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Home » Events, Headline, Mobile
"A Christmas Carol" Returns to NECC Stage
Submitted by Kiley Broadhurst on November 20, 2018 – 7:16 pm
Tom Whateley of North Berwick, Maine, will play "Scrooge" in this year's production of A Christmas Carol.
Once again, Northern Essex Community College will present the Charles Dickens' classic "A Christmas Carol" in the Chester Hawrylciw Theater, on the third floor of the Spurk Building on the Haverhill Campus, 100 Elliott St. This year's performance will take place the weekend of Dec. 7-9.
Ebenezer Scrooge, the Ghost of Christmas Past, the Cratchit Family, and all other Dickens characters will come to life in this year's play, adding fun and tradition to the holiday season.
A special feature of this production is the four madrigal singers who appear throughout the play singing traditional carols. NECC music professor Alisa Bucchiere will lead the madrigals.
Bucchiere of Merrimac will direct the production along with John Budzyna of Newburyport. Actor and director Tom Whately of North Berwick, Maine will play the role of Scrooge.
Whateley will celebrate his 47th year in theater this year, having worked at the Carousel Dinner Theater in Ohio, The Shawnee Playhouse in Pennsylvania, and Nick's Comedy Stop in Boston, and The Cooperstown Theater Festival in upstate New York, to name some. He also directed several shows including the 2014 World Premiere of a new Christian Rock Opera the Bus Stop Atheist at Merrill Auditorium in Portland, Maine.
The show will be performed Friday, Dec. 7 at 7 p.m., Saturday, Dec. 8 at 3 and 7 p.m. and Sunday, Dec. 9, at 3 p.m.
Tickets will be available at the door, although seating is limited. They can also be purchased through MKTIX.org at
Ticket prices are $12 for adults, $10 for student/seniors and free for children under the age of 5.
The NECC production was originally presented as a one-time fundraiser for the performing arts department by now retired husband and wife NECC Professors Jim Murphy and Susan Sanders. The play was so successful, it became an NECC community event each holiday season with faculty, staff, students, and their family members auditioning for roles.
For additional information contact Bucchiere, at abucchiere@necc.mass.edu.
The cast includes:
Patrick Doherty: Dick Wilkins
Patrick Doherty: Christmas Future
Mary Everett: Old Josephine
Noah Greenstein: Belle's husband, Guest 2
Lincoln Bohanan: Peter
Kairi Bohanan: Martha
Melina Bohanan: Tiny Tim
Alisa Bucchiere: Madrigal Singer
Dan Smith: Young Scrooge
Alicia Smith: Belle
John Budzyna: Jacob Marley
Chip Bliss: Madrigal Singer
Tom Whateley: Ebenezer Scrooge
East Hampstead
Maureen Dadekian, Mrs. Fezziwig, Maid
Malcolm Courchesne: Young Ebenezer
Simon Courchesne: Ignorance
Sarah Courchesne: Mrs. Cratchitt
Reilly Mayo: Fan
Geehae Moon: Madrigal Singer, Guest 1
Olivia Buckley: Christmas Past
Todd Buckley: Fezziwig


Have you ever considered working remotely, but think you would be less productive than in a traditional workspace? Does it seem daunting to set your own schedule and structure your work day?
Where to work: I quickly discovered that if I tried to sit on the couch to do work, I would be much less productive than if I sat at a table. When on the couch, my brain switches into relax mode, but if I am at a table I feel more awake and focused. For some people, finding a local dedicated work space helps. Check out libraries or cafes as well. Figure out what environment helps boost your productivity the most.
When to work: I find that my day is most productive if I have a plan from the start. Before I go to sleep the night before, I set a plan of what times I will be working the next day. I plan my day around my clients/coworkers and around what times my kids will be napping or distracted enough for me to concentrate. If I schedule out my day and stick to the plan, it's much easier to be productive.
Best communication practices with clients/coworkers: Does your client prefer to communicate by email or would they like you to send a text with any questions? Do you need to download specific tools to communicate? Effective communication can boost your productivity by making sure you don't waste time trying to get in touch with anyone. Also, make sure you are able to be reached. Answer communications in a timely manner and let coworkers and clients know if you are unavailable during certain times.
The right tools for the job: It goes without saying that having a working computer and reliable Wifi is key to being able to work remotely. You also may want to consider having a printer, or at least knowing where to access one. Will any work you have require additional programs or software such as a CRM or a project management program? Do your clients expect you to have access to specific apps and tools? Remember to ask these questions at the beginning of your working relationship to ensure it runs smoother.
Set Priorities: Without the typical office setting, it can be difficult to prioritize tasks and organize your workflow. Find out what works best for you: to-do lists, check lists, etc. You can also use tools like the Eisenhower box (below) to help you delegate item importance.
These tips are not the be all and end all of productive remote working. You need to figure out what works best for you and makes you work the most efficiently. A lot of it is going to be trial and error. Be patient with yourself; eventually you will find a rhythm that works for you.
Countdown to our first event!


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Alexandria Airlines – egipska linia lotnicza z siedzibą w Aleksandrii. Głównym węzłem jest port lotniczy El Nouza.

Egipskie linie lotnicze

redpajama_set_name: RedPajamaWikipedia


Is anyone else learning a language? I'm trying to learn Italian on my own, and I'm enrolled in German classes for summer and fall semesters at the university.
When people smile at you, what do you do?
what do you think happens to your soul after you have died? i think that when you die, you take on another life when a new baby is born. what do you think?
Which browse do you use?
I always use mozila, because mozila is more faster than internet explorer.What is your.
Living In a city or living in countryside ???????????
I know most of you live in a city. but really if you have the two choices open. without effecting your life or income ...... what would you choose ?
Don't you realize that we are going in circles on earth?
Is it true that we are not alone in the universe?
A lot of scientists tells that we are not alone in the universe. How about you do u agree with this?
dog fights! how to stop this crime!
i have a friend and a boy we are always getting teased that we have something special between us... i usually get irritated with them what should i do to avoid their malicious jokes about me and my friend?
what do you like to draw the most???


The TwinCAT IoT Communicator makes it easy for PLCs to communicate with mobile devices by connecting the TwinCAT controller directly and securely to a messaging service through TLS encryption. For smartphone and tablet users, the associated IoT Communicator App ensures that process data can be represented on all mobile devices in a clear overview. Alarms are sent to the device as push messages. This device exchanges data using a publish/subscribe mechanism. Since no special firewall settings are needed, integration into an existing IT network is easy. Information is exchanged via a message broker that uses the standardised MQTT protocol, and acts as a central messaging service in a cloud or local network. A high level of communication security is guaranteed by proven TLS encryption (up to version 1.2). Transmitted process data can be displayed on mobile devices using the IoT Communicator App, which is available for both Android and iOS operating systems.


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Richard Agar: Super League reaching tipping point due to coronavirus
Oct 28th 2020 11:14AM
Leeds coach Richard Agar has called for strong leadership from the Rugby Football League as the conclusion of the Super League season threatens to descend into chaos.
Two matches scheduled for Friday have been cancelled due to the coronavirus pandemic and Agar says the competition is reaching a "tipping point".
Huddersfield's clash with Castleford was called off after the Tigers reported 12 positive coronavirus cases following tests carried out on Tuesday.
🚫 Friday's Betfred Super League fixture between Salford Red Devils and Warrington Wolves has been cancelled.
💪 #TogetherStronger
READ➡https://t.co/CrhYOp4SSPpic.twitter.com/s0VVPo9nzi
— Salford Red Devils (@SalfordDevils) October 28, 2020
Meanwhile, the match between Salford and Warrington is also off after the Red Devils informed the authorities they only had 13 players available for selection.
Although Salford did not cite any further positive tests, their predicament is related to having to play a series of four games in 11 games due to fixture congestion brought about by the crisis.
Competition rules deem that Warrington will be awarded a 24-0 win due to a forfeited fixture, although the matter has been referred to the RFL's Compliance Department for further consideration.
Warrington will now play Huddersfield on Friday night in a hastily-rearranged match.
FIXTURE UPDATE@WarringtonRLFC v @Giantsrl
Friday 30 October, 5:30pm KO, live on Sky Sports#SuperLeaguepic.twitter.com/KvQ0MDqDBc
— Betfred Super League (@SuperLeague) October 28, 2020
Castleford's testing was carried out one day after they were beaten by Leeds at Headingley, but there have been no positive tests at the Rhinos, though four of their players will not play due to having to self-isolate.
Rhinos coach Agar said: "I think it would appear that we are reaching tipping point, we have to find the fairest way, we would hate to be in a position with the percentage points system where teams are trying to contrive a fixture list. We have had to field understrength teams in important games.
"We are at a time where we need strong leadership and have got to work out what is best for the competition from here on in."
On four of his players now being unavailable, he added: "We have had a number of players stood down on track and trace and that will rub them out of a very important run-in for us.
Richard Agar has confirmed to the press that four players who played against Castleford on Monday have been stood down for 14 days because of the contact trace protocol and will miss the next 4 games, so far none have shown symptoms
— Leeds Rhinos (@leedsrhinos) October 28, 2020
"If they change the format, I don't know whether they will, it will rule them out of the play-off games. It is hugely disappointing, I feel for the individuals concerned.
"We have had a really tough fixture list backlog, we have had young kids that have come in from work, we have been ultra diligent. We feel that it has been a very tough one for the guys that now can't play in what is such an important part of the season."
In a statement, the RFL said: "The RFL and Super League will today liaise with Public Health England, Castleford Tigers and the Tigers' last opponents, Leeds Rhinos, before the Multiple Case Group meets to consider the data and decide next steps.
Friday night's Betfred Super League fixture between Huddersfield Giants and Castleford Tigers has been cancelled.#COYF
Full details 👇
— Castleford Tigers (@CTRLFC) October 28, 2020
"Super League and the RFL are actively exploring all options and will make a further announcement as soon as practicable."
Earlier this week, Catalans Dragons were forced to cancel their scheduled match against Warrington in Perpignan after more of their players tested positive for the virus, raising concerns over their ability to complete the season.
The latest developments also raise questions over the practicability of staging the play-off semi-finals, scheduled for November 20, and the Grand Final at Hull's KCOM Stadium a week later.

redpajama_set_name: RedPajamaCommonCrawl


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'Moana' Proves How Far It Can Go — Even In Another Language
"Moana Reo Māori" was created to celebrate New Zealand's "Māori Language Week."
Walt Disney Studios / "Moana"
Article by Casey Mendoza
Months after it originally debuted, "Moana" is still receiving critical acclaim — but this time, in a different language.
This month, 30 theaters in New Zealand screened "Moana Reo Māori" — the Māori-translated version of the hit Disney film. Screened for free, the event reportedly sold out within 30 minutes.
The version of the film was created for "Māori Language Week," which celebrates the revival of the indigenous language. About 125,000 New Zealanders speak the language, but that's less than 1 percent of the country's population. Because of those low numbers, many worry the language could die out.
Audience members of "Moana Reo Māori" told The New York Times they had never seen a film at the theater in their language before. And because of the film's mainstream popularity, parents and teachers hoped it would inspire cultural pride in students.
Disney Called Out For Cultural Appropriation Over 'Moana' Costume
A costume for the character Maui in Disney's upcoming "Moana" movie includes a brown bodysuit with tattoos.
This is the latest effort by Disney to put the cultures used in the film front and center.
"Moana" creators John Musker and Ron Clements traveled to Polynesia for their research, establishing an "Oceanic Trust" of Polynesian people and academics to ensure "Moana" was an accurate and responsible depiction of the culture.
The film still wasn't immune to critiques from Polynesian people, but it did spark debate about the importance of cultural consciousness and representation.
2023 Academy Award nominations are full of record-breakers, milestones
The 2023 Academy Award nominations, announced Tuesday morning, made records for Steven Spielberg, John Williams and first-time nominees.
'Everything Everywhere All At Once' tops Oscar nominations with 11
Jimmy Kimmel will host the 95th Academy Awards on March 12, one that will surely be seen as a return to the site of the slap.
By Allyson Riggs / A24 Films via AP
'Alice, Darling' review: taut drama showcases Anna Kendrick's range
The movie begins playing exclusively in AMC theaters this weekend.
By Lionsgate / AP


Last week we made a couple of presentations at LinuxLab 2017 where we spoke about Containers, focusing on Network Namespaces support in PF_RING, and User and IoT-oriented Network Traffic Monitoring on Embedded Devices.
With the advent of Containers, processes isolation has become extremely easy and effective, to the point that ordinary Virtual Machines have been reconsidered. Many ntop users today are running traffic monitoring applications in Docker, thus it's important to understand how Containers work and how to make the best use of them. Network isolation is provided by Network Namespaces, a native feature of the Linux kernel, that virtualize the network stack. With this talk we have seen what exactly happens under the hood of Network Namespaces, focusing on raw packet capture, and we learnt that even when we are not running containers in Linux, we are running in a Namespace.
Those who have not been able to attend this event can find our presentation slides below.


I'm so sorry for your loss, Renee. Be patient with yourself and your grieving. It's a hard process and at some level you will never get "over" the loss of your precious Enok, but you will get through it. It's wonderful that you have a gravesite you can go to especially remember him and spend some meditative time.
It sounds like you're getting the appropriate specialists to look for any underlying or chronic conditions that you may be able address. The important thing is to get yourself as healthy as possible.
We are still grieving the loss of our boy Enok ,This baby was very much wanted and after 3 IVFs we got this single one that stuck and we were so happy. I am overweight , but active and was working fulltime throughout my pregnancy. Not chronic hypertensive as far as i know but at 12 week BP was 145/85, doctor said it was because i was a "big woman".No proteins in urin. 2 days later BP was 130/85, so i never even thought about it again ( WRONG DECISION). 18+4 scan everything was fine and we got to know we were having a boy. Week 22 was at midwifes, BP was 150/95, P++ in urin, så was sent to the hospital. i felt like my normal selv, no pain NOTHING, i still cannot get over that.
Scans showed baby was about 20 weeks and not 22 weeks, so IUGR too, reverse bloodflow on scan, notching in my artery and he was already moving less to conserve energy and this heart and brain were already struggling. started with Labetalol but BP was just getting high and protein urin tests getting higher, baby stopped moving completely 22+4, i was induced and my baby came out monday 24.10. 22+6 and placenta manually removed because it was stuck. i read it was torn and small and the placenta is sent to pathology. BP stabilised the next day and even went to low i had to skip the BP drug , i was off the drug in a week. We buried Enok on Nov 2 with his paternal greatgrannies.
I find myself at his grave at least once a week and i love going there and talking to him. He knows he was loved, so loved and wanted.


Wow!!! We are so pleased with your work. Personally, I've become so accustomed to bureaucracy and to poor service from other companies that the ease and satisfaction of working with you feels weird (in a good way!).
I am so glad Bob and I found Lumber Jack & Jill. You are a first-rate company– the BEST!!! We look forward to eventually working with you again someday, and will certainly spread the word about how great a job you do (Just so you know, I ended up up reworking the mailbox juniper myself) so I could justify buying myself something). Thank you very much!!! You did a wonderful job!!!


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LODGE #649
Become a Mason
History of the Lodge
In the year 1906, on Thursday, December 20th at 2 O'Clock P.M., the Right Worshipful Grand Master of the Grand Lodge of Pennsylvania, Brother George W. Kendrick, Jr., read the warrant of the constitution for Red Lion Lodge No. 649, of Red Lion, Pa.
Officers elected were Brothers George E. Stabley, Worshipful Master, James M. Curran, Senior Warden, Howard W. Sheeler, Junior Warden, John M. Hyson, Treasurer, and Warren L. Lock, Secretary.
There were thirty-four Charter Members as follows:
John M Hyson, George F. Stabley, William Lichtenberger, Seth Minnich, Harvey W. Haines, Jonathan B. Herman, James M. Curran, Carl G. H. Ettlich, John H. Glassick, James M. Smith, Charles S. Bair, George T. Schaull, Thomas H. Curran, Christopher T. Grove, Joseph F. Brillhart, John S. Hannigan, McClellan Mi11er, Benjamin S. Sentz, Samuel Shenberger, John Joseph Miller, Philip M. Mitzel, Lemuel S. Mitzel, Walter L. Mitzel, D. Sterling Mitzel, James W. Mitzel, Harry L. Perry, William H. Raab, Thomas M. C. Smith, Cornelius S. Snyder, William H. Sheetz, Mercer R. Girvin, John E. Detwiler, Howard W. Sheeler, and Warren L. Lock. James E. M. Edgar, Frederick H. Shenberger, and William F. Baughman were charter members but could not be present at the institution of the Lodge, therefore they entered by petition.
Before the first stated meeting, Brother George E. Stabley was called to his reward and Brother James M. Curran, Senior Warden, assumed his duties in true Masonic fashion, and called a special meeting on January 30, 1907, for the purpose of honoring the memory of Brother George E. Stabley who had worked diligently in establishing the lodge, and for the purpose of properly reorganizing the officers.
FIRST MEETING PLACE
December 20,1906 - November 20, 1924
Red Lion Lodge held its first stated meeting in Spangler Hall (later called the Winter Building) on January 24, 1907. The initiation fee was set at forty dollars, and the annual dues were established at four dollars. The stated meetings were to be held on Thursday on or before the full moon of each month, at 7:00 O'Clock P.M.
A place to meet, a Masonic Temple that the Brethren could call their own, seemed to be an urge always present. As early as January 16, 1913, a committee was appointed to look for a new place of meeting. As fate would have it, the work of the c01m11ittee resulted only in the improvement of the rooms they were then using.
In the year 1921, Brother Clarence E. Grim, Worshipful Master, appointed a committee to study the possibility of building a new temple. The committee reported on January 5, 1922, and although there was some progress reported, the obstacles were too great to attempt the project. However, the building of a new bank building on the square in Red Lion presented possibilities in the minds of the Brethren. Why not have a Masonic Temple on the top floor of the Bank Building?
It would be centrally located and have many advantages. Numerous unofficial meetings were held and there were many conferences with the bank officers. Finally, the idea became a reality. On November 20, 1924, a special meeting of Red Lion Lodge #649 was held and the following resolution was adopted: "Resolved that the place of meeting of this Lodge be removed to the First National Bank Building at the corner of Broadway and Main Street, Red Lion, Pennsylvania." The Brethren were pleased. The lodge-room was built especially for their purpose and, indeed, served the purpose well for many years.
There were two certain facts, however, that were ever alive in the minds of the Brethren. Foremost of these two ideas was that of ownership with all that it entails. Secondly, as members get older, the many steps to the third floor become more and more a deterrent to attendance. Periodically building committees were appointed and although they worked diligently and harmoniously, deterring factors were so great that no positive action was taken.
SECOND MEETING PLACE
However, an opportunity presented itself recently. The Lions Club of Red Lion decided to build a Community Building in Fairmount Park. Since this building would also house the Youth Center, and their building on High Street would be available for other purposes, the idea of its conversion to a Masonic Temple was discussed. Again a building committee was activated, and the diligent work of this committee, with the cooperation of the Brethren, has brought us to a historic event in the life of Red Lion Lodge, the closing of the Lodge in the building belonging to the Southern Pennsylvania Bank (Formally First National Bank and Trust Company).
It was Bro. Edgar Flinchbaugh, Worshipful Master, who opened the first meeting in the Bank Building, approximately fifty-one years ago. On June 3, 1976, Bro. Richard E. Barley, Worshipful Master, yielded his gavel to Brother Edgar Flinchbaugh, P.M., to close the lodge. Brother Flinchbaugh was supported by the following acting officers:
Brother Harold E. Anstine, P.M. 1928, Senior Warden
Brother Thomas S. Holtzinger, P.M. 1932, Junior Warden
Brother Raymond D. Roth, P.M. 1933, Senior Deacon
Brother Oram M. Grim, P.M. 1940, Junior Deacon
Brother Raymond L. Shearer, P.M. 1942, Senior Master of Ceremonies
Brother George R. Unger, P.M. 194 7, Junior Master of Ceremonies
Brother John W. Holtzapple, Jr., P.M. 1959, Pursuivant
Brother Richard W. Knaub, P.M. 1961, Treasurer
Brother Richard E. Weaver, P.M. 1967, Secretary
We were honored on this occasion by the presence of our District Deputy Grand Master, Brother Lloyd A. Border
Then, on August 28, 1976, we marked another milestone in the history of our fraternity, the dedication of a Masonic Temple that we can call our very own, the culmination of a seventy year's dream.
The building of a temple as a meeting place, however, is not an end in itself, but rather a means to an end. To establish the principles of freemasonry in the hearts and minds of men, and to practice those principles, is to build a temple not made with hands. As freemasons who put our faith in God, and who have the Holy Scriptures as the rule of our faith and the guide to our conduct, may we always keep in mind the building of that spiritual temple, eternal in the heavens.
A Mortgage Burning Ceremony was observed During the Seventy-Fifth Anniversary Banquet at the Red Lion High School. We realized that we were not as yet, finished with the remodeling of our new home. The Board of Directors for the Masonic Hall Association went to work soliciting money from the Brotherhood to update the old furnace system, re-roof the main Lodge Room, and remodel the front of the building from a flat roof to a peaked one. This took approximately three years to complete but by the time we finished it was paid for and our loan was satisfied.
When Brother Burke passed away in 1996 he bequeathed money to build, or to remodel, our Social room. The Brothers would meet each Saturday during the summer months to panel, paint, and carpet the Social Hall. A picture of Luther hangs in the room today as a reminder of the rich heritage we have in the Lodge. Each Past Master's picture hangs on the Wall of Honor as a reminder of our past and a hint of our future.
PRESENT MEETING PLACE
Since that time we have added a new set of Electric Stair climbers for handicapped Brothers and Sisters who use the facilities. The building has been equipped with an alarm system and emergency generators in case of power failure. As we continue into the Twenty-First Century we are working toward carpeting the entire Lodge Area. We added new carpeting in the lobby area but the Lodge room has 1976 carpet. It has done well these past thirty years, but it's time for a change.
The Red Lion Lodge# 649 has opened its doors to the public each New Year's Eve so the people of the community can see that we have NO Secrets to hide. Each year we have more visitors and from these visits, we have gained some new members. The Officers have an Open House Night for invited men to hear about our Lodge and some of the community activities we have. Each year we give Scholarships to three area high schools and present the money at a stated meeting. Over the years we have sponsored baseball for youth teams, and each year we hold a golf outing to benefit our scholarship fund.
In these One Hundred Years, we have evolved from meeting on the third floor of an apartment building to the third floor of a bank building to our permanent home in our own Lodge Building. In this time span, we have created over One Thousand Masons from the surrounding area and have been recognized as one of the better-attended Lodges for our District each month. What do we have planned for the next One Hundred Years?
We will remain men of charity and good work through our humanitarian commitment to all mankind.
SO MOTE IT BE
23 W. High St.


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text:
Q: MVC Razor view nested foreach's model Imagine a common scenario, this is a simpler version of what I'm coming across.  I actually have a couple of layers of further nesting on mine....
But this is the scenario
Theme contains List
Category contains List
Product contains List
My Controller provides a fully populated Theme, with all the Categories for that theme, the Products within this categories and the their orders.
The orders collection has a property called Quantity (amongst many others) that needs to be editable.
@model ViewModels.MyViewModels.Theme

@Html.LabelFor(Model.Theme.name)
@foreach (var category in Model.Theme)
{
   @Html.LabelFor(category.name)
   @foreach(var product in theme.Products)
   {
      @Html.LabelFor(product.name)
      @foreach(var order in product.Orders)
      {
          @Html.TextBoxFor(order.Quantity)
          @Html.TextAreaFor(order.Note)
          @Html.EditorFor(order.DateRequestedDeliveryFor)
      }
   }
}

If I use lambda instead then then I only seem to get a reference to the top Model object, "Theme" not those within the foreach loop.
Is what I'm trying to do there even possible or have I overestimated or misunderstood what is possible?
With the above I get an error on the TextboxFor, EditorFor, etc

CS0411: The type arguments for method
  'System.Web.Mvc.Html.InputExtensions.TextBoxFor(System.Web.Mvc.HtmlHelper,
  System.Linq.Expressions.Expression>)'
  cannot be inferred from the usage. Try specifying the type arguments
  explicitly.

Thanks.

A: You could add a Category partial and a Product partial, each would take a smaller part of the main model as it's own model, i.e. Category's model type might be an IEnumerable, you would pass in Model.Theme to it.  The Product's partial might be an IEnumerable that you pass Model.Products into (from within the Category partial).
I'm not sure if that would be the right way forward, but would be interested in knowing.
EDIT
Since posting this answer, I've used EditorTemplates and find this the easiest way to handle repeating input groups or items.  It handles all your validation message problems and form submission/model binding woes automatically.

A: The quick answer is to use a for() loop in place of your foreach() loops. Something like:
@for(var themeIndex = 0; themeIndex < Model.Theme.Count(); themeIndex++)
{
   @Html.LabelFor(model => model.Theme[themeIndex])

   @for(var productIndex=0; productIndex < Model.Theme[themeIndex].Products.Count(); productIndex++)
   {
      @Html.LabelFor(model=>model.Theme[themeIndex].Products[productIndex].name)
      @for(var orderIndex=0; orderIndex < Model.Theme[themeIndex].Products[productIndex].Orders; orderIndex++)
      {
          @Html.TextBoxFor(model => model.Theme[themeIndex].Products[productIndex].Orders[orderIndex].Quantity)
          @Html.TextAreaFor(model => model.Theme[themeIndex].Products[productIndex].Orders[orderIndex].Note)
          @Html.EditorFor(model => model.Theme[themeIndex].Products[productIndex].Orders[orderIndex].DateRequestedDeliveryFor)
      }
   }
}

But this glosses over why this fixes the problem.
There are three things that you have at least a cursory understanding before you can resolve this issue. I have
to admit that I cargo-culted this
for a long time when I started working with the framework. And it took me quite a while
to really get what was going on.
Those three things are:

*

*How do the LabelFor and other ...For helpers work in MVC?

*What is an Expression Tree?

*How does the Model Binder work?

All three of these concepts link together to get an answer.
How do the LabelFor and other ...For helpers work in MVC?
So, you've used the HtmlHelper<T> extensions for LabelFor and TextBoxFor and others, and
you probably noticed that when you invoke them, you pass them a lambda and it magically generates
some html. But how?
So the first thing to notice is the signature for these helpers. Lets look at the simplest overload for
TextBoxFor
public static MvcHtmlString TextBoxFor<TModel, TProperty>(
    this HtmlHelper<TModel> htmlHelper,
    Expression<Func<TModel, TProperty>> expression
)

First, this is an extension method for a strongly typed HtmlHelper, of type <TModel>. So, to simply
state what happens behind the scenes, when razor renders this view it generates a class.
Inside of this class is an instance of HtmlHelper<TModel> (as the property Html, which is why you can use @Html...),
where TModel is the type defined in your @model statement. So in your case, when you are looking at this view TModel
will always be of the type ViewModels.MyViewModels.Theme.
Now, the next argument is a bit tricky. So lets look at an invocation
@Html.TextBoxFor(model=>model.SomeProperty);

It looks like we have a little lambda, And if one were to guess the signature, one might think that the type for
this argument would simply be a Func<TModel, TProperty>, where TModel is the type of the view model and TProperty
is inferred as the type of the property.
But thats not quite right, if you look at the actual type of the argument its Expression<Func<TModel, TProperty>>.
So when you normally generate a lambda, the compiler takes the lambda and compiles it down into MSIL, just like any other
function (which is why you can use delegates, method groups, and lambdas more or less interchangeably, because they are just
code references.)
However, when the compiler sees that the type is an Expression<>, it doesn't immediately compile the lambda down to MSIL, instead it generates an
Expression Tree!
What is an Expression Tree?
So, what the heck is an expression tree. Well, it's not complicated but its not a walk in the park either. To quote ms:
| Expression trees represent code in a tree-like data structure, where each node is an expression, for example, a method call or a binary operation such as x < y.
Simply put, an expression tree is a representation of a function as a collection of "actions".
In the case of model=>model.SomeProperty, the expression tree would have a node in it that says: "Get 'Some Property' from a 'model'"
This expression tree can be compiled into a function that can be invoked, but as long as it's an expression tree, it's just a collection of nodes.
So what is that good for?
So Func<> or Action<>, once you have them, they are pretty much atomic. All you can really do is Invoke() them, aka tell them to
do the work they are supposed to do.
Expression<Func<>> on the other hand, represents a collection of actions, which can be appended, manipulated, visited, or compiled and invoked.
So why are you telling me all this?
So with that understanding of what an Expression<> is, we can go back to Html.TextBoxFor. When it renders a textbox, it needs
to generate a few things about the property that you are giving it. Things like attributes on the property for validation, and specifically
in this case it needs to figure out what to name the <input> tag.
It does this by "walking" the expression tree and building a name. So for an expression like model=>model.SomeProperty, it walks the expression
gathering the properties that you are asking for and builds <input name='SomeProperty'>.
For a more complicated example, like model=>model.Foo.Bar.Baz.FooBar, it might generate <input name="Foo.Bar.Baz.FooBar" value="[whatever FooBar is]" />
Make sense? It is not just the work that the Func<> does, but how it does its work is important here.
(Note other frameworks like LINQ to SQL do similar things by walking an expression tree and building a different grammar, that this case a SQL query)
How does the Model Binder work?
So once you get that, we have to briefly talk about the model binder. When the form gets posted, it's simply like a flat
Dictionary<string, string>, we have lost the hierarchical structure our nested view model may have had. It's the
model binder's job to take this key-value pair combo and attempt to rehydrate an object with some properties. How does it do
this? You guessed it, by using the "key" or name of the input that got posted.
So if the form post looks like
Foo.Bar.Baz.FooBar = Hello

And you are posting to a model called SomeViewModel, then it does the reverse of what the helper did in the first place. It looks for
a property called "Foo". Then it looks for a property called "Bar" off of "Foo", then it looks for "Baz"... and so on...
Finally it tries to parse the value into the type of "FooBar" and assign it to "FooBar".
PHEW!!!
And voila, you have your model. The instance the Model Binder just constructed gets handed into requested Action.

So your solution doesn't work because the Html.[Type]For() helpers need an expression. And you are just giving them a value. It has no idea
what the context is for that value, and it doesn't know what to do with it.
Now some people suggested using partials to render. Now this in theory will work, but probably not the way that you expect. When you render a partial, you are changing the type of TModel, because you are in a different view context. This means that you can describe
your property with a shorter expression. It also means when the helper generates the name for your expression, it will be shallow. It
will only generate based on the expression it's given (not the entire context).
So lets say you had a partial that just rendered "Baz" (from our example before). Inside that partial you could just say:
@Html.TextBoxFor(model=>model.FooBar)

Rather than
@Html.TextBoxFor(model=>model.Foo.Bar.Baz.FooBar)

That means that it will generate an input tag like this:
<input name="FooBar" />

Which, if you are posting this form to an action that is expecting a large deeply nested ViewModel, then it will try to hydrate a property
called FooBar off of TModel. Which at best isn't there, and at worst is something else entirely. If you were posting to a specific action that was accepting a Baz, rather than the root model, then this would work great! In fact, partials are a good way to change your view context, for example if you had a page with multiple forms that all post to different actions, then rendering a partial for each one would be a great idea.

Now once you get all of this, you can start to do really interesting things with Expression<>, by programatically extending them and doing
other neat things with them. I won't get into any of that. But, hopefully, this will
give you a better understanding of what is going on behind the scenes and why things are acting the way that they are.

A: When you are using foreach loop within view for binded model ...
Your  model is supposed to be in listed format.
i.e
@model IEnumerable<ViewModels.MyViewModels>

        @{
            if (Model.Count() > 0)
            {

                @Html.DisplayFor(modelItem => Model.Theme.FirstOrDefault().name)
                @foreach (var theme in Model.Theme)
                {
                   @Html.DisplayFor(modelItem => theme.name)
                   @foreach(var product in theme.Products)
                   {
                      @Html.DisplayFor(modelItem => product.name)
                      @foreach(var order in product.Orders)
                      {
                          @Html.TextBoxFor(modelItem => order.Quantity)
                         @Html.TextAreaFor(modelItem => order.Note)
                          @Html.EditorFor(modelItem => order.DateRequestedDeliveryFor)
                      }
                  }
                }
            }else{
                   No Theam avaiable
            }
        }

A: You can simply use EditorTemplates to do that, you need to create a directory named "EditorTemplates" in your controller's view folder and place a seperate view for each of your nested entities (named as entity class name)
Main view :
@model ViewModels.MyViewModels.Theme

@Html.LabelFor(Model.Theme.name)
@Html.EditorFor(Model.Theme.Categories)

Category view (/MyController/EditorTemplates/Category.cshtml) :
@model ViewModels.MyViewModels.Category

@Html.LabelFor(Model.Name)
@Html.EditorFor(Model.Products)

Product view (/MyController/EditorTemplates/Product.cshtml) :
@model ViewModels.MyViewModels.Product

@Html.LabelFor(Model.Name)
@Html.EditorFor(Model.Orders)

and so on
this way Html.EditorFor helper will generate element's names in an ordered manner and therefore you won't have any further problem for retrieving the posted Theme entity as a whole

A: It is clear from the error.
The HtmlHelpers appended with "For" expects lambda expression as a parameter.
If you are passing the value directly, better use Normal one.
e.g.
Instead of TextboxFor(....) use Textbox()
syntax for TextboxFor will be like Html.TextBoxFor(m=>m.Property)
In your scenario you can use basic for loop, as it will give you index to use.
@for(int i=0;i<Model.Theme.Count;i++)
 {
   @Html.LabelFor(m=>m.Theme[i].name)
   @for(int j=0;j<Model.Theme[i].Products.Count;j++) )
     {
      @Html.LabelFor(m=>m.Theme[i].Products[j].name)
      @for(int k=0;k<Model.Theme[i].Products[j].Orders.Count;k++)
          {
           @Html.TextBoxFor(m=>Model.Theme[i].Products[j].Orders[k].Quantity)
           @Html.TextAreaFor(m=>Model.Theme[i].Products[j].Orders[k].Note)
           @Html.EditorFor(m=>Model.Theme[i].Products[j].Orders[k].DateRequestedDeliveryFor)
      }
   }
}

A: Another much simpler possibility is that one of your property names is wrong (probably one you just changed in the class).  This is what it was for me in RazorPages .NET Core 3.

redpajama_set_name: RedPajamaStackExchange


text:
<?php
namespace FrontUsers\Controller;

use FrontCore\Adapters\AbstractCoreActionController;

class RolesAclLinksAdminController extends AbstractCoreActionController
{
	/**
	 * Container for Front User Roles Model
	 * @var \FrontUsers\Models\FrontUserRolesAdminModel
	 */
	protected $model_user_roles;

	/**
	 * Container for the Front User Roles Acl Links Model
	 * @var \FrontUsers\Models\FrontUsersRolesAclLinksModel
	 */
	protected $model_role_acl_links;

	/**
	 * Displays a list of resources allocated to a role
	 * @see \Zend\Mvc\Controller\AbstractActionController::indexAction()
	 */
	public function indexAction()
	{
		$role_id = $this->params()->fromRoute("role_id");

		//load role data
		$objRole = $this->getUserRolesModel()->fetchUserRole($role_id);

		//load role acl resources data
		$objResources = $this->getRoleAclLinksModel()->fetchRoleAclResourceAllocations($role_id);

		return array(
				"objRole" => $objRole,
				"objResources" => $objResources,
		);
	}//end function

	public function listAclResourcesAction()
	{
		$role_id = $this->params()->fromRoute("role_id");

		//load role data
		$objRole = $this->getUserRolesModel()->fetchUserRole($role_id);
		if (is_numeric($objRole->get("fk_id_common_user_roles")))
		{
			$this->flashMessenger()->addInfoMessage("Standard Role resources cannot be amended");

			//redirect to user role index page
			return $this->redirect()->toRoute("front-users-roles/admin");
		}//end if

		//load the Core Resources
// 		$objCoreAclResources = $this->getRoleAclLinksModel()->fetchCoreAclResources($role_id);

		//load the API Resources
		$objApiAclResources = $this->getRoleAclLinksModel()->fetchApiAclResources($role_id);

		return array(
				"objRole" => $objRole,
// 				"objCoreAclResources" => $objCoreAclResources,
				"objApiAclResources" => $objApiAclResources,
		);
	}//end function

	public function allocateAclResourceAction()
	{
		$role_id = $this->params()->fromRoute("role_id");

		//load role data
		$objRole = $this->getUserRolesModel()->fetchUserRole($role_id);
		if (is_numeric($objRole->get("fk_id_common_user_roles")))
		{
			$this->flashMessenger()->addInfoMessage("Standard Role resources cannot be amended");

			//redirect to user role index page
			return $this->redirect()->toRoute("front-users-roles/admin");
		}//end if

		$resource_type = $this->params()->fromRoute("type", "");
		$resource_id = $this->params()->fromRoute("resource_id", "");

		if ($resource_type == "" || $resource_id == "")
		{
			//set error message
			$this->flashMessenger()->addErrorMessage("Resource could not be loaded. Required Information is missing");

			//redirect back the role acl link index page
			return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $role_id));
		}//end if

		//load the form
		$form = $this->getRoleAclLinksModel()->getRoleAclResourceAllocateSystemForm();

		switch ($resource_type)
		{
			case "api":
				$objResource = $this->getRoleAclLinksModel()->fetchApiAclResource($resource_id);
				//amend some values to bind to the form
				$objResource->set("fk_id_api_acl_resources", $objResource->id);
				break;

			case "core":
				$objResource = $this->getRoleAclLinksModel()->fetchCoreAclResource($resource_id);
				//amend some values to bind to the form
				$objResource->set("fk_id_core_acl_resources", $objResource->id);
				break;

			default:
				//set error message
				$this->flashMessenger()->addErrorMessage("Resource could not be loaded. Invalid resource type specified");

				//redirect back the role acl link index page
				return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $role_id));
				break;
		}//end switch

		//add role id to entity
		$objResource->set("fk_id_users_roles", $role_id);

		//bind resource data to the form
		$form->bind($objResource);

		$request = $this->getRequest();
		if ($request->isPost())
		{
			$form->setData($request->getPost());
			if ($form->isValid())
			{
				try {
					//extract data from the form
					$objRoleAclResourceLink = $form->getData();

					//create the link
					$this->getRoleAclLinksModel()->createRoleAclResourceLink($objRoleAclResourceLink, $resource_type);

					//set success message
					$this->flashMessenger()->addSuccessMessage("Resource has been allocated to role successfully");

					//redirect back to the role acl links index page
					return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $role_id));
				} catch (\Exception $e) {
					$form_message = $this->frontControllerErrorHelper()->formatErrors($e);
				}//end catch
			}//end function
		}//end if

		return array(
				"objRole" => $objRole,
				"objResource" => $objResource,
				"form" => $form,
				"form_message" => $form_message,
		);
	}//end function

	public function updateAclResourceAction()
	{
		/**
		 * Role id is substituted for the Role Acl Link record id
		 */
		$resource_id = $this->params()->fromQuery("rid");

		//load the form
		$form = $this->getRoleAclLinksModel()->getRoleAclResourceAllocateSystemForm();

		//load the Role Acl Resouce
		$objResource = $this->getRoleAclLinksModel()->fetchRoleAclResourceRecord($resource_id);

		//load the role from the data received
		$objRole = $this->getUserRolesModel()->fetchUserRole($objResource->get("fk_id_users_roles"));

		$form->bind($objResource);

		$request = $this->getRequest();
		if ($request->isPost())
		{
			$form->setData($request->getPost());
			try {
				if ($form->isValid())
				{
					$objResource = $form->getData();

					//set resource id from route
					$objResource->set("id", $resource_id);

					//update the resource
					$objResource = $this->getRoleAclLinksModel()->updateRoleAclResourceLink($objResource);

					//set success message
					$this->flashMessenger()->addSuccessMessage("Role Resouce has been updated successfully");

					//redirect back to the role resources index page
					return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $objResource->get("fk_id_users_roles")));
				}//end if
			} catch (\Exception $e) {
				//set error message
				$this->flashMessenger()->addErrorMessage($e->getMessage());

				//redirect back to the roles index page as we dont know if we wont have the role id
				return $this->redirect()->toRoute("front-users-roles/admin");
			}//end if
		}//end if

		return array(
				"objRole" => $objRole,
				"form" => $form,
		);
	}//end function

	public function deleteAclResourceAction()
	{
		/**
		 * Role id is substituted for the Role Acl Link record id
		 */
		$role_id = $this->params()->fromRoute("role_id");
		$resource_id = $this->params()->fromQuery("rid", "");

		if ($resource_id == "")
		{
			$this->flashMessenger()->addErrorMessage("Resource cannot be removed. ID is not set");
			//return to the index page
			return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $role_id));
		}//end if

		$request = $this->getRequest();
		if ($request->isPost())
		{
			if ($request->getPost("delete") == "Yes")
			{
				try{
					//load the entity
					$objRoleAclResourceLink = $this->getRoleAclLinksModel()->fetchRoleAclResourceRecord($role_id);

					//delete the record
					$this->getRoleAclLinksModel()->deleteRoleAclResourceLink($objRoleAclResourceLink);

					//set success message
					$this->flashMessenger()->addSuccessMessage("Role Resource has successfully been removed");
				} catch (\Exception $e) {
    				//set error message
    				$this->flashMessenger()->addErrorMessage($this->frontControllerErrorHelper()->formatErrors($e));
				}//end catch
			}//end if

			//return to the index page
			return $this->redirect()->toRoute("front-role-acl-links/admin", array("role_id" => $role_id));
		}//end if
	}//end function

	/**
	 * Create an instance of the Front User Roles Admin Model using the Service Manager
	 * @return \FrontUsers\Models\FrontUserRolesAdminModel
	 */
	private function getUserRolesModel()
	{
		if (!$this->model_user_roles)
		{
			$this->model_user_roles = $this->getServiceLocator()->get("FrontUsers\Models\FrontUserRolesAdminModel");
		}//end function

		return $this->model_user_roles;
	}//end function

	/**
	 * Create an instance of the Front Users Roles Acl Links Model using the Service Manager
	 * @return \FrontUsers\Models\FrontUsersRolesAclLinksModel
	 */
	private function getRoleAclLinksModel()
	{
		if (!$this->model_role_acl_links)
		{
			$this->model_role_acl_links = $this->getServiceLocator()->get("FrontUsers\Models\FrontUsersRolesAclLinksModel");
		}//end if

		return $this->model_role_acl_links;
	}//end function
}//end class

redpajama_set_name: RedPajamaGithub


Technological advancements have allowed us to build robotic space probes to remotely explore the solar system. Interstellar robotic missions are under serious consideration. Advanced extant extraterrestrial civiliza- tions within the galaxy, if they exist, are very likely exploring with robotic probes as well, some of which may have reached our solar system and taken an interest in life on Earth. Recent technological advances make it possible to conduct a scientific search for evidence of extraterrestrial interstellar robotic probes. Modern solid-state sensing devices and scientific instruments, combined with high-speed computer hardware, can be used in an effort to detect the physical presence of a probe. The SETV (Search for Extraterrestrial Visitation) model is new and an offspring of SETA (artifacts) and SETI. SETV includes the construction of passive autonomous data acquisition platforms using "commercial off-the-shelf" hardware, to collect reliable and unambiguous data on anomalous observational phenomena that may be ETI probes. The SETV hypothesis and experimental methods will be described. The SETV hypothesis can be experimentally tested and attempts to statistically reject a null hypothesis which states that ETI probes do not exist. SETV Pre and Post-detection protocols are necessary and will be examined. SETV is a timely, results-oriented, method worthy of serious consideration in our continuing desire to answer the question "Are we alone?".


Facebook and Twitter access via mobile browsers has grown by triple-digits in the past year, according to the latest research from comScore.
More than a quarter (30.8%) of smartphone users accessed social networking sites via their mobile browser in January, up 8.3 points from 22.5 percent one year ago. Access to Facebook via mobile browser climbed 112 percent in the past year, while Twitter soared 347 percent.
"Social networking remains one of the most popular and fastest-growing behaviors on both the PC-based Internet and the mobile Web," said Mark Donovan, comScore senior vice president of mobile.
"Social media is a natural sweet spot for mobile since mobile devices are at the center of how people communicate with their circle of friends, whether by phone, text, email, or, increasingly, accessing social networking sites via a mobile browser."
In January, 11.1 percent of all mobile phone users accessed a social networking site via mobile browser, an increase of 4.6 percentage points from the previous year. Much of the growth is due to smartphone owners accessing social networking sites on their mobile browsers. Just 6.8 percent of feature phone users accessed social networking sites on their mobile phones.
Access to the most popular social networking sites via mobile browser continues to see significant growth. In January, 25. 1 million mobile users accessed Facebook, up 112 percent from the previous year. MySpace attracted 11.4 million users about half that of Facebook during the month.
Facebook's mobile browser audience surpassed MySpace in February 2009, three months earlier than the Facebook audience climbed past that of MySpace on the PC-based Internet in May 2009.
Twitter, which has experienced solid growth in both mobile and PC-based visitation, attracted 4.7 million mobile users in January, up 347 percent over the previous year.
Facebook To Position Public Policy Experts In D.C.


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text:
How to avoid a transformational flop
by Kevin Gale
Change management experts shared plenty of insight in "Incorporating New Technologies into Existing Business Processes," the latest installment of SFBW's "Digital South Florida" series. The panelists:
• Maria Hernandez, innovation technology executive at Southern Glazer's Wine and Spirits, the top distributor of wine and spirits in the United States. She has held senior positions at IBM, Modernizing Medicine and DHL Express.
• Stephen Garber, founder and CEO of Third Level. He is an international executive coach, mediator, facilitator, trainer and public speaker. His clients have included Rolls Royce, British Nuclear, Accenture and Lloyds Bank.
• Jonathan Wolfe, a senior director of the audit services department for AutoNation, which provides predictive data analytic models and consultation on operational best practices. He has been an executive at Rosetta Stone, Gibraltar Private Bank & Trust and LNR Property Corp.
The moderator was Chris Nielsen, the founder of Levatas, an AI company with expertise in computer vision, predictive analytics and custom software solutions. It has more than 100 professionals and its clients include Royal Caribbean, HSBC, Ryder and Slimfast.
Here are highlights of the discussion, edited for brevity and clarity. The event was held at the Boca Raton Innovation Campus.
Tell us a little bit about your role, and what drives the innovation that's happening at your company?
Hernandez: My role is all about bringing innovation to Southern Glazer's. We are currently the No. 1 distributor of wine and spirits, so the challenge is to stay No. 1. What my team does is, basically, look at new technologies, emerging technologies. We look at the business needs, and then marry the two.
Garber: Our job is to actually help people understand the impact of innovation. The real heart when we create this value is getting people to talk about what that innovation will bring, what the challenges of it will be, and also to identify what this innovation has to be done with—not to. The whole organization has to buy into it, or it will be sabotaged or it just won't work. One of my favorite little slides is three silos, with the boss saying, "We need digital innovation." And the first silo says, "I'm sales, I know what the customer wants." The second silo says, "I'm IT, and I know how to do this." And the third one says, "I'm the CFO, where's my shiny object that I just paid for?" When we have that kind of a mindset, it doesn't work. Well, our job is to help them to understand each other and the challenges involved.
Wolfe: How many of you, raise your hands, like the car-buying experience? One person? That's what's driving our innovation right now at AutoNation. It's the fact that people hate buying a car. A lot of where we're going with AutoNation is a lot of what you guys have talked about as far as AI [artificial intelligence] and machine learning and how we interact with our customers and a lot of the products and services that we're going to be offering to our clientele, which is the end customer driving the car as well as some of the businesses that we do support. My role is specifically to make sure that they do it right. So, a lot of the implementation people come up with amazing ideas. I have a very diverse background. I've run IT departments. I'm a CPA [certified public accountant]. I have compliance understanding. I have risk management understanding. So, you actually have a conversation with somebody who's saying, "Hey, I want to do this" and they don't realize there is potentially a stakeholder that needs to be at the meeting to actually effectively implement it."
How do you go about setting a vision for innovation within your position?
Hernandez: There's actually a process and you envision what you want it to look at. I hate to use the word "process," but it's just a way for us to kind of follow the roadmap, where we take ideas from the business side of the house. We do have what we call a discovery phase, too, and then start looking at what technologies might apply to that idea. That's where we test the ideas. We do produce proofs of concepts just to make sure that is yielding the results that we need before we go spend millions of dollars. If they are successful, we turn them over to be implemented companywide.
Garber: Visionwork, we find, is actually the first thing to do. First is, "What's the purpose of this innovation?" And then, "What is it supposed to look like?" It's really surprising how many people, particularly techies, for whom vision is not their thing. A lot of times what we find really works is to take organizations outside of their own industry and bring them to other places and have them learn the story of how did this happen? How did you get to this level of innovation? What was your vision then? Many times, it really does take an evangelist, someone who is the visionary, who was willing to hold that vision and help people over time, understand that vision and how it might apply.
Wolfe: I think part of the vision is listening to your teams, listening to your clients, listening to what is not working, keeping, obviously, an eye out on what the landscape is on your competitors and what they're doing to garner ideas. I read all the time. That really allows me to learn what's going on in the marketplace. Technology for technology's sake doesn't always work. You really need to have a real purpose for it—it's going to be engaged, it's going to be utilized and then it's going to create some kind of value whether it's tangible or intangible. And then taking that vision and making sure that you can quantify that to the stakeholders, which may be your board of directors, it could be investors, it could be a lot of different individuals within the organization that you have to now sell this to in some ways. Obviously, there's always going to be dollars and costs associated with it, but once you do have that, and it makes logical sense, then you can kind of go down to the tactical execution.
What challenges have you run into around either culture, skill sets or budgets?
Wolfe: I think talent is obvious and skill set is probably No. 1 on the list. In my mind, you can always figure out the budgets. We implemented robotics at our organization. So, we have software robots that are doing transactions for us our shared service center and doing things that the normal folks would do at their everyday job. But the challenge is that: "OK, well, now we want to scale the robots." And so everybody's now thinking of ideas of how they can use a robot to do a thing within their department. And then they say, "Well, OK, the department that actually manages the robots has a very limited capacity. So, then it goes into a queue and nobody wants to wait 6-12 months for the queue to get worked through to get to their robot." So, then they started going down the path of "Oh, I want to implement my own robot, so I'm gonna learn how to do this." And of course, you're talking people who are noncoders. So, it's a challenge for them to really even implement that software, or even effectively implement that software or manage it and maintain it on a going-forward basis. So, I think the skills that are needed oftentimes in the organization is a challenge for industries as well as marketplaces as well as for products potentially even that you're trying to sell.
Garber: Is anybody else in this room old enough to remember a transom? What a transom is, when "you throw stuff over the transom?" A transom is a window above a door that, in old office buildings, used to be used for ventilation. And a big part of the challenge is the organization wants to throw or take whatever they've done and throw it over the transom to the other department, so that they then can look at it, because they're the experts there. The biggest challenge we find in the organizations is finding people to easily move into different conversations about different parts of the project, the common mindset when people really understand the why. Why are we doing this? If I use AutoNation as an example, if you don't change your customers' experience of buying cars, you won't have customers buying cars, because everyone else is doing transformation as well. So, we really need to have an understanding of, it's not just survival, but how do we thrive, and how do we have fun and passion, doing what we're doing? So, it has to be that collective mindset. As we get really excited about this new thing we're going to do, then there's that unintended consequence. A lot of time technology represents a threat to people in the organization: "I'm going to lose my job. I will no longer be important. I will no longer be relevant." So, we can help people understand that what you do today showing up sitting at that desk, doing a job that may be irrelevant, doesn't mean you are irrelevant. You have an opportunity to learn and grow.
Hernandez: What I find is the challenges of getting senior leaders in the rest of the company to really, align around the appetite, tolerance for taking the risks of investing in something that you may not have metrics for. With innovation, there's this whole fun aspect to it—you're working with new technologies and all that. But this is really grounded on business decisions and goals and understanding that tolerance or appetite for innovation and what sort of level of innovation that a company wants to pursue. I think it's a big challenge to align the company behind it.
When adopting new technologies, you'll have the ability to buy or build. Do you have a preference or a tendency?
Wolfe: My mantra has been that you assess-buy first because that's more of the ready-out-of-the-box. The widget may already be there. Usually, on the buy side, you're more often than not expediting your timeline to success or to the implementation of whatever that technology is. The build side obviously takes skills. It takes a longer lead time, or testing how well and how effective can you really do it. When I was at Rosetta Stone, we had at the time a boxed CD product, the language software, and we were going to move it to the cloud. So, we're going to make it software as a service. And the conversation at the executive committee meeting was, "What do we do? Do we build it or do we buy it?" And the software developer basically said, "Well, if we build it's going to take us 18 months, and it will take a long lead time, it's going to cost this much money and these are where the developers are, and this is how we're going to do it. Or we can go buy a company, which we had targeted already, and it was going to take us about six months to basically implement." So, it moved up the timeline dramatically. Think about the velocity of risk relative to business where you can have a company successful now and in 18 months or with a certain innovation, it's gone the next day. And it happened a little bit actually with Rosetta Stone in the sense that they realized software providers were creating these apps—Duolingo was one of them—where they were doing crowdsourcing, they were building content at an exceptionally fast rate. The content wasn't as good as ours, but they were building it and people were getting and it was free. We knew the writing was on the wall at that point that we had to do something different. We couldn't be a $199 boxed CD product anymore. We had to move very quickly.
Garber: Whichever way you go, be sure to have somebody there to help you make it happen quickly.
Hernandez: I'm going to answer this one with "it depends really on the situation." You know, the use case that you have in front of you. I've done both, and there's pros and cons to each as Jonathan mentioned. Usually, because I'm exploring very bleeding-edge technologies, what I find is when I do want to go buy, there really aren't that many vendors out there for me to do business with. So, I'm kind of stuck having to do it myself or with a team and so that has been the situation. Or, when I buy, I have to customize on top of what I buy. So, so I seem to sometimes get myself into sort of a gray area between having to buy and customize.
What technology have you seen not live up to its hype?
Wolfe: I brought in robotics for us and the software of it doing transactions and everybody was going to say like you're describing it—it was going to revolutionize the world. Everybody's gonna be out of their jobs and these robots are going to be doing all the pushing of transactions and all this stuff. And what we realize is, it's just almost like a zero sum cost at the end of the day. All it does is reallocate the resource to focus on something more value-added. At the end of the day, somebody goes, "Well, this robot goes out to this website and pulls down a bank statement. That's all it does. But, now, that clerk doesn't have to go do that. And now that clerk can go analyze the bank statement and make a decision. This is where I can change my talent pool to start focusing on other higher value things.
Hernandez: There's a lot of hype around blockchain. It reminds me of cloud [technology] about 10 years ago—a lot of buzz around cloud computing, and look where we are with cloud today. So, I think with blockchain, what's happening is it's still too early in sort of the adoption scale. I'm still trying to figure out a really good use case for it. I know there's some out there. Food trust is one of the blockchains, you know, tracking, sort of, the food supply chain. I think there was just like the scare around lettuce, right? So tracing it back to where was that lettuce grown in what farm and what country and all that. But from a business perspective, at least for the logistics industry and the distribution industry that I'm in, where you would think a blockchain would be such a natural, I'm still not there. Maybe a year from now we'll have a different answer.
Garber: A large bank decided to totally revamp the branch network, which was decreasingly important over time. These people do their banking on their phones now, ever so much more. They decided to implement the use of an iPad-like device in the branches. They ended up having a complete disaster where not only customers, but colleagues were literally throwing the things away and saying, "This just doesn't work." They quickly fixed it, but it was not a good reflection on the digital transformation department of the organization.
We are of the opinion that blockchain will be behind a lot of future technologies. It got overhyped, it got called out by name. It will be here. Yeah, not yet. What drives you more— adopting fast or not fast enough?
Wolfe: I think what scares me more is not adopting fast enough. If you adopt too quickly, you can you can figure it out. Maybe it breaks, you can kind of build it, get it back on track. If you don't adopt fast enough you may be out of business at the end of the day.
Garber: If you're in a legacy organization and you adopt too fast, you're going to have chaos in your organization, if you really aren't paying attention to how to do it well. You may implode as opposed to be under attack from outside and lose. If you're in a startup or a younger organization, where failing fast works—where people use the same, oops, "OK, let's go back and start over"—then I think fast is definitely the way to go. You really need to be able to be telling yourselves and each other the truth about is it working or isn't it working? Can we make it work? Do we need to move into something else quickly? So, don't just think, OK, we're going to go fast, and it's going to work or we're going to go slow and it's going to work. It has to be a constant feedback loop to be able to adapt.
Hernandez: I tend to side with really move fast. I've been in several industries and I go into companies not in distress, but not companies that are saying, "Oh, my gosh, we're going to do innovation otherwise we're out of business." These are companies that are growing, doing extremely well and deciding to be No. 1 or continuing to grow rapidly. So, they're investing in an innovation. They do that rapidly. I was in a situation where we did move fast with the technology, but the market was not ready. So that is not a good place to be either, because you just went really fast, introduced something to the market, and it flopped.
I think I might add another technology similar to blockchain where it just got all this hype: Virtual Reality hasn't hit yet. We talked about it. It's coming. It will have uses. Could you tell us a little bit about an innovation in your next 12 months that you are most excited about?
Wolfe: I think for us and my department, specifically, we're doing a lot with predictive analytics. Looking at how we can identify a problem, a challenge, a risk before it happens, and really trying to move up the timeline. We have situations where we'll have something go sideways within the organization, and it's been festering for six months, 12 months, 18 months, two years, and you're like, "Why didn't we know about this sooner? Why couldn't we have caught this sooner?" And, so, we have controls and processes in place today that help manage all that. But now we're trying to innovate and move up the timelines that when it happens its instantaneous and we can react to it very quickly.
Then you move to the next evolution of prescriptive analytics: Not just what happened, what do we think will happen, but what should we do about what we think is going to happen? That's when you can start triggering all sorts of increased customer satisfaction, and build brand loyalty.
Garber: So Lloyds is the largest bank by far in Britain. They went from eight years ago, when I started in the digital space with them, having somewhere south of 20 percent of new customers come from digital portals. It's now over 80 percent. They recognized to really be successful for the long term, they needed actually take some of their best and brightest. They bought into a firm that would do it, Thought Machine [a banking technology platform]. They created what I call a skunkworks, where the best and the brightest are going offsite to go design this brand new thing that will probably have blockchain as part of the technology, because it does apply in finance. They will build this new thing over here with no customers, then test as you talked about, and then their idea is to lift and drop. So that, to me, is what I think companies large and small need to do.
Hernandez: I'm superexcited about computer vision. This is different than [augmented reality] AR and [virtual reality] VR. We are using OCR technology, optical character recognition technology. As you can imagine, in the wine and spirits industry, there are lots of labels. If you have a winery in Napa, they're worried about making wine, they're not worried about putting information in digital form. So, one of the things that we just completed testing is using computer vision to scan the back of a wine bottle. There's lots of information behind that label. Everything from where the wine and the grapes come from and what we call tasting notes. We want to capture that information and the easiest, fastest way to do that is through this computer vision technology. So, we're superexcited about the possibilities of going into wine stores and scanning the shelves. That's another thing as we deal with retailers is, how do we use a smartphone to scan the shelves and then give them some of the digital data back as to what's selling, what's not selling, are things in the right place at the on the shelves. So, there are lots of use cases or applications for computer vision. ♦
Arnaldo Roza and Chris Johnson
Christina Brinegar and Dennis Custage
Alex Ortiz, Albion Stiffler, Stephen Kelly and Alan Forbes
Panelists and the moderator: Maria Hernandez, Stephen Garber, Chris Nielsen and Jonathan Wolfe
Cecil Kidd, the new CEO of event sponsor TechLauderdale and SFBW Editor-in-Chief Kevin Gale
Cammi Clark and Monika Henson
Danielle Vennett of the Boca Raton Innovation Campus welcomes attendees
Kevin Gale
kgale@sfbwmag.com
Visit Lauderdale is seeking nominations for its La
Is the economy headed for a recession? See what ex
Plans are moving forward for a massive mixed-use p
As the demand for South Florida real estate contin
The Jim Moran Institute for Global Entrepreneurshi
A joint agreement for the Bahia Mar mixed-use proj
Despite a successful IT career, Payal Tak altered
Casa Bella by B&B Italia recently released plans f


Bassist Tim Lefebvre was a longtime member of the Tedeschi Trucks Band, and played on David Bowie's final album. Along with other members of the Tedeschi Trucks Band, he formed Whose Hat Is This?, an improvising collective. Their new album with MC and vocalist Kokayi is Everything's OK. In this interview, Lefebvre talks about his many musical projects as both a bassist and a producer; working with David Bowie; adapting to musical situations; and more. Learn more at timlefebvremusic.com.


A very pretty and unusual bracelet with a central Cross 'charm' flanked on either side by a small heart, all on a 7.5" sterling silver belcher chain. These bracelets have been made especially for us and are available in limited quantity in pretty floral, bright floral or denim floral prints. The crosses and hearts are made from recycled tins - a wonderful example of upcycling! The image clearly shows the bracelet with a buttefly rather than a cross but is useful to understand the design.
The cross measures 20mm x 12mm. Each heart measures 11mm x 11mm.
Colours available are aqua floral (see swallows earrings image for colour), pale blue floral (see cross earrings image), salmon and aqua floral (see butterfly bracelet image), and 'forget-me-not' pink floral, and denim blue floral (see butterfly earrings for colour). Please note that only one of each colour is available, except denim blue of which there are two. Please select from the drop down menu.


text:
/**
 * Package for calculate task.
 *@author Dmitriy Bobrov (mailto:bobrov.dmitriy@gmail.com)
 *@version $Id$
 *@since 0.1
 */
package ru.job4j.calculator;


Inspired by her Aunt Tilly, Sam Slater creates delicious and beautiful handcrafted chocolates. This independent and well regarded architect of fine chocolate treats will be coming to The Watermill to share her passion.
Hear Sam talk about her chocolatier journey and what it takes to create the perfect indulgent chocolate. Talk and tastings compulsory!


Passionate about storytelling through wedding films, let us tell yours.
One of our engagement photos in 2009!
We are Troy and Hannah Trussell, the husband and wife team that makes up Trussell Media. This video above shares a little bit about what we love about capturing weddings and who we are as people. If you think we'd do a great job for you at your wedding, please contact us. Whether you're looking for photography or videography or both on your wedding day, we'd love to meet you and talk about your special day. We love capturing the emotion through photography and telling the beautiful stories that are created on the wedding day through video. If you're getting married soon, we'd love to capture it!
Hey there! I'm Troy. I love being behind the camera whether I'm telling the story of a beautiful couples engagement or wedding day.
My guilty pleasures are watching the Bachelor and the Bachelorette with my wife, Hannah. We have 5, yes 5, wonderful little kids. They're wild banshees most days, but we love every minute of it. Hannah's pretty much a superwoman in human form.
My favorite movie is Star Wars, A New Hope, I love metal music and going hunting.


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Nursing Now supports "Covid-19: Are You OK?" campaign
Nursing Now supports the Nursing Times Covid-19: Are You OK? campaign, which aims to raise awareness of the potential long-term impact of working through the Covid-19 crisis on nurses' mental health and wellbeing (and that of other staff and pre-registration students), and to ensure they have access to sources of formal and/or informal support.
"This pandemic has affected the wellbeing of everyone in different ways, but the effects of stress are a common thread for all of us." Dr. Barbara Stilwell, Executive Director, Nursing Now.
Since the onset of the COVID-19 pandemic, there have been growing concerns around lack of equipment, heightened staff shortages, coping with deployment, the risks posed to staff themselves and their friends and families and the death of colleagues which undoubtedly all take their toll, as well as a range of other factors.
Nursing Times thinks these are all issues that need to be raised at the highest level as well as individually by trusts and other health and social care providers and plans to lobby for both short- and long-term support, with the aid of charities and politicians, and to work with organisations to highlight the existing help on offer.
NHS England has made a positive start today by announcing a mental health hotline as part of a promised package of measures to support the NHS' 1.4 million staff as they help people deal with the coronavirus.
In addition, the current crisis represents an opportunity to shine a bright light on the long-neglected area of nurse' mental health and wellbeing, which we believe should be a positive legacy.
Read more about the campaign at Covid-19: Are You OK?
Read Dr. Barbara Stilwell's op-ed published by Nursing Times on World Mental Health Day here.


Providing stylish staples for off-duty days, BOSS present this men's Full Zip Track Top featuring a light grey colourway with contrasting white details. Constructed from a cotton elastane blend, this track top features a full zip fasten, ribbed collar, cuffs and hem, piping trims to the shoulders, split kangaroo pocket, tonal stitching throughout and embroidered BOSS branding to the chest. Matching shorts available 274815. Our model is 6'0" with a 38" chest and wears a medium.


Reservations made through Avis.com may be viewed, modified or cancelled by entering the last name and confirmation number used to make a reservation. A confirmation of the reservation was sent to the email address entered during reservation.
To request a copy of your online Rental Agreement/Receipt, please select the Country of Rental, and provide your Last Name and Reservation Confirmation Number or Rental Agreement Number in the form provided. My Avis members may also login to access their Rental Agreements from their My Account page.


Writing this down so I don't forget because I think it's an interesting idea.
I've always struggled with how to make Omnimechs work in MCL. Finally it dawned on me: A Mechbay upgrade that lets you swap Omnimech configurations! Not actual customization, but simply transforming one Mech into another; load an Omnimech into the Bay, see an "Omnimech" button, and it opens a buildmenu with all available alternate configurations of that Mech.
This would obviously benefit Clans much more than IS, but IS do have a couple Omnimechs around, and not all Clan mechs are Omni. But it would definitely be a unique characteristic of Clans, and almost a counter to them not getting Perks.
EDIT: Flozi said yes, so we'll do it.
zverofaust: nothing too extreme. just being able to transform an omnimech into any of its available alternate configs.


If you're on a lower income, you might be eligible to receive a $500 bonus into your super through the Commonwealth Government's Co-Contribution Scheme.
All you need to do is make a voluntary after-tax contribution to your account, and for every dollar you pay in, you could get 50 cents from the Government (up to a maximum of $500).
Don't leave your payment until the last minute, as electronic transfers can take a few days. The ATO calculates co-contributions on the day Statewide Super receives your funds, not the date you send them.
If your total income for the 2017-18 financial year is less than $36,813 you're probably eligible to receive the full co-contribution. The co-contribution payment is reduced on a sliding scale for every dollar of your total income over $36,813, and cuts out once your total income is more than $51,813.
Even if you're self-employed, you could still receive the co-contribution.
For all the details, check out our co-contribution fact sheet, call us on 1300 65 18 65, or have a chat to one of our specialist financial advisers.
The Australian Tax Office will then calculate the co-contribution amount and pay it directly into your Statewide Super account.


The Plantagenets reigned over England longer than any other family - from Henry II, to Richard III. Four kings were murdered, two came close to deposition and another was killed in a battle by rebels. Shakespeare wrote plays about six of them, further entrenching them in the National Myth.