text:
"Making Safe Drinking Water Accessible…"
May 1, 2017 May 3, 2017 admin 0 Comment
Three brothers take up the cause of supplying safe drinking water to millions of people and they soon start a company together by the name JanaJal to make that happen. Explaining the modalities and the concept of JanaJal water ATM, Parag Agarwal, Founder & CMD, JanaJal, walks us through the functioning of his company's initiatives and its roadmap
Could you throw light on the initiative of JanaJal?
JanaJal is a private sector initiative that aims to make safe drinking water available to millions of people in a sustainable and consistent manner. The company was founded by social entrepreneurs and brothers, Parag Agarwal and Anurag Agarwal who identified the gap between demand and supply of safe drinking water and decided to take up this cause with deep commitment. They understood the need to not only increase availability but also accessibility of safe water and reduce the cost of the same drastically as compared to bottled/packaged water.
What is the water ATM concept all about?
Driven by the need for sustainability in terms of operations and maintenance, the JanaJal water ATM concept was developed with the objective of ensuring consistency in the quality of water and bringing in efficiency during the water treatment process. A consumer can now walk up to a water ATM with their own container 24X7 and procure their desired quantity of water starting with a chilled glass of 300 ml water upto 20 litres which is the minimum quantity used in a household everyday for drinking and cooking. Over the past 4 years, JanaJal has contributed significantly to the concept of water ATMs being unanimously accepted as a solution to providing the much essential last mile connectivity for delivery. The concept stands validated by local administrative bodies, State and Central government and above all consumers, who are willing to pay a nominal cost to receive this invaluable resource that directly ushers health and wellness in the lives of their family and loved ones.
What kind of support do you receive from other corporates and NGOs?
Safe drinking water received attention in 2014 when Modi assumed office of the Prime Minister and highlighted the need for drinking water and sanitation in India. This was followed by the launch of the Swachh Bharat initiative that added further momentum and strength to the implementation of WASH (Water, Sanitation and Hygiene) facilities in the country. With the Government of India's emphasis on CSR spending, corporates have developed a renewed focus on safe drinking water as its significance in terms of meeting basic needs of people is clearly understood along with the fact that the social impact being delivered is unparalleled.
JanaJal has received tremendous support from NGOs, Charitable Foundations and Corporates and implemented some landmark award winning community drinking water projects in the country. The company has developed a very unique format of engagement with corporates that mitigates their fundamental concerns about leakage of funds into unrelated areas and channelizes 100% of their CSR spending into the intended social benefit and welfare. Thus the overall objectives of all stake-holders such as the corporate and consumers are met leading to further momentum in projects being implemented pan India by JanaJal.
How do you mobilize funds?
Presently the majority of the projects are being implemented under the BOO model. The company invests its own capital to build, own and operate water ATMs in a consistent, sustainable and viable manner. Projects are also implemented in PPP mode under joint investment and collaboration with various stake-holders. However, the contribution of CSR support is rapidly increasing and is only expected to further rise in the future.
Recently JanaJal has received FDI (Foreign Direct Investment) from Tricolour Cleantech Capital, LLC a US based social impact fund that will be utilised to increase the footprint of water ATMs across railway stations, bus stands and at public places in municipal areas. With over 250 systems already operating, the company is currently in the process of commissioning 39 water ATMs through IRCTC at various railway stations in the Mumbai region and plans to achieve an installation 1000 water ATMs by 2018.
How are you spreading awareness about the work that you are doing?
JanaJal has adopted the execution strategy as the most impactful form of spreading awareness. The company believes that as more users adopt this system of procurement of water and experience the benefits of the same, the demand and appreciation will only increase thus leading to further growth in the footprint. JanaJal also has a strong social media presence and lays special emphasis on advocacy of safe drinking water and various water treatment methods so that people can be made aware of the acute need to conserve water at every level. Social awareness campaigns, road shows and events are also conducted to raise the awareness among people.
What kind of challenges have you experienced so far in your initiative?
Water remains the only utility that has not been opened up to privatisation in India. With water ATMs now being the order of the day, all local administrative bodies need to act as enablers of this unique concept that not only meets the basic need of people but also wins appreciation for their style of governance. It is important for the administration to appreciate the need for financial viability and project feasibility and ensure that projects which are implemented do not fail for want of basic essentials. Critical aspects such as vantage locations that are easily accessible to public, availability of raw water and electricity connections and above all, pricing levels that allow financial feasibility are critical to the growth of this sector.
An outstanding example of the ideal approach, planning and policies is the Indian Railways and IRCTC that have taken every aspect of project development and sustainability into consideration. Their prescribed guidelines provide for highest level of efficiency at both quantitative and qualitative levels besides financial feasibility of the companies that are being awarded the contract to install WVMs at railway stations.
Over the next 5 years, JanaJal aims to install at least 2000 WVMs with IRCTC pan India. We believe that all local administrative bodies across urban, semi-urban and rural India should adopt the IRCTC format of project implementation thereby bringing in consistency at the national policy level.
What will be your roadmap in taking this initiative to the next level?
JanaJal presently aims to cross the 1000 water ATMs mark in India by 2018. As a company we believe that there is potential to install at least one million water ATMs in this country that is estimated to become a 1.7 billion people nation by 2050. In a country where it is believed that water quality changes every 100 kms, the key to success lies solely in a technology agnostic and agile concept that is backed by execution skills of the highest order. With over 95% of the country's population unable to afford bottled/packaged water, water ATMs are the only answer to a question that has now stood its ground for decades. The company's R&D division is constantly working to develop new solutions such as the Hybrid water ATM that operates with electricity as well as solar energy. We also adopt lean and green water treatment technologies that can purify upto 20,000 litres per day without use of any form of energy. This enables delivery of safe water to the remotest of villages in a reliable and sustainable manner.
What kind of projects are undertaken by the government to address the issue of safe drinking water?
Our country consumes more ground water than China and US put together. With an ever increasing population, rapidly decreasing water tables and global warming increasing to alarming levels our country is poised to be severely "water stressed" by 2025. The larger concern is that lack of availability has direct adverse impact on the lives of women and young girls who are typically responsible for collecting water and spend several hours every day walking between their home and the nearest water source. This reduces the family income and hampers the child's education.
The formation of Swachh Bharat and with collection of a central Swachh Bharat cess pool, there is a significant corpus being accumulated at the Centre which needs to be channelized into off-grid safe water projects. JanaJal is willing to offer itself as a resource to the Government of India at the thought leadership, policy formation and project execution level so that the dream of development that our country has voted for so unanimously becomes a distinct reality in the near future. After all there is no smart city without safe water being available 24X7 and water ATMs will surely be the first step towards building a smart and fully developed India.
Samrita Baruah
samrita@spoindia.org
← REC, NALCO and EIL win Gold Trophies
"Making available Portable Drinking Water" →


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Execs moving up in bank wealth management
What do seven banks from across the country share in common? They all recently named leaders to senior wealth management posts or related investment services businesses.
The newly appointed wealth management executives are presented here. – Margarida Correia
Executive career moves
Kristine Garrett, Fifth Third
Kristine Garrett, a former wealth management executive with Canada's CIBC, joined Fifth Third to direct the private banking business across 10 markets.
She took over the role from Mike Michael, who as head of the Wealth and Asset Management division had been running the business.
Read more: Fifth Third lures CIBC exec to run the private bank
Brian Lamb, Fifth Third
Brian Lamb, Fifth Third's former chief corporate responsibility and reputation officer, was named leader of the bank's Wealth and Asset Management division.
He succeeds Mike Michael who was named to the post in May of 2017. Lamb and Michael will work closely together through the end of February to ensure a smooth transition.
Read more: Fifth Third picks corporate responsibility exec to lead wealth business
Douglas Banbury, Key Private Bank
Douglas Banbury, a former senior regional executive for PNC Bank's ultrahigh-net-worth unit, joined Key Private Bank as managing director and head of Key Family Wealth Investments. He leads a team of 14 investment professionals who deliver services to ultrahigh-net-worth clients nationally.
Banbury is based in Cleveland and reports to Gary Poth, head of Key Family Wealth, and Joe Calabrese, national head of investments for Key Private Bank.
Paul Hudson, Northern Trust
Paul Hudson joined Northern Trust as market leader of Sarasota and Manatee counties in Florida. He is responsible for business development strategy and client servicing activity to high-net-worth individuals in the region. He oversees more than 80 investment, trust and banking professionals.
Hudson reports directly to Charlie Mueller, Northern Trust president of the West Florida region, while working closely with regional executives. He was previously with U.S. Trust.
Read more: Northern Trust regains wealth executive from rival
Robert Weiss, SunTrust Bank
Robert Weiss, a former senior executive with J.P. Morgan, joined SunTrust Private Wealth Management to lead the northeast wealth management team. He is based in the bank's new office in New York City at Rockefeller Center.
Weiss is charged with building a team of wealth management professionals that will expand throughout the tristate area and partner with the bank's corporate and investment banking teammates in New York City to serve clients' needs.
Mark Castelin, U.S. Bank
Mark Castelin joined U.S. Bank Private Wealth Management in Seattle as portfolio management managing director. He leads a team of two investment portfolio managers and one investment specialist.
Prior to joining Private Wealth Management, Castelin was director of investment advisory services at CTC/myCFO investment firm in Seattle.
Roderick Dolan, U.S. Bank
Roderick Dolan, the former CFO and COO of law firm Kaye Scholer in New York, joined U.S. Bank to lead the fledgling Business Owner Advisory Services group on a national level.
He is responsible for developing strategies to grow the business, which has delivered positive results since it was launched as a pilot in 2015.
Read more: U.S. Bank builds out advisory services for entrepreneurs
Ben Ollendick, U.S. Bank
Ben Ollendick, the former leader of U.S. Bank's private banking services, was promoted to regional managing director of Ascent Private Capital Management, the bank's ultrahigh-net-worth business.
Ollendick focuses on new business development in the Minneapolis market and leads a team of advisors serving clients with a net worth of more than $75 million. He is one of the five regional leaders overseeing services to super wealthy clients nationwide.
Read more: U.S. Bank names leader of ultrahigh-net-worth business in Minneapolis
Brad Scott, U.S. Bank
Brad Scott, the Kansas City market leader for U.S. Bank's Private Wealth Management unit, was named to a newly created role as national practice strategy leader.
Scott will be responsible for driving advisor activities to "further client engagement while enhancing and integrating technology for both clients and those serving clients," the bank said. He will lead and guide nearly 160 advisors and wealth planners across all of the bank's markets.
Scott joined Private Wealth Management in 2011 as the market leader for the Kansas City office overseeing a team of 27 financial professionals. He will continue to serve as market leader until the bank hires a replacement.
Stuart Sheridan, Wells Fargo
Stuart Sheridan, a 22-year veteran of Wells Fargo, was named head of Wells Fargo Trust Operations. In his new role, Sheridan leads more than 300 team members responsible for the back-office processing units that directly support trust, custody and fiduciary needs across Wells Fargo businesses.
For the past three years, he led Wells Fargo Institutional Retirement and Trust Signature Service Market relationship management, a role in which he commanded a group of more than 80 individuals servicing corporate retirement plans. He joined Wells Fargo in May of 1995.
David DiLuigi, Wilmington Trust
David DiLuigi, president of Wilmington Trust's wealth advisory division in the Greater Washington and Central Virginia region, was promoted to group vice president. He has worked for Wilmington's parent company, M&T Bank, for 25 years, managing its retail branches, directing its retirement plan sales team, and working on integration-related projects for some of M&T's acquisitions.
DiLuigi has been a regional president of Wilmington's wealth advisory division since June of 2016.
Patricia Farrell, Wilmington Trust
Patricia Farrell, market leader for Wilmington Trust's wealth advisory team in Buffalo, was promoted to group vice president and managing director of wealth advisory services for the Buffalo and Rochester markets. She is responsible for driving the expansion of wealth management services throughout Western New York.
Prior to joining Wilmington in 2014, Farrell was a private client advisor and private banking team leader for U.S. Trust in Manhattan.
Charlotte Glinski Philips, Wilmington Trust
Charlotte Glinski Philips joined Wilmington Trust as a team leader for private banking services in the Mid-Atlantic region. She oversees the delivery of credit and banking services to Wilmington's wealth clients throughout the mid-Atlantic.
Philips was previously with U.S. Trust where she was a private client manager for over a decade.
Career movesWealth managementFifth ThirdFifth Third BancorpKey Private BankKeybankNorthern TrustSunTrustU.S. BankWells FargoWilmington Trust M&T Bank

redpajama_set_name: RedPajamaCommonCrawl


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Espinal gets Dem nod, headed to Albany
Feb 21, 2018 | 11033 views | 0 | 941 | |
Barring some dark-horse candidate emerging from the Republican Party, it looks like Ari Espinal will replace Councilman Francisco Moya in the Assembly for the time being.
The Democratic Party announced it was supporting Espinal over Catalina Cruz in the special election on April 24, taking the step that drives good government groups wild with regard to special elections.
Rather than letting voters decide who should represent the Democratic Party, as is done in primary elections, in a special election leaders of the Democratic Party get to decide who will get their line on the ballot, bypassing the voters altogether.
And given the overwhelming advantage in registered voters that the Democratic Party enjoys in New York City coupled with the underwhelming voter turnout that will occur in an April special election, it's all but inevitable that Espinal will win.
All you have to do is read the quote from the Congressman Joseph Crowley, who chairs the Queens Democratic Party, announcing the endorsement to realize that there isn't miuchpretense that Espinal is headed to Albany.
"The Queens Democratic Party is proud to support Ari Espinal to represent the 39th District in the Assembly," Crowley said. "Ari will be a fierce advocate for Queens families and I look forward to working with her."
So Cruz will have to wait until September to run in the primary before November's general election if she still wants a shot at the seat. But at that time she'll have to deal with unseating an incumbent – albeit one with only about five months of experience – who will at least have some sort of record in the legislative body to tout.
Democracy in action!
'Trump Democrats'
Speaking of endorsements, the Working Families Party has announced that it is supporting challengers to three of the members of the State Senate's breakaway Independent Democratic Conference.
They include Rachel May, who is challenging David Valesky of upstate New York, Alessandra Biaggi who is challenging IDC top dog Jeff Klein of the Bronx, and Jessica Ramos, a former aide to Mayor Bill de Blasio who is running against Jose Peralta of Queens.
"Time is up for Trump Democrats," said WFP director Bill Lipton. "For seven consecutive budgets, the IDC-GOP coalition has put the interests of real estate developers and hedge fund managers ahead of women, tenants, straphangers, and students."
Having the support of the Working Families Party is nice, but it remains to be seen how much support the candidates will get from the heads of the Democratic Party, who have a fine line to walk.
Of course, they should have an interest in getting the breakaway members of their conference out of office and replaced with someone who will caucus with the other members of the Democratic Party.
On the other hand, these challengers are going up against longtime and, in many circles, very popular incumbents. While the Democratic Party would like to see the IDC members out of office, they also don't want to lose face by backing a candidate who could potentially lose in a landslide in a primary.
Pro-DeBono
And let's not leave the Republicans out of this endorsement roundup!
Last week, Queens Conservative Party chairman Tom Long announced that his political party would be backing Dan DeBono for Congress in the 3rd Congressional District, which includes portions of northeast Queens and Nassau County.
Democrat Tom Suozzi currently holds the seat.
DeBono, a former Navy SEAL and a lifelong resident of Northport, seems like competent challenger, but will he be able to overcome the advantage the Democrats enjoy in the voter rolls?


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Mr. Loving is well-versed in negotiating master and publishing licenses for music used in global marketing campaigns and advises clients on content review and clearance, rights acquisition and content distribution, and issues related to SAG and FTC. He also negotiates and drafts television production and distribution agreements. Mr. Loving's practice includes drafting and negotiating general business and commercial agreements, including mergers and acquisitions, marketing, vendor, sales, consulting, distribution, manufacturing and strategic alliance agreements. He also works with incoming and exiting executives at sports, entertainment, media and consumer products companies on their executive compensation agreements and separation agreements.
Mr. Loving has prior experience as special counsel for adidas, and as assistant general counsel for Nike, where he handled sports marketing, advertising, entertainment, television and digital matters. Prior to that, he was vice president of business development and general counsel at a private equity-funded digital media sports and health content provider headquartered in Australia.
Mr. Loving served as a judicial clerk for the Oregon Supreme Court and significantly was the first African-American clerk in history to do so.
Mr. Loving continues to contribute to the legal community. He is an adjunct professor of sports law at the University of Oregon School of Law, and he is a frequent guest lecturer nationally on sports and entertainment law issues. During his undergraduate studies, Mr. Loving was a member of the 1987 NCAA Championship Track and Field team.
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Q: Center Logo in ul? I know many people have tried to do this, and worked out some system that just happened to work out, or just to "get by", but what is the best way to do this? I have something almost complete, but for some reason the logo is not centered, rather the whole ul as a whole. This is what i get.

But, this is what i get when the text length is the same:

Here is my html:

            Big Text Here

            Small Text

And my css:
.navbar
{
    margin:0 auto;
    text-align: center;
    z-index: 9999;
    margin-top: 10px;
}

.navbar ul
{
    display: inline-block;
    list-style-type: none;
    margin:0 auto;
    padding: 0px;
}

.navbar li
{
    display: inline-block;
    list-style-type: none;
    vertical-align: middle;
}

.navbarLinks
{
    color:#ccc;
    margin: 20px;
    text-align:center;
    display:block;
    text-shadow: -1px 0 #000, 0 1px #000, 1px 0 #000, 0 -1px #000;
    text-decoration: none;
    font-family: arial;
    font-size: 20pt;
    font-weight: bold;
}

.navbarLinks:hover
{
    color:#fff;
}

.navbarLogo
{
    padding-bottom: 0px;
    text-align: center;
}

How do i fix my code?

A: Easiest way, albeit a giant hack, is to just give the left and right
s a percentage width of, say, 40% or so.  Then they'll stay the same size while leaving a bit of a gap for the logo in the middle.
The best way is to use a flexbox, which lets you explicitly say what you want, i.e. to split any extra space between the two text parts:
.navbar ul {
    display: flex;
}
.navbar li.navbarLinks {
    flex: 1;
}

This just says: the ul should be a flexbox (meaning all its children should sit in a row and fill the available space), and any extra space should be given to the links at a ratio of 1:1.
Here's a crappy fiddle.
The downside is that this only works in pretty recent browsers, and in particular IE10 was the first IE to support it.  And there have been three revisions to the syntax, so you'd need to support those as well, perhaps with something like this Sass flex mixin (which is a useful reference even if you're writing static CSS).
On the other hand, you could use both approaches.  Browsers that don't understand flexbox would obey the inline-block instead and just see a slightly off-center logo.

redpajama_set_name: RedPajamaStackExchange


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text:
using Aspose.Tasks.Saving;
using Aspose.Tasks.Visualization;

/*
This project uses Automatic Package Restore feature of NuGet to resolve Aspose.Tasks for .NET API reference
when the project is build. Please check https:// Docs.nuget.org/consume/nuget-faq for more information.
If you do not wish to use NuGet, you can manually download Aspose.Tasks for .NET API from https://www.nuget.org/packages/Aspose.Tasks/,
install it and then add its reference to this project. For any issues, questions or suggestions
please feel free to contact us using https://forum.aspose.com/c/tasks
*/

namespace Aspose.Tasks.Examples.CSharp.ConvertingProjectData
{
    public class UsingSvgOptions
    {
        public static void Run()
        {
            // The path to the documents directory.
            string dataDir = RunExamples.GetDataDir(System.Reflection.MethodBase.GetCurrentMethod().DeclaringType.FullName);

            // ExStart:UseSvgOptions
            // Read the input Project file
            Project project = new Project(dataDir + "CreateProject2.mpp");
            SaveOptions saveOptions = new SvgOptions();
            saveOptions.FitContent = true;
            saveOptions.Timescale = Timescale.ThirdsOfMonths;
            project.Save(dataDir + "UseSvgOptions_out.svg", saveOptions);
            // ExEnd:UseSvgOptions
        }
    }
}

redpajama_set_name: RedPajamaGithub


Popularity - 263 views, 4.8 views per day, 55 days on eBay. Super high amount of views. 15 sold, 73 available.
263 views, 4.8 views per day, 55 days on eBay. Super high amount of views. 15 sold, 73 available.
Seller - 168,285+ items sold. 0% negative feedback. Top-Rated Plus! Top-Rated Seller, 30-day return policy, ships in 1 business day with tracking.
168,285+ items sold. 0% negative feedback. Top-Rated Plus! Top-Rated Seller, 30-day return policy, ships in 1 business day with tracking.


Park Forest, IL-(ENEWSPF)- Park Forest police are asking the public to be vigilant after a spout of recent home burglaries targeted vacant homes. The department alerted the public to the home forays where appliances were lifted.
The following are a list of all burglaries reported in Park Forest from June 5 through June 18.
A stainless steel refrigerator, a stainless steel dishwasher, a stainless steel stove, and a stainless steel microwave were reported stolen from a residence in the 100 block of Shabbona Drive on June 9. The owner was rehabbing the residence. The rear door leading from the laundry room into the kitchen was removed from the hinges. The owner suspects this was done to fit the appliances through the door frame. It appeared that entry was made to the residence through the rear door. A neighbor shared with police footage from the front mounted camera of his residence. The video shows a U-Haul truck pulling up to the residence at 11:38 PM the night before, June 8. The driver turned off the headlights of the U-Haul and backed into the end of the driveway. At approximately 12:14 AM, the U-Haul could be seen pulling into the front portion of the driveway, and at 12:22 AM, the U-Haul could be seen leaving the residence. Police are investigating.
Police responded to a report of a burglary in the 100 block of Marquette Street on June 9 at 6:16 PM. A resident reported receiving a call from XFINITY advising him that his security alarm power was not on. He was not home at the time and asked a neighbor to check on the house. The neighbor checked the residence and discovered that the front door was unlocked and all of the appliances were missing. The items reported missing include stainless steel Whirlpool brand appliances: refrigerator, dishwasher, stove, and microwave. The security alarm had been destroyed, according to police. The circumstances of this burglary and the burglary reported in the 100 block of Shabbona Drive are very similar, according to police.
In yet another residential burglary report, police responded to the 400 block of Suwannee Street on June 13 after the owner of a vacant house arrived to find the front screen door popped open and the front door open. The doorknob of the front door was broken off, according to police, as was the lockbox. All appliances from inside the home had been stolen: a Samsung refrigerator, dishwasher, stove, microwave, washer, and dryer. The kitchen appliances are all stainless steel in the washer and dryer are front loaders, according to police. Police were able to gather evidence from the scene.
Police were called to investigate another residential burglary in the 100 block of Well Street on June 16 at 8:33 AM. The complainant had been maintaining the property for the owner. There had been a lockbox on a door which was missing and the doors of the home were unlocked, according to police. A refrigerator, stove, and microwave had been taken from the kitchen.
On June 16 at 12:44 PM police responded to the 400 block of Lakewood Boulevard to investigate a burglary that had just occurred. A woman told police that she was driving down Lakewood Boulevard and observed two male subjects who she believed to be juveniles running out of a garage with two weed Wacker's and other tools. She told police that one of the subjects was wearing orange shorts. Items reported missing include two B orange and black lack & Decker trimmer/edgers and a red and black Toro ultra blower/vacuum.
Identify the unoccupied homes in your area and keep an extra watch over them. If you see someone or something suspicious, call us. If you aren't quite sure if it's suspicious, call us. Keep in mind that some illegal activity is often over within a couple minutes, so call right away.


text:
Ekostories
Stories and Essays by Isaac Yuen
What are Ekostories?
A 90's Flashback: Dinosaurs' Changing Nature
written by Isaac Yuen
Television sitcoms are unlikely sources for meaningful stories about the environment. But there are exceptions. I found one of them in Jim Henson's Dinosaurs, a puppet show that ran for four seasons from 1991 to 1994. Dinosaurs takes place in 60 million years BC and follows the lives of a typical dinosaur family: Earl Sinclair, father; Fran Sinclair, mother (voiced by Jessica Walters, for all you Arrested Development fans out there); Robbie Sinclair, son; Charlene Sinclair, daughter; Junior Sinclair, aka The Baby; and Grandmother Phillips. The show is a satirized portrayal of the American household; each episode typically features the family dealing with topical issues of the day. The LA Times described the show as a "consistently funny comedy to chew on, the only spot on television where the Mesozoic Era intersects with witty social commentary." Many regarded the show as a unique blend of The Honeymooners, The Flintstones, and All in the Family.
The series finale titled "Changing Nature" revolves around Earl's irresponsible actions towards the environment, and provided an emotional and lasting experience for me as a young teenager. After a recent watching (one can readily find the episode online), I believe that the episode is an Ekostory that provides useful insights into our attitudes towards culture and nature.
Changing Nature begins with the dinosaur civilization anticipating the return of the bunch beetle, massive swarms of insects that migrate back to the continent of Pangaea every year precisely on May 14th. But something is wrong this year; only one beetle named Stan returns. In the absence of the bunch beetles, a form of creeper vine grows unchecked, threatening to overgrow everything and causing major day-to-day inconveniences. Charlene and Stan soon discover the swampland that the bunch beetles rely on as a breeding ground has been paved over to make room for a new Wesayso wax fruit factory; all the beetles were wiped out in the construction process.
More worried about public relations than the actual ecological consequences of the company's actions, B.P. Richfield, manager of Wesayso Corporation, puts Earl, one of his employees and a joe-average citizen, in charge of a task force to bring the vine problem under control. Earl, enamoured with technology and progress, proposes the use of a defoliant to destroy the vines. The plan works, but also has the unintended consequence of killing all plant life on the planet. Concerned but still optimistic, Earl supports Richfield's plan to drop bombs in volcanoes in order to create clouds. After all, everyone knows that rain leads to plant growth. But the resulting dark clouds prove to be so dense that they blot out the sun and cause global cooling; dinosaur scientists estimate it could take tens of thousands of years before they disperse.
Richfield is overjoyed, saying that the Wesayso Corporation is enjoying record profits due to sales of blankets and heaters. By this time, Earl realizes at last the ramifications of his actions and apologizes sincerely to his family. The show ends with the news anchor looking at the bleak forecast and signing off with "Good Night and Goodbye", implying that the extinction of the dinosaur civilization is nigh.
Attitudes to Technology and Progress
Earl Sinclair: Destroyer of dinosaur civilization. Oops. From imdb.com
Earl is my favourite character in the show. He works as a tree pusher for the Wesayso Corporation (pronounced We Say So) under his B.P. Richfield, a constantly angry and completely amoral Styracosaurus. Earl is portrayed as a Homer Simpson-esque character, an average joe who loves to drink beer, hang out with his buddies, and has well-meaning intentions for his family.
Earl's worldview and value system is usually contrasted with the rest of his family's, especially his children Robbie and Charlene. He sincerely believes that progress is the greatest thing to come out of the dinosaur civilization, which is built upon a capitalistic industrial economy reliant on intense, exhaustive exploitation of natural and dinosaur resources. He is enamoured with the luxuries provided by modern society: wax fruit, TV, basically any new gadget that will make his life easier. In Changing Nature, there are several scenes that illustrate his enthusiasm for progress, including one in the very beginning of the episode where he tries to figure out his brand new grill:
"Earl: There's always resistance to the new. But I'm not afraid. Modern technology may be daunting to smaller minds, but when I master this Pyromatic 5000, we'll be eating the future!"
Throughout most of the episode, he dismisses many of the objections his family raises towards his unshakable faith in technology and progress. When Charlene, his daughter goes to the media to disclose how the Wesayso Corporation eradicated bunch beetles, a keystone species in the ecosystem, he speaks up to defend his faith:
"Earl: It's time for a responsible opposing viewpoint: You're full of it! Progress is good. It's progress that puts electricity in the toothbrush! Progress that put potato chips in a tennis ball can…
Stan the Bunch Beetle (in the background): That's true!
Earl: Oh sure, some sacrifices have to be made along the way, a forest here, a few species there, but in the end, wouldn't you trade all that for great advancements like …. Uh.. Oh! Microwave Toast! Yeah, you wanna talk about progress – this takes all the hassle out of making toast."
I really can't stay mad at such a hilarious character and such a funny exchange. But beneath it lays the commonly held view that continuous progress is necessary for prosperity. In the real world, this paradigm has brought about undeniably better standards of living for millions, if not billions of people, over the last several centuries. Advances in food production, improvements in sanitation, and the discoveries of modern medicine have improved our lives in monumental ways. But is a model of progress for progress' sake and growth for growth's sake still desirable in a crowded and environmentally degraded world? What does genuine progress mean after our basic needs have been met? Is this way of thinking and the system it is responsible for still serving our needs and making us happy and fulfilled individuals? These are serious questions that we as a global community must reflect on.
No plant life left? No problem – "There are a wide variety of commercial snack foods with no natural ingredients."
Back to the story: Earl's faith in technology and the Wesayso Corporation is finally shaken after he sees the resulting wasteland that the defoliant has caused. Nevertheless, he still remains optimistic about technology's ability to save the day. Towards the end, he finally comes to realize that his actions have actually doomed civilization. I know it's terrible to laugh at the end of the world, but it's still so funny upon a recent rewatch. The apology that he offers to his family is genuine, but comes too late:
Earl: But it's just so easy to take nature for granted, because it's always there. And technology is so… bright and shiny and new!
It is difficult to resist the allure of the "bright and shiny and new". As a species, humanity has always relied on technology to survive. From the fire to the spear to the computer, technology has had a profound and integral role in the shaping of our thinking and our societies. I don't believe shunning technology because it has the potential to do harm is a constructive nor feasible stance to take. What we must determine is how to align its use in ways that help us prosper. Technology should serve us, and not the other way around; it must be appropriate and suitable within its context. Of course, what is deemed appropriate and what is prosperity have always been the trickiest parts.
As environmentalists, we are interested in affecting change. What is the difference between change and progress?
How do you define progress?
How do you define prosperity?
Will someone please think of the children?
Remember "I'm the Baby, Gotta Love Me?" If not, you're probably too young for this entry.
Changing Nature provides a very clear reminder that what we do today will affect the world we leave to future generations. Earl speaks to Baby after he realizes that he has most likely doomed the dinosaur civilization:
Baby: Understand what?
Earl: Well little guy, what happened was.. Daddy was put in charge of the world, and he didn't take very good care of it. And now it looks like there isn't much of a world left for you and brother and sister to live in.
Baby: Are we going to move?
Earl: Well no… there's no place to move to. This is the only world we got.
Baby: What's going to happen to us?
Earl: Well.. I don't exactly know.
Earl's heartfelt exchange with his son is filled with uncertainty and regret; he understands that he failed in his responsibilities as a parent because of his reckless actions towards the environment. Baby's naive question about moving is a reminder that mobility is not an option in a finite world; there is no "away", nowhere to escape to.
As a primetime sitcom, Dinosaurs catered to two different demographics: kids who watch it for the animatronic dinosaurs and parents who understand and appreciate the humour. At the time of the airing, Changing Nature carried a special parental warning in TV Guide that cautioned parents that the subject matter might frighten or disturb younger viewers. Noted environmental educator David Sobel stated that children, whose sense of time, place, and self are still forming, should not be exposed to environmental tragedies for fear that they may be overwhelmed by the scope and magnitude of environmental problems. As a teenager, Changing Nature shocked me with the bleakness of its ending, but I did not find myself falling into despair or hopelessness. The sadness of the story ultimately made it enduring and memorable; it served as a cautionary tale that helped shape my thinking around humanity's currently dysfunctional relationship with nature.
Do you agree or disagree with the maxim of "no environmental tragedies before the fourth grade"? Why or why not?
Satire : Social commentary and Criticism
Imagine a world without fine wax fruit. I certainly can't.
Dinosaurs is a heavily satirical show; that's the main reason why I loved it. One of the roles of satire is to confront us with the absurdity of a potential situation. Satire is meant to be comical, but it also has a greater purpose of conveying constructive social criticism through the use of wit. We see examples of this throughout in Changing Nature:
Who would be crazy enough to defoliate the world?
Who would drop bombs in volcanoes to make it rain?
Who would wipe out entire species to build a wax fruit factory?
How absurdly stupid would corporations have to be to revel in the destruction of the world?
The unsettling feeling comes when one realizes that these supposedly absurd scenarios don't stray too far from reality. There are people in power that don't understand our dependence of the food web. There are politicians who lack a basic understanding of science and the scientific method. There have been examples in our recent history where humanity has carelessly wiped out species that numbered in the billions within a single generation. Perhaps most troubling of all is the resemblance between the fictional Wesayso Corporation in Dinosaurs and the ones in real life.
BP Richfield, by Themrock.
The short-term thinking shown by most corporations is well-documented. There are more examples than not of environmental and social problems being framed strictly as public relations and image issues. Within the last decade, the unchecked pursuit of financial profit regardless of external costs has been responsible for major world economic instability. For me, the funniest and scariest exchange from Changing Nature was when Earl confronts his boss on the global cooling that could end the dinosaur civilization:
B.P. Richfield: This sudden cold snap is a godsend! Dinosaurs are flocking to stores buying Wesayso heaters, Wesayso blankets, and Wesayso old-fashioned hot cocoa mix. [Laughs] We're going to have the best third quarter in history!
Earl: Uh.. Sir, I think this could be the last third quarter in history.
Richfield: Oh, don't turn into one of those environmental doomsayers, Sinclair! Boohoo, it's raining acid, there's a hole in the ozone, you're hurting Flipper! Blah! Bunch of tree hugging pantywaists! They're always standing in the way of progress, and it's our job to pave right over them!
Earl: I think you're missing the point, sir. The world may be coming to an end!
Richfield: Well, that's a fourth quarter problem! We'll drop a bomb on that bridge when we come to it! Right now, my biggest problem is trying to figure out what to do with all this money! *Evil laugh*
That's a fourth quarter problem! We'll drop a bomb on that bridge when we come to it: A hilarious, unnerving phrase that represents the intersection of satire with reality. But how far is this from the truth?
Have any satirical stories out there really made you think about deeper societal issues?
Walking the line: From Preachiness to Poignancy
I've read many of the reactions surrounding Changing Nature. Some people were angry at the finale because they expected Dinosaurs for strict entertainment purposes. Others regarded it as a thought-provoking and intelligent piece of television. It is difficult to craft any issues-oriented story that is affective and meaningful without being manipulative and preachy. Personally, I think Changing Nature can come across as being a little heavy-handed, but ultimately it is a funny and poignant story that succeeds in being both entertaining and educating. I would invite you to check it out and tell me what you think.
Next Week: The REAL reason why Dinosaurs are extinct.
Related Ekostories:
Seeds of the Future: Zelda's The Wind Waker
Escape to Happiness and Freedom: Gilliam's Brazil
Images and footage of Dinosaurs © 1994 Jim Henson Productions. All rights reserved.
This entry was posted in: Television Shows
Tagged with: Children, Dinosaurs, Environment, Jim Henson, Progress, Prosperity, Satire, Technology, TV, WPLongform
by Isaac Yuen
Isaac Yuen's works have been published or are forthcoming at AGNI, Gulf Coast, Orion, Pleiades, The Willowherb Review, Tin House online, and numerous other literary publications. A first-generation Hong Kong-Canadian, Isaac currently is at work on his debut essay collection titled "Utter, Earth," forthcoming from West Virginia University Press.
drifting cloud says
Wow. I remember show growing up, but I definitely did not watch the finale- even though it ended almost 20 years ago, it's more relevant than ever.
In fact, what came across as grotesque satire then is uncomfortably close to reality today, as we're faced with the prospect of rainforests disappearing within decades, the Alberta tar sands project, etc…
Isaac says
I really try to stay away from overly didactic and moralizing stories on this blog, and Dinosaurs was a show that was known to be a bit heavy-handed in its social commentary. But when I rewatched it, I realized how eerily close its exaggerations mirrors modern realities. It was then I decided to include it.
DinosaursFan says
And now "Changing Nature" is becoming reality in South Carolina.
Isaac Yuen says
And everywhere else 😦
Previous PostChanging Planes: The Nna Mmoy Language
Next PostChildren and Environmental Tragedies
Place and Memory: Italo Calvino's Invisible Cities
It's All Relative: Le Guin's Direction of the Road
The Greatest Ekostory Ever Told: The Nausicaä Project
Nausicaä Vol. 1: The Valley of the Wind
Change, Choice, Connection: Cloud Atlas
Look Up: Antoine De Saint-Exupéry's Wind, Sand and Stars
The Lorax and Literature's Moral Obligation
L'homme qui plantait des arbres: The Man Who Planted Trees
Avatar: The Last Airbender - Forces for Change
Know Thyself: A Wizard of Earthsea
Art and environment Biology Change Children Climate Change Culture Earthsea eastern philosophy Ecology Education Environment Environmental Art Environmentalism Essay Ethics Fantasy Hayao Miyazaki Hope Imagination Love manga Nature nature culture nature writing Nausicaä of the Valley of the Wind Orion (magazine) Resilience Science Fiction Slider Stories Storytelling Sustainability Ursula K. Le Guin WPLongform Writing
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text:
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    [self removeAllSegmentLine];
    NSArray * subViews = self.subviews;
    NSInteger count = subViews.count;
    if (count == 0) {
        return;
    }
    UIView * toView = nil;
    WHC_LayoutOrientationOptions orientation = self.whc_Orientation;
WHC_GOTO:
    switch (orientation) {
        case Horizontal: {
            for (int i = 0; i < count; i++) {
                UIView * view = subViews[i];
                UIView * nextView = i < count - 1 ? subViews[i + 1] : nil;
                if (i == 0) {
                    [view whc_LeftSpace:self.whc_Edge.left];
                }else {
                    if (self.whc_SegmentLineSize > 0.0) {
                        WHC_StackViewLineView * lineView = [self makeLine];
                        [self addSubview:lineView];
                        [lineView whc_TopSpace:self.whc_SegmentLinePadding];
                        [lineView whc_BottomSpace:self.whc_SegmentLinePadding];
                        [lineView whc_LeftSpace:self.whc_HSpace / 2.0 toView:toView];
                        [lineView whc_Width:self.whc_SegmentLineSize];
                        [view whc_LeftSpace:self.whc_HSpace / 2.0 toView:lineView];
                    }else {
                        [view whc_LeftSpace:self.whc_HSpace toView:toView];
                    }
                }
                [view whc_TopSpace:self.whc_Edge.top];
                if (nextView) {
                    if (self.whc_SubViewWidth > 0) {
                        [view whc_Width:self.whc_SubViewWidth];
                    }else {
                        if (_whc_ElementWidthHeightRatio > 0) {
                            [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                        }else {
                            if (_autoWidth) {
                                [view whc_WidthAuto];
                            }else {
                                [view whc_WidthEqualView:nextView
                                                   ratio:view.whc_WidthWeight / nextView.whc_WidthWeight];
                            }
                        }
                    }
                    if (self.whc_SubViewHeight > 0) {
                        [view whc_Height:self.whc_SubViewHeight];
                    }else {
                        if (_whc_ElementHeightWidthRatio > 0) {
                            [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                        }else {
                            if (_autoHeight) {
                                [view whc_HeightAuto];
                            }else {
                                [view whc_BottomSpace:self.whc_Edge.bottom];
                            }
                        }
                    }
                }else {
                    if (self.whc_SubViewWidth > 0) {
                        [view whc_Width:self.whc_SubViewWidth];
                        if (_autoWidth) {
                            [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                        }
                    }else {
                        if (_whc_ElementWidthHeightRatio > 0) {
                            [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                            if (_autoWidth) {
                                [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                            }
                        }else {
                            if (_autoWidth) {
                                [view whc_WidthAuto];
                                [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                            }else {
                                [view whc_RightSpace:self.whc_Edge.right];
                            }
                        }
                    }
                    if (self.whc_SubViewHeight > 0) {
                        [view whc_Height:self.whc_SubViewHeight];
                        if (_autoHeight) {
                            [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                        }
                    }else {
                        if (_whc_ElementHeightWidthRatio > 0) {
                            [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                            if (_autoHeight) {
                                [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                            }
                        }else {
                            if (_autoHeight) {
                                [view whc_HeightAuto];
                                [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                            }else {
                                [view whc_BottomSpace:self.whc_Edge.bottom];
                            }
                        }
                    }
                }
                toView = view;
                if ([toView isKindOfClass:[WHC_StackView class]]) {
                    [((WHC_StackView *)toView) whc_StartLayout];
                }
            }
            break;
        }
        case Vertical: {
            for (int i = 0; i < count; i++) {
                UIView * view = subViews[i];
                UIView * nextView = i < count - 1 ? subViews[i + 1] : nil;
                if (i == 0) {
                    [view whc_TopSpace:self.whc_Edge.top];
                }else {
                    if (self.whc_SegmentLineSize > 0.0) {
                        WHC_StackViewLineView * lineView = [self makeLine];
                        [self addSubview:lineView];
                        [lineView whc_LeftSpace:self.whc_SegmentLinePadding];
                        [lineView whc_RightSpace:self.whc_SegmentLinePadding];
                        [lineView whc_Height:self.whc_SegmentLineSize];
                        [lineView whc_TopSpace:self.whc_VSpace / 2.0 toView:toView];
                        [view whc_TopSpace:self.whc_VSpace / 2.0 toView:lineView];
                    }else {
                        [view whc_TopSpace:self.whc_VSpace toView:toView];
                    }
                }
                [view whc_LeftSpace:self.whc_Edge.left];
                if (nextView) {
                    if (self.whc_SubViewWidth > 0) {
                        [view whc_Width:self.whc_SubViewWidth];
                    }else {
                        if (_whc_ElementWidthHeightRatio > 0) {
                            [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                        }else {
                            if (_autoWidth) {
                                [view whc_WidthAuto];
                            }else {
                                [view whc_RightSpace:self.whc_Edge.right];
                            }
                        }
                    }
                    if (self.whc_SubViewHeight > 0) {
                        [view whc_Height:self.whc_SubViewHeight];
                    }else {
                        if (_whc_ElementHeightWidthRatio > 0) {
                            [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                        }else {
                            if (_autoHeight) {
                                [view whc_HeightAuto];
                            }else {
                                [view whc_HeightEqualView:nextView
                                                    ratio:view.whc_HeightWeight / nextView.whc_HeightWeight];
                            }
                        }
                    }
                }else {
                    if (self.whc_SubViewWidth > 0) {
                        [view whc_Width:self.whc_SubViewWidth];
                        if (_autoWidth) {
                            [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                        }
                    }else {
                        if (_whc_ElementWidthHeightRatio > 0) {
                            [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                            if (_autoWidth) {
                                [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                            }
                        }else {
                            if (_autoWidth) {
                                [view whc_WidthAuto];
                                [view whc_RightSpace:self.whc_Edge.right keepWidthConstraint:YES];
                            }else {
                                [view whc_RightSpace:self.whc_Edge.right];
                            }
                        }
                    }
                    if (self.whc_SubViewHeight > 0) {
                        [view whc_Height:self.whc_SubViewHeight];
                        if (_autoHeight) {
                            [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                        }
                    }else {
                        if (_whc_ElementHeightWidthRatio > 0) {
                            [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                            if (_autoHeight) {
                                [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                            }
                        }else {
                            if (_autoHeight) {
                                [view whc_HeightAuto];
                                [view whc_BottomSpace:self.whc_Edge.bottom keepHeightConstraint:YES];
                            }else {
                                [view whc_BottomSpace:self.whc_Edge.bottom];
                            }
                        }
                    }
                }
                toView = view;
                if ([toView isKindOfClass:[WHC_StackView class]]) {
                    [((WHC_StackView *)toView) whc_StartLayout];
                }
            }
            break;
        }
        case All: {
            for (UIView * view in self.subviews) {
                if ([view isKindOfClass:[WHC_VacntView class]]) {
                    [view removeFromSuperview];
                }
            }
            subViews = self.subviews;
            count = subViews.count;
            if (self.whc_Column < 2) {
                orientation = Vertical;
                goto WHC_GOTO;
            }else {
                NSInteger rowCount = count / self.whc_Column + (count % self.whc_Column == 0 ? 0 : 1);
                NSInteger index = 0;
                _lastRowVacantCount = rowCount * self.whc_Column - count;
                for (NSInteger i = 0; i < _lastRowVacantCount; i++) {
                    WHC_VacntView * view = [WHC_VacntView new];
                    view.backgroundColor = [UIColor clearColor];
                    [self addSubview:view];
                }
                if (_lastRowVacantCount > 0) {
                    subViews = nil;
                    subViews = self.subviews;
                    count = subViews.count;
                }
                UIView * frontRowView = nil;
                UIView * frontColumnView = nil;

                WHC_StackViewLineView * columnLineView = nil;
                for (NSInteger row = 0; row < rowCount; row++) {
                    UIView * nextRowView = nil;
                    UIView * rowView = subViews[row * self.whc_Column];
                    NSInteger nextRow = (row + 1) * self.whc_Column;
                    if (nextRow < count) {
                        nextRowView = subViews[nextRow];
                    }
                    WHC_StackViewLineView * rowLineView = nil;
                    if (self.whc_SegmentLineSize > 0.0 && row > 0) {
                        rowLineView = [self makeLine];
                        [self addSubview:rowLineView];
                        [rowLineView whc_LeftSpace:self.whc_SegmentLinePadding];
                        [rowLineView whc_RightSpace:self.whc_SegmentLinePadding];
                        [rowLineView whc_Height:self.whc_SegmentLineSize];
                        [rowLineView whc_TopSpace:self.whc_VSpace / 2.0 toView:frontRowView];
                    }
                    for (NSInteger column = 0; column < self.whc_Column; column++) {
                        index = row * self.whc_Column + column;
                        UIView * view = subViews[index];
                        UIView * nextColumnView = nil;
                        if (column > 0 && self.whc_SegmentLineSize > 0.0) {
                            columnLineView = [self makeLine];
                            [self addSubview:columnLineView];
                            [columnLineView whc_LeftSpace:self.whc_HSpace / 2.0 toView:frontColumnView];
                            [columnLineView whc_TopSpace:self.whc_SegmentLinePadding];
                            [columnLineView whc_BottomSpace:self.whc_SegmentLinePadding];
                            [columnLineView whc_Width:self.whc_SegmentLineSize];
                        }
                        if (column < self.whc_Column - 1 && index < count) {
                            nextColumnView = subViews[index + 1];
                        }
                        if (row == 0) {
                            [view whc_TopSpace:self.whc_Edge.top];
                        }else {
                            if (rowLineView) {
                                [view whc_TopSpace:self.whc_VSpace / 2.0 toView:rowLineView];
                            }else {
                                [view whc_TopSpace:self.whc_VSpace toView:frontRowView];
                            }
                        }
                        if (column == 0) {
                            [view whc_LeftSpace:self.whc_Edge.left];
                        }else {
                            if (columnLineView) {
                                [view whc_LeftSpace:self.whc_HSpace / 2.0 toView:columnLineView];
                            }else {
                                [view whc_LeftSpace:self.whc_HSpace toView:frontColumnView];
                            }

                        }
                        if (nextRowView) {
                            if (self.whc_SubViewHeight > 0) {
                                [view whc_Height:self.whc_SubViewHeight];
                            }else {
                                if (_whc_ElementHeightWidthRatio > 0) {
                                    [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                                }else {
                                    if (_autoHeight) {
                                        [view whc_HeightAuto];
                                    }else {
                                        [view whc_HeightEqualView:nextRowView
                                                            ratio:view.whc_HeightWeight / nextRowView.whc_HeightWeight];
                                    }
                                }
                            }
                        }else {
                            if (self.whc_SubViewHeight > 0) {
                                [view whc_Height:self.whc_SubViewHeight];
                            }else {
                                if (_whc_ElementHeightWidthRatio > 0) {
                                    [view whc_HeightWidthRatio:_whc_ElementHeightWidthRatio];
                                }else {
                                    if (_autoHeight) {
                                        [view whc_HeightAuto];
                                    }else {
                                        [view whc_BottomSpace:self.whc_Edge.bottom];
                                    }
                                }
                            }
                        }
                        if (nextColumnView) {
                            if (self.whc_SubViewWidth > 0) {
                                [view whc_Width:self.whc_SubViewWidth];
                            }else {
                                if (_whc_ElementWidthHeightRatio > 0) {
                                    [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                                }else {
                                    if (_autoWidth) {
                                        [view whc_WidthAuto];
                                    }else {
                                        [view whc_WidthEqualView:nextColumnView
                                                       ratio:view.whc_WidthWeight / nextColumnView.whc_WidthWeight];
                                    }
                                }
                            }
                        }else {
                            if (self.whc_SubViewWidth > 0) {
                                [view whc_Width:self.whc_SubViewWidth];
                            }else {
                                if (_whc_ElementWidthHeightRatio > 0) {
                                    [view whc_WidthHeightRatio:_whc_ElementWidthHeightRatio];
                                }else {
                                    if (_autoWidth) {
                                        [view whc_WidthAuto];
                                    }else {
                                        [view whc_RightSpace:self.whc_Edge.right];
                                    }
                                }
                            }
                        }
                        frontColumnView = view;
                        if ([frontColumnView isKindOfClass:[WHC_StackView class]]) {
                            [((WHC_StackView *)frontColumnView) whc_StartLayout];
                        }
                    }
                    frontRowView = rowView;
                }

                if (_autoWidth) {
                    [self layoutIfNeeded];
                    CGFloat rowLastColumnViewMaxX = 0;
                    UIView * rowLastColumnViewMaxXView;
                    for (NSInteger r = 1; r <= rowCount; r++) {
                        NSInteger index = r * _whc_Column - 1;
                        UIView * maxWidthView = self.subviews[index];
                        [maxWidthView layoutIfNeeded];
                        if (maxWidthView.whc_maxX > rowLastColumnViewMaxX) {
                            rowLastColumnViewMaxX = maxWidthView.whc_maxX;
                            rowLastColumnViewMaxXView = maxWidthView;
                        }
                    }
                    [rowLastColumnViewMaxXView whc_RightSpace:_whc_Edge.right keepWidthConstraint:YES];
                }

                if (_autoHeight) {
                    [self layoutIfNeeded];
                    CGFloat columnLastRowViewMaxY = 0;
                    UIView * columnLastRowViewMaxYView;
                    for (NSInteger r = 1; r <= rowCount; r++) {
                        NSInteger index = r * _whc_Column - 1;
                        UIView * maxHeightView = self.subviews[index];
                        [maxHeightView layoutIfNeeded];
                        if (maxHeightView.whc_maxY > columnLastRowViewMaxY) {
                            columnLastRowViewMaxY = maxHeightView.whc_maxY;
                            columnLastRowViewMaxYView = maxHeightView;
                        }
                    }
                    [columnLastRowViewMaxYView whc_BottomSpace:_whc_Edge.bottom keepHeightConstraint:YES];
                }
            }
            break;
        }
        default:
            break;
    }
}

@end


Grease two 8-inch cake pans with butter.
Dissolve the packet of yeast in the water with the 1 teaspoon of sugar in a measuring cup.
Cream the butter and remaining 1/4 c. sugar, and salt together in a large bowl. Add the yeast, water, and sugar mixture and 2 cups of flour.
Add the scalded milk and egg. Then add the rest of the flour and mix or knead well.
Cover with a towel and let rise for 20 minutes. Put into the refrigerator and let rise until doubled, about three hours.
Preheat the oven to 375 F. Distribute the dough between the two prepared greased cake pans, being sure to press the dough all the way out to the corner of the pan.
Make streusel topping. Combine sugar, flour, butter, salt, and cinnamon together with your hands, two forks, or pastry blender until crumbly. Divide between the cakes pans, covering the cakes evenly. Bake for 30 to 35 minutes.


Antimicrobial activity of extracts from in vivo and in vitro propagated Lamium album L. plants.
Lamiridosins, hepatitis C virus entry inhibitors from Lamium album.
Benzoxazinoid biosynthesis in dicot plants.
Antioxidant and free radical scavenging activities of some medicinal plants from the Lamiaceae.
chromatographic and spectrophotometric analyses of the Dpph free radical scavenging activity of the fractionated extracts from Lamium album L., Lamium purpureum L. and Viscum album L.
Treatment of atopic dermatitis with herbal combination of Eleutherococcus, Achillea millefolium, and Lamium album has no advantage over placebo: a double blind, placebo-controlled, randomized trial.
Phenylpropanoid esters from Lamium album flowers.


Jill Scott gave us life when she performed at The Fillmore in Washington, DC.
Along with her old hits like "It's Love", Scott graced us with the lead single, "Fool's Gold" off of her new album,Woman, which hits stores Friday, July 24. In the 15 years since Scott first hit the scene with Who is Jill Scott? Words and Sounds, Volume 1, she's developed a strong sense of herself as a performer and what it is that she wants to deliver to her audience.


New Year, New Cleaners? Hire New Contract Cleaners in Leicester and Get The Job Done Right in 2015!
This entry was posted in Cleaning on December 17, 2014 by Sharon Chance.
This entry was posted in Cleaning, Commercial Cleaning, Eco-Friendly on November 13, 2014 by Sharon Chance.
This entry was posted in Cleaning on October 30, 2014 by Sharon Chance.
This entry was posted in Cleaning on October 20, 2014 by Sharon Chance.
Why You Should Hire Commercial Cleaners in Leicester?
This entry was posted in Cleaning on September 19, 2014 by Sharon Chance.
This entry was posted in Cleaning on September 17, 2014 by Sharon Chance.
This entry was posted in Cleaning, Commercial Cleaning, Eco-Friendly on August 28, 2014 by Sharon Chance.
Need an office cleaner in Leicester? Then look no further….
This entry was posted in Cleaning, Commercial Cleaning, Eco-Friendly on August 5, 2014 by Sharon Chance.
What should you look for in reliable cleaners in Leicester?
This entry was posted in Cleaning, Commercial Cleaning, Eco-Friendly on July 29, 2014 by Sharon Chance.


A guardian of the person has day-to-day responsibility for your minor children, assuming the role of a substitute parent when you die.
Q. How is the guardian of the person appointed?
A.When you die, someone must petition the court to be appointed as the guardian of the person. You have the right to nominate a guardian of the person to take care of your children when you die. The court will normally defer to that person as the guardian of the person and the guardian of the estate. However, other individuals have the right to petition the court to serve in these roles. If this should happen, the court will examine who best will protect the interests of the minor(s) and appoint that person as guardian.
If you don't nominate a guardian, the court will do it for you, according to state rules of preferences. A surviving parent usually comes first, followed by grandparents, if neither parent is alive.
If one parent dies, the surviving parent continues to have the right to take personal care of minor children.
When a divorced or single parent dies, the court generally appoints the surviving parent as guardian of the person for a minor or disabled child, even if the deceased parent would have been opposed to that.


Greetings from Team Una! We've been quiet for a few months, but also very, very busy.
Our production prototype continues to get closer to being done.
Running vibration motors to death to make sure they will last.
Testing battery charge and discharge times using the motors and our wireless chargers.
Revising the electronics design. Among other things, we're making sure they are cost effective to manufacture, and reliable, and that its easy to source the parts. Angela "the Dremel Ninja" is now a seasoned pro at PCB layout.
The touch sensor that goes into Una will actually be manufactured as a flexible circuit board so that it can conform to the device's shell. Its a spinoff of the design in the picture — smaller, slightly different shape, and bendy. We're working on the engineering and getting manufacturing quotes for that.
Our Industrial Designers are having our model 3D scanned so they can turn it into an engineered shape for the prototype run. I really wish I could show pictures of this, but not yet. Soon. Very soon.
In addition to the product itself, we're also working on the business side of things so that we are ready to deliver a quality consumer product in short-order after we've done our beta testing with the production prototypes. Yes, there will be Alpha and Beta testing and Alpha and Beta testers. But I won't make any jokes about Master Beta testers.
Some days the whole process just seems to crawl along because we are busy with our day jobs, but every day the progress does continue. The product is coming together, the team who will bring this to the people is being formed, and we're putting everything we know about project and product planning into delivering a delightful, unique and quality product.
Una has a new partner!!
Tell The World About Una!
© 2019 Una Touch. All Rights Reserved.


text:
This is the Nucleus – In the Vocal Chorder
Petrushka's Cry
Robocygne
ReCallas:Medea
Ombra mai fu
The Pearlfishers
Hybrid, Creatures and Labyrinths
Calligrammes
Celestial Mechatronics
The Lamentations of Orpheus
Artificial Body Voices
Patterns, Thought and Empty Space
Sing the Body Electric!
Lasciatemi Morire
Corpus Aquarium
Desire, Chaos and Geometry
Isagel Suite
Robots and Mechatronical dancers
Charged Room
Vocal Chorder
Symbionts
The Throat
Interactive Water
Aerial Robotic Choir
In 2002, we created the interactive dance work Qivittoq. This work was dedicated to our recently deceased friend, the author Ingamaj Beck. She grew up on Greenland and later spent parts of her life in Florence, Italy. Her partly autobiographical novel Qivittoq revolves around passion and death in these two quite different cultures. Through a personal and minimalistic language, Beck depicts how passion is common to us all and how our physical surroundings influence and change the way we live our lives. The mythological Inuit character Qivittoq is a carrier of souls between worlds and persons and in the dance-work this character was depicted by the dancer and choreographer Åsa Unander-Scharin.
In our rendering of Beck's book, we wanted to merge the passion in her text with the cold and barren emptiness of the mythological creature of Greenland by using specific scenography and cold electronic interactive soundscapes in combination with an italianate and operatic artistic expression. Therefore, we decided to incorporate an aria by Claudio Monteverdi, Lasciatemi Morire, in the performance. As one of the most famous arias in the repertory of opera, this aria is the only surviving part of Monteverdi's lost opera "Arianna" (from 1608), and it is often referred to as the "Lamento d'Arianna". We sought a means to let the dancer (Åsa) accompany the singer (Carl) with interactive tools in this aria. We chose to let the dancer change the timbre of the synthesized chords and the loudness of the accompaniment as well as the forwarding of the chords through the movement of her wrists and elbows. As the dancer, Åsa, had experiences from playing the renaissance/ baroque instrument the Viola da Gamba, which is a bowed instrument that allows for the playing of chords, we decided to call the artifact "The Virtual Viola da Gamba". As the movements she used in order to play the virtual instrument resembled those that are used when playing the Viola da Gamba, this was an appropriate and inspiring term. A choreography was devised by Åsa in which she could accompany the vocals sung by me through her movements in a bodily enacted series of movements, parts of which were performed upside down as she was hanging with her feet in a net.
CONCEPT, DANCE AND INTERACTION DESIGN:
Åsa Unander-Scharin
CONCEPT, VIOCE AND INTERACTION DESIGN:
Carl Unander-Scharin
ARIA:
ADDITIONAL PERFORMERS:
Maria Sanner (2010)
Anna-Sara Åberg (2012)
First performance: Moderna Dansteatern, Stockholm, 2002
Skulpturens Hus, Stockholm, 2003
Reaktorhallen, KTH, Stockholm, 2010
Stockholm Royal Opera, 2012
Operadagen Rotterdam, The Netherlands, 2012
Riksteatern, Stockholm, 2014
Nobel Dialogue, Mässan, Göteborg, 2015
Royal Academy of Music, Stockholm (inauguration of the new building), 2017
Martin Hellström, Anders Roth


As unbelievable and sad as this sounds, it would appear that Winamp is dead! While I personally thought there were better media players for Windows (the excellent Zinf comes immediately to mind), Winamp was a solid music player for Windows. And it kept a large number of people away from the dreadful Windows Media Player.