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Coronavirus-What's Next
Big South Conference Extends Invitation to USC Upstate
Nov 15, 2017 02:56PM ● By Emily Stevenson
The University of South Carolina Upstate was extended an invitation to join the Big South Conference on Tuesday and its membership is pending the approval of the USC Board of Trustees, which meets on Dec. 19.
"I could not be more pleased and excited that the University of South Carolina Upstate has been extended an invitation to join the Big South Conference," said Chancellor Brendan B. Kelly. "This is a tremendous opportunity for the Upstate Spartans. Our athletic teams will be more competitively matched with colleges in South Carolina, North Carolina and Virginia."
Upon approval of the board, the Upstate Spartans will become official Big South members on July 1, 2018, with its teams being immediately eligible for conference championships. The Upstate Spartans, which competes on the NCAA Division I level, fields 17 varsity sports: basketball, soccer, tennis, golf, cross country, and track and field for both women and men; baseball for men; and softball and volleyball for women.
USC Upstate has been a member of the A-Sun Conference since the fall of 2007 when its athletic teams moved from Division II status and began competing as a Division I institution. The NCAA Executive Committee voted to approve USC Upstate's full certification into the Division I ranks process culminated in August 2011.
"On behalf of all the presidents and chancellors of the Big South Conference, I am very pleased to welcome the University of South Carolina Upstate as the newest member of our conference," stated Mary Grant, Big South president and UNC Asheville chancellor. "Its commitment to Division I excellence in all facets of its program, and its location in the Big South footprint make it a great fit. We are looking forward to watching the Spartans compete and grow as a Big South member."
Transitioning to the Big South Conference will create an entirely different experience for the 250 USC Upstate student-athletes who will be given incredible opportunities to thrive both on and off the field.
"The teams we will compete against are located within 300 miles of each other," said Kelly. "Just the reduction in team travel time means 1,200 fewer classes will be missed by the student-athletes allowing them to succeed academically, athletically and socially."
Athletic Director and Vice Chancellor for Intercollegiate Athletics Julio Freire, who said the move to the Big South Conference is supported by all 10 head coaches, expects the Upstate Spartans to reap great benefits.
"Our student athletes will face top-level competition, excel in academics, and be provided with a well-rounded student-athlete experience. The overall athletics program will benefit exceedingly well from enhanced game day experiences and increased attendance given that more than 25,000 of our nearly 30,000 alumni live in the footprint of South Carolina, North Carolina and Virginia."
According to Freire, four rival schools are located within 65 miles of the USC Upstate campus. "The Upstate Spartans will have natural rivalries and our campus community, alumni and fans will be able to travel to more games."
Todd Lawton, head coach of men's and women's golf at USC Upstate agrees with Freire. "Members of the golf teams are fans of other Upstate Spartan sports and they will absolutely love being able to drive a short distance to watch their friends play. The games we play as members of the A-Sun Conference are far away so our student-athletes have few opportunities to support each other with game attendance."
"It's all about the WOW factor for our university," said Chris Hawkins, associate athletic director and head coach of softball. "The conference realignment puts USC Upstate right where we need to be and we can now channel all our energies into being the best we can be in this region instead of competing across the Southeast."
With the addition of USC Upstate, the Big South Conference will have four members based in South Carolina (Charleston Southern, Presbyterian College, USC Upstate, Winthrop), as well as four based in North Carolina (Campbell, Gardner-Webb, High Point, UNC Asheville) and three in Virginia (Liberty, Longwood, Radford).
"The Big South is thrilled to add USC Upstate as its newest member," added Big South Commissioner Kyle Kallander. "From its commitment to the success of its student-athletes, to athletics excellence, to its geographic proximity in the heart of the Big South -- the Spartans are a wonderful fit. We thank Chancellor Kelly and the USC Upstate leadership for their interest and confidence in the Big South. This is a partnership that will make us all better."
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Q: Creating calendar appointments (ics) - GUID or database primary key as UID I am working on an application in which you can sign up for workshops, among other things.
When you do that, you receive an invitation by mail in the form of an ICS file.
I want that when you sign out again or the workshop is canceled, you get another mail, with which you can remove the appointment from the calendar.
As I read this here, the appointment must have the same UID for this to work.
The workshops are stored in a database.
My question is whether I should create GUIDs for the workshops, which I would then have to store in the database, or can I use the primary key as the UID?
In the second case I am afraid that other events would be removed from the user if they have the same UID.

redpajama_set_name: RedPajamaStackExchange


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Prince Alexandre Ivanovitch Bariatinsky ( -  ; en ) était un militaire russe connu pour ses actions durant la conquête du Caucase.

Biographie
Né dans le gouvernement de Koursk en 1814, Bariatinsky étudia à l'École de cavalerie Nicolas et intégra en 1833 le prestigieux régiment des chevaliers-gardes en tant que cornette aux côtés du futur tsar Alexandre II. Il servit dans la Guerre du Caucase à partir de 1835 et fut par la suite attaché à la suite du prince Alexandre. Renvoyé dans le Caucase en 1845, il s'illustra contre l'imam Chamil opposé à l'expansion russe dans la région et ses actions lui valurent d'être décoré de la  de l'ordre de Saint-Georges. L'année suivante, il participa à la répression du soulèvement de Cracovie. Promu major-général, il combattit à nouveau dans le Caucase et fit évoluer les tactiques pour répondre aux problématiques de la guerre en montagne ; son commandement énergique lui permit de remporter de nombreux succès même si ses troupes se livrèrent à d'innombrables exactions.

Lors de la guerre de Crimée, il accompagna le général  qui écrasa l'armée ottomane à la bataille de Kurekdere en Arménie russe. À la fin du conflit, il fut placé à la tête de toutes les forces russes dans le Caucase dont il devint le gouverneur. Au cours des trois années qui suivirent, il accrut la pression sur les insurgés qu'il coupa de leurs bases de ravitaillement et la politique de clémence qu'il adopta  permit de réduire les soutiens des rebelles. Chamil se rendit finalement en 1859 et ce succès valut à Bariatinsky une promotion au grade de maréchal ainsi que la  de l'ordre de Saint-Georges. Sa santé avait cependant été affecté par ses années de services et il fut, à sa demande, relevé de son poste en  et vécut en Suisse jusqu'à sa mort en 1879.

Notes et références

Liens externes

Naissance en mai 1814
Naissance dans le gouvernement de Koursk
Décès en février 1879
Décès à 64 ans
Maréchal russe
Général de l'Empire russe
Personnalité politique de l'Empire russe
Vice-roi ou gouverneur du Caucase sous l'Empire russe
Chevalier de l'ordre de Saint-André
Famille Baryatinsky
Décès à Genève
Militaire de l'Empire russe dans la guerre du Caucase

redpajama_set_name: RedPajamaWikipedia


text:
Q: I need to share a phrase that is randomly generated I need to take a string to share my code is below generating a sentence at random and can not share or copy and paste the selected phrase. Sorry my english
public class MainActivity extends ActionBarActivity {

    private TextView textViewNewId;
    private Button buttonNewId;

    private String[] frases = {
        "First phrase", "second phrase", "third phrase"
    };

    @Override
    protected void onCreate(Bundle savedInstanceState) {

        super.onCreate(savedInstanceState);
        setContentView(R.layout.activity_main);

        Toolbar toolbar = (Toolbar) findViewById(R.id.toolbar);
        setSupportActionBar(toolbar);

        textViewNewId = (TextView) findViewById(R.id.textViewNewId);
        buttonNewId = (Button) findViewById(R.id.buttonNewId);

        buttonNewId.setOnClickListener(new View.OnClickListener() {
            @Override
            public void onClick(View v) {

                Random randomico = new Random();
                int numeroAleatorio = randomico.nextInt( frases.length );

                textViewNewId.setText( frases[ numeroAleatorio ]);
            }
        });

        FloatingActionButton fab = (FloatingActionButton) findViewById(R.id.fab);
        fab.setOnClickListener(new View.OnClickListener() {
            @Override
            public void onClick(View vivew) {

                fab();
                // Snackbar.make(view, "Replace with your own action", Snackbar.LENGTH_LONG)
                 //     .setAction("Action", null).show();
            }
        });
    }

    private void fab() { //sharing implementation here
        Intent sharingIntent = new Intent(android.content.Intent.ACTION_SEND);
        sharingIntent.setType("text/plain");
        sharingIntent.putExtra(android.content.Intent.EXTRA_SUBJECT, "AndroidSolved");
        sharingIntent.putExtra(android.content.Intent.EXTRA_TEXT, "Now Learn Android with AndroidSolved clicke here to visit ");
        startActivity(Intent.createChooser(sharingIntent, "Share via"));

    }

result of my code

A: You can pass the selected text to Your intent and share that. I do following :
public static void shareOnSocials(Context context , String shareThings) {
        Intent intent = new Intent(Intent.ACTION_SEND);
        intent.setType("text/plain");
        intent.putExtra(Intent.EXTRA_TEXT, shareThings);
        context.startActivity(Intent.createChooser(intent, "HOOORA"));
    }


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TÜV is not liable for defective breast implants
TÜV Rheinland does not have to pay for the removal of the defective PIP breast implants
In the scandal surrounding the defective silicone cushions of the French manufacturer PIP (Poly Implant Prothèse), the regional court of Nuremberg-Fürth dismissed the lawsuit brought by AOK Bavaria, with which the health insurance company wanted TÜV Rheinland to pay for the removal of the inferior breast implants. The court explained that the TÜV had no illegal behavior in relation to its monitoring and control function, referring to a judgment of the Oberlandesgericht Zweibrücken of January 30.
The AOK stated in a press release regarding the dismissal of the complaint that it was "difficult for AOK Bavaria to understand", because in its view "TÜV Rheinland acted contrary to duty and its monitoring and control function in connection with the PIP breast implants was insufficiently completed" have. Therefore, the health insurance company will now examine "what legal remedies can be brought against the dismissal of their lawsuit." In view of the impending health damage caused by breast implants made of inferior industrial silicone, the AOK had paid for the removal of the implants in 26 affected persons and then wanted the costs from the TÜV Get Rhineland refunded. In the room there was a claim of around 50,000 euros.
Court sees no misconduct on the part of TÜV Rheinland At the end of January, the Higher Regional Court in Zweibrücken had already stated that TÜV Rheinland was only responsible for checking PIP's quality assurance systems. The control and monitoring of the production operations at PIP was, however, the responsibility of the national supervisory authority. In principle, on the same grounds, the Nuremberg-Fürth District Court now dismissed AOK Bayern's action. In view of the dismissal of the complaint, Dr. Helmut Platzer, CEO of AOK Bayern, that "patient safety in France is obviously rated much higher". In Toulon, the commercial court "already ordered the TÜV in November 2013 to pay several million euros to a total of around 1,700 women." Platzer comes to the conclusion that a decision by the European Court of Justice may be necessary to bring about a final clarification.
Apparent security for patients? According to the decision of the Nuremberg-Fürth Regional Court, the TÜV Rhineland did everything the legislator intended to protect patients, reports the AOK. "Then the existing control regulations would also be exposed as senseless," emphasized the CEO of AOK Bayern. Because in this case, only a false security is suggested, which could pose a risk to the patient. Patient safety and consumer protection are not guaranteed if medical devices tested by the TÜV are faulty. If this judgment persists, "it should be a warning siren for both national and European legislators," concludes the AOK. "Stricter Europe-wide regulations for the medical device market are urgently required here," emphasized Dr. Helmut Platzer. (fp)
Video: Oprah Winfreys opening remarks in Charlotte on Jan. 18, 2020
TÜV is not liable for defective breast implants...

redpajama_set_name: RedPajamaCommonCrawl


in-toto is a framework to protect supply chain integrity.
The project website's landing page provides an introductory video and key aspects about the in-toto project. A textual description of the project is found in the menu item "About->What is in-toto?"
The project website has a menu item "Community" with two subitems "Contact", providing handles for the project's mailing list, GitHub Organization and IRC channel; and "Contribute", which links directly to the projects main repository.
Projects on GitHub by default use issues and pull requests, as encouraged by documentation such as https://guides.github.com/activities/contributing-to-open-source.
What is expected of contributions is covered in the README and GOVERNANCE documents.
The Apache 2.0 license is approved by the Open Source Initiative (OSI).
Non-trivial license location file in repository: https://github.com/in-toto/in-toto/blob/develop/LICENSE.
The project's README file provides basic documentation, installation instructions, demo, etc.
The project's README describes the typical workflow and how the use the provided command line tools for the different steps of the workflow.
The project website is hosted on GitHub pages and has free certificates from Let's Encrypt. The repository is hosted on GitHub. Download URLs are available via GitHub and PyPI (HTTPS).
All of the project's material is written in English, and it accepts bug reports and comments in English.
Development occurs on the "develop" branch of the project's GitHub repository. Before final releases, collaborative review happens on the "develop" branch and pull requests that are merged into it.
The project's provides a CHANGELOG file that summarizes the changes introduced by the release.
There have been no publicly known vulnerabilities identified in the specification or code.
The project's users can submit bug reports using the GitHub issue tracker or emails to the project's consensus builder.
The project uses GitHub's issue tracker to track individual issues.
The majority of bug reports submitted in the last 2-12 months have been acknowledged.
The majority of enhancement requests have been acknowledged in the last 2-12 months.
The project publishes the process for reporting vulnerabilities.
The project allows users to encrypted their reports when emailing them.
There have been no vulnerabilities reported in the last 6 months.
The project uses Travis CI to ensure the software can be built from the source code.
The project uses the standard Python tools to "build", package, and distribute the software.
The project uses "Tox," "coverage," and "coveralls", which are all released as FLOSS.
The project's tests are written using Python's standard unittest module. The test suite also uses tox, a popular way of invoking a project's test suite.
Our test suite covers over 99% of the source code.
The project implements continuous integration.
The project's .tox.ini config and continuous integration system requires 99% coverage of the source code, otherwise a build failure results. It's policy is captured in the GOVERNANCE document and pull request template.
The project's continuous integration system requires at least 99% coverage of the source code at all times.
The project uses two separate "linter" tools, Pylint and Bandit, to look for code quality errors and simple mistakes.
The linter tools are executed during Continuous Integration builds with Travis CI and tox. If a linter detects an error, the CI build fails and the corresponding pull request won't be merged.
The primary developers of the project are familiar with secure software design and work in a security lab at a university.
The project uses only cryptographic protocols and algorithms that are publicly published and reviewed by experts.
Securesystemslib is an internal interface to renowned cryptography libraries (pyca/cryptography and pyca/PyNaCl).
All functionality in the project that depends on crypto uses FLOSS.
The project uses safe defaults that follow NIST requirements, and disallow smaller key lengths.
The project does not depend on broken cryptographic algorithms.
The project's default security mechanisms do not depend on weak algorithms or modes.
The project does not depend on key agreement protocols.
The project uses PBKDF2 for encrypted keys.
The project's cryptography interface uses only Python's os.urandom which is considered cryptographically secure.
The project website and the repository are available via https. The project itself does not use any network protocols.
The project's signed metadata, which includes cryptographic hashes, is always validated by the client software before accepting it.
There are now publicly known vulnerabilities.
Although the project has not received reports for critical vulnerabilities, the developers should be able to rapidly fix any that are reported in the future.
The project's public repository does not leak valid private credentials. Private keys found in the repository are used for testing only.
The project uses the Python source code analyzer pylint, which is executed as part of Continuous Integration testing. The configuration file is customized to follow the project's code style guideline.
The project uses the security linter for Python source code Bandit, which is executed as part of Continuous Integration testing.
Static code analysis is executed as part of Continuous Integration testing. Pull Requests only get merged if Continuous Integration testing passes.
Static code analysis is executed as part of Continuous Integration testing.
The project does not produce software written in a memory-unsafe language.
Run-time assertions are checked in the dynamic analysis test code using Python unittest's assert methods.
Die Daten sind unter der Creative Commons Attribution 3.0-Lizenz oder Nachfolder (CC-BY-3.0+) verfügbar, bereitgestellt von der Core Infrastructure Initiative unter den Nutzungsbedingungen. Es ist allen erlaubt, die Daten zu teilen und anzupassen, müssen aber einen angemessene Hinweis auf den Urheber geben. Bitte geben Sie als Urheber Lukas Puehringer und die CII Best Practices Badge Mitwirkenden an.
Projekt Badge Eintrag im Besitz von: Lukas Puehringer.
Eintrag erstellt auf 2018-01-03 16:15:50 UTC, zuletzt aktualisiert auf 2019-04-11 12:16:29 UTC. Letztes erreichtes Badge auf 2018-01-05 21:31:54 UTC.


text:
Controversial education bill passes House
by Shawn Gainer
CHARLESTON -- Despite vehement opposition from delegates who have colleges with community college components in their districts, the House version of the much debated Higher Education Bill passed by a 76-20 vote Friday.
The Senate has passed its own version of the bill. If differences in the two versions are ironed out in a conference committee, the governor's signature will make it law.
The bill proposes an extensive overhaul of the state's higher education system, including moving away from enrollment-based funding, creating a single policy board for governance, and provisions for separating some community colleges from parent institutions.
The community college reorganization provisions drew fire from delegates from Marion and Kanawha counties, as well as Del. Arley Johnson, D-Cabell. All three counties contain colleges that would be affected by the reorganization plan.
In the Senate version, transition teams would study community colleges for a year to determine whether they are meeting goals. Then a statewide policy board would determine whether to retain the same structure. In the House version, community colleges within Fairmont State College and Shepherd College would be separately accredited but administratively linked.
The plan is opposed by the FSC administration and some students who believe the college has built well integrated two- and four-year programs and can best accomplish workforce training goals with its current organization.
Marion delegates viciously attacked the bill before the House vote.
"I would like you to remember that we legislators live and die by the pieces," said Del. A. James Manchin, referring to a comment by Del. John Doyle, D-Jefferson, in which Doyle asked delegates to consider sections of the bill in the context of the overall goals.
"When something in our districts is attacked, we feel like jealous parents, and that's how I feel about FSC," Manchin continued.
Manchin asked Doyle what would happen to FSC. Doyle replied that under the House bill, FSC would be able to keep its more academic two-year programs.
Delegates Michael Caputo, D-Marion and Paul Prunty, D-Marion, argued against the bill on the basis of projected costs. Among consultant's recommendations that formed the basis of the bill was a 4 percent increase in higher education funding. In the bill, funding increases reflect the annual percentage growth in the state budget.
"We're scraping around for dimes and we're going to get $120 million for higher education,?" Caputo said.
Prunty took the same tack, saying there is currently a $12- million shortfall in the state budget.
Doyle said it could be done without a tax increase if the economy grows modestly and legislators find expenditures that could be moved to higher education.
While opponents were concerned with stopping organizational changes to colleges in their districts, supporters said the changes are necessary to help the state's workforce become economically competitive. Doyle said West Virginia currently ranks 50th among states in percentage of adults with college education, 49th in per capita income while sliding toward 50th, as well as having a low college attendance rate.
Doyle and other supporters, such as House Education Chairman Larry Mezzatesta, D-Hampshire, and Senate Education Chairman Lloyd Jackson, D-Lincoln, believe the bill would make workforce training more readily available.
"We don't have the jobs because we don't have the educated workforce," Doyle said. "We don't have the educated workforce because those with degrees leave to get the jobs, and we have to do something dramatic to change that."
Caputo, Prunty and Manchin voted against the bill, as did Del. Tom Coleman, D-Taylor. Among Harrison County delegates, Frank Angotti, Jr., Larry Linch and Barbara Warner, all Democrats, voted against the bill also.
Area delegates who voted for the Higher Education Bill include: Sam Cann, D-Harrison, Barbara Fleischauer, Nancy Houston and Charlene Marshall; all Monongalia County Democrats, Joe Mattaliano, D-Barbour, Doug Stalnaker, R-Lewis, and House Majority Leader Joe Martin, D-Randolph.


text:
21 Midwest Amusement Parks for Family Vacations
Outdoor Theme, Amusement Parks and Water Parks
Marcia Frost
Marcia Frost is a well-published Midwest travel expert in print and online, and she appears regularly as an expert on television.
Jeremy Thompson/Flickr/CC BY 2.0
As soon as the weather starts to warm, kids of all ages can't wait to start making arrangements to spend time at outdoor amusement, theme and water parks. There's nothing quite like it for a day (or more) filled with fun. At 21 of the best in the Midwest, you will find enough to keep you busy to plan a family vacation around your trip.
Amusement Parks and Water Parks in Illinois
Six Flags Great America & Hurricane Harbor in Gurnee - The latest offering here is Goliath, the world's fastest wooden coaster with the steepest (and tallest) drop.
Magic Waters in Cherry Valley - This water park has wet and wild rides of all types, for all age groups.
Amusement Parks and Water Parks in Indiana
Holiday World and Splashin' Safari in Santa Claus - While the little ones will also find plenty of rides to enjoy, this park has two of the longest water coasters in the world.
Indiana Beach in Monticello - This complex with an amusement and waterpark also has accommodations and campgrounds for a family vacation.
Amusement Parks and Water Parks in Iowa
Arnold's Park in Arnold's Park - Here the parking and admission is free so you only have to pay for the rides, games and food.
Adventureland in Altoona - This park has added a $6 million dollar coaster called "The Phoenix" to its offerings.
Amusement Parks and Water Parks in Kansas
All-Star Adventures in Wichita - Here you can choose from amusement rides, bumper boats or batting cages for family fun.
Amusement Parks and Water Parks in Michigan
Michigan's Adventure in Muskegon - New to this park is Lakeside Gliders, a wide interactive flying ride that allows riders to rotate the vehicles to their desired speed.
Kokomo's Family Fun Center in Detroit - This park is full of action from go-karts to laser tag and bumper boats.
Amusement Parks and Water Parks in Minnesota
Valleyfair in Shakopee - This place has a new Route 76 area that brings back three classic rides – Tilt-a-Whirl, Antique Autos and Scrambler.
Paul Bunyan Land in Brainerd - Within six acres you'll find rides and an Old Farm Pioneer Village, with a large collection of antiques from the late 19th and early 20th century.
JeremyMasonMcGraw.com / Getty Images
Amusement Parks and Water Parks in Missouri
Silver Dollar City in Branson - Here you can combine rides (both land and water), bluegrass and barbecue for lots of family fun.
Six Flags St. Louis - Some of the best rides in the Midwest in one spot. Also enjoy the water park here in the summer.
Amusement Parks and Water Parks in Nebraska
Fun-plex in Omaha - This park has something for everyone to enjoy.
Douglas Sacha / Getty Images
Amusement Parks and Water Parks in Ohio
Cedar Point in Sandusky - One visit and you'll know why this place on Lake Erie Shores is often referred to as the best amusement park in the world.
Kings Island in Mason - The latest offering here is not for the faint-hearted. Banshee is the world's longest high-speed inverted roller coaster.
Amusement Parks and Water Parks in North Dakota
Raging Rivers Waterpark in Mandan - This park offers a lazy river, speed slides, a kiddie pool area and tubing within the city park of Mandan.
Amusement Parks and Water Parks in South Dakota
Boondocks in Deadwood - If you are looking for something out of the norm, Boondocks is your theme park. Within the Black Hills, you'll find cabins, camping, amusement rides and a Studebaker Car collection.
Story Book Island in Rapid City - This free admission amusement park suitable for younger children under 10 to enjoy.
Moment Editorial/Getty Images / Getty Images
Amusement Parks and Water Parks in Wisconsin
Mt. Olympus Water & Theme Park in Wisconsin Dells - This is a huge water and theme park that has three resort options attached for you to stay at.
Bay Beach, Green Bay, Wisconsin - The beachside rides are lots of fun. While in town, also check out the nearby Wildlife Sanctuary.
The Best Amusement Parks in Ohio You Should Visit
Looking for Amusement Parks and Coasters in Indiana?
Find Roller Coasters and Amusement Park Fun in Colorado
Find Roller Coasters and Amusement Park Fun in Kentucky
The Best Amusement Parks Near Washington, DC
Find More than 50 Roller Coasters in Pennsylvania
Michigan Theme Parks and Amusement Parks
Iowa Water Parks and Amusement Parks
Get Wet and Ride a Coaster at Alabama Adventure and Splash Adventure
Coasters and More Fit for Royalty at Kings Island
18 New York Theme Parks Jam-Packed With Fun
The Best Small Town in Each US State
Guide to All of Florida's Theme Parks
Coaster-Crazy Theme Parks
Looking for Water Parks and Amusement Parks in North Dakota?
Celebrate the Holidays at Great Wolf Lodge's Snowland


Editors' Note: Due to a technical glitch, only a small part of Mr. Murtha's letter was printed in the December 2017 issue. We apologize for the oversight and print the letter in full below.
Reading "Forgotten Fighters: American Anarchist Volunteers in the Spanish Civil War" (The Volunteer, Sept. 2017), I noted that at least one prominent American who volunteered for service in the Anarchist Durruti Column remains forgotten. I mean, of course, Carl Marzani. Herein, I borrow freely from Carl's memoir, "The Education of a Reluctant Radical", Vol. 3, pp. 11-36. Carl had been awarded a fellowship to study at Oxford. By the time he arrived, early in October 1936, Germany and Italy had both invaded Spain and savage fighting was underway. He knew he couldn't stay away so he persuaded the Daily Herald to take him on as its foreign correspondent in Spain. Early in December, he went to Spain by way of Paris where he boarded a train carrying nearly a thousand, mostly French, volunteers for the international Brigades. Carl was the only American. The mood on the train was somber. These men were going to fight because they felt they had to. There were no illusions of glory.
The train arrived in Barcelona at 3 a.m.. Right from the start, Carl felt pressure to volunteer and step by step, he skidded down the slippery slope until he ended up at the Aragon Front. On his way to join the Spanish Army at Sariñena, he met an Anarchist, Captain Amilar, who persuaded him to come to Bujaraloz and join the Durruti Column, an Anarchist militia. Carl had heard of Buenaventura Durruti, a ferocious Anarchist leader who had helped clean Catalonia of fascist forces, brought a brigade to defend Madrid and then led a column of 9,000 men towards Zaragoza. In Madrid, he had put his troops under Army Command. Shortly thereafter, he was shot dead while addressing his men, ostensibly by a stray bullet. Many believed that he had been murdered by one of his own for a violation of Anarchist dogma in submitting to Army Command. After Durruti's death, the column was taken over by Lucio Ruano.
The Durruti Column held the center of the Aragon Front. On its left was a large P.O.U.M. (Workers United Marxist Party) column. George Orwell was serving with the P.O.U.M. Column at the time but he and Carl never met.
Ruano refused to consider disciplining the troops or turning them into a modern army. To him, this represented regulation so extensive that men were enslaved and their uniform a badge of slavery. Anarchist theory held discipline came from within the person, "The Discipline of Indiscipline". In practice, this often added up to paralysis. The troops could sit around for hours discussing whether or not to show up at the battle. Carl thought that "The Discipline of Indiscipline" was a meaningless abstraction, a delusion—something like Democratic Centralism, which has no democracy in it or the "free" market where huge corporations are propped up by the government because they are "too big to fail".
Carl thought that Ruano had surrendered his reason. He participated in discussion and gave his opinions freely. He argued that Ruano's arguments applied to a bourgeois army trained to dominate and control but not to a people's army raised to defend the people's liberty whose uniform was a badge of honor. Ruano, infuriated, grabbed Carl by the lapels, shook him and declared, "You are all head and no heart. You don't understand the Spanish Soul." Then he flung Carl back into his seat with such force that he sprawled out on the floor. Ruano, immediately sorry, gave Carl his hand, pulled him to his feet and asked if Carl was hurt. Carl replied, "Only in my Dignity as a man". Ruano laughed and the tension dissipated.
The leadership of the Anarchist militias was under heavy pressure to embrace reality. The greatest pressure came from the success of the Fifth Regiment (Quinto Regimiento) which had been created by the Spanish Communist Party to show, by its example, the value of discipline and training. It was renowned for its ferocity and valor and had laid to rest forever any implication that Spaniards were not willing to fight. The International Brigades enjoyed similar renown. Carl subsequently made it his business to avoid serious political discussion in Ruano's presence. Nevertheless, not long thereafter, Ruano came to him and told him it was time for him to leave the column. Carl agreed and Ruano revealed that the Anarchist Council had taken from the tone Carl's remarks that he was an agent of the Comintern (Communist Third International), sent to spread confusion in the Column and sentenced Carl to death. Ruano had told them that he would give Carl the benefit of doubt and get him out of there. Carl left for Barcelona immediately and from there returned to Oxford, where, despite his good repute in anti-Stalinist circles, he was soon recruited to the British Communist Party by Abe Lazarus. Carl had not been impressed by Anarchism in action but had liked what the Communist Party was doing in Spain. Carl later said that he had not contributed much to the Spanish Civil War but that it had contributed massively to his understanding of politics, international affairs and the complexity of human beings.


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text:
Chisels to Genes: How We'll Soon Grow What We Used to Build
Sveta McShane
"At the end of the day, as a society, we need to stop manufacturing everything and grow everything." — Jason Kelly, Founder of Gingko Bioworks
Most people would agree we still have much to learn from nature. Nature is vastly more efficient at recycling and reusing matter than humans have been. The whole field and study of biomimicry is built on emulating nature's principles of form fitting function.
But we've also begun moving in the other direction too—redesigning nature to suit our own purposes. In fact, we're already beginning to create whole new species of organisms.
In a recent interview with Forbes, Jason Kelly, founder of Gingko Bioworks, said that the company plans to create new species of bacteria whose purpose is to make a particular chemical. For example, a French fragrance company has commissioned Gingko Bioworks to grow rose oil (in a bacteria) so they don't have to squeeze it from flower petals.
According to Kelly, it makes sense to use bacteria instead of other manufacturing processes because living cells "are far more efficient at using energy than man-made manufacturing processes."
And this doesn't have to stop with lifeforms as tiny as bacteria. All around the natural world, we witness life forms which, driven by the programming of their DNA, produce massive, complex things from tiny beginnings. As George Church suggested, "A minuscule fertilized whale egg produces an object as big as a house. So maybe one day we can program an organism, or a batch of them, to produce not the whale but the actual house."
Neri Oxman of MIT, also imagines a world where instead of building, we'll be able to grow more.
In her TED talk, Oxman outlines the tension between the chisel and the gene, as she says; the tension between building with traditional tools and building with nature.
A tension that will likely become more and more prevalent as the field of synthetic biology matures and more engineers, designers, and entrepreneurs have the option of choosing between manipulating genetics or man-made materials to achieve their goals.
Oxman says we're approaching "a new age of creation, that takes us from a nature-inspired design to a design-inspired nature, and that demands of us for the first time that we mother nature."
Image Credit: James Duncan Davidson/TED
Sveta writes about the intersection of biology and technology (and occasionally other things). She also enjoys long walks on the beach, being underwater and climbing rocks. You can follow her @svm118.
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Chisels to Genes: How We’ll Soon Grow What We Used to Build

"At the end of the day, as a society, we need to stop manufacturing everything and grow everything."  — Jason Kelly, Founder of Gingko Bioworks

Most people would agree we still have much to learn from nature. Nature is vastly more efficient at recycling and reusing matter than humans have been. The whole field and study of biomimicry is built on emulating nature's principles of form fitting function.

But we've also begun moving in the other direction too—redesigning nature to suit our own purposes. In fact, we're already beginning to create whole new species of organisms.

In a recent interview with Forbes, Jason Kelly, founder of Gingko Bioworks, said that the company plans to create new species of bacteria whose purpose is to make a particular chemical. For example, a French fragrance company has commissioned Gingko Bioworks to grow rose oil (in a bacteria) so they don't have to squeeze it from flower petals.

According to Kelly, it makes sense to use bacteria instead of other manufacturing processes because living cells "are far more efficient at using energy than man-made manufacturing processes."  And this doesn't have to stop with lifeforms as tiny as bacteria. All around the natural world, we witness life forms which, driven by the programming of their DNA, produce massive, complex things from tiny beginnings. As George Church suggested, "A minuscule fertilized whale egg produces an object as big as a house. So maybe one day we can program an organism, or a batch of them, to produce not the whale but the actual house."

Neri Oxman of MIT, also imagines a world where instead of building, we'll be able to grow more.

In her TED talk, Oxman outlines the tension between the chisel and the gene, as she says; the tension between building with traditional tools and building with nature.

A tension that will likely become more and more prevalent as the field of synthetic biology matures and more engineers, designers, and entrepreneurs have the option of choosing between manipulating genetics or man-made materials to achieve their goals.

Oxman says we're approaching "a new age of creation, that takes us from a nature-inspired design to a design-inspired nature, and that demands of us for the first time that we mother nature."
  Image Credit: James Duncan Davidson/TED

By Sveta McShane

This article originally appeared on Singularity Hub, a publication of Singularity University.


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text:
Q: Convert from XML to Microsoft Word Doc I'm I have a batch of XML and SGML documents (about 7000 of them). I want something that'll convert them into structured Microsoft Word Documents. I've been reading online for 2 days on how to do this and am more confused than when I started.
I see you can use Open XML SDK and C# to create it with Visual Studio, via this answer here: StackOverflow answer, which links to this Using XSLT and Open XML SDK. However this is for 7 years ago. I'm not sure if this is still current, and I don't know this is definitely what I'll need.
Also the documents I'm converting from, the tags themselves are in Swedish. So I'm guessing I'll need something to read and convert the tags to english, then turn it into a Word XML format.
I can write in C# and C++, and could probably figure my way around most scripting languages if I need to for this, but have zero experience with creating word documents from code. I understand I might need to make a DTD or a XSLT and possibly use Word XML (I've learnt about these in the past 2 days), and use that in some Visual Studio project.
However I have no idea how to actually go about this. Can someone please steer me in the right direction?
Thanks

A: This topic is very broad and can't really be answered in detail with a single post...
The information you found, dated 7 years ago, is still pertinent and valid. All versions of Word since 97 can work with the file format (2003 and earlier need the "Compatibility Pack", but most machines that have been updated will have that). Later versions than 2007 can also work with the file format as stated 7 years ago, but this will not cover newer functionality introduced in 2013/2016. This can be added with no problem, you just won't find those classes in the older documentation, but it's all there on MSDN and in the current ECMA specifications.
The tricky part, which isn't obvious at first glance, comes from the fact that a Word Open XML document is actually a ZIP package of multiple XML and binary files and cannot be transformed directly. Rather than relying only on the link in the SO Q&A you found, you might do better to look at working directly with the OPC "flat file" format, as explained by Eric White: http://blogs.msdn.com/b/ericwhite/archive/2008/09/29/the-flat-opc-format.aspx.
What you produce with an XSLT should result in this format. That needs to be converted to a ZIP package in order to do any further work with it using the Open XML SDK (and use version 2.5, not 2.0 from 7 years ago). The articles by Eric White provide conversion information, which will help.
The task will definitely not be trivial as Word is a very complex beast. If sets of these documents have things in common you might progress more quickly by manually "converting" (part of) one in the Word UI to the desired result. Save and view it in the Open XML Productivity Tool where you can view the underlying Word Open XML (as well as the Open XML SDK code required to produce). That should help you "map" the original mark-up with the Word Open XML mark-up.


She found her work schedule erratic. She'd often be scheduled for a three-hour shift on the weekends, but would then be asked to stay much longer on busy days. Sometimes, her boss would then renege and cut back those extended hours.
She saw people, including a recent immigrant trying to save for higher education, sent home early several times because of slow sales.
"I never knew how much money I was going to be making and I could never plan anything around my schedule," said the now 16-year-old who quit her job after eight months to focus more on school. She plans to look for another job once this semester ends, but will apply at independent retailers where she's heard owners treat employees better.
The practice of regularly sending workers home early falls within the law, but further complicates life for precarious workers in low-wage jobs and may be ultimately detrimental for businesses in an industry with high employee turnover.
Restaurant Brands International, the parent company of Tim Hortons, did not respond to questions about the practice and the difficulties it can create for employees, but instead emailed a short statement.
"Most Tim Hortons restaurants are operated by franchisees who are empowered to use their best judgement in managing their employees and to comply with all provincial employment regulations," wrote spokeswoman Jane Almeida.
The coffee-and-doughnut brand is not the only restaurant chain that sends staff home during a quiet shift.
The former employee, who spoke on condition of anonymity due to continued ties to McDonald's, said it was common to send employees home if the formula resulted in a plus one, two or more. The source said they'd been sent home numerous times while working for the burger chain.
"Restaurants try to balance employee preferences and the requirements of the business, while at the same time complying with the law," wrote McDonald's Canada spokeswoman Kristen Hunter in a statement, adding that's the same for locations operated by franchisees or the corporation.
She also did not respond to questions posed about the company's practices.
Cutting scheduled shifts is legal and allows businesses to make staffing changes according to business needs, said Marc Rodrigue, a senior associate at Fasken Martineau DuMoulin LLP.
Policy-makers have tried to strike a balance and offer some protection to businesses in those circumstances, while allowing a level of certainty for employees, he said, adding it's unlikely businesses overschedule on purpose.
At least in Ontario, the three-hour mark is typically the time employees would get sent home, he said. Provincial legislation states that is the minimum amount of time an employee who regularly works more than three hours a day must be paid for if their shift is cancelled.
But just because a company meets the minimum work hours doesn't mean it hasn't breached a worker's employment agreement, said Sunira Chaudhri, a partner with Levitt LLP in Toronto.
If an employee's contract states, for example, that they will work a 40-hour week, but management consistently cuts their shifts to half that, "that's a material change and oh, I have one heck of a law case on my hands," she said.
It may be that employers have worked the ability to change employee shifts with little notice into their contracts, she said.
"I think it sets people up for precarious employment," she said, referencing a term that lacks an agreed upon definition but tends to mean work that is insecure, and without the benefits and protections afforded to full-time, permanent staff.
In addition to grappling with an unsteady income, employees could have trouble co-ordinating their work hours with a second job or child care, he said. Securing safe transportation could be a difficult for shifts that end late at night or early in the morning.
Consistently shorting employees' on promised hours can hurt businesses too, said Langille, leading to higher labour costs thanks to increased turnover.


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Don't bother with this. He left his supporters high and dry.
Working For Free: Is That A Good Thing?


`Yet answerd the drye tree, and said ryght euen thus: "Sothly", quod she, "yet sawe I neuer tree that wold nought saue hym seluen by moysture drawen of the roote, yf hit myght be, and receyuen tylthe and amendement. And though it soo be that I be restablysshed by this fayre appel, ther by shalle the grene tree lesen nought at al. But wel I wote it wyl be for hyr grete auauntage; she shalle neuer soo moche profyte haue by the kepyng. For why, yf it soo be that I haue this appell restablisshed vpon my self, what tyme that it hath be beten, tormentid, and broken, percyd with nayles and tatched vpon me, the Iuse that yssueth ther froo and renneth to the erthe shal be veray medycyn to his owne rote, of whiche he was growen, for by that lycour al mankynd shal be bought and fully delyuerd. There may none other raunson auaylen.
"Ful soth it is that this appell [63r] is moche more of valewe than euer was the roote. And therfore by the humour descendyng therfro, the tree shal take more myght and strengthe lenger to enduren, and more profitably, by a thousand parte. Also in that other side I sey in this wyse: as touchyng the satisfaction and amendes to be made for the trespas, this appel, what tyme that it is extendid and tatched with nayles and cruelly beten, soo that this forsaid Iuse yssue oute therof with the forme of his owne body, God that shal see this fro the Heuen aboue, whiche that holdeth hym by my spoilynge gretely offendyd, shalle hyely be appesid, receyuynge that punysshement for ful and hoole amendes of the trespas as a glorious sacrifice in foryeyuyng and relecyng of old synne of Adam to hym and all his yssue, soo that these two thynges that I before haue spoken on shal fully be atermyned and haue a fynall ende".


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This module builds on the Situational Awareness module and consolidates those processes. We now move into being able to plan with absolute precision, and then how to apply the correct positioning for your safety, stability and view in a wider range of circumstances. Applying the system of motorcycle control for overtaking (including filtering) is covered in depth in this module.


The scariest part of any roller coaster ride is that first long slow crawl to the top. Click, Click, Click. My heart is beating crazily. Click, Click, Click. Now I am at the point where all I see is sky. The tracks are gone! The drop is not yet visible. It is here that I find the most thrill.
It's not the plunge down the incredibly steep drop, or the mind blowing blur as the car races through the loop-de-loops. It is that first slow crawl. Oh, I scream as I whirl through the loops and scream more as we careen down the steep dips. My stomach is in my mouth, it is a wonder I can scream. But that moment at the top, just before the big drop is the best.
I think it is the anticipation of that moment when the car is balanced at the top and not yet descending, that thrills me. Just before I reach this point, I have had time to imagine all kinds of things as my car is slowly propelled upward to this point. Time for the anticipation to marinate. I don't get that opportunity again in the ride.
And at the top of the hill, where all I can see is sky, I have a choice to make. Will I lift my hands above my head, and embrace the plunge down the tracks? Will I hang on tight for all I'm worth, and squeeze my eyes shut?
Life is like that. We have moments when we can't see the track ahead. We know something big is coming, and we've rehearsed all the possible scenarios in our mind on the long climb to this point. And we have a choice. We can lift our hands above our heads and trust that all will be well. Or we can close our eyes and allow fear to rob us of joy.
Yes, there is joy in the scary times. I've found it. Sometimes I have to look hard and long, but I've found it and I know I will find it again. Joy is easy to find in the pleasant times, but there is something different about joy found in suffering.
My little cart I ride around in this life, is heading up a steep climb upward. click, click, click – another biopsy? click, click, click – another round of tests. And then at the very top, the ultimate prognosis. Then a dizzying plunge into surgery and a myriad of treatments. Will I raise my hands and find joy in the ride? Or will I cower in fear?
The one thing I know about this ride I am on, is that God is with me. He's there in the cart. He knows what lies ahead and He is not afraid. He smiles at me and winks, and suddenly I am not afraid. He's got this. He's got me. No matter what the ride ahead throws at me, I know my Father will turn them to good.
So I am putting up my hands, and trusting my Father. We sing and laugh and enjoy each other as the cart I am in seems to be spinning out of control, but never is. He won't let it.


The Office of Hearings Operations (OHO) administers the nationwide disability adjudication program for the Social Security Administration (SSA). Provides the basic mechanisms through which individuals and organizations dissatisfied with determinations affecting their rights to and amounts of benefits or their participation in programs under the Social Security Act, as amended, may administratively appeal these determinations in accordance with the requirements of the Administrative Procedure and Social Security Acts. OHO includes a nationwide field organization staffed with Administrative Law Judges (ALJs) who conduct impartial hearings and make decisions on appeals filed by claimants, their representatives, providers of service institutions, and others under the Social Security Act, as amended.
The Deputy Commissioner for Hearings Operations (TLA).
The Assistant Deputy Commissioner for Hearings Operations (TLA).
The Executive Communications Staff (TLA-4).
The Office of the Chief Administrative Law Judge (TLB).
Special Review Cadre Staff (TLB-2).
The Office of the Associate Chief Administrative Law Judge for Administrative Management (TLBL).
The Division of Administrative Support (TLBL1).
The Office of the Associate Chief Administrative Law Judge for Field Procedures and Employee Relations (TLBM).
The Division of Field Procedures (TLBM1).
The Office of the Associate Chief Administrative Law Judge for National Workload Assistance (TLBG).
The Administrative Control Staff (TLBG-1).
The Workload Control Staff (TLBG-2).
The Decision Writing Unit (TLBG-3).
The National Hearing Centers (TLBG-F3Z01, TLBG-F3Z02, TLBG-F5Z01, TLBG-F6Z01, TLBG-F7Z01).
The National Case Assistance Center (TLBG7), the National Case Assistance Center Central (TLBG-F7Z04), the National Case Assistance Center East (TLBG-F3Z04), and the National Case Assistance Center West (TLBG-F9Z01).
The Offices of the Regional Chief Administrative Law Judges (TLB-F1-TLB-FX).
The Office of Executive Operations and Human Resources (TLG).
The Audit Liaison Staff (TLG-2).
The Division of Training and Human Resources (TLGH).
The Division of Quality Service (TLGN).
The Office of Budget, Facilities and Security (OBFS) (TLJ).
The Division of Finance and Budget Analysis (TLJA).
The Division of Materiel Resources (TLJB).
The Division of Security (TLJC).
The Division of Management Information and Analysis (TLJE).
The Division of Workload Management (TLJG).
The Office of Electronic Services and Systems Integration (OESSI) (TLK).
The Division of Electronic Services (TLKA).
The Division of Information Technology Integration (TLKB).
The Deputy Commissioner for Hearings Operations (TLA) is directly responsible for carrying out OHO's mission of holding hearings and rendering decisions on appeals filed under titles II, VIII, and XVI of the Social Security Act, as amended. The Deputy Commissioner is responsible for planning, directing, managing, coordinating, and maintaining the integrity of the nationwide SSA disability adjudication program.
The Assistant Deputy Commissioner for Hearings Operations (TLA) carries out his/her OHO-wide responsibilities and performs other duties as the Deputy Commissioner may prescribe.
The Immediate Office of the Deputy Commissioner for Hearings Operations (TLA) provides staff assistance on the full range of responsibilities. The Executive Communications Staff (TLA-4) serves as the Deputy Commissioner's primary point of coordination for program and communications plans and strategies to ensure information is disseminated to advocates and defends the Commissioner's views, positions and programs. Works with the Office of Communications to develop broad communications strategies and concepts pertaining to current and emerging issues in the Social Security program and OHO-related program policies and operational impacts. Coordinates the monitoring of OHO's progress toward meeting established agency goals and considers recommendations for needed adjustments to enable OHO to meet these goals. Coordinates and integrates the administrative planning activities of OHO into the long-range goals and objectives of SSA. Administers and oversees OHO's strategic planning activities including agency plans such as the Agency Strategic Plan, SSA's Annual Performance Plan, the Program for Objective Achievements, and Agency Performance Indicators, among others. Works directly with OHO components to develop, track, and monitor achievement of operational plans. Directs an ongoing analysis of the concerns of public interest groups with respect to SSA/ OHO program issues involving policy and operational decisions, and reviews all major communications questions that are escalated to the Deputy Commissioner for decision and makes necessary recommendations. Also, directs specific OHO program-related publications and approves final-product submissions.
The Office of the Chief Administrative Law Judge (TLB) serves as the principal consultant and adviser to the Deputy Commissioner on all matters concerning the ALJ hearing function. Under the executive leadership of Deputy Commissioner, manages and administers a hearings organization consisting of a nationwide network of hearing offices and supporting regional offices, including oversight of the national hearing centers, and national case assistance centers. Plans, directs. Manages, coordinates, and evaluates the nationwide hearings process of SSA. Identifies staffing and other resources needed to achieve organizational objectives. With the assistance of the Associate Chief Administrative Law Judges and the Regional Chief Administrative Law Judges, oversees the hearings process conducted by ALJs, who conduct hearings and renders decisions in which claimants disagree with determinations issued under the provisions of the Social Security Act, as amended. Oversees quality and effectiveness of alternate adjudication processes used in connection with appeals filed at the hearing level. The Chief Administrative Law Judge has responsibility for maintaining effective channels of communication among the Deputy Commissioner, the Associate Chief Administrative Law Judges, the Regional Chief Administrative Law Judges, and ALJs. Formulates and develops broad policies and objectives and establishes program goals for the ALJs. Engages in continuous examination of all aspects of OHO field operations and implements improvements where needed. The Chief Administrative Law Judge is primarily responsible for establishing and maintaining an effective business process for all functions related to claims filed at the hearings level and for developing and maintaining procedures for effective operations of the hearing program. Directs a professional staff engaged in providing liaison services to field personnel with respect to implementing substantive policy, program, and procedural matters. Provides management oversight for all managerial activities in OHO field offices, coordinating activities. Conducts liaison with other government and private agencies on issues falling within the Chief Administrative Law Judge's areas of responsibility.
The Special Review Cadre Staff (TLB-2) reviews, redetermines, and processes hearing and appeal level cases identified pursuant to section 1129(I) of the Social Security Act, as amended. When the Office of the Inspector General (OIG) identifies a cluster of fraud cases, consults with the Office of the General Counsel (OGC), Office of Anti-Fraud Programs (OAFP), and other necessary components to develop a coordinated plan for reviewing and adjudicating cases involving alleged fraud. Processes these cases pursuant to sections 205(u) and 1631(e) of the Social Security Act, as amended.
The Office of the Associate Chief Administrative Law Judge for Administrative Management (TLBL) provides line management authority over designated administrative areas within the Office of the Chief Administrative Law Judge in addressing field operational needs and concerns. Establishes administrative and long-range goals and objectives as they relate to the hearings process. Researches areas of OHO programs, develops, and implements provisions for improvements and/or enhancements within statutory and budgetary limitations. Provides advice and guidance to field offices in specific management or administrative support services areas of identified needs.
The Division of Administrative Support (TLBL1) works with the Chief Administrative Law Judge, Deputy Chief Administrative Law Judge, and the Associate Chief Administrative Law Judge for Administrative Management on day-to-day activities of Headquarters and field operations and serves as an expert resource on varied programs, business processes, and policy issues at meetings occurring at all agency levels and with external groups as well. As needed, serves as a resource on audits or assists with correction of program and business processes in specific hearing offices.
The Office of the Associate Chief Administrative Law Judge for Field Procedures and Employee Relations (TLBM) provides line management authority over program policy and procedures, ALJ misconduct, and related issues. Assists in promoting and maintaining consistency in the interpretation, application, and implementation of policies, procedures, and practices in the field, sharing responsibility with the Regional Chief Administrative Law Judges. Coordinates with the Office of Executive Operations and Human Resources concerning investigations of allegations of improper conduct on the part of field employees, including ALJs, which may be in violation of the law, regulations, and/or agency operating rules. Advises management with respect to investigations.
The Division of Field Procedures (TLBM1) formulates, develops, communicates, and oversees field practices and procedures, assuring the legal sufficiency of ALJ hearings and decisions and governing the conduct of fee appeals and representative relations. Reviews and acts on draft proposed SSA regulations and rulings. Initiates and authors HALLEX and Findings Integrated templates systems programs and keeps them current. Reviews new or revised court orders and/or decisions, detailing specific involved and ensures their release to the field. Works with the Office of Executive Operations and Human Resources to identify developmental and training needs for ALJs, managers, supervisors, and other field office employees. Identifies ALJ training instructors, training program context and materials, and prepares agenda. Coordinates with the Office of Executive Operations and Human Resources in providing or arranging for needed development and training of field office employees. Surveys, analyzes, and audits field office operations to ensure national training procedures are adhered to. Promotes OHO-wide consistency of the application of national procedures by enforcing policy throughout the hearings operation.
The Office of the Associate Chief Administrative Law Judge of National Workload Assistance (TLBG) provides line management authority to address hearings backlogs and reduce case processing times in a totally electronic environment, serving as the primary point of contact for all national hearing center and national cases assistance center locations. Works with Headquarters components in addressing management and administrative support services needs and concerns. Receives and analyzes hearing and case assistance centers requests for resources in the areas of budget, staffing, equipment, travel, opening and/or relocating hearing or case assistance centers and determines requirements to meet identified needs. Provides advice, guidance, and counsel to hearing and case assistance centers in specific areas of identified needs. Coordinates with the appropriate Headquarters components in obtaining resources to meet hearing and case assistance center needs. Assists the Chief Administrative Law Judge in oversight of new processes and procedures approved for the hearing and case assistance centers and in piloting new ideas. Coordinates with the Office of Electronic Services and Systems Integration on other special initiatives such as Disability Service Improvement, the electronic folder, video hearings, digital recordings of hearings, etc. Pilots new initiatives.
The Administrative Control Staff (TLBG-1) assists in the creation of new contracts and oversees contracts assigned to the hearing and case assistance centers. Works in collaboration with the Office of the Chief Administrative Law Judge in preparing and implementing Hearing Center ALJ hiring process. Reviews, analyzes, and recommends changes in budget and position allocations. Reviews and recommends needed action on requests for new or realigned space in the hearing and case assistance centers.
The Workload Control Staff (TLBG-2) reviews management information reports to ensure accuracy of monthly, bi-monthly, and quarterly reports received from the hearing and case assistance centers. Plans and develops requirements to be used for specific management information reporting systems. Designs, oversees, and reviews the implementation of organizational and workflow processes in the hearing and case assistance centers.
The Decision Writing Unit (TLBG-3) provides assistance to meet needs for decision writing.
The National Hearing Centers (TLBG-F3Z01, TLBG-F3Z02, TLBG-F5Z01, TLBG-F6Z01, and TLBG-F7Z01) administers the hearings level of claims processing for SSA programs in all areas of the nation, by virtue of video hearings. Receives requests for hearings from heavily impacted hearing offices, providing balanced, effective, and efficient service to claimants and to beneficiaries by receiving, developing, scheduling, and holding hearings via video recordings, and deciding appealed applications for benefits.
The National Case Assistance Center (TLBG7), National Case Assistance Center Central (TLBG-F7Z04), National Case Assistance Center East (TLBG-F3Z04), and National Case Assistance Center West (TLBG-F9Z01) helps to address various backlog initiatives within OHO by providing support with decision writing and case pulling to assist hearing offices.
The Offices of the Regional Chief Administrative Law Judge (TLB-F1 – TLB-FX) acts on behalf of the Deputy Commissioner and the Chief Administrative Law Judge at the respective regional levels on all matters involving the hearings process and is directly responsible for the effective execution of the hearings process within the region. Provides direction, leadership, management, and guidance to the regional staff and to the hearing offices in the region, including ALJs and their staff. Is responsible for the regional implementation of national policies, goals, and objectives for the ALJs and support staff in the region. Develops and recommends OHO action with respect to allegations of unfair hearings within the region. Is responsible for evaluating the effectiveness of regional and hearing office management. Reviews hearing practices and procedures to detect trends, training needs, and operational problems. Investigates allegations of improper employee conduct, and makes recommendations as to necessary corrective action. Has responsibility for the acquisition and distribution of human and material resources within the region. Coordinates operation and administrative activities with SSA regional components, State agencies, and others, as necessary. Establishes a program to maintain ongoing communication with Congressional offices on issues of mutual interest and ensures timely and accurate responses to Congressional inquiries. Ensures that court remands are processed efficiently within the region, and coordinates with the Office of the Regional Chief Counsel to foster OHO compliance with court requirements. Serves as an expert adviser on substantive issues within the region, and upon requests by ALJs, provides advice and guidance in matters relating to adjudicating cases under the provision of the Social Security Act, as amended. Reviews and analyzes fee petitions and agreements from attorneys and representatives of claimants for the provision of services at the hearing level, and authorizes payment of fees in those cases where the fees are beyond the authority of a hearing office ALJ.
The Office of Executive Operations and Human Resources (TLG) provides support to the Deputy Commissioner and Assistant Deputy Commissioner for all issues pertaining to high-level audits conducted by the Government Accountability Office (GAO), the Office of the Inspector General (OIG), and other external organizations and in areas of ethics, human resource development, and performance management, and in collaboration with the Office of Labor Management and Employee Relations (OLMER), labor management and employee relations for OHO Headquarters and field offices nationwide. Facilitates the processing of appointments and extensions of senior ALJs. Manages an effective performance management program, ensuing fair and equitable treatment of all employees. Manages the Ethics program for OHO, including reviewing outside activity requests, monitoring mandatory ethics training and financial disclosures, and advising on matters involving potential conflicts of interest. Manages OHO training and professional development programs nationwide. For all areas within its purview and areas of responsibility, assesses trends and identifies areas requiring improvement to enhance the quality and effectiveness of programs in OHO Headquarters and field offices nationwide, and exercises authority for these functions. Manages OHO's progress towards meeting established agency initiatives in areas of responsibility and makes recommendations for needed adjustments to enable OHO to meet these goals.
The Audit Liaison Staff (TLG-2) serves as liaison with GAO, OIG, and other external organizations. Plans and directs OHO's participation in the audits and studies. Reviews and evaluates audit reports and develops the agency's position on the findings, issues, and recommendations presented. Monitors and evaluates the implementation of GAO, OIG, and other external organizations audit and study recommendations. Handles and disseminates information requested under the Freedom of Information Act and the Privacy Act.
The Division of Training and Human Resources (TLGH) within the broader framework of the agency's human resources policies, programs, and initiatives, plans, directs, leads, and administers OHO's human resources programs, including career and succession planning; employee recognition, human resource development, performance management, recruitment, and work/life. Directs all activities of OHO's Training Center. Provides overall training leadership that reflects the needs of OHO and develops overall field and Headquarters training policy for the agency's strategic plans. Manages funding and other resources used to support the OHO training and human resources programs. Provides technical assistance to components to conduct needs analysis, integrates component lists of training needs and sets priorities. Decides what training tool vehicles are best for the training to be provided. Maintains technical leadership in training technology. Leads the overall OHO training evaluation program, assuring that the evaluation process is tied into the budget planning cycle so that expenditures can be accounted for in accordance with the requirements of the Office of Management and Budget. Plans annual training, estimates the funding needs, and ties funding requests and expenditures to strategic objectives and individual competencies. Develops OHO's operating procedures related to training and employee development. Administers an effective employee recognition and performance management program, ensuring fair and equitable treatment of all employees, and the Employee Suggestion Program for OHO employees nationwide. Manages OHO recruitment needs in accordance with annual hiring plans and administers recruitment plans among OHO components at the Headquarters and field levels. Administers OHO's work/life programs, including health and wellness, telecommuting, work hours, etc. Develops, coordinates and publishes OHO's administrative delegations of authority, and serves as OHO's liaison for transit subsidy matters. Acquires and maintains reference publications and other material used by OHO employees visiting the Central Reference Library.
The Division of Quality Service (TLGN) formulates, develops, communicates, and oversees field practices and procedures governing ALJ conduct, performance, and alleged public misconduct complaints in coordination with the Office of the Chief Administrative Law Judge. In collaboration with OLMER and OGC, advises management regarding issues and concerns relating to employee and labor relations. Processes requests for settlements in labor relations matters. Consults with the Office of Civil Rights and Equal Opportunity regarding equal employment opportunity matters. Administers the Ethics workload for OHO.
The Office of Budget, Facility and Security (TLJ) provides executive support to the Deputy Commissioner and Assistant Deputy Commissioner for all budget, finance, and acquisitions; facilities and other materiel resources; and security activities and issues for OHO. Has responsibility, accountability, and authority for these activities for OHO Headquarters' components and the field, including regional and hearing offices nationwide. Serves as the OHO lead for planning, developing, and executing OHO's budget and financial management programs, the primary point of contact for all OHO management information issues, and acts as the official source for the production and interpretation of OHO management information. Represents OHO on competitive sourcing issues including the Federal Activities Inventory Reform (FAIR) Act. Provides oversight and leadership for the Advanced Procurement Plan (APP) for OHO Headquarters and its field offices. Serves as OHO's point of contact for micro-purchase and component planning coordination, ratifications over $500.00, and liaison with the Office of Acquisition and Grants (OAG) for national acquisition issues. Plans, directs, and coordinates the administrative support services (materiel resources) program for OHO. Provides oversight and leadership of OHO's nationwide physical security operations, including physical security, protective security, and civil defense. Responsible for coordinating and integrating budget, facilities, materiel resources, and security programs and initiatives for OHO into SSA's long-range goals, objectives, and performance metrics. Monitors OHO's progress towards meeting established agency goals and makes recommendations for needed adjustments to enable OHO to meet these goals. Identifies areas requiring improvement to enhance the quality and effectiveness of areas within its line authority and assesses trends in these areas and applicability to usage and functionality within OHO.
The Division of Finance and Budget Analysis (TLJA) plans, develops and executes OHO budget and financial management programs, advising the Associate Commissioner for Budget, Facilities and Security and/or the Deputy Commissioner of the financial impact of all decisions which may affect the program and administrative operations of the agency. Reviews and analyzes budget requests submitted by OHO components and formulates OHO's financial operating plans and budget projections. Formulates, justifies, and presents OHO's annual and multi-year budget submissions. Integrates OHO's budget with SSA's long-range goals, objectives, and performance metrics. Works with SSA budget officials to obtain the resources necessary to meet OHO goals and objectives. Develops all necessary applications for generating budget data and financial management reports. Executes and administers a financial management system, integrating resource management controls. Ensures that employment ceilings, obligations, and expenditures of funds are in conformance with authorized allotments and allowances. Administers the travel and payroll function for OHO Headquarters and ALJs. Develops OHO's operating procedures related to budget. Tracks and reports on late vendor payments.
The Division of Materiel Resources (TLJB) plans, directs, and coordinates the administrative support services program for OHO. Such service functions include, but are not limited to, facilities and equipment maintenance; graphic arts and photography; storage, inventory, and disposal of administrative supplies and equipment; printing and duplicating; property management; records and forms management; space management; mail and messenger services; and transportation. Plans and manages a nationwide supply management program for Headquarters and field offices, determines and establishes supply program goals and procedures, as well as overall program direction. Plans and designs records and forms management activities as a result of changes in functions performed, new legislative requirements and/or technological advances. Administers a space management program providing for the acquisition, assignment and utilization of space, including the design for office layouts and work areas to ensure optimum use and management of facilities. Provides graphic art, photography, printing and duplicating services to support agency goals and initiatives.
The Division of Security (TLJC) provides oversight and leadership of OHO's nationwide physical security operations, including physical security, protective security, and civil defense. Plans, directs and leads OHO in the areas of safety and self-protection. Develops and executes policies, operating procedures and initiatives to secure life, property and electronic information (both claimant and employee) in Headquarters and field offices. Coordinates at the executive level with SSA Headquarters, Federal Protective Service, local and national law enforcement, as needed on issues involving the protection of OHO information and personnel. Administers security programs and inspections, and coordinates with local law enforcement officials to ensure protection of OHO property and personnel, including emergency planning and security. Maintains sensitive data, develops emergency plans, and manages OHO's Continuity of Operations Plan. Develops short- and long-range plans to ensure the integration of security objectives with agency initiatives, including issues involving the safe transportation of sensitive data among SSA locations and alternate duty stations. Coordinates the agency's security initiatives in support of all OHO business processes. Coordinates security training and awareness activities for OHO.
The Division of Management Information and Analysis (TLJE) serves as the primary point of contact for all OHO Headquarters components on issues related to OHO management information. Acts as the official source for the production and interpretation of OHO's management information on behalf of the Deputy Commissioner. Uses macro and micro process models to analyze workloads and assess impact of actual or potential changes to OHO business processes; to assess the effect of alternative scenarios or assumptions on OHO's ability to meet established goals; and to model individual offices to help identify backlog and performance issues. Formulates plans, develops, and manages major data research projects for OHO executives. Develops and analyzes OHO's management information used to support the Associate Commissioner and the Deputy Commissioner in making decisions, which may affect the operations of the agency. Works in conjunction with the Office of the Chief Administrative Law Judge, and Office of Electronic Services and Systems Integration, and other Office of Budget, Facilities and Security components to create, mine, synthesize, and analyze management information originating outside of OHO (e.g., Office of Legislation and Regulatory Affairs, Office of Strategic Services, Press Office, etc.) and/or external to the agency (e.g., requests under the Freedom of Information Act, requests from Members of Congress, Social Security Board, etc.). Plans and develops requirements used for specific management information reporting systems. Assists operational components in analyzing data, and establishes OHO's protocol for release of management information to external sources. Oversees other components' access levels to OHO management information. Performs historical and trend analyses, and provides summaries and recommendations to OHO's executives. Represents OHO on agency-wide management information initiatives and projects. Works closely with and provides support to the Executive Communications Staff on OHO's administrative and strategic planning initiatives, providing current and historical data, predictive modeling, and other strategic management information, as needed.
The Division of Workload Management (TLJG) sets performance metrics for OHO regional and hearing offices. Analyzes hearing workload needs and oversees workload transfers. Evaluates workflow processes and makes changes as needed. Reviews workload management and eBP compliance in regional and hearing offices. Provides management information and analyses of hearing workloads for OHO and other SSA executives and regional/hearing offices. Identifies problems and trends in the hearing workloads, and proposes solutions. Designs and pilots organizational change models. Coordinates with the Office of Electronic Services and Systems Integration to design new reports to meet changing needs and requirements.
The Office of Electronic Services and Systems Integration (TLK) provides executive support to the Deputy Commissioner and Assistant Deputy Commissioner for all issues pertaining to the integration of OHO's electronic disability initiatives into OHO's business processes. Serves as the agency executive lead in developing OHO's automation initiatives protocols and information technology (IT) strategy consistent with SSA's systems architecture. Provides data on OHO's progress towards meeting established agency goals and provides input on recommendations for needed adjustments to enable OHO to meet these goals. Plans, develops, and executes OHO's IT budget submissions. Provides oversight and leadership of OHO's nationwide systems security. Plans, directs, administers, and/or evaluates electronic initiatives, automation support, systems security, and IT activities for OHO nationwide. Identifies areas requiring improvement to enhance the quality and effectiveness of areas within its line authority and assesses trends in these areas and applicability to usage and functionality within OHO.
The Division of Electronic Services (TLKA) serves as the primary lead for the integration of OHO's electronic disability initiatives into OHO's business processes. Provides expert knowledge of SSA's electronic business processes, as well as the electronic disability systems functionality. Serves as the focal point for all electronic initiatives affecting OHO. Represents the Deputy Commissioner in defining and prioritizing OHO electronic service needs, and, as the OHO expert facility, determines how electronic service enhancements are met. Plans, directs, and leads OHO in the areas of systems security, providing oversight and leadership of OHO's nationwide systems security operations, including personally identifiable information security.
The Division of Information Technology Integration (TLKB) serves as liaison with the Office of Systems (OS) and other agency components on all long-range IT goals and objectives and ensures that OHO's strategy, methodology and approaches are in agreement with SSA's Agency Strategic Plan, future process change initiatives/visions, system architecture and entrepreneurial activities. Provides systems support for the planning, design and development of functional requirements and the specification, validation and implementation of all OHO IT initiatives and operating procedures. Provides office automation and data processing support to all OHO components. Provides logistical support to OS during the implementation of new applications and technology in OHO. Evaluates OHO's user requests for IT services, equipment and software and coordinates and monitors maintenance issues for OHO's IT equipment nationwide. Coordinates and performs site preparation and installations or upgrade of workstations, servers and other IT equipment throughout OHO. Maintains liaison with OHO Headquarters and regional systems staff for identifying operational problems or needs and makes recommendations to OS to resolve outstanding issues. Performs email administration for OHO Headquarters and assists OS in performing email administration for OHO field offices. Oversees and coordinates all telecommunications activities in OHO nationwide. Following guidance from the agency and coordinating with other Webmasters, performs OHO's Internet/Intranet Webmaster functions. Provides direct support for all OHO Headquarters users and OHO executives with respect to special equipment, e.g., notebook and Blackberry devices. Develops requirements and cost benefit analyses for OHO IT, including telecommunications and the annual President's Budget and Operating Budget submissions and monitors OHO's IT small purchase procurements through the procurement cycle. Identifies OHO training needs with respect to systems activities and coordinates with responsible OHO and other agency components to ensure end-users' training needs are met.


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Roger Federer drops hint about 2021 scheduling, saying: 'I have missed it'
Veteran Swiss ace states intention to return to China this year for Asian swing of ATP Tour.
Roger Federer has hinted that the Asian swing of the ATP Tour will be on his 2021 schedule after admitting he 'misses' playing there.
Federer has been out of action for almost all of 2020 after requiring double knee surgery following the Australian Open in January.
He is close to a comeback though and has started to consider his schedule for next year, and it appears that it will include the Asian swing around October time - if the coronavirus crisis allows.
"I've always enjoyed coming back [to China] and I think the fans are incredibly creative," Federer said.
"They have incredible energy and I really feel that it makes me want to come back many more times so I can't thank the fans enough.
"This year, I missed it unfortunately because of two reasons. Number one because of COVID-19 but also because of the knee.
"Next year obviously is the year I want to come back to China."
One major question mark over Federer's schedule remains the clay court season, and if anything has to be skipped for rest purposes you'd still back it to be the red dirt.
His coach Ivan Ljubicic was unwilling to commit during a recent interview, saying: "I certainly cannot say today what we will do in April.
"I know we want to leave as soon as possible, play a great Australian Open and then evaluate step by step."


Toni Tipton-Martin, born in 1959, grew up in Los Angeles, California, the child of parents who immigrated there from Louisiana and Texas. In high school, Tipton-Martin was encouraged by her journalism teacher, and she wrote for her school newspaper. She originally wanted to major in French and move abroad, but her family wanted her to stay near their California home. Instead, Tipton-Martin studied journalism at the University of Southern California.
William Farr, a journalist and USC professor, encouraged Tipton-Martin to intern at a local newspaper. She applied to The Wave and got a part-time job. Tipton-Martin was assigned the food pages. She was named food editor during her senior year of college. After she graduated from USC in 1981, she applied for a position as a food writer at The Los Angeles Times and was accepted.
The Times was a challenging environment, where she persevered and honed her writing skills. In 1991, she was offered the food editor position at The Cleveland Plain-Dealer, making her the first African-American woman food editor at a major American newspaper. Tipton-Martin left the Plain Dealer in 1995. She published The Jemima Code, a history of African American cookbooks in 2015. Today, Tipton-Martin writes about African American contributions to American food.
Ms. Tipton-Martin's interview resides in the SFA oral history archive. This oral history has been embargoed until 12/31/2021.


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Art Schools in New York
Art Schools in Cobleskill, NY
Cobleskill has a general population of 4,533 and an overall student population of 2,692. Approximately 2,692 of Cobleskill's students are enrolled in schools that offer art programs.
Cobleskill's largest art school is SUNY College of Agriculture and Technology at Cobleskill. In 2010, approximately 19 students graduated from the Art program at SUNY College of Agriculture and Technology at Cobleskill.
In 2010, 19 students graduated with an art degree in Cobleskill. If you decide to attend one of Cobleskill's art schools, you can expect to pay an average of $19,113 per year in instate tuition and $27,013 per year in out of state tuition.
You should also anticipate spending about $1,200 for art related books and supplies every year. And if you live on campus, you will face an additional expense of $9,530 per year, on average, for room and board. If you live at home, you can cut this cost down to approximately $0.
Art Salaries and Career Outlook in Cobleskill
Many art graduates choose to work as artists after graduation. If you choose to follow that path and remain in Cobleskill, your job prospects are not very good. In 2010, there were 7,080 artists in New York. Of these artists, 80 were working in the greater Cobleskill area. The number of artists in Cobleskill is expected to increase by 5% by the year 2018. This anticipated change is slower than the projected nationwide trend for artists.
The average salary you can expect to earn as an artist in Cobleskill is $50,670 per year, which is lower than the average for artists state-wide.
Art Degree in Cobleskill
Art schools in Albany, New York
Art schools in Oneonta, New York
Art schools in Saratoga Springs, New York
Art schools in Johnstown, New York
Art schools in Utica, New York
Art schools in Troy, New York
Art schools in Herkimer, New York
Art schools in Schenectady, New York
Design Schools in Cobleskill
Visual Communications Schools in Cobleskill
Art Schools in Cobleskill, New York
1SUNY College of Agriculture and Technology at Cobleskill
Cobleskill, New York 12043


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Japan decides it can't afford to hike taxes ... again
by Jethro Mullen @CNNMoney June 1, 2016: 5:22 AM ET
Japanese factories take a hit after earthquakes
The last time Japan hiked its sales tax, the country's economy fell off a cliff.
Now, as growth continues to sputter, Prime Minister Shinzo Abe is pushing another increase years into the future.
Some experts say the decision to delay makes sense in such fragile economic times, and it's likely to prove popular with voters in upcoming elections. But the move also shows how far Abe's grand plans to revive the Japanese economy have fallen short.
After weeks of speculation, Abe said Wednesday that he would postpone the tax increase -- from 8% to 10% -- until late 2019. It's the second such delay -- the tax hike had already been shifted from October 2015 to April 2017.
"It's another indication of failure," said Marcel Thieliant, a Japan expert at Capital Economics. "It seems he's increasingly resorting to the old tool of fiscal stimulus."
Related: Japan's economy bounces back, avoiding recession
This isn't how Abe's big economic project to lift Japan out of its malaise and end decades of falling prices -- known as "Abenomics" -- was meant to be playing out at this stage.
After he took office in late 2012, Abe advocated increased government spending, massive monetary stimulus from the central bank and sweeping economic reforms. The idea was that as prices rose and businesses profited, they would pass on a larger share of earnings to workers, who would spend more on goods and services. If it worked, the "virtuous cycle" would deliver sustained economic growth.
The efforts started well: markets rallied and the yen plummeted against the dollar. But the previous sales tax hike in April 2014 took a huge bite out of consumer spending, plunging Japan into recession.
Related: Japan's 'Abenomics' experiment is on the rocks
The economy has seesawed between growth and contraction since then and has been unable to pull free of deflation. Many of the planned reforms -- like changes to the labor market and tax system -- have stalled. The yen has strengthened against the dollar this year.
Abe isn't admitting defeat, though. On Wednesday, he described his decision to delay the sales tax hike as "further accelerating Abenomics."
Economists have said they expect his government to announce plans in the coming months to ramp up spending to try to further juice the economy.
-- Yoko Wakatsuki contributed to this report.
CNNMoney (Hong Kong) First published June 1, 2016: 5:22 AM ET


Location This hotel is located just a few steps from the Arc de Triomphe and the Champs-Élysées. The nearest links to the public transport network are a mere 200 m away. Facilities The hotel was built in 1910. Guests can enjoy a pleasant stay in one of the 33 rooms. Individual storeys are accessible via the lift or stairs. Amenities include a cloakroom and a safe. Wireless internet access in public areas allows travellers to stay connected. Among the culinary options available at the accommodation are a restaurant, a dining area, a breakfast room and a bar. Additional facilities at the establishment include a newspaper stand. Those arriving in their own vehicles can leave them in the car park of the hotel. Additional services include room service and a laundry service. Rooms Each of the rooms is appointed with air conditioning, central heating and a bathroom. The rooms have a double bed and a sofa bed. Extra beds can be requested. A safe and a minibar are also available. A fridge, a mini fridge and a tea/coffee station ensure a comfortable stay. An ironing set is also available for guests' convenience. Internet access, a telephone, a TV and WiFi are also provided in rooms as standard. The bathrooms have a shower and a bathtub. A hairdryer is also available. The accommodation offers family rooms and non-smoking rooms. Meals Breakfast can be booked. Payment The following credit cards are accepted at the establishment: American Express, VISA, Diners Club, JCB and MasterCard.
This hotel is located just a few steps from the Arc de Triomphe and the Champs-Élysées. The nearest links to the public transport network are a mere 200 m away.