of one unit and the start of production of the next unit, when these production starts are set to match the rate of customer demand". The concluding message from Childers was that platforms provide constraints on a software system, and "the right constraints free us to be creative where it matters"
During the final opening keynote, titled 'Let's make the pain visible', Janelle Klein, CTO of New Iron and founder of Open Mastery, provided an overview of the 'Idea Flow' learning framework, which provides a strategy for measuring the friction in developer experiences and makes the problems visible. Klein proposed that the typical software development process often follows a negative repeating pattern across organisations, moving from "differing problems, to painful releases, to thrashing, and finally project meltdown". Clearly the strategy being used must change, and we must make the 'pain' of software development more visible. However, there are two primary obstacles - the first is that the 'management' typically speak a different language than the 'engineers' (i.e. "the wall of ignorance" between management and development teams), and second, developers often work on improvements that don't make a difference.
Klein proposed the issues that cause the most pain and 'friction' within software development are typically 'human factors', and not technical debt, which is often suspected.
Arguably the most difficult part of software development is "determining the right problems to be solved", but many organisations do not have a valid strategy for approaching this issue. Quoting Richard P Rumelt, "A good strategy is a specific and coherent response to - and approach for overcoming - the obstacles to progress", Klein asked the audience whether our current strategy to identifying and fixing the development friction/pain of "high quality code, low technical debt, easy to maintain code, and good code coverage" is the best approach? The talk concluded with a call to action to "learn and share together as an industry" in regards to making the pain of software development more visible (and manageable). Additional information on the ideas presented in this talk can be found in the Leanpub book entitled "Idea Flow: How to measure the pain in software development"
Mark Bates, founder and chief architect of Meta42 Labs, presented 'Microservices in reverse', and discussed his journey from building a new greenfield web-based application for a startup that used Go-based microservices and an Angular.js UI, to ultimately rebuilding the entire codebase as a Ruby on Rails monolith. The key message presented for teams developing software that will assist a company in searching for product/market fit, then do the simplest thing possible. Ego may drive developers to select the 'latest and greatest' technologies and architectural styles, such as microservices, but Bates found that the most important value for him was to minimise the cognitive 'scope' required when developing the application, as he was working on the startup in his spare time. With a RoR-based monolith, the number of moving parts and orchestration required was minimised.
As I was working on the software part time, I was keen to minimise the [cognitive] scope required when making changes. A RoR monolith was the best choice in this case
James Stewart, Director of Technical Architecture at UK Government Digital Service, presented 'The architect as coach'. The talk began with an assertion that the era of 'big IT' is over, and now architects and developers (rather than vendors) have great power, which must be wielded responsibly. Stewart argued that due to the pervasive nature of technology throughout the public and private sectors, "software is politics now", and accordingly architectural decisions can have wide-ranging consequence. Asking what it means to be a 'senior technology leader' within an organisation, Stewart stated that often your responsibilities are broader than your training, and the role is typically to see the big picture and drive organisational change in the correct direction. A key skill for this position is to know what questions to ask throughout all levels of the organisation, and also appreciate that without support from the top, transformative ambition cannot be fulfilled.
Seven key points for driving transformation were presented throughout the presentation:
Understand the people you are influencing
Influence the influencers - often the most senior leaders are very busy, and gaining access to influence them is difficult. However, they are typically assisted by a team, who are often easier to gain access to and influence
Deliver value early and understand its value - strive for fast feedback
Find common reference points and principles
Talk their language - empathise with senior leaders, and ensure that you are presenting issues using the same vocabulary and terminology as they are
Accept that this takes time, and you can't be proprietorial
Bring the team with you
More details on the O'Reilly Software Architecture conference that ran in New York City can be found on the conference website. Additional events in the O'Reilly Software Architecture Conference will take place this year in London 18th-21st October (CFP deadline 2nd May) and San Francisco 13th-16th November (CFP deadline 1st June), and the corresponding call-for-proposals web pages are now available.
From Docker to Kubernetes: Container Networking 101 (By O'Reilly)
NGINX Plus is the complete application delivery platform for the modern web. Start your 30 day free trial.
NUDGE – Role of Economics in Architecture and Design
Kubernetes Workloads in the Serverless Era: Architecture, Platforms, and Trends
Evolutionary Architecture
Decision Strategies for a Micro Frontends Architecture
Managing Failure Modes in Microservice Architectures
Q&A on the Book Building Digital Experience Platforms
Beyond Microservices: Streams, State and Scalability
User & Device Identity for Microservices @ Netflix Scale
Using Metrics to Ensure Quality Applications in Pivotal Platform
Monoliths, Microservices, Events, Functions: What It Takes to Go through the Transformation
Did You Forget the Ops in DevOps?
Adoption of Cloud-Native Architecture, Part 1: Architecture Evolution and Maturity
Q&A with Tyler Treat on Microservice Observability
Cellery: A Code-First Approach to Deploy Applications on Kubernetes
Testing Microservices: Six Case Studies with a Combination of Testing Techniques - Part 3
Building a High-Performance Networking Protocol for Microservices
Bayesian Optimization of Gaussian Processes with Applications to Performance Tuning
The Not-So-Straightforward Road from Microservices to Serverless
Peloton - Uber's Webscale Unified Scheduler on Mesos & Kubernetes
Testing Microservices: Examining the Tradeoffs of Twelve Techniques - Part 2
Conquering Microservices Complexity @Uber with Distributed Tracing
Practical DDD: Bounded Contexts + Events => Microservices
An Engineer's Guide to a Good Night's Sleep
From Monolith to Observable Microservices Using DDD
Testing Microservices: an Overview of 12 Useful Techniques - Part 1
Implementing Policies in Kubernetes
Improving Capacity Management in Kubernetes Clusters: Q&A with Mohamed Ahmed
AWS CloudWatch Adds Observability Tool for Visualizing Distributed Applications
Scaling Tech to Keep Building the Right Product During Hyper-Growth
How SwissLife France's Enterprise Architects Used Lean to Raise Their Level of Influence
Eighteen Years of Spring
The Unicorn Project and the Five Ideals: Interview with Gene Kim
Q&A on the Book Team Topologies
Q&A on the Book Managing Technical Debt
Day One?
by HJ Meulekamp /
Re: Day One?
The title of this article suggests there is also a Day One report. However, I cannot find it, nor google.
Is there a day one report published?
And found it.. Day one article has a different name...
Lessons Learned at the O'Reilly Software Architecture Conference: Day One:
www.infoq.com/news/2016/04/oreilysacon-day-one
Where as this article on Day two is:


RioTech VTU1X installation. | Enhanced Maintenance Solutions Inc.
EMS Inc. / Alberta / Canada / Field Services / RioTech VTU1X installation.
What does the RioTech VTU1X system need for install? How hard is it??
We have had some requests to see an actual installation of the VTU1X vibration monitoring system. One of our good clients have allowed us to show the install on a new unit to their fleet. The single VTU02 unit installed was set to monitor the engine and compressor frames with the revolutionary 1x vibration system on a mid to high speed application.
With the assistance of the outstanding E&I group the installation took approximately 4 hours to install the unit sensors, route the wiring and connect the tech cable to the panel. We feel the installation is clean, simple and effective in now protecting the unit with true 1x vibration sensing and monitoring. The panel test points for the inputs from the VTU1X were simple 4-20ma inputs from the device and can be monitored from the panel, but the internal memory of the device is still active for those "special" events that may not be captured with the panel samples. You can be assured that there will be data available for download and trending as well as the any situations where an RCA may need to be performed.
Upon start up, with the RioTech VTU software, we were able to confirm the signals coming from the sensors. Also, we could watch the live time waveform and resultant FFT data. This is one powerful tool that is comparable in cost to the markets overall RMS vibration sensors.
Mounting of the sensors is simple and can be applied to any application. In this case we installed the sensors for the client to ensure proper position and protecting the sensor wires. New installations are always the best with a clean unit and unobstructed access.
RiotTech VTU1X vibration sensor application to engines.
RioTech VTU1X vibration sensor installation on Compressor.
Clean install of the RioTech VTU1x vibration system.
If you are considering protecting your equipment with reliable and consistent vibration sensing, you need to contact us and we can show you how simple and valuable this system is.


Today's post: More print composer overview magic!
Thanks to the "Invert overview" option, we can now chose between highlighting the detail area (left example in the image) or blocking out the surrounding area (right example).
The "Lock layers for map item" option can come in very handy if you want to reduce the number of layers in the overview map while still keeping all layers of interest in the main map.
Rulers are a well-known feature in graphics programs such as Gimp and Photoshop. Now you can also find them in QGIS Print Composer. Click onto the ruler, hold the mouse key down and move the cursor to position guide lines for map feature alignment.
Of course, there's also the handy "Snap to grid" functionality.
The upper-left map features a zebra frame style and coordinate labels aligned horizontally and vertically.
The upper-right map shows a normal frame with labels written inside the frame instead of outside. This grid shows an additional offset.
The lower-left map has no frame but customized, colored and dashed grid lines.
Finally, the lower-right map shows a cross grid with default horizontal coordinate labels.


32 EW FEATURE February 2011 ahead December 2012 Innovation: A look Residency training programs evolving by Erin L. Boyle EyeWorld Senior Staff Writer Residents at Wilmer Eye Institute use a surgical training simulator in the surgery lab, while faculty and trainees look on Source: Peter J. McDonnell, M.D. Residents are learning phaco and other ophthalmic surgeries and procedures W ith the population aging and more ophthalmologists needed to meet the demand, residents will need excellent surgical and interpersonal skills to form effective working partnerships, physicians AT A GLANCE ��� A total of 1,350 residents are in training programs in 2012 ��� 113 institutions around the country have ophthalmology residency programs ��� The minimum cataract surgery case amount suggested for residents during their residency is 86 ��� The Accreditation Council for Graduate Medical Education���s six Global Resident Competencies have established non-surgical skills for residents to learn say. New technologies, from femtosecond laser-assisted cataract surgery to microincisional glaucoma surgery, will also test comprehensive ophthalmology training for residents who do not go on to fellowships. As a result, ophthalmic residency training programs are evolving, focusing on both surgery and core competencies, with residents learning not only how to perform key surgical techniques but also about non-surgical skills, including patient care and communication. ���I think what people might remember about their residency program may be quite different from what���s actually happening right now,��� said Stephen McLeod, M.D., professor and chairman, Department of Ophthalmology, University of California, San Francisco. ���It used to be that people pretty much thought about establishing clinical competency, learning how to do cataracts, becoming a good comprehensive ophthalmologist, and then if you���re going to be subspecialty trained, you went on to your fellowship. I think that the whole dialogue has evolved so that medical knowledge, practice-based learning systems, practice profes- sionalism, interpersonal skills, and communication are the elements that one now thinks about in terms of how you frame what you teach residents,��� he said. Core competencies The Accreditation Council for Graduate Medical Education (ACGME), a private professional organization that accredits 8,887 residency programs across medical specialties in the U.S., established six Global Resi- dent Competencies, which residency training programs use to measure residents��� grasp of core non-surgical skills. The competencies are currently being implemented in the 113 ophthalmology residency programs around the country. According to the ACGME website, the core competencies were increased to six with the Outcome Project in 2002 and further implemented with the Milestone Project in 2008. ���It���s a new way of thinking about residency education,��� Dr. McLeod said. ���The [residency] program has to demonstrate how it specifically and formally addresses, promotes, and evaluates competencies in these six areas. I think that it recognizes that we���re living in a complex healthcare delivery system, and it���s more than just learning how to do cataract surgery.��� The competencies are professionalism, interpersonal and communication skills, medical knowledge, practice-based learning and improvement, patient care, and systems-based practice. Roger Steinert, M.D., professor of ophthalmology, University of California, Irvine, Calif., said the six core competencies are an excellent development in resident training. They help define expectations and goals through a well-structured process that holds training programs accountable for what they teach residents. ���When I was a resident, none of that stuff was particularly articucontinued on page 34 Speaker: Bedside care, hands-on medicine important O ne-on-one patient/physician relationships are vital in ophthalmology, where diagnoses can be missed if physicians do not develop an attentive, personalized approach to patient care. Abraham Verghese, M.D., gave the Opening Session Keynote Lecture at the Opening Session of the joint meeting of the American Academy of Ophthalmology and Asia-Pacific Academy of Ophthalmology. Dr. Verghese is professor, theory and practice of medicine, Stanford University School of Medicine, and senior associate chair, Department of Internal Medicine. ���I feel a special affinity to your specialty because I think in many ways, you are the last bastion of hands-on care where the patient/physician relationship is part and parcel with your examining them,��� he said. Dr. Verghese outlined how technology has altered the patient/physician relationship. ���Have we lost anything in the process? I would submit to you that we���ve lost a couple of things. First of all, if we don���t train physicians to go to the bedside ��� to diagnose things like uveitis, which no machine on earth is going to diagnose for you ��� we lose the ability to diagnose the ���low-hanging fruit.������ Editors��� note: Dr. Verghese has no financial interests related to his comments.


Leaking battery acid could be a potential danger to health in some working environments. The sulphuric acid in some batteries can be corrosive and flammable.
Warn people in your workplace about the dangers by displaying this safety sign.


text:
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Rear End Car Accident
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Boca Raton Personal Injury Lawyer > Delray Beach Personal Injury Lawyer > Delray Beach Pedestrian Accident Lawyer
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There are multiple potential causes for these kinds of accidents, and many have to do with Florida's population – more elderly drivers than most, as well as arguably more pedestrians out enjoying the weather, can lead to problems. Distracted driving is one of the most common causes of auto accidents, as well as substance abuse and in the case of Florida, poor city planning. Miami, as reported in the New Times, is optimized almost solely for automobiles, with few sidewalks in residential areas and poor lighting.
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The overwhelming majority of pedestrian accidents are considered negligence cases, or wrongful death cases if the person is killed. In order to succeed in a Florida negligence case, four criteria have to be shown in court. One must show: (1) that a duty of reasonable care exists between motorist and pedestrian; (2) that the duty of reasonable care was breached; (3) that the breach was directly due to the defendant's conduct; and (4) that the breach of the duty caused tangible harm to the plaintiff (tangible meaning lasting longer than just minutes or days – for example, cuts and bruises are not enough, but broken bones would likely be).
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Walk - Avocet Line: Explore Exmouth to Orcombe Point
Exmouth Station - EX8 1BZ Exmouth Station
This circular walk is described clockwise from Exmouth Station out to Littleham Cross, then through the countryside out to the Coast Path. Passing Orcombe Point and the Geoneedle the walk leads back along the cliff top and past historic buildings in The Beacon. Quite a number of these buildings have blue plaques containing interesting historical facts. These plaques were installed by the Exmouth Historical Society as a Millennium project.
This walk has been taken from the Explore Exmouth booklet produced by Devon County Council.
Manor Hotel
Historic 300 year old listed building overlooking Exmouth Bay with views to Estuary. Close to town centre and Exmouth's wonderful sandy beach and all amenities.
Quentance Farm Bed & Breakfast
01395 442733/07584 165900
Halfway between Exmouth and Budleigh Salterton, our comfortable farmhouse offers local food,log fire and free wi-fi in the cosy guest lounge. Well behaved dogs welcome.
The Lawns B&B
A beautiful B & B situated on a peaceful no through road in the centre of Budleigh Salterton, just five minutes walk from the shops, cafes and beach.
The Blenheim
The Blenheim is an 18th century building sitated on the seafront in Dawlish with 11 ensuite rooms enjoying sea views.
You'll be spoilt for choice for where to eat and drink along the Path. With lots of local seasonal food on offer, fresh from the farm, field and waters. Try our local ales, ciders, wines and spirits, increasing in variety by the year, as you sit in a cosy pub, fine dining restaurant or chilled café on the beach. The businesses that support the Path, where you've chosen to visit, are listed here.
Wesley's
07955 863160.
A cafe and community space in the heart of Budleigh Salterton, providing employment training for adults with learning disabilities
Fifty Degrees Clothing
Ladies, Gents and Children's Lifestyle Clothing, Footwear, Hats, and Accessories, for all ages and all seasons.
Budleigh Information Centre
Information Centre for Visitors to & Residents of Budleigh Salterton
Leave Exmouth Station and head for the bus station. At the bus station cross the main road by the roundabout towards the town centre. At the next roundabout keep left along the Parade. At the end turn left along Exeter Road as far as the United Reformed Church.
Exeter Road once marked the edge of the estuary, the flat land west of it being reclaimed later. The small raised area with the seats in front of the church marks the site of Mona Island from which a ferry ran across the River Exe to Starcross in 1240.
At the United Reformed Church turn right along Meeting Street and at its end turn left along Clarence Road to North Street. Here turn right and pass Christ Church on the left and the police station on the right.
At the next crossroads with Windsor Square go straight across along Ryll Grove. Where this veers up to the right turn left and then right onto a footpath (Fair View Terrace). At the end of this path three steps down lead on to Marpool Hill. Turn left down the hill for 80 metres (90 yards) and cross where safe to reach the foot and cycle path signposted to "Littleham 1 1⁄2" alongside Phear Park.
Phear Park takes its name from Sir John Phear, a well known Victorian philanthropist who owned Marpool Hall and the extensive land that went with it, now the public park.
Follow this shared use path along the old railway line for 1 kilometre (0.6 miles). It is joined by another path at the corner of Phear Park and from there becomes part of the National Cycle Network route 2. The path passes through wooded cuttings and under a brick railway bridge before emerging on Bradham Lane. Turn right at this road and at the junction ahead cross Salterton Road at the pedestrian lights and then turn left.
The Exmouth to Budleigh Salterton railway opened on 1 June 1903, but was closed as part of the "Beeching cuts" in the 1960s. The last passenger train ran along here on 4 March 1967, leaving Budleigh Salterton on time at 7.23 pm.
Turn right on the first path (signposted Budleigh Salterton and back on the line of the former railway) between gardens through to Cranford Avenue opposite Jarvis Close. Turn right and cross over Cranford Avenue and turn left down Douglas Avenue for a short distance, then first left into Buckingham Close.
Jarvis Close is on the site of Littleham railway station, demolished in the 1960s. The Littleham Cross shops and post office are just to the left along Cranford Avenue.
At the end of Buckingham Close turn right along the public footpath. This unsurfaced lane takes you downhill for 300 metres (330 yards) to a kissing gate into a grazed pasture. Turn right along the hedge and then left down the side of the field to another kissing gate. Through this gate is a footpath between hedges along to another kissing gate. Here turn left down a permissive path (Randall's Green) which leads you down to and across Littleham Brook on a concrete footbridge (or through the shallow ford) then up to Maer Lane.
This is a good place to listen and watch for buzzards circling overhead.
Continue up Randall's Green to the road ahead, Maer Lane. Turn right along Maer Lane for 180 metres (200 yards) with care; this road can be busy at times and is narrow.
Turn left at the first junction up Gore Lane. Follow this road uphill for 650 metres (710 yards) watching out for vehicles. After passing the entrance to the City of Bristol camp site enter the next kissing gate on the right into a field. Follow the curving track across this field (often cattle grazing), with good views out to sea to the right. Go through the gap straight ahead into the next field and alongside the hedge on the left to another kissing gate out onto the coastal footpath by a seat.
This is the High Land of Orcombe, 60 metres / 200 feet above sea level. From this seat there is a good view to the west along the coast to Exmouth, the mouth of the Exe Estuary and Dawlish Warren beyond. Further round you can see Dawlish and in the distance Berry Head in Torbay.
Turn right from the gate and down the South West Coast Path towards Exmouth. After 500 metres (550 yards) you pass the Geoneedle monument.
The 5 metre high Geoneedle was unveiled by HRH the Prince of Wales in 2002 to mark the western end of the Jurassic Coast World Heritage Site famous for its geology of Triassic, Jurassic and Cretaceous strata, stretching from here to Studland Bay near Poole. The monument is made from various rocks found along this coast including the famous Portland and Purbeck limestones. You can see rocks here dating from the Triassic period laid down about 252 million years ago. The dramatic red mudstone and sandstone reveal evidence of a previous desert environment crossed with seasonal life-giving rivers similar to Namibia today!
From the Geoneedle continue along a surfaced path against the hedge until a green area with seats is reached. There is a path down to the seafront on the left but your route continues on the Coast Path ahead.A footpath passes between bushes along the cliff top for the next 600 metres (660 yards), with occasional seats and view points towards the sea.
It emerges onto Foxholes Hill where you turn left and go down to the roundabout (café and toilets here). Cross over one road from the left and up the left hand side of Maer Road.
After crossing the Littleham Brook take the first footpath to the left across the green space of the Maer to the path at the bottom of the slope (Madeira Walk). Continue to the tennis courts and then take the path sloping up to the right.
The steep slope to your right would have originally been the sea cliff and the green to your left a coastal lagoon behind the beach and sand dunes, frequently flooded before sea defences and drainage were put in. The Maer itself is a Local Nature Reserve.
At the top of the wooded slope go left along the top path to join the road ahead after another 130 metres (140 yards) (Trefusis Terrace). Continue straight ahead on this road and at the next crossroads go straight across along Louisa Terrace and then straight ahead again along The Beacon.
The Beacon contains an imposing and mixed style late 18th century terrace which has a number of interesting properties (look out for the blue plaques) including the Assembly Rooms of the time and houses where Lady Nelson and Lady Byron each lived, in the first part of the 19th century. Lady Nelson died here in 1829 and is buried in Littleham churchyard.
At the end of The Beacon cross Chapel Hill towards Manor Gardens, with the roundabout to your right. Once across, turn right and walk around the outside of this well kept public park, which contains the Tourist Information Centre and public toilets. Pass in front of the Town Hall on your left, cross the end of St Andrew's Road to the Strand and continue along the left hand side past the shops.
The first shop in this row is Thomas Tucker's, built in the 1790s as West End House and converted to a shop as early as 1801 by Richard Webber. Some of the original frontage remains.
Return to the station by walking along The Strand, turn left at the roundabout. Cross the road at the next roundabout to the bus station. The railway station is on your right.
A-Z 1:25,000 map book: South Devon
Walks along the SW Coast Path - Portland to Exmouth
Riviera Line - Dawlish Warren Station - Nature Reserve
Avocet Line: Exmouth to Lympstone
Riviera Line - Dawlish Station - Dawlish Town Trail
Budleigh Salterton Seafront
Otter Valley Wildlife Walk
To the Otter's Mouth
Budleigh Salterton to White Bridge
Teignmouth Seafront to Smugglers Lane
Moderate walks (15 walks)
Riviera Line - Starcross - Orcombe Point
Avocet Line: Exmouth Seafront
Riviera Line - Starcross - Cockwood Circular
Riviera Line - Dawlish Warren Station - Cockwood
Avocet Line: Lympstone to Lympstone Common
Riviera Line - Starcross - Powderham
Avocet Line: Lympstone to Topsham
West Down Beacon
Dawlish and Dawlish Warren
Teignmouth to Dawlish Railway Walk
East Budleigh
Otterton Park
Avocet Line: Topsham Station to Countess Wear
Otterton Mill
Colaton Raleigh to Budleigh Salterton
Avocet Line: Topsham Station to Powderham & Starcross


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Posted inBangor, Business, Education, Energy, News, Penobscot
Europeans look to UMaine for answer to wind energy problems
by Nick McCrea October 4, 2011 Updated October 6, 2011
ORONO, Maine — European officials are looking to the University of Maine's offshore wind efforts to boost the amount of wind power produced on the continent and to ease public distaste for wind turbines.
Officials from Italy, Germany and Norway visited UMaine's Offshore Wind Laboratory on Tuesday to get a preview of plans to install a 500-megawatt floating wind turbine farm in the Gulf of Maine by 2020.
The six delegates represent the Organization for Economic Cooperation and Development, a Paris-based international group that studies and tries to push forward social, economic and environmental changes worldwide, according to Raffaele Trapasso, a group representative from Italy.
The debate over wind turbines in Europe is decades old, Trapasso said.
"Landscape has a high value over there," Trapasso said. But with decades of wind development onshore, the public eventually started turning against turbines, complaining that the aesthetic costs were too high.
"You need the population to be supportive," he said. "You need acceptance."
So European nations led the push to take wind farms off the land and put them offshore. The first offshore wind turbine farm on the planet was finished in Denmark in 1991.
But those turbines had to be in shallow water so the base could be embedded into the sea floor. That meant people in coastal areas could see the turbines, which led to complaints that business, tourism and the economy in general were being hurt, according to Trapasso.
Turbines have grown more efficient over the years, producing more energy at less cost, but installing new turbines is difficult or impossible in many parts of Europe because the public has turned against them, Trapasso said.
The solution: out of sight, out of mind.
After the Organization for Economic Cooperation and Development heard about the DeepCwind Consortium, a collaboration of UMaine and several private companies attempting to get offshore wind farms floating, it decided to send representatives to find out more.
The organization, which represents 34 countries, also sent officials to examine energy and economic projects in Vermont, Illinois, Iowa, Kentucky, Oregon, Tennessee and Washington, D.C.
By putting the turbines on a floating "footprint," or base, DeepCwind plans to anchor them in much deeper water more than 20 miles offshore — well out of view from the coast.
It's an answer to a longstanding problem in Europe that Trapasso said he will take back with him.
It might not be a perfect solution, he said, because the European public still has many of the same worries that are echoed by Maine's offshore wind opponents: How will the turbines affect sea life and fisheries? How will energy be brought back to shore? How will the turbines hold up in rough weather?
UMaine has studied these questions closely, according to Habib Dagher, director of the DeepCwind Consortium and Advanced Structures and Composites Center.
DeepCwind hopes to have a 100-turbine farm in the Gulf of Maine around 2020. The turbines would be anchored in an area that would have a minimal effect on the fishing industry. Testing on small-scale models has indicated that the turbines won't have a problem holding up to high winds or rough seas.
More testing will take place at the Offshore Wind Laboratory leading up to the deployment of a one-third scale model floating wind turbine in April 2013. Just last week, Dagher received approval to place the test turbine about 2½ miles south of Monhegan Island, he said.
The test turbine will be built by Cianbro and assembled at Bath Iron Works before a tugboat tows it down the Kennebec River — at about 2 mph — to its new home off the island. The trip will take 10 hours, according to Dagher.
After testing, the project will be scaled up over the next 10 years, with bigger turbines and larger numbers, until the full-scale turbine farm is completed.
Dagher said he was pleased to see that the university's wind development efforts were drawing international interest.
Previous Beacon health news Oct. 6
Next Paris man charged in '90s sex assault


So with all good intentions to save money and be a wise mom, I started surfing the net for baby essentials like diapers, wipes, and bibs – stuff that you usually don't receive as gifts. But spotting, there was a sale going on at The Little Shopper, I just couldn't control the urge.
Now when it comes to shopping, little girls are most fun to shop for. Don't you agree?
So I spent a happy couple of hours at the website picking stuff for my little one. The website had everything I wanted to buy for my newborn daughter, from rompers, baby-suits, mittens, socks and caps to t-shirts, frocks, skirts and dresses. I also found some really cute accessories for little girls.
Knowing it was all going to look great on her, I filled my shopping cart with all sorts of goodies. Just before I was all set to hit the final 'place order' button, I realized I had thousands of rupees worth merchandize in my shopping cart!
But until that time I want her to look and be like an actual baby. So only rompers, mittens, and caps until that time.
So overall, it was a happy shopping experience finding all my favorite international kids and baby brands like Dave & Bella, Andy & Evan, Zeezeezoo, Magic Fairy, Tiny Toddler, Farlin, Morisons Baby Dreams etc. Only one little thing: Nothing was for me!!
Moms, new moms, and moms to be do check out The Little Shopper website for all your kids' and baby's needs. They are running a special offer for May alone to celebrate mother's day, where every body who signs up with the website receives Rs 3000 worth free cash vouchers that they can use for shopping on the website.
It has already become my favorite online shopping website for buying children's clothes online. What are your favorite places to buy kids clothes. Do share your thoughts in the comments below.
Nice post! This is a great collection. I will check it out!
That dress is everything! So very cute 🙂 I love dressing my little niece up so I'll have to check out this site. Thanks for the post!
To cool…as someone who studied retail operations in school this type of organization was really interesting to learn about!
I don't have kids, but if I had, I would go crazy and buy tons of super cute clothes!
Oh that dress is adorable!


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Тамара Викторовна Огороднова-Духанина (,  - , ) – советский и российский композитор, автор детских опер.

Биография

Родилась в  году в Орджоникидзе (ныне Владикавказ), дочь инженера и учительницы.
Занималась музыкой с 5-летнего возраста.

Окончила Ленинградский технологический институт им. Ленсовета (1953), вечернюю музыкальную школу им. Н. А. Римского-Корсакова (1953), композиторское отделение Музыкального училища при консерватории (занималась в классе Г. И. Уствольской, затем Б. В. Можжевелова), заочное отделение Ленинградской консерватории, теоретико-композиторский факультет (1960-1968).

Работала в детском саду, учителем пения в школе, хореографом, лектором, преподавателем музыкальной школы.

С 1966 по 1995 год во Владикавказе: преподаватель Училища искусств на теоретическом, дирижерско-хоровом, народном, духовом и вокальном отделениях, одновременно -  старший методист Республики Северная Осетия по сольфеджио, затем — директор Методкабинета РСО-А по музыкальному и художественному образованию детей.

С 1996 года преподаватель Хоровой школы «Апрель» в Гатчине.

Умерла 16 марта 2019 года.

Семья
 Муж - Дмитрий Ерофеевич Огороднов (27 февраля 1916 года, Ростов Великий — 29 сентября 2015, Гатчина, Ленинградская область), музыкальный педагог, автор пособия "Музыкально-певческое воспитание детей в общеобразовательной школе".
 Сыновья - Виктор (р. 1953) и Михаил - музыканты.

Сочинения
 Музыкальные диктанты [Ноты] : для старших классов детских музыкальных школ и исполнительских отделений музыкальных училищ / Т. Огороднова-Духанина. - Санкт-Петербург : Композитор Санкт-Петербург, 2013. - 85 с.; 21 см. - (Сольфеджио).
 Сонатины [Ноты] = Sonatinas : для пианистов 4-6 классов ДМШ и ДШИ / сост. А. Веселова, М. Терехова. - Санкт-Петербург : Союз художников, 2014. - 67 с.; 29 см. - (Музыкальная страна).
 Альбом для фортепиано [Ноты] : Тамара Огородникова-Духанина. - Санкт-Петербург : Композитор, [?]. - 41 c.
 Тараканище [Ноты] : детская опера в одном действии : либретто Т. В. Огородновой-Духаниной по одноименной сказке К. Чуковского : клавир : ср. и ст. кл. ДМШ / Т. В. Огороднова-Духанина. - Санкт-Петербург : Композитор • Санкт-Петербург, 2017. - 62 с. - (Давайте ставить оперу). - ISMN 979-0-66004-590-9 :
 Муха-Цокотуха [Ноты] : детская опера в одном действии : либретто Т. В. Огородновой-Духаниной по одноименной сказке К. Чуковского : клавир : ср. и ст. кл. ДМШ / Т. В. Огороднова-Духанина. - Санкт-Петербург : Композитор • Санкт-Петербург, 2017. - 45 с. - (Давайте ставить оперу). - ISMN 979-0-66004-592-3 :
 Путаница [Ноты] : детская опера в одном действии : либретто Т. В. Огородновой-Духаниной по одноименной сказке К. Чуковского : клавир : ср. и ст. кл. ДМШ / Т. В. Огороднова-Духанина. - Санкт-Петербург : Композитор • Санкт-Петербург, 2017. - 61 с. - (Давайте ставить оперу). - ISMN 979-0-66004-589-3 :
 Доктор Айболит [Текст] : детская опера в одном действии : клавир : средние и старшие классы детской музыкальной школы / Т. В. Огороднова-Духанина ; либр. Т. В. Огороднова-Духанина. - Санкт-Петербург : Композитор • Санкт-Петербург, 2017. - 79 с. - (Давайте ставить оперу). - ISMN 979-0-66004-591-6 :

Источники
 Тамара Огороднова-Духанина
 https://nstar-spb.ru/musical/print/article/new42502/
 Огороднова-Духанина

redpajama_set_name: RedPajamaWikipedia


Partly to mostly cloudy. Low 52F. Winds light and variable..
Partly to mostly cloudy. Low 52F. Winds light and variable.
Riverside Christian Academy's Zack Dickson was in action on the mound last week at home against Mt. Pleasant. The Knights took the loss, 16-4.
Riverside Christian Academy's fell to Mt. Pleasant, 16-4, in action last week.


text:
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redpajama_set_name: RedPajamaGithub


Consumer experience drives business, customer satisfaction and loyalty. Unfortunately, the healthcare industry has fallen behind others in delivering these experiences. The truth is, the people that visit Disney World and shop on Travelocity are the same ones using the internet to shop for personal physicians and compare hospitals, just as they do with hotels. Enter the age of "healthcare consumerism," wherein patients have a choice in their healthcare.
This era opens up uncharted territory for healthcare CMOs, whose organizations have taken a sluggish approach to investing in martech and digital strategies. Consumers expect healthcare to deliver the same timely, personalized and omnichannel experience they've grown accustomed to with the retail and hospitality industries. However, healthcare marketing often lacks the data, tools and team required to tailor efforts towards individuals' unique health needs, interests and preferences.
Previously, healthcare consumers made provider decisions based on factors like physician referral or convenience, but this model has fundamentally shifted due to new payment models and digitally savvy consumers. Today, nearly 80% of patients utilize search engines to discover health-related information, ask for peer recommendations, read physician profiles and more before making a healthcare decision. Unfortunately, they're often left disappointed by providers who don't communicate effectively or provide accurate information online.
One reason for this is that healthcare marketers still operate off flat old-school marketing budgets. While dollars are moving towards martech and digital campaigns, a majority are spent on wide-net branding efforts like billboards, radio and television spots and large marketing-generated sponsorships, like golf tournaments. These "spray and pray" efforts are flashy, expensive, and don't mirror digital consumer behavior patterns.
In fact, in 2015, only 14% of healthcare marketing budgets went to digital efforts. One participant from a Society for Healthcare Strategy and Market Development study even said, "I don't mess with [my budget] even though it's an odd mishmash of legacy budgets." Cultural resistance, fueled by executive unwillingness to let go of long-standing physician-focused marketing efforts and an under-appreciation of consumers' digital demands, is putting hospitals on a direct path to failure. Simply put, informed consumers are going to competitor organizations that offer more convenient, complete and high-quality digital experiences.
Now's the time for CMOs to take the lead to help their healthcare organization win consumers' hearts and minds by delivering the experience they expect. Marketers should be doing in-market research to understand local consumer preferences, designing the ideal consumer journey for key service lines and conditions and drawing inspiration from other thriving industries like retail to optimize their persona-based customer journeys.
For example, Starbucks launched a mobile app that incorporated mobile payments nearly eight years ago. This initiative not only played directly to the behaviors of its on-the-go consumer base but proved to be extremely successful, generating 26 million transactions in the first two years alone.
Thankfully, healthcare leaders are beginning to recognize that consumers control the wallet share. In return, they're putting their marketing departments in the hands of marketers with significant B2C knowledge and are re-allocating marketing dollars to strategically find, engage and influence consumers.
For example, Presence Health enlisted a former retail and consumer products marketer from one of the largest retail pharmacies in the United States to help its marketing department. Soon, the healthcare organization set a new consumer-driven marketing strategy, was investing in additional marketing technology and allocating more of its budget to digital initiatives like SEO, web presence management, social media and search. Through these digital campaigns, Presence Health was able to track a patient's journey from the initial engagement — form fills, calls, event signups, etc. — to an appointment or other billable services. In return, it got metrics like 76% web traffic increase and 92% location listings accuracy.
Ultimately, there's never been a better time for healthcare CMOs to spearhead the internal changes necessary to achieve real, successful outcomes. As a result, they have two choices: Either do away with traditional marketing efforts that don't positively engage healthcare consumers nor produce a measurable ROI or be replaced by a marketer from outside healthcare who will. The choice is up to them, but the time to choose is now.


Title Looney tunes and merrie melodies : a complete illustrated guide to the Warner Bros. Cartoons / by Jerry Beck & Will Friedwald.
Imprint 1st ed. New York : H. Holt, c1989. p. cm.
Note "An Owl book." "A Donald Hutter book." Includes indexes.
Subject Warner Bros. Cartoons -- Catalogs.


As of November 8, 2011 a whopping 53% of available listings in Petaluma are in escrow.
For the month of October 2011 63 homes sold Petaluma (31 of which were distress sales) for an average final selling price of $386,641.
The average original asking price of these homes was $406,510.
The range of final selling prices was from a low of $160,000 to a high of $1,103,000.
Of the 63 homes that sold 4 sold at their original asking prices and 14 sold over their original asking prices.