Just wanted to poll everyone and see what the average bedtime is for their children and how long they sleep!
To start everyone off . . . we usually put our 21 month old to bed at 7ish and then he wakes up between 7-7:30!
Our 6 1/2 month baby goes to bed between 6:30-7pm and usually gets up between 6:30-7:00.
She will occasionally wake at 7am for a "dream feed" when my partner's alarm goes off in the morning but will always go straight back to sleep after.
She's always been a good sleeper and we hope this will continue - fingers crossed!!
This is something that has always been a struggle for us. Our children are insomniacs!
At 16 months old, we went through what we now call "Dark October" with our eldest, who had roughly been sleeping 7pm to 7am. Suddenly for an entire month it was a battle of wills to get her to go to bed let alone to sleep before 11pm! Every evening was a four hour long struggle, which nearly drove all of us mad. She finally settled into going to sleep between 8 and 8:30pm.
Our kids are at one end of the spectrum however. Most kids their ages I know are in bed around 7:30pm and asleep not too much after that.
All of our children (6, 6, 4, 1) go to bed between 6:45 and 7:30 PM and wake up between 6 and 7 AM. That early wake up is mostly due to school needs.
Right now our daughter (13 months) sleeps from about 8pm until 6:30 am, but it varies about +/- 30 minutes on each end.
Our 13 month of daughter goes to bed between 9-10 pm and wakes around 8-9 am but plays quietly in her crib every morning until I go get her between 9-10 am. We have lots of stuffed animals in there with her.
My 13 month old goes to be around 7 and gets up around 7 or 7:30. My 4 year old goes to bed around 8 and gets up between 7 and 8.
My kids's have this same sleep schedule. Except my oldest is only 2 1/2.
The four year old has been like this for a while. I think it was just before her 3rd birthday that she settled into it.
My 2 year-old just kind of settled into an 8pm bed time when he was 5 months old, and it has stuck. He usually sleeps until 7 or 8 am.


Leeds based Disaster Recovery experts, virtualDCS, have now set their sights on empowering IT managers internationally, by offering Veeam Cloud replication services.
This new Disaster Recovery service is currently only being offered by two companies in the UK, acting as an extension for IT departments already using Veeam technology. The service enables IT managers to replicate and protect their data offsite to virtualDCS' data centres, providing an additional layer of data protection.
Could your business survive without its data?
"With the recent floods throughout Yorkshire, protecting your business information has never been more important," said Richard May, Managing Director of virtualDCS.
When signing up to the solution, IT managers still have full control of their data and backups through the replication application, with the ability to view and restore backups at any time.
Existing Veeam customers can read more and sign up to the service online through the 'Cloud and Service provider directory' or by contacting virtualDCS directly on 03453 888 327.


text:
using System;
using System.Collections.Generic;
using netDxf.Tables;

namespace netDxf.Collections
{
    /// <summary>
    /// Represents a collection of application registries.
    /// </summary>
    public sealed class ApplicationRegistries :
        TableObjects<ApplicationRegistry>
    {
        #region constructor

        internal ApplicationRegistries(DxfDocument document)
            : this(document, null)
        {
        }

        internal ApplicationRegistries(DxfDocument document, string handle)
            : base(document, DxfObjectCode.ApplicationIdTable, handle)
        {
        }

        #endregion

        #region override methods

        /// <summary>
        /// Adds an application registry to the list.
        /// </summary>
        /// <param name="appReg"><see cref="ApplicationRegistry">ApplicationRegistry</see> to add to the list.</param>
        /// <param name="assignHandle">Checks if the appReg parameter requires a handle.</param>
        /// <returns>
        /// If a an application registry already exists with the same name as the instance that is being added the method returns the existing application registry,
        /// if not it will return the new application registry.
        /// </returns>
        internal override ApplicationRegistry Add(ApplicationRegistry appReg, bool assignHandle)
        {
            if (appReg == null)
            {
                throw new ArgumentNullException(nameof(appReg));
            }

            if (this.list.TryGetValue(appReg.Name, out ApplicationRegistry add))
            {
                return add;
            }

            if (assignHandle || string.IsNullOrEmpty(appReg.Handle))
            {
                this.Owner.NumHandles = appReg.AssignHandle(this.Owner.NumHandles);
            }

            this.list.Add(appReg.Name, appReg);
            this.references.Add(appReg.Name, new List<DxfObject>());

            appReg.Owner = this;

            appReg.NameChanged += this.Item_NameChanged;

            this.Owner.AddedObjects.Add(appReg.Handle, appReg);

            return appReg;
        }

        /// <summary>
        /// Removes an application registry.
        /// </summary>
        /// <param name="name"><see cref="ApplicationRegistry">ApplicationRegistry</see> name to remove from the document.</param>
        /// <returns>True if the application registry has been successfully removed, or false otherwise.</returns>
        /// <remarks>Reserved application registries or any other referenced by objects cannot be removed.</remarks>
        public override bool Remove(string name)
        {
            return this.Remove(this[name]);
        }

        /// <summary>
        /// Removes an application registry.
        /// </summary>
        /// <param name="item"><see cref="ApplicationRegistry">ApplicationRegistry</see> to remove from the document.</param>
        /// <returns>True if the application registry has been successfully removed, or false otherwise.</returns>
        /// <remarks>Reserved application registries or any other referenced by objects cannot be removed.</remarks>
        public override bool Remove(ApplicationRegistry item)
        {
            if (item == null)
            {
                return false;
            }

            if (!this.Contains(item))
            {
                return false;
            }

            if (item.IsReserved)
            {
                return false;
            }

            if (this.references[item.Name].Count != 0)
            {
                return false;
            }

            this.Owner.AddedObjects.Remove(item.Handle);
            this.references.Remove(item.Name);
            this.list.Remove(item.Name);

            item.Handle = null;
            item.Owner = null;

            item.NameChanged -= this.Item_NameChanged;

            return true;
        }

        #endregion

        #region TableObject events

        private void Item_NameChanged(TableObject sender, TableObjectChangedEventArgs<string> e)
        {
            if (this.Contains(e.NewValue))
            {
                throw new ArgumentException("There is already another application registry with the same name.");
            }

            this.list.Remove(sender.Name);
            this.list.Add(e.NewValue, (ApplicationRegistry) sender);

            List<DxfObject> refs = this.references[sender.Name];
            this.references.Remove(sender.Name);
            this.references.Add(e.NewValue, refs);
        }

        #endregion
    }
}

redpajama_set_name: RedPajamaGithub


A four percent increase in staff at Defense to manage a 14 percent funding increase.
Civilian Federal agencies may be facing 20-30 percent workforce and support funding cuts in some program delivery units, while intelligence and military agencies functions absorb similar increases. While attention to the program and technical workforce is critical, the administrative skeleton in each agency – the career Senior Executives, the Policy and Budget team, Personnel, Training, Contracts, Information Management and the Office of Inspector General or internal audit – must also stand strong in support of the agency mission.
The senior career leadership and administrative bones of the organization have two problems to solve: maintain the workforce's dedication to achieving mission results and work to enlarge and develop the workforce (public and private) that can carry out the agency's mission.
So where to start? Senior career executives need to stop wrangling over each other's budgets and objectives and focus on the agency's public messages and workforce mission performance. The senior executives must also act as a buffer to allow individual employees and groups to question, sidetrack or just ignore demands that detract from mission performance.
The Planning and Budget Team must develop a master plan using their joint, shared capabilities. This plan will differ from a narrowly focused, legal requirements approach because it must focus on pragmatic budget decisions to maximize economic (efficient and effective) accomplishments in a fluid environment. Reductions-in-force, massive early retirements and voluntary separation bonuses, and large reductions in contract and grant funds distort organizations and their partners at state and local levels and in the private sector. As goals are met and resources are used, the relative values of the different mission objectives change and the master plan must adapt.
Personnel runs reductions-in-force, performance management and the recruitment and selection of new hires. Personnel must operate with the utmost integrity and sympathy. Personnel must prepare outplacement plans, set up personnel information exchanges with other agencies and review internal policies on leave without pay to attend college or graduate school and policies on Intergovernmental Personnel Act assignments to State and local governments, universities, and private organizations. If the greater world can have "Linked-In," then Federal agencies can have their own voluntary, "Shared-In" human resource information base.
Personnel also must decide if new intra-agency action teams need to be established. Flexible teams supported by adequate training and travel funds can meet requirements with innovative ideas and energy. Special teams may require new positions under a new leadership structure.
Training also has to stand up. Programs need to be launched to help supervisors talk to employees who are being separated, to help employees prepare resumes and interview for new jobs, and to provide training for employees approaching retirement. Specific technical training may have to be fast tracked for talented individuals to fit into needed, new roles most effectively at career conditional, mid-level and senior professional levels. One additional decision Training must also expand agency e-training to put needed information literally at every employee's fingertips.
Personnel and Training always must remember their joint goal is to build the best mission workforce possible whether that the workforce status is organizationally federal, state and local, and/or private sector. We need the best people whether they are regulating Wells Fargo's virtual reality credit accounts or cleaning up an industrial superfund site regardless of the instruments used to pay their salaries.
Contracts also has big decisions to make. Does Contracts build a parallel mission host organization outside the agency and make positions in the new organization available to current agency employees? Does Contracts adopt innovative tools to lower overall costs and improve agency contractor performance? At the same time, Contracts needs to support Personnel and Training in their broadly defined mission workforce development responsibilities.
Information Management has to protect agency information and be prepared to set up new protocols for special teams and agency-wide actions. Can Information Management setup an easy to use and secure information and communication network involving a 20-person team in 15 different public and private locations? Can Information Management provide Personnel with an information bank to process 1,000 employee records or employment applications and select 200 persons for reassignments in 24 hours? Can it support agency e-training? If senior executives wanted to set up an advisory board to review mission and workforce changes, could Information Management support an ad-hoc communications structure for such an advisory group? Can it speed up security clearances for employees moved to new roles and responsibilities?
Finally, the Office of the Inspector General (IG) or internal audit has three roles. One, the office needs to generate a mission scorecard based on the legislative and regulatory roles and responsibilities of the agency. Two, the IG needs to review directed senior level determine if the new placements potentially add to or subtract from agency performance. Three, and finally, the IG must also review travel and contract activities of senior staff; public funds are not to be wasted just because "someone else" is paying the bills. The IG opinions and analyses may not be popular, but they will provide a responsible perspective on resource use.
The administrative skeleton of the agency must prepare to carry the load during periods of mission disruption. Senior career leadership and administrative systems need to support the program and technical workforce in its mission delivery job. We need to start now to reinforce the administrative skeleton to meet imminent needs with resolve and imagination.


text:
The 20th Brigade was a brigade-sized infantry unit of the Australian Army. First raised in 1912 as a Militia formation to provide training under the compulsory training scheme, the brigade was later re-raised on 7 May 1940 as part of the all volunteer Second Australian Imperial Force for service during the World War II.  The brigade was initially assigned to the 7th Division, but was later transferred to the 9th Division in early 1941. They subsequently took part in the Siege of Tobruk that year, and then the First and Second Battles of El Alamein in 1942. In early 1943, the brigade was returned to Australia to join the fighting against the Japanese in the Pacific. In late 1943, the brigade took part in the capture of Lae and then the Huon Peninsula campaign. Withdrawn to Australia in early 1944, its final campaign came during the Battle of North Borneo in the final months of the war. It was disbanded in February 1946.

History

Pre-war years
In 1912, when Australian introduced the compulsory training scheme, a total of 23 Militia brigades, mostly of four battalions, were planned for. These were assigned to six military districts around Australia. At this time, the 20th Brigade formed part of the 4th Military District. The brigade's constituent units had training depots in various locations around South Australia and western New South Wales, including Norwood, Magill, North Adelaide, Prospect, Gawler, Wallaroo, Kadina, Port Pirie, Petersburg and Broken Hill. The brigade's constituent battalions were sequentially numbered: 79th, 80th, 81st and 82nd. These units continued to exist on the Army's order of battle throughout the war years, within Australia, and separate from the deployed First Australian Imperial Force (AIF). In 1921, the AIF was formally disbanded and Australia's part time military force was reorganised. At this time, only 15 infantry brigades were formed, replicating the numerical designations of the formations of the AIF.

World War II
In May 1940, the 20th Brigade was re-raised as part of the all volunteer Second Australian Imperial Force (2nd AIF), opening its headquarters at Ingleburn, New South Wales on the 7th of the month. Consisting of three infantry battalions – the 2/13th and 2/17th from New South Wales, and the 2/15th from Queensland – the brigade was initially assigned to the 7th Division. The 2/15th moved to Darwin in July, to bolster the town's defences. Meanwhile, the remainder of the brigade concentrated around Bathurst in August, where training was undertaken. In October 1940, the 20th Brigade, less the 2/15th, deployed to the Middle East, where it moved into camp in Palestine. In February 1941, the brigade was transferred to the 9th Division as part of a reorganisation that moved the more combat ready brigades to the 7th Division. The 2/15th Battalion was reunited with the brigade around this time.

The following month, the 9th Division was sent forward into the Western Desert to relieve the 6th Division following their victories at Bardia and Tobruk. The 6th Division was to be sent to Greece where a German invasion was expected, and so the 20th Brigade and took over from the 17th around Marsa Brega in Cyrenaica. A further move was undertaken to Er Regima, where the brigade was tasked with holding approaches around the Benghazi Plain. After German forces landed around Tripoli to reinforce the Italians in North Africa, a large scale withdrawal began as the British and Australian forces were pushed back towards Tobruk, which was subsequently surrounded and placed under siege. During the withdrawal, the 2/15th Battalion's headquarters was surrounded and captured after attempting to fend off an attack by German tanks, while the 2/13th fought a more successful delaying action around Er Regina. Between April and October 1941, the 20th Brigade took part in the defence of the strategic port, helping to hold back the German thrust around the El Adem Road and then holding the line at various points around the perimeter. Finally, they were relieved by the British 14th Infantry Brigade and withdrawn by sea.

After its withdrawal from Tobruk, the 20th Brigade concentrated around Hill 69 in Palestine where it was rebuilt and carried out further training. In early 1942, the Australian government sought the return of the 6th and 7th Divisions to Australia to meet the threat posed by Japan's entry into the war. Subsequently, the 9th Division was deployed to Syria to carry out occupation duties, replacing the 7th Division. During this time, the 20th Brigade took over from the 18th, with forces spread out in the northern border region between Aleppo, Latakia, Idlib and Afrine, guarding against a potential German invasion through Turkey. After being relieved by the New Zealand 6th Infantry Brigade, the 20th Brigade was freed up for training around Latakia in March. After this, they rotated between Tripoli on the coast and the northern frontier. In June, the 17th Brigade arrived to relieve the 20th, and they began preparations to return to Egypt following a renewed Axis offensive. As the situation became critical for the Allies, the 9th Division was hurriedly deployed to El Alamein in July. They subsequently helped halt the Axis advance during the First Battle of El Alamein, and then occupied defensive positions for the next four months. In September, the 20th Brigade launched a diversionary attack, Operation Bulimba, supported by the 2/8th Field Regiment. This was a prelude to the main Allied offensive that began in October, launching the Second Battle of El Alamein. During the offensive, the 9th Division attacked southwest from the Tel-el-Eisa, with the 20th Brigade being assigned to the division's left. After achieving a break in over the course of several days, the Australians then held off a series of determined counterattacks. Once these had been repelled, the focus of the fighting shifted away from the Australians as British forces were able to launch a break out, which subsequently forced the Germans to withdraw.

The 9th Division was subsequently moved back to Palestine in November, occupying Julis camp as preparations were made for the division to return to Australia to join the fighting in the Pacific. This move began in January 1943. A period of leave followed, after which the 20th Brigade was reconstituted at Kairi, Queensland, where training was undertaken to prepare for deployment to New Guinea. Amphibious warfare training was undertaken during this time, as the division was assigned to an operation to capture Lae, which commenced in early September 1943. A preliminary move was made from Cairns to Milne Bay, after which the 20th Brigade landed on the coast  east of Lae. Tasked with securing the beachhead and mounting patrols, the brigade played a limited role in the advance on the town, although the 2/17th Battalion was detached to the 26th Brigade during this stage of the operation. Just before the town was secured, the 4th Brigade arrived to relieve the 20th, which began moving east as the 9th Division's reserve element.

The capture of Lae was followed up quickly by another operation to secure Finschhafen. Landing at Scarlet Beach,  north of the objective, the 20th Brigade formed the division's lead assault element. After overcoming light opposition around the beachhead, the brigade began advancing on Finschhafen, leaving the 2/17th to secure the beachhead. Japanese opposition intensified as they approached the objective, and flanking units around Sattelberg threatened the brigade's rear, forcing Windeyer to deploy forces to guard his flanks and rear. By 2 October, the brigade had secured Finschhafen, having overcome strong resistance crossing the Bumi River, and around Kakakog. After this, reinforcements from the 9th Division arrived and the brigade's headquarters was moved to Heldsbach while elements were deployed at Simbang, Timoro, Kumawa and Jivevaneng. The Japanese launched a strong counterattack on Scarlet Beach in October, during which the 2/17th was isolated around Jivevaneng; the 2/13th was subsequently moved from Katika to fight their way through to the 2/17th, after which the brigade began pushing towards Sattelberg. In November, the 26th Brigade took over the advance, and the 20th went into reserve around Heldsbach, although the 2/15th was detached to the 24th Brigade to push the advance into the Christmas Hills. In December, the 20th Brigade resumed the advance from Masaweng River, moving along the coast as the Australians pushed towards Sio, which they reached in January 1944.

Relieved by the 8th Brigade at Sio, the brigade was moved back to Finschhafen in February ahead of their withdrawal back to Australia for leave and reorganisation around Ravenshoe. The role of Australian troops in the Pacific had largely been taken over by US troops by this time, leaving the Australian troops with a limited combat role in the last years of the war in the Pacific. As a result, a long period of training followed while they waited for another assignment. This came in the final months of the war, when the 20th Brigade was assigned to the capture of North Borneo. Staging out of Morotai in April 1945, the brigade landed around Brunei Bay on 10 June. While the 24th Brigade landed on Labuan, the 2/17th and 2/15th Battalions from the 20th Brigade landed on the southern side of the bay, around Brooketon and Muara Island; the 2/13th was held back in reserve. There was only limited opposition to begin with and by 13 June Brunei had been captured by the 2/17th. The 2/13th was landed at this point at Lutong, and moved along the coast, pushing the advance towards Kuching. By late June, the brigade's headquarters had been established at Kula Belait, and the brigade had begun regular patrols as civil infrastructure was rebuilt. These continued until the end of the war when occupation duties saw the brigade oversee the surrender of the Japanese forces that remained in Brunei and Sarawak.

The brigade remained deployed in this area until late November 1945 when it began concentrating on Labuan. In early December, the first drafts of personnel returned to Australia for demobilisation, while personnel who were ineligible were posted to other units for further service. Throughout December, unit cadres were embarked, and by the end of the month only 11 personnel from the brigade's headquarters remained overseas. They subsequently embarked on the MV Reynella in early January 1946, arriving in Brisbane on 16 January. After moving to Chermside, the remaining personnel undertook administration duties to return stores and equipment and complete necessary documentation prior to disbandment. A final move to Ingleburn took place in early February and the brigade was finally disbanded there on 22 February 1946.

Units
During World War II, the 20th Brigade consisted of the following units:
2/13th Battalion
2/15th Battalion
2/17th Battalion

Commanders
The following officers commanded the 20th Brigade during World War II:
Brigadier John Murray (April 1940 – December 1941)
Brigadier Victor Windeyer (January – September 1942; October 1942 – January 1946)
Brigadier Hugh Wrigley (September – October 1942)

Citations

References

External links
 20th Brigade war diary, Australian War Memorial

Brigades of Australia
Military units and formations established in 1940
1940 establishments in Australia
Military units and formations disestablished in 1946
1946 disestablishments in Australia

redpajama_set_name: RedPajamaWikipedia


text:
Вогларі () — поселення в общині Нова Гориця, Регіон Горишка, Словенія. Висота над рівнем моря: 755,9 м.

Посилання

 Вебсайт общини Нова Горица
 Статистичне бюро Республіки Словенія, населення общини Нова Гориця

Населені пункти Словенії


In the days leading up to the Lunar Year of the Dog, Vietnam's most storied hotel will host a festive open-air bazaar featuring more than a dozen stalls selling gourmet foods and beverages, designer clothing, and handmade gifts.
The five-day Tết Hà thành (Hanoian market in Vietnamese) at Sofitel Legend Metropole Hanoi aims to share the observances of the Vietnamese new year with locals and visitors alike. For the first time, a Vietnamese house, designed by local artist Pham Ha Hai, will be set up on the hotel's patio, where visitors can enjoy a range of Tet holiday foods including pho, banh cuon and bun cha.
Meanwhile, the hotel's open-air courtyard will be transformed into a bustling Hanoian market. Some 15 new vendors will take part in this year's bazaar including Vietnamese fashion designers Hoa Nguyen as well as former Miss Vietnam 2010 Ngoc Han, Liti Florist, Orfarm, Fargreen, Hellomam, The Warehouse, C-Brewmaster beer, Three Trees jewellery, and local fine tea producers, Thuong Tra. A special Tet holiday hamper filled with delicious delicacies from L'Epicerie du Metropole will also be available for sale.
The market will be gratuit and open to the public from 11am to 8pm from Feb. 3 to 7.
On the opening day of the bazaar, contestants will compete to make the best banh chung (traditional rice cake). And a spectacular dragon dance will bring good fortune to all in attendance. On Sunday, there will be a banh cuon-making (rice noodle roll) competition, on Monday, a gio-making competition, while on Tuesday, there will be a fruit carving competition. On Wednesday, the final day of the market, contestants will compete to make the best spring roll. Winners will receive cake vouchers for the hotel's delicatessen L'Epicerie du Metropole.
At the same time, boughs of pink peach blossoms, potted shrubs of kumquats laden with orange fruit as well as bonsai trees will grace the lobby of the historical hotel.
On the first day of the Lunar New Year, guests can look forward to a special Tet menu, including traditional holiday delicacies such as banh chung and bun cha, at Hanoi's premier fine Vietnamese dining restaurant, Spices Garden. The Tet gala dinner on Feb. 15 costs 1,950,000++ VND per person.


text:
Midwich
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Fenwick use Absen LED to create mosaic masterpiece
Fenwick, leading department store with a reputation for distinctiveness, have opened a brand-new location in the recently built Lexicon shopping centre in Bracknell.
The area has recently gone through a full regeneration as part of the "Greening of Bracknell" to turn the town into the destination of choice for residents and visitors.
The brand-new Fenwick store brings all the kudos of the Fenwick brand, to Bracknell. Fenwick wanted to make sure this store could live up to its premium reputation and provide innovation and high-end interior design to reflect the brands on sale.
The interior designers working on the project, HMKM, enlisted the help from interaction design practice, Kin, to provide the latest AV technology.
Kin have worked with both HMKM and Fenwick previously, supporting them with their Tunbridge Wells and Colchester locations, so were ideal to take on this new challenge.
HMKM kept the wider 'green' theme of the Lexicon, so designed a bespoke hanging trellis which climbed the three floors of the store, and included artificial plants interspersed throughout the structure.
Kin were looking for a screen that could be custom built to fit around the frame to work as an advertising platform for customer videos and Fenwick's content, which included a forest setting to tie the whole theme together.
Having previously used the Absen N4 BLK, 4mm LED, at other Fenwick stores, HMKM knew that LED would be the best product again due to its a modular structure which can be scalable to any shape and size.
LED provides high brightness levels, even in high ambient light environments, which was perfect as the screens were being installed in an atrium in the centre of the store, where there is lots of natural light.
Customers would be able to view the displays as they travelled up and down the escalators right in front of the screens, meaning there would be minimal viewing distance. Because of this, Kin recommended to use a finer pixel pitch.
They got in touch with PSCo, specialist LED distributors, to look at what products would work best for the application.
Kin had worked with PSCo on previous projects so knew that PSCo had a full portfolio of LED that could fit the brief. They bought Hugo Fenwick, Director, and his team into the PSCo Assessment Centre to view the Absen 2mm, 3mm and 4mm LED side by side, and to test content.
PSCo also set up a bespoke 5.5m x 7m, 3mm pixel pitch screen in their Research and Development area especially for the visit, so they could see the resolution the screens could achieve from different heights and angles to represent the screens being installed in store.
The final solution was the Absen N2 BLK, 2.4mm LED set up in 10 different canvases, ranging from 0.5m x 0.8m, 0.8m x 1.1m and 1.4m x 2.3m, formed from 70 panels. The Narrow Pixel Pitch (NPP) LED offered a viewing distance of less than 2 metres.
PSCo provided full technical support before and during the installation, including testing the panels in a portrait formation rather than the usual landscape layout to ensure that the product could match the space allowed for the screens on the trellis.
THE WIDER PROJECT
PSCo were able to utilise the wider Midwich group to source multiple large format displays which were used throughout the store. These included 49" screens in the car park and behind a two-way mirror in the luggage area, and bespoke interactive 37" totems to work as way-finder navigation screens.
A key part in this project were digital solutions provider, Intevi, who recently announced a distribution partnership with Midwich. They supplied a number of multiple output media players running their digital signage software which allowed the visual merchandising team to easily schedule and manage the content.
Kevin Palmer, Director of Kin, commented on the project: "Fenwick strive to provide the perfect balance between prestige and value, and push for innovation. Both the interior design and AV technology needed to match up to the Fenwick brand, as well as fit in with the renovation of Bracknell. We wanted to make sure that the full solution we provided could bring a smart and up-to-date feel to the store. LED provides a flexible solution that is the perfect canvas for a bespoke and unique design that really helped bring the whole store together to produce stunning image quality and the perfect platform for high end brands to show off their content."
BrightSign Powered Digital Signage & 5 UK Case Studies
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Midwich Limited, Vinces Road, Diss, Norfolk, IP22 4YT
Midwich is the UK's leading trade-only distributor of technology solutions. Our industry expertise allows us to develop sound commercial propositions for vendors and profitable opportunities for reseller partners.
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Copyright © 2020 Midwich. All rights reserved.

redpajama_set_name: RedPajamaCommonCrawl


Cresus Partners (also known as Colosseum Affiliation) is the marketing arm of Cresus Casino. This casino affiliate program promotes to players around the world (except those in the US and other restricted areas) who enjoy a wide variety of slots and casino games from multiple providers, including NetEnt, NextGen Gaming, and Amaya. Affiliates can promote the brand to both desktop and mobile players. Cresus Partners is registered under the government of Curacao.
Cresus Partners has a more hands-on approach to new affiliate registrations than most programs. All new sign-ups must coordinate with an affiliate manager to decide on their preferred payment plan. Cresus Partners offers virtually every kind of commission, from revenue sharing to CPA (cost-per-acquisition) and CPM (cost-per-impression) and others.
The most common choice is revenue sharing. Those who are enrolled in this plan will be given a commission percentage based on expected website traffic and conversion rates. There is negative carryover, so any negative balances must be earned back before further commissions will be paid. There is no bundling however.
Other choices are also customised based on affiliate preferences, potential profitability for both parties, and expected performance.
Cresus Partners offers all affiliates a 3-tier sub-affiliation scheme. This enables partners to get sub-commissions from their direct referrals as well as from affiliates in the next tier. However, enrollment as a "master affiliate" is only valid for 6 months; Cresus Partners will review all accounts in their 5th month to determine if that affiliate can continue earning sub-commissions.
Cresus Partners typically pays affiliates quickly; the longest an affiliate can expect to wait is 8 days from the end of each month. Affiliates only need to reach a €100 earnings threshold before they can qualify for a payment via Neteller, Skrill, or PayPal. Those who choose bank wire transfer must reach a higher €250 threshold. No admin fee is deducted regardless of method chosen.
All commissions are paid in euros only. Affiliates who need payment in a different currency must use their payment processor's or bank's currency conversion service. The affiliate bears any applicable costs incurred.
Cresus Partners is powered by a proprietary software platform. Affiliates can log in at any time to review their key statistics, including player activity and commissions earned. However, the platform may lack some of the more advanced analytics features offered by more prominent third-party solutions.
Have troubles with Cresus Partners?


I have a Vodafone Sure Signal V3 and got it up an running but the power light shows red and my iPhone won't connect to it.
Have reset it but has made no difference.
What do I need to do for the red power light to turn white and my iPhone 8 can connect to it.


SAN FRANCISCO – State energy regulators unveiled one of the nation's most ambitious programs to expand the market for solar power, proposing to offer more than $3 billion in consumer rebates over the next decade.
The California Solar Initiative, proposed Tuesday by the state Public Utilities Commission, aims to install 3,000 megawatts of solar energy on 1 million homes, businesses and public buildings over 11 years. The five-member commission was expected to vote on the program next month after a public-comment period.
Environmentalists hailed the proposal, saying it would help drive down solar energy costs, create jobs and reduce emissions of greenhouse gases blamed for global warming.
"With rising energy prices and continued air pollution, this is exactly the kind of landmark initiative California needs," said Bernadette Del Chiaro, clean-energy advocate for Environment California.
The initiative revives an essential component of Gov. Arnold Schwarzenegger's bid to expand use of renewable energy in California. The governor's widely publicized "Million Solar Roofs" initiative had bipartisan support, but died in the Legislature after unions demanded high wages for solar panel installers.
The governor bypassed the Legislature by asking the PUC to sponsor the California Solar Initiative.
The initiative would offer rebates to homes, businesses, farms, schools and public buildings that install rooftop solar panels. Large public utilities such as Pacific Gas & Electric Co. would not be eligible for the program.
The PUC offers $400 million in solar rebates through programs funded by a surcharge on consumer utility bills. The initiative would expand that amount to $3.2 billion through an additional surcharge over 11 years starting in 2006.
Under the program, home and business owners who install solar panels would at first be eligible for a $2.80 rebate for each watt of capacity they install. For example, a homeowner who installs a 2,000-watt system could receive a $5,600 rebate.
The rebate would decrease by 10 percent each year until consumers would only be eligible for a 25-cent-per-watt rebate in 2016.


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It is really very hard for the Muslims of today to imagine and much less to bear, or even attempt to bear the hardships that were experienced by Nabi SAW and his illustrious companions in the path of Allah . Books of history are full of stories of their sufferings. It is a pity that we are so indifferent to those events and our knowledge is so poor in this regard. I open this chapter with a story about Nabi SAW himself, whose name is sure to attract the blessings of Allah .


The Verge is running a breaking story that Microsoft will be releasing versions of the new Microsoft Mobile suite for Apple's iPhone, iPad, and Google Android devices in early 2013.
"Microsoft's Office for iPad, iPhone, and Android is a reality. Although Office Mobile has been rumored and reportedly spotted in the wild, Microsoft has remained persistently quiet about its plans for the product. The Verge has learned through several sources close to Microsoft's plans that the company will release Office versions for Android and iOS in early 2013."
ooooo really a great information. Thanks for sharing it. 2013 will bring a great revolution in smartphone era.


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People & Customers
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The protection of the environment and climate change are among the greatest challenges we face. We recognise that we have a key part to play through minimising the impact our business has on the environment.
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Colleagues rally round to help fundraising grandad
Cake bake: (l-r) divisional managing director Paul Cooper and sales manager Andrew Reynolds
Workers at our Linden Homes Guildford region rallied round to help a colleague raise hundreds of pounds for the Surrey cancer hospital that is treating his granddaughter for leukaemia.
The office has helped to collect £1,583 so far in support of 61-year-old commercial surveyor Cliff Rayward's efforts for the specialist Royal Marsden Hospital in Sutton.
He began his fundraising drive in gratitude for his seven-year-old granddaughter Ella Rayward's care by staff on the children's ward, having been diagnosed with the life-threatening blood cancer.
When his colleagues heard, they pledged to help and got stuck in to raise some serious cash with a cake bake sale and mufti day which raised nearly £600, plus donations worth almost £1,000 from generous business partners.
They also added £560 sponsorship to Cliff's son, James, who completed a cycle ride between London and Land's End to build up a separate fund for his niece in case Ella needs treatment abroad.
Linden Homes Guildford managing director Peter Youll said: "I know we all wish Ella the very best for her treatment – Cliff's devotion as a grandfather is an inspiration.
"We are all only too pleased to be able to help raise money for a hospital which is such a worthy cause, treats so many, and has a special place in the heart of the community."
Linden Midlands goes quackers to support Burton Latimer summer event
We give pre-school picnickers and their teddies a helping hand
Vanessa's foamy fundraising fun run boosts hospice coffers


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Q: I intend to write some text file in both windows and Unix (Ubuntu) but when i save it the file sizes are different, why is that so? I intend to write the following text file in both windows and Unix (Ubuntu):
Today is Wednesday.
Tomorrow is Thursday.
End of File.
When I save it on Windows it is 56 bytes long. On Ubuntu it is 54 bytes long. Explain
the difference please.

A: Traditionally, windows uses both \r (carriage return) and \n (line feed) to indicate end of line, while Linux uses only \n. This could explain a difference, depending on how many newlines you had, and possibly the encoding of the file.

A: In windows each line ends with "carriage return,line feed",
In unix and modern Mac lines end with "line feed",
In early Mac lines (before Mac OS X) Mac lines ended with "carriage return".

redpajama_set_name: RedPajamaStackExchange


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Royce da 5'9" on Ageism in Hip-Hop: "It's Just the Cool Factor"
"Give them a reason to think you're not cool, then they're gonna crack on your age."
Donna-Claire Chesman
Royce da 5'9", counting on one hand how many cool rappers he knows over 40.
Photo Credit: YouTube
Hip-hop may be a young man's game, but there is still a grip of OGs who have seen consistent mainstream success.
Speaking with Billboard ahead of the March 16 release of PRhyme 2, Royce da 5'9'' broke down how he believes ageism really works in hip-hop.
"It's just the cool factor," Royce told writer Andreas Hale. "I think the main objective for every kid in America and the rest of the world is to fit in. If you're an OG and you realize that, you'll have less of an issue. They never talk about Pharrell's age because he's so cool. 2 Chainz is cool. Give them a reason to think you're not cool, then they're gonna crack on your age."
In layman's terms, age is only a factor when your actions make it a factor.
Artists like Pusha T, Kanye West, Juicy J, 2 Chainz and so on haven't lost their edge, nor their connection to the current wave of hip-hop over the years, which is why everyone gawks when they learn Chainz is 40 years old. Even Lil Wayne, who appears inseparable from youth culture, is closer in age to some of his fans' parents than he is to his fans.
Consider the flip side: when an artist releases a weak body of work, makes a public statement that disregards what's popular with the current generation of artists, continues to rely on out-of-fashion trends, or has a bad day on Twitter, the first thing people take note of is their age. Once you err on the wack side, you're suddenly too old to be in the game, or in the case of younger artists acting out, you're too young to make an impact. In reality, young or old, ageism exists to stunt hip-hop's growth.
The moral is: when you have your finger on the pulse of the genre, whether you're a living legend or just starting out in the game, your age all but disappears as long as the music is tight.
Royce da 5'9"DJ PremierPRhyme
Royce da 5'9'' Tackles Hip-Hop's Age Divide
"Everybody love each other, man."
Royce da 5'9" Reveals the Unfortunate Realities of Being a Rap Dad
"I think I waived my right to be a 100% father by being in this business."
DJ Premier & Royce da 5'9" on "PRhyme" & Their Hip-Hop History
Royce da 5'9" Thinks About Dr. Dre's Financial Advice to Him Every Day
"He just kept saying it over and over again..."
Why Royce da 5'9" Had the Best Album Rollout of 2016
In the age of the surprise release, album roll outs still matter and Royce da 5'9" did it best with "Layers."
Royce da 5'9" Explains Why People Think Bars Don't Matter in 2018
"[Bars] never stopped mattering, but the conversation has just shifted."
Eminem's Greatest Lesson for Royce da 5'9" About Sobriety
"You don't have to be drunk and high in order to create music."
PRhyme (Royce Da 5'9" & DJ Premier) - U Looz


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ESTONIAN MUSIC AWARDS ANNOUNCES THIS YEAR'S NOMINEES
EVENT INDUSTRY PROFESSIONALS ISSUE AN OPEN PETITION FOR EU AUTHORITY WEARELIVE.PRO
ESTONIAN TRAD.ATTACK! RELEASES A NEW AND EXCITING ALBUM
INDEPENDENT R'N'B & NEO-SOUL ARTIST FROM ESTONIA – YASMYN RELEASES FIRST SINGLE FROM THE UPCOMING ALBUM
by Anna Paukša updated January 11, 2021, 2:57 pm 971 Views
Trad.Attack!'s new and very distinct album 'MYMiatures – Songs That Never Grew Up' was released at the end of the year. What makes this album completely unique is the fact that all 21 songs on this album are ideas that were put in the band's so-called 'drawer' when they recorded their previous studio album 'Make Your Move'.
"Never before has any band, at least not here, dared to release so-called black material or demos, ideas, rehearsals, as an album, each of which could have become a hit single, but it didn't happen," tells the band's guitarist Jalmar Vabarna.
'We decided to open the doors of the creative process a bit to music lovers and show that working in the art of music is an exciting journey, although it often doesn't get anywhere,' Vabarna adds.
"The idea to release new music was born out of the current situation in the world. As the beginning of autumn showed signs that there would be no more touring, we put our heads together and thought about what would happen next," said Sandra Vabarna, the leader of the band. "It then simply came to our attention. Since we really had five ideas and sketches for creating the Make Your Move album, we picked it up and listened to it. Among the approximately 80 demos, there were both recordings made in the training process and proper recordings made in the rehearsal," Vabarna added.
"Our last musical move – the album MAKE YOUR MOVE (2020) – was released 9 months ago and now is living a great life on its own. It has already been listened to more than a million times on streaming channels!" says the drummer of the band Tõnu Tubli. "But a good album still needs to be supported with different approaches and I have a feeling that the MYMIATURES album's addition will do just that, and soon you will hear something more exciting," concludes Tõnu Tubli.
baltic musicbalticsestonianew releaseTrad.Attack!
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Joe: It looks like you have a bumper crop of peaches. I'll have to check some of your additions.
OH MY---I'll be there very soon to get some peaches... YUM!!!!!
Don't know what we'd do without Miracle Gro, Joe. We use it on our flower gardens also.
I like your garden guy. Reminds me of a Gumby-ish Stress Paul that my friend (yes, Paul) keeps on his desk. Helps, somehow!
Is that the latest in pest control LOL!He looks to happy.
Your tomatoes and peaches look so good Joe. Linda does a good job in the garden. LOL!


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Korazim (Chorazin) Park
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KORAZIM (CHORAZIN) NATIONAL PARK
The Ancient Synagogue. (Photo: S. Magal)
Map of the area of Korazim National Park. (© Carta, Jerusalem)
…and the cities shall be inhabited, and the wastes shall be builded: (Ezek 36:10)
The Korazim National Park is situated within the basalt area of the eastern Galilee, beside the road between Korazim junction and Almagor. The Park is on the grounds of ancient Chorazin and its central feature is the remains of the ancient synagogue dating from the second or third century. AD. Korazim was a Jewish city during the mishnaic and talmudic period and it is mentioned in sources as a sight of select crops to be harvested during the period of the Omer and sent to the Temple in Jerusalem. The tractate Menahot in the Babylonian Talmud contains the following reference: "The wheat of Korazim is sought as an Omer offering, even though [the town] is not close to Jerusalem." Korazim also appears in the New Testament. Called Chorazin, it is just above Capernaum on the Sea of Galilee, and is one of the first places where Jesus preached his gospel. The Jewish inhabitants of this area were devoutly religious and rejected his teachings. In anger, he cursed these towns:
Woe unto thee, Chorazin! Woe unto thee, Bethsaida! For if the mighty works, which were done in you, had been done in Tyre and Sidon, they would have repented long ago in sackcloth and ashes. But I say unto you, It shall be more tolerable for Tyre and Sidon at the day of judgment, than for you. . . that it will be more tolerable for the land of Sodom in the day of judgment, than for thee.
(Mt 11:21–24; cf. Lk 10:13 ff.)
The Jewish settlement of Korazim was, indeed, destroyed in the 4th century AD. Eusebius writes about a "Galilean village that was cursed by Christ, accord-ing to the Apostles. Today, it is in ruins." Much later, the location became a Bedouin village centered around a sacred grave and was known as Karazeh.
The Synagogue
At Korazim, there are partial remains of buildings and other facilities from the ancient city. The feature find at Korazim is the ruins of a magnificent synagogue, built entirely of black basalt stones. Anyone who has worked with basalt knows how hard this rock is and how difficult it is to work decoratively with it. Sculpting it leaves little room for repairs and patchwork; a shard shaved off in the wrong place or cut inaccurately, and the entire stone is ruined. Here one finds delicate and exact ornamentation that only the most highly skilled artists can craft. This artistry is quite evident when comparing this synagogue with the one found at Capernaum a little more than 2 km to the south.
Capernaum could also boast of a splendidly-built synagogue from the same period, but it was built of white stone brought from afar and contrasted sharply with the black basalt of Capernaum's environs. Perhaps there is room for reflection here: when the inhabitants of Korazim saw the inhabitants of Capernaum, who were more wealthy, building their luxurious synagogue with material brought from some distance, they may well have said: "We'll show you who we are, we indigent; we'll build from local stone, and we shall have something no less beautiful."
Indeed, when one sees the stones of the destroyed Korazim synagogue scattered around the site, it is possible to discern how rich and refined is the artistry that went into it. This is clearly discernible in the partial restoration of the synagogue in which some elements were restored in situ. The architectural style of the synagogue is similar to the other stone-built synagogues in the Galilee: its splendidly-ornamented façade faces south and it has three entrances; the main central entrance flanked by two, smaller ones on either side. Because the synagogue is built at the top of a slope and the base of its frontal wall is high, a wide flight of steps was built to ascend to the entrances. That ornamentation which has remained intact gives this synagogue an appearance of being more richly constructed than others but this might perhaps be attributed to the durability of the basalt rock construction which is less subject to erosion than the limestone found elsewhere. In the restoration work, a large triangular gable made of sand-stone and meticulously decorated was erected.
Other hewn basalt remains include the so-called "Seat (Cathedra) of Moses" bearing the inscription: "Remember with favor Judan, son of Ishmael, who constructed this pillared room and the stairway, whose reward will be with the righteous." Large conches, executed with great exactitude and which rested on the friezes, were also found. Other objects of interest include statues of lions and zodiac signs. In the course of restoration work on the synagogue, other parts of the city were exposed including streets, parts of houses, and facilities such as a ritual bath and an olive press. And thus another ancient Jewish city has emerged from the ruins.
Chorazin – Plan of Site
Outside the National Park Area
Rosh Pina
The name for the town of Rosh Pina is derived from the Bible: "The stone which the builders rejected has become the 'chief cornerstone' [rosh pina]" (Ps 118:22). In its first life, this settlement, founded in 1875 on land which belonged to the Arab village of Ja'uni, was called Guy Oni. Following economic difficulties and drought, the inhabitants abandoned the settlement and returned to Safed. In 1882, an association of Jewish pioneers from Romania, joined by several families from Russia, purchased the land where the failed settlement once stood. Because the Turkish Sultan did not permit the building of new houses, the settlers resided in Arab houses in Ja'uni. After initial hardships, the settlement received the support of Baron de Rothschild. He built a silk factory, but the Baron's administrators treated the settlers as inferior, which distanced the settlers from their benefactor.
Commencing in the 1970s, artists and self-employed pro-fessionals began making their homes in Rosh Pina. With the help of Israel's Nature Preservation Society and other conservationists, old houses were restored and opened to the public at large. Among the reconstructions that are now tourist attractions are an ancient olive press from Roman times, PICA House—the administrative center for Baron de Rothschild's settlement scheme, the commu-nity center, and the first synagogue. In addition, there are art galleries, artisan studios, a music shop (Song of the Tree), restaurants and cafes.
Vered Hagalil
This is a holiday resort in the Upper Galilee which caters to those who are interested in seeing the countryside on horseback. Some residents are engaged in breeding horses. Facilities include a guest house, restaurant, and parking lot.
Tiberias & Environs
The following sites and attrac-tions can be found in and around Tiberias:
Hamat Tiberias National Park (Tiberias Hot Springs)
These hot springs, known in antiquity for their remedial cures, are located about 2 km south of Tiberias. The Ernest Lehman Museum at the Park's entrance exhibits the history of these springs. The mosaic floor of a 4th century synagogue is on display in an outdoor area of the Park.
The tomb of Rabbi Meir Ba'al Hanes (miracle-maker)
The tomb is inside the white-domed building situated beside the hot springs. Every year on the 14th of Iyar, there is a public celebration in memory of the saintly rabbi.
Tomb of Maimonides (the Rambam)
This tomb is situated in the lower city. Maimonides died in Egypt in 1206 and was buried in Tiberias. Beside his grave are the tombs of Rabbi Yohanan ben Zakkai, Rabbi Eliezer, and other sages. This cluster of tombs is a pilgrimage site.
Ottoman Remains
The old city walls of Tiberias have long been a landmark of this town. Some segments were built by Dhahir el-Omar in 1738, and other parts of the wall were repaired in the 19th century. The most impressive remnant is the northern fortress which has been almost completely preserved.
This follows the shore of the Sea of Galilee and is dotted with cafes, restaurants, hotels, and a marina. There are a number of wharfs from which to take boat cruises on the lake or to different destinations around the lake.
By: Azaria Alon
Chorazin - Plan of Site
Jordan Valley & River Park
"Behold, he shall come up like a lion from the swelling of Jordan…" (Jer 49:19) In sharp
Tel Hazor National Park
"…for Hazor beforetime was the head of all those kingdoms." (Josh 11:10) Tel Hazor (the upper city)
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