text:
Frontera Announces Investor Day and Corporate Update
Frontera Energy Corporation
Investor Day Highlights Colombia Production Growth
VIM-1 Block Farm-In with Parex Resources
TORONTO, Feb. 7, 2019 /CNW/ - Frontera Energy Corporation (TSX: FEC) ("Frontera" or the "Company") announces an investor day and corporate update, including developments related to the Parex farm-in agreement, executive appointment, hedging, and the Corcel arbitration and the Caño Limón and Bicentenario pipelines. All values in this news release and the Company's financial disclosures are in United States dollars, unless otherwise noted.
The Company will be hosting an investor and analyst day today, Thursday February 7, 2019 from 9 a.m. until 1 p.m. EST in Bogota which will be webcast via the Company's website. Those wishing to participate in the webcast should pre-register for the event using the link on the Company's website www.fronteraenergy.ca.
As part of the investor and analyst day, the Company will be presenting forward looking production profiles which highlight stable core production in Colombia at over 65,000 boe/d before royalties from the existing producing asset base in Colombia. With a known inventory of risked exploration opportunities and development potential, the Company is targeting to grow production in Colombia to over 85,000 boe/d before royalties by the end of 2023.
The Company will also provide an update on its ongoing operational improvements and efforts to improve its cost structure. In the first quarter of 2019, the Company initiated a comprehensive review of its field operations with the goal of improving operational efficiency to drive operating and capital cost savings throughout its portfolio. Lastly, the Company will be highlighting a number of technical improvement initiatives which have optimized the drilling of wells and fluid management practices within the Quifa and Guatiquia fields.
Farm-In Agreement with Parex Resources Inc.
Frontera signed a farm-in agreement with Parex Resources Inc. (TSX: PXT) ("Parex"), which is subject to Agencia Nacional de Hidrocarburos ("ANH") approval. Under the agreement, Frontera has received a 50% working interest in the VIM-1 Block in the Lower Magdalena Valley basin in Colombia in exchange for funding 100% of the first $10 million of the drilling, testing and completion costs of the La Belleza-1 exploration well, after which costs on the block will be split 50/50 with Parex.
The farm-in presents an exciting growth opportunity for Frontera and it is currently expected that the well will commence drilling during the second quarter of 2019. Capital expenditures associated with the farm-in agreement were included as part of the exploration capital budget for 2019.
Executive Appointment
The Company announces the appointment of Carlos Alberto Vargas Medina as Chief Operating Officer, effective February 11, 2019. Mr. Vargas brings to the Company over 26 years of technical and leadership experience in global oil and gas operations, most recently with Ecopetrol where he was the Vice President of Transformation. Prior to that Mr. Vargas spent over 23 years specializing in drilling, completions and well operations at Equion Energia in Colombia and BP plc in Colombia, Argentina and Bolivia.
Hedging Update
As of February 6, 2019, the Company has hedged approximately 18% of expected 2019 Colombia Net Production, using put options with a strike price of $55/bbl Brent. The cost of the put option premiums has been $2.7 million. This provides downside oil price protection for 44% of budgeted Q1 2019 production, 19% of budgeted Q2 2019 production and 5% of budgeted Q3 2019 production. Consistent with Frontera's risk management goals and priorities, the put option strategy helps protect the Company's capital program, finance costs, as well as potential future dividends without limiting the upside benefits of higher oil prices.
Corcel Arbitration, Caño Limón and Bicentenario Update
The Company is pleased to announce that it was notified by the Consejo de Estado, Colombia's highest administrative court, that such court has rejected ANH's request to annul the panel's December 6, 2017 ruling on the Corcel arbitration. As such, the arbitrators ruling in favour of Frontera remains upheld.
The Company has been given notice of the commencement of arbitration proceedings relating to the termination of its contractual commitment with Cenit Transporte y Logistica de Hidrocarburos S.A. ("CENIT") to transport oil through the Caño Limón pipeline ("CLC") and its contractual commitment with Oleoducto Bicentenario de Colombia S.A.S ("Bicentenario") to transport oil through the Bicentenario pipeline ("BIC"). The Company believes it has a very strong legal case and intends to defend itself vigorously. Frontera also intends to claim recovery of damages, among others, (i) in respect of the of approximately $130 million dollars in respect of BIC for payment claims for letters of credit improperly drawn, service prepayments, and outstanding service credits, and (ii) in respect of CLC for the release of approximately $32 million in restricted cash for tariff overcharges.
About Frontera:
Frontera Energy Corporation is a Canadian public company and a leading explorer and producer of crude oil and natural gas, with operations focused in South America. The Company has a diversified portfolio of assets with interests in more than 30 exploration and production blocks in Colombia and Peru. The Company's strategy is focused on sustainable growth in production and reserves. Frontera is committed to conducting business safely, in a socially and environmentally responsible manner. Frontera's common shares trade on the Toronto Stock Exchange under the ticker symbol "FEC".
If you would like to receive News Releases via e-mail as soon as they are published, please subscribe here:
http://fronteraenergy.mediaroom.com/subscribe.
Advisories:
Cautionary Note Concerning Forward-Looking Statements
This news release contains forward-looking statements. All statements, other than statements of historical fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future (including, without limitation, statements regarding estimates and/or assumptions in respect of expected production levels, development and drilling plans and timing thereof , impact of facilities and infrastructure projects, , hedging, cost saving initiatives and the Company's expectations and plans with respect to litigation proceedings are forward-looking statements). These forward-looking statements reflect the current expectations or beliefs of the Company based on information currently available to the Company. Forward-looking statements are subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking statements, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on, the Company. Factors that could cause actual results or events to differ materially from current expectations include, among other things: production estimates and estimated economic return; uncertainties associated with estimating oil and natural gas reserves; failure to establish estimated resources or reserves; operating hazards and risks; volatility in market prices and demand for oil and natural gas; the uncertainties involved in interpreting drilling results and other geological data; fluctuation in currency exchange rates; inflation; changes in equity markets; timing on receipt of government approvals; perceptions of the Company's prospects and the prospects of the oil and gas industry in Colombia and the other countries where the Company operates or has investments; and the other risks disclosed under the heading "Risk Factors" and elsewhere in the Company's annual information form dated March 27, 2018 filed on SEDAR at www.sedar.com. Any forward-looking statement speaks only as of the date on which it is made and, except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking statement, whether as a result of new information, future events or results or otherwise. Although the Company believes that the assumptions inherent in the forward-looking statements are reasonable, forward-looking statements are not guarantees of future performance and accordingly undue reliance should not be put on such statements due to the inherent uncertainty therein.
Production Levels and Reporting
In addition, reported production levels may not be reflective of sustainable production rates and future production rates may differ materially from the production rates reflected in this news release due to, among other factors, difficulties or interruptions encountered during the production of hydrocarbons.
In order to improve the comparability of reported operational and financial results amongst its Canadian, Colombian and Latin American focused peer group, Frontera has changed its methodology of reporting production volumes to a Company working interest before royalty basis from the current practice of reporting Net Production volumes after royalties. The change is effective starting with results presented for the fourth quarter of 2018 and is also reflected in our 2019 guidance metrics. Production will be calculated as total amount of the Company's working interest production (before royalties) and volumes produced from service contracts. The Company believes that reporting production on this new basis will result in greater alignment with its industry peers and is more reflective of daily production activity and operational cost drivers.
BOE Conversion
The term "boe" is used in this news release. Boe may be misleading, particularly if used in isolation. A boe conversion ratio of cubic feet to barrels is based on an energy equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead. In this news release, boe has been expressed using the Colombian conversion standard of 5.7 Mcf: 1 bbl required by the Colombian Ministry of Mines and Energy. As the value ratio between natural gas and crude oil based on the current prices of natural gas and crude oil is significantly different from the energy equivalency of 5.7:1, utilizing a conversion on a 5.7:1 basis may be misleading as an indication of value.
Refer to "Boe Conversion" above
boe/d
Barrels of oil equivalent per day
Thousand cubic feet
Net production represents the Company's working interest volumes, net of royalties and
internal consumption
SOURCE Frontera Energy Corporation
For further information: Grayson Andersen, Corporate Vice President, Capital Markets, +57-314-250-1467, [email protected], www.fronteraenergy.ca
www.fronteraenergy.ca
About Frontera Frontera Energy Corporation is a Canadian public company and a leading explorer and producer of crude oil and natural gas, with operations focused in South America. The Company has a diversified portfolio of assets with interests in more than 40 exploration...
Rescheduling of Work Commitments in Corentyne Block, Guyana...
Frontera Announces Agreement to Resolve Outstanding...
Frontera Announces Third Quarter 2020 Results...


2 P. serrulata Lindl. Lvs. oblong, acute, serrulate; pedicels longer than calyx. - China. Lvs. very smooth and shining. Fls. small, white. Both are hardy at the South.
10. ERIOBO'TRYA, Lindl. Loquat. (Gr. wool, a cluster of grapes; alluding to its villous flowers.) Calyx woolly, of 5 obtuse teeth; petals bearded; stamens erect, as long as the sepals; styles 5, filiform, included, hairy; pome 3 to 5-celled, closed; chalaza none; radicle retracted within the cotyledons. - Shrubs or trees, with persistent lvs.
E. Japonica Lindl. Lvs. lanceolate, wavy, and serrate; fls. in terminal, woolly racemes, with very short pedicels; fr. oval or roundish. - Cultivated and hardy at the South. 1 is. small (3" diam.), white. Fr. about the size of the gooseberry, bright yellow, and agreeable in taste, ripe early. † Japan.
11. AMELAN'CHIER, Medic. Shad-Flower. Wild Service. (Fr. Amelancier, the popular name of A. vulgaris.) Calyx 5-cleft, petals 5, oblong-obovate or oblanceolate; stamens short; styles 5, somewhat united at base; pome 3 to 5-celled, cells partially divided, 2-secded.- Small trees or shrubs. Lvs. simple, serrate. Fls. racemous, white.
OLIGOCARPA T. & G. Shrubby; lvs. mostly glabrous from the first, elliptic-oblong, cuspidate; rac. 2 to 4-flowered, pet. obovate-oblong. - Mountain swamps, N. H., N. Y. and northward.
12. CRATAEGUS, L. Thorn. Hawthorn. (Gr. strength; on account of the firmness of the wood.) Calyx urceolate, limb 5-cleft; petals 5; stamens ∞; ovaries 1 to 5, with as many styles; pome fleshy, containing 1 to 5 bony, 1-seedcd carpels, and crowned at the summit by the persistent calyx and disk. - Trees or shrubs, armed with thorns. Lvs. simple, often lobed. Bracts subulate, deciduous, mostly glandular. Fls. corymbous.
1 C. tomentosa L. Black Thorn. Lvs. broad-ovate or oval, abrupt at lose, the margin doubly and sharply serrate or cut into many small lobes, villous or pubescent when young as well as the petioles and compound corymbs of large fls., veins prominent beneath, sulcate above; fruit rather largo (8 to 9" diam.) oval or globular, 5-carpeled, 2 to 5-seeded, crimson, tinged yellowish. - Can. to Ky. and Car. Mts. A large 3hrub or tree 15 to 25f high. Lvs. half grown with the handsome white fls., finally 2 to 3' by 1 to 2'. Fl. Apr., May. Fr. Jl. Aug.
plicata. Lvs. smaller, nearly glabrous and strongly plicate. Vt. (T. & G.), N. H. and N. Y.
pyrifoliv Ait. Lvs. ovate-elliptic or oval, acute at base, and with the slender petioles and corymbs thinly pubescent, plicate, sharply toothed and slightly cut-lobed. Styles mostly 3. - Mich, to Iowa.
flabellata Bosc. Lvs. roundish-cuneiform or somewhat fanshaped, glabrous, dentate and cut-lobed above; corymbs and bracts pubescent, glandular. - Ill., Iowa.
mollis Gray. Lvs. large, softly villous, subcordate, with the margin quite conspicuously, many (9 to 13)-lobcd; corymbs canescently villous; fruit downy when young. - Ohio to lowa.
3 C. arborescens Ell. Unarmed; lvs. lanceolate, acute at each end, deeply serrate, glabrous above, pubescent in the axles of the veins beneath; cal. hairy, segm. subulate, obtuse, entire; sty. 5. - Fort Argyle, on the Ogeechee R. (Elliott). A tree 20 to 30f high, with spreading branches. Petioles short, with shorter, linear-lanceolate caducous stipules. Segm. of the cal. reflected. Fr. small, red, 3" diam. Mar., Apr.


RAND was incorporated as a nonprofit corporation in 1948. From its early years to the present, RAND research is characterized by its objectivity and nonpartisanship, its quality and scientific rigor, and its dedication to improving policymaking on the most pressing issues of the day.
Assessing whether networked risk assessments match the actual cascades that occur during disasters can provide a process for further refinement of assessment tools by uncovering their strengths and weaknesses.
China has the most active ballistic-missile program in the world. It has made rapid and substantial relative improvements in its ability to disrupt or degrade U.S. air operations by attacking air bases.
Defense analysis can better serve policymakers by exploiting improvements in the state of the art and by rediscovering and supplementing classic principles. These relate to multiple objectives and hedging against uncertainty.
This paper describes a new approach and associated search schemes for optimization under uncertainty. Analysts can apply this method to a problem with a significantly larger number of decision variables, uncertain parameters, and uncertain scenarios.
Spotlight on 2012 presents the highlights of RAND Europe's research and other activities in 2012. We describe these in the context of the 'life cycle' of a policy issue, to show the stages at which our research and analysis supports policymakers.
RAND Europe evaluated the National Institute for Health Research Leadership Programme to help the English Department of Health consider the extent to which the programme has helped to foster wider research aims and extract lessons for the future.
Describes a method for designing a sample of Air Force personnel to participate in an online survey of cultural attitudes.
This paper was prepared as an entry for inclusion in the forthcoming book Encyclopedia of Operations Research and Management Science. It describes the many contributions of RAND researchers to the field of operations research.
The consensus development conference method developed by the National Institutes of Health in the United States has been adopted and modified by a number of countries.
This Note, reprinted from OR/MS Today, Vol. 15, December 1988, reviews the development of operations research and policy analysis at The RAND Corporation from 1968 to 1988.
This Note, reprinted from OR/MS Today, Vol. 15, December 1988, reviews the development of operations research and systems analysis at The RAND Corporation for the two decades after its founding in 1948.
This paper is the text of an invited talk presented at the 25th Joint National Meeting of The Institute of Management Sciences and the Operations Research Society of America.


Qualcomm originally brought case before the U.S. International Trade Commission in 2017, alleging that several features in Apple's iOS violated its patents and that the latter company owes it $7 billion in royalties and licensing fees. As Reuters noted, ITC administrative law judge Thomas Pender found that Apple had violated the patents but declined to impose a ban "on some older iPhone models containing Intel Corp chips," ruling that would give Qualcomm an unfair advantage in the U.S. mobile chip market. However, Qualcomm did win partial bans in Germany, as well as China.
According to AppleInsider, the specific dispute is over power saving techniques for wireless modems. Apple recently disclosed that it had patched its software to render one of the patent disputes a moot point, with AppleInsider reporting it rolled out in iOS 12.1 (late October 2018).
... Cases where the ITC finds patent violations but does not ban the import of products are rare. In December, the full ITC said it would review Pender's decision and decide whether to uphold or reverse it by late March.
Qualcomm, for its part, is arguing in court that Apple's fix was rolled out despite Apple insisting in court it was impossible to patch it, something that may have influenced Pender's earlier decision. It is also requesting that the court deny Apple's request for a six-month delay if a ban is to be imposed, according to AppleInsider.


text:
What Keeps School Leaders Up at Night
By Grant Lichtman
What keeps independent school leaders up at night?
If you ask any school head or other school administrator this question and attempt to unpack it, what becomes immediately clear is that it is actually much more complex than a singular question.
Are we seeing a new recognition of the urgency for fundamental school change? Are we pushing our thinking as hard as we must in order to adjust to the really big changes in the world? Are leaders focused on the urgent or the important? Are we trapped by our individual and collective experiences of the last few decades? What questions should we be asking that we are not? And, perhaps most importantly, what can we learn and leverage when school leaders step aside from their role as "chief of everything" to their even more critical role, asking "is our future strong and sustainable?"
In an attempt to provide a window into the collective mindset of school leaders, I gathered some data, along with John Gulla, executive director of the E.E. Ford Foundation, during a workshop at the 2017 NAIS Annual Conference. We asked the audience of about 100, mostly heads of school, four big questions and gathered their short responses on Post-it Notes. I conducted similar sessions at other workshop events with heads and trustees of the Virginia Association of Independent Schools, Northwest Association of Independent Schools, The Association of Boarding Schools, and at several individual school board retreats. At all these sessions, I used the same prompts to get into the minds of school leaders:
What is it in our organization and structures as independent schools that make it challenging to pursue a longer-term vision for the future (e.g., comfort with the familiar, inertia or success, head turnover, board term limits, annual contracts, cyclical nature of the school year, etc.)? What can we do to overcome these challenges?
What are the changes and forces external to schools that will change us (what will happen), and what are the changes internal to schools that are within our control (what do we want to have happen)?
What does it mean to shift schools from being "teaching organizations" to becoming "learning organizations"?
Which traditions are important to preserve, and which traditions hamper a shift to a long-term growth mindset?
During these exercises, which yielded approximately 1,000 pieces of data from 250 school leaders, attendees organized their responses into four areas: school mission, people, the learning experience, and finance and operations. About 85 percent of the total responses came from heads of school, and the remainder from a combination of board presidents, trustees, and non-head administrators. I logged all of the Post-it note responses into a database and sorted them within each of the four categories. This sorting process is certainly subjective, and there is, of course, gray area and overlap among the responses (many notes could have been assigned to more than one of the four main areas) but the major areas of thinking were really quite unambiguous. What is sitting high in the minds of school leaders fell out of this process like the ripest of fruit falling from a tree.
Here's a roundup of school leaders' most pressing issues by category.
1. School Mission
There is real urgency in the need to push our vision and the horizons of our thinking. The basic school model is outdated and large portions of it must be redesigned at a foundational level. This urgency is relevant to schools that are thriving today as well as those that are struggling with finances and admission.
We have to aggressively tackle changes to our culture and traditions. It is no longer reasonable to keep traditions because "that is how it has always been done" or because they have served us well in the past. While defining and sustaining truly core traditions, our school cultures have to become much more welcoming of change.
We have to define our school's real value in relation to changing markets and demographics. Some—perhaps many—independent schools are dangerously reliant on value that is now undifferentiated in a marketplace of expanding options for consumer families.
2. The Learning Experience
We must shift to a model of learning that is more flexible, interdisciplinary, and focused on the interests, needs, and voices of the students. While not unanimous, there is broad convergence that student-driven, student-centric learning, which is fundamentally different from the teaching-centric model of the past, is relevant today and has a much better chance of being relevant in the future.
Our culture of learning must unambiguously embrace risk, failure, and a growth mindset for both adults and students.
Our methods of assessing student performance are broken. We must develop and use tools that assess what we actually value in student performance, which is not their ability to perform well on tests.
The landscape of college admission and expectations for our graduates is likely changing, though in unpredictable ways. Colleges and universities are struggling with what they want to provide and who they want to admit in the future. It is unlikely that there will be a single solution to this problem in the near term, so we have to find a way to deal with that ambiguity.
The shifting role of the teacher requires us to rethink how to hire, retain, and develop teachers who will have a very different set of roles with respect to their students, and how those students learn.
We have to put more thought and resources into involving and educating parents about what is most important to our school and what they can expect for their investment in us. Parents need to understand the differentiated value proposition of the school they choose, and both what is and is not included in their investment.
We should be developing board and leadership structures and skills that are better attuned to a changing dynamic and less predictable future. We have to rethink traditional boards comprised of noneducator parents and alumni selected largely because of their support and commitment to the school.
Our parents and teachers are risk-averse for good reasons. We have to help our adults to become much more accepting of the value of risk-taking.
We need to address rising costs within a paradigm of "always adding, never taking away" and already overworked teachers. We know where our largest costs lie, and we are either approaching or past a breaking point in continuing to expect more outcomes from the same set of people and the same set of job definitions.
4. Operations and Facilities
There have been significant changes in the economic, business, and political landscape. In all three areas, the past is not sufficient as an accurate guide for the future, yet we must find a way to navigate a less predictable future—even though we don't yet have the appropriate skills and resources to do just that.
Most schools are operating with an outdated daily schedule and annual calendar structure. We know that the traditional use of precious in-school time is not optimal, yet few schools have really tackled this by making substantial changes in their daily and annual schedules.
We need to rethink our physical spaces, specifically how to evolve them and be more efficient in their use. We have invested massively in buildings in the past, and we continue to compete in a facility "arms race," yet we don't align our use of these buildings with major changes we foresee in the learning experiences of the future.
In reflecting on these sessions with heads and schools and the issues that came to light from them, three themes emerge that help to describe the milieu of school culture today.
First, there is a noticeable lack of reference to traditional benchmarks of "success" such as admission demand, financial strength, fundraising, and college matriculations. There is a growing recognition that those are artifacts, not drivers, of success. In a more stable—perhaps benign—recent past, those statistics were convenient measures of how well our schools were doing. School leaders now need to find a place for more nuanced measures of success such as cultural growth mindsets, innovation incubation, and evidence of "third horizon" thinking. While traditional data are useful, many of our schools' most critical values, including noncognitive measures of student performance, are harder to measure, and those harder-to-measure areas may be more important to our long-term success in an increasingly strained marketplace. We are finally recognizing that schools, like nearly every other successful organization, need to develop, understand, and deliver a differentiated value proposition. And, in the case of our schools, traditional benchmarks can only tell part of that story.
Second, as a group, school leaders understand that schools won't change unless people change, and "people" includes boards, administrators, teachers, and parents. For generations, schools and our community of educators, parents, and alumni have largely prided ourselves on a level of congeniality which leaves the discernment and delivery of value largely up to individual interpretation. We only press hard questions and hard answers when the wolf is at the door, which is precisely the wrong time for big, probing, far-reaching discussions of our real collective vision and value. We can't afford that anymore. Leaders recognize that we have to get the adults in our school systems singing from the same hymnal, aligned to a strong, differentiated mission, yet they also recognize that most of us don't have the traditions, structures, or inherent skill sets to do that as well as we need.
Finally, school leaders are beginning to see a real understanding that the silos around which schools have functioned for centuries simply must be broken down: engaging in change is the responsibility of "us." Our teachers need to understand the real meaning of valuable innovation and how to lead those changes by becoming comfortable risk-takers. They need to evolve out of their traditional role as purveyor of knowledge and accept responsibility for helping to imagine and lead change from their key relationship with their students. Administrators need to learn the skills of effective change management that have never been part of educator training. Board members need to acquire greater understanding of a learning landscape that is increasingly different from the one in which they grew up, and we need to attract members to the board who truly understand this paradigm shift. We need to allow parents more opportunities for inclusion in expansive discussions about our learning model so they become, through increased exposure, more supportive and less fretful of change.
For those of us who have observed the evolution of vision and strategy across independent schools for many years, and even decades, I would argue that we have crossed a tipping point. Leaders are increasingly recognizing that they must push their thinking to what we call the third horizon: ideas for future sustainability that may require fundamental reimagination and redesign of the traditional school operating system. Such rethinking can be uncomfortable. The single most powerful takeaway from the discussions with school leaders was this: We recognize that it is past time to push through the discomfort of change if we want our schools to thrive in the years and decades to come.
There is no single simple answer to where and how our schools need to evolve, but it is powerful that school leaders collectively see the magnitude and the urgency of the issues that challenge us. In some, we will find consensus around the major component parts of potential solutions. And each leader can ensure that his or her respective community of school stakeholders is engaged in inclusive, provocative, horizon-pushing research and discussions that will both inform and guide value-generating change.
Grant Lichtman
Grant Lichtman is a K-12 education consultant who works with schools to develop a comfort and capacity for change in a rapidly changing world. He has worked in independent schools as a senior administrator and a trustee.
About Independent School
Student Health & Well-Being
Reimagining Schools
Reading List: Does Gatsby Still Matter?
An English teacher makes the case for why teaching The Great Gatsby in American literature classes is still powerful and relevant.

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: How to display plotly graph in github (from jupyter notebook)? I recently uploaded a jupyter notebook to github that contains some plotly graphs, however, although you can see the code, you can't see the graphs.
Here is the code of one of the graphs in the notebook:
#Pie chart that shows the percentage of top 50 (according to pp90min) per team
top_50_players_injured_pp90min = draft_selection_stats_injured.sort_values('points_per_90_minutes_played', ascending=False).head(50)
team_prop_pp90min_injured = top_50_players_injured_pp90min.groupby('team').count().reset_index()
fig = px.pie(team_prop_pp90min_injured, values='player', names='team', title='Top 50 Injured/Rotating/Transferred Players (pp90min) Per Team')
fig.show()

What should I do to display the graph in the notebook? I was thinking of uploading the notebook as an html file, but it didn't work either because the file was too large.
Thanks for helping out!

A: You are mistaken thinking they'll work at GitHub. As I've written about in the past, for example here, the view at GitHub is nothing more than a preview meant for developers. It doesn't support a lot of features of notebooks, such as interactive Plotly plots, and has faulty rendering in a number of ways. Up until a few years ago, GitHub didn't even try rendering the notebook if it had more than a few cells of code. That was better in the long run because Jupyter users realized more quickly they needed to  point nbviewer at the GitHub page to see the notebook reliably.
nbviewer is the Jupyter community-provided solution for viewing and sharing notbebooks 'static' form. A lot of javascript-based features, like Plotly plots, work in nbviewer's renderings. Plus, the nbviewer renderings aren't embedded inside a GitHub page and thus with less cruft surrounding them are more inviting for those who aren't developers and better for sharing.

Compare nbviewer vs GitHub rendering of some Plotly Examples
The first paragraph here has links illustrating the same notebook with Plotly graphs viewed in nbviewer rendering in contrast with the GitHub preview. Scroll down to see many plots rendered via nbviewer that don't show in the GitHub Quick-preview.
nbviewer is capable of rendering Jupyter notebook json hosted at other places. (If you look at the URL for each of the examples in this section, you'll see you can easily construct the nbviewer URL by substituting the github.com portion of the GitHub URL with nbviewer.org/github.)

redpajama_set_name: RedPajamaStackExchange


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Community School soccer teams tasted victory in High Desert Soccer Conference contests on Wednesday.
The league-leading Cutthroat girls (5-2-0, 5-0-0 league) recorded their third straight High Desert shutout 3-0 over the Filer Wildcats on the Sagewillow Farms pitch.
"Player of the Game" Josie Allison tallied a three-goal hat trick, her second of the fall season. Assists went to Ella Pepin and Ellie Polk.
Filer (5-3-0, 3-2-0) was the Cutthroat opponent in last October's High Desert tournament finale won by the Cutthroats 6-1 for their fifth straight league tourney title.
The Cutthroat boys (7-1-0, 5-0-0 league, 55-7 goals-against) romped 8-0 over Filer in Wednesday's nightcap at Browning Field. "Man of the Match" Willis Sanchez-duPont chalked up his fourth shutout as the Sun Valley goalkeeper.
Scoring goals were Jay Fitzgerald (2), Tanner Josey (2), Johnny Blackburn (2), Dehner Figge and Jackson Dies with his first-ever varsity goal. Filer dropped to 4-4-0 (2-3-0 league).
The Cutthroat teams host Wendell on Monday, Sept. 15.
The Trojan girls (1-4-0 league) enter after a 5-0 loss at Bliss Monday.
For the Cutthroat boys, it's their first meeting with Wendell since falling 6-1 to the Trojans in the 2013 State 3A tourney consolation game. Wendell (3-0-2 this season, ties against Gooding and Buhl, 29-8-5 three years) has won the state consolation title the last two years.
Coach Richard Whitelaw's Cutthroat boys travel to the 4A Burley Bobcats (0-4-0, 0-2-0) Saturday, Sept. 13 for an 11 a.m. game. Burley played at Wood River Thursday.


text:
Bellare is a village located in Sullia taluk of Dakshina Kannada district Karnataka state, India.

Notable personalities

Educational institutions
Govt primary school Bellare.
Govt Higher primary school.
Govt primary school Darkasthu.
Govt Secondary Education.
Govt Junior College.
Shivramkarant Degree College, located near Bellare at Pervaje.
Private Jnana ganga central school.
Hidaya Educational & Charitable Trust Bellare - Education - Sullia D K
Darul Huda Islamic complex
Darul Hikma Education Centre

Economic activities
Agriculture. The village has advanced agricultural developments in the field of plantation crops, consisting of areca nut (Mangalore chali), coconut, coco, vanilla, pepper, cashew nut and rubber.
Rubber processing factory
Meena Enterprises (wholesale Dealers for construction materials)
Kathyaini traders (wholesale grocery)

Health care
 Govt primary health centre Bellare
 Dr. Shashidhar padil clinic
 Anupama clinic
 SM Bhat clinic
 Ganesh clinic

Climate
The average annual temperature is 34 °C. Summers are warm and humid, whereas during the monsoon season the village receives heavy rainfall, and cools by the year's end.

Culture and arts
Pilgrimage and worship places
 Ajipila Mahalingeshwara Temple
 Swami Lakshmi venkatramana Temple
 Pervaje Jaladurga Devi Temple
 Mutthu Mariyamma Temple Darkasthu
 ZAKARIYA JUMA  MASJID
  BELLARE valiyullahi DARGA SHARIF
 Churches of Christian community
   ASR BELLARE TRUST  COMING SOON

References

Villages in Dakshina Kannada district

redpajama_set_name: RedPajamaWikipedia


text:
Duneland Chamber, School Corporation Welcome 45 New Faces at 2016 New Teacher Luncheon
By: Sam Malkowski Last Updated: August 12, 2016
It is the self imposed duty of the Duneland Chamber of Commerce to welcome new teachers into the community at the end of each summer with a meet and greet luncheon. They do so with the partnership of the Duneland School Corporation, and the support of individual chamber members keen on sponsoring the future of their business and their towns.
"We welcomed 45 new faces today," said David Pruis, the Superintendent of Schools. "We greatly appreciate the support of the Duneland Chamber."
Click here for more photos!
The Chamber hosted their 13th annual luncheon on August 11th, 2016. Monte Moffett, the Assistant Superintendent for Operations and Human Relations at the Duneland School Corporation, once had plans for a teacher's orientation day. So when the chamber approached him asking what they could do to help the school system, the luncheon is what he asked for. Sponsorship for the first New Teacher's Luncheon started a tradition that both organizations hold to this day.
"We wanted to give them a view of the support they have," Moffett said. "That makes a big difference, it really does."
Chris Bell, a soon-to-be fourth grade teacher at Bailey Elementary School, was still new to the country and grateful to be introduced to Chesterton. The luncheon was one stop on a region-wide tour of the school system, and touched on the history of the area as well. Bell also appreciated that it was the business community that welcomed he and his peers into the fold.
"Something that has been lacking," Bell said, "In classes that I've taught in is a knowledge of economics. I think getting the Chamber of Commerce involved will give [the teachers] and students a better concept of it, and how money works."
Kristina Borgetti, the Office Coordinator for the Chamber, said, "We work hand-in-hand with the education system. We feel it's important to welcome the new teachers, to let them know that there are people, and businesses, that really are here to help."
Each teacher's lunch was sponsored by a member of the Chamber of Commerce, a personal touch that allowed the two an opportunity to network.
"It seems natural," said Krissy Roberts, the Fitness Supervisor for Franciscan Omni Health and Fitness. "We always like to give back, and do things for the community. Having this luncheon, welcoming the teachers, is helpful. It's just natural."
Other sponsors included the Dunes Learning Center, Jacob's Ladder Pediatric Rehab Center, Symphony of Chesterton, and McColly Real Estate.
"We are the conduit of the community," said Maura Durham, the Chamber's President. "We have the opportunity to introduce new teachers, and new residents, to our business owners. For a healthy community we all need to work locally together. The more we can lean on each other for the things we need, the stronger we are."


text:
Picking Up Speed
Hybrid engines and other new technologies are making rapid advances in controlling automotive emissions and improving fuel efficiency
By Dr. Bilal Zuberi
Nearly four decades ago, a dramatic deterioration of air quality and repeat occurrences of smog in large cities such as New York and Los Angeles led to national recognition of the growing problem of pollution from the automotive sector. As a result, Congress passed the Clean Air Act of 1970 – the first major environmental law intended to improve air quality by reducing emissions and pollutants from their sources. A key aspect of this legislation was the identification of "criteria pollutants," specific constituents of air pollution such as ozone, sulfur oxides, nitrogen oxides and carbon monoxide, which would be monitored and controlled via additional regulations.
Additional Cost ($) Reduction in CO2 (%) Purchase payback period (years)
Advanced gasoline direct injection 742 24 3
Diesel 1141 24 3
Advanced Diesel Engines 469 18 2
Gasoline Hybrid 3186 48 7
Diesel Hybrid >3000 >50 >7
Emissions Reduction Progress
During the past few decades, the automotive industry has made tremendous advances in reducing pollutants in auto emissions. In some cases, such as the reduction of diesel particulate emissions in Europe, the industry voluntarily introduced new and clean technologies, but, in other cases, progress is largely a result of aggressive legislation. For example, the tailpipe emissions of hydrocarbons from gasoline cars were reduced from 10.6 gallons per mile (g/mile) in 1971 to 0.06 g/mile by 2004. In addition, smogproducing NOx was reduced from 3.6 g/mile to 0.05 g/mile.
Despite those reductions, the rapid growth in car sales around the world, especially in countries with developing economies such as China and India, has increased the need for a continued decrease in automotive emissions. Additionally, now that the link between carbon dioxide emissions and global warming is firmly established (See Figure C), it has become imperative to innovate around technologies that reduce emissions and improve fuel economy simultaneously. With or without pressure from global treaties to curb greenhouse gas emissions, e.g. the Kyoto protocol, the automotive industry is positioned to accept and meet these challenges.
In order to reduce tailpipe emissions of carbon monoxide and un-burnt hydrocarbon vapors, catalytic converters were introduced in the United States on all new gasoline cars in 1980. Between 1980 and 1993, on-board diagnostic controls and three-way catalytic converters were also introduced. The new solutions used finely dispersed platinum, palladium and rhodium as catalysts on ceramic honeycomb substrates and simultaneously reduced carbon monoxide, hydrocarbons and nitrogen oxides in the tailpipes. Threeway converters remain the norm in gasoline vehicles, although, refinements in electronic controls and material chemistries have improved their performance several-fold.
It is unfortunate that while toxic gas emissions from gasoline engines decreased dramatically over the past few decades, the average fuel economy of our cars has not improved and still lags significantly behind competitor economies in Europe and Asia. For example, while the U.S. corporate average fuel economy (CAFE) hovers around 25 miles per gallon (mpg), Europe has crossed 40 mpg limits. Japan is already approaching 53 mpg. Similarly, while there are only two car models on sale in the United States that average over 40 mpg, there are over 113 such models available for sale in Europe. In a world where fuel economy improvements are linked directly to global warming and climate change, it is a shame that the United States has not made much progress. The U.S. automotive industry appears to have realized the challenge at last and is introducing more pro-environmental technologies. Some advanced engines today have very low emissions and also provide high fuel economy. Examples include advanced gasoline, gasoline hybrid, diesel and diesel hybrid, plug-in hybrid and, in the future, hydrogen fuel cell vehicles.
Fuel Alternatives on the Rise
While plug-in hybrids and fuel cell vehicles are still some years away from commercialization, high fuel economy
Holy Grail Technology: Hydrogen Fuel Cells
The most significant shift in the energy source that will propel fuel-efficient car manufacturing will happen when hydrogen fuel cell vehicles become widely available. However, the industry must overcome major technological barriers before commercial use of fuel cells can become reality. Despite being a common element, pure hydrogen gas is rare and has to be isolated, compressed, transported and stored, requiring a large amount of energy from other sources such as fossil fuels.
Some experts argue that automakers can reduce carbon dioxide emissions by a greater degree by improving gasoline and diesel engines – rather than by shifting to hydrogen fuel cell vehicles. This may be true, but innovations in materials science, especially the use of novel hydrogen storage materials, could change that equation in the future.
alternatives are already available. Nextgeneration gasoline vehicles (e.g. VolkswagenW Jetta GDi), gasoline-hybrid vehicles (e.g. Toyota Prius+, Ford Escape SUV) and diesel vehicles (e.g. Mercedes SClass, Honda Accord diesel) are either already available or will be available as early as 2008. While the industry continues to debate which technology platform will be most successful commercially, the ultimate decision will be made by the consumer. In the absence of tightening CAFÉ standards (several bills have been introduced in the U.S. House of Representatives), it is hoped that people will demand more fuel-efficient vehicles and continue the momentum started by more progressive states such as California, where the state is mandating a limit on automotive greenhouse GHG emissions.
The California Air Resources Board (CARB) estimates that adoption of advanced technologies (non-hybrid) can lead to 18-24 percent improvement in carbon dioxide emissions from the automotive sector. However, the economics are quite different for each technology platform, and this is where consumers will make choices based on price, performance, durability and driving experience. Table 1 provides an estimated comparison of cost and carbon dioxide emission reduction for five competing technologies.
Along with advanced gasoline direct injection, diesels and diesel hybrids stand out as promising choices for meeting our near-term mobility needs. During the past decade, diesel engines have made dramatic improvements in performance, acceleration, fuel efficiency, emissions and noise. Even companies that first introduced gasoline electric hybrids now plan to introduce "clean diesels" in markets around the world. For example, Honda has announced plans to introduce diesel cars in the United States that will offer more than 62 mpg. Given the superior performance of clean diesel vehicles coupled with lower taxes on diesel fuel, more than 50 percent of all new cars sold in Europe are diesel.
Modern-day clean diesels utilize progressive emission control systems that complement advances made in combustion processes, fuel injectors and electronic controls. The introduction of advanced, high-porosity ceramic diesel particulate filters (DPFs – see Figures E1 and E2) and novel catalyst systems has made this task not only possible but also affordable. Also, the quest for advancing highly fuel-efficient clean diesels has prompted rapid and breakthrough innovations in materials and ceramic sciences, catalyst chemistry and electronic systems integration. Innovative small firms and established auto companies are working hard to make clean diesel and diesel-electric hybrids an economically viable reality in the near term. The task to achieve greater than 100 mpg fuel economy is clear and doable in the near future.
Automotive Emissions' Impacts
Internal combustion engines used in both on-road and off-road applications, including cars, trucks, boats and construction equipment, are significant contributors to air pollution. These engines emit carbon monoxide, volatile organic gases, nitrogen oxides, soot and carbon dioxide, and lead indirectly to the formation of toxins such as ozone in the atmosphere. Epidemiological studies conducted across the country have now identified direct links between exposure to these toxins and adverse health effects such as asthma and bronchitis, as well as cardiovascular, pulmonary and lung diseases. In addition, gaseous and particulate toxic pollutants in breathable air cause nasal irritation, asthmatic episodes and long-term tissue damage. Inhalation of fine particulate matter (soot) can also lead to bronchial problems and scar tissue formation deep inside the lungs. Finally, greenhouse gas emissions from the automotive sector influence global phenomena such as abrupt climate change, reduction in crop harvests and increased occurrence of acid rain.
SOURCE: UNION OF CONCERNED SCIENTISTS
More Fuel Choices on the Horizon
While clean-diesel vehicles are the best-in-class choice to solve the automotive emissions problem of today, there is certainly a need to develop technologies that will lead to further advancements over the longer term. Recently, some innovators have focused on the use of bio-fuels — particularly corn-based ethanol fuels. Ethanol-fueled vehicles have lower toxic emissions per unit distance traveled but provide lower fuel economy (mpg) than current gasoline engine vehicles. While there is a case to be made for reducing energy dependence on imported oil, the positive environmental impact and the negative impact on food prices due to widespread use of ethanol as fuel is still in question.
Despite the viable solutions on the horizon – diesel hybrids, fuel cell vehicles, etc. – and the tremendous innovation already achieved, automakers must challenge themselves to innovate at the next level. Current fuel-efficiency standards and increases in global warming underscore a need for newer technologies that not only reduce emissions from the tailpipe but also convince consumers to make a conscious shift toward adopting more fuelefficient automobiles. Continued innovation and an overall reduction of CO2 emissions from the transportation sector are not only the most responsible courses of action, but also opportunities for the automakers to reinvent themselves as the vanguards of clean transportation and a cleaner environment.
Dr. Bilal Zuberi is a co-founder and the vice president of product development for GEO2 Technologies, a Boston-based materials science technology development firm with a special focus on emissions reduction from internal combustion engines. Dr. Zuberi holds a PhD in physical chemistry from the Massachusetts Institute of Technology (MIT), where he worked on microphysics of atmospheric emissions such as soot particles, heterogeneous atmospheric chemistry, and urban air pollution, especially pollution in mega-cities, under Professor. Mario J. Molina (Chemistry Nobel Laureate, 1995). He is an author of several peer-reviewed publications and U.S. patents in the area of atmospheric chemistry, materials science, and automotive emissions reduction. Dr. Zuberi can be reached by phone at (781) 721-6306.


Spring is here, the weather is getting warmer, so come on out and enjoy the lovely outside (or not) with your friends!
It's GDC month! What's the best way to prep for conference season? By practicing your pitches and business cards on your friends at the drinkup (Sorry!). Come on out and enjoy the crowds and a nice drink!
It's the month of love, and what better way to celebrate than by joining your friends at the GameDevDrinkUp! Come join the fun, and drink to the impending end to winter and the looming of GDC!


consumable items such as extra lives or turns in games.
The In-App Purchase model has proven successful for many publishers, but as with all business models, it comes with its fair share of legal risk.
To distribute any App on the iStore or Google Play platforms there are certain terms that developers must include in the end user licence agreement (EULA).
Interestingly, the Apple "Minimum Terms of Developer's End-User License Agreement" do not contain any specific requirements relating to In App Purchases.
Bespoke end user licence agreements for the iStore.
The Google Play "Developer Distribution Agreement" requires that Google is authorised to refund all In-App Purchases within forty eight (48) hours of purchase.
Further restrictions are imposed under the "Google Play Developer Programme Policies", under which all In-App Purchases, subject to certain exemptions, must be made using the Google Play In-App Billing method.
Just like any other consumer goods sold within Australia, Apps and In-App Purchases are governed by the Australian Consumer Law.
A major risk for Apps with In-App Purchases is users, particularly children, making In-App Purchases accidentally, or without the knowledge that they are making an In-App Purchase for real world money.
effects that termination of the users licence to use the App, or their account (if any) has on their In-App Purchases.
Apart from making it very clear when a user is about to make an In-App Purchase using real world currency, the best way to limit the exposure to the risks inherent in In-App Purchases is to adopt a bespoke end user licence agreement (EULA) and that reflects the practices adopted in the App.
that are specific to the particular App.
Developers or publishers who are considering implementing In-App Purchases should consult with a qualified lawyer. Consultation with a professional will assist developers to formulate a EULA which is compliant with the requirements of the intended distribution platforms and the Australian Consumer Law. Mitigating the risk that developers are exposed to in publishing their App could mean the difference between failure and a commercial success.
If you require further information concerning your App or implementing In-App Purchases, please contact us for a confidential and obligation free discussion.


text:
Publish Date : 2015-11-06
Roadblocks to Stem Cell Translation: A Commentary
Kuldip Sidhu
Stem Cell Specialist, UNSW Medicine, Centre for Healthy Brain Ageing, Australia
Kuldip Sidhu, PhD, BSC, GradDipBA, A/Professor, Stem Cell Specialist at UNSW Medicine, Centre for Healthy Brain Ageing, Sydney, Australia, Tel: 02 9659 3783; E-mail: k.sidhu@unsw.edu.au
Sidhu, K. Roadblocks to Stem Cell Translation: A Commentary. (2015) J Stem Cell Regen Bio 1(1): 6-8.
Copy rights
Copy rights: ©2015 Sidhu, K. This is an Open access article distributed under the terms of Creative Commons Attribution 4.0 International License.
Human medicine; Stem cell translation; Therapeutics
During the last few decades there has been a revolution in small molecules (the first pillar of human medicine) and biologics (the second pillar of human medicine) as frontiers in human medicine making a significant change in human health outcome. In the current decade the stem cells including other types of therapeutic cells are evolving for an another revolution, the third pillar of human medicine. However, the intricate biology and complexities of living cells and their integration with host tissue pose a whole new challenge not encountered before in human medicine. But nevertheless stem cells can offer cure rather treatment for various ailments particularly those involving loss or degeneration of specific cells like beta cells in Diabetes, and specific neurons in spinal cord injury, Alzheimer's and Parkinson's diseases respectively[1].
Stem cells towards therapeutics is relatively a new area but has assumed nearly a mythical status in attracting tremendous enthusiasm amongst scientific community and general public alike. There seems an increase inputs in terms of human resources, funding and infrastructure development in this field all over the world but its actual translation to the ground needs further thinking. The interest in this field is high partly because the way it has been put across to all of us with intense media coverage and promise of therapeutic values and other uses. No doubts the potential applications could be tremendous but there are number of issues/hurdles that have to be addressed before stem cell translation becomes reality.
Roadblocks and Challenges
Logistical
There is still a huge gap between overall public expectations and the scientific reality to accomplish clinical translation. However, there are unprecedented developments seen recently in this field with proof of principle emerging for number of diseases that currently have no cure but only management, like Alzheimer's, Parkinson's spinal cord injury, where stem cell-based therapies (regenerative medicine) can offer respite. While attention is focused primarily on their potentials in regenerative medicine, stem cells are gaining a stronghold in drug development, toxicological appraisal, and biomarker discovery - a move that may bring in a paradigm change in human medicine and therapeutics. Despite these progresses, there remain scientific, technical, logistic, financial and administrative/regulatory challenges and obligations that are required to be met to move this field forward towards translation. Although, overtly these may be seen as playing impediments in the way of stem cells translation.
A successful business model for stem cells translation to clinics impinges upon what type of stem cells are being considered – adult or embryonic including patient-derived induced pluripotent stem cells (iPSC) for such studies and also whether the ensuing therapies are autologous or allogeneic. The latter is favoured by the big pharma and industry and easy to regulate. The adult stem cell (hematopoietic and bone marrow) transplantation has a long history, and are morally and ethically more acceptable, although not necessarily gone through the rigour of traditional drug discovery pathway. But these cells have become a part of the main stream treatments for many malignancies and some genetic diseases. Similarly stem cell-derived skin graft transplantation is following the same route. The Pluripotent stem cells, however, are still battling despite some significant advances and building hopes for diseases like macular degeneration, spinal cord injury, skin grafts and perhaps for some neurodegenerative diseases. There are some moral ethical and safety issues associated with these cells. It may be mentioned here that unlike small molecules and biologics that work on the principle of turning on/off of biological systems, stem cell-based therapies may be more predictable provided integrated properly in circuits such that the milieu/niche of the tissue brings about homoeostasis and thus regulate their functions facilitating normalcy. This remains the most active area of research in this field[1] .
The landscape of stem cell translation is new and complex and requires liberal investments. An average cost of a pharmaceutical drug to deliver to the market is around 1.4 billion US $ and it is likely to be more for stem cells-based therapy and that cannot be supported with public funding. Thus a typical drug delivery model won't work, and an alternative logistic and financial model such as Alpha Clinics proposed by California Institute of Regenerative Medicine to achieve widespread clinical application requires due diligence. Given the newness of this area, there remain uncertainties and risks involved that are hampering private investments in this field. Big pharmas and corporate investors are shying away because of these risks. However, similar scepticism for investments was there for DNA recombinant technology and human genome projects; both are now providing dividend far excess than investments made. It is envisaged that despite this scepticism, profitable cell therapeutics will evolve following the route of new start up companies to attract major investors and or by logistic mergers of existing small companies. Developing cell therapies is far riskier and costly than developing research tools. Consequently, pharmaceutical companies and other investors including venture capitalists remain hesitant to invest into it. The start up venture is always risky, and it is also true for stem cell companies. It is clouded with cumbersome requirements and over expectations, and very tough and low venture capitalists. A successful business model should ensure return on investments, an easy exit strategy and is possible only with an interdisciplinary approach, a new paradigm in which pharmas, early stage biotech and academia work together.
With minimal interest from venture capitalists and big pharmas, it is considered that a different system is needed to evolve partnership of stem cell scientists with industry. The role of biotechnology sector in regenerative medicine is likely to be broader, providing materials, services, and cell manufacturing, suggesting much greater commercial opportunities in the clinical application of cell therapies. In addition, special government initiatives like the 2004 proposition 71 (public bond to fund scientific research) in California that lead to the establishment of the California Institute of Regenerative Medicine for 3 billion US$ and now Japan's 21.4 billion ¥ stimulus package for stem cells and iPSC work (Nature 28th Feb 2013) are steps in the right direction. Government special tax rebates/reforms in this business is another way of encouraging biotech companies and entrepreneurs investing in this area. This is particularly more relevant in the absence of involvement of big pharma in this field. Some stimulus packages in R&D in stem cells through government agencies like NHMRC, ARC, and CSIRO in Australia and likewise in other countries by creating special research groups focussing exclusive in this area will be helpful. Non-to-profit organisations, philanthropists, and foundation funds all can make a difference[1].
The regenerative medicine (therapeutics) is a new concept and despite a good science behind it, there is no single harmonised guiding principle that can be used to describe the preclinical development path or model for this therapeutics. Several specific technical issues like safety, efficacy, viability and tracing the transplanted cells are the inherent challenges in stem cell-based therapeutics. The existing regulatory framework for clinical trials with stem cell products is not clear or explicit and this gray area is a significant roadblock for transition to clinics. Perhaps the route followed by the blood and bone marrow transplantation initiatives may offer respite i.e. the need-based control human trials and case studies. However, sprouting of spurious stem cells clinics worldwide and the associated patient tourism is a big concern that needs addressing perhaps by proper educational initiatives in this area.
The actual integration of stem cells with the host tissue is a real problem encountered in most studies. That is true even with proven therapy like HSCs, the number of integrating cells is rather low and the therapy is effective only because of the trophic effect of the transplanted cells systemically. Only 2-10% of stem cells have been demonstrated to be incorporated for longer time and almost none after 3 months[2]. The cells death is encountered in the host ischemic or inflammatory environments, and the transplanted cells become susceptible to low oxygen and the hostile inflammatory cytokines and including the reactive oxygen species. Attempts are being made to acclimatise or modify these cells ex vivo so that they survive better in the host using antiapoptotic and other supporting factors as in cardiac heart diseases[2]. But the functional integration remains poor and generally integrated cells are eventually eliminated by the host immune system. The quality control of transplanted cells is another area of great importance for integration. Removing residual pluripotent cells is absolute critical to prevent tumour formation. There is an intensive research on the level of differentiation that can be attained to achieve optimal integration.
Chronic diseases such as neurodegenerative are also associated with tissue fibrosis and changes in immunogenic profile, thus generating inhospitable milieu for the transplanted cells. Therefore the transplanted cells fail to survive better, compromising their functionality[3,4]. Similarly, the hostile environment created by microglial activation and neuro inflammation arising concomitantly with the progression of neurodegenerative diseases may contribute to neuronal damage and influence grafted stem cells. Also the endothelial function is compromised by aging, cardiovascular, neurodegenerative and other chronic inflammatory diseases, suggests that an impaired microcirculation might not adequately support the transplanted cells. There is enough data to support that the vascular niche provides a paracrine environment for regeneration, thus such dysfunction induces defect in oxygen delivery, negatively impacting the anticipated paracrine affects through cascade of signals in the endothelium compromising the regeneration process[2]. It is generally considered that intracellular milieu changes drastically during aging. This challenge needs an integrated therapeutic approaches such that will provide the proper niche for long term survival of transplanted cells. For example, increasing vasculature could promote endogenous regeneration, and support the survival and function of transplanted stem cells.
There are number of new frontiers in this stem cell therapeutics arena that need further fostering to make this field on a sound footing. These include harnessing the full potential of endogenous stem cells to repair and restore tissue structure and function by targeting and manipulating their niche externally by using small molecules and other growth factors. Similarly and particularly the latest approach of therapeutic reprogramming of diseased or normal healthy cells either ex vivo or in vivo to reverse and rescue the affected tissue or organ[5]. An ex vivo approach to correct some of the genetic disorders in cells of a particular tissue by gene targeting is an emerging area making a significant progress. Also an another approach to cell regeneration would be to administer chemical or genetically engineered products directly to patients to specifically change the cell fates, or functions by mechanisms that can modify proliferation, differentiation, reprogramming, cell homing , within the defective tissue. This strategy would offer less invasive and more convenient 'individualized' precision treatments for individuals with various diseases and needs. Although these new frontiers may appear promising but have inherent difficulties to in vivo therapeutic reprogramming due to mismatch or lack of specificity for a given molecule. It also demands reinvigorating the pharmacokinetic properties of the therapy and safety issues.
At the moment transition of stem cells towards clinic is a cliff hanger and will continue to pose a series of scientific, clinical, technical and operational challenges over the coming decade. In order to be successful we need to develop an efficient, high-quality 'strategic hub' linking scientific institutions, clinical centres, big pharmas and biotech companies so that transition is steady, cost-effective, efficient and with an insured return on investments. A novel and harmonized preclinical model system will be essential to promote and enhance this field, and to ensure more predictable anticipated recovery pathways will help infuse interests in stem cell technologies and their transition to clinic. The involvement of government's initiative in this field is critical and more so collective efforts through G20 nations is another way to bridge this gas in providing sufficient funding that this field needs at this stage to address both the logistic and scientific challenges.
1. Sidhu, K. Perils of stem cell translation: A commentary. (2014) J Stem Cell Res Ther 4: 166-167.
2. Fischbach, M.A., Bluestone, J.A., Lim, W.A. Cell-based therapeutics: the next pillar of medicine. (2013) Translational Med 5(179): 1-6.
3. Sandoe, J., Eggan, K. Opportunities & challenges of Pluripotent stem cell neurodegenerative disease models. (2013) Nature Neuroscience 16(7): 780-789.
4. Dimmelar, S., Ding, S., Rando, T.A., et al. Translational strategies & challenges in regenerative medicine. (2014) Nature Med 20: 814-821.
5. Heinrich, C., Spangnoli, F.M., Berninger, B. In vivo reprogramming for tissue repair. (2015) Nature Cell Biol 17: 204-211.
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text:
@implementation Muxer

- (BOOL)gather:(NSString *)filePath sdpPath:(NSString *)sdpPath {
    av_register_all();
    avcodec_register_all();
    avformat_network_init();

    [self setState:@"INITIALIZE"];

    AVFormatContext *pFormatCtx;
    pFormatCtx = avformat_alloc_context();
    int video_stream_index;
//    char url[]="http://127.0.0.1:8000/test.sdp";

    if (avformat_open_input(&pFormatCtx,[sdpPath UTF8String],NULL,NULL) != 0) {
        NSLog(@"can't open stream");
        return FALSE;
    }

    if (avformat_find_stream_info(pFormatCtx, NULL) < 0) {
        NSLog(@"can't find stream info");
        avformat_close_input(&pFormatCtx);
        return FALSE;
    }

    [self setState:@"PROCESS"];

    for (int i=0; i<pFormatCtx->nb_streams; i++) {
        if (pFormatCtx->streams[i]->codec->codec_type == AVMEDIA_TYPE_VIDEO) {
            video_stream_index = i;
        }
    }

    AVPacket packet;
    av_init_packet(&packet);

//    NSArray *paths = NSSearchPathForDirectoriesInDomains(NSDocumentDirectory, NSUserDomainMask, YES);
//    NSString *documentsDirectory = [paths objectAtIndex:0];
//    filePath = [documentsDirectory stringByAppendingPathComponent:@"test.mp4"];

    //open output file
    AVOutputFormat* fmt = av_guess_format(NULL, [filePath UTF8String], NULL);
    AVFormatContext* oc = avformat_alloc_context();
    oc->oformat = fmt;
    avio_open2(&oc->pb, [filePath UTF8String], AVIO_FLAG_WRITE, NULL, NULL);

    AVStream* stream=NULL;
    //start reading packets from stream and write them to file

    av_read_play(pFormatCtx);

//    int ix = 0;
    while(![[self state] isEqualToString:@"FINISHED"] && av_read_frame(pFormatCtx,&packet)>=0){
        if(packet.stream_index == video_stream_index){
            //packet is video
            if(stream == NULL){
                //create stream in file
//                stream = avformat_new_stream(oc, pFormatCtx->streams[video_stream_index]->codec->codec);
                stream = avformat_new_stream(oc, NULL);
                avcodec_copy_context(stream->codec, pFormatCtx->streams[video_stream_index]->codec);
                stream->sample_aspect_ratio = pFormatCtx->streams[video_stream_index]->codec->sample_aspect_ratio;

                // Assume r_frame_rate is accurate
//                stream->r_frame_rate = pFormatCtx->streams[video_stream_index]->r_frame_rate;
//                stream->avg_frame_rate = stream->r_frame_rate;
                stream->time_base = (AVRational){ 1, 25 };
//                stream->codec->time_base = stream->time_base;

                avformat_write_header(oc, NULL);
            }
            packet.stream_index = stream->id;

//            packet.pts = ix++;
//            packet.dts = packet.pts;

//            packet.pts = av_rescale_q_rnd(packet.pts, pFormatCtx->streams[video_stream_index]->codec->time_base, oc->streams[video_stream_index]->time_base,(AV_ROUND_NEAR_INF|AV_ROUND_PASS_MINMAX));
//            packet.dts = av_rescale_q_rnd(packet.dts, pFormatCtx->streams[video_stream_index]->codec->time_base, oc->streams[video_stream_index]->time_base,(AV_ROUND_NEAR_INF|AV_ROUND_PASS_MINMAX));
//            packet.duration = av_rescale_q(packet.duration, pFormatCtx->streams[video_stream_index]->codec->time_base, oc->streams[video_stream_index]->time_base);
//            packet.pos = -1;

//            packet.pts = av_rescale_q(packet.pts, pFormatCtx->streams[video_stream_index]->codec->time_base, oc->streams[video_stream_index]->time_base);
//            packet.dts = av_rescale_q(packet.dts, pFormatCtx->streams[video_stream_index]->codec->time_base, oc->streams[video_stream_index]->time_base);

            packet.pts *= pFormatCtx->streams[video_stream_index]->codec->ticks_per_frame;
            packet.dts *= pFormatCtx->streams[video_stream_index]->codec->ticks_per_frame;

            av_interleaved_write_frame(oc, &packet);
        }
        av_free_packet(&packet);
        av_init_packet(&packet);
    }
    av_read_pause(pFormatCtx);
    av_write_trailer(oc);
    avio_close(oc->pb);
    avformat_free_context(oc);
    avformat_network_deinit();

    [self setState:@"SUCCESS"];

    NSLog(@"the file path is %@", filePath);
    return TRUE;
}

- (void)stop {
    [self setState:@"FINISHED"];
}

@end

redpajama_set_name: RedPajamaGithub


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text:
Home Business Thousands of Airline Passengers Affected by FAA System Outage
Thousands of Airline Passengers Affected by FAA System Outage
Having a flight delayed, then receiving little information or hope about when it will finally take off, is not an unfamiliar fate for frequent fliers. But the F.A.A. system failure that caused more than 6,500 delays on Wednesday led to a slightly different dynamic for the frustrated passengers: This time, they didn't have the airline to blame.
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But unlike Southwest's holiday season meltdown, when passengers aimed their ire squarely at the airline and some of its workers, the disappointment on Wednesday couldn't be pinned on a specific company, or even on the whims of severe weather. No matter the airline or the region of the country, everyone was in the dark.
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Jenny Gross, Jordyn Holman and Nancy Wartik contributed reporting.
Sumber: www.nytimes.com
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You are here: Home / Work / Instructure's Open Source Strategy
Instructure's Open Source Strategy
2 Mar 2011 By Nate Angell 13 Comments
I have been watching Instructure and it's move to offer part of its Canvas learning platform under an AGPLv3 open source license with great interest.
First, Canvas is a compelling product, with some great usabilty and features. I also welcome Instructure's move to a (forked?) open source path, which I think helps evolve platform options and the marketplace in useful ways.
I am unconvinced, however, by a main thread Instructure CEO Josh Coates takes up in his recent blog post on Instructure's open source strategy.
Josh says that software owned by a single commercial entity is preferable because "critical bug fixes, integration and innovation only come out of the folks that own the technology." I think history has shown that Josh's assertion is not true. Many open and community source projects that do not have a single commercial entity at their core consistently demonstrate high rates of maintenance, innovation, and integration. At the same time, what might be called "corporate" open source offerings do not always generate the qualities Josh describes.
Underneath this issue is an even more fundamental perspective that I also question: that there are only two paths of software ownership/development, which Josh defines in his question: "would you rather have a closed system owned by a commercial entity, or an open system not owned by anyone?" Josh goes on to suggest Instructure's open source strategy offers "the best of both worlds."
The intellectual property of open and community source projects like Sakai or Moodle are owned very explicity by specific entities—in Sakai's case, by the 501(c)3 nonprofit Sakai Foundation, and in Moodle's case by founder Martin Dougiamas and other contributors [3 Mar 2011 correction: see comment below].
So at the basic level, I think Josh is wrong to suggest open source projects are "not owned by anyone." But on a larger level, I think Josh is even more deeply wrong here because open source projects like Sakai and Moodle are really "owned" by everyone in their communities—in the sense of "ownership" where real people and institutions take responsibility for the maintenace, innovation, integration, use, and, ultimately, the future of these projects.
If Josh and Instructure travel the open source path well, they will actually be spreading ownership of Canvas out from their corporate center, not retaining it as a core value. If ownership of Canvas never spreads beyond Instructure to a broader community, than offering any part of it as open source is more like a small guarantee for possible continuity beyond Instructure's fate, rather than the foundation of a viable open source project.
The larger point Josh is raising, however, does warrant our attention: where is the engine of maintenance, innovation, integration, and use for any software product, open or proprietary?
For Canvas, Josh appears to claim that engine is located primarily in Instructure itself. Such a model can deliver great results, but it can also falter. Just because (some) of your code is open source does not mean that the corporate engine behind that code's development will necessarily follow a clear path. Take heed of the recent examples set by Oracle's acquisition of Sun, and thus of MySQL or Salesforce.com's acquisition of DimDim.
Sakai's model—where commercial entities are welcome participants in the community, but not its core—is likely messier than Instructure's corporate-centered model, but also—I think—less likely to encounter unplanned forks and cul-de-saqs in its path.
I'm happy to have Instructure adding Canvas as another destination in the educational technology landscape, but see it offering one compelling option, rather than the best of all possible worlds. We are not faced with a simplistic choice between corporate ownership and nameless anarchy, so we don't need Instructure to present Canvas as a solution to a problem we do not have.
Filed Under: Work Tagged With: Canvas, dimdim, edtech, Instructure, LMS, Moodle, MySQL, oracle, rSmart, Sakai, Salesforce.com, Sun
About Nate Angell
Wandering IQ. Raised by wolves. Friend to cheese. Working to bend the arc of justice. Learn more about my professional and educational history on LinkedIn and on this blog, or if you really want to get to know me, follow me on Twitter.
6 Mar 2011 at 1:57am
I think this is an interesting point:
The key point is that it is possible to develop new features just be writing plug-ins that plug into the core API. The way Firefox has add-ons, and Drupal and WordPress have modules is similarly key to those projects' success. And, it is not just the technical architecture to do this. It is important also to have a place where developers can easily share what they have done, and other users can find and download the add-ons.
A "place", or simply a community that be more distributed?
I wonder if github and some of the stuff that's developed around that (the homebrew package manager for Mac OS X, and npm for node.js, etc.) might provide an interesting model for distributed extension/module development with the benefits of a single go to access point. With the github API, you can even put UIs on top of it.
29 Mar 2011 at 8:42pm
I saw your post to the Sakai OAE lists on this point…I love this model, where a central framework, likely supported by an (EDU) institution, enables really widespread and rich extensibility.
Tim Hunt says
3 Mar 2011 at 12:19pm
Interesting post. Just to correct one factual inaccuracy:
"The intellectual property of … Moodle [is] owned … by founder Martin Dougiamas (at least for the core code).
All contributions, even to core code, are copyright their author. There is no copyright assignment policy. See http://docs.moodle.org/en/License.
3 Mar 2011 at 1:19pm
Thanks for the correction…I looked at the page you reference and was trying to get it right, but am still left feeling a bit confused.
The overall Moodle software package is Copyright © 1999 onwards, Martin Dougiamas with portions contributed/copyrighted by many others (see Credits and the source code itself) and all of it is provided under the terms of the GPL. This program is free software; you can redistribute it and/or modify it under the terms of the GNU General Public License as published by the Free Software Foundation; either version 2 of the License, or (at your option) any later version.
That seems a bit like at least the start of a copyright assignment policy. I was gesturing toward the statement "The overall Moodle software package is Copyright © 1999 onwards, Martin Dougiamas," but would be happy to learn a better way to characterize Moodle's intellectual property practices. Any language you can suggest gladly welcomed.
My larger point is that someone owns open source code for projects like Moodle or Sakai, to contrast with Josh's statement.
4 Mar 2011 at 12:41am
One way to understand it is like a poetry anthology.
Suppose a publisher wishes to publish a book of poems from different authors. In the finished product, the individual poems will remain copyright their original authors. The book as a whole (which poems are selected in which order, the preface cover, and graphic design) will be copyright the publisher. I am pretty sure that is right. Check with a good old-fashioned publishing copyright lawyer ;-)
That is the situation here. Martin is asserting copyright over the aggregate work, but not the individual contributions. Of course, the situation with code is more tangled than with poetry. Very rarely is one poem written by modifying the text of another. New features in software are often written by taking what is there already and modifying it. This is the magic of an open source licence. Each contribution came with a licence saying that anyone could modify it in future providing the modification was also GPL. Therefore, it does not matter if you can disentangle the history and work out which specific contributor owns the copyright on this line (character) of code. You can be confident you are allowed to use and modify it.
That helps me understand, thanks. It would be great if there were a short, simple way to say all that where people like me could grasp it without extended discussion.
Again, I'm not interested in establishing the exact owner of any piece of Moodle (or other) code, but in making the point that there is ownership of open-source code, both literally and in the larger senses that I've posted about.
The fact that Martin stands behind the entire package of contributions just emphasizes my point. The fact that others can stand behind other packages is another benefit to the open license.
I'm increasingly struck that discussions about open source, and comparisons with proprietary approaches, need to be much more nuanced.
I recently found myself struggling a bit, for example, to explain why it's both a practical and philosophical benefit to invest in open source pieces for Sakai, rather than to buy commercial alternatives. It's a complicated issue.
Maybe we could distill it down to how labor is organized and funded, how decision-making happens, and the status of intellectual property.
From my own perspective, I think ideally you want:
1. a tight, agile, technical foundation that is easy to evolve, debug, etc., and which therefore opens up the widest possible base of contributed labor (one might argue that Instructure's argument in that blog post would seem to suggest they don't have this; hence the need to rely on people with close understanding of its inner workings)
2. completely open IP and a large community of smart and creative people who can innovate
3. a tight design and decision-making process that can channel the potential chaos of #2 more intangible: a social
4. infrastructure that encourages different players to invest their time, effort and money into the project
I see in OAE the potential for realizing this, and so an interesting alternative to Instructure's vision.
In my own efforts to explain the benefits of open/community source, I often end up talking about degrees of path ownership: as an organization (or individual) how much control/ownership do you want to have over the path taken by the technology you use?
Like you say, it's not some simple binary opposition where an open source path gives one complete control and a proprietary path gives you none. There is a continuum of control and each technology probably starts somewhere along it and even moves along the continuum over time.
There are also other benefits (and drawbacks) to openness that we all continue to discuss.
I like your ideal, but wonder if #3 is maybe the hardest to achieve. As in democracy, community-based decision making is messy, but maybe it's better than the alternatives ;)
The conversations I find less useful are the ones that center ONLY on functionality. Yes, fast, powerful cars are really fun to drive and a very convenient mode of transport, but were they a good choice given how automobiles have shaped our culture and economy?
I think you have got 1. slightly wrong.
The point is not that the core (foundation) of the software is small, clean, etc. I am a Moodle developer, and the core of Moodle is big and messy. However, Moodle still has a thriving community developing plug-ins. http://moodle.org/mod/data/view.php?id=6009
I am not sure that 3. is so important once developers can do most of what they want with plugins, rather than having to change the core. Most innovation happens in plugins, and the main decision for the project is what gets packaged together in the standard distribution. Here, you don't even need a single decision making authority. Look at all the different Linux distributions. In the Moodle world, a group has just got together to produce TotaraLMS, which is different packaging of Moodle core + plug-ins aimed at business users.
For the project can lower risk. There is no need to say "we need to redevelop the forum or the wiki tool". Instead a new tool can be made as a plug-in, and some users can use it for real and shape development. When it is good enough, it can be swapped into the main distribution.
4. Is key.
I think Tim and Bruce are more or less in agreement about Bruce's point 1. Some of that same thinking is what led me to post Thought Experiments for Sakai: Keep It Simple Like Twitter & Draw Good Boundaries Like Drupal.
The #3 item is indeed tricky. Concretely, I'm thinking about the difference between the somewhat inelegant hodge podge that is Sakai CLE, and what Instructure has been able to achieve with their product.
You often see people making similar arguments (that I don't really accept in 2011) about the difference between Mac OS X and Linux.
It's going to be critical for OAE to succeed that it have a really clean, easy-to-extend underlying architecture so that it is accessible to a wider range of developers, but equally important that the UI is also clean, consistent, and accessible for end users. I suspect that's going to require some tricky balancing of #2 and #3.
I think you may be right Nate (and I like the twitter/drupal post; hadn't seen that before). And my list isn't meant to be perfect; just something that popped into my head reading the post as fodder for discussion.
But to be really blunt and concrete, I don't think Moodle has yet entirely figured out an answer to what I'm after, which is dramatically better learning software. I want something that's extensible and beautiful and elegant. I'm really asking about the kinds of technical and social conditions that need to be in place so that the open source LMS world can dramatically raise the bar. To me this is the essence of the challenge for next-gen Moodle (v3?) and Sakai (OAE) both.
Agreed. I'd like to reach that bar also. At this point, I've been satisfied with open-source edtech projects like Sakai and Moodle that are at least building valuable communities of practice and redirecting resources from proprietary vendors back toward educational goals.
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