Iranian-Azerbaijani relations have been firmly on track toward rapprochement since the election of President Hassan Rouhani in Iran and the subsequent progress on the nuclear deal and lifting of Western sanctions. In the last five years, the presidents of Azerbaijan and Iran met 12 times, and official delegations from the two neighboring countries have made around 100 bilateral visits and signed more than 50 cooperation agreements (Economy.gov.az, March 5). Both sides have repeatedly emphasized strong confessional, cultural and linguistic ties as the basis for advancing cooperation; and Iranian officials have voiced their support for the resolution of the Karabakh conflict within the territorial integrity of Azerbaijan (Trtworld.com, January 22). Even though the United States has since moved to reverse is support for the nuclear deal (the so-called Joint Comprehensive Plan of Action, or JCPOA) and re-imposed sanctions on Iran, Azerbaijan remains steadfast in its policy of expanding bilateral cooperation with the Islamic Republic.
On March 5, a high-level Azerbaijani delegation headed by Economy Minister Shahin Mustafayev visited Iran to take part in the opening ceremony of the 164-kilometer-long Gazvin–Rasht railway, part of the North-South Transport Corridor, sponsored by a trilateral partnership of Azerbaijan, Russia and Iran (Azertag.az, March 6). Within the framework of this partnership, Azerbaijan and Iran have already completed construction of the railway bridge over the border river Astarachay, and they are currently working on the construction of a cargo terminal on the Iranian side of the border. Earlier, Azerbaijan also agreed to allocate $500 million of credit to Iran to build the Rasht–Astara railway, another element of the same North-South Corridor that will link the rail systems of the two countries (Azernews.com, April 24, 2016). Several days after the opening ceremony, Azerbaijani Foreign Minister Elmar Mammadyarov visited Iran to meet with his Iranian counterpart Mohammad Javad Zarif, and other high-ranking officials (Azernews.az, March 10).
On March 14, Iran's Finance and Economic Affairs Minister Farhad Dejpasand visited Baku to co-chair the 13th meeting of the Iranian-Azerbaijani Joint Economic Cooperation Commission and the Iranian-Azerbaijani Business and Investment Forum (Mehnews.com, March 14). During the visit, he called for a preferential trade agreement between the two countries (Tehran Times, March 15) and stated that the neighbors agreed to improve cooperation in the fields of oil and natural gas, transportation and transit, electricity, trade, investment, and tourism (The Iran Project, March 16).
Currently, over a thousand Iranian companies are doing business in Azerbaijan, and their investment in the country has exceeded $3.4 billion. In 2018 alone, annual bilateral trade increased by 74 percent, reaching $446 million (Azernews.az, March 6). Though this figure only reflects about 1.5 percent of overall foreign trade turnover in Azerbaijan, it nevertheless constitutes an important portion of the country's non-oil trade. Moreover, in 2018, Iran became the sixth-largest exporter to Azerbaijan. That same year, 240,000 Iranian tourists visited this former Soviet republic, making Iran one of the largest importers of tourism services from Azerbaijan (Qafqazinfo.az, March 15).
It is important to note that the major problems that had generated mutual suspicions and kept bilateral relations strained for most of Azerbaijan's post-independence history have recently been largely resolved. The major issues that made Azerbaijan wary of its southern neighbor included Iran's attempts to spread its own version of Shia Islam to Azerbaijan, disputes over maritime borders in the Caspian Sea and ownership of some offshore fields, as well as Tehran's cordial relationship with Yerevan, Baku's foremost adversary in the region. It seems that, in contrast to Mahmoud Ahmadinejad's presidency, controversies around religious affairs and attempts to export ideology have become secondary for Iran's more pragmatic and moderate Rouhani government in its relations with Azerbaijan. Bilateral tensions and disagreements in the Caspian have also been greatly eased, as the two neighbors signed an agreement on joint exploration of their disputed oil fields in March 2018 (see EDM, April 5, 2018). Furthermore, the two countries both joined the three other Caspian littoral states to sign the Convention on the Legal Status of the Caspian Sea in August 2018. And with regard to Azerbaijan's concerns about Iran's relationship with Armenia, Tehran has sought to reassure Baku by voicing support for Azerbaijan's territorial integrity at every high-level meeting the two sides hold.
In turn, Tehran has long been concerned that Azerbaijani territory could be used for military purposes, particularly for intelligence operations, against Iran by the US or Israel. To address this worry, Azerbaijan's 2010 Military Doctrine formally declares that the country's territory cannot be used by foreign powers for aggressive activities directed against any of its neighbors (see EDM, March 5, 2018), and the new National Security Concept includes a clause that no foreign military bases can be established on Azerbaijani soil (Sputnik.az, July 21, 2016).
Thus, resolution of these problems—which were both partly the reason and partly the result of the recently improved relations—is presently sustaining the pace of Azerbaijani-Iranian rapprochement. However, despite these improvements, the bilateral relationship is not entirely free of residual problems. On February 11, in an event dedicated to the 40th anniversary of the Islamic Revolution, President Rouhani stated that during the rule of "the traitor Qajar dynasty, 205 years ago" (the Qajars ruled Iran during 1789–1925), large portions of lands in the Caucasus were separated from Iran (Alarabiya.net, February 11). Rouhani's remarks thus echoed Persian nationalists' long-held territorial claims against Azerbaijan. Moreover, Armenian Prime Minister Nikol Pashinyan visited Tehran on February 27 and was warmly received by the top leadership of Iran (Contact.az, March 9). Pashinyan met with the Armenian expat community in a sports hall in Tehran, where an enormous banner affixed to the wall proclaimed in Armenian "Karabakh belongs to Armenia"—footage of this irritated ethnic Azerbaijanis both in Iran and Azerbaijan. The Azerbaijani minority, which constitutes more than a quarter of the overall Iranian population, protested the visit on social media. And during a soccer match in Tabriz, the capital of Iran's East Azerbaijan province, local ethnic-Azerbaijani spectators raised Azerbaijani flags and chanted slogans critical of the Iranian government (Times of Isreal, March 5).
Protests also took place in Azerbaijan, with a small demonstration on March 2, outside the Iranian embassy in Baku. The protesters denounced not only Rouhani's statement and Pashinyan's visit but also general discrimination against ethnic Azerbaijanis in Iran (Amerikaninsesi.org, March 2). It bears noting, however, that hands-off approach to the demonstrators of the police may indicate this protest was an informal, government-sanctioned way for Baku to convey its dissatisfaction with Rouhani's remarks and Tehran's relationship with Yerevan.


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Secrets of Using Netflix
Netflix started off as a DVD delivery service that required a customer to sign up to a monthly fee for unlimited DVD delivery. After a few years of heavy marketing, Netflix began streaming movies onto their site free with no payment required. From this point, they began offering all of its features in one service.
One attractive feature for consumers is the ability to download movies onto their computer so that they can watch them on their TV set. In this way, they can watch many of their favorite films on their TV without having to watch them on their personal TVs.
Movies from Netflix have excellent picture quality and sound. They are compatible with both DVD players and your personal computers. Another bonus for customers is that it is also possible to find movies that are available for free on their site.
One of the greatest benefits of having Netflix on your home entertainment system is that it eliminates the need for any additional fee for VCR rental services, which will often charge by the minute or per movie. By adding this service as an optional extra, customers will no longer be forced to pay an additional fee just to see their favorite films.
Netflix's management has been very responsive to the customer and willing to address any problems or complaints as quickly as possible. They have given tips on how to select the best movie and how to view it on the screen in order to improve the quality of your viewing experience. The customer service team has a terrific FAQ section where customers can ask questions about anything they may have questions about.
It is important to stay up to date with the promotions and incentives that are offered by Netflix in order to encourage customers to return and keep loyal customers. One of the latest promotional offers includes a free two-week trial with a subscription of two titles. This offer expires on June 30th of every year.
Someof the other online titles that are available on Netflix include comedy, music, comedy, drama, documentaries, and many more. Some of the best known titles are among the most popular choices of film viewers on the site, which are, of course, classics. Other choices might include movies that are very old or new releases that are considered by movie critics to be some of the best movies ever made.
If you are movie lovers, the one thing you will want to take into consideration is to take advantage of the low costs associated with using Netflix on your home entertainment system. You will be glad you did.
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redpajama_set_name: RedPajamaCommonCrawl


Pesaro, 18 April 2016 – The Biesse Group, Italian manufacturer of machinery for the processing of wood, glass, stone and plastic held a gala evening on 16 April at its premises in Pesaro.
Minister for Constitutional Reforms and Relations with Parliament Maria Elena Boschi gave a significant speech, calling Biesse Group a prime example of innovation and Made in Italy, a reference point around the world. Raphael Gualazzi and the group "Neri per Caso" provided the music.
Biesse Group: past and future. "Innovation is our driving force". This message greeted the guests inside the factory, where, just a few yards from machinery, the tables were arranged, helping them to immediately relate to the world and spirit of the company and its founder.


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Liberal Media: Obama Immigration Policy 'Cruel,' Secretive, Encouraged 'Sanctuary Cities to Abandon Stance'
By Craig Bannister | April 16, 2019 | 2:29pm EDT
(Screenshot)
Like that of President Donald Trump, the immigration policies of President Barack Obama have been harshly criticized by liberal media and activist organizations.
"President Obama Needs to Stop Repeating FDR's Worst Mistake and End Family Detention Now," a July 2015 headline by The American Civil Liberties Union (ACLU) declares, deeming Obama's detention and family separation policies an inhumane disaster. The article claims the Obama Administration's "cruel" detention and no-bond policies were bred of "an atmosphere xenophobia and hysteria":
"Last week's ruling is just the latest sign that the Obama administration's family detention policy is an inhumane and illegal disaster. It follows the February 20 ruling in a case filed by the ACLU striking down the government's no-bond policies in family detention centers and two rounds of letters from Congress urging the administration to end family detention.
"The policy was conceived last summer in an atmosphere of xenophobia and hysteria, in response to large numbers of children and families fleeing violence in Central America and coming to the United States seeking protection."
"By locking up innocent mothers and children in an atmosphere of cruel uncertainty, family detention needlessly replicates the inhumanity that the U.S. government inflicted on Japanese-American families during World War II."
Obama's legacy could be "forever stained with having defended this cruel and unnecessary policy," ACLU said.
In February of 2016, Politico reported that a new Obama Administration policy was "initiating a change in federal policy that could encourage so-called sanctuary cities to abandon their stance against cooperating with deportation requests."
Under the Obama-era policy, the "Justice Department stops automatic transfers of prisoners to localities that don't cooperate on immigration" and put "extra restraints" on sanctuary cities, according to the article:
"The new policy places the extra restraints on any city, county or state that chooses to adopt a so-called 'sanctuary' policy, particularly a categorical one that bars all cooperation with immigration authorities."
And, in June of 2014, a PBS NewsHour headline declared, "U.S. releasing undocumented immigrants, but won't say how many."
When a surge of illegal immigrants, including 48,000 minors, became too much for Texas Border Patrol to handle, the Department of Homeland Security (DHS) relocated the aliens to Arizona, where they were released. But, the administration would not disclose how many had been relocated, or how many later reported to immigration officials as they had promised to do so, PBS reported:
"The Obama administration is releasing inside the United States some immigrants who have crossed illegally into the country amid a surge in traffic across the Mexican border in southern Texas. But how many remains a mystery because the government won't disclose the number."
"The administration would not say Friday how many immigrants were affected — hundreds or thousands — or how many of those immigrants subsequently reported back to the government after 15 days as directed. As many as 400 people were flown to Arizona during one weekend last month. Many were then dropped off at bus stations to travel to their original destinations in the U.S."


Verizon is getting ready to launch the LG Glance VX7100 handset on June 5, for $49.99 and although the phone is not as appealing as the enV Touch, it's still a decent offer. This candybar device is a very slim one, that comes with an original back cover and you should know that its retail price will be of $219.99.
The specs go something like: 2 inch QVGA display, GPS, Bluetooth, 1.3 megapixel camera, CDMA 1xRTT connectivity and 2.5mm headset jack. LG Glance VX7100's battery provides 260 minutes of talk time and up to 350 hours of standby time.


Assessment & Monitoring - Evanco Environmental Technologies, Inc.
A pipeline Condition Assessment is a more sophisticated analysis than cleaning and inspection. It is a comprehensive engineering investigation of those parameters that have a direct bearing on pipeline function and future.
Evanco can provide a number of methods to assess pipeline conditions. From visual inspections to detailed electromagnetic wall thickness measurements to acoustic leak detection, Evanco can provide you a detailed analysis of your infrastructure.
Once the condition of infrastructure is assessed, Evanco can provide real-time, long term monitoring to keep a proactive eye on your buried infrastructure to allow decisive steps to be taken to avoid costly bursts and shut downs.


The 5th Annual Next Generation Bio-Based and Sustainable Chemicals Summit takes place Tuesday through Friday, February 4-7, 2014, in sunny San Diego, California. The premier biobased and sustainable chemicals information and networking event for biobased start-ups, global chemical majors, brand owners, feedstock providers, venture capitalists, and academics will feature a Keynote address by Kaj Johnson, Green Chef and Senior Director of Product Development from Method, who will speak about Sustainability by Design, and nine Real-World Case Studies from Novomer, Genomatica, POET, PSA Peugeot Citroën, Succinity GmbH, RSC Bio Solutions and Waste Pro USA, Novasep, and ENVIRON and Sigma-Aldrich will be provided.
Tuesday's pre-conference program is a strategic business forum dedicated to "Policy, Economics, Investment and Global Partnering to Support the Growth of Bio-Based Industry." Sessions will cover critical business issues for biobased products, including obtaining capital, developing global partnerships, and a presentation on the "Regulatory Opportunities and Challenges on the Road to Commercialization" by Lynn L. Bergeson.
Wednesday's pre-conference forum is titled "Moving Bio-Based Chemicals Beyond Technology: Fitting Bio-Based Materials into the Larger Picture of Global Sustainability" and will feature case studies and panel discussions, including "The Commercialization and Adoption of Readily Biodegradable, Biobased Functional Fluids and Cleaners" and "NGO Perspective for Evaluating Bio-Based Materials & Importance of their Role in the Industry."
The main summit gets underway Thursday with a keynote panel discussion, "Spurring Market Adoption -- Brand Owner and Chemical Major Perspectives," moderated by summit chair and Executive Director of Biobased and Renewable Products Advocacy Group (BRAG™) Kathleen M. Roberts. Over the two-day program, attendees will learn from a myriad of the leading business innovators in biobased and renewable chemicals, including Sherwin-Williams, International Paper, IBM, Myriant, Beta Renewables, Virdia, ARPA-E, Avantium, Elevance, Bioamber, Metabolix, DSM, Seventh Generation, and more.
Intuitively, entities in the "biobased" space may think the "naturally occurring" substance exemption under the Toxic Substances Control Act (TSCA), the law that governs chemical products in the U.S., applies to their "biobased" materials. The scope of the exemption is limited, however, and complications arise when companies mistakenly assume a material is naturally occurring and therefore exempt from TSCA.
Learn more about this important issue online.
LignoTech Developments Ltd. subsidiary Xylemer BioProducts of New Zealand will soon open a new facility in Kearney, Nebraska. The facility will produce biomass-based resins. Distillers grains will be the first feedstocks used, likely followed by sugar beet pulp and rice hulls.
On December 19, 2013, Cortec Corporation headquartered in St. Paul, Minnesota, announced its Patent Pending BioPad® product. The company states that BioPad® "is a unique flexible corrosion inhibiting device constructed from 100% biobased non-woven material, containing 66% biobased content. BioPad® provides an eco-friendly sustainable packaging option for corrosion inhibition and has been awarded USDA BioPreferredSM designation. It is specially designed with Vapor phase Corrosion Inhibitors (VpCI®) impregnated throughout the substrate." A copy of Cortec's press release is available online.
On December 31, 2013, Ironridge Global Partners, LLC, an institutional investor based in Los Angeles, California, announced that it has launched a green initiative designed to fund sustainable businesses, including emerging growth companies focused on environmental sustainability and environmentally-friendly products and services. As part of the initiative, Ironridge has provided over $6 million to Cereplast, Inc., a leading manufacturer of proprietary biobased, compostable and sustainable bioplastics, and its creditors. A copy of the press release is available online.
Currently, there are two nearly identical proposals before Congress to provide a business related tax credit for the production of renewable chemicals. S. 1267, the Qualifying Renewable Chemical Tax Production Act of 2013, was introduced on June 27, 2013, by Senator Debbie Stabenow (D-MI). The bill has one co-sponsor, Senator Al Franken (D-MN). H.R. 3084, a bill by the same name, was introduced on September 12, 2013. It currently has five bi-partisan co-sponsors, including Representatives Richard Neal (D-MA), Scott Peters (D-CA), Linda Sanchez (D-CA), Allyson Schwartz (D-PA), and Steve Stockman (R-TX). A copy of S. 1267 is available online. A copy of H.R. 3084 is available online.
This week, three Members of the U.S. Senate Committee on Environment and Public Works (EPW), Senators David Vitter (R-LA), Mike Crapo (R-ID), and James Inhofe (R-OK), introduced the General Duty Clarification Act of 2013. The bill would direct the U.S. Environmental Protection Agency (EPA) to clarify standards for the Clean Air Act's General Duty Clause. EPA has used the ambiguity contained in the clause to regulate chemical plants. A copy of the bill is available online.


We are not that family that has a perfectly decorated, fancy tree. Our is, for lack of better words… eclectic. It's homemade and full of lots of hand-me-down ornaments. And while I can appreciate trees that have uniform ornaments and are all matchy-matchy, ours is sentimental. We are starting to grow our collection of the sweet, handmade ornaments that the boys bring home from school. And although I've been eyeing up this garland for a few years now (seriously, how cute is that), I've come to appreciate the decorations that have meaning. It was obvious that a DIY garland was in the cards – anything else just wouldn't make sense on our tree.
My sister suggested that we spray paint old toys and string them together. Over the weekend we whipped up this toy animal garland made from little animal figurines. It was so easy and turned out great so I had to share.
Next we spray painted half silver and half gold using the end of a paint brush to get full coverage.
When the animals were dry we strung them together, tying equally spaced knots to keep distance between the herd.
And that's it! When they were all strung we had this sweet, DIY garland.
Now all we need is a tree!
Those are so cute and unique.
So fun and creative! I stumbled it.
That is way too clever!
We can make you that Anthro one …let's grab you a Pom Pom maker!
So cute – the kids would love it!


1 MSc of Health Education, Pregnancy Health Research Center, Zahedan University of Medical Sciences, Zahedan, Iran.
2 Associate Professor Department of Family Counseling, Pregnancy Health Research Center, Zahedan University of Medical Sciences, Zahedan, Iran.
3 Professor Department of Health Education, Shahid Beheshti University of Medical Sciences, Tehran, Iran.
4 Associate Professor Depatrtment of Counseling and Statistics, Health Promotion Research Center, Zahedan University of Medical Sciences, Zahedan, Iran.
To Cite: Shahraki Sanavi F, Navidian A, Rakhshani F, Ansari-Moghaddam A. The effect of education on base the Theory of Planned Behavior toward normal delivery in pregnant women with intention elective cesarean, Hormozgan Med J. 2014 ; 17(6):e88264.
Square and Logestic regression were used for data analysis.
seen in 22% of women in intervention group compared with 4% in control group.
training packages according to this theory and attend related group discussions.


The 2 drawers and internal shelving behind the 3 doors on this tall storage cupboard, give the owner a lot of storage space to make use of. Despite the large amount of storage space on offer here, the amount of space the unit itself takes up in the room is actually quite small. This space saving benefit cannot be overstated, especially today's modern home where space may well be at a premium.
4 You furniture is designed and built with quality and durability in mind. This is why cam lock fixings are included for the drawer fronts and also adjustable hinges for the three cupboard doors for easy alignment and fitting. Even the construction material is specially chosen for durability.
Melamine is scratch, heat and moisture resistant which makes it an ideal construction material for furniture. Whatever part of the room you decide to place the cupboard, near a radiator for instance, you can be supremely confident the cupboard will fit right in quite perfectly.
The pearl white finish brings a touch of class and style to any room and home style decor, so there is no problem with fitting in with existing furniture choices. With that in mind, the 4 You range of furniture does have a style all of its own also so why not pick up a 4 You bookcase and build your collection?


Phil is working on a handmade wood dual sink vanity for a job we're doing in Northeast Portland.
The vanity is installed over an electric radiant heated floor. You can see the start of the tile backsplash, the wall cutouts for medicine cabinet mirrors and the perfect fit between the bathtub and wall.
…stay tuned for more to come, including the countertop, sinks, mirrors, completed tile and finished flooring!


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Clarification on Ashford University and U Arizona Global Campus Potential for Excess Income
Author Phil Hill October 15, 2020 /1 Comment/by Phil Hill
Bear with me as I clarify an important financial point regarding my commentary on University of Arizona Global Campus's likely finances. In a post from early August piecing together financial assumptions on the deal, I added the following comment:
Think of it this way – there are a lot of assumptions of operating income being generated to pay the $25 million guarantees, and the 19.5% revenue share, and the final residual income. Zovio (previously named Bridgepoint Education) has not been able to generate even the $25 million in operating income since at least 2013.
Last week The Chronicle of Higher Education published an opinion essay I wrote, arguing against the recent Instant Global Campus movement, where I included a similar statement. Unfortunately I missed a change in the editing process that assigned this description directly to Ashford itself.
Either way, it is doubtful that these global-campus deals will pay off in the way they are being touted in press releases. Arizona has said that they expect to bring in $25 million annually from the deal, but Ashford hasn't been that profitable since 2013, when there was significantly less competition in the online space.
In a subsequent Twitter and email conversation with Ariel Sokol, who has done financial modeling of the deal for The Century Foundation, he described a problem with this description.
As we discussed, I was a bit concerned about your blog posting where you wrote that Ashford was losing money since 2013. You are not incorrect to say that on a reported basis ZOVIO demonstrated net losses. That being said, one needs to remove one-time charges and events to take out the noise of a business that saw multiyear declining enrollment and revenue. Zovio remained a profitable business through 2018, and potentially could have been profitable in 2019 had it not acquired two low revenue businesses that were losing money at the time. There may be reasons not to like the UAGC / Zovio deal, but one probably should not suggest that Ashford is losing money. Based on the accreditor report from 2019, it appears that through 2018 Ashford was quite profitable. More transparency is needed to understand the state of Ashford in 2019 and 2020, as well as the relationship between Ashford and Zovio in the form of shared services. As I've written elsewhere, understanding the Zovio / UAGC deal requires a great deal of document disclosure including pro forma statements showing what 2021 might look like.
In that the 2019 accreditor's report, Ashford University did point to operating income for that school that would, if accurate and if it continues with the nonprofit conversion, likely pay the $25 million guaranteed income for the University of Arizona. $63 million, $69 million, and $59 million for the years 2016 through 2018.
Zovio, the parent company, does not break out the financials for any of its operating segments, of which Ashford University is by far the largest one. In fact, this point was raised in that same accreditor's report.
As part of its cost structure, Ashford University utilizes key services from parent Zovio. In 2018, these shared services represented $194.0 million, or roughly half of Ashford's direct costs. The other half of remaining direct costs Ashford handles internally, through its own employees or outsourced to other third-party providers. As part of its plan to become a non- profit (and therefore a stand-alone) entity, some of the shared services are expected to be brought under Ashford's direct control. Some of this will likely be through the transition of certain Zovio employees, others through hiring of additional staff, and others through direct purchase of third-party services. A new shared services agreement, contingent on a structural change approval by WSCUC, is currently being negotiated between Ashford and Zovio; some services will likely continue to be provided by Zovio under this structure.
Separating services to be provided by Ashford and those by Zovio makes it difficult to evaluate the economic fairness of the shared services agreement.
The point I had made above regarding Zovio is accurate, in that the last year that the company had at least $25 million in operating income was 2013. But the statement in the Chronicle was incorrect by referencing Ashford's operating income. While we have no way of verifying the information provided to the accreditors, it is certainly worth sharing that information and calling out that if the information is accurate, then UAGC does have a decent chance to provide $25 million of guaranteed income to the parent University of Arizona.
None of this changes my main point in the Chronicle essay, however.
The biggest problem with these deals, however, isn't that they are likely to fail. It's that there's a chance they'll succeed. What happens if Purdue University Global grows enrollment and makes enough operating income to fund the 12.5-percent revenue-sharing payments to Kaplan Higher Education and pay the guaranteed tens of millions of dollars to Purdue? What happens if the University of Arizona Global Campus generates $25 million per year in profit for the University of Arizona and 19.5 percent for Zovio — above and beyond the costs of operations?
In those cases, we would see prestigious nonprofit universities charging much more in tuition than they spend on operations. The Instant Global Campus would be a cash cow, transferring tuition dollars out of the online schools and into the bank accounts of nonprofit research universities.
It's clear to see which students win and which ones lose in this arrangement. In the case of the University of Arizona, its main student body is 4-percent Black and 22-percent first generation, whereas its proposed Global Campus is 32-percent Black and 48-percent first generation. The numbers for Purdue and its global campus are similar. Is transferring hard-earned tuition dollars from underserved online students to subsidize richer, younger, whiter university students' education really the mission of a land-grant university, especially in this day and age?
In the end, the main thing colleges will gain with a successful global campus is bragging rights. Thanks to clever negotiating, they will now be mentioned in the same breath as Arizona State University and Southern New Hampshire University, institutions that spent a decade or more building up their online capabilities. They can take boastful pride in adding tens of thousands of new students. It makes little difference that these students are being exploited to support the far-more-traditional and privileged student population of the parent university.
Mea culpa for not finding and sharing the accreditor's report in my earlier analysis and for missing the Chronicle edit. And thanks to Ariel for the correction.
Tags: Ashford University, For-profit education, Kaplan Higher Education, Online Education, OPM Market, Purdue University Global, University of Arizona, University of Arizona Global Campus, Zovio
https://philonedtech.com/wp-content/uploads/2019/05/philonedtechlogo200.png 0 0 Phil Hill https://philonedtech.com/wp-content/uploads/2019/05/philonedtechlogo200.png Phil Hill2020-10-15 16:12:372020-10-15 16:12:40Clarification on Ashford University and U Arizona Global Campus Potential for Excess Income
Ariel Sokol says:
Phil:
I really enjoyed the conversation with you and the work that you do in general in your blog. I also appreciate you updating your website reflecting my perspective.
Look, I have no idea how profitable Ashford is, but the data out there and the presumed due diligence conducted by the University of Arizona suggests at the current price point with the current cost structure today Ashford likely is profitable. Why wouldn't it be? Its a close to $400 million revenue generating online school with a primarily adjunct faculty. If it wasn't profitable there would be ways to introduce efficiencies to get it to profitability – I can say this based on my experience both as an operator and a Wall Street sell-side analyst. The University of Arizona brand alone would allow the school to reduce marketing spend.
Like we discussed, the concern I address regarding future profitability of the deal is tuition level and instructional spend. SNHU for a bachelors degree cost a consumer $320/credit hour. The good folks at the new UAGC will have to make a business decision to increase tuition with the new premium brand, keep it as is at $510/credit hour, or attempt to become competitive with SNHU. Remember that enrollments have declined for close to a decade, and tuition could have played a major part in that decline. The other issue is increasing instructional spend to improve efficacy. Decreasing tuition reduces the minimum profit guarantee of the deal on a dollar-per-dollar basis (per the contract it, hopefully I am representing this correctly) and I have no sense of how UAGC would increase instruction per the contract given provisions on increases in operating spend.
This potentially could be an unbelievably profitable deal or it may prove to be economically challenging given the way that the contract was structured. But I think that relates more to key business decisions affecting the future rather than the state of Ashford today.
As to the deal itself, whether its good or bad, I have my own thoughts that I may yet try to share in a public format.
Quite an Update on Fall 2020 Enrollment in US (podcast) Quite an Update on Fall 2020 Enrollment in US


text:
Q: What re write rule is required to stop https on sub domain I have the following rewrite rule in my domains .htaccess to add https to my existing http domain. Example www.mydomain.com
RewriteEngine on

RewriteCond %{HTTPS} off
RewriteRule (.*) https://%{HTTP_HOST}%{REQUEST_URI} [R,L]

The issue I am having is the https is also being applied to my sub domain.
Example demos.mydomain.com
What code is required in the .htaccess to prevent the https on my sub domain?
Any help much appreciated.
Thanks.

A: try this,
RewriteEngine on

RewriteCond %{HTTPS} off
RewriteCond %{HTTP_HOST} ^www
RewriteRule (.*) https://%{HTTP_HOST}%{REQUEST_URI} [R,L]

redpajama_set_name: RedPajamaStackExchange


Welcome to the private room at the Red Lion- a freshly added space with rich colours and leather armchairs that you can make as formal or informal as you like. Whichever you choose, we make completely bespoke plans for each event in our private room or the pub downstairs.
We can seat 16 at a spacious oval table, or up to 23 with at 5 separate tables. With a window into the upstairs kitchen and a full wall made of glass, you can have a bit of privacy but still feel like a part of the action, as the team pass and prep around you.


Step 1. Depending on the service you are enquiring about, you may need a recent written medical referral from your Consultant or your GP. The need for a recent written medical referral, is a clinical guideline from The Royal College of Speech & Language Therapists. Not all difficulties require a medical referral, please read the service relevant to you.
Click on the service for either, children , voice or adults to find out more.
Step 2. Before you can arrange therapy, you need to know how it can help, how long therapy will last, what to expect in therapy. Click on 'How Therapy Works',below to give you an overview of what to expect in therapy.
For information on Fees and Insurance click the button below.
Step 3. Call or email to directly arrange therapy. Clinics are offered on weekdays and saturday mornings.
Please click on to the button below for more information on booking your session.
Click on the service relevant to you below, to find out more about what to expect in therapy and how its works. Therapy is not something that is done to you or for you, it is a process that helps you know what to do to either to recover, develop or compensate, to help yourself or help others, under the expertise of your therapist. Therapy begins with assessment and follow-up sessions very much depend on the findings of your assessment and the demands of your life. Although the frequency of follow-up sessions, may be more at the start of therapy, it is rare that sessions are offered on an ongoing and weekly basis. The aim of therapy is for you always to have a plan and be working towards your goal under the guidance of your therapist. Once you have consulted with your therapist and decided on therapy, you will need to complete a pre-assessment questionnaire. This will be emailed to you.
'Working in Harmony' is guidance developed by Speech and Language Therapists about how private therapy and NHS therapy should work alongside each other. This means that if you have access to NHS Speech and Language Therapy, you also have the option to work with a private therapist, although this is not necessarily at the same time as your NHS therapy. However, it is always advisable that you discuss your needs prior to arranging therapy.


Today is the big travel day home. We aren't even stopping much along the way. We've decided to take a short detour east so we can go through Indiana and miss most of the horrible traffic that exists between Chicago and Michigan.
We began the day driving through massive downpours almost all the way through Mississippi, Tennessee, and Arkansas. We stopped at a Perkins somewhere in Arkansas because I've never been in the state and I can't count it as having been there if we simply drive through and never set feet on the ground. Now I can say I've been there, although we didn't see much through the rain. We did count our blessings that the rain had held off for all of our earlier adventures though, because we had pretty darn good weather for most of our trip.
We headed north through Missouri then southern Illinois, where we found Casey, Illinois. I have always loved the idea of road trips because of those fun roadside attractions that you can spend 5-10 minutes at. These are often unplanned finds and, for us, Casey was one of those places. Casey is home to some of the World's Largest Stuff… a lot of it actually. With 8-1/2 hours of driving this day, we didn't opt to drive around Casey and see them all, but we did see the World's Largest Wind Chimes, World's Largest Rocking Chair and World's Largest Mailbox. There were giant pencils, rulers, and other items scattered around town as well. It was a fun break and something that we had been missing the rest of the road trip.
We stopped for dinner in Terre Haute, Indiana. It wasn't too far past Casey, but we were getting hungry at this point and wanted to see the city. Terre Haute is a nice size city and we found Taj Mahal Indian Restaurant and had very yummy supper.
We still had about 3 hours of driving left and arrived back in Michigan shortly after 10pm… not too shabby for a 600+ mile drive in a single day. Looking back, I think if we were to do it over, I would have stayed in Indianapolis for the night and stopped a few more times along the way. Spending almost the entire day in the car was a bit of a challenge. In the end, we came pretty close to our $1000 budget and Indianapolis would have pushed us too far over, so it was the right choice at the time and we made it just fine.
I hope you enjoyed following along, but more importantly; I hope this brief road trip, planned on the fly, has inspired you to get out and start living your bucket list. I've added as many links to these 5 blog posts as I could, to give you more information if you want to see any of the places we did, so no more excuses.
It doesn't have to be perfect. It doesn't have to be big. You don't have to do it all. You just have to start… somewhere.
We woke up today with another long day of driving ahead… destination Memphis, Tennessee. We scheduled several stops along the way again to break up the monotony and give us a chance to get out and stretch a bit.
Our fist stop after leaving St. Louis was Elephant Rocks State Park in Arcadia Valley, Missouri. Arcadia Valley is located in the Mark Twain National Forest and Ozarks area and has enough nature and hiking that a week trip here would be perfectly reasonable… we had about an hour. Elephant Rocks State Park was a bit out of our way, but well worth the additional drive time. An accessible, 1-mile long path winds among giant granite boulders, which can be climbed on… great fun for kids and adults alike. Part of the area has been quarried and stone-smiths would carve their names in the rock when they received their master certification, giving the appearance of heavy graffiti throughout the site. There is an additional 1/2-mile extension for those who are looking for an extended experience, but we had a bit of a late start and opted to get back to the car instead.
The drive through this part of Missouri is beautiful. It was a beautiful, sunny day and a perfect time to put the convertible top down and enjoy the amazing vistas. Our next destination, although we were enjoying the scenery and not in a hurry to arrive, was Burfordville, Missouri. There is a mill and restored covered bridge there and it was another beautiful place to get out and walk around a bit.
It was a hop, skip and a jump (aka: a short distance) from the mill to Cape Girardeau, Missouri for supper. Before heading into town, we detoured across the cool bridge to Illinois and then right back again… 'cause bridges are fun and cool to look at! We were planning to arrive much earlier than we actually did, so we looked for somewhere to eat fairly quickly before continuing the 175 more miles of driving to Memphis.
After having a delicious and reasonable Cajun dinner at Broussard's, we now hoped to arrive in Memphis around 9pm… significantly later than we hoped, but still in time to go check out Beale Street before hitting the hay. Unfortunately the universe had other plans for us. Just before leaving Missouri, we got stuck in stopped traffic in a single-lane construction zone. Traffic remained stopped for an hour, so we turned off the car. I had the joy of experiencing a construction port-a-potty for the first, and hopefully last, time during this extreme slow down. Once we were moving again, I was surprised to discover we were travelling through Arkansas (we're playing this by ear remember, so I haven't looked too closely at an overall map), and even more surprised when we drove through Memphis and into Southaven, Mississippi to find our hotel for the next 2 days. Turns out Southaven is only a 10-15 minute drive from Memphis and a convenient place to stay. We arrived at the hotel after 11pm, exhausted and thankful for somewhere to sleep, having forgotten all about our plans to see Beale street that evening. There's always tomorrow….
On the second day of our road trip, we woke up in the shadow of the St. Louis Arch. It's an iconic piece of architecture that defines not only the St. Louis skyline, but also the city itself. References to the Arch can be seen throughout the city and are almost impossible to escape. We saw photos, paintings and graphics of the arch in every nook and cranny of every restaurant, hotel, bathroom, and even in the casino carpet design. It is amazing to see such a seemingly simple piece of architecture being so thoroughly embraced by an entire community as a piece of their cultural identity. Hats off to architect, Eero Saarinen for creating such an iconic structure.
It was only a 10-minute walk from our hotel to the base of the Arch. We purchased our tram tickets and waited in line to head to the top. Tickets to the top of Arch currently cost $13 per adult and can be purchased ahead of time online. We were doing this road trip on the fly and purchased them onsite. Fortunately it's not the height of tourist season and it's during the week, so we were able to get tickets on a tram right away, with no waiting necessary. If you head there on a weekend or in the summer, I'd suggest planning ahead and reserving tickets online. The journey to the top takes 4 minutes. It involves very tight quarters and some stairs, without accessible options… ADA requirements weren't as strict when it was built in the 1960's. There are windows at the top on both sides of the Arch, giving you a great view of the city of St. Louis, the Mississippi River, and southern Illinois. The whole journey to the top experience takes about 45 minutes, so plan accordingly.
After the Arch, we headed back to the hotel, hopped in the car and headed to the Anheuser-Busch Brewery for a tour. The basic tour (which we took) is free and includes about 18 ounces of free beer per person (over age 21) during and at the end of the tour. The factory is amazing and the architecture geek in me was on high alert the whole time. The stables have Tiffany stained glass windows, the brewing rooms look like something out of Charlie and the Chocolate factory and the brickwork on the outside of the buildings is more detailed and beautiful than you would expect to find in a typical factory. The tour itself takes about 45 minutes, and is quite enjoyable even if you aren't a beer enthusiast, but plan a little extra time to enjoy your free beverage in the Biergarten, where there is often live music to enhance your experience. We happened to conclude our tour in the Beirgarten just before 3pm. Every day at 3pm, they have a Bud Light toast to the beer-masters, so we received an additional free small Bud Light to participate in the toast.
Note: Little people can come with you on the tour, but won't receive any adult beverages. They do check ID's carefully, so make sure to bring yours even if you aren't normally carded.
Our next stop was the Hard Rock Café. My fiancée has a collection of Hard Rock Café shot glasses that needs to be expanded and he doesn't yet have St. Louis. The Hard Rock Café is located in the back of the old Union Station complex. There is a pond out back full of very entertaining koi fish. For a quarter, you can get a handful of fish food and watch the fish go nuts! We had just started feeing the fish when there was a train whistle over the loud speaker, followed by music and a light-fire-steam show from the fountain elements in the pond. It was quite entertaining and apparently happens every hour. The grand hall in Union Station was closed for renovations, but I imagine when it reopens this will be a key destination for families.
On our way back to the hotel, we stopped to look at the outside of the City Museum. This is a crazy place to visit, and one of THE top attractions if you are visiting St. Louis with kids. We could have done the City Museum instead of the Brewery tour, but every time I've been in St. Louis before, I've either been a kid of been with kids, so I wanted to do something different this trip. I have been before, it was late in the day, and the museum was already closed, so we didn't go inside, but if you have more time than we did, I highly recommend it.
After a nap (geez, I'm getting old), we had a late supper at Joey B's in Laclede's Landing. Joey B's has an extensive shot menu (but again, I'm getting old) and surprisingly yummy food. Their kitchen is open late, so it's a great place to go if you're looking for a late night meal. We headed back to the hotel under Spiderman's watchful gaze, on a cloudy full moon night, to rest up for the next leg of our journey.
In addition, we stayed pretty close to our $1000 budget for the whole thing.
So you may be wondering what all we did. I'll touch a little on the first leg, day one, here.
We left Michigan and travelled about 2 hours before getting out to stretch our legs at Starved Rock State Park in Utica, Illinois. We did a short (about an hour) hike to St. Louis Canyon. It was beautiful, even though they've had a bit of a dry spell and the water fountain was actually more of a trickle. Starved Rock is easily a day, weekend or even week-long trip on its own, but we have both been before and the purpose of our stop was just to stretch our legs a bit.
We continued on for about another 2 hours before stopping for lunch and a quick drive through Springfield, IL. It's the capital of the state and worth a look if you're driving nearby. We found the beautiful capital building… architecture geek moment.
About 45 minutes after leaving Springfield, we arrived at Cahokia Mounds. It's the site of a native American city that was actually larger than London in the 1200's. Unfortunately the interpretive center had closed just before we arrived, so we didn't get to learn as much about it as we'd hoped; but the park was still open and we were able to climb the insane amount of stairs up the top of 10-story tall Monk's Mound.
It was from the top of this mound that we got our first glimpse of our destination for the day… St. Louis., Missouri. Even though it was pretty cloudy at this point, the skyline was definitely visible; we knew we were close.
Before we left the Cahokia Mounds, I hopped online quickly to book us a hotel. We only had about 15 minute left to drive, so the Cahokia site would be easily accessible to anyone on a visit to St. Louis. Our last minute hotel, Hotel Lumiere, turned out to be quite beautiful with a large indoor courtyard and attached to a casino.
We arrived in the city, checked into our hotel and walked out into the historic Laclede's Landing neighborhood to find some supper. There aren't a lot of options there right now (although there is a lot of construction), but Morgan Street Brewery turned out to be a good choice… lucky for us, because not much was open.


Following stellar guest ratings and reviews, Millennium Airport Hotel Dubai has acquired Hotels.com's 'Loved by Guests' certificate for the second consecutive year.
Enthusing on the certificate was general manager, Millennium Airport Hotel Dubai, Simon Moore: "We are delighted to get this superb recognition that is based on genuine guest reviews and experiences. What makes us proud is the fact that our guests are the real judges behind this award that places us among one of the preferred hotels in UAE.
"I would like to take this opportunity to thank all our guests and colleagues who made Millennium Airport Hotel Dubai one of the 'Loved by Guests' winners. It is our staff that makes it possible for us to serve our guests better on a daily basis. We could not have achieved this success without their collective efforts. We are eager to continue in the same spirit and committed to deliver on our brand promise," Moore concluded.


text:
<?php

namespace CRM\UserBundle\Controller;

use Sensio\Bundle\FrameworkExtraBundle\Configuration\Route;
use Sensio\Bundle\FrameworkExtraBundle\Configuration\Template;
use Symfony\Component\HttpFoundation\Request;
use Symfony\Component\Security\Core\SecurityContext;

class SecurityController extends Controller
{
    /**
     * @Route("/login", name="login_form")
     * @Template
     */
    public function loginAction(Request $request)
    {
        $session = $request->getSession();

        // get the login error if there is one
        $error = $session->get(SecurityContext::AUTHENTICATION_ERROR);
        $session->remove(SecurityContext::AUTHENTICATION_ERROR);

        // last username entered by the user
        $lastUsername = (null === $session) ? '' : $session->get(SecurityContext::LAST_USERNAME);

        return array(
            // last username entered by the user
            'last_username' => $lastUsername,
            'error'         => $error,
        );
    }

    /**
     * @Route("/login_check", name="login_check")
     */
    public function loginCheckAction()
    {
        // never executed, intercepted by Symfony
    }

    /**
     * @Route("/logout", name="logout")
     */
    public function logoutAction()
    {
        // never executed, intercepted by Symfony
    }

}

redpajama_set_name: RedPajamaGithub


Vashon Island XTERRA Tri and Run and HOTS Sprint Triathlon are currently on hiatus!
The Vashon Island Multi-Sport Festival Weekend is on Sunday, July 6th, 2014. The weekend will have something for everyone!
The events will be held at King County's Dockton Park on Maury Island, which is located at: 25998 Dockton Rd. SW, Vashon, WA 98070. The triathlon is sanctioned by USA Triathlon, the governing body for triathlons in the United States. All racers must be members or purchase a one-day license.
The Heart of the Sound Triathlon (road tri) has been canceled for this year. We are planning the race for next year, but realized this year it was just not feasible to put it on. We will be issuing refunds to those who have already registered. Thank you for your support of the HOTS triathlon. For those that are more adventurous, there will be a group of people doing swim/bike/run on Saturday on their own, and you are welcome to join them!
June 23rd until July 4 $80.00; Day of Race is $85.
June 23 until July 4 is $110; Day of Race is $115.
XTERRA Trail Run June 23 until July 4 is $20; Day of Race is $25.
The swim for the triathlon will take place on a route in protected Quartermaster Harbor, a half mile salt-water swim where most (but not all) wear wetsuits. The length is accurately measured. The course will be triangular, and be clockwise or counter-clockwise in order to deal with the tide.
The mountain bike leg will be three loops on the dirt trails of Dockton Park.
The run for the XTERRA is again on the hilly trails of Dockton Park for 5k, with challenging hills.
The individual legs and transition times are kept track with chip timing.
Congratulations to all of our contestants prior years, you are Triathletes!
For past results, go to the Results page on the left. If you have pictures, add them to our lists by emailing them to info@hotstriathlon.org.
The Triathlon is unique in the Seattle area - featuring a salt water swim. The race start, transition and finish takes place at Dockton Park on Maury Island.
Here are the distances for the events. The Sprint Triathlon is $70 for an individual and $100 for a relay team (there is a late fee of $10 for entries).
It is important for all participants to be familiar with the rules governing the sport that are promulgated by USA Triathlon (USAT). Our Course Marshals will be checking for these violations, so before you touch your bike please click your helmet strap. We will have bar end plugs at the start for those without; if you try to ride without them you will be pulled. No throwing those gel packets away while riding - littering is a punishable offense. We are very sorry about the "no iPod/mp3" rule; athletes must be able to hear Course Marshal instructions as well as traffic (and 2-way radios are not allowed yet in USAT events, unlike the Grand Tours of bicycle racing).
If you are not a member of USAT, you must purchase a one-day license from USAT at registration.
Refund Policy: if you pre-register we will transfer your registration your registration to the next year's event; if you register on race day and withdraw prior to the event we will refund your entry fee. We cannot transfer or refund a USAT membership fee.
Copyright . Heart of The Sound Triathlon. All rights reserved.


A denim dress with none of the bulk; silky indigo lyocell fabric is light and summery. And it means we can pack this straight through shirt dress style with plenty of detail. The perfect casual dress for spring and summer.


text:
Q: 1004 error "Is it possible it was moved, renamed or deleted?" My goal: make Excel save a copy of the workbook in a folder different from the original folder where the workbook is and as well with a timestamp.
This code runs correctly:
Private Sub Workbook_BeforeClose(Cancel As Boolean)
  ThisWorkbook.SaveCopyAs Replace(ThisWorkbook.FullName, ".xlsm", "  _
  (" & Format(Now, "yyyy-mm-dd hhmm") & ").xlsm")
End Sub

But this code doesn't run at all. I get Error 1004 every time I close the workbook:
Private Sub Workbook_BeforeClose(Cancel As Boolean)
  ThisWorkbook.SaveCopyAs (ThisWorkbook.Name & Format(Now, "yyyy-mm-dd hh:mm"))
End Sub

The message I get when trying to close the workbook with the second code: http://prntscr.com/8iiyyd

A: It is the colon that prevents Windows from saving the file, plus the extension will be strange with the timestamp added like this.
Your code would produce the following filename:
Try.xlsm2015-09-22 15:37
You will also need to supply your folder location.
Maybe you can try this:
ThisWorkbook.SaveCopyAs "c:\folder\" & Replace(ThisWorkbook.Name, ".xl", Format(Now(), "yyyy-mm-dd hhmm") & ".xl")
You can of course specify your own folder.
If you want to put it in a subfolder, relative to the current file location, then use this:
ThisWorkbook.SaveCopyAs Thisworkbook.Path & "\subfolder\" & Replace(ThisWorkbook.Name, ".xl", Format(Now(), "yyyy-mm-dd hhmm") & ".xl")

You can of course specify your own subfolder
Hope this helps

A: I managed to solve my issue. I didn't want to use Replace for the second code (I want to achieve the same thing with another code).
Here is the repaired code:
Private Sub Workbook_BeforeClose(Cancel As Boolean)
  ThisWorkbook.SaveCopyAs "C:\Users\Korisnik\Box Sync\" & Format(Now, "yyyy-mm-dd hhmm") & ThisWorkbook.Name
End Sub

It all works now,
Many thanks


New home owners have started to engage interior designers as the idea of a well designed interiors for homes is fast catching up. Shelter Design Studio is a popular and Renowned interior design firm with credits of many popular jewelleries and Premium house interiors completed. House interior design in Madurai is becoming popular and Architectural firms like Shelter Design Studio are delivering world class interiors to Madurai houses.


Streamlight's TLR-1 Game Spotter is a long-range, rail-mounted tracking light. It features a shock-proof green C4 LED that produces a long-range beam that reaches 350 meters. This game spotter mounts directly to all MIL-STD-1913 Picatinny rails and weapons with Glock-style rails. Included is a rail locating keys for mounting to a variety of rails and lithium batteries.


text:
Reformers: Publicly Funded Elections Will Tackle New York's Corruption Problem
New York State Sen. Malcolm Smith.Bryan Smith/ZUMApress.com
It was a ham-handed scheme straight out of an episode of "Law and Order." Federal prosecutors revealed on Monday that New York State Sen. Malcolm Smith, a Democrat, allegedly tried to bribe his way onto the New York City mayoral ballot—as a Republican. Envelopes stuffed with cash changed hands in hotel rooms and restaurants. Local Republican officials talked about "money greasing the wheels" and "the fucking money" driving local politics. Smith's plan depended on paying off two Republicans from Queens who could get his name on the ballot in time for the November election. Instead, an undercover FBI agent and a cooperating witness infiltrated the deal and laid bare just the latest seamy corruption scandal to rock New York politics.
Preet Bharara, the US attorney in Manhattan spearheading the Smith case, told reporters on Monday that "today's charges demonstrate, once again, that a show-me-the-money culture seems to pervade every level of New York government." New York City Councilman Daniel Halloran, one of the two Republicans allegedly implicated in Smith's scheme, would seem to agree. In the complaint filed against Smith et al, Halloran offers this nugget of wisdom:
"That's politics, that's politics, it's all about how much. Not about whether or will, it's about how much, and that's our politicians in New York, they're all like that, all like that. And they get like that because of the drive that the money does for everything else. You can't do anything without the fucking money."
The Smith scandal comes as a well-funded coalition of progressive groups are pressuring Gov. Andrew Cuomo and other legislators to pass legislation replacing the state's current elections regime with publicly financed campaigns. Now, those reformers are pointing to the Smith scandal as further evidence that New York's political systems need a major overhaul. "This is the kind of conduct that we believe comes out of a culture that is a pay-to-play, money first, voters don't count culture," Susan Lerner, executive director of Common Cause New York, told the Journal News. "What we're trying to change is the role money plays in our political system."
The editorial page of the Albany Times Union, a supporter of public financing, asked on Tuesday: "What better evidence can there be of the need for such reform than this case, in which one of their own, the onetime Senate president and Democratic leader, stands accused of trying to bribe Republican leaders to get a place on the ballot as a GOP candidate for mayor of New York City?"
The Fair Elections for New York campaign, the main force behind the public financing bill, said in a statement that the Smith scandal will only harden New Yorkers' belief that corruption pervades every corner of state politics. "We can all agree the system is broken," the statement reads. "Now it's time to stand shoulder to shoulder with Governor Cuomo and the growing bipartisan majority of New Yorkers who support comprehensive campaign finance reform, which must include a system of publicly financed elections at its core."
Obama's Organizing for Action Chases Big Money While Fighting Big Money in New York
Follow the Dark Money
New York: The Front Line in the Political Money Wars
Governor Cuomo to New York's Poor and Middle Class: Drop Dead
James Ridgeway


text:
var fwk = require('fwk');
var http = require('http');

exports.CONFIG = fwk.populateConfig(require('../config.js').config);

//
// ## DaTtSs client library
//
// The client library requires the auth key and if required the server and port
// These informations can be passed directly at construction or by configuration
// either on the command line (--XX=yyy) or using environment variables:
//     DATTSS_AUTH_KEY:          the auth key
//     DATTSS_SERVER_HTTP_HOST   the DaTtSs server http host
//     DATTSS_SERVER_HTTP_PORT   the DaTtSs server http port
//     DATTSS_PERCENTILE         the percentile value (0.1 default)
//
// ```
// @spec { auth, [http_host], [http_port], [pct], [process] }
// ```
//
var dattss = function(spec, my) {
  my = my || {};
  var _super = {};

  my.auth      = spec.auth      || exports.CONFIG['DATTSS_AUTH_KEY'];
  my.http_host = spec.http_host || exports.CONFIG['DATTSS_SERVER_HTTP_HOST'];
  my.http_port = spec.http_port || exports.CONFIG['DATTSS_SERVER_HTTP_PORT'];
  my.pct       = spec.pct       || parseFloat(exports.CONFIG['DATTSS_PERCENTILE']);
  my.process   = spec.process;

  my.stopped = true;
  my.backoff = 1000;

  /* accumulators */
  my.acc = {
    'c': {},
    'ms': {},
    'g': {}
  };

  //
  // #### _public methods_
  //
  var agg;           /* agg(path, value); */

  var start;         /* start();          */
  var stop;          /* stop();           */

  //
  // #### _private methods_
  //
  var long_polling;  /* long_polling();   */
  var do_commit;     /* do_commit();      */
  var make_partials; /* make_partials();  */

  //
  // #### _that_
  //
  var that = {};

  /****************************************************************************/
  /*             PRIVATE COMPUTATION AND COMMIT FUNCTIONALITIES               */
  /****************************************************************************/
  //
  // ### make_partials
  // Computes the partial aggregates and cleans up the various accumulators
  //
  make_partials = function() {
    var partials = {
      'c': [],
      'ms': [],
      'g': []
    };

    ['c', 'ms', 'g'].forEach(function(type) {
      for(var path in my.acc[type]) {
        if(my.acc[type].hasOwnProperty(path) && my.acc[type][path].length > 0) {
          var partial = {
            typ: type,
            pth: path,
            pct: my.pct,
            sum: 0,
            cnt: 0,
            emp: false
          };

          /* Sort values by date */
          my.acc[type][path].sort(function(a, b) {
            return a.date - b.date;
          });
          /* First aggregation */
          my.acc[type][path].forEach(function(val) {
            partial.sum += val.value;
            partial.cnt += 1;
            partial.max = ((partial.max || val.value) > val.value) ?
              partial.max : val.value;
            partial.min = ((partial.min || val.value) < val.value) ?
              partial.min : val.value;
            partial.lst = val.value;
            partial.fst = partial.fst || val.value;
            partial.emp = partial.emp || val.emphasis;
          });

          /* Computes top 10 and bottom 10 */
          my.acc[type][path].sort(function(a, b) {
            return a.value - b.value;
          });
          var len = my.acc[type][path].length;
          var bot_index = Math.max(Math.min(Math.ceil(my.pct * len), len-1), 0);
          var top_index = Math.max(Math.min(Math.round((1.0 - my.pct) * len), len-1), 0);
          partial.bot = my.acc[type][path][bot_index].value;
          partial.top = my.acc[type][path][top_index].value;

          partials[type].push(partial);
        }
      }
    });

    /* Cleanup accumulators */
    my.acc = {
      'c':  {},
      'g':  {},
      'ms': {}
    };

    return partials;
  };

  //
  // ### do_commit
  // Computes the current partial-aggregates and send them to the DaTtSs server
  // for reporting and aggregation. Called periodicaly every DATTSS_PUSH_PERIOD
  //
  do_commit = function() {
    var commit = {
      prt: make_partials()
    };

    if(exports.CONFIG['DATTSS_DEBUG']) {
      console.log('=====================================');
      console.log(JSON.stringify(commit));
      console.log('=+++++++++++++++++++++++++++++++++++=');
    }

    if(my.creq) {
      my.creq.abort();
    }

    var options = {
      host: my.http_host,
      port: my.http_port,
      method: 'PUT',
      path: '/agg?auth=' + my.auth,
      headers: {
        'Content-Type': 'application/json',
        'Content-Length': new Buffer(JSON.stringify(commit)).length
      }
    };

    my.creq = http.request(options, function(res) {
      var body = '';
      res.on('data', function(chunk) {
        body += chunk;
      });
      res.on('end', function() {
        if(exports.CONFIG['DATTSS_DEBUG']) {
          console.log('/agg ' + res.statusCode + ' [' + my.auth + ']');
        }
        delete my.creq;
      });
    });
    my.creq.on('error', function(err) {
      if(exports.CONFIG['DATTSS_DEBUG']) {
        console.log('ERROR: /agg ' + err.message + ' [' + my.auth + ']');
      }
    });
    my.creq.end(JSON.stringify(commit));
  };

  //
  // ### long_polling
  // Infinite long polling request used to register as a process. This allows
  // to receive a kill-switch from the server
  //
  long_polling = function() {
    if(my.req_opened) {
      return;
    }
    my.req_opened = true;

    var data = JSON.stringify({
      auth:    my.auth,
      process: my.process
    });

    var options = {
      host: my.http_host,
      port: my.http_port,
      method: 'PUT',
      path: '/process?auth=' + my.auth,
      headers: {
        'Content-Type': 'application/json',
        'Content-Length': Buffer.byteLength(data)
      }
    };

    var req = http.request(options, function(res) {
      var body = '';

      res.on('data', function(chunk) {
        body += chunk;
      });

      res.on('end', function() {
        /* If the response is a kill signal, kill the app */
        if(body === my.auth + '-' + my.process) {
          console.log('DaTtSs Kill signal received!');
          process.exit(1);
        }

        my.req_opened = false;
        setTimeout(long_polling, 100);
      });
    });

    req.on('error', function(err) {
      my.req_opened = false;

      if(err.code === 'ECONNREFUSED') {
        if(my.backoff < 16000) {
          my.backoff = my.backoff * 2;
        }

        return setTimeout(long_polling, my.backoff);
      }

      if(err.code === 'ECONNRESET') {
        my.backoff = 1000;
        return setTimeout(long_polling, 100);
      }
    });

    req.end(data);
  };

  /****************************************************************************/
  /*                     PUBLIC STATISTICS CAPTURE INTERFACE                  */
  /****************************************************************************/
  //
  // ### agg
  // In charge of aggregating a new value for a given statistic
  // ```
  // @path {string}  the path of the statistic to aggregate
  // @value {string} a DaTtSs like value '1c' | '253ms' | '34g'
  // ```
  //
  agg = function(path, value) {
    if(my.stopped) {
      return;
    }

    var path_m = /^([A-Za-z0-9\-\_\.\!]+)$/.exec(path);
    if(!path_m) {
      if(exports.CONFIG['DATTSS_DEBUG']) {
        console.log('ERROR: agg invalid path: ' + path + ' [' + my.auth + ']');
      }
      return;
    }

    var value_m = /^(-?[0-9]+)(c|ms|g)(\!?)/.exec(value);
    if(value_m) {
      var type = value_m[2];
      var val = parseInt(value_m[1], 10);
      var emph = (value_m[3] === '!');

      my.acc[type][path] = my.acc[type][path] || [];
      my.acc[type][path].push({
        date: Date.now(),
        value: val,
        emphasis: emph
      });
    }
  };

  //
  // ### start
  // Starts the commit interval and make the object ready to accept new
  // aggregates. `start` is called implicitely at creation time.
  //
  start = function() {
    my.itv = setInterval(do_commit, exports.CONFIG['DATTSS_PUSH_PERIOD'] * 1000);
    my.stopped = false;

    /* If a process name has been specified, we connect to the server. This */
    /* is used to determine uptime and allow kill switch usage              */
    if(typeof my.process === 'string' &&
       my.process.trim() !== '') {
      long_polling();
    }
  };

  //
  // ### stop
  // Cancels the commit interval so that the process can be exited. `start`
  // can be called to restart the tracking. While stopped aggregates are ignored
  //
  stop = function() {
    if(my.itv) {
      clearInterval(my.itv);
      delete my.itv;
    }
    my.stopped = true;
  };

  /****************************************************************************/
  /*               IMPLICIT INITIALISATION (COMMIT TIMER, START)              */
  /****************************************************************************/
  start();

  fwk.method(that, 'agg', agg, _super);
  fwk.method(that, 'start', start, _super);
  fwk.method(that, 'stop', stop, _super);

  return that;
};

exports.dattss = dattss;


This article describes how nationalism among political leaders in the People's Republic of China (PRC) can be the linchpin of divergent views on the desirability of the PRC's future in a globalized economy.
Editor (2000) "Nationalism in the People's Republic of China: A Consequential Chameleon," International Bulletin of Political Psychology: Vol. 9 : Iss. 11 , Article 2.


White House Chief Strategist Steve Bannon was a major part in trying to get Republican votes for the GOP healthcare bill, but things went sour when he reportedly told the House Freedom Caucus they had "no choice" but to vote for the bill. Clearly in politics, things are never going to be easy. In the world of business when you're the owner and main boss, you can get things done and everyone will follow. However, the same cannot be said in Washington, D.C.
No matter what, people will always have their own opinion. Everyone in Congress gets a vote as well when it comes to forming and then passing laws. The president does have executive order power to do many things that can affect the country, but in certain areas this power is not possible to use. That is why Congress was the real people in charge when it came to the change in healthcare. They were the only ones who could pass it through so that the president could pass it as a law.
Obviously, Republicans have waited around seven years to repeal and ultimately replace Obamacare. This time around, they had all the cards. They controlled Congress and had the White House. All they had to do was agree and anything they wanted to pass would most likely go through pretty easy. However, again politics are not easy and to think that is when people ultimately fail in the end. The GOP healthcare bill did not pass, but it seemed as if everything was done to force it.
In fact, it was reported that President Trump had basically threatened members of Congress by saying that he would remember those who voted no on the bill. He also blamed them for Obamacare and what comes from it being on their hands. It seemed that Trump took his tone from Steve Bannon who spoke with the House Freedom Caucus to hopefully get things moving. The Freedom Caucus was one of the main factions keeping the bill from being passed along with the moderate Republicans. However, the Freedom Caucus votes would be more than enough to get the bill passed, but enough moderates would still need to vote yes.
Steve Bannon went in to try and basically force the House Freedom Caucus to do things the way he wanted them done, but that did not go over so well. Bannon met with them at the White House this past week, and it was there where he told them they had no choice. According to Axios, Bannon said the following.
The authoritative tone really did not go over very well, as one would imagine. One member of the caucus was noted after the meeting with Bannon.
Of course, without the support from the Freedom Caucus, the bill was ultimately going to be doomed. The strong-arm approach by President Trump and Steve Bannon seemed to only intensify the Freedom Caucus' position. It seemed that Steve Bannon wanted to sort of force their hand on something, and by telling them they had no choice, it may have made them feel like they had to show that they certainly did, just as anyone in Congress did.
The House Freedom Caucus had been against the GOP healthcare plan for some time, as they felt it was too closely similar to Obamacare. They felt it was so bad that they referred to it as "Obamacare-lite." They felt the bill did not further itself enough from Obamacare and it needed to be completely different. The White House even attempted to bribe members of the Freedom Caucus somewhat. They offered the hardline conservatives some concessions to win their support.
Of course, this lost many moderate Republicans who may have supported the bill or were on the fence. The Freedom Caucus wanted and were given changes to the GOP bill, such as their request to rescind the t10 essential health benefits, which was popularized under Obamacare. The 10 essential benefits were added in to force insurance companies to cover these major, key health needs. The benefits covered the emergency room, maternity care, prescriptions, and even mental healthcare.
Naturally, moderate Republicans felt this was too harsh and backed off, and most were not surprised by that. President Trump then went after the Freedom Caucus publicly on Friday when it seemed like he nor Steve Bannon could sway them enough. He called them out for being the people to stop it and even claimed that they were the ones keeping Obamacare going and even attacked their pro-life stance in the process when he claimed that Planned Parenthood stayed funded with Obamacare remaining as the law of the land.
Possibly the death nail to the GOP healthcare bill came when moderate New Jersey Republican and chair of The House Appropriations Committee, Rodney Frelinghysen, withdrew his support for the American Health Care Act. Once this occurred, it seemed that the GOP knew it was over and pulled the bill. It is still interesting, however, how the Trump administration tried to handle things, especially when it concerns Steve Bannon.
Making threats and Steve Bannon even trying to force things making Congress think they were in some sort of hostage situation where they had no choice in the matter. This not the best way to govern. It'll be interesting to see how much involvement Bannon has in the future. It has been a long-standing thought that Bannon is not good with crowds or media, so he often doesn't get in front of them. So Steve Bannon and his thoughts may not have come out the way he wanted, but who knows?
While no one has been shocked to see how Steve Bannon has reacted to things since getting added to the Trump cabinet, many worry about his position within the White House. Bannon is known for his alt-right views and has been a bit of a different animal when it came to American politics as it is today. He seems to want to change things, and while Bannon is certainly welcome to try, it seems that Steve may not do well if he attempts to force Congress to do anything ever again.


As Samford University's homecoming kicks off, there's more than just events for alumni. While homecoming is about alumni coming back to campus to visit their alma mater, there also are various events for current students.
Samford's 2017 homecoming is Nov. 9-12, but student activities begin to take center stage on Thursday.
Throughout the week, 14 sororities, fraternities and other campus organizations have been participating in the creation of unique homecoming boards. There will be first, second and third place winners announced at the football game.
Another activity for students this week is the Bulldog Bash on Thursday at 6 p.m. in Ben Brown Plaza. There will be a food truck from Melt, treats from Sodexo and music. A pep rally be part of the festivities, and the Homecoming court will be presented. Samford President and Mrs. Andrew Westmoreland will be there to crown the new Homecoming King and Queen.
A Cappella Choir will lead the homecoming vespers service Friday at 5:30 p.m. in A. Gerow Hodges Chapel. The monthly service will include music, scripture and other liturgy.
The Mann Awards for Leadership and Character will be presented Saturday to 11 students selected by deans and administrators. The annual ceremony, hosted by the Mann Center for Ethics and Leadership, will be at 10:30 a.m. in the Pete Hanna Center Hospitality Suite.
Students will have other opportunities throughout the weekend to interact with alumni, parents and other friends of the university who are on campus for events.


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text:
EssayBizLabCompany AnalysisThe Saatchi & Saatchi Company's Financial Perspective
The Saatchi & Saatchi Company's Financial Perspective
The Saatchi & Saatchi Company is an internationally known advertising agency with more than eighty branches across the globe. It was founded by two brothers, Charles and Lord Maurice Saatchi in London, UK. It started to operate in the early 1970s. With time, the company emerged to be one of the world's leading creative organizations. The company grew through mergers and acquisitions. The company was also characterized by creative excellence because several innovations have been developed. The company was instrumental in keeping the Conservative Party in power in 1980s. This made the company become a legend in the UK (Fendley & Fendley, 1996).
However, in the mid 1990s, the company that was associated with billion dollars almost came to a halt, when bankruptcy became inevitable. The decline in performance was caused by the recession in the country, and the company lost a lot of its capital. This was also caused by the poor management of the company's acquisitions. The departure of the two brothers, Charles and Maurice Saatchi, affected leadership and direction of the organization. The company was in a critical condition, and the only remedy was to improve the set goals and the company's efficiency. The stakeholders changed all the top management team. In 1995, the company appointed Bob Seelert as the chairman. Bob replaced the two brothers in the management of the company. The two brothers had established goals to have an aggressive financial system. The two top officials identified an approach with two perspectives: financial perspective and customer perspective (Greenhalgh, 2004).
The financial perspective aimed at developing goals which could be quantified and achieved. This aimed at developing a new vision. The company established a goal to accelerate the rate of earning revenues than the market. Therefore, the managers wanted to have a higher growth rate for the company compared to the market growth. The second goal was to convert thirty percent of the raised revenue into operating profit. The last goal was to double the earnings per share (MyStrategicPlan, n.d.).
With the new vision and financial goals set, the next step for the two top officials was to make the strategy real or practical. This led to the restructuring of the internal structure by introducing changes. The top management started to re-examine their investment strategies on business units. They started by creating agency categories, each with a different strategic charge. These agencies included drive, lead, and prosper. The prosper agency had less than 50 workers. It was given limits regarding its growth. However, it was charged with having extremely high margins (Averson, 1998).
The drive agency had 50 to 150 workers. The drive agency was mandated to maintain the goals and to improve the revenue of the company. The UK, New York, China and other large agencies were given lead status. This is the unit where fast growth and the allocation of considerable resources was expected. The financial success of Saatchi and Saatchi can be attributed to the company's attentiveness to the agency's core client base. Therefore, the management paid considerable focus to the lead agency (Niven, n.d.).
Saatch & Saatchi Company also embraced various strategies associated with the customer perspective. Seelert, Roberts and their senior team set a customer-facing organizational structure and strategy. With the help of customer perspective, the financial perspective goals were achieved. Saatchi succeeded by paying close attention and creating a good relationship with the core client bases. The senior team created a phrase, "permanently infatuated clients" (PICs). The company wanted to make a strong impression on Wall Street and win customers. The analysis of the top management indicated that about 20-30 percent of the company's customers were responsible for the 70-80 percent of the company's revenue (Greenhalgh, 2004).
Communication was also an instrumental tool of customer perspective. In this case, all the business units of Saatchi received a message. The message informed all the stakeholders that the company aimed at penetrating the global market. This would be achieved through creating appropriate goals of achieving customer satisfaction. The Saatchi employees, in their business units, were entrusted with generating BFS (big fabulous ideas) to win the favor of its clients. The (BSC) business scorecard played a number of roles in helping the company of Saatchi and Saatchi achieve success. This helped the company emerge from the 1997 crisis and match towards attaining its goals. It helped the company accomplish the Wall Street objectives six months before the deadline. In addition, it helped Saatchi implement its strategies (Greenhalgh, 2004).
The financial strategies made sense for each given unit. With the help of the Business Scorecard, the company made a financial checkup. The company identified that the business units were earning profits. It was easy to identify the units with the potential to make profits in the future and the ones that could not perform well. With this knowledge, the Saatchi and Saatchi company made a wise decision on choosing a business partner. The acquisition of the Publicis Groupe SA did not affect the results of the Business Scorecard (BSc). The Publicis Groupe SA was aware that the business scorecard was a proven tool that could correctly restructure a collapsing company. By paying 2.5 billion for the company, Publicis Groupe SA was fully convinced that the company (Saatchi and Saatchi) would have to succeed in the future. The positive results showed that the overall cost of Saatchi & Saatchi Company could be paid by its increased revenue year after year.
The two perspectives, financial and customer worked in line with each other in reviving the Saatchi and Saatchi Company. There are exceedingly many scenarios in the story of this company where cases of the two perspectives worked together. There was a lot of interdependence, and it is in rare cases where one perspective work on its own. The steps that the senior management took in planning for the whole strategy worked effectively (Sharma, n.d.). The financial goals guided clients in the three units. For the financial goals to be attained, planning and implementing of the clients' objectives should have been looked at first. The employees established BFIs to create the PICs. They were also implemented as per the plans of the customers (Fendley & Fendley, 1996). The two perspectives work hand in hand, and in cases where a company employs one perspective, it can be in the un-resolvable situation. In addition, there is an issue regarding the perspective to be employed first. A competent management strategy is the only remedy in this case. For instance, a firm that chooses to employ the customer perspective first may get itself in trouble while budgeting for cash to satisfy a customer.
Averson, P. (1998). What is the Balanced Scorecard? Balanced Scorecard Institute, a Strategy Management Group company. Web.
Fendley, A., & Fendley, A. (1996). Saatchi & Saatchi: The inside story. New York: Arcade.
Greenhalgh, C. (2004). Building a Strategic Balanced Scorecard: Saatchi & Saatchi Complementary Case Study. Business Intelligence Company. Web.
MyStrategicPlan (n.d.). Balanced Scorecard: Performance Measurements for Success. Web.
Niven, P. (n.d.). Financial perspective. Web.
Sharma, P. (n.d.). Measuring Business strategy through balanced scorecard. Web.
Toyota Company Production and Operations Management
Shell Company's Innovation Processes
Zara Company's Supply Chain and Quality Management
Nike Inc.'s Supply Chain in Footwear Industry
The Coca-Cola Company's Success Factors
Brand Associations Concept: Mothers' Drink
Product Design Change and Supply Chain Risk
International Performance Appraisal Approaches
Intercultural Negotiation and Its Factors
Brand Survival and Death in Examples


text:
Army Staff Sgt. Michael H. Ollis
Died August 28, 2013 Serving During Operation Enduring Freedom
24, of Staten Island, N.Y.; assigned to 2nd Battalion, 22nd Infantry Regiment, 1st Brigade Combat Team, 10th Mountain Division (Light), Fort Drum, N.Y.;died Aug. 28 in Ghazni province, Afghanistan, of wounds caused by an improvised explosive device, small-arms fire and indirect fire.
Drum soldier who saved Polish officer tapped for Silver Star
A Fort Drum, N.Y., soldier killed in Afghanistan died shielding a Polish soldier from a suicide bomber during an assault on their base that involved grenades, mortars, rockets and a 3,000-pound bomb.
Staff Sgt. Michael H. Ollis, of the 2nd Battalion, 22nd Infantry Regiment, 1st Brigade Combat Team, 10th Mountain Division (Light), stepped into the path of an unnamed Polish officer, blocking him from the suicide vest of an insurgent who had raided Forward Operating Base Ghazni.
"In emotional interviews with investigators, the Polish officer repeatedly praised SSG Ollis and credited him with saving his life," according to an Army account of the Aug. 28 action obtained by Army Times.
The 24-year-old from Staten Island, N.Y., has since been nominated for a Silver Star, the third highest military decoration for valor, according to an Army source. The nomination is working its way through Ollis' chain of command in Afghanistan.
"Unfortunately, we lost a great American there from 10th Mountain Division in that attack, but the defenders did extraordinarily well," said Army Lt. Gen. Mark Milley, the No. 2 commander for the NATO-led International Security Assistance Force. Milley is a former commander of the 10th Mountain Division.
Milley called the Ghazni defense a "tough fight," but said, "the enemy completely failed in achieving any kind of operational or strategic effect."
In a ceremony on Sunday at the base, four American and two Polish army soldiers were recognized for valor in the attack, which began when a car bomb breached the base's eastern perimeter wall, allowing 10 insurgents in suicide vests to infiltrate the compound.
The massive blast from the car bomb reverberated across the post at 3:54 a.m. on Aug. 28, kicking off an assault from the east, west and north sides, as insurgents rained mortar shells, shoulder-fired rockets and hand grenades from outside the post, according to Army accounts.
Though it's highly unlikely insurgents would have been able to overrun the base, it holds strategic importance as ISAF's local headquarters and a traffic hub to Gardez and Khost to the east.
Troops who headed to the blast site to aid the wounded found insurgents in suicide vests with assault rifles who had poured through the breach.
The two sides locked in 10 minutes of close combat as coalition troops fought through gunshot and shrapnel wounds.
Meanwhile, Ollis — who first accounted for his men in a bunker — raced toward the bomb blast's massive white smoke plume and the sound of gunfire.
Ollis linked up with a Polish officer he did not know and then with a team of special forces soldiers who had killed eight of the insurgents wearing suicide vests.
A ninth suicide bomber emerged from behind a group of containers, threw a grenade and was killed.
A 10th emerged from behind some other containers near the Polish officer and Ollis, who was the closer of the two.
"As Staff Sgt. Ollis stepped toward the insurgent, he stepped in front of the Polish officer, thereby blocking him," when the insurgent's vest detonated, according to the Army's account.
In the attack, Ollis and a Polish soldier were killed. Ten Polish soldiers and dozens of Afghans were reportedly wounded.
Afghan forces averted a larger tragedy by finding and neutralizing a second car bomb near the base, according to the Army. Two Afghan soldiers received certificates of appreciation for rendering the second car bomb safe.
Ollis' comrades told Army Times they were not surprised that Ollis, who joined the Army in 2006 and had previously deployed to Iraq and Afghanistan, died saving the life of another soldier.
They praised Ollis as courageous and diligent, and said he felt a genuine sense of responsibility for keeping his soldiers safe.
"That was the way he was brought up, and I think it would make everybody proud to know that he went out there to take the fight to the enemy," said Sgt. 1st Class Tim Sireno, who served with Ollis in Afghanistan in 2010.
"He still protected his men and was leading from the front," said Sireno, now with the 4th Ranger Training Brigade. "You couldn't ask for anything more."
'Significant offensive'
Milley, the ISAF commander, said coalition and Afghan forces should expect more complex "high-profile" attacks, which are carried out by suicide bombers and fighters on foot against fixed targets of political significance.
Enemy forces have replaced some less aggressive commanders and are planning a "significant offensive," he said.
Ollis was one of 35 people killed in four attacks around Afghanistan on Aug. 28, and there have been more than a dozen high-profile attacks against ISAF or Afghan facilities in the Kabul area since early May.
"So I don't think their intent was to hold anything back," Milley said.
Milley characterized these attacks as a "resounding failure."
"I would not call those attacks anything that demonstrates any kind of viable capability on the part of the enemies of Afghanistan, except the fact that they're terrorists and they're murderers," he said.
Honored soldiers
Deputy Defense Secretary Ashton B. Carter recognized the following American, Polish and Afghan troops in the Sunday ceremony at the base:
Polish 2nd Lt. Karol Cierpica, U.S. Army Sgt. Maj. Lester Edwards, U.S. Army Sgt. 1st Class Nate Abkemeier and U.S. Army Staff Sgt. DaRelle LaMarque received the Bronze Star Medal for valor.
Polish Lt. Col. Krzysztof Slomski, Polish 1st Lt. Tomaz Sobanski and U.S. Army Chief Warrant Officer 3 Michael Clemens received the U.S. Army Commendation Medal for valor.
"What these soldiers showed was not only acts of extreme courage and bravery, they displayed tremendous acts of skill, initiative and fortitude all wrapped up in one event," said U.S. Army Col. Patrick Roberson, commander of Combined Joint Special Operations Task Force-Afghanistan.
"Most people probably would not have taken the risks they did — exposing themselves to the enemy in the open with no cover. But they were only thinking about engaging the enemy, not their personal safety."


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