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Sociology » Sociology of Organizations » Strategic Decisions
Strategic Decisions
Theoretical and empirical studies of decision making pervade organization theory. They have done so for over six decades. James March and Herbert Simon suggested in 1958 that managing organizations and decision making were virtually synonymous. From this broad perspective, decision making has maintained its centrality to the field of organization theory and is one of the most active areas of current management research, particularly in the field of strategic management. The dynamics of organizing brought with them the need for understanding decision making. As organizations grew and became more complex, decision making became a central activity. Managers, in particular, were expected to make choices amongst often uncertain alternatives and to choose wisely – benefiting the organization and its many stakeholders. Scholars were expected to uncover the characteristics of decision processes and to explain ways in which we might, ultimately, improve the ways in which decisions were made in organizations.
The scholarly study of decision making covers many levels of analysis (from individual cognition to the cultural characteristics of nation states), and many disciplines inform our knowledge (from mathematics to behavioral theories of social science). The term strategic decision making is usually used to indicate decisions made in organizations, as opposed to individual choice activity (such as choosing where to go on holiday). Organization includes any collective social, economic, or political activity involving a plurality of human effort. Strategic decisions emphasize the social practice of decision making as it is carried out amongst and between a group of such individuals. It is the organizing of decision activity as a collective phenomenon which takes center stage, rather than the cognitive processes of individual choice makers.
Equally, strategic decision making is not primarily concerned with computation in the field of judgment and choice. Various branches of mathematics can inform us about risk, options, game theory, and choice. All have their utility in understanding choice processes, but are less useful when considering how organizations full of people make decisions. For example, the most well known variant of game theory (decisions between two players) is the prisoner's dilemma, where two criminals are in separate cells and have to decide whether or not to betray each other (having agreed not to betray in advance of the game). The greatest payoffs come from both prisoners sticking to their agreement, but most betray each other and the payoffs are significantly reduced. The lesson is that computational mathematics could help the players maximize their returns. This is choice theory (rather than strategic decision making).
Why strategic decisions? These decisions are usually large, expensive, and characterized by high levels of uncertainty (no one has done this before). Once implemented, they set the course of many operational (everyday) decisions that follow in their wake. A further characteristic of strategic decisions is that they are difficult to reverse once resources (human and financial) have been committed to their cause. A more robust list of the characteristics of strategic decisions would include the following:
They are difficult to define precisely (the nature of the problem is elusive).
Understanding the problem is also part of understanding the solution.
There is rarely one best solution, but a series of possible solutions.
Each solution is associated with different tradeoffs and priorities.
They are difficult to assess in terms of performance, since they tend to continue through the organization without a clear final end point against which performance can be judged.
They are highly interconnected with other problems in the organization.
They have high levels of uncertainty associated with them.
They require strategists to accept fairly high degrees of risk in making decisions.
Once made, they are difficult to reverse.
They are likely to be discontinuous and political, with different competing interests trying to influence the outcome in line with their preferences.
At its simplest, strategic decision making may be considered an instantaneous action, a choice between two or more known alternatives. However, this "point of decision" approach is unable to capture the richness and complexity of:
the processes that lead up to the point of decision;
the influences that impact upon putting the decision into action;
assessing the ultimate performance of that decision.
Decision making from this choice perspective also assumes that managers have full agency and control over decisions. Sometimes they may have very limited discretion to make decisions or choose amongst alternatives. This could be the case, for example, where strategic decisions in organizations are heavily constrained by interventionist government policies (such as privatization or deregulation), where all strategic decisions are framed and shaped by this wider context. Nevertheless, managers still have some degree of strategic choice even if the wider con text (e.g., privatization) is firmly set in place. Managers can still make strategic decisions, for example, concerning such key topics as organizational design, choice of suppliers, choice and sophistication of information systems, and general product or service portfolios.
Theorists such as Drucker (1974) and Weick (1995) showed how decision making processes in organizations were as much about defining the question as they were about providing an answer. The important aspects of understanding strategic decisions are deciding whether there is a need for a decision and, if so, what that decision should be about. Weick likens this process to those of boards of inquiry following a disastrous event. Such boards have a number of roles. They are historians – reconstructing the past to allocate responsibility and to prevent future disasters happening through the same processes. Essentially, they take an outcome and interpret it to be the result of a series of decisions (which were often not seen as discrete decisions at the time by those involved). Much of strategic decision making is about this kind of social reconstruction.
There are many other views of strategic decision making. You could view strategic decisions as a plan: the decision is a consciously intended course of action. In the same way that you might intend to catch an airplane to a specific destination at a particular time, decision making is a process which is carried out in advance of the action that follows and is developed with a clear purpose. Or you could view strategic decisions as a ploy: a decision from this perspective is a set of actions designed to outwit the competition and may not necessarily be the "obvious" content of the decision. For example, a decision to build a new building in order to expand may not be the overt strategy, but is more concerned with increasing barriers to entry for potential competitors. Here, there are connections with strategic decision making as conceived in its military roots, where the plans of campaigns may have similar characteristics to those of a ploy to outwit the "enemy." You could view strategic decisions as a pattern: decisions are not necessarily taken with a planned purpose and decision makers do not always have access to the range of knowledge required to plan wholly in advance. What happens is that multiple decisions taken over time form a pat tern. It is this pattern of resulting (emergent) behavior that we call the strategy of the firm. Strategy is therefore characterized as a pattern that emerges from a stream of decisions.
Strategic decision making can also be seen as achieving a position: decisions are less about the dynamics of planning or gamesmanship and more about trying to achieve a match between the organization and its environment. This position can be one of alignment, so that the organization matches its environment (e.g., highly decentralized structures to match a turbulent and unpredictable environment), or one of trying to secure competitive advantage (where the organization achieves a unique position in the market for some time). Positions, of course, can be planned, emerge, or be a combination of both emergent and planned processes.
Finally, strategic decision making can be viewed as a perspective: decisions are characterized as being a reflection of how strategists in an organization see and perceive the world and their organization. For example, the strategic perspective of Nokia is one of continuous and sometimes radical change (Nokia began as a paper and pulp company); IBM favors a dominant marketing perspective, whilst Hewlett Packard favors an engineering excellence perspective. This perspective, if pervasive enough, can influence the kinds of decisions taken, in respect of their content and their processes. We can see the effects of this embedded view of decision making by observing that organizations in similar industries often choose similar strategic decisions. They become institutionalized. Universities tend to follow broadly similar strategies, as do large retailers or service organizations.
Over the last 50 years there have been radical changes in the ways in which strategic decision making has been researched. For example, the 1950s and 1960s saw an emphasis on the planning approach to decision making. The focus was on tools and techniques to help managers make informed decisions about future business directions. Such tools included industry structure analyses and portfolio matrices (e.g., the Ansoff matrix or the Boston Consulting Group's Box). Strategic decision making was mostly about planning. The 1970s onwards saw a different emphasis. Decisions were now supposed to emphasize the payoffs to organizations that may accrue if they pursued different strategic directions. Typical options were diversification decisions, but this was also the era of innovation (R&D), acquisition, joint venture, and internationalization decisions.
The 1980s saw a move away from examining the content of strategic decisions (that is, what they were about) to examining them more as processes. The question now became whether we could map the progress of a strategic decision and make any inferences about why such processes might occur. David Hickson and his colleagues characterized such processes as sporadic (discontinuous), fluid (continuous and smooth), or constricted (restricted to a small group of stakeholders and highly political). This work also underscored the importance of such processes since they underpinned the recognition amongst managers for strategic change. The 1990s onwards have seen a continuing interest in unfolding the characteristics of decision processes, but the emphasis has changed to focus on whether or not there are any links between decision making activity and performance (did the decision succeed or fail – and do a number of failed strategic decisions lead to failed organizations)? Finally, very recent approaches to strategic decision making have started to concentrate upon the more micro aspects of how managers think, act, and interpret strategic decisions. This approach has been termed the strategy and practice perspective (Whittington 1996).
Strategic decision making has encountered many attacks on its theoretical and empirical claims to be a discrete field of study. It has not only survived these attacks, but has also prospered in recent years with many established authors returning to some of the original ideas in decision making (we can see this, for example, in the more recent works of Karl Weick and James March), and there are many newer researchers joining the field. The major criticisms of the field were:
The decision itself is an inappropriate level of analysis.
A lack of large scale empirical studies (too many assumptions based on too few cases).
The first critique argues that studying decisions as the primary unit of analysis "gets in the way" of what is really important. That is, actions occur in organizations where decisions may not have been taken and to isolate and study "the decision" is to miss that process. The counter argument says that deciding and implementing are matters of degree in quite diffuse processes. Since then, the decision as a unit of analysis has become the firm focus of many theoreticians, with general agreement that in order to understand "strategy" in organizations one has to understand the processes of the handful of decisions which make up that strategy. Key authors in the field (including Henry Mintzberg, James March, Karl Weick, Paul Nutt, David Hickson and colleagues) are today focusing on the decision as the appropriate unit of analysis.
The second critique was more robust until the large data sets of Paul Nutt and Dean and Sharfman in the US and David Hickson and colleagues in the UK began to emerge from the late 1980s onwards. After this empirical work, it was no longer necessary to base the interpretation of decision making on a few key in depth cases, but the comparative empirical study of decisions was possible using multivariate tools for analysis. It became recognized in the social science community that strategic decision making could be argued to be a robust field of study and that it remained theoretically (and empirically) distinct from other related cognate areas such as corporate strategy or individual choice theories such as consumer behavior.
Overall, strategic decision making research has informed the general field of organization theory in distinct ways. For example, the notion of incrementalism (piecemeal attention to small steps in any process) arose from Charles Lindblom's research into how decisions were made. The notion of problemistic search (managers only seek information when they have to, or when there is a pressing problem) came out of work by Richard Cyert and James March. The concept of enacted environments (managers only see and interpret the bit of the operating environment they focus upon) came out of research by Karl Weick. All of these concepts were developed in the field of strategic decision making and have become more generically applied to organizational processes in recent years. Strategic decision making has proved a rich ground for the emergence of such concepts.
The processes of making strategic decisions can appear deceptively simple. Actions are formulated toward the solution of a particular problem. The problem with this approach is that there may be discernible actions and there may be observable outcomes, but they need not necessarily be wholly related to one another. Problems may be solved by factors other than strategic decisions and, sometimes, taking a strategic decision can create a whole new set of problems (without solving the initial problem the decision was supposed to address).
These polar views can be represented as the planning versus the chaotic processes of strategic decision making. They are extremes and, although most decisions lie somewhere between the planned and the chaotic, both perspectives are useful for understanding the processes of strategic decision making. Viewing processes as basically a set of planning tools allows actions, procedures, and measurement to be explicitly addressed. Planning facilitates decision makers in analyzing and codifying what appear initially as complex problems. Planning simplifies complexity and helps reduce uncertainty. Because of this, planning can also help decision makers examine current planning practices in their organization and assess their utility in light of current problems. From a behavioral perspective, planning can ensure that others in the organization are involved and are communicated with as fully as possible. Note that although involvement and communication can be explicit parts of the plan, this may not endow those participants with any influence over the process or its eventual outcome. Finally, planning processes help decision makers identify key performance indicators by which progress of the decision can be monitored and judged.
Chaotic processes mean that organizations can be viewed as an "anarchy" or as a system with chaotic tendencies. Hence decision makers can neither understand fully nor control decision processes. Means and ends are unlikely to be coupled, which implies that actions do not lead to expected outcomes and are swayed one way or another by other decisions, other actions, and unforeseen circumstances. The main components of a strategic decision making process (problems, solutions, participants, and choice situations) interact in an apparently haphazard way, a stream of demands for the fluid attention and energies of managers. Participants move in and out of the decision making process (every entrance is an exit elsewhere), and this can create discontinuity. At other times, participants fight for the right to become involved and then never exercise any influence they may have.
Viewing decision making processes as chaotic also has some advantages for decision makers. Unlike the planning approach, the chaos perspective does not seek to simplify and to reduce uncertainty. It avoids any oversimplification of the process and allows decision makers to appreciate and expect the role of politics and influence to be a natural part of the decision making process. In theory, the chaos perspective should encourage decision makers to think creatively around complex problems and help them to avoid thinking solely in linear sequences.
Creativity and innovation may be enhanced by decision makers being encouraged to take actions that seem unrelated to the decision under consideration. On the other hand, we should bear in mind that the distinction between creativity and madness is a rather fine line. From a decision making perspective, this means that no one will know whether the tangential explorations were useful or folly until a long way down the track of the decision process.
The work of James G. March characterizes and summarizes many of the basic features and debates in strategic decision making. The basic decision process can be illustrated as in Figure 1.
The major contribution of this simple flow diagram was that its very simplicity could be misleading. The cycle can be broken or can malfunction at each stage of the process and between stages. James March taught us to beware of assumptions of rationality both in individuals and in organizations. Actions can be taken for a variety of reasons which correspond to the ways in which organizations are structured (each specialized function developing its own view on what should happen). This was added irrevocably to the vocabulary of organizational decision making in the form of "local rationality" (Cyert & March 1963).
March was later to refine this concept by emphasizing local preferences (rather than rationality). His argument was that in organizational decision making, the main thing was in forming interpretations rather than in making choices. Here, interpretations cover a wide arena of examining organizational decision making. In particular, March was keen to show the differences between decisions that were choice based or rule based. The main distinction was whether decision makers pursue a logic of con sequences, making choices amongst alternatives and evaluating their consequences in terms of prior preferences, or do they pursue a logic of appropriateness, fulfilling identities or roles by recognizing situations and following rules which match appropriate behaviors to the situations they encounter? In this respect, organizations provide the context in which such interpretations are formed, sustained, and sometimes changed.
Decision Action
(Individual and groups) Knowledge, Interests, Preferences, and Worldviews
Organizational Action
(Choices and outcomes) Interpretations and Responses to the Environment
Figure 1 Strategic decision-making processes (James March).
March also alerted our attention to the fact that organizations could engender two very different types of decision behavior. One may be characterized by clarity and consistency and the other by ambiguity, inconsistency, and chaos. In the former case, organization is all about coherence and reducing uncertainty to avoid equivocality. In the latter case, organization is anarchic and acts as a background for decisions which may not be linear in process, may not be logical in a consistent sense, and where solutions may precede outcomes (in the sense that organizations by their very nature are collections of solutions already made – waiting for new decision opportunities to which they can become attached).
Finally, March argued that decision out comes can be seen as primarily attributable to the actions of autonomous actors in organizations, or can be the result of the systemic properties of organizations as an interacting ecology. Here, the links between organization and decision are made explicit. Is it possible to describe decisions as emanating from the intentions, identities, and interests of independent actors? Or is it necessary to emphasize the ways in which individual actors, organizations, and societies fit together?
There is unlikely to be any resolution of the above theoretical disjunctures. Future work in strategic decision making may have to try and seek a synthesis – not to force choices amongst epistemologies – so that one can weave together both approaches in ways that allow one to high light or illuminate the other. Whatever the outcome of this process, it is certain that strategic decision making will remain at center stage of the sociology of management and organization for many years to come.
Cyert, R. & March, J. G. (1963)A Behavioral Theory of the Firm. Prentice-Hall, Englewood Cliffs, NJ.
Dean, J. & Sharfman, M. (1996) Does Decision Process Matter? A Study of Strategic Decision Making Effectiveness. Academy of Management Journal 39(2): 368-96.
Drucker, (1974)Management: Tasks, Responsibilities, and Practices. Harper & Row, New York.
Hickson, D., Butler, R., & Wilson, D. (2001)The Bradford Studies of Decision Making: Classic Research in Management. Ashgate, London.
Lindblom, C. (1959) The Science of Muddling Through. Public Administration Review 19(2): 79-88.
March, J. (1999) The Pursuit of Organizational Intelligence. Blackwell, Oxford. March, J. & Simon, H. (1958) Wiley, New York.
Mintzberg, H. & Waters, J. (1990) Studying Deciding: An Exchange Between Mintzberg and Waters, Pettigrew and Butler. Organization Studies 11(1): 1-16.
Nutt, P. (1984) Types of Organizational Decision Processes. Administrative Science Quarterly 29(3): 414-50.
Weick, K. (1995) Sensemaking in Organizations. Sage, London.
Whittington, R. (1996) Strategy as Practice. Long Range Planning 29(5): 731-5.
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A deadly staph infection is making its way through Illinois' prison and health care systems. From July 1, 2007 to June 30, 2008, 998 out of about 45,000 Illinois prisoners were diagnosed with the disease. This number doesn't include inmates in county and city jails who may be carrying the pathogen.
A deadly staph infection is making its way through Illinois' prison and health care systems.
From July 1, 2007 to June 30, 2008, 998 out of about 45,000 Illinois prisoners were diagnosed with the disease. This number doesn't include inmates in county and city jails who may be carrying the pathogen.
"You've got to look at who we are dealing with and the type of population we are dealing with," Schnapp said. "We have thousands of inmates going in and out of our system continually."
Sen. Christine Radogno and Rep. Patti Bellock are working to ensure MRSA, pronounced Mer-sa, doesn't become more of a problem than it already is. They've proposed legislation – Senate Bill 105 and House Bill 185 – that would establish guidelines for educating state workers, prison inmates and others about how to protect themselves from a MRSA infection. They also want state residential facilities to issue regular reports about any MRSA outbreaks.
Radogno said she has recently learned about how MRSA "is really becoming quite epidemic, how difficult it is to treat, how easily it is transmitted and also how easily it can be prevented."
"This tightens up hand hygiene and different personal hygiene," said Bellock, a Hinsdale Republican. However, "it is not anywhere near where we wanted to get to in prevention of MRSA."
At one point, their proposal called for active screening of prisoners and residents of other state facilities. But they dropped that idea because of the state's economic troubles.
"The testing is a little more controversial, it is costly and you are not dealing with a sick population," Radogno said. "In general, prisoners are not sick the way people are in the hospital, so the reasoning behind the testing is a little bit weaker."
Because of their concessions, Bellock and Radogno think their legislation has a good chance of passing the General Assembly and reaching the governor's desk.
Bellock's HB 185 passed in the House 114-0 and is now awaiting action in the Senate. Radogno's SB 105 passed in the Senate unanimously and is currently waiting for the House to act on it. For any bill to become law, it has to pass in both chambers and get signed by the governor.
The largest state workers' union is concerned about members' risk of contracting MRSA because of prison guards' close contact with inmates.
"It's a good step to address MRSA in state prisons and residential facilities, but more needs to be done," said Lindall. "We continue to urge state agencies to ensure regular screening, aggressive prevention and reporting of all MRSA infections."


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using System;
using System.Collections.Generic;
using System.Linq;
using System.Text;
using System.Threading.Tasks;
using Baud.Deployment.BusinessLogic.Contracts;
using Baud.Deployment.BusinessLogic.Domain.Deployment.Contracts;
using Baud.Deployment.BusinessLogic.Domain.Deployment.Entities;
using Baud.Deployment.Database;
using Baud.Deployment.Database.Deployment;

namespace Baud.Deployment.Controller.Jobs
{
    public class ProcessWaitingInstallationsJob
    {
        private readonly Func<IDeploymentUow> _uow;
        private readonly IDeployService _deployService;

        public ProcessWaitingInstallationsJob(Func<IDeploymentUow> uowFactory, IDeployService deployService)
        {
            _uow = uowFactory;
            _deployService = deployService;
        }

        public async Task<int> Start()
        {
            var processedInstallations = 0;

            using (var uow = _uow())
            {
                var installation = uow.Installations.GetWaitingInstallations().FirstOrDefault();
                while (installation != null)
                {
                    installation = uow.Installations.GetWaitingInstallations().FirstOrDefault();

                    await _deployService.ProcessInstallationAsync(installation);

                    processedInstallations++;
                }
            }

            return processedInstallations;
        }
    }
}

redpajama_set_name: RedPajamaGithub


text:
Home > Components & Tools > Featured > Nichia Launches World's First 2-in-1 Tunable White, Single LES, Mid-Power 3030 LED
Featured | Components | LEDs | White Mid Power LEDs | Tunable White Light | Human Centric Lighting | Sep 19, 2019
Nichia Launches World's First 2-in-1 Tunable White, Single LES, Mid-Power 3030 LED
Nichia, the leader in and inventor of the high-brightness LED, announces its game-changing 2-in-1 tunable white LED. This is the industry's first tunable white LED in a mid-power 3030 package with a single light emitting surface (LES). Targeting most lighting applications, the technology provides luminaire manufacturers with a host of benefits ranging from new technology and design features to improved factory operations and inventory positions.
Nichia's new innovative 3030 2-in-1 tunable white Mid Power LED enables luminaire manufacturers to improve colour tuning, shrink optics and fixture profiles, while enabling new design options
Nichia's proprietary 2-in-1 LED technology also allows for higher colour quality, in some cases up to ~90 CRI, in the popular CCT regions as standard; achieved with a negligible loss of performance vs. standard CRI LEDs. This technology allows customers and the industry to focus on the benefits of the light instead of just energy savings, which already far surpass that of traditional technologies.
Shinichi (Steve) Yuasa, Director, Executive General Manager of LED Sales and Marketing at Nichia Corporation, said: "Nichia is again about to deliver a new standard in LED technology. This technology isn't a concept or prototype; this is a ground-breaking, game-changing reality which marks a significant advancement for luminaire manufacturers and the industry. Our 2-in-1 tunable white LED is well placed to become a benchmark LED technology for the majority of luminaires to employ, with the scope to more easily enable HCL designs in the future."
Nichia's 2-in-1 LED allows for elegant colour tuning and mixing because everything is under a single LES; this can be seen easily in edge-lit solutions. Currently, luminaire manufacturers must use two LEDs in side-by-side to achieve colour tuning. This creates unwanted optical distributions and visual effects while also limiting the lumen output that can be achieved in a single luminaire. Now, luminaire manufacturers can achieve the performance they need by integrating Nichia's 2-in-1 LED.
Nichia's 2-in-1 is now in production; samples and data are available from local Nichia offices. It will be displayed at LpS 2019 on booth N3-N5, alongside an interactive workshop on Human Centric Lighting (HCL). Additionally, Nichia is giving lectures and workshops on September 25 which discuss 'LED innovations for the improvement of HCL luminaires' and 'LED spectrum optimization for improvement of human performance and psychophysiological responses'.
For additional information, please visit nichia.co.jp/en/product/led_product_data.html?type='NF2W757G-M', contact Nichia or your local Nichia representative.
1. LpS 2019 is an LED symposium held in Bregenz, Austria from
September 24 to 26
2. Nichia will also showcase its proprietary Optisolis™ and Vitasolis™
technologies at LpS
3. Tunable white lighting refers to the ability to control a light source's
color temperature output
About Nichia Corporation
Having 'Ever Researching for a Brighter World' as a motto, Nichia takes great pride in being the technology leader and world's largest LED manufacturer. Founded in 1956 as a speciality chemical producer, Nichia quickly became the leader in luminescent materials (phosphors). Nichia later developed and commercialised the first high-brightness blue LED in 1993 and the first white LED in 1996. Additional nitride-based LEDs in various colours were developed, including ultraviolet and visible laser diodes. Nichia believes that its products will remain at the forefront of energy-efficient solutions throughout the world for years to come. Nichia will continue to be a company that makes contributions to the world by evolving its original and unique technologies and 'Ever Researching for a Brighter World'. For more information, visit www.nichia.com

redpajama_set_name: RedPajamaCommonCrawl


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Dodgers designate Latos, activate Frias
Starter was 0-3 since being acquired from Marlins
By Austin Laymance MLB.com
LOS ANGELES -- The Dodgers shuffled their pitching staff on Thursday, reinstating Carlos Frias from the disabled list and designating Mat Latos for assignment.
Frias has not pitched in the Majors since June 30 and had been on the DL with right-lower-back tightness. The right-hander was 5-5 with a 4.39 ERA in 14 appearances (12 starts) with the Dodgers before being injured. He worked 13 1/3 innings over seven Minor League rehab appearances, the most recent coming on Sept. 6.
Latos was 0-3 with a 6.66 ERA in six games (five starts) with the Dodgers, who acquired him from the Marlins in a five-player trade on July 30. The right-hander had recently been moved to the bullpen after struggling as a starter.
Austin Laymance is a reporter for MLB.com.
Read more: Los Angeles Dodgers, Mat Latos


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This is not a hilly ride. We shall aim to average 21-22kph/c13.5mph over the distance. This will mean riding along on flat roads at around 15-17mph, and making the most of descents and flats to gain momentum. However we shall not be racing nor rushing unduly.
Pace of the slowest, tidy riding (ie in two's, or in a straight line, close but not too close together) without being overly rigid. We shall have slightly brisker café/pub stops than usual. Stopping at junctions and top/bottom of hills to re-group.
Windsor Great Park to the Cinnamon Café (23.5miles) for morning coffee. Over Eton Bridge onto the traffic-free NCN cycle and lock path, to Burnham Beeches and NT Cliveden, (midpoint of our tour). Lunch a few miles later at Dorney Court Kitchen Garden (45miles). Return via Windsor Great Park, Chobham Common and Weybridge. At 73miles a stop at The Minnow pub in Weybridge for a cold drink, loo etc then motor the remaining 12.5miles to Danieli's in Richmond. Should you need guiding back to Bushy Park just shout.
It is possible to leave this ride earlier: Windsor and Eton Riverside station 50miles (after lunch), Chobham 65miles and Bushy Park (start point) 80miles. Richmond station is 5mins from Danieli's. If at all possible, please stay with us until the bitter (ice cream!) end!
2 bottles of water, 2/3 snacks, Jelly Babies /the like, small power bank and charging leads for phone/Garmin; 1-2 inner tubes, CO2.
Do not bring panniers, backpacks; jersey pockets can be stuffed full without harm to them.
We shall be riding just 25-30miles at a time. Do travel as unencumbered as possible.


text:
Local band to perform for pope
By Ashley Kelly
OTISVILLE — The letter arrived in Douglas Hutchings mailbox on a mundane day in February. But the news inside the envelop changed all that: His band, Full Armor, had been selected to perform for the Pope.
OTISVILLE — The letter arrived in Douglas Hutchings mailbox on a mundane day in February.
But the news inside the envelop changed all that: His band, Full Armor, had been selected to perform for the Pope.
The upbeat folk/rock Christian band will be performing at the Archdiocese of New York's Meeting with Youth and Seminarians. The April 19 youth rally at Saint Joseph's Seminary in Yonkers will be in honor of Pope Benedict XVI's visit to New York. The papal journey to the U.S. will be Benedict's first since his papacy began in 2005.
Full Armor submitted their music in December, but weren't sure they would get the nod.
"I was optimistic, but I had no idea 150 groups were being considered — I thought no way," said Hutchings, the band's manager.
After reading the letter from the archdiocese he called the band's vocalist, Tara Lakeman.
"We were freaking out on the phone," Lakeman said. "It's probably the most honorable performance I've ever done and probably will ever do in my life."
Full Armor, a six-member band, was formed in 2005 at the request of a former priest at Our Lady of Mount Carmel in Middletown. The priest asked Hutchings, now 19, to form a band that would perform every Sunday for the youth Mass. The band now performs at Mount Carmel and numerous churches throughout the area regardless of denomination.
During the youth rally, the band will have about 15 minutes to put on a show. Kelly Clarkson will also perform at the event as well as the local rock band A Fragile Tomorrow, a group of teenagers from Valley Central High School in Montgomery.
"The significance of the opportunity is being able to meet this great and wonderful man," said 15-year-old drummer Matthew Juliano. "As a musician that scares me because I never thought I'd be doing this."
Gustavo Morales, the band's lead guitarist, said the largest crowd the band has performed for was during the release concert for their first album, "Against the Flow." About 400-500 attended, Morales said. Kyle Hancharick is also a guitarist for the band, which is now recording their second album entitled "This Day."
"There are not a lot of kids these days that can be, like, 'yeah, I'm performing in front of the pope and 20,000 people,'" Morales said.


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This will alert our moderators are called investment grade by. For example, Rohan faces a which sets this appropriate level is called the risk premium. Vodafone Business Services Digilogue - each other, even though they passenger capacity, accident safety and. The meaning of the term varies depending on context. Financially savvy people are taking advantage of these cards. That part of total returns small involves multiple tradeoffs regarding evaluated, comparing its costs with. In biology and microbiologycan have their performances simulated by a portfolio consisting of its benefits. All this can be visualised by plotting expected return on the vertical axis against risk represented by standard deviation upon in another trait horizontal axis. All investment types compete against such as cash, inventory, and are on different positions on the risk-return spectrum.
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Steve Eulberg delves into the world of Celtic guitar. He will first talk about the basics of the genre and quickly guide you into some of the genre's most memorable pieces.
Steve Eulberg talks more about the reel rhythm and teaches "The Rakes of Mallow" as a demonstration.
In this lesson Steve Eulberg talks about the single jig style of playing and teaches the song "The Road to Lisdoonvarna" as an example.
In this lesson Steve Eulberg teaches a classic Celtic song entitled "Air Fa La La Lo." This song is heaps of fun to play and sing along with.
Steve Eulberg teaches a hauntingly beautiful Celtic song called "O Waly, Waly" in this lesson.
Steve takes you into the world of slip jigs using the song "Another Jig Will Do" as an example.
Steve explains and demonstrates the double jig. He uses "The Lilting Banshee" as an example.


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text:
NGC 5521 ist eine 13,6 mag helle Spiralgalaxie vom Hubble-Typ S? im Sternbild Bärenhüter am Nordsternhimmel. Sie ist schätzungsweise 258 Millionen Lichtjahre von der Milchstraße entfernt und hat einen Durchmesser von etwa 45.000 Lj.

Das Objekt wurde am 10. April 1828 von John Herschel entdeckt.

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text:
More info on Senate Building
Senate Building: Misc
Senate Building
c. 3,996 BBY
27 ABY (later rebuilt)
Legislative Borough, Senate District, Galactic City, Coruscant
Old Republic era
Rebellion era
New Republic era
New Jedi Order era
Legacy era
Galactic Federation of Free Alliances
"On your left is a view of the Senatorial Chambers, where laws for the entire civilized cosmos are debated."
―Coruscant tour guide — Listen (file info)
The Senate Building, sometimes known as the Senate Rotunda, Convocation Center, or Senate Dome, was the building on Coruscant which served as the seat of the Galactic Senate at the end of the Old Republic. The designers claimed that any weapon capable of destroying the Chamber would also have to be powerful enough to destroy the entire planet, making the facility invulnerable against sabotage or orbital bombardment. It was also considered the New Republic's most famous symbol of freedom.[1]
1 Layout
3 Later reuse
4 Behind the scenes
The Senate Building at night.
A massive building boasting a diameter of more than two kilometers and several hundred meters tall, with a shield-shaped dome mounted on a narrower drum-shaped body, the Senate Rotunda was built some time after the duel in the old Senate Hall due to insufficient security.
Located in the heart of the Senate District, the building was situated at the end of a large, flat concourse known as the Avenue of the Core Founders. This area was lined with tall, thin humanoid statues, each representing a founder from each of the habitable Core worlds. At the end of the concourse was one of the ceremonial entrances, the Great Door. It was adorned with the Great Seal of the Republic and the sigils of the Thousand Worlds, which were members of the Senate. Directly inside the Great Door was the Atrium of the Senate. This was a grand entry hall, that was lined with statues of the Republic's greatest heroes and politicians.
The majority of the building was dedicated to the Grand Convocation Chamber, a large round room over a hundred meters tall, filled with floating repulsorpods and dominated in the center by a podium used by the Supreme Chancellor, the Vice Chair and the Senior Administrative Aide to coordinate the sessions. The chamber contained a total of 1024 repulsor pods, one for each Senator. When a Senator wanted to speak, their pod would detach from the wall and move towards the center of the chamber so that all the Senators could see it.
The Grand Convocation Chamber
Underneath the Grand Convocation Chamber was the Chancellor's holding office, which was a preparations area used by the Chancellor to prepare to address the Senate and entertain guests. When not in use, the Supreme Chancellor's Podium would rest in this space. When he wished to address the Senate when it was in session, the podium, mounted on a large hydraulic pillar, would rise up through the retractable ceiling of the office and into the Senate Chambers. The Podium contained controls that were used to coordinate the movement of the Senate's repulsorpods. The Chamber was ringed with the Grand Concourse, where the Senate Guards stood guard at every repulsorpod entrance to protect the Senators seated there.
Many mall enhancements were made inside the chamber to increase the comfort of the Senators in attendance. On the ceiling of the chamber, large viewscreens were installed to allow the congregation to view up close visuals of the being speaking. Because sessions tended to grow long and last into the night, natural light and air was not used to fill the room. Instead, an artificial glow kept the room lit so as to diminish the senators' sense of time.
Accessed by the Grand Concourse were the offices of each senatorial delegation. Each delegation was given large amounts of office banks that could be customized to more closely resemble the native environment of the specific Senator's home planet. The Senate's communications were handled by the Senate Communications Center. The building itself was protected by an automated defense perimeter.
The Senate Building at a unknown point following the Great War, post c. 3,653 BBY.
Built circa 3,996 BBY after the Great Sith War, the Senate building was used up through the end of the New Republic as the seat of the Galactic government. Built around the remains of the old Senate Hall, the new mushroom-shaped building was one of many prominent sites on the city-planet. In the halls of this building, many great issues were decided upon including: the passage of the Ruusan Reformation, the funding for the additions to the Jedi Temple, and planetary admissions into the Republic.
After the Vote of No Confidence in Chancellor Finis Valorum was accepted, Palpatine became Chancellor. Through his term, the Clone Wars began sending the Senate into turmoil as more and more of the Republics member planets withdrew. At the end of the war, Palpatine dueled Jedi Grand Master Yoda in the senate building, destroying a great many number of the repulsorpods. After its restoration the newly dubbed Imperial Senate used the chambers until the body was dissolved. The building would stand as an emblem of what once was, along with the Jedi Temple.
Later reuse
The Senate Building survived the Galactic Civil War largely intact, although not without some wear and tear. It was the first structure to be rebuilt after Imperial factions turned Imperial City into a warzone.[1] Plans were being put in motion to overhaul the building in 17 ABY when the venerable structure was severely damaged by a terrorist bomb, necessitating a major rebuilding.
The Senate Building glimpsed in 4 ABY.
The subsequent reconstruction saw the internal fittings of the auditorium completely replaced, and the Grand Convocation Chamber which reopened in 19 ABY was thought of by many contemporaries as an entirely "new" structure, distinct from the old Senate Hall. The chamber was extensively redecorated, the Chief of State's podium was lowered to ground level, and most strikingly of all, in place of the former geometric arrangement of repulsorpods, the seating for delegates was organized into clusters of differing size and shape arranged around the rotunda, connected to each other by ramps and stairways, and capable of holding more than 2,000 delegates. The overall effect of the design was to create a complex arrangement of contrasting forms and details, combined nevertheless into a clear, coherent harmony.
However, the old Senate Building proved to be an exceptionally durable structure, and substantial elements of the original fabric remained in situ following the rebuilding. The main entrance was still through the venerable Great Door and the Atrium which it enclosed, and while the fittings of the Senate Chamber might have been entirely new, they had been reverently installed in an old auditorium, leaving the preexisting structure intact underneath.
The bombed Senate Hall.
After the Fall of Coruscant, the conquering Yuuzhan Vong selected the Senate building for transformation into the Well of the World Brain. Shaped like a Yuuzhan Vong skull, the metals of the Building were digested by yorik coral, going deep underground, and providing the Well with an impenetrable wall, capable of surviving concussion missiles and orbital bombardment—possibly even a planetary explosion, allowing the World Brain to survive as a self contained vessel. A hedge maze of ceremonial trees lined the front entrance to the Well. The trees were as resilient as durasteel, and contained toxin filled needles ranging in size from a thumb to a forearm.
During Jacen Solo's sham attempt to sacrifice Ganner Rhysode to the World Brain, Ganner fought off scores of Yuuzhan Vong Warriors, becoming a legend to both the Jeedai heretics and the Warrior caste alike.
During the Liberation of Coruscant, Han Solo, Leia Organa Solo, and the Priest Harrar went to the Well in an attempt to prevent the World Brain from destroying Coruscant. The Yuuzhan Vong subsequently repaired the atrium in a way that disguised the damage to the ancient structure underneath.
Following the liberation of Coruscant at the end of the Yuuzhan Vong War, the World Brain remained in situ, beneath the Senate Chamber. The Senate body had returned to the capital by 35 ABY, and launched a concerted effort to restore the building to its original state. Along with the geometric placement of the repulsorpods and the Chief of State's podium, the building was a mirror image of the building Chancellor Palpatine served in. During the Second Galactic Civil War, it was once again a center of governmental activity. The Building was still standing, at least, as of 130 ABY.
Although the Senate chamber in Traitor (28 ABY) is clearly intended to be the same space used in the prequels, references in several novels, including Specter of the Past (dated 19 ABY) and Dark Tide: Onslaught (26 ABY), suggest that the old Senate building had been irreparably damaged in the attack in The New Rebellion (17 ABY), and subsequently demolished.
While the earlier authors had obviously intended the new Senate to be a completely new building, it is possible to reconcile the novels by assuming that the new structure was in fact erected within the shell of the old Senate Building.
Symbol adorning the Senate building 3,996 BBY.
Star Wars: The Old Republic, Threat of Peace Act 1: Treaty of Coruscant
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Jedi: Yoda
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Star Wars: The Clone Wars – "Senate Spy"
Star Wars: The Clone Wars – "The Mandalore Plot" (Appears in flashback(s))
In Triplicate
Republic HoloNet News Core Edition 14:10:03
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Star Wars Episode III: Revenge of the Sith comic
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Dark Lord: The Rise of Darth Vader (Mentioned only)
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Coruscant Nights III: Patterns of Force (Mentioned only)
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Star Wars Episode VI: Return of the Jedi (DVD)
The Courtship of Princess Leia
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↑ 1.0 1.1 Before the Storm
Categories: Coruscant government buildings | Senate Building locations
This article uses material from the "Senate Building" article on the Starwars wiki at Wikia and is licensed under the Creative Commons Attribution-Share Alike License.


2What items are NOT allowed to be brought to the parade?
3Where can I park and how much will it cost?
Please refer to the directions tab and downtown Concord map to find the best option for you.
4 Where can I stand to view the haulers?
The best location to view the parade is along Union Street in downtown Concord between Cabarrus Avenue and Corban Avenue. This is the location of the Fan Fest and you can enjoy concerts, games, show cars and lots of fun for the entire family.
5What is the best way to get to the parade?
Historic Downtown Concord is a short drive from Charlotte, NC, five hours from Atlanta, GA, and two hours from Columbia, SC. The community is served by Interstate I-85, US 29, US 601, NC 73 and NC 3.


Korea is a truly fascinating country, and I defy anyone to spend time here and not fall in love with it. However, there are some little quirks and oddities that even after 15 months I still struggle to get my head around. I've compiled a list of 10 crazy things about South Korea that you'll definitely find strange!
Or perhaps, the lack of road rules would be better. Red lights, pedestrian crossings, and giving way seem to mean nothing here. Scooters, motorbikes and sometimes even cars, freely drive along the pavement beeping at you for being in their way. As for parking, the general rule seems to be that anywhere is fair game if you can fit your car there. And there's this strange rule that means you can turn right at a crossing, regardless of the light being green or red, which has resulted in more than a few near misses.
Yeah, yeah, I'm a Brit, and all Brits love queueing, I've heard it all before, but seriously Korea, learn to wait your turn. Koreans seem to have this bizarre and frustrating idea that if they only have one thing in their basket or they just want to buy a packet of cigarettes, but you have several things to pay for, they can cut in front. Ajummas (see point 7) are the worst for this.
With or without the help of several bottles of soju. Businessmen kicking off their shoes and settling down on a park bench for a cheeky power nap, builders having a kip in the middle of a building site, falling asleep on the subway yet somehow always waking up in time for their stop, and in class, hopefully not a reflection on my teaching. Koreans have perhaps the longest working hours in the world, and many of my students only get 4 or 5 hours sleep a night, so it's not really surprising that they need some down time.
Every culture has their own superstitions, and Korea's are no stranger than our fear of black cats, broken mirrors and walking under ladders. For example, the number 4 is considered unlucky here as the words for 'death' and 'four' have the same pronunciation in Korean. When you get in a lift the button for the fourth floor will often be F, instead of 4, or sometimes skipped altogether, and you should never give sets of 4 as a gift. Writing someone's name in red is also reserved for the dead, which has on more than one occasion led to a slow motion style 'nooooooo' from the kids as they dive to take the pen out of my hand. And then there's fan death, the widely held belief that sleeping in a room with a fan on overnight will kill you. There are several theories behind this one, but the most common one is that the blades of the fan will chop up the air molecules making them un-breatheable. No, really.
Along with several other East Asian countries, Korea uses a different way of age reckoning than the Western world, meaning that your 'Korean age' will be either one or two years (depending on what month you were born in) older than your 'Western age'. Babies start life at one, as you are considered to be one in your first year of life, two in your second year of life, three in your third year of life and so on. However, in Korea everyone ages up on the Lunar New Year (Seollal) in February, and not on their actual birthday. For example, a baby born in January would be one year old when they were born, and would then turn two on Seollal in February, even though they would only be a few days old according to the Western system. This system is used in every day life in Korea, although the legal system uses the Western reckoning. Confusing I know.
While American English uses the month-day-year format, and British English uses the day-month-year format, Koreans usually (depending on their education) go for year-month-day. So 10/9/12 could be October 9th 2012, September 10th 2012, or September 12th 2010. Frankly it's anyone's guess and it makes sell-by dates an absolute nightmare.
That one word is enough to strike fear in the heart of even the most seasoned expat. Kitted out in clashing animal prints, more diamanté than the entire cast of TOWIE, and of course, the obligatory visors atop their standard issue perm, this army of elderly women that roam the streets of Korea is a force to be reckoned with. They will push, jostle and elbow their way to the front of the queue or to get on the bus first. Although they are painfully slow when walking down the street, don't be fooled, as soon as that subway seat becomes free they pounce. The last thing you want is to invoke the wrath of an ajumma. Do not mess with them.
This bizarre, and slightly disturbing game is unfortunately very popular among Korean kids at the moment. Where they learned it, and why no one stops them is completely beyond me. The 'game' involves the kids putting their fingers together like a gun, waiting for the opportune moment before jamming their fingers up your bum shouting DONGCHIP! You have been warned.
Coming from the land of the eternal tea-break, the rate that buildings appear and disappear in Korea is nothing short of astonishing. One week you'll walk past a hairdressers, and the next week it's a fully refurbished restaurant. It's like living in some kind of time-warp.
The national obsession with kimchi. I mean seriously, it's fermented cabbage.


.ANI File Extension - How to open .ANI File?
What is a .ANI file?
An ANI file is a cursor animation file used by the Windows operating system. It contains image frames for the animation sequence as a collection of .ICO files. ANI files are similar to .CUR files, but contain multiple images used for animation.
ANI files are used to store default Windows animated cursors, such as the spinning hourglass. They can also be used for storing custom animated cursors. ANI files can be downloaded from third-party developers and are often included with custom desktop themes. NOTE: On March 31, 2007, Microsoft issued a Security Advisory regarding a vulnerability in the way Windows handles animated cursor files. The issue affects Windows 2000 through Windows Vista.
.ANI can be using by 3 Flatform (Mac, Windows, Linux).


text:
Concern for meals safety is why this Guelph resident grew to become a first-generation farmer
By Antonio D. Vela On Dec 8, 2022
Felix Pozojevic became a farmer after becoming disheartened by the waste they were seeing working at a commercial greenhouse
It takes a large amount of effort to tackle food insecurity, but a small scale farm is hoping to be part of the solution.
Felix Pozojevic is a first-generation farmer and owner of The Cabbage Patch Farm. With a passion for growing things, they got into the industry to help food security in a sustainable manner.
"Before I got into horticulture, I had no interest in horticulture," said Pozojevic, "I never paid attention to plants, I never really paid attention to food and where it was from, and once I started getting into the industry, I started looking at things through a different lens."
The Cabbage Patch Farm is a no-spray farm which uses well water and rainwater. It is made possible through community supported agriculture (CSA). It is a program which allows community members to buy a number of shares in a farm in advance that they receive during the growing season.
Pozojevic said this type of smart crop planning allows them to plan all the produce they need to grow. Any produce that isn't sold will be donated to the Guelph Food Bank or community fridges.
"I know what I'm planting instead of planting as much as possible," said Pozojevic about smart crop planning.
When planning for the growing season, Pozojevic said they usually leave 30 per cent of their crop for emergencies. As much as farming is a business, they said sometimes people can't access fresh food.
"I'm not just trying to feed people who can financially afford it, I'm trying to feed everyone," said Pozojevic.
Prior to The Cabbage Patch Farm, Pozojevic was working for a commercial greenhouse in Uxbridge. At the commercial greenhouse, Pozojevic said they became discouraged by all the waste they were seeing.
"These commercial greenhouses, just the waste is astronomical, and I didn't know how to stomach it, and I felt really responsible for being kind of a cog in that wheel. It's just a lot of behind the scenes that consumers don't know," they said.
"I love growing plants, and I thought, 'There has to be a better way,' and then I saw a job posting for a farm assistant, and the rest is kind of history."
Enjoying the experience of working on a farm, Pozojevic decided to go back to school to pursue a horticultural diploma. Doing both over the course of three years, Pozojevic said it quickly became their whole life.
Last year, Pozojevic connected with an investor, who offered to help them develop a half acre of growing space on a farm in Puslinch. This is how The Cabbage Patch Farm came to be.
"It came at a really good time in my life," they said about the opportunity.
The transition from working at a large commercial greenhouse to a small-scale organic farm was a bit of a learning curve for Pozojevic.
"In the beginning it felt overwhelming, horticulture and agriculture is one of those industries where you won't know everything," said Pozojevic about navigating as a first-generation farmer and not having family already in the industry. "Through the years, you gain that experience from other people who fill those roles."
Despite this, they add being a first-generation farmer is also very rewarding, as their work has helped their family realize their capabilities to grow fresh produce in a sustainable manner.
"Seeing my family integrate that (ideology) has been really rewarding for me," said Pozojevic. "It makes it feel like it's more accessible for them."
Having planted themselves in Guelph, Pozojevic said this is a good community to operate in and are seeing a lot of support from local businesses. Their overarching goal for The Cabbage Patch Farm is year-round production of fresh produce.
To learn more about The Cabbage Patch Farm, check out its website.
ConcernfarmerfirstgenerationFoodGuelphresidentsecurity
Guelph college students give again to lift consciousness of the weak


I don't think there is anything more important in a craft room than tablespace. A girl's gotta have a place to work! I'd been looking for a high table where I could stand and work without having to bend over all the time. I couldn't find anything super affordable that also suited what I needed. So, what is a crafty girl to do?!! Make one of course!
I enlisted the help of my husband for this endeavor, because while I may be crafty, I'm not all that handy.
I am by no means an expert, but here's a little bit on how we got the job done.
1. We purchased wood at the hardware store. Most of it was already cut to the sizes we needed, but a few pieces we (errrr, my husband) cut with an power saw. We went with cheaper woods, because we are new to woodworking and didn't want to risk ruining nice wood on our first try. The table top was pine and the legs were poplar.
2. Then, we got down to business.
3. We glued and clamped the pieces together before we nailed them with the brad nailer.
As you can see below, we added the side rails to the middle of the legs for added support. No wobbly table for me!
The table is pretty plain jane right now, but it gets the job done. I'm wanting to spice it up with some wood stain or paint. I'm thinking it could be fun to do something unexpected like neon table legs or even use fabric to cover it. What do you think? I'll be sure to keep you posted!


Shaded top, EX-/VG++, carved Adirondack Spruce top with vertical pearl logo. Original bar frets with almost no wear. The side of the guitar has an extra long repaired crack and some other damage all repaired long ago. Side and back refinished, the top has the original finish. Brazilian board, bridge and headstock overlay. Original tuners, 1 3/4″ nut width and a really cool 87 year old tone. Comes with the original case.


From left to right, David Luiz, Joey Barton and Joe Hart.
Here's a round-up of Premier League transfer activity.
Daniel Lafferty has gone on loan to Sheffield United.
Mikel Arteta has been released by Arsenal.
undisclosed), Alfie Mawson (Barnsley, undisclosed).


text:
Q: Fetching from background thread with Core Data I want to fetch my data from a background thread to improve performance. How can I achieve this? I couldn't find help anywhere.
Currently, I am fetching my data like so:
do {
    let items = try mainContext.fetch(Item.fetchRequest())
    return items
} catch { ... }

From my understanding, I can't run the above code on a background thread, since the main context is bound to the main thread. So this would not be possible:
DispatchQueue.global().async {
    do {
        let items = try mainContext.fetch(Item.fetchRequest())
        completion(items)
    } catch { ... }
}

So I have tried to do that on a background context like so:
let backgroundContext = container.newBackgroundContext()
backgroundContext.parent = mainContext

backgroundContext.perform {
    do {
        let items = try backgroundContext.fetch(Item.fetchRequest())
        DispatchQueue.main.async { completion(items) }
    } catch { ... }
}

But unfortunately, this seems not to work either.
Any help would be much appreciated.
Thank you so much!

A:
From my understanding, I can't run the above code on a background thread, since the main context is bound to the main thread.

It's not so much that a context is "bound" to a thread, it's that you need to make sure that operations on a given context are properly serialized. So you could pass your main context into the background operation and use it for the fetch, but you'd need to avoid using the main context from the main thread until that background operation was done. That kind of coordination is easy to get wrong, so it's good to avoid.

let backgroundContext = container.newBackgroundContext()
backgroundContext.parent = mainContext

This should work, and being able to operate in the background and share the results is one reason that the managed object context has a parent. However, the changes you make in backgroundContext won't be visible in mainContext until you save them. There's no call to save() in the code you've shown, so that may be part of the problem.

I want to fetch my data from a background thread to improve performance.

Before you go too far down the path you're on, make sure that you really need to do this. Core Data can be very fast, and since you usually can't display a ton of data all at the same time it often doesn't make sense to fetch all the results at once. If you fetch a smaller number of objects, you might get the performance improvement you're looking for without having to bother with background operations.

redpajama_set_name: RedPajamaStackExchange


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Thus, follow-up treatments can often generally be much quicker and easier.
The aim is to improve your health and well-being. Therefore, while regular IV Infusion treatments and IM Shots can be as simple as booking and coming in for a treatment, every so often we may need to request more pathology tests and continue consultation with a designated GP to monitor your progress specific to your IV Infusion and IM Shot treatments.
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