Soft skills are more important than ever when it comes to cybersecurity, according to a recent survey of IT security professionals conducted by Dimensional Research for security and compliance provider Tripwire. Seventy-two percent of respondents in the 2017 Cybersecurity Skills Gap Survey said the need for soft skills has increased over the last two years, and 21 percent went so far as to say that soft skills are more important than technical skills when hiring staff.
Ability to work under pressure (58 percent).
"The cybersecurity industry should not overlook the soft skills that are needed to build a strong security program," said Tim Erlin, vice president of product management and strategy at Tripwire, in a statement. "The reality is that today's security pros need to go beyond technical expertise. Security practitioners need to be good communicators who can connect cybersecurity issues to business priorities, rally the rest of the organization to get involved, solve tough problems and handle sensitive issues with integrity."
"It's become increasingly apparent that security is a shared responsibility, even for those without any technical cybersecurity experience," commented Erlin. "Employees from other functions can partner with their security teams to help them look at issues from different perspectives, help further the broader organization's understanding of cybersecurity, and help enforce best security practices across the organization."
For more information and an infographic on the survey findings, visit the Tripwire site.


Farzad Mostashari, MD, ScM, National Coordinator for Health Information Technology, U.S. Department of Health and Human Services discusses electronic health care. He explains how to make the transition to electronic records less difficult for doctors.
Read more about Farzad Mostashari.


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Q: Pandas Dataframe automatically renames duplicate columns name I have a dataframe with 10 columns and 160 rows. Column names are based on month and year for e.g Jun'17, July'17, Mar'18 etc.
However in excel some columns are repeating like Jun'17 two times
When I import them to pandas dataframe it renames duplicate columns to Jun'17 and Jun'17.1
This '.1' is extra and disturbing my whole calculation.

A: I dont think it is a good idea have more columns with the same name, and i wouldnt suggest this, but if you want to go with that, you can do in this way:
df = df.rename(columns = {"Jun'17.1":"Jun'17"})

To access to the 2 different columns then do in this way:
df["Jun'17"].iloc[:,0]
df["Jun'17"].iloc[:,1]

redpajama_set_name: RedPajamaStackExchange


The portraits were unveiled on Monday night.
LOUISVILLE, KY (WAVE) - The Louisville Urban League celebrated black history month by unveiling portraits of six black community leaders on Monday.
But the honorees weren't chosen at random. They were voted on by those in the Urban League's Parent Leadership Academy.
Leaders chose for the project include Urban League President and CEO Sadiqa Reynolds, Metro Councilwoman Jessica Green, JCPS Chief Equity Officer Dr. John Marshall, JCPS Spokeswoman Renee Murphy, JCPS Board Member Diane Porter and UofL Pan African Studies Professor Dr. Ricky Jones.
The portraits were created by local artist Jaylin Stewart.
"I wanted to take the time to dedicate some of our black heroes that we have here in the community that's doing the work right now to make a change, you know and help families and make things better for us," Stewart said.
Stewart drew the portraits, then students in the leadership academy painted them.


Beautifully hand made in Tasmania, Australia. These Aussie leather bush hats are made of 100% cowhide leather with a wired brim to maintain their shape for years. For both men and women, unisex sizing from S - XL.
Sizing: The best way to ensure proper sizing is to measure around the circumference of your head with a flexible measuring tape.
Totally satisfied with purchase and attention to customer service, I will recommend this vendor at every opportunity.
Just runs a bit small, but I'm sure it will stretch after the rains come.
Yes if it says only in some color. It's true so expect it. I hope these aren't going away. It's nice to get a reasonable price on a leather item.


Numerous events took place over the last few weeks to present the new RETROSAL® product, marking the Valagro Group's willingness to listen to the needs of its customers and to best satisfy them through an ever-increasing supply of innovative and sustainable solutions. In particular, in Spain, Egypt, Mexico and Italy the new RETROSAL® product have been presented to growers, technicians and major distributors from these countries, on the occasion of several Valagro Academy meetings and during some special events organised exclusively in collaboration with our best customers (such as Agricola El Moron e Servicio Agrotecnico In Mexico, And El Safa Fertilizers & Chemicals In Egypt).
In addition to calcium, which promotes the dispersion of sodium particles, restoring excellent physical and chemical conditions in the soil, the new RETROSAL® is enriched with a specific combination of active ingredients that can improve crop nutrition under conditions of salt stress, helping them to remain healthy and encouraging higher productivity and better quality.
The new formulation of RETROSAL® was created by GeaPower (GEA 216), Valagro's exclusive technology platform based on a combination of state-of-the-art research methodologies. In particular, the effectiveness of the new RETROSAL® has been demonstrated by genomic and phenomic tests on crops sensitive to salinity stress, conducted in collaboration with some of the best international research centres such as the University of Milan and the Agrobios Research Centre (Matera), which specifically collaborated in the field of phenomics research. In addition, these methodologies were supported by the microphenotyping platform developed by Valagro's R&D team, which was used for the first time. The use of this technology highlighted a significant increase of biomass in plants treated with the new RETROSAL®, confirming the biostimulant effect on plants under salt stress. Finally, the launch of RETROSAL® was preceded by a rigorous series of field tests conducted with the collaboration of the best experimental centres in the world (84 tests in 6 different countries). These tests were carried out on horticultural crops such as tomatoes, lettuce, melon and peppers, and fruit crops such as strawberry and drupaceae, under soil conditions with high salt levels.


The annual budget was out last week. The budget, which has the power to create and bring a change in the economy; the budget which can strengthen and boost the longevity of the economy in the international markets.
The huge responsibility of presenting the budget has been performed with utmost care. The market seemed volatile after the presentation of the budget but the future of India definitely seems brighter with a budget focusing on the overall economic development.


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MyTransgenderCupid.com
Transgender Dating: a Review of MyTransgenderCupid
As the name suggests, MyTransgenderCupid provides a transgender dating service for both transsexual people and CIS singles.
ReviewVisit Site
Five Facts about MyTransgenderCupid.com
Over 15,000 members worldwide
You can read their Blog
One of the top Transgender dating sites
About MyTransgenderCupid.com
Like any other dating site review, you need to know about MyTransgenderCupid. It was established in 2015, and since then has continued to grow. There are now over 15,000 users from all over the world searching for love and relationships. The founder of the website, who also founded MyLadyboyCupid, saw it was difficult for transgender women to find love and wanted to do something to help.
The site advocates, like others in its niche, love, and relationships between transsexual women and the men who appreciate them. It is a safe place that encourages its users to be themselves in their quest to find new dating adventures, love, and potentially marriage. The website also gives transgender women free premium membership.
The Pros of MyTransgenderCupid.com
Niche dating with an ever-growing community
Non-judgemental welcomes non-trans to join
The site has many cool features
The community is very supportive
Free membership for trans women
The Cons of MyTransgenderCupid.com
High tiers can be expensive
Free male members can't send messages
There are limited ways to interact without paying for the premium
The pros outweigh the cons, however, to make the most out of the pros, you need to be a paying member.
Member Structure
As you might expect, the members on MyTransgenderCupid are mostly transgender women, who get access to the whole site and its features for free, and the men who appreciate them. There is a worldwide membership base. However, the largest portion of members come from the United States and Europe, such as the United Kingdom, Italy, France, and Germany.
The site is designed for those seeking love and relationships, so it has strict rules and moderators. No member is allowed to ask for or solicit sexual encounters of any kind. There is also a verification process to ensure all members are genuine and are on the site for the right reason: to find an ideal partner.
The signing up process on MyTransgenderCupid doesn't take long. All you need to provide is an email address, a username, and your location to get started. You can select what gender you identify as, male or trans woman, and what gender you would like your partner to be. For trans women, there is the option to select if they have undergone an SRS procedure, if they are going to or if they are non-op. You can always contact the support team if you are looking to select something more specific. Alternatively, you may also sign up using your Facebook account.
The site will email you an activation link to the email address provided. Without activating your account via this link, you will not be able to use the site. Once you have activated your account, you may begin filling in your profile with all your basic information and uploading photos of yourself. You are now ready to begin meeting new trans women or men who appreciate them!
The search tools on MyTransgenderCupid are very user friendly. You can do basic searches and filter results based on location, age, a photo, whether they are online now, or their height. More advanced searched even allow you to filter by zodiac sign. You may also create a "Favourites" list. You can create a list of all the people you are interested in and navigate through it with ease, finding the person you are looking for without a problem. You can also remove people from the list.
Transgender women on MyTransgenderCupid can send and receive messages from the moment they activate their account. Male members can only contact other members if they pay for a premium membership.
Members can send messages and use text chat on the site. But those are just the traditional ways of communicating that every dating site has to offer. On MyTransgenderCupid, premium members can also enjoy voice and video chat. These options are a great way to meet someone face-to-face online and prove they are who they say they are.
Use the search feature to find potential matches and message those who interest you. Be advised, the website does not tolerate explicit or unsolicited sexual messages, and if you are caught sending these types of messages, you will be banned from the website.
There is no app for MyTransgenderCupid.
For male members to be able to enjoy all the features of MyTransgenderCupid, they must have a paid membership.
50 credits $14.99
125 credits $24.99 and a bonus of 25 credits
300 credits $39.99 and a bonus of 100 credits
Coins give you access to features such as messaging and video chat. Alternatively, you may also buy credits or coins separately. You may also earn credits by uploading photos and completing your profile. They give you access to:
Unlock conversations
Communicate with members
Surprise your crush with a Gift
Upload up to 24 photos
Read messages
Shown first in the search list
Communicate with everyone
Shown as Premium Member
Hide advertising banners
Common questions and their answers
How do I report a profile on MyTransgenderCupid?
The report button is at the bottom of every profile page and once you click it, it opens a new window. There you can select a reason for reporting the profile, add more details in a text box. You can also block the member before submitting your report.
How can I permanently delete my profile?
You can do this in your profile setting. There is a link to temporarily deactivate your account or permanently delete it. Note of caution, once you delete your profile, you will have to sign up again if you wish to begin using the site again. You will be asked to enter your password to finally delete your profile.
What features do free members enjoy?
Free male members can search and browse profiles and upload 5 photos. Trans women have full access to the site for free.
MyTransgenderCupid has lots to offer transgender women and the men who appreciate them who are searching for dating, love, relationships and even marriage. It is a safe space, free of judgement where all members are encouraged to be themselves and search for an ideal partner. Transsexual women can have full access to the site completely free, while male users need to pay for a premium membership in order to take advantage of all the amazing features such as video chat and sending gifts to members who interest you.
They offer excellent customer service which is available 24/7 and are very supportive of the trans community. They will do whatever they have to do to help you and are very efficient in doing so. If you ever encounter a problem on the site, they are always ready to hel
A large chat dating site, QuickFlirt is like a speed dating service for online flirting!
Together2night.com rewards singles looking to get frisky for a night. It's a viable platform that offers good search and interactive features that help you connect with like-minded people.
Onenightfreind.com is best for the bisexual singles searching for both quick hookups and long-term relationships. It claims that about 82% of its users are educated, thus are precise about what
This affair dating app was designed by women, for women to find affairs and sexual hookups outside of their marriages.
Her, or WeAreHer, is the world's biggest lesbian dating app, for gay women who are lesbian, bisexual, or queer.
This app is a lesbian dating site and gay chat room service, exclusively for gay, lesbian, bisexual, and queer women.
LadyBoyKisses is a dating site for any gender interested in ladyboy dating around the world.
Copyright ©2020 Datingcharts.com - All rights reserved.

redpajama_set_name: RedPajamaCommonCrawl


This underbust style is a good introduction for first time wearers, longer than the Passion and would suit the "Taller Lady".
Available in all our satin fabrics as well as brocades and printed silk and as with all our corsets this can me custom made with your own fabric.
We are able to offer a lifetime guarantee on our complete range, as all our corsets are designed and made in our UK factory.
To help you choose the correct size please visit our size guide page.
The black pvc we use is very high quality, combined with the twill lining makes it very strong and can be used for tight lacing.
This corset has always been popular with men, as it is longer than most of our underbust corsets and is sometimes used as a cummerbund.


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15th January 2020 mbrezonick
Engine News Newsletter Industry News Prime Movers Reciprocating Engines
Heinzmann has acquired Giro Engineering Ltd., a specialist in the design and manufacture of single- and double-walled fuel injection pipes for diesel engines.
Heinzmann announced it has acquired U.K. company Giro Engineering Ltd., effective Jan. 6. No financial details were provided.
Giro Engineering specializes in the design and manufacture of single- and double-walled high-pressure fuel injection pipes for more than 1000 different types of engines. The product line includes the flagship Duoline sheathed fuel pipe, which is complemented with Giro's visual leak indication fittings and liquid level alarm tank.
Giro will continue to operate as a stand-alone business from its office and production site in Southampton and remains a U.K. company, Heinzmann said.
Heinzmann is a longtime supplier of speed governing and fuel system technology for industrial combustion engines. Heinzmann said the addition of Giro will enable it to operate as a complete systems supplier and consolidate its position worldwide.
"Heinzmann continually pursues the strategy of supplying a comprehensive catalogue of high-quality systems to engine builders and MRO organizations," said Markus Gromer, CEO of the Heinzmann Group. "This acquisition completes the range of components developed and manufactured in-house for our common rail systems."
A Dual-Fuel First In Europe
Renewables Account For Third Of Global Power Capacity: Report
Wärtsilä Launches 31SG Engine For Marine Market
← Microturbine, Solar At Remote Oil Site
GE In Services Deal With MRC →


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Home/FAQ/When is the covered bridge festival
When is the covered bridge festival
Welcome to the largest festival in Indiana! This countywide event will be held from October 14 to October 23, 2022. Parke County Covered Bridge Festival…
How many people attend the Traverse City Cherry Festival?
Where are the Blue Angels flying?
What time do Blue Angels fly Cherry Festival?
Can Civilians watch the Blue Angels practice?
How long is the Blue Angels show?
How long do cherry blossoms last?
Where we can see cherry blossom in India?
Is there a cherry blossom festival in Michigan?
Does Michigan have cherry blossom trees?
Are cherries ready in Traverse City?
What is the covered bridge capital of the US?
500,000 people
The Traverse City National Cherry Festival will take place on July 2-9, 2022! More than 500,000 people flock to Traverse City for the Festival every year!
Pensacola Bay Area
The Blue Angels' Homecoming Air Show will take place on November 11 and 12, 2022.
The Blue Angels, also known as the US Navy Flight Demonstration Squadron, have their official home in the Pensacola Bay Area.
They are returning to the National Cherry Festival for the first time since 2018. On Saturday and Sunday, you may watch them soaring above Grand Traverse Bay. The airshow starts at 1 p.m., with the U.S. Navy Blue Angels taking to the sky at approximately 3 p.m.
The National Naval Aviation Museum and the Naval Aviation Museum Foundation are glad to offer visitors the chance to see Blue Angel practice air displays from a viewing spot on the Flight Line behind the Museum each year.
approximately 45 minutes
The Blue Angels take to the skies at 2 p.m. (weather depending). Their performance lasts around 45 minutes.
one to two weeks
Every spring, cherry blossom season lasts roughly a month and is always weather dependant. When looking at the calendar and expecting to see flowers, early March to early April is a fair rule of thumb. During the season, most cherry blossom trees bloom for one to two weeks.
The Traverse City National Cherry Festival is July 2-9, 2022! Every year, almost 500,000 people visit Traverse City for the Festival!
They are returning to the National Cherry Festival for the first time since 2018. On Saturday and Sunday, you may watch them soaring above Grand Traverse Bay. The airshow begins at 1 p.m., with the US Navy Blue Angels taking to the skies at 3 p.m.
Cherry blossoms are also popular in India, particularly in the Himalayan states of Uttarakhand, Himachal Pradesh, Sikkim, Jammu & Kashmir, Sikkim, Jalpaiguri, and Darjeeling in west Bengal, and the tropical highlands of Garo Hills and Khasi Hills.
2022 Cherry Blossom Tour Each year people flock to Traverse City, Michigan to see one of Mother Nature's most beautiful displays — the cherry blossoms.
The Old Mission Peninsula in Traverse County is one of Michigan's greatest spots to watch cherry blossoms. Traverse City tourism officials recommend driving M-37, a state highway that runs the length of the peninsula, for views of Grand Traverse Bay and vineyards, along with the famous cherry trees.
Michigan cherries are ripe and available for picking from mid-July through mid-August. Check with the farm ahead of time since they normally have a few days between harvesting periods to enable the cherries to mature. Here is a list of some of the best areas in Michigan to harvest cherries!
Parke County's covered bridges are well-known tourist attractions in Parke County, Indiana, which bills itself as the "Covered Bridge Capital of the World." The county claims to have more covered bridges than any other county in the United States.
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Alexander Wladimirowitsch Sacharkin (; * 1. August 1961 in Martjusch, Oblast Swerdlowsk) ist Gründer der unabhängigen Gewerkschaft Profswoboda beim russischen Gas- und Ölkonzern Surgutneftegas. 2008 erhielt er den Radebeuler Couragepreis.

Die Gewerkschaft
Die von Sacharkin gegründete Gewerkschaft forderte einen Mindestlohn: "Gemäß den internationalen Normen dürfe keine Arbeit mit weniger als drei US-Dollar in der Stunde bezahlt werden" (Zitat Sacharkin). Dafür hatten Anfang November 2006 vierzig Mitglieder der NBP die Konzernzentrale von Surgutneftegas in Moskau besetzt, und auf einer Kundgebung von Profswoboda waren Vertreter der NBP und der Russischen Kommunistischen Arbeiterpartei (RKRP) aufgetreten.
Gewerkschaftsgründer und Kranführer Alexander Sacharkin wurde von der Unternehmensleitung der Lohn auf das Minimum gekürzt. Daraufhin trat er in einen Hungerstreik. Nach 16 Tagen wurde er aus dem Unternehmen entlassen.

Erfolg
Ab Januar 2007 wurde der fixe und sichere Anteil des Lohnes von 30 auf 40 Prozent angehoben.

Alexander Sacharkin erhielt am 27. August 2008 den mit 5000 Euro dotierten Radebeuler Couragepreis.

Einzelnachweise

Weblinks
 Offener Brief an Putin

Gewerkschafter (Russland)
Sowjetbürger
Russe
Geboren 1961
Mann

redpajama_set_name: RedPajamaWikipedia


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IRISH REFERENDUM ON EU FISCAL PACT COULD CAUSE COMPLICATIONS (3/5)
All but two (the United Kingdom and the Czech Republic) of the twenty seven EU member states signed the new fiscal compact on 2 March. This inter-governmental agreement, aiming to prevent a recurrence of the serious debt woes that have plagued Europe, will come into effect once it is ratified by 12 of the 17 states of the Eurozone, as most are expected to do via their respective parliaments.
But a possible fly in the ointment exists because Ireland will put the fiscal pact to a national referendum. Prime Minister Enda Kenny had hoped to avoid a popular vote and proceed with ratification by parliament. But his attorney general ruled that because the pact is an "inter-governmental agreement" and not an EU Treaty, it is not covered by the section of the Irish Constitution that accepts the validity of full-fledged EU treaty obligations.
Ireland will hold a referendum in May or June, under the shadow of the memory that the Irish electorate has twice rejected EU treaties in the past, most recently the Lisbon Treaty in June 2008, before assenting in a second ballot.
The fiscal compact will move ahead irrespective of the results of the Irish vote, but a "no" vote would have important economic consequences for Ireland and beyond. Not only could it jeopardize its membership in the Eurozone but, as reported by the BBC, it would also mean that "Dublin would be prevented from accessing the European Stability Mechanism (ESM)" that is due to come into force this summer and will provide substantial assistance to member states threatened by a debt crisis.
Despite this punishing threat many Irish voters would love the chance to send a message to the government and to the EU regarding the austerity and bank measures that have been adopted in Ireland.
News of the referendum came as an unpleasant surprise for Ireland's European partners. Irrespective of the results of the Irish vote, it could have detrimental consequences beyond Ireland. It may put pressure on other states to resort to a referendum. In France, which is in the midst of a pivotal presidential election campaign, several candidates are already calling for a vote, and socialist front-runner François Hollande has in the past expressed his reservations about the European fiscal agreement, signed by President Nicholas Sarkozy. Furthermore, according to Gerry Feehily, the editor of PressEurop, the shockwaves sent out by the Irish decision are unrelated to whether or not Ireland itself plays ball. "It sets a precedent that austerity policies have to be put before the people, not just in Ireland."
The pact, however, is important and the support for it seems to represent a stronger sense of momentum in pursuing the path of austerity and bank refinancing as first steps, setting the stage for a return to at least minimal growth across most of the Eurozone. Under the pact, Eurozone countries will scrutinize each other's budgets and the European Court of Justice will decide whether nations stick to the rules and fine them up to 0.1 percent of national GDP if they fail to do so.
In a speech at the signing ceremony, the President of the European Council, Herman Van Rompuy, said, "The stronger self-constraint by each and every one of you as regards debts and deficits is important in itself. It helps prevent a repetition of the sovereign debt crisis. It thus also reinforces trust among member states, which is politically important as well."
Agreement was welcomed by German Chancellor Angela Merkel, the key leader at the summit. She is hoping to use the pact as evidence of Europeans' more disciplined attitude toward debt and thus convince reluctant German parliamentarians to agree to a big increase in the Eurozone's "financial firewall"—a defense that will rely heavily on German taxpayers.
Garret Martin is Editor-At-Large at "European Affairs"


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Julius Maddox Bench Presses 525lb For 50 Reps (VIDEO)
Shortly after doing a crazy bench press set, Julius Maddox is back at it again benching 525lb for an incredible 50 reps
Images via Instagram @irregularstrength & YouTube - Julius Maddox
If you already thought that Julius Maddox was a beast on the bench press, you were definitely correct. However he took things up a notch with a performance recently that sent the jaws of everyone watching crashing to the floor.
Most elite powerlifters are known for having a generally well rounded game, but with a speciality in one specific lift. For Maddox, that lift is unquestionably the bench press. The Kentucky native has been unstoppable when it comes to the bench press, and was even set to attempt an 800lb bench earlier this year. An unfortunate misloading incident would lead to an injury, forcing him to unable to give a full attempt, but he still has his eyes on that goal for the near future.
In the meantime, Julius Maddox has been doing some off the wall cardio bench sessions. Recently he was seen doing 50 reps with 500lb, but he was not satisfied there. The most recent video uploaded to his YouTube saw Julius do a whopping 525lb bench press for 50 reps.
A post shared by Julius Maddox (@irregular_strength)
Now to be clear, Maddox did not do 50 unbroken reps with 525lb, nobody could. However he still pushed himself to the max, doing ten sets of five reps each and not giving himself any sort of legitimate break in between. So if you have something rude to say about him not doing 50 straight reps, we politely encourage you to give it a try yourself and see how it goes.
"It's like formulas, like all these equations coming together," Maddox said. "By the time I get done with this, I'm going to be a mathematician and I'm going to solve time travel. Whenever I open my eyes I see mathematical equations popping up."
After that, Maddox hits the rounds with a few warm-up sets with dumbbells and pulldowns, as well as a warm-up set on the bench, he gets to work on the reps. He notes that the first set is always a learning experience on how the workout will go. He also explained how important it is to maintain a clear mindset and proper form to avoid injury. He does that, and finishes the ten sets, despite the fatigue he was feeling. He then goes on to slyly address the fans who have been bugging him about his next attempt at 800lb.
"That's the goal, is to be the first man in history to bench press 800lb," Maddox said. "You've got to realize when you're talking about somebody bench pressing 800lb, you're talking about a human being on a space shuttle to Mars. That's what you're talking about. People have thought about it, but as far as physically getting there nobody has ever thought about a human being taking it that far. And we're going to take it there."
Well whenever Julius Maddox is able to attempt that 800lb bench press again, he is making sure that he is well prepared for the moment. Although the issues were not exactly his fault last time, he is prepared to do whatever it takes to get there.
Categories: News Powerlifting Videos
Tags: Bench PressJulius Maddoxpowerlifting
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Watch this video and see how fast a routine traffic stops turns deadly. While I do hear the anxiety in his voice his physical response showed his training. Personally, If I were in that scenerio they might have found a lot more bullets in this guy.
God Bless Amercia and our countries police force. Here is a snapshot of the action.
Watch this video and let me know how you would have reacted.


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Jon Liss
Toward a Movement 40 Million Strong
Articles June 1, 2019
by Jon Liss
The battle over ideas (both in form and content, and as measured by PAC, party, and candidate spending) is breeding cynicism and driving down voter turnout.
Inspired by the disaster of Trump and Trumpism two years out most organizers are engaged in barroom or coffee shop speculation about the 2020 election.
Among the two dozen announced Democratic candidates, many debate: will it be Sanders or Warren, with their attacks on corporate Democrats? Will it be one of Hilary's heirs, with their cozy relationship with Wall Street? Will Harris be the first Black woman nominated by a major party? If it's Biden, do we sit it out?
All of it is idle speculation unless 'we' collectively organize tens of millions of the 108 million eligible voters who didn't vote in 2016. That's right, one hundred and eight million eligible voters chose not to register or to vote in 2016. The non-voting block is disproportionately young, poor and people of color.
This is by design.
For the formerly incarcerated, people of color, and Black Southerners, rules and administrative practices are designed to prevent millions of potential voters from registering or voting. In Virginia, for example, if you want to register other voters you need to collect each person's full social security number. In Georgia, the Republican candidate for Governor kept his day job as Secretary of State long enough to hold up 53,000 voter registrations of which 70% were Black. In Georgia, 1.4 million voters have been purged from the voter rolls since 2010.
Furthermore, in these places and more, the very structure of the electoral system is designed to disenfranchise voters in Presidential Elections due to the counting of votes on a state-by-state basis. Unless you live in the 5-10 states that are electorally competitive, your vote for President is essentially of no value. If you are a Black voter in the Deep South, your vote for President doesn't matter.
Elections are neither fair nor democratic. The playing field is tilted – and everyone knows it.
However, despite, or perhaps because of this, dozens of state-based power building organizations have banded together to lead efforts to build a bottom up long term front against Trump and Trumpism. Over the last twenty-five years, state power organizations have grown to fill the political space created by the decline of Democratic Party local organization, the breakup and collapse of ACORN, and low levels of voter turnout. This reflects a shift from narrow Alinskyism and its very limited political engagement.
Building the State Power Caucus
Now, recall the 108 million people who were eligible but not voting? They are largely our 'core' constituency, or in other terms, they are our unorganized social base. This 108 million when compared to the voting electorate is more Black, more immigrant, more working class and poor.
Many groups started locally and began building statewide over time. In part, the organizations realized the overdetermination of state-level power, which can be most aptly perceived in terms of local and state budgets, the Dillion Rule or pre-emption, the role of states in creating Federal House districts, and in the ways that state politics provides space for creative and innovative organizing-led progress.
These organizations have deep strategic knowledge and practice in their particular states. Starting in the summer of 2017 many leading state-power organizations have come together as a caucus to support peer-to-peer learning and incubate innovate organizing practices. Included among the organizations that have been leading the State Power Caucus are New Virginia Majority, New Florida Majority, California Calls, Washington Community Action Network, and Kentuckians for the Commonwealth.
All told, there are 22 organizations from 15 states involved in the Caucus. Importantly, these organizations recognized the need to develop a systematic and long-term alternative to Trumpism.
The State Power Caucus has worked to first analyze the collective reach of the national networks who engage in electoral and civic engagement work. This includes Community Change, People's Action and the Center for Popular Democracy, among others.
We've also begun to assess the collective impact of state-based organizations. Looking at 2016, our rough estimate is that at most 4 million people were contacted and encouraged to vote. This is our high-water estimate. The actual number who actually voted is probably much lower still.
If we initially target just half of the 108 million, and we acknowledge that some in that half are going to disagree with our values and politics, some aren't going to vote no matter what, and some are in geographies that we just can't reach, we believe our real voter mobilization target number is 40 million, and we've agreed as a caucus to that number as our target. That's our natural constituency.
These are the voters or potential voters who put AOC and Ilhan Omar into Congress. They are our friends and family, and they are the everyday members and supporters of our organizations that fight for racial justice at the state and local level.
The State Power Caucus is committed to working more effectively, efficiently and collaboratively with national social justice networks. Together, we look to take a big leap forward and move from mobilizing 4 million and organizing many less to mobilizing and organizing many times more.
The long game to defeat white nationalism and move past neo-liberal corporatism is by building a bottom up movement of 40 million people.
At a minimum that is a movement where people vote consistently and consciously. Where people share our values for racial, gender and social justice and where people believe they have the capacity to rule.
Tagged with:The Left and The Democrats
Jon has organized for racial and social justice in Virginia for the last 30 years. Between 1979-1981, he organized for the creation of an African American Studies department as a student at the University of Virginia where he graduated with a B.A. in History, then went on to organize for U.S. divestment in the South African Apartheid regime. From 1983-1984, he served as an elected leader of a taxi drivers association. In 1986, Jon co-founded Tenants and Workers United (TWU), a low-income racial and gender justice organization based in the Arlandria-Chirilagua neighborhood. Jon served as the Executive Director of TWU until 2011. In 2007 he co-founded New Virginia Majority Education Fund and currently serves as both a board member and as the organization's Co-Executive Director.
Website: http://www.newvirginiamajority.org/
Carl Redwood June 2, 2019 at 10:43 pm
I think organizing the 108 million into the Democratic Party is a mistake. Many of the 108 are clear that the system does not work for their families. They tried it before many times. For black people in the 108 the Democratic Party is a step backwards. They have been there before. We belittle the wisdom of those who have chosen not to vote. If you want to vote it is not difficult. Registration is not the problem like in the 1960's. People choose not to vote. Shaming does not work. Lesser of evils does not work. We need outside electoral strategy that champions the needs of the 108. Problem with this is we have nowhere else to go but the " lesser".
Jon June 19, 2019 at 2:22 am
Concerning "Now, recall the 108 million people who were eligible but not voting?" As the comment points out, part of the answer is rational cynicism. Yet to an extent they throw out the baby with the bathwater, as there are some candidates worthy of supporting. So, what we need to do is say that political decisions matter very much, as they determine war vs peace, allocation of resources to whom and for whom, how and to whom health services are provided, election laws, police accountability, prison conditions, and so much else. We need to remind people of these consequences for not voting, IF there are candidates worthy of supporting, and we need to encourage authentic servants of the people to actually run as well.
Consider a pledge by 5 million to refuse to vote for the Biden, the male version of Hillary. The media is promoting him like they did Hillary vs Trump in 2016. Time to challenge this with numbers. Look to the current mobilizations in Hong Kong, a mere city state, with 2 MILLION in the streets! "Arise ye prisoners of starvation; arise ye wretched of the earth, for justice thunders condemnation, a better world's in birth." –The Internationale.
Carl Davidson June 19, 2019 at 7:56 pm
I don't think hardly any of the non-voters with progressive-to-center views do so because they have a more advanced political outlook beyond electoral politics. I think it's because they have been trapped into cynicism, the little cop planted between our ears that tells us two lies. One, nothing changes. Two, we have no power. In truth, everything is always changing and we have immense power if we reject atomization for solidarity. Along with white supremacy, cynicism is a major ideological device of our adversaries to hold us down.
Moreover, while nonvoters tilt left by, say, 5 points, they have a left, center and right, the same as for voters.
Elections have consequences, even those with only evils and lesser evils on the ballots. Unless we are on the cusp of armed insurrection for workers power, we deal with the election history has placed before us, and encourage all other progressive-minded people to engage as well. Without action and practice, we'll not do well in gaining the clout we need to shift the balance of forces, and better choices as well. And obviously, elections are only one front of struggle, even if in our times it's a fairly important one.
rick rice June 19, 2019 at 9:22 pm
Where is a list of all of the State Power Caucus groups? See this also https://orgup.wpengine.com/power-caucus/


With its unusually large brake discs (front 410 mm, rear 393 mm), six-piston fixed callipers at the front and one-piston floating callipers at the rear, the M Carbon ceramic brake is fit for the race track thanks to its very high heat resistance even over long periods of use. A perforated and ventilated brake disc ring guarantees significantly enhanced responsiveness in wet conditions and more powerful heat dissipation. The M Carbon ceramic brake is easy to recognise, thanks to its matt Gold-coloured brake callipers featuring the classic M logo.


In Georgia, Ohio, Texas, Wisconsin, Canada and The United Kingdom, please contact our Stocking Distributors: Georgia Reliable Hydraulics, Inc. (770) 432-5410 (800) 886-8815. Ohio Mile-X Equipment, Inc. (419) 678-3818 (800) 837-3818. Texas Wesbrooks, Inc.
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text:
Tarek El-Said, né à Tanta le , est un joueur de football international égyptien, qui évoluait au poste de milieu gauche.

Biographie

En club

Il joue successivement pour le Zamalek SC, le RSC Anderlecht et le Al Ahly SC. Il est retraité depuis 2008.

En équipe nationale

Références

Liens externes

Footballeur international égyptien
Joueur du Zamalek SC
Joueur du Royal Sporting Club Anderlecht
Joueur d'Al Ahly
Naissance en avril 1978
Naissance à Tanta


text:
Go Round/YEAH-OH – trzydziesty siódmy singel Namie Amuro. Został wydany 21 marca 2012 roku, w wersji CD i CD+DVD.

Lista utworów
CD

DVD

Oricon

Pozycje wykresu Oricon
Singiel "Go Round/YEAH-OH" zajął #4 miejsce w cotygodniowym wykresie Oriconu, i utrzymywał rangę w sumie przez dziewięć tygodni. Ogólnie sprzedając się w nakładzie 64 691 egzemplarzy.

Pozostałe informacje
Piosenka "Go Round" znalazł się w reklamie ESPRIQUE Kose. Utwory "GO ROUND (" N ROUND "N ROUND)" i "SINGING" YEAH - OH", znajdujące się na albumie Uncontrolled są śpiewane w całości po angielsku.

Przypisy

Single wydane w roku 2012


Website search remains one of the most neglected and undervalued capabilities utilised by organizations in the digital age, which for marketing, represents missed opportunities to further engage and convert potential customers.
Once upon a time, exploring a website saw customers routinely utilising the page's navigation bar, 'umming' and 'ahhing' over which dropdown menu option the information they sought might have been carefully (or not so carefully) filed into.
Fast forward a couple of decades and the tables have dramatically turned, with powerful new search functions now providing customers with intuitive, relevant and instantaneous direction to the information, services or portals they require. Today it's almost second nature to be able to obtain the information we need, whenever we want and at any location across the globe. Consumers now expect that when they arrive at an organization's landing page, they'll be able to punch any query into a search bar and be provided with immediate and relevant search results.
Yet website search remains one of the most neglected and undervalued capabilities utilised by organizations in the digital age, which for marketing, represents missed opportunities to further engage and convert potential customers.
Well firstly, it's certainly in marketing's interest that consumers are directed to content they perceive to be relevant. Of course 'relevance' is a subjective term and alters according to the individual needs and wants of the consumer. However, a highly effective search capability not only analyses, integrates and surfaces the most relevant content to successfully solutionise the user's request, search is intuitive and adaptive, delivering content in the form and manner that is most useful, as well as predictive, personalising and tailoring unique content according to the consumer.
Let's start with the first point, intuition and adaption.
With marketing's goal to ensure consumers discover relevant content in the most efficient means possible, tools are then needed so that content can be sorted, filtered and explored, as well as displayed in a visually appealing and easy-to-dissect manner. A proficient website search allows a visitor to do this, categorising information by a variety of logical values, and kicking marketing's first goal of ensuring the consumer is able to hone in easily on the precise information they were looking for.
The next element, to be predictive, indicates a function that analyses any information readily available about a visitor, and then leverages the content that is individually tailored to suit the unique customer profile of this visitor. This information may include anything from a geo-location or type of device used, right through to a user's purchase history, digital pathway or account status. And of course, no one is interested in this data more so than the marketing department, the people most deeply invested in understanding why their customers do what they do. A competent search solution can therefore help marketing do their job, utilising a visitor's contextual clues to deliver the most relevant and engaging content so that potential or existing customers are directed to whatever they were (or weren't) looking for.
There's a still lot more search can do, including the pulling and integration of tailored content from sources external to an organization's internal systems, whilst still dynamically curating content so that it sits in line with the look and feel of a brand.
So, if this still hasn't convinced you that website search is marketing's new best friend, we suggest having a look at this video which breaks it down a little more technically. A capable website search can do more than just deliver customers relevant and engaging content, it individually tailors, arranges, and curates this content for you, so you can focus your attention on looking to engage these consumers across the other organizational channels.


Most tourists who visit the ancient city of Jaffa remain on the top of the cliffs where the Old City is built out of beautiful stone. There are many interesting attractions in the Old City of Jaffa plus a church, great fish restaurants and quaint lanes with specialty stores. However if you follow those meandering lanes downwards you will find yourself coming out on the water's edge of the actual port. The Jaffa Port underwent a complete facelift in 2012 when it was cleaned up and new businesses moved into the revamped hanger that stands near the water. The dream was to create a food market similar to the ones at Tel Aviv Port and the Serona complex however the market didn't really get off the ground. The port failed to become a top destination and is still a hidden gem to most!
As you immerge from the lane which leads down to the port you will be just a few meters from the water. A jetty juts out into the water where you can get brilliant views of the Tel Aviv coast. Local boys like to show off their acrobatic skills jumping off fishing boats into the water and couples often come down here to get their pre-wedding photos taken. After you've enjoyed the waterside you can continue exploring the businesses along the water's edge.
The NaLagat (Please Touch) Center is run by and for the hearing and visually impaired. The center has a theatre where you can see performances by hearing impaired actors about their challenges. There is also a restaurant called Black Out in the center where the diners sit in the dark and are served by visually impaired waiters. The center holds workshops and activities to teach about how handicapped people experience the world.
In the large modern hanger alongside the NaLagat Center there are a number of businesses, an ice-cream shop and fine dining restaurants. The best thing to eat if you dine here is fish; specialty fish restaurants use fish which was probably caught in the waters you see from the windows. There are also several art galleries where local artists display their creations. There are several retail outlets including the Women's Courtyard at The Port where Israeli designer clothing is sold at outlet prices. On Fridays in the summer from 10am to 5pm there is free live entertainment; market stalls; family activities and yoga lessons all free or for a small fee. The "Almina" Theatre presents children's theatre productions for a small fee and offers workshop activities for kids after the show.


The jurors have been named: Gaggan Anand, Elena Arzak, Mauro Colagreco, Carlo Cracco, Wylie Dufresne, David Higgs e Roberta Sudbrack are the seven top international chefs that will select the winner of S.Pellegrino Young Chef 2016, a prestigious competition for young culinary professionals launched by S.Pellegrino.
Known as the Seven Sages, this top-notch jury will judge the signature dishes of 20 finalists from all corners of the world who will go head to head for the title of the S.Pellegrino Young Chef 2016.
Ahead of the big event, which will take place, here are the bios of the grand chefs who will decide the fate of a talented young up-and-coming culinary star.
His eponymous restaurant opened in 2010 and was crowned the best restaurant in Asia, in Asia's 50 Best Restaurants list, in both 2015 and 2016. Anand has consecrated himself as one of the most interesting chefs in Asia. His dishes are a magnificent blend of Indian traditions reinterpreted with a modern and creative twist.
Along with her father Juan Mari, Elena heads the Michelin-starred Arzak, a restaurant that revolutionized Basque cuisine. In 2012, she was named the World's Best Female Chef in the 2012 World's 50 Best Restaurants awards.
Argentinian by birth but French by adoption, at just 31 years of age Mauro Colagreco garnered his first Michelin start at his restaurant Mirazur in the lovely Cote d'Azur town of Mentone. In 2012, he received his second Michelin star.
A student of Gualtiero Marchesi and Alain Ducasse, Carlo Cracco is without a doubt one of the best haute cuisine chefs in Italy and the rest of the world. His restaurant has two Michelin stars and is one of the most highly regarded restaurants in Milan.
Considered one of the best modernist chefs in the United States, Dufresne was named best chef in New York by the James Beard Foundation in 2013. In 2014, he closed his famous restaurant wd~50 to open a new venture: a restaurant called Alder that is schedule to open in Spring 2016.
Named the Eat Out S.Pellegrino Chef of the Year in 2013, David Higgs has been lauded for his work at restaurant Five Hundred located inside the Saxon Hotel in Johannesburg. Always on the hunt for culinary talent the chef opened his own school: the Higgs School of Good Cooking.
After working in the Brazilian presidential kitchens, chef Roberta Sudbrack opened her own restaurant in 2008. Since then it has been hailed as one of the best restaurants in Rio De Janeiro. Great technique and skilled use of native ingredients are what made Sudbrack be recognized as Latin America's Best Female Chef in 2015.


text:
transformed: 5 Areas for Investment to Extend Your Institution's Mission
Back To All Episodes
Higher Digital President Joe Gottlieb sat down with CEO Wayne Bovier to dive deeper into his recent blog post explaining that amidst the challenges presented by COVID-19 to institutions, there lie opportunities to invest in key areas such as distance education — and thus differentiate themselves from competitors and others.
Joe Gottlieb (00:00):
Hello, and welcome to our very first Higher Digital podcast. My name is Joe Gottlieb, President of Higher Digital, and I'm joined by Wayne Bovier, our CEO and Co-Founder of Higher Digital. Welcome, Wayne.
Wayne Bovier (00:10):
Thanks Joe. It's great to be here with you. So what do you want to talk about today?
Well, this being our first Higher Digital coffee talk, I thought we would talk about a recent blog that happens to be on a really, really great topic. This blog is all about technology investment and the recommendations that you make on how institutions should grapple with technology investment and how they can leverage the urgency of COVID to really drive this as an extension of mission. So, I'd like to really dive into that piece. Sound like a plan?
Yeah, that sounds like a great plan. Sure thing.
Alright. Let's get started. Alright. So you titled the blog, How to Leverage COVID-era Urgency to Extend your Institution's Mission. We'll get to the recommendations a bit later, but first I want to talk about the point you made in the very beginning about how buildings have been the unit of evolution in higher ed for the last several centuries and how we need to reframe that unit of evolution, in the digital world. Help me with that one.
Yeah, sure. So, higher education has been around for centuries and essentially, it has evolved, but not significantly to any degrees. And, even in today's world, in COVID worlds, you see, you pick up a newspaper and you read about a lot of institutions that are really struggling and in particular, their finances. And historically, the response that institutions have had about, well, "How do we get more students? How do we attract? How do we become more prominent?" always pretty much centered around an investment around buildings. "Do we have a great rec center? More dorms? A lot more academic buildings?" And so, this cuts across the globe in terms of that tendency and leaders to date really have looked at a building, and buildings as a way to establish and create their personal legacy, as part of their fingerprints on kind of that institution and their traditions and so on. In what we're starting to see is that there really isn't much. I mean, when you really dig into it, there's really not much of a difference between the concept about building buildings to attract more students versus building more technologies to reach more students.
And the investment in the wind to go through those types of investment, they're similar in many ways. Technology can be more nimble, but the planning, the strategy, the effort, the prioritization, just with staffing, to figure out what we should do, is really not being done on the digital side. It is not treated as something similar to that. And so, I brought that up in the article to really drive home a point that, when you look at it from a purely kind of like MBA perspective, like a business perspective, higher education is going through a real disruption. It is not really that different than retail, as a parallel example on this. And so, how they reach students, what they need to invest in.They have the capabilities, right? They know how to do buildings, but they just haven't brought that kind of approach and thinking to an actual digital world. And that's really why I started out that article with that point.
So the upshot being, take the same level, if not even greater level of urgency of planning, of crossfunctional engagement, that you would in building a new building, which might be supporting a new degree program, bring that same level of engagement to the way you start to construct your digital future, the way you roll out online offerings, et cetera. I love it. I love it. Let's talk about timing. Why is it so urgent to leverage COVID as a forcing function for technology investment? And help me with some of the, maybe some of the potential blow back that's been resulting from COVID, and how we can reframe that in a way that's very positive and sort of, enabling and triggering for organizations that want to change.
Yeah, that's great. Great question. As an entrepreneur and going kind of through my background and my experience and training, and anytime there's a challenge to your business, you have two choices really. You retreat from it or you view it as an opportunity. And really the point I'm making is that this is really an opportunity, for that. And so, this is really an opportunity, right? COVID presents an opportunity for the higher education industry, and the good news, I think, as an industry, I mean, this is absolutely unique situation, that is going to have long lasting impact for every higher education institution.
This is not like anything we've seen in the past, and it certainly has accelerated the expectations across prospects, families, parents, employers, everybody. Their expectations have changed. And so, now isreally the time to take advantage of this. And, I always view that these opportunities are, I do view these as opportunities. But in particular, you have to set aside time. And we're seeing too often that institutions are scrambling. Certainly back in March, it made a lot of sense. And I wouldn't have doubted that being in kind of reactionary mode to the reality, I don't hold anybody responsible for that. You've got to do what you've got to do to overcome emergencies and things like that. But now that we're sixeight months into this, we should be at a point and institutions should be at a point, where they're really stepping back and saying, "Okay, how do we really take advantage of this situation?"
Because what the corporate world has learned is that location becomes less important and hiring and office space is really being questioned about how valuable that is. And so, that is something that, that genie's not going back in that bottle. And as an industry, we need to figure out a way to take advantage of this. And one example, we'll get onto it at another coffee talk, but the idea about how people really learn. There are some enormous advantages that are really untapped and really not considered that technology provides and distance learning provides. And we are really at the beginning of all of this. Just the technology alone is what I would call very elementary. Innovation and where things are going to go is going to be a lot more immersive and engaging.
But I also think it's an opportunity for those that teach, on how do they use technology to teach? How do they become more effective at teaching? And so, this is now the time to do it. Lots of institutions are investing in it. They're moving forward. They're leaning into this. And that's really kind of the point that I'm making is that, don't let a good challenge or reality of COVID go to waste. This is a great time to at least start to talk about and put down some paper and plans on how to do this better.
Yeah. I think it's important, just to build on what you're saying there, to not look at this as binary, right? This is, sure, the genie will never fully go back in the bottle. This won't become the completely new normal, but we won't change back to the old way. And I think what COVID has done both for business in general, but also in higher ed, it's really accelerated, as I know you like talk about. It's accelerated the advance into what's possible with online education, because it became the necessary delivery method for education to continue. Just like remote work became the necessary engagement model for all other businesses and all other industries. And so, like you say, office complexes aren't going to go away, but they're probably going to be at better optimized and perhaps utilized less and become less the point of emphasis for the future of business. Similarly, not only given what's possible with online delivery technology today, and what's needed to get through this pandemic and perhaps be prepared for future scenarios that are similar. We are, I think, discovering some of the awesome potential of technology because that forcing function is actually creating it to be an opportunity for it to be more normal. So we see leaders out there disrupting the education industry, pushing online and pushing new methods. And frankly, a lot of institutions are caught a little bit, in a mode where they may be defensive or not yet prepared to join in. And so I want to next ask you about the fact that you pin the purpose of the blog to help institutions think about how they might leverage urgency and COVID to extend the mission. First, let's talk about missions in higher ed. What's the state of missions today? Because I think it's an important context for how institutions are finding themselves in this.
Yeah. This gets to the meat of everything. Look, let me start by saying, there's a economic and practical side to technology and investment. And let me explain what I mean by that. Prior to COVID, you're a parent, I'm a parent, right? We see all different perspectives of this, but literally for the last five to ten years in particular, certainly at the federal level, there's been a lot of conversation around the cost of higher education and how it's an incredible barrier for too many people. And when you compare that to the cost of living increases, compared to the cost increases, the financial increases that most institutions have made, it is significantly above year, over year of the cost of living, and type of increases.
And so, when you look again at just a pure business perspective, and I know in higher ed that word business is frowned upon by a lot of people, but the reality is, it is a business. There's revenue associated with it and costs and all that kind of stuff, basic balance sheets, is that, that somebody is funding these inefficiencies, right? And institutions have kind of have gotten away with it. And there's a lot of reports about like just the administrative overhead in the last ten to twenty years has increased a hundred percent across almost every single institution. So, ultimately the practical side of investing in technology is you have to lower the costs. Your mission should be at the end of the day, for the most part, teaching students.
Yes, there's research-based and that's all super important, but what we're talking about here with technology in particular, is about broadening your mission or coming home to your mission. And at the core of that is, we want to engage students, whether they're a liberal arts college or a big research I institution, the reality is you have to engage with students. You want to graduate them because employers need the training, they need to hire younger talent to fill certain jobs and roles. And so technology is at a very basic level, a way to extend your mission but there also is a practical side, that it is really the only option that institutions have to try to drive efficiency through their administrative processes.
And I'm not necessarily saying that technology needs to replace people's jobs, but I think there's an inordinate amount of manual processes that are accepted because they can afford it. You can look at community colleges as an example, and community colleges are a good example of the building conversation we just had. Most community colleges have limited budgets, and in many cases they don't have land. So, they were forced to be creative on how to use technology and all these other ideas about how do we engage with students a little bit more? And so, to me, I don't see any difference between the historical traditional missions of these institutions and investing in technology.
Well, I think that's a good setup. I'd like to now get into the five recommendations you make, because the context here is, "What can institutions do to leverage this urgency, frankly, through investing in technology?" Now, we point out that it's one of the main mechanisms available to tap into advances in learning, what we're learning about learning science. We're going to talk about that in another time, but you also mentioned what's happening in education. I think is more and more the need to examine efficiencies and overhead. There's the delivery enhancement, but also the automation and operations efficiency behind any business today. Higher ed not to be excepted. The first recommendation you make is that, "Boards, Presidents, Vice Chancellors, and Provosts must own, and drive this change. You cannot delegate. Institutional viability could be at stake." I think that's a great way to start because it has to be led from the top. Let's talk about that.
Yeah. That is one I run into almost on a daily basis, and simply put, historically technology was viewed as a cost center. Most institutions at least now are starting to recognize that it's not just a cost center. The reality is when anything, technology being the topic, but when anything becomes from a tactical to strategic, those leaders that own the strategy have to own it. In this case, it is this evolution that technology really has got to be a core competency, and it has to be treated strategically. There are some real structural challenges within an institution that are unique to higher education compared to other industries including the siloed nature of budget authority and decision-making. A lot of Deans and Vice Presidents have full budget authority. Traditionally, those departments, in some lights have been competitive with other departments for budget and have been very focused on their department, and not taking a holistic view. That in turn, impacts their technology purchases, and anybody that knows anything about the technology ecosystem of any institution knows how complicated, convoluted, and challenging it is just to maintain. And so, when you have that structural challenge on top of it, it gets in the way of a digital strategy because you have an enormous amount of what we call technical debt, which we'll address in a future coffee talk and in that article that I'll be publishing here soon, is that, if the leaders that ultimately are responsible for the entire footprint of the institution, if they are not doing it, then inertia and the historical structural realities of institutions are going to continue.
So, you need to use technology as an enabler. Just like, again, going back to buildings, we have to be really thoughtful, that if we're going to spend several million dollars on a new building, let's be really clear and thoughtful that we have the entrances where we want them. The actual labs and the rooms that we're going to be giving the lectures are good for acoustics. Most institutions do spend that level of effort, and they need to do the same thing with the technology. At the end of the day, leaders have to do it. We see too often that if you try to delegate, it will fail. It may not fail immediately, but it will fail. It will come back full circle, and it will land right back on the senior leadership.
Okay, so top leaders have to own this, but in the second recommendation, you encourage, "Higher ed leaders, those same leaders that have to own this, to establish the necessary organizational changes, to implement executive ownership of your digital strategy, for example, promoting IT leadership to the president's council or other similar bodies, and establish or assign an enterprise wide executive to own all technology priorities and investments like a Chief Digital Officer." So, that then starts to build the linkage between ownership and the driving and the execution of this. So let's talk a bit more about that.
That's a great question. We see too often strategic plans at institutions that don't include IT. Even in the construction of these strategic plans, they, in many cases, like one of our recent clients, they didn't even have the word "mobile" in there. That is for today's day and age. That's a real problem. It's a miss. And so, especially given today, there are simple steps that institutions can take that move down this path. Yes, it sounds daunting. It sounds complicated. These are new muscles that institutions are going to need to build. And so, they can start by making, and hopefully they have one, an IT plan, but they really need to take their existing IT plan and merge it with a strategic plan.
These typical strategic planning exercises take years and costs hundreds of thousands, maybe millions of dollars in some cases. You don't need to do all of that. What you need to do is turn it around quickly, and merge the two, and come up with a consolidated and centralized plan that really starts to prioritize what you want to do as an institution. How does that attach to the mission and strategic imperatives that we have? Because the strategic imperatives are really the most important thing, and everything should hinge off of that. You really want to make sure the technologies are enablers. It's not the end all be all. It's an enabler to accomplish what your strategic imperatives are. You just need to put together a short-term plan, twelve to eighteen months, and you should be looking at it at least on a quarterly basis. What'll end up happening, is you start to build new muscles and new capabilities where in the past you did in five- to ten-year strategic plans. All of a sudden, now you're doing a more continuous planning type of process.
I know we talk about IT being at the table, not under the table, or even absent from the room. They need to be part of the way that you think about and evolve your strategic change, your strategic evolution. In your third recommendation, you said, "Implement a 12 to 18 month enterprise wide digital transformation plan driven by your strategy," I think this is really important, "driven by your strategy to renew the importance of a quality learning experience for students, intentionally well-supported pedagogical environment for faculty and effective delivery of student support services." So, three, I think really important points of emphasis there, but I want to double-click on the importance of faculty support and how effective leadership in this area can eliminate a lot of the finger-pointing and get everybody focused on extending the mission. After all, we're here to educate students. Faculty are the biggest part of the product in that endeavor. And so, we need to do a good job of enabling them with technology when they might not be particularly comfortable technology. Faculty might've signed up in an era where it didn't require them to rethink in a new way, the way they construct a course for these new methods. The "winners" or insitutions are figuring out how to bridge that gap and not finger-point, but instead create once again, an innovative atmosphere for those faculty.
Yeah, that is a great one. Faculty have really been underserved by technology software companies. IT departments, and at the end of the day, have not been prioritized. What has resulted, is within the industry, faculty is looked to as the ones that are going to stop innovation and stop progress. When you really look at it, and from my perspective, faculty at the end of the day, want to teach. Really over the last twenty to twenty-plus years, technology has just introduced one barrier after another, added to their workload. The results are the same in many cases. There really hasn't been a concentration on faculty and how they should be using technology.
So, there's an enormous gap there. I know that there are institutions that prioritize this, but it really just hasn't hit any mainstream level of understanding. If you free up your faculty away from these technical barriers, you now have an opportunity for them. In most cases, a lot of faculty are interested in evolving how they teach. There are definitely some old school, "This is the way I'm teaching. This is the way it's always going to be." There is nothing anybody can do to change that. But, going back to, Sanjay Sarma, from MIT who wrote, the "Grasp" book and gave a phenomenal lecture at ASU GSV, last week, he really talked about how people learn, the cognitive science and psychology behind learning.
He made a comment that most faculty don't even understand that. Ultimately, technology presents a way based upon how our brains work, how technology can really provide better training. To be honest, when you look back over the last twenty years, when Blackboard first came out with the LMS, and distance learning was a brand new concept, there was a lot of pushback. I would say, a significant 90 plus percent pushback from faculty saying, "This is really ineffective. You need to be physically present to learn." The reality is, there's been research after research that has proven this to be absolutely wrong. There is a lot more retention. There is the ability to master a subject based upon online learning. Now, if you think about online learning today, again, you can't just look at it today and say, "This is it?" What institutions, and faculty need to do is put in the structure, including the enablement of technology, to evolve.
They need to try new things and take advantage of how students learn. The fact, like lectures, perfect example, again, Sanjay Sarma basically highlighted the fact that after six minutes in a lecture, our mind wonders. And so, there are ways to leverage technology to be more engaging. How do we get there? I don't have the answer to that today, but we know we need to figure that out as an industry, but we need to start to deal with our current reality so we can get there and try these new things.
I know we will tackle that topic and the Sanjay Sarma perspective, and how we might utilize it in helping institutions to rethink their strategy and rethink their approach a bit to enroll faculty, again, particularly the pioneers that want to evolve the learning, and lead by example. We'll talk more about that, but I think for this piece, it's important to just recognize that there's been a lot of finger-pointing. I think IT has had a tendency when not being invited to the table usually, to just look upward and figure out, "Well, what are the things that I can just make available digitally that are known?" What are the common things, the horizontal things like syllabus? With Zoom, it's like, "Okay, we'll put lectures online." That achieves a stop gap, but it doesn't tap into what's possible with asynchronous learning andfeedback mechanisms, where each student might learn a different way or at a different pace.
We'll get into all that. Let's now talk about the fourth recommendation, "Evaluate and audit your entire technology ecosystem to (a) identify your technical debt, (b) prioritize systems and/or technical debt to refresh or retire, and (c) identify investment areas that will enhance your student satisfaction, financial performance, and operational efficiency." So, this is a big one, but I think what it really represents is the need to own it. We talked about the need to create linkage in the organization. We talked about the need to make it driven by strategy, and extension of mission, and cross-functional. Now, this one, I think, looks at how we need to grapple with the technology infrastructure we're dealing with. If there's technical debt, how do we get off of that technical debt that might be holding us back? How do we help the infrastructure we get leverage and hopefully the ability to do things faster, not slower? How do we move that forward so that we can be even more agile with our strategy, even more capable of rolling out new programs, more quickly, being able to tune things based upon feedback? The feedback loop in education and the improvement cycle has been relatively slow. So, this is a big one, but I think it's at the heart now of the technology, sort of looking up into strategy and understanding, "What can it do to anticipate the need for a better platform for change?"
This is a big topic, and we'll cover this relatively briefly, but dive into it more in a future date as well. Ultimately again, getting back to senior leadership, every institution has technical debt. Every institution has it. I would say it's a pretty significant amount. Technical debt is defined as essentially any customization. This is really the easiest and pedestrian way to define it. It's really any customization that has been created over the last, in many cases, thirty years to get any one system or systems to either talk together, integrated, or do a unique thing which ultimately impacts the software. There's maintenance involved. So, there's a lot of pieces to this. However, if you do not understand the level of technical debt that you have, you can put together the best strategy and everyone is going to buy into it, but you're not going to be able to execute on it because you're being weighed down by a huge anchor.
You want to start to run and sprint as an organization, but you're dragging along 300 extra pounds. Therefrore, creating your strategy, putting a plan together, is really an important part, but it is just a part. If you don't have a realistic and comprehensive understanding of your technical infrastructure, then you're not going to be successful. Again, going back to the buildings, if you're not maintaining your buildings, or if you create something unique in your buildings, and you want to start to do something new, there's a lot of debt associated with that. So, it's a similar type of concept here.
I love that. Let's go back to that analogy. I like that. So just to play off of it a little bit, if you've constructed a very proprietary building with very proprietary plbing systems and subsystems, you can't hire anyone to help you fix it. You have to maintain a staff that is able to maintain that building. You cited, I think the number one use case for technical debt, the number one source, and that is, we want to take a shortcut, not changing our process. We want to customize a platform to do things the way we currently do it rather than consider maybe doing it a different way. Maybe that's been built into the software because people are doing it in a new way that we should consider. So, that becomes the worst kind of technical debt. Another way I like to think of technical debt is just any shortcut that doesn't take the time to architect for future possibilities and frankly, future velocity. So, it's these shortcuts we take and it's because technology complicated. This would be, again, like another analogy, if you're a car person, and you attach really advanced systems on your car that you don't know how to maintain. Now, you're beholden unto the specialists that can come in and maintain those. They get expensive, and if you have new things you want to do with the car, things go South in a hurry.
Yeah. I mean, it's totally true. It's risk. There's not only financial risk, but what you highlighted is staff risk. A lot of institutions have older, retiring IT staff. We have a handful of either existing engagements or opportunities in front of us where there is significant risk to the institution because they customized, let's say a grading system. This grading system is independent, runs on Microsoft Access, was created twenty, thirty years ago, twenty-five years ago, that only one person knows how to technically maintain. Well, that is your historical grading. That is your database for grades. If you lose that and that person retires, what are you going to do? So, really the risk associated with this, both for the staffing and knowledge as well as the actual operational risk, is a real challenge for institutions to face.They have to understand what risks that they face on this.
Interesting. All right. So the fifth recommendation, the fifth and final is, "Determine and review your IT technology budget. If it falls below 5% of your overall budget, then seriously consider increasing to 10 to 15%, at least during this period of fresh strategic investment. For many institutions, this will require tapping into your reserves or endowments, but just as you justify this for the development of new buildings in the past, you should be able to justify this investment your digital future." Now I read that aloud because I feel like it is a big recommendation. I think it's the kind of medicine that a lot of institutions know they need to take, but undoubtedly, it will be controversial. There's a lot of pressure on finances. And so, let's talk about what it takes to reframe the importance of investing in mission at a point where it's,"This is not a typical annual budgetary expense. This is something that's going to have to propel us for the future of education, the future of learning." So how should we go about thinking about this? This is going to be tough.
Yeah, and another big one. There are a lot of pieces to this one because just throwing money at something is not going to solve the problems. I also want to highlight something right upfront, which might sound like it's self-serving, given what Higher Digital does in our business, but ultimately this is really about helping the institution start to think differently and move forward, and make the necessary changes. One of the key things I learned early on in my career as well, again, going back to my business training is, you can't cut your way to growth. In order to grow, you will have to do some things differently and you will have to invest.
Again, it wasn't that long ago, building buildings was a way to grow. Even during tough economic times, there was a really good business justification to build buildings, to increase the budget, to tap into the endowment. This holds true here, with technology. I would actually even argue it's even more so because the benefits, the efficiencies, the cost savings. The potential there for cost savings is enormous, then the efficiency and the engagement, and the reach. Again, part of the physical nature of institutions is they recruited physically within communities. So, you're a hundred miles away. There was a radius of people that they would try to recruit from. Well, with technology, location really becomes less important, and you can attract way more students.
There are a lot of examples out there like Western Governors University, Southern New Hampshire, and Arizona State University that are successful in providing a cost-effective and accessible way to access an education and get a degree. The institutions just have do a better job of investing in this. Let me be clear too, when I say the budget needs to increase, this isn't just a technology thing like, "We need to invest in moving from on-premise to the cloud, or we need to buy this new software package. We're going to replace our ERP." It is also inclusive of your organization and your operations. So, you need to think through, in many cases, we've talked with a lot of our clients about this, which is, Who owns your digital strategy?
The natural answer is, "Well, the CIO." Well, in most cases, the CIO runs a team that's super efficient. The team has everything down to where they have all the trains running on time, but no one is stepping back by saying, "Okay, where are new prospects coming from? What are the trends in innovation technology? How can we take advantage of that?" That's from an organizational point of view. A new role we've seen created in other industries is a Chief Digital Officer, or a Chief Online Officer. Two of our clients like UMGC, University of Maryland Global Campus, and American University created two new roles, one Chief Online Officer with AU and a Chief Digital Officer with UMGC. These are new roles. They're moving. They recognize this. There are other institutions that are moving down that path and that's part of that investment. It isn't just in technology or the increase in IT staff. It also is inclusive of your organization and how you operate.
Right on. Alright, let's bring this coffee talk to a close. We've offered five recommendations. Any suggestions on prioritization, sequencing, or working these things in parallel?
Well, I think you need to put together a plan. You need to centralize a plan. You have to take those silos head on because that is a major structural challenge for institutions to overcome the digital disruption that they're all facing. It is the path to get to providing more access, reaching more students, and diversifying. If you're a traditional four-year institution, maybe you need to look at certificates and associate's degrees and master's degrees. You have to look at potentially diversifying, because employers need it. The actual students need it right now. We're in a different era where education and training is much more important. The reality is, automation is accelerating and requiring new training every so often. This idea that you get your degree, and then you spend thirty, thirty-five years in a career and you stay in that, you're good, that era is over. We're going to have to constantly learn. And so, put together a strategy. Start to really understand, and do a technical audit and due diligence of where you are, what systems you have, where are your risks. Those are the two places that I would start.
Good stuff. Wayne, thanks so much for joining me today and thanks to our guests for joining us as well. We hope you have a great day, and we look forward to hosting you again on another podcast here at Higher Digital. Thanks. Great. Thanks, Joe. Thanks everyone.
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As president of Higher Digital, Joe supports customers with strategy development, change management, and strategic operations. He is energized by the complex challenges and profound opportunities facing higher education and is motivated to have and share discussions around these topics.
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Since CCIA was founded four decades ago, support for free and open markets has been a core principle of the association. CCIA recognizes that free trade advantages all nations, as they can focus on production of goods and services most suitable to their resources and workforce. Moreover, as the leading export industry of the U.S., the high-tech sector in particular benefits greatly from expanded trade. A recent McKinsey study has shown that the Internet is a multiplier, with 75% of its benefits conferred on traditional industries. A vibrant high-tech sector also benefits our economy generally.
CCIA continues to promote expanded trade and market access for high-tech exports through the abolition of tariffs and non-tariff barriers. CCIA has long believed that comprehensive multilateral negotiations at the WTO should be the forum for expanding free trade. However, with the protracted stalemate of the Doha Round, we acknowledge the value of pursuing bilateral and regional agreements as well.
CCIA believes there is an urgent need to update the international trade system to reflect the reality of a globally networked world. Increasingly, businesses, especially small and medium-sized enterprises, rely on Internet services to connect with customers and sell their products. Internet services are what create economic and productivity multipliers for such products as computers, smartphones and tablets. The global trade apparatus must extend to embrace the Internet and the new business models and supply chains it has enabled.


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What has Pride of Place for you?
IF YOU'RE ever away from Teesside, what sums up most what you miss about home?
Is there a park, a beach or even a shopping centre which instantly makes you think of home, or is there some other must-see place which you always take visitors to?
Could it be the iconic Transporter Bridge in Middlesbrough, rural beauty spot Roseberry Topping, Redcar's beach, Saltburn's Victorian cliff lift or the majestic Riverside Stadium?
Other places which might also be firm favourites among Teesside folk could include mima - Middlesbrough Institute of Modern Art - picturesque Huntcliff near Saltburn, or the hustle and bustle of your own town centre.
Local authorities across the North-east are today helping launch "Pride of Place" to determine what is the region's favourite place.
Taking part in the campaign in our area are Middlesbrough, Redcar and Cleveland and North Yorkshire councils, with residents urged to go online and vote via our website.
Redcar and Cleveland Council's Leader George Dunning said: "I think it's a great idea and I hope our residents log on and vote for their favourite place."
Yorkshire cricketing legend, umpire Dickie Bird, has nominated the East Coast of Yorkshire.
He points to the beaches of Scarborough, where he discovered his taste for cricket during day trips with his parents, to the rolling beauty of the coastline from Filey and Bridlington, to Robin Hood's Bay and Whitby.
He said: "I've travelled the world in my job and there is nowhere to match it. The closest I've seen is New Zealand. The East Coast is magnificent, it's got everything."
The poll has been organised part of the Government's Connect to your Council campaign, which aims to encourage people to access their local authority services online.
The Pride of Place poll is part of a national initiative, with the results due to be announced later this year.
To register your vote, log on to Middlesbrough Council's website at www.middlesbrough.gov.uk, Redcar and Cleveland Council's site at www.redcar-cleveland.gov.uk or North Yorkshire Council at www.northyorks.gov.uk.


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Q: Is there a simple way to add a model in ASP.NET Core MVC via the GUI, besides the package manager console? At work, I use ASP.NET MVC (not .NET Core) with Entity Framework and SQL Server. However, I wanted to practice a bit with ASP.NET Core MVC  and some other SQL Server stuff (like experimenting with SSIS) at home, so I set up a small dev environment for me to work in. I created my database and tables, populated it with information, and created the default template you get with ASP.NET Core MVC. No issues so far!
But then, when I went to add a model into my project, I had no option to add an ADO.NET Entity Data Model like I do at work. After googling around a bit, I saw a mention that you could not create these kinds of models in .NET Core applications: https://learn.microsoft.com/en-us/answers/questions/357012/can39t-find-adonet-entity-data-model-missing-visua.html. I did some more googling, and it seems like just about every single thing I'm finding online is that you have to use package manager console, and type it all out.
Is this really the only way? Surely there has to be something better... It was very nice in ASP.NET MVC when I could add the model, and then it would take me through a wizard to get everything set up. I could create a new connection string, test the connection to the database, select which tables/views I wanted to add to the model, and I was all set! It was just as nice being able to go into my model and easily update the model with new tables, columns, or anything else I needed.
I get that code-first solutions are more mainstream these days, but I want to stick with the database first approach. Is there a simple, user-friendly (non package-manager console) approach for me to add models like I used to, but still get the benefits of .NET Core? Any good tutorials out there to get me on the right track (that aren't code first)? I appreciate anyone who can point me in the right direction!