When you start losing your hair, it can feel like you're losing part of your identity. Hair loss may be extremely common (more than 60 million people, both male and female, currently suffer from baldness or thinning hair), but it feels anything but when you're looking in the mirror and noticing changes that are affecting your confidence and self-esteem. Unfortunately, others may also perceive you differently once you start losing your hair, and they may treat you differently based on your hairline.
Because of these challenges, many people seek out hair transplant to help restore and replenish hair that has fallen out due to genetics, aging, and other factors. Traditional hair transplant techniques have some major downsides, however: a high potential for scarring, long recovery time, and even numbness in the scalp. The good news is that transplant technology has improved immensely in recent years, and there are now more advanced options that minimize risks while providing natural-looking results. Incision-free hair restoration such as our NeoGraft treatment offers these benefits to patients, which is why Ross A. Clevens, MD, FACS offers this procedure to patients in Melbourne, FL.
What is Incisionless Hair Restoration?
Dr. Clevens employs Neograft Hair Restoration Technology and the FUE (Follicular Unit Extraction) technique. This technique involves removing individual hair follicles one by one for transplanting to other areas of the scalp. An automated system is used to remove these follicles, resulting in a highly precise, minimally-invasive procedure that allows patients to achieve natural-looking hair restoration because hairs are removed and transplanted individually.
Traditional techniques for hair transplant surgery involved the removal of a strip of tissue from the back of the scalp, which could then be dissected and transplanted to the hair loss area. This technique often resulted in a long linear scar on the back of the head and increased recovery time. This scar from traditional strip methods of hair transplantation can be easily visible, especially in individuals who wear their hair short. The FUE technique removes follicles evenly with no incisions. The results of our NeoGraft Hair Restoration method are extremely natural, and patients enjoy a shorter, more comfortable recovery period.
Both men and women with hair loss are good candidates for Dr. Clevens' incisionless follicular unit extraction restoration procedure. Patients who like to wear short hairstyles are ideal candidates for the procedure, since there will be no visible scarring through the hair after the treatment. NeoGraft Hair Restoration is also a great option for athletes and other active people, since the recovery time and activity restrictions are minimal. Patients should be in good general health and have realistic expectations for the results of the procedure.
If you are interested in learning more about hair restoration, then your first step will be a consultation with Dr. Clevens at either our Melbourne or Merritt Island office. Dr. Clevens will discuss your goals for the procedure with you, and assess your medical history to make sure you are a good candidate for hair restoration treatment. You will have a chance to learn more about the procedure and recovery, and you'll be able to ask questions and address any concerns you may have. This is a good opportunity to learn more about Dr. Clevens and ensure that you wish to move forward with NeoGraft surgery.
Our NeoGraft hair restoration is performed as an outpatient procedure, and you will be able to go home the same day. First, the back of your scalp will be anesthetized, and you will lie down comfortably on your stomach for approximately 2-4 hours as Dr. Clevens and his team extract the follicles needed for grafting, using the NeoGraft system.
Once this part of the surgery is complete, you will have a short break. Afterwards, you will sit up and the front of your scalp will receive anesthesia for your comfort. Then, all of the grafts removed from the back of your scalp will be carefully transplanted in the areas where your hair will be restored. Once this is complete, the procedure is over—there are no incisions and no sutures to place.
Before you leave, you will be equipped with the information you'll need for a successful recovery. Although many of our patients return to work the day following their procedure, you may choose to take a few days off from work while the grafts undergo initial healing. During the first week or two, your grafts will feel slightly raised. After the first few days, they will begin to scab over. You must treat your scalp gently during this time to give the grafts time to heal. You'll need to protect the grafts from wind, sun, your hands, and other hazards during the healing process. Most activities, including exercise, can be resumed in two weeks.
Will I be under general anesthesia for the procedure?
No. The procedure is not as invasive as traditional hair restoration surgery, and local anesthetic is adequate for patient safety and comfort.
How is NeoGraft different from other FUE techniques?
FUE (Follicular Unit Extraction) can be performed manually, but the NeoGraft automated system ensures speed, accuracy, and precision during the procedure. The system also helps to prevent twisting and damage to the grafts as they are extracted.
When can I exercise after NeoGraft Hair Restoration?
Though the NeoGraft procedure is minimally invasive, you will still need to allow your body to recover from the procedure and allow your grafts to heal. You may have additional activity restrictions for the first few weeks, but this information will be provided to you prior to the procedure. Most patients can return to a normal exercise routine about two weeks after surgery.
What are the risks of Incisionless Hair Restoration?
Our NeoGraft Hair Restoration treatment is a very safe surgical procedure, requiring no large incisions or sutures. Complications are rare and may include routine surgical risks like bleeding and infection.
How long will my grafts last?
Grafts are intended to be permanent, although differences in hair loss patterns could still cause future hair loss. It's important to be realistic about the potential of the procedure, and discuss all the possibilities with Dr. Clevens before you move forward.
Where will the hair be taken from?
Our NeoGraft procedure uses hair taken from the back of the scalp where it is generally more plentiful. This hair is then transplanted to the front and top of the head. This creates a more natural appearance, since the follicles produce the same type and color hair as the rest of the head. There is usually an adequate number of follicles available for transplant.
Does getting a buzz cut make the procedure simpler?
While it does make it easier for Dr. Clevens to extract the follicles, it's not always necessary to shave all the hair, if you usually wear it long. Only the pieces that will be transplanted need to be shaved, so be sure to discuss this during your consultation.
It depends. While some of the transplanted hair will remain permanently, hair restoration cannot stop all hair loss. Some patients will need to undergo maintenance and may require further transplantation procedures to continue seeing good results. You and Dr. Clevens will discuss the possible need for multiple treatments during your consultation.
Hair grows according to a cycle, and not all hair follicles are active at once. For this reason, the hair will not start growing in the transplanted follicles immediately after healing. The existing hair will fall out in about 2-3 weeks, as the cycle starts over. Then, in about 3-4 months, new hair will begin emerging in the transplanted follicles and will continue to grow normally after that point.
During the procedure, your scalp will be anesthetized for both the extraction and placement of the hair follicle grafts. You will not feel pain during the procedure, and you will be given pain medication to control any discomfort you experience during recovery. This is a much more comfortable procedure than the traditional hair transplant surgery, which involves a large incision for graft extraction.
If you think Incisionless Hair Restoration is a good option for your hair loss, then your next step is to seek help from a skilled surgeon like Ross A. Clevens, MD, FACS. Trained at Yale, Harvard, and the University of Michigan, Dr. Clevens is a double board certified facial plastic surgeon with 20 years of experience and an excellent track record of attaining natural-looking results for his patients. Call our offices in Melbourne, FL, today at 321.727.3223 to schedule a consultation with Dr. Clevens about your hair restoration goals!


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Słoneczna polityka (kor. 햇볕정책, MCR: Haetbyŏtjŏngch'aek, MOE: Haetbyeotjeongchaek) – polityka Korei Południowej względem Korei Północnej, polegająca na poprawie stosunków dwustronnych i wciąganiu Korei Północnej do współpracy polityczno-gospodarczej.

Założenia

Słoneczna polityka została wprowadzona w życie przez prezydenta Kim Dae-junga, który został wybrany na ten urząd w grudniu 1997 roku. Nowa polityka miała na celu działania w zakresie dyplomacji, polityki i gospodarki, które w wieloletniej perspektywie miały poprzez interakcje gospodarcze i społeczne umożliwić zjednoczenie obu państw. W celu realizacji tego planu ułatwiono działanie przedsiębiorstw prywatnych w Korei Północnej, Południe zobowiązało się natomiast do udzielania pomocy humanitarnej w celu przezwyciężenia klęski głodu.

Rozwój wzajemnych relacji

W ramach budowy wzajemnych relacji 11 kwietnia 1998 roku rozpoczęły się w Pekinie międzykoreańskie rozmowy na szczeblu wiceministerialnym, które zakończyły się 3 lipca z powodu stanowczego stanowiska Północy w sprawie łączenia rodzin. Za najważniejszy moment słonecznej polityki jest uznawane spotkanie prezydenta Kim Dae-junga i przywódcy Północy Kim Dzong Ila w Pjongjangu 13–15 czerwca 2000 roku.

Po spotkaniu wydane zostało wspólne oświadczenie o dążeniu do zjednoczenia na zasadzie kompromisu między południowokoreańską koncepcją konfederacji i północnokoreańską koncepcją luźnej federacji, pomocy humanitarnej, odbudowy wzajemnego zaufania przez współpracę gospodarczą, kulturalną, sportową i w zakresie ochrony zdrowia. W ramach późniejszych rozmów na niższym szczeblu uzgodniono przywrócenie połączeń drogowych i kolejowych, zainicjowano także spotkania rodzin zamieszkujących po dwóch stronach granicy, przygotowano pole do południowokoreańskich inwestycji na Północy (Kaesŏng), a dodatkowo ustalono wspólny przemarsz reprezentacji obu krajów na ceremonii otwarcia Igrzysk Olimpijskich w Sydney. W tym okresie Południe popierało przyjęcie Północy do instytucji międzynarodowych.

Kryzysy
Pomimo prób ocieplenia stosunków, Korea Północna dopuszczała się nadal prowokacji, m.in. na wodach południowokoreańskich odkryto północnokoreański szpiegowski okręt podwodny (1998), doszło też do starcia jednostek morskich okrętów obu państw na spornych wodach (1999). Po objęciu w Stanach Zjednoczonych rządów przez George'a Busha i ogłoszeniu przez niego rewizji polityki względem Korei Północnej doszło też do pogorszenie stosunków między obiema Koreami, m.in. zaczęły występować przerwy w kontaktach dyplomatycznych, a w połowie 2002 roku miało miejsce poważne starcie okrętów obu Korei. Pomimo problemów starano się utrzymać dobre stosunki, kontynuując dotychczasowe inicjatywy. Dotychczasową politykę względem Północy kontynuował także po 2002 roku nowy prezydent Południa, Roh Moo-hyun.

W połowie 2004 roku bezpośrednie rozmowy wojskowe przyniosły porozumienie w sprawie zmniejszenia ryzyka przypadkowych starć morskich dzięki decyzji o utworzeniu bezpośredniej łączności radiowej, gorącej linii telefonicznej, wymianie informacji o działaniach własnych sił i demontażu elementów służących celom propagandy transgranicznej. Kolejnym problemem była kwestia północnokoreańskiego programu atomowego, która w 2004 roku spowodowała zawieszenie dwustronnych relacji na rok. Ponowne pogorszenie relacji na tym samym tle nastąpiło w 2006 roku, ponownie po roku stosunki uległy pewnej poprawie. Pod koniec 2007 roku odbyło się spotkanie przywódców obu krajów, na którym zapowiedziano zwołanie konferencji pokojowej mającej oficjalnie zakończyć wojnę koreańską.

Zakończenie polityki współpracy

Końcem słonecznej polityki było zwycięstwo wyborcze Lee Myung-baka, który odszedł od dotychczasowej strategii wciągania Północy do współpracy przy jednoczesnych zapowiedziach zacieśnienia sojuszu ze Stanami Zjednoczonymi, jednocześnie Lee uzależnił dalszą współpracę od denuklearyzacji Korei Północnej. Oznaczało to gwałtowne pogorszenie wzajemnych stosunków i zamknięcie wszystkich dotychczasowych inicjatyw zjednoczeniowych.

Krytyka
Idea słonecznej polityki od chwili ogłoszenia napotykała opór w środowiskach konserwatywnych, a kilka lat po jej zakończeniu była już powszechnie krytykowana. Pod koniec pierwszej dekady XXI wieku południowokoreańska prasa podsumowała koszty tych działań w latach 1998–2008 i wyliczyła, że wyniosły one 2,98 mld dolarów, czyli więcej niż pomoc chińska w tym samym okresie (1,9 mld dolarów). Środki przeznaczano głównie na rozwój wymiany handlowej, turystykę, spotkania rozdzielonych rodzin i uruchomienie strefy przemysłowej w Kaesŏng. Według przeciwników polityki zbliżenia z Północą, środki te zasiliły w efekcie program zbrojeniowy Korei Północnej. Krytykowane są także efekty przedstawiania Północy w sposób pozytywny. Według przeciwników polityki zbliżenia efektem tego jest spadek wśród osób w wieku szkolnym wiedzy na temat historii stosunków międzykoreańskich i nie postrzeganie przez sporą część uczniów Północy jako państwa niebezpiecznego.

W grudniu 2010 roku południowokoreańskie Ministerstwo ds. Zjednoczenia wydało białą księgę podsumowującą słoneczną politykę i określającą ją jako niepowodzenie.

Odejście przez Południe od słonecznej polityki zostało natomiast skrytykowane w chińskich mediach.

Przypisy

Historia Korei
Polityka Korei Południowej
Polityka Korei Północnej

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Q: Magic Trackpad 2 force touch settings Problem iMac! I have Magic Trackpad 2 I use on my iMac 2013
When I bought it worked without problems for a few weeks.
But now I have a problem, my iMac recognizes it as trackpad 1

When you go to settings then Trackpad has no option for force touch. How can I determine what caused this and/or fix it to I can control the details again?

A: This might need some triage to narrow what you've tried. Restart, new user, apply software updates. Before even that point, you should back up to Time Machine or your chosen backup method.

*

*reset the NVRAM and SMC would rebuild the pre-boot hardware and software settings

*restart the OS cures a temporary situation

*installing new OS would rule in or rule out software issues

To expand on the initial triage steps above:
I would pair another trackpad (external) since that would tell me if your software or settings were causing this (some trackpads may not even do haptic, so I could see a check to see if the hardware had that and then the software draws what you see intentionally) in which case you would erase the Mac and reinstall the OS - verify the hardware shows haptic and restore your data and apps.
If it's not software, then hardware repair would be needed to see why your trackpad isn't being sensed as haptic since at that point you know your software is good.

A: I tried to find the /System/Library/PreferencePanes/Trackpad.prefPane file from macOS 10.13.5 and all the settings worked again. You just need to rename the file, for example by adding 1 at the end of the name, and open :)

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Hi, I would like to create a travel request wih no advance in TRIP, but the field 'amount' is obrigatory. Is it possible to create a travel request without advance amount? Can I set this field status as 'optional'?
It's by no means SAP standard design that the field for the amount in advance section is mandatory - and as there is no field control available for travel request in TRIP I would recommend to check if there is a modification implemented in your system.
I second Monika on this, as she suggested field amount in advance is not mandatory unless it was changed in Config. So please check the system config. Below are the screen shots from our system, both from Portal and ECC.
maybe you have some restriction on the Dialog.
You can open the Trip Schema you are Using, for instance "Domestic Trip".


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Financial related news, tips and guides
Examining the Effect of the New Health and Safety Guidelines on UK Businesses
By Jasmine
In 2016, the Sentencing Council's guideline for sentencing related to health and safety offences dramatically changed. It has now been in effect for more than two years, so we can definitely see the results and reactions to that law. Let's take a closer look at the after-effects of the new health and safety guidelines on UK businesses.
The Cost-Benefit Analysis More Strongly Favours Prevention
The sentencing guidelines set hefty fines for businesses of all sizes, though fines are based on the turnover of the company. Large companies with a turnover of more than £50 million regularly pay fines of more than £1 million for straightforward health and safety violations. Small to medium companies are periodically hit with six-figure fines. This makes many companies see the clear benefit of investing in greater levels of training, preventative devices, and safety procedures.
The new guidelines focus on the potential risk of harm rather than what harm was actually caused when serious breaches occur. Risk mitigation then becomes a priority. This forces businesses to invest in safety measures that reduce the overall risk of accidents and their outcome, far beyond general mitigation methods that were the norm. Paying for independent consultants to review one's health and safety policies becomes a priority. And up to date health and safety courses such as the ones listed on findcourses.co.uk can become an investment in the company's bottom line.
The Literal Incentive to Never Cut Corners
If there's any economic benefit from the health or safety breach, then the fines will be increased. This means that businesses can never let managers or employees themselves cut corners on health and safety to get things done faster or increase production. One judge was quoted as saying it should never be cheaper to offend than take appropriate precautions. If safety breaches were done to increase production or generate more revenue, the fines may be set to completely wipe those out. It has been suggested that fines of up to 100% of pre-tax profits could be imposed.
The Disproportionate Impact on Small Businesses
One complaint about the law is that it hits small businesses harder. A large company is typically better at absorbing a million-pound fine than a small business paying a £100,000 pound fine. That is aside from the legal costs of fighting the fine and the investment of time and resources in dealing with the court case. This means small businesses suffer far more when hit by criminal proceedings. They're at greater risk of going out of business.
Conversely, they're the ones who would struggle to set up safety management systems, formal bureaucracy and procedures that systematically reduce risk, report incidents, track employee training, and monitor compliance with rules and regulations. The fines can be mitigated by the profit margins of the business. Businesses with very low-profit margins may be able to get a reduced fine, but that's not a guarantee. Non-profits and public bodies get a discount but can still be fined.
The courts are discussing formulas that allow for far greater fines to be issued against very large organisations, so the cost these businesses will pay for future violations would likely be much greater. However, we aren't there yet. The courts have already decided that a wholly owned subsidiary is going to be fined based on the turnover of the parent company, not the turnover of the smaller subsidiary. This guarantees that large businesses don't limit their fines by breaking up their business units into smaller legal entities.
The Potential Liability of Senior Executives
Another issue is the fact that the guidelines increased potential sentences for individuals. It is possible for an individual to be sentenced to 26 weeks to two years if considered personally liable or responsible. These sentences are typically reserved for senior managers and directors when they're convicted of breaches of the Health and Safety at Work Act or associated regulations. Fail to address known safety hazards or mitigate the harm it could cause, and you could go to prison. Conversely, business leaders can protect themselves by leading by example and aggressively enforcing robust health and safety policies.
Prospective sentencing guidelines could result in gross negligence manslaughter charges that could put someone in jail for up to 18 years for a workplace fatality.
The Increased Liability for Businesses in General
One business was hit with a nearly £2 million fine because an employee contracted legionellosis. This fine was issued despite the fact that environmental health officers couldn't definitively link the illness to health and safety breaches at the worksite. This means that a business could be hit with fines if any adverse illness or injury occurs at a worksite with health and safety breaches. Another shift under the act is the issuing of incredibly high fines that used to be reserved for workplace fatalities.
One lesson from this is that the liability that comes from a generally unsafe worksite is far greater than the obvious risks. The second lesson is that liability, in general, is far greater, and businesses need to budget for that somehow.
The new guidelines have made it clear that you cannot afford to ignore compliance with the new health and safety rules. Any serious case related to your business could destroy it.
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A personal narrative brings to life a memorable event. Your story was a personal narrative.
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Personal narrative essay examples to help those in need. Narrative Essay Topics and Get- started Ideas - GradeMiners primarily through the use of the personal narrative, though most of the writing in the upper grade levels and beyond require students to be knowledgeable in a variety of genres such as persuasive writing, research essays, and poetry.
Come get free personal narrative essay samples you can use in your essay. Com Home · Prepare for Grad School & Take Tests; Writing Personal Statements. Com The personal narrative essay can be the most enjoyable type of assignment to write because it provides you with an opportunity to share a meaningful event from your life. Pick a topic you' re passionate about.
Writing a personal narrative simply means writing a story, resembling to an. A complete guide to writing a reflective essay | Oxbridge Essays Personal Narrative.
, and he was four years older than I was,. Picturing the Personal Essay: A Visual Guide | Creative Nonfiction San José State University Writing Center www.
The Personal- Essay Boom Is Over | The New Yorker. Rather than summing things up for your reader, it presents your experience and allows them to draw their own conclusions.
Write a personal narrative about a time when you worked out a problem on your. Personal narratives focus on a particular real life event that was pivotal or important for the writer.
Why essays are important. While it is OK to choose one or two things from.
The DePaul University Center for Writing- based Learning defines reflective essays as those that seek to critically examine and analyze personal. He wasn' t the only one who brought a gun to the party.
Personal Statement Do' s and Don' ts personal experience. They start with action– the narrator snowboarding with the Aspen Ski Patrol, for example, then deepen the scene with descriptions– the dry powder, the steep bowls, the late January sky.
How To: Write Your Personal Essay | The Vandy Admissions Blog. Write a Personal Narrative ( English 7 Writing) | Texas Gateway.
It should also have some sort of narrative thesis, which is often the beginning of an important event in the piece or a theme that connects your experience to a universal idea. Are personal essays and narrative essays the same?
Take · Narrative. Personal Narrative Essay Sample | 5th grade writing ideas.
I am just writing a personal narrative essay and I was checking for information about how to write one/ what should be included. After hours of mini- lessons, anchor charts, and extensive modeling, I imagine that these words are all that echo through my third graders' minds when the time comes to write a personal narrative.
Before you start, check out our own sample essays— or scroll down for the Best of the Web. As previously stated, I was interested in what skills are obtained through writing a personal. Writing Personal Statements | Career Services | USU DO treat your personal statement as if it is an admission interview. Order online academic paper help for students.
Buy Narrative Essay from a Top- quality Custom Writing Service. Personal Narrative Essays. This type of writing generally incorporates both narrative and descriptive writing, which are two of the. Personal Narrative Essays - San Jose State University NARRATIVE : WHICH ONE IS BETTER?
Essays - largest database of quality sample essays and research papers on Example Of Narrative Essay. What Is the Difference Between a Personal Essay and a Narrative.
Music and the Personal Narrative: The Dual Track to Meaningful Writing. Com and boost your grades!
Non- traditional essay. Free Personal Narrative Essays and Papers - 123HelpMe.
How to write a Personal Narrative Essay - YouTube Write down the central idea of your essay that includes both the event and why it is important to you. Narrative Essay - Lone Star College Write your own awesome personal statement with our COLLEGE APPLICATION ESSAY LAB, which will guide you through the process, providing tips and even more examples along the way.
Narrative essay writing help, ideas, topics, examples - Essay Info Personal and narrative essays are also composed for different purposes and contexts. Descriptive and narrative writing are both two different styles of personal writing that are used to enhance a writer' s portfolio.
Don' t just write about the first thing that comes to mind. It is your best chance to make your. Your webpage helped a lot! Follows a " continuous narrative" :. If you still are struggling with writing task, you' ve got to the right place. Introduction Writing: Narrative Essay - SlideShare There is no set formula to follow in shaping your response, only choices for you to make, such as whether you should write an essay that is more autobiographically focused or one that is more professionally focused.
Example of Narrative Essay About Yourself | Major Tests Student Models. Read this simple guide to discover more about services that allow you to ask them to " write my essay".
How to Write a Personal Narrative. The narrative essay makes a point, which is usually pointed out, in the opening paragraph.
I' ve found Essay Examples | Sample Essays | How to write an essay| Personal Statement | Argumentative Essay very helpful. Essay narrative personal write.
Usually, the sphere of personal interests consists of hobbies and things that attract the person. How to Write a Narrative Essay - A Research Guide for Students Writing a narrative essay is an essential talent for field research.
The most successful essays describe a moment of personal growth, difficulty, strength, or confidence, all of. However, treating a narrative essay like an interesting bedtime story would be a mistake.
Graphic Organizers for Personal Narratives | Scholastic Weinbaum, a teacher- consultant with the Borderlands Writing Project and a past participant in the Rural Sites Network' s Memorial Library Summer Seminar on. Narrative Writing.
Personal narratives in high school and college are often assigned in MLA format. As simple as that, we are offering to solve your problems with personal narrative essays.
It is one of the topics about which you can write with. In this type of essay, the writer should speak about his/ her experience within a specific context, such as a lesson learned.
An essay is, generally, a piece of writing that gives the author' s own argument — but the definition is vague, overlapping with those of a paper, an. Personal Narrative I am writing about an event which happened in my life that I would never forget.
" It Sounds Like Me" : Using Creative Nonfiction to Teach College Admissions Essays. Grad School Personal Statement - Narratives - EssayEdge.
The writer has little or no command of sentence boundaries and age- appropriate spelling, capitalization, punctuation, grammar, and usage conventions. We are glad to introduce You our database of free Narrative essay samples.
In a narrative essay, the writer tells a story about his/ her personal experience. Use all the thoughts and feelings you wrote down in the previous step to help you focus on exactly what is ( and continues to be) significant about the experience you chose.
Need Help College Essay. If you are writing a personal essay, brainstorm about people and events in your life that have been particularly challenging,.
Terms, essay writing styles can be seen as " traditional" and " non- traditional". Tulu useful words for essay?
I spent New Year' s out West. 1661 Words | 7 Pages.
Narration is an act of presenting something to an audience; the narrative is a sequence of events ( real or imaginary) organized in a specific way to instigate an emotional response; narrator ( or the writer) is the person telling or writing the article, usually from a personal point of view. The narrative essay makes it point by subtly guiding the reader, rather than battering them the way a rhetorical essay would.
Pay for essay writing online a fair price and choose an academic writer who will provide an original and complete well- researched college paper in return. When writing a narrative essay, one might think of it as telling a story.
There are a million lines leading to the idiotic convergence of guns and alcohol, and any one of them could have been stanched, given enough warning. Able to add some substance to the essay.
You may have to write a personal narrative as part of a college application or as an assignment for. Expert Narrative Essay Writing Service Online - EduBirdie.
Essays play a pivotal role in helping students to build knowledge. Writing Strong Essays and Personal Statements - Pathways To.
To write a narrative essay about your interests ask yourself " What do I enjoy doing?


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Operation Simplify
By Catherine Lloyd and Erin S. Gore
Reducing complexity in the financial management infrastructure—from 22,000 funds to 160 funds—has proved a powerful ally in UC Berkeley's campaign to optimize resources.
In 2004, the state of California provided 28 percent of the funding for the University of California, Berkeley (UC Berkeley). State funding steadily decreased during the following eight years, representing just 12 percent of revenue by 2012.
That dramatic decline, coupled with the community's call for increased accountability within higher education, spurred UC Berkeley to take a comprehensive look at how it could make better use of its resources to achieve financial sustainability. The resulting effort features a three-pronged approach: Control expenses, grow revenues, and improve resource allocation.
In addition to managing the revenue generation program—aimed at cultivating an entrepreneurial culture on campus—Berkeley's Operational Excellence Program office is overseeing a multiyear initiative to reduce administrative costs and increase operational efficiencies. The latter, known as the Operational Excellence Program (OE), has the goal of reducing administrative costs by $75 million annually, freeing more resources to be used for teaching, research, and public service.
The OE Program grew out of a 2009 review of the campus operational and financial environment led by a campus steering committee and facilitated by an outside consulting firm. The results pointed to seven areas that offered significant opportunities to improve our operational effectiveness while reducing the costs of campus operations. By the beginning of 2011, teams consisting of academic and nonacademic campus leaders had proposed and received funding for 23 projects with implementation timetables ranging from several months to several years. By area, these projects include:
Energy management. Establish a centralized energy office to track, monitor, and manage energy usage campuswide, as well as provide incentives to encourage energy conservation at the unit level. (Actual FY13 annual energy savings: $2 million.)
Finance. Streamline the budget and planning processes by deploying a software solution (Oracle Hyperion Planning, named CalPlanning) that provides support for analysis and decision making.
High-performance culture. Develop operating principles to guide the work of the institution's administrative employees (see sidebar, "Easier Does It"), and build a framework to provide each unit with Web-based reports showing performance on financial and administrative metrics.
Information technology. Implement a third-party productivity services suite to lower per-unit costs of e-mail, calendar, and collaboration tools. (UC Berkeley projects $3.7 million in annual run-rate savings. Actual FY13 savings: $4.1 million.)
Shared services. Group some finance, IT, and HR employees in shared service centers to streamline and simplify common administrative and transactional tasks and processes. (UC Berkeley projects $6.9 million in annual run-rate savings.)
Procurement. Implement BearBuy, a campuswide e-procurement system, to help channel purchases to strategic vendors. (Actual FY13 savings: $10 million.)
Student services. Create an advising council to develop metrics and assessment tools for curricular and cocurricular advising, construct a one-stop center for student transactions, and centralize responsibilities related to UC Berkeley's $12.2 million annual purchases for food and beverage.
As detailed below, the offices of the vice chancellor for administration and finance and the chief financial officer have taken an active role in many of the Operational Excellence projects.
Far Fewer Funds
Because it was viewed as an enabler of other initiatives, the finance initiative, encompassing CalPlanning, was one of the first to receive funding. Simplifying our financial management infrastructure by removing unnecessary busywork would not only help control costs but also free up resources to be directed toward other institutional priorities.
With optimal resource allocation as our goal, we wanted to make the budget more metrics-driven, and enable every unit to see how it was doing in relation to its expenses and desired outcomes. By providing units with greater insight into their financial status—including the major expense drivers that impact costs—we'd give them the tools for making more strategic decisions.
In short, we wanted people to think at a higher level about what they wanted to accomplish ("Does this program deliver value for the money spent?"), rather than focusing on the funding itself ("How do I save this money in case I need it next year?"). That meant standardizing a format for and greatly simplifying our complicated chart of accounts.
At UC Berkeley—and we're undoubtedly not alone—we had 22,000 funds, each listed in the chart of accounts, each requiring a lot of effort to tag, track, and report on. Many had a narrow purpose and locally imposed restrictions. In fact, some policies required the creation of a new fund for any new scope of work with $25,000 or more in funding. If people had a fund with, say, $5,804 remaining, they'd have to move expenses around to use up the balance.
Certainly, some funds must be tracked separately because they carry a major restriction. But at UC Berkeley we ended up with a conglomeration of small pots of money that, over the years, people had forgotten about and never spent, or had carefully "squirreled away" for the future. Instead of languishing in a unit or department budget, those resources could be directed to new projects, innovations, or institutional goals.
At one time, the accumulation of funds made sense. In a world before computers, the general ledger was the only management tool; paper records provided the only mechanism for tracking financial performance against various fund restrictions. But, the last time fund accounting manuals had a major overhaul was decades earlier—before cell phones, before large-scale enterprise systems, and before student systems that generate more rich data than we could ever cram into the general ledger.
Today's technology offers many faster and more detailed alternatives for aggregating and producing information on our operations and programmatic objectives. The complexity of fund accounting, as it has evolved over the years, isn't necessary anymore and just gets in the way of effectively communicating financial performance.
In order to make our chart of accounts more nimble and tell our story better, we created an algorithm. If a department spent more than 5 percent of its budget on a particular fund, meaning the fund was actively managed, we'd include that fund in the CalPlanning budget system. Of the 22,000 funds, only 250 met the criteria for inclusion in the CalPlanning system. The people in charge of those higher-level funds could see the supporting detail, and they liked having far fewer funds for which to build budgets and analyze scenarios. The next year, we received numerous requests to move budgets to even higher-level "bucket" funds—Unrestricted, Gifts, Endowments, Contracts and Grants—and the trend is for more and more units to do this.
We all know there are really only three kinds of nonsponsored funds: the "good" (unrestricted), the "bad" (restrictions for certain purposes, such as for financial aid or a particular department), and the "ugly" (rarely spendable because of being restricted to a particular narrow purpose, such as planting tulips). This year we have required that divisions begin to work on the first-dollar principle, a practice where they push programmatic expenses toward their sources in order of restriction: "ugly" to "good," manufacturing flexibility in their unrestricted dollars to advance their strategic initiatives.
At the same time, divisions and fundraisers are encouraged to manufacture flexibility in new gifts and existing restricted funds, prioritized by their highest fund balances. That might mean contacting a donor's family to remove restrictions, or ensuring that a new fund authorization contains cascading language (if one criterion for spending the funds is not met, another would apply instead, then another, and so on).
Diving Into Data
Implementation of CalPlanning in 2012, after two years of preparation, has lightened the transactional load on UC Berkeley's financial professionals and freed them to do more in the areas of data analysis and decision support. With the Web-enabled system, users can view summaries of financial data, create an operating budget using data-entry screens and automated calculations, and generate detailed reports. Its Human Capital Planning position module, which replaced numerous ad hoc systems, imports data from our HR system so units can accurately forecast future salary and benefits costs.
For 2012–13, UC Berkeley produced its first all-funds budget that planned for operating expenses across all revenue streams and provided for strategic use of fund balances. The new budget plan outlined what the university does with its money, what its objectives are for the coming year, and the metrics put in place to hold units accountable. The plan showed the academic units only in aggregate, giving them time to become comfortable with a holistic presentation of financial data and with providing greater transparency to available funds.
To deal with the mind-set shift needed for CalPlanning to succeed, we formed a financial analysis and planning outreach unit to provide workshops, active learning opportunities, and coaching to every division on campus. Over the course of nine months, outreach teams of finance experts would support each unit by presenting recommendations and best practices for moving to the new system, determining how to address impacts to local systems, and improving users' comfort level with the changes being made.
UC Berkeley now has detailed CalPlanning budgets in place for each campus unit. Going forward, every level of the organization is encouraged to look at the complete resource picture. This represents a fundamental shift from the historical practice of incremental budgeting. Instead of simply asking for more money to undertake or expand projects, units have to figure out what they could stop doing, or do differently, to free up money for new priorities at their level and also institutionwide.
To support those discussions and decisions, UC Berkeley invested in an enterprise data warehousing tool. We call it Cal Answers—a centralized tool where everyone accesses the same institutional data without having to run a variety of reports and review countless spreadsheets. While UC Berkeley has always produced data and used metrics, primarily for external stakeholders, the new tool—which uses the tagline "One Question, One Answer"—puts detailed, accurate, and consistent information in the hands of campus stakeholders.
With Cal Answers, for example, users can quickly access information on first-year retention rates, degree recipients, and enrollment by school for the last five years. As another example, Cal Answers shows, in real time, which courses are overenrolled and enables users to do trends backward to identify the courses that are consistently overenrolled. With that data in hand, a department can make strategic decisions to take money away from, or run fewer of, courses that aren't in high demand, and move that money to courses that are.
In 2013 we added student financial aid information to Cal Answers. This module enables units to answer questions about access and affordability, such as, "Which people take the longest to earn a degree? What are the characteristics of their academic program? What kind of financial support did they receive?" No matter what the topic, the data provide the basis for conversations, problem solving, and negotiations based on hard facts, not someone's interpretation of the truth.
More to Streamline
In a continuing effort to simplify reporting, last year UC Berkeley also took on the One Hierarchy project. Aimed at creating consistency among 35 divisions whose organizational data hierarchies often varied, this project streamlined the organizational component of the chart of accounts. The changes then had to be implemented in 43 ancillary systems on campus. In the end, this project eliminated one fifth of the individual values, and made it easier for divisions to compare their financial data and other metrics.
In addition, the associate vice chancellor's office joined in the design and implementation of the Campus Shared Services initiative. We wanted to standardize administrative work, standardize processes, and leverage technology to deliver quality and timely services. UC Berkeley already had small pockets of shared services, primarily in the area of research administration, but each used the financial systems differently.
In a constrained environment such as higher education, where the atmosphere is familial and administrative employees typically perform many different tasks, the implementation of shared services does not happen quickly; the cost benefit is realized over a longer period. It's necessary to take the time to go into each division or department and rationalize the work in such a way that it can be aggregated into one position. That position, which is often paid from numerous pots of money, then moves to a centralized location.
Often, that concept doesn't sit well with academic departments because the loss of positions, even administrative ones, translates into less per-student spending and thus being lower on the list in various college rankings. On the other hand, removing administrative personnel and their associated benefits from a department's financials gives a much clearer picture of cost comparability across campus. What's left are primarily the academic costs specific to curriculum and research.
After many discussions, we moved any unit employee who spent more than 50 percent of his or her time on HR, IT, research, or finance-related administrative work into the shared services center. We agreed, for the first few years, to bill each academic unit for 95 percent of what it had previously paid for each relocated position. The remaining 5 percent saved on staff support became each unit's to spend on its highest priorities.
With so many tasks, functions, and processes changing, people can easily get caught up in the minutia of what's new and different. They may forget to look at the big picture—how freeing up and reallocating resources can accomplish something for the good of the entire institution. That's why we wanted to connect the Operation Excellence initiatives to an overarching strategic campus goal.
For UC Berkeley, that goal is expanding critical gateway courses that are needed but not always available. In a university with 25,000 undergraduates, students rightfully have concerns about getting the classes they need to declare a major or complete a degree within four years. Launched in 2009, the Common Good Curriculum initiative aims to increase availability of those required courses, as well as diminishing the backlog of students waiting for certain offerings in such areas as reading and composition, foreign languages, math, and the sciences.
Everyone on campus can feel proud of the Common Good Curriculum because it directly impacts students: A greater availability of courses leads to faster graduation, which can mean taking out fewer loans to complete a degree. With that goal in mind, more units realized they could reallocate and redirect some of the funds they had always considered set in stone.
The chief financial officer's office did its part to optimize resources and, in the process, showed others on campus that space has a cost, too. By making better and more modern use of our building—reducing the number of single offices, for example—we freed up enough space to accommodate HR personnel who had been working in leased quarters.
Consolidating capital leases saved UC Berkeley about $5 million—and clearly emphasized that every division on campus could simplify in some way and make better use of the money, facilities, and personnel it already has.
CATHERINE LLOYD is executive director, office of the associate vice chancellor and chief financial officer, at the University of California, Berkeley. ERIN S. GORE, formerly UC Berkeley's associate vice chancellor and chief financial officer, is now co-head of Wells Fargo's education and nonprofit banking group.
Flashback … 19 Years Ago
In an April 1995 Business Officer article, business officers debate the future of fund accounting . . .
FUND ACCOUNTING IS DEAD
Over the last 30 years, colleges and universities have created extremely complex convoluted accounting and reporting systems. Fund accounting does a wonderful job of delving into great levels of detail—much of it redundant or focused on management's intentions. It's up to management to deploy financial and other resources in the manner most appropriate for the organization as a whole. Colleges and universities have historically met accountability requirements to donors, sponsors, and others through the fund accounting mechanism. With a new financial reporting model, [they] have the opportunity to streamline many of the complex processes that have been designed to support funds. Businesses have similar requirements and have found other ways to deal with accountability. I am confident that we can use mainstream solutions and let fund accounting rest in peace.
Joanne Coville, then controller, Stanford University; recently retired as vice president for finance and administration, Scripps College, and currently one of NACUBO's authors for its Financial Accounting and Reporting Manual
FUND ACCOUNTING LIVES
Financial reporting changes in the way restrictions are lifted means that resources carefully segregated may be reported as available for current operations; this may place the central financial staff at odds with deans, department chairs, and faculty who want to control, through restrictions, the availability of resources. During this transition from fund reporting to summarized financial reports of net assets, financial officers should evaluate some of the complexity of the traditional fund accounting model. The fund concept means accounting segregation, not necessarily physical segregation of resources. Systems must be in place to ensure that colleges and universities meet their stewardship and fiduciary obligations. Fund accounting is a management tool. Fund accounting will continue to serve colleges and universities well as the building blocks of their accounting systems.
Jerry Farley, then vice president for administrative affairs at the University of Oklahoma; currently president, Washburn University
Easier Does It
Why is it so hard to get things done here?" That question often came up at the University of California, Berkeley, among faculty, students, and staff alike. It provided the impetus for the Berkeley Operating Principles project, one of the university's 25 initiatives under the banner of Operational Excellence.
In October 2012, UC Berkeley invited faculty, staff, and student employees to participate in CultureCal, an in-person and online brainstorming event to develop administrative principles for guiding strategic decisions and day-to-day activities. More than 2,300 people accepted the invitation by proposing principles, posting comments, and promoting their favorites.
The finalized set of five principles is now being embedded in campus operations both formally and informally. These principles state that:
We include and excel, together.
We imagine and innovate.
We simplify.
We are accountable to each other.
We focus on service.
Read About the Operational Excellence Program
To get more details on these initiatives, please visit the UC Berkeley Operational Excellence Web site and download the January 2014 Progress Report.


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Ultrastructural features related to ageing that specifically concern the basal aspect of the retinal pigment epithelium (RPE) and underlying Bruch' s membrane (BM), were studied in rat and rabbit. Disintegration of the regular arrangement of RPE basal infoldings, a massive increase in basal lamina-like deposits, and the presence of unusual collagen polymers are common features in both rodent species. In the rat, minor strain-specific variations exist as to the pattern and severity of particular alterations. A morphometric evaluation revealed that, in the Fischer rat, RPE hemidesmosomes are markedly decreased. Basal infoldings tend to shed which may contribute to the formation of vesicular deposits in senescent BM. Moreover, RPE cells show an increase in coated pits, lysosomes, and intermediate filaments.


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Q: Move files whose file name matches 2 patterns in the terminal I need to copy files from a remote server to my local machine whose file names match more than 1 pattern.
For file names that match 1 pattern, the answer can be found here: enter link description here. What about files with 2 patterns? I.e. files that contain a string x and a string y? I will be using scp to transfer the files.
Thanks!

A: Like this :
scp host:/path/to/file*pattern1*pattern2* .


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Conservative Group Slams Ocasio-Cortez for Amazon Pullout With Billboard in Times Square: 'Thanks for Nothing, AOC!'
By Christina Zhao On 2/20/19 at 3:47 PM EST
U.S. Politics Alexandria Ocasio-Cortez
The Job Creators Network (JCN), a conservative advocacy group, placed a billboard in New York's Times Square on Wednesday, slamming Rep. Alexandria Ocasio-Cortez (D-N.Y.) for Amazon's recent decision to pull out of building a second headquarters in Long Island City, Queens.
"25,000 lost NYC jobs, $4 billion in lost wages, $12 billion in lost economic activity for NY," the billboard, located on 42nd Street near 8th Avenue, read. "Thanks for nothing, AOC!"
In a statement, JCN blamed Ocasio-Cortez and other "anti-business politicians" for Amazon's decision, which they claimed would be a "major blow to the New York economy."
"The Amazon pullout is a perfect example of what we've been saying: socialism takes and capitalism creates," Alfredo Ortiz, JCN's President and CEO, said. "The economic consequences of Amazon's pullout is just a small taste of the harm that is to come if Ocasio-Cortez's anti-business canon comes to fruition and is made federal policy."
The billboard will reportedly remain in the popular tourist location for one week.
Check out the sign in Times Sq.! Thanks to @JobCreatorsUSA! pic.twitter.com/iIN0DTo8r2
— Laura Ingraham (@IngrahamAngle) February 20, 2019
Ocasio-Cortez strongly opposed Amazon's planned move to build a $2.5 billion campus, arguing that it wouldn't actually create for jobs for those living in the New York City borough and could result in the community becoming less affordable for low-income residents.
"If we were willing to give away $3 billion for this deal, we could invest those $3 billion in our district ourselves, if we wanted to. We could hire out more teachers. We can fix our subways. We can put a lot of people to work for that money, if we wanted to," the freshman congresswoman said last week.
When Amazon decided to abandon its plans and find another location for their second headquarters, the company explained that their decision was due to opposition from "a number of state and local politicians."
"While polls show that 70 percent of New Yorkers support our plans and investment, a number of state and local politicians have made it clear that they oppose our presence and will not work with us to build the type of relationships that are required to go forward with the project we and many others envisioned in Long Island City," the company said in a statement.
Shortly after, Ocasio-Cortez welcomed the news and praised local efforts on social media. "Anything is possible: today was the day a group of dedicated, everyday New Yorkers & their neighbors defeated Amazon's corporate greed, its worker exploitation, and the power of the richest man in the world," she tweeted.
Rep. Alexandria Ocasio-Cortez (D-NY) speaks to the media about Amazon scrapping its plans to build a new headquarters in Queens, New York, on Capitol Hill February 14, 2019 in Washington, DC. On Wednesday, a conservative advocacy group put up a billboard in Times Square slamming Ocasio-Cortez for Amazon's decision. Getty/Mark Wilson
Conservative Group Slams Ocasio-Cortez for Amazon Pullout With Billboard in Times Square: 'Thanks for Nothing, AOC!' | U.S.
GOP Defends 'Destruction' of Democracy: Ocasio-Cortez
CNN Draws Backlash for Hiring Ex-Trump Official
AOC Receives Invite To Tour Amazon's Facilities
Amazon Spokesperson Blames AOC for HQ2 Deal Collapse


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Advanced Composites Academy Prepares Students For Growing Job Opportunities
Derby College has teamed up with Derby-based epm:technology to boost the number of young people entering the workplace with skills in advanced composites manufacturing.
Applications are now being taken for the epm:technology Advanced Composites Academy which will start in September. An open day for potential students to find out more will be held at the Roundhouse on Tuesday July 14 between 3pm and 7pm.
Dame For A Laugh - The Aardvark is Under-represented
After a successful run at Fairfield Halls, Croydon earlier this year, south-London based production company Dame for a Laugh bring their brand new children's musical Nana and Nunu - The Big Sneeze! to the Buxton Fringe.
We took some time out to meet the show's creators Simon Sladen and Helen Friel. They spoke to us about this new show, including where they got the inspiration for a certain sneezing aardvark…
So give us a quick introduction to the world of Nana and Nunu.
'M.A.I.R.O.U.L.A.' will be performed at the Buxton Fringe 14-17 July
A very personal Greek crisis with an authentic, intimate Greek voice.
Mairoula is a name. Maybe it's her name; she never says. She will explain the acronym though, as well as a few other acronyms of her own invention. But first she's got some other things she wants to tell you. About sex and death and watermelons, why she'd welcome a devastating earthquake, and how she wishes you all the happiness in the world. Funny and profound, 'M.A.I.R.O.U.L.A' will have you rapt.
Lunchtime Walks Unearth Hidden Cathedral Quarter Treasures
Derby Cathedral Quarter's Lunchtime Walks hosted by renowned local historian Richard Felix return for another year providing visitors with the opportunity to learn more about the history, landmarks,key characters and events that shaped the area.
The first of the weekly walks will be held on Thursday July 16 starting 12 noon and then every Thursday throughout the summer until September 17.
Bigger Helpings in Bolsover as Countdown to Culinary Feast Begins
Food lovers are in for a treat next month as Bolsover Food & Drink Festival returns for a second year.
The popular event, which attracted some 6,000 visitors its first year in 2014, will once again fill the streets with culinary delights on the last weekend of July.
Almost all last year's stall holders have rebooked already, serving up all kinds of sweet and savoury morsels, from gourmet sausage rolls to smoking BBQs, and global influences from Jamaica to France.
SEE DALEDIVA AT BUXTON FRINGE BEFORE IT TAKES ON THE WORLD!
Award-winning Derbyshire women's chorus DaleDiva will be performing at Buxton Festival Fringe for the first time this year as part of its lead up to the World Championships.
The group will be performing 'Feelin' Good with DaleDiva' at St John's Church, Buxton on Saturday 25 July ahead of its preparations for international competition in Las Vegas.
The Divas won gold in national competition last year which has earned them the opportunity to represent their county and their country in the USA in October.
I AM BEAST
a new play by Louisa Ashton
Wed 5 - Mon 31 August, 3.20pm
(no show Tue 18)
Pleasance Courtyard, 60 Pleasance, EH8 9TJ
(Pleasance Above)
Tickets: £6 - £11
Box office: pleasance.co.uk / 0131 556 6550
PREVIEWS: London (11 & 12 July) & Buxton (23 - 25 July) - see below.
Full casting announced for Nana & Nunu - The Big Sneeze!
First seen at Fairfield Halls, Croydon this Easter, original children's musical Nana & Nunu - The Big Sneeze! comes to the Buxton Fringe from 22nd - 25th July and tells the tale of Nana and her cuddly, but snuffly aardvark Nunu who gets the sneezes on his birthday. Venturing across snow, sea and sky, Nana, along with grandchildren Jake and Sophie, tracks down a magical flower with the power to stop an aardvark's achoo and helps save the day.
Phil Buckley's Big Idea
Have you ever had an earth shatteringly good idea? Phil Buckley hasn't. He may be a multi award nominated comedian but he is still an idiot.
Last year by chance Phil met Jack Andraka, a teenage boy who may have changed the world. At the age of just 15 Jack has done what scientists with millions of dollars-worth of research at their disposal have failed to do. He invented a dipstick-type sensor to detect pancreatic, ovarian, and lung cancer. Phil is thirty four and has never had a remotely good idea in his life.
Triathlon Fever Set To Continue in Derby
With a hugely successful Jenson Button Trust Triathlon under their belts, Derby-based Huub Events have announced their second triathlon event for the city.
More than 500 novice, amateur and professional triathletes joined a host of celebrities including Jenson Button and Gordon Ramsay for the event which was based at Markeaton Park on Sunday (July 12).
Meanwhile, entries for the Derby City Triathlon are now being accepted. The event will be held on Sunday 6th September 2015 at Moorways swimming pool and athletic track.


It is sometimes suggested that engagement is a waste of time and money because citizens don't care or are too busy to participate. In the UK, the country that is the worst offender against the working time directive, won't increased engagement just attract the 'usual suspects'? Let's be realistic. We may never get a majority engaged but we can expand the minority that does. Even a few per cent would be extremely useful. Through history we've seen that small groups can make a massive difference.
1. Ipsos MORI, Do the public really want to join the government of Britain? (London: Ipsos MORI, 2010).
2. Consumer Focus, Hands up and hands on – Understanding the new opportunities for localism (London: Consumer Focus, 2012).


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You are at:Home»National»Abuja based lawyer files suit seeking to prevent President Buhari from swearing-in ministers over the exclusion of an FCT indigene from cabinet list
Abuja based lawyer files suit seeking to prevent President Buhari from swearing-in ministers over the exclusion of an FCT indigene from cabinet list
By GidiPoint.com on	 August 16, 2019 National
The Federal High Court, Abuja will on Monday, August 19th deliver its ruling in a suit, seeking to stop President Buhari from inaugurating the 43 ministerial nominees over the exclusion of an FCT indigene from his cabinet list.
The applicant, Musa Baba-panya, who was also the counsel in the case on Thursday, August 15th approached the court with an exparte motion, asking the court to stop the president from going ahead with the inauguration.
In suit number: number: FHC/ABJ/CS/878/19, Baba-panya, who is also an indigene of Karu in the Federal Capital Territory (FCT), said the president's action was contrary to an Appeal Court judgment delivered on March 15, 2018. President Buhari is the 1st defendant while the Attorney General of the Federation (AGF) is the 2nd defendant in the case.
The president will be inaugurating the 43 ministers-designate earlier confirmed by the Senate on Aug. 21. The Office of the Secretary to the Government of the Federation had, on Aug. 6, said that the inauguration would hold at the Federal Executive Council Chamber, Presidential Villa, Abuja. Baba-panya, who argued that the Appeal Court's ruling was a compelling order, said it was served on the president through the AGF.
The lawyer, in an originating summons dated August 7 and filed August 8, said that "the 43 confirmed ministerial appointees now awaiting swearing-in or inauguration as the Federal Executive Council is incomplete, illegal, unconstitutional, null, void and of no effect whatsoever. The 1st defendant stands in contempt of law and court for his brazen refusal to comply with the tenor of the Abuja Division of Court of Appeal judgment of 15/1/2018 compelling him to the immediate and forthwith appointment off an indigene of FCT, Abuja as minister of the federation," he said.
Baba-panya, who was in court with another lawyer, Sylvanus Tanko, prayed the court to grant an interim injunction restraining the president from inaugurating the confirmed ministers-designate pending the determination of the motion on notice. He said allowing the president to go on with his decision would mean that "he is going to constitute an illegal cabinet."
According to him, the violation of the FCT indigene's rights to ministerial representation has been going on since May 29, 1999. "So it is not a personal issue. All previous presidents have also violated our rights," he said.
He said despite the fact that President Buhari presently has 43 ministerial-designate, he was yet to meet "the minimum requirement of the constitution which is at least one minister each from the 36 states including FCT, making a total of 37."
The lawyer, however, wanted the court to determine "whether 1st defendant is an offender of the Oath of Allegiance and Office, and a contemptnor of a valid court judgment and the rule of law. "Whether 1st defendant is no longer a fit and proper person to continue holding or remain in the office as the President of the Federal Republic of Nigeria and if so what consequences? "Whether damages and costs are not only warranted but same are to be so awarded."
Justice Taiwo Taiwo, therefore, ordered that the suit should commence during the vacation period of the court. The judge struck out the initial application restraining the Senate from conducting the confirmation of the ministerial nominees as prayed by the plaintiff and adjourned the matter until August 19 for ruling.
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text:
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redpajama_set_name: RedPajamaGithub


text:
Carl Gustav Jung – The Wisdom of Dreams – Part 3
Por Silvio M. Rodríguez C. 11 septiembre, 2018 Deja un comentario
When he was presented with an incurable case of alcoholism, Jung could not help but reaffirm his conception of archetypes, and it was from there that he established that the patient could not be healed except through a spiritual experience. The essential question is what prevents normal behaviour? In alcoholism, he saw an anxiety of completely normal transcendence, but not first understood, and mistakenly sought after. Ecstasy through the consumption of external substances represents a usurpation of what can be achieved by other means that do not involve any kind of invasion, let alone degenerative.
Within the archetypal conception a distinction can be made between a man and a woman, but not a total separation, so that every man has a female component and every woman has a male component. The figure of the mother, of the sister, of the benign goddess, as well as of the evil goddess, is inserted in the psyche of man; also in his unconscious is the ideal that in some way he has formed as a couple by which he will expose himself to dangers and will have to make his best efforts to achieve it. Jung called this anima, the inner feminine aspect of man.
As for the woman, in her psyche is engraved the figure of the father, the brother and, of course, her own ideal of a couple. Jung called this inner masculine aspect of woman "animus", which corresponds to the paternal Logos (as opposed to Eros). All the past realities of the man who has and who conceives the woman are in the animus. In this order of ideas, what is usually called "love at first sight" is explained as the result of the attraction generated by the force of the archetype that surpasses the rational, because it operates, precisely, at the unconscious level.
In the unconscious Jung did not stop at the individual but went as far as the collective, so the archetype of the Shadow cannot be merely personal, but is also group. It is here that Christianity's irresolution marked, because in a system where the formula is good against evil, there would be no possibility of balance, especially when the female figure ("the rejected female") has no real prospects of equality. The Shadow, then, is that hidden personality antagonistic to the public personality constituted by impulses that we deny exist, or that we repress very intensely.
There are places in the world where women suffer terrible abuse, places where violent discrimination, poverty and disease are part of the norm, as if such variables correspond to human nature. However, this is nothing more than the result of those aspects that are socially and collectively fostered by a lack of knowledge of oneself, first, and by that lack of connection of the individual with that which transcends him, later. Jung, with the interpretation of dreams and the model of archetypes, paved the way for finding the meaning of life.
Links related to Carl Gustav Jung
Carl Gustav Jung - Full Interview
Carl Gustav Jung - The inner world
Carl Gustav Jung - The Wisdom of Dreams - Part 1
Carl Gustav Jung and "The Shadow" in the human being
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https://dualidad101217.com/carl-gustav-jung-the-wisdom-of-dreams-part-3/


--O'Donnell's courageous actions have been ignored by the DOJ press.
This blog has mentioned some lesser whistle-blowers (see here, here and here) who have come forward in this financial crisis but it would have been enormously helpful, for example, if Goldman's frauds had been revealed in such a way that Goldman would have to face criminal charges and not just be given small slaps on the wrist and a fine. Oh, for such a whistle-blower!
One more reason that Goldman does not create whistle-blowers is that Goldman carefully vets its employees and grooms them for loyalty so that they become embedded in the Goldman Culture itself.
One could draw the conclusion from the article below that no one working for Goldman Sachs has the "competence, courage or conscientiousness" to be a first-class whistle-blower.
Why are there no famous whistleblowers in this crisis?


Principled Offsite Logistics Ltd (POLL) markets its services to commercial landlords as a way of minimising the landlord's liability for NNDR. The company enters into leases with landlords of vacant commercial properties. It then stores goods in the properties for a period of at least six weeks, triggering empty rates relief of three or six months for the landlord on termination of the lease. Landlords are charged a fee based on the amount they have saved in business rates.
POLL had sought permission to bring a judicial review challenge to rating authority Trafford Council's decision to seek a rates liability order against the business from a magistrate's court. Trafford had argued that occupation for the purposes of rates mitigation could not be classed as 'beneficial occupation'.
The High Court granted the permission sought, and agreed with POLL that its business activity amounted to beneficial occupation. It did not, however, go on to quash Trafford's original summons on the basis that it was not "perverse, irrational or obviously ill-founded". There were still some factual issues to be resolved by the magistrate's court, although the court can now be clear on the issue of beneficial occupation.
"There has been a distinct need for this issue to be determined because of a lack of clarity from earlier authorities," said ratings law expert Stuart McCann of Pinsent Masons, the law firm behind Out-Law.com.
"Although this is an important case for owners of empty properties, they should still be aware that local authorities can still challenge each occupation on the individual facts of each case. That could still happen in relation to this particular occupation. Even though POLL has the benefit of the judgment, it may still be found by the magistrates to not be in occupation because of other relevant facts at the premises," he said.
NNDR is normally charged to the person entitled to possession of commercial premises, whether or not that person is in actual occupation. If the premises are let, the tenant is entitled to possession and therefore rateable as occupier. Once the lease ends, the landlord becomes responsible for NNDR again, subject to a three or six month period of empty rates relief to give it the opportunity to find a new tenant occupier.
The court heard that these provisions had created a "new growth industry" of 'professional occupiers', which lease premises from landlords for a series of occupations just long enough to re-trigger the empty rates relief period. While billing authorities "may question whether the tenant really is occupying the property for rating purposes", they "do not dispute that such is the effect of the statutory provisions, provided the tenant's occupation is real".
Should the tenant not be in occupation but its lease has not expired, the landlord owner would still escape liability for NNDR provided that the premises are let for longer than six weeks and the three or six month empty rates relief period has not expired. In these circumstances, the tenant would be entitled to possession and therefore rateable as a non-occupier.
Rates liability issues are usually litigated in a magistrate's court. The billing authority will 'lay informations' against the non-paying party, which then leads to the magistrate's court issuing summonses against those parties for non-payment of ratings liability. The High Court acts as the court of appeal. However, in this case, POLL took the unusual step of issuing an application for permission to bring a judicial review challenge at the High Court to Trafford's taking the initial steps in the magistrate's court, based on the significance of the issue in question.
High Court presiding judge Mr Justice Kerr said that the question of whether there can be rateable occupation where the only purpose of or motive for occupation was rates avoidance was "a point that is plainly arguable". For this reason, it was right to grant permission to apply for judicial review.
The judge then went on to consider the substantive issue. He found that the transactions were unquestionably genuine, and created the legal results sought.
"The modern cases on rates avoidance schemes … stand for the proposition that where transactions are genuine and mean what they say, their meaning and effect, and the general law, must not be distorted or manipulated in the name of morality, so as to prevent avoidance of rates in circumstances where the statutory provisions provide for no rates to be payable," he said.
"I cannot see any good reason why, if ethics and morality are excluded from the discussion, the thing of value to the possessor should not be the occupation itself ... It follows that the decision to lay the informations in early September 2017 included the challenged decision were, as it turns out, founded on what I have decided to be a wrong view of the law," he said.


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Heh … you very nearly had that link posted on the below.
I think maybe those "timelines" are likely a relic from his days earning his crusts as a federal prosecutor.
I am very happy though he avoided the usual glide-path transitioning from there to here otherwise, I at least, perhaps many many more wouldn't be enjoying his unique turn of phrase so much with his "going rogue" by turning up as the Gem of a Journalist rather than just another politician.
Otherwise – I wouldn't been able to make a lick of sense outta the comings and goings shenanigans-wise that the other guys and gals of Washington DC have been entertaining/barraging us with this last decade.
But then again, page 7 might be the more relevant here.


Chalmers Community Services Centre is a unique place to volunteer. At CCSC we strive to maintain an accepting, welcoming, community-oriented environment where there is no room for prejudice. Everyone at CCSC – whether staff, volunteer or guest – is considered equal. We are a community where people serve people.
Our programs are mostly volunteer run, which means that our volunteers enjoy a sense of ownership over their work, the space we use, and the health of the organization. Volunteer positions and hours are varied, and we aim to find a good fit for each person who gives of their time at CCSC.
At CCSC, you can make a real difference in people's lives. We often hear from guests that CCSC is the most welcoming place that they visit – it's our volunteers that make it this way.
If you think you may be interested in volunteering with us, contact us to set up a visit. We would be happy to show you around and introduce you to our work. Please also print out our Volunteer Application form to bring with you, or fill it out online.


text:
Q: UDP socket in web browser? I'm trying to find information about this, but with no success.
Is it possible to open a UDP socket in a (any?) browser from my website?

A: The browser doesn't have any API's that let you create UDP sockets. In fact, it doesn't even allow you to create TCP sockets and communicate using arbitrary protocols.
What you can do however is use WebSockets or another communication method that can be done from the browser, and have a proxy server somewhere that sends the actual UDP packets. Other than that, no browser currently lets you create UDP sockets from Javascript.


Mini Plums & Raspberry Cashew Cream. | Eat More Plants.
These mini plums were pretty perfect on their own but I had some raw cashews soaking and decided to fancy them up with some cashew cream.
We went raspberry picking at my neighbors house a couple days ago and I added those into my cashew cream also.
To make my cashew cream, I start with a cup of raw cashews that I soaked for at least 6 hours, drained and rinsed.
Add those to your blender.
I then add the liquids, then the berries.
I keep this in the bottom drawer of my fridge to keep it cold without freezing it. It will keep well for a few days but not more than 3.
This cream is really good on its own but I love to cut the richness with fresh fruit or granola.
Cashew cream, in my opinion, is more about using what you have than an exact science. If you only have blackberries or strawberries, use them instead. Add some flavorings if you wish; vanilla, cinnamon, cardamom…However, I've learned the hard way that using blueberries for cashew cream does NOT work. Blueberries contain a very high amount of natural pectin and will turn quickly into a hard gel once blended and left to sit. In some recipes this may work to your advantage like making jam or jelly but not for a smooth cream.
Mmm…that cashew cream sounds wonderful! I really enjoy your blog and I wanted to let you know that I have nominated you for the Liebster Award! 🙂 You can read more about it here: http://sweethomepasadena.wordpress.com/2013/07/30/you-like-me-you-really-like-me/. Have a wonderful day!


Have you ever wondered what made Fauré's music à la mode, or why Vivaldi's vibrant and vivacious compositions very often put a spring in your step, even in the middle of a gloomy winter?
To find out, we invite you to join the Johannesburg Bach Choir for the Winter Concert Series.
Our next heart-warming concerts will take place at 15:00 on the 5th and the 12th of August respectively.
The first Concert will be presented in the beautiful and tranquil setting of the St. Martins-in-the-Veld Anglican Church, situated at 43 Cradock Avenue, Dunkeld.
The more modern and spacious setting of the German Lutheran Thomaskirche at 187 Bryanston Avenue, in Bryanston is the venue for the second concert.
Both concerts will put on the "Magnificat" by Antonio Vivaldi and Fauré's "Requiem".
The vastly and recently expanded Johannesburg Bach Choir will be joined by two outstanding soloists, Hendré van Zyl and Esti Meerkotter.
As usual, the very talented Ruth Coggin will be accompanying us on the organ and our maestro, Tim Roberts will keep it all together.
In order to obtain your tickets, you can log onto Quicket, https://www.quicket.co.za/for quick & fuss-free booking; alternatively, you can book through choir member Margaret Zappala on 076 022 7918.
Tickets for both events will also be available at the door.
Please note that both venues have free, guarded parking.
We look forward to your attendance at one (or even both) events.