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JSP 510
International Defence Training
Part 1: Directive
JSP 510 Pt 1 (V7.2 Feb 19)
Defence delivers more than fighting power. Through our bilateral and multilateral defence
relationships we conduct a broad range of activities, contributing to all three of our National
Security Objectives: protecting our people; projecting our global influence; and promoting
our prosperity.
The Strategic Defence and Security Review (SDSR) of 2015 announced that Defence
Engagement would, for the first time, be made a funded, core Ministry of Defence task,
meaning that the Armed Forces should prioritise Defence Engagement alongside other
tasks. The SDSR set out the Government's intention to work more closely with allies and
partners to achieve its vision of a 'secure and prosperous United Kingdom, with global
reach and influence'. The decision to leave the European Union (EU) has reinforced this
need.
The provision of International Defence Training (IDT) is a key element of Defence
Engagement – UK military training is highly regarded and much in demand. Training
establishments such as the Royal College of Defence Studies, Britannia Royal Naval
College Dartmouth, the Royal Military Academy Sandhurst, RAF Cranwell and the Joint
Services Command and Staff College offer international students prestigious courses
which remain highly sought after. These courses expose international partners to our
military policy, doctrine and values, and help build skills, capacity and capabilities with
wide-ranging mutual benefits.
Since 2015 we have increased the volume of training delivered to international partners,
both through places offered on UK courses and the deployment of Short-Term Training
Teams overseas. The Modernising Defence Programme report published in December
2018 reaffirmed our commitment to investing in the military education and training we offer
to our international partners in the UK and overseas. We should continue to look for ways
to increase the range and volume of IDT we make available: it is a tool that can deliver
disproportionate benefit for Defence and for HMG as a whole.
Lieutenant General D M Chalmers
Deputy Chief of Defence Staff (Military Strategy and Operations)
Defence Authority for Operations
i JSP 510 Pt 1 (V7.2 Feb 19)
How to use this JSP
JSP 510 is written for all those involved in the organisation, planning, resourcing,
marketing, administration and delivery of International Defence Training (IDT). It seeks to
explain MOD's views on International Security Cooperation and describes how IDT
supports MOD's objectives through Defence Tasks as set by Defence Strategic Direction
(DSD), as well as its place within the International Defence Engagement Strategy (IDES).
It explains the MOD Organisation, the various processes and responsibilities of the staffs.
The JSP is not designed to be a source document for the various courses and training on
offer, as this function is fulfilled by the IDT and Defence Academy training catalogues and
websites.
The JSP is structured in two parts:
Part 1 - Directive, which provides the direction that must be followed in
accordance with statute or policy mandated by Defence or on Defence by Central
Part 2 - Guidance, which provides the guidance and best practice that will assist
the user to comply with the Directive(s) detailed in Part 1.
Further Advice and Feedback – Contacts
The owner of this JSP is DE Strat ITP. For further information on any aspect of this
guide, or questions not answered within the subsequent sections, or to provide feedback
on the content, contact:
Job Title/E-mail
ii JSP 510 Pt 1 (V7.2 Feb 19)
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Preface ......................................................................................................... ii
Glossary ...................................................................................................... iv
Useful Contacts ........................................................................................ viii
1 Overview ........................................................................................................ 1
Introduction......................................................................................... 1
Contributing to National Security ...................................................... 1
Defence Strategic Direction ............................................................... 1
International Defence Engagement Strategy (IDES) ........................ 2
Defence Engagement Board (DEB) ................................................... 2
2 Organisation and Process ......................................................................... 3
Key Stakeholders ............................................................................... 3
Prioritising and Allocating IDT ........................................................... 6
Bids and Requests ............................................................................. 6
IDT Capacity ........................................................................................ 7
Resources ........................................................................................... 8
3 Charging Policy and Cost Recovery ....................................................... 10
Overview ........................................................................................... 10
JSP 462 Guidance............................................................................. 10
Annex A: Tier 1 And Tier 2 Courses ......................................................... 12
iii JSP 510 Pt 1 (V7.2 Feb 19)
Glossary: Abbreviations
The abbreviations listed below are intended for use specifically within the terms of this
manual for dealing with International Defence Training matters.
Assistant Chief of the Defence Staff
Advanced Command and Staff Course
ADFELPS
Australian Defence Forces English Language Profiling System
Assistant Head
Advisory Level of Release
ARITC
Army Recruiting & Initial Training Command
BMEC
Basic Military English Course
BPSS
Baseline Personnel Security Standard
BRNC
Britannia Royal Naval College (Dartmouth)
Chemical Biological Radiological Nuclear
Communications & Information System
CRL
Catering Retail & Leisure
Certificate of Security and Assurance
CSSF
Conflict Stability and Security Fund
CSSRA
Countries to which Special Security Regulations Apply
Defence Attaché(s) or Adviser(s)
Defence Accounting & Budgeting
Defence Assistance Fund
Defence Business Services
DCLC
Defence Centre for Language and Culture (DEFAC)
DE&S
Defence Equipment & Support
DEFAC
Defence Academy
DE STRAT
Defence Engagement Strategy
Department for International Development
Director Financial Management
Defence Instructions & Notices
Defence Intellectual Property Rights
Director International Policy & Security
Daily Personal Allowance
DRACL
Defence Requirements Authority for Culture and Language
DSAE
Defence School of Aeronautical Engineering
Defence Strategic Direction
European Economic Area
EEUX
Europe and EU Exit
Exclusive Economic Zone
English Language Training
Enhanced Security Cooperation Activity Plan App for Defence
Forward Allocation Baseline
Foreign & Commonwealth Office
FMP&D
Rep Financial Management Policy & Development -Repayment
iv JSP 510 Pt 1 (V7.2 Feb 19)
FOST
Flag Officer Sea Training
GNI
Gross National Income
Higher Command and Staff Course
Her Majesty's Government
HOCS
Head Office and Corporate Services
International Defence Engagement Strategy
IDT (A)
International Defence Training (Army)
IDT (RAF)
International Defence Training (Royal Air Force)
IDT (RN)
International Defence Training (Royal Navy)
International English Language Testing System
Institute of Naval Medicine
International Policy & Strategy
International Standards Organisation
International Training Policy
IVCO
International Visits Control Office
JITG
Joint Intelligence Training Group
JSCSC
Joint Services Command and Staff College (Shrivenham)
Joint Service Publication
Letter of Training Arranged
Land Warfare Centre
Messing & Accommodation
Military Aviation Language Training
MDWSC
Managing Defence in the Wider Security Context
(UK) Ministry of Defence
North Atlantic Treaty Organisation
Other Government Department(s)
Operational Sea Training
PAYD
Pay As You Dine
PfP
Partnership for Peace
Periodical Medical Examination
PSyA
Principal Security Adviser
Royal College of Defence Studies (Part of DEFAC)
RMAS
Royal Military Academy Sandhurst
RMYOC
Royal Marine Young Officer Course
Reciprocal Training Agreement
Sec Pol & Ops
Security Policy & Operations
Services Family Accommodation
Single Living Accommodation
Status of Forces Agreement
Statement of Trained Requirement
v JSP 510 Pt 1 (V7.2 Feb 19)
Statement of Training Task
Single-Service
STANAG
(NATO) Standardisation Agreement
STTT
Short Term Training Team
Top Level Budget
Unit Identification Number
UKVI
United Kingdom Visas and Immigration
Visiting Forces Act
Warm Clothing Allowance
vi JSP 510 Pt 1 (V7.2 Feb 19)
Glossary: Terms and Definitions
The definitions given in this glossary are intended for use specifically within the terms of
this manual for dealing with International Defence Training Matters. Some terms shown
below may be more precise or particular than when used for general purposes and defined
Conflict Stability and
The Conflict, Stability and Security Fund (CSSF) supports
Security Fund (CSSF)
work to reduce the risk of conflict or instability in countries
where the UK has key interests. The CSSF's strategic direction
is set by the National Security Council (NSC) and is guided by
the priorities set out in the 2015 Strategic Defence and
Security Review and the UK Aid Strategy. Its objective is to put
this strategic direction into action on the ground by drawing on
the most effective combination of defence, diplomacy, and
development assistance at the government's disposal.
Defence Assistance Fund The Defence Assistance Fund (DAF) is a MOD fund that
(DAF)
should be used to fund activities to meet UK Defence
Engagement objectives and priorities set out in the IDES
Regional and Country strategies. It is managed by DE Strat
with elements disaggregated to regional branches. Given the
relatively small amount of funding available, alternative funding
options should be explored before DAF.
ESCAPADE is a unique platform where information on all
Cooperation Activity Plan current, future and past Defence Engagement (DE) activity is
App for Defence
captured and visualised in one place, providing a Recognised
Engagement Picture (REP).
(ESCAPADE)
Forward Allocation
An annual committee chaired by DE Strat to prioritise and
allocate places on Tier 1 courses. It is attended by key
stakeholders: IPS Directorates, Single Services, JFC, and key
providers such as Defence Academy.
Tier 1 Course
International Defence Training course regarded as having high
Defence Engagement Value, where demand exceeds capacity.
Places on Tier 1 courses are allocated with reference to the
IDES and by using the FAB process.
International Defence Training course with recognised Defence
Engagement Value where demand often exceeds supply.
Prioritisation of course places is managed by MOD Head
Office through the IPS Branch Programmers.
Courses which are not categorised as Tier 1 or 2. Single
service IDTs routinely manage and allocate places without
recourse to MOD Head Office.
vii JSP 510 Pt 1 (V7.2 Feb 19)
Enquiries about IDT and applications for Tier 2 and Tier 3 courses and other training
requirements, including Short Term Training Teams, should be addressed in the first
instance to:
Website: http://www.royalnavy.mod.uk/IDT
Room 137a, Phoenix Building, Whale Island, Portsmouth, Hants, PO2 8ER
SO1 IDT(RN)
SO2 IDT(RN) South West
SO2 IDT(RN) Wider Markets
IDT 1A (D) & IDT 1A1 (E1) <redacted>
EEZ(UK), MWS, MWC, HMS
Collingwood, Phoenix, Diving <redacted>
E1 Post Currently Gapped
support, HMS Sultan, INM and
PJHQ
IDT 1B (D) & IDT 1B1 (E1) <redacted>
INT(O) and RMYOC (BRNC
Dartmouth, CTCRM), Aviation,
RMSOM, HMS Raleigh, RN <redacted>
Drake, RM Tamar – 1 AGRM
Website: https://www.army.mod.uk/who-we-are/our-schools-and-colleges/international-
defence-training-army/
HQ LWC, Bldg 370, Trenchard Lines, Upavon, SN9 6BE
SO1 IDT(A)
SO2 Plans
SO2 Trg
SMI Trg
SO2 Ops (incl RMAS, RSME)
SO3a (RSA, ARMCEN, CPU,
Post Currently Gapped
viii JSP 510 Pt 1 (V7.2 Feb 19)
Fire Trg, SUBHAN)
SO3b (ACSC, SCHINF,
DCLPA)
SO3c (JITG, RSMS, 2MI, <redacted>
AACEN, ATG(A), Op Law)
77 Bde, DCSU, DHET, DCLC,
ITG
SO3d (Cranfield University all
cses, DEFAC)
MDWSC, SSLP, BISL, ODSC,
ACSC(R), ICSC, DCTS
International Defence Training (RAF)
Hunter Block, Head Quarters Air Command, RAF High Wycombe, Bucks HP12 4LZ
Head IDT (RAF)
SO1 IDT (RAF)
IDT(RAF)1 - International
IDT(RAF)1B - Rest of the
World Team Leader
IDT(RAF)1C - Middle East and <redacted>
North Africa Team leader
IDT(RAF)13 - Business and
Website: http://www.defenceacademy.mod.uk/
SO1 Defence Engagement, Tel: 0044 1793 314875
Initial point of contact for enquiries for all DEFAC delivered courses
DRACL Rqts2, Tel: 0044 1793 785899
Initial point of contact for English Language equivalences.
Royal College of Defence Studies
Royal College of Defence Studies, Seaford House, 37 Belgravia Square, London, SW1X 8NS
Head of Member Services RCDS, Tel: 0044 207 915 4804
MOD Contacts
ix JSP 510 Pt 1 (V7.2 Feb 19)
DE STRAT PR AH
DE STRAT ITP;
Policy, JSP510, FAB, OCSG,
CSSF/DAF Budget
DE STRAT ITP 1;
Policy, JSP 510, FAB
tables/Costs
DE STRAT IA AH;
MOU Policy
HO&CS Finance DG Sec Pol
Repayment Contacts
DFin Strat FMPA Finance
Policy AHd 2
Policy 2b
x JSP 510 Pt 1 (V7.2 Feb 19)
International Defence Training (IDT) is the arrangement of formal training and
education, for military personnel or civilians, on a government to government (G2G) basis
in support of Defence Engagement objectives. UK Armed Forces training is widely
recognised as being of the highest quality and in many areas is world leading. IDT is
largely delivered in the UK in Defence Training establishments but can also consist of
training teams from those training establishments delivering effect overseas when
Any arrangement for foreign private individuals (who are not sponsored/supported by
their government) to receive training in UK MOD establishments is not IDT and must be
subject to a commercial contract under Wider Markets rules. Similarly, if training is to be
delivered to a civilian contractor or other non-governmental third party, for or on behalf of a
foreign military, then this should be contracted under commercial arrangements even if this
is in pursuit of, or aligns with, UK Defence Engagement objectives. Where doubt over the
basis of agreement exists, clarification and guidance will be given by DE Strat ITP in the
first instance.
Contributing to National Security
The UK National Security Strategy (NSS) is the overarching policy guidance for all
Government departments. It is drawn together by the Cabinet Office after consultation
with, and input from Partners Across Government (PAG). The Foreign and Commonwealth
Office (FCO) policy goals, derived from the NSS, and in many cases including cross-
Government country strategies, set out HMG's wider priorities for international
engagement and are closely aligned to Defence Strategic Direction (DSD). IPS desk
officers work closely with their FCO and Department for International Development (DFID)
counterparts to develop a joint approach to conflict reduction.
DSD sets out the Defence Board's direction to MOD on the implementation of the
NSS and the Strategic Defence and Security Review (SDSR). It comprises Strategic
Context, Direction and Defence Planning Assumptions, Guidance for Developing Defence
and Detailed Direction. DSD directs 8 Defence Tasks (DT), the following are directly
supported by delivery of IDT:
Engagement.
DT4 underpins all of the National Security Objectives (NSO) and DTs, but is closely
linked in SDSR to NSO2: Project Our Global Influence. Generally conducted in a
cross-Government context, this Task includes the development, sustainment and
exploitation of the Global Defence Network, provision of support to NATO and other
international organisations, sets the framework to enable DE activity in support of
cross-Government strategies and Defence regional priorities, and includes routine
activity such as visits, training (including IDT) and exercises. Many nations value the
opportunity to send their personnel to train alongside UK students and receive
1 JSP 510 Pt 1 (V7.2 Feb 19)
professional instruction from highly experienced instructors and subject matter
DT6 – UK Prosperity and Civil Society. DT6 contributes to NSO3 Promote
our Prosperity. This task sets out how Defence is to promote the UK's economic
security and opportunities globally, as well as increase innovation and strengthen its
contribution to UK National Security. In addition to strengthening the UK's defence
industrial base and reducing the overall cost of defence (by extending production
runs and achieving economies of scale), defence exports enhance allied operational
capability; contribute to international peace and stability; strengthen defence
relationships and improve interoperability. This can often require the provision of IDT
as part of a holistic package.
International Defence Engagement Strategy (IDES)
Using NSS and SDSR as a baseline, IDES was first published in February 2013 and
was refreshed and re-issued in February 2017. IDES sets out how all Defence activity,
short of combat operations, will focus efforts on those countries which are most important
to our national interests. It ensures the United Kingdom is developing relationships and
influence over a longer-term 20-year horizon so that we achieve our objectives in a period
of significant uncertainty and change. International Defence Engagement works to achieve
influence through three broad areas of activity:
building partner capability and capacity.
Defence Diplomacy.
support to UK prosperity and Defence and Security Exports.
The implementation of IDES as set out in the Joint Doctrine Note 1/15, uses our
network of Defence Attachés and other Defence representation overseas, including MoD
exchange and liaison officers and Defence civilians, together with the diplomatic network
and the Defence and Security Organisation of UK Trade & Investment, to ensure that we
are developing the right relationships and achieving the right influence for the challenges
and opportunities of the future. IDES employs an integrated approach to developing the
relationships and influence required to achieve our objectives of enhancing our prosperity
and security. The IDES is supported by a cross-Whitehall board known as the DEB.
Defence Engagement Board (DEB)
The DEB is a 3*-led body, formed to provide strategic policy direction for the
implementation and co-ordination of UK Defence Engagement in line with wider HMG
goals and in co-ordination with other HMG activity as described in IDES (see Related
Documents). The DEB is jointly chaired by MOD and FCO.
2 Organisation and Process
Security Policy & Operations (Sec Pol & Ops)
Within MOD, the organisations that shape IDT policy are located within the Sec Pol &
Ops group. Sec Pol & Ops is responsible for providing MOD's input to HMG security policy
and shaping the external security environment through the relationships it fosters, the
activities it undertakes, and the operations it plans and directs. It deals with international
organisations, individual countries, regional groupings, other government departments,
agencies and forces, and the rest of the Department. Among its core tasks are:
contributing to the development of security strategy at the national level.
policy lead on the reduction of the impact of conflict.
policy lead on engagement with, and contribution to, reform of international
organisations, especially the UN, NATO and the EU.
policy lead for the promotion of bilateral relations within wider UK foreign and
security policy.
International Training Policy (ITP)
International Training Policy sits within Sec Pol & Ops, Defence Engagement
Strategy (DE Strat) area. On a routine basis, ITP provides generic policy guidance and
direction when further interpretation of international training policy is required. Its main
responsibilities are:
provision of policy advice and guidance about all generic IDT issues.
the prioritisation of the provision of Tier 1 IDT courses, through the Forward
Allocation Baseline (FAB) process.
responsible management of UK government funds allocated to deliver IDT.
editing and publishing JSP 510.
International Policy & Security Directorates (IPS)
IPS Directorates have specific responsibility for UK defence policy for countries within
their regions. IPS Branches determine regional strategies, set country objectives for
bilateral Defence relations, and are responsible for the in-year management of the country
activity programmes recorded in ESCAPADE. They may request training for their countries
as appropriate within the framework of ESCAPADE and liaise directly with the IDTs. The
IPS Branches are:
Russia & Wider Europe (RWE).
Europe & EU Exit (EEUX).
Sub-Saharan Africa, Latin America & the Caribbean (SSALAC).
The Levant & North Africa (LENA).
The Gulf & Iran.
Indo Asia Pacific.
International Policy & Security Branches work collaboratively within MOD and across
Whitehall contributing to HMG security policy and helping shape the international
environment. They provide policy advice to Ministers, senior officials and others, direct the
Defence Attaché network and oversee the implementation of the International Defence
Engagement Strategy and Regional Strategies. Key priorities are global conflict
prevention; influencing in support of UK national interests and promoting and protecting
UK prosperity.
EEUX is also responsible for coordinating, assessing and managing the wider
implications for MOD of the UK's exit from the EU.
Any offer of IDT to countries which might be considered contentious must be cleared
with the appropriate IPS desk officer. Desk officers consult DAs, OGDs, and defence
exports organisations as required, and provide the training organisations and commercial
partners with advice and, occasionally, any constraints that are to be applied to individual
countries.
UK Defence Attachés/Advisers Network
The UK DA is responsible for ensuring that HMG and MOD international security
cooperation objectives are achieved through a proactive engagement with his/her host
country. The UK's interests in each country are detailed in the Regional Analysis section of
Defence Strategic Guidance, IPS Regional/Country Strategies, and the NSS strategies.
One of the most powerful and influential means at the disposal of the DA to achieve these
objectives is IDT. When a DA identifies a training need that can be fulfilled by the UK, and
where the provision of that training is of benefit to the UK, they should facilitate bids for
training, either directly to single-Service IDTs or through their desk officer in the IPS
Branches. DAs act as field agents for promoting IDT on behalf of the single-Service
training organisations and the DEFAC. It is essential that a DA is fully aware of what the
IDT staffs or their commercial partners are planning for their particular region; therefore it
is essential that IDT staffs keep DAs fully informed about their marketing initiatives. Other
key responsibilities of DAs include identifying the most suitable candidates for UK funded
defence training and keeping track of individuals who have undergone training in the past.
Alumni tracking is of key importance if MOD is to maximise its return on investment in
international training and provide evidence of impact as required to other government
stakeholders.
MOD Single-Service Staffs
Ultimate responsibility for the IDT carried out by the three single-Service training
organisations rests with the Naval, General and Air staffs. They exercise control through
Navy Command, HQ Army and Air Command respectively. It should be noted, however,
that some training establishments (e.g. DEFAC) fall outside the administrative
responsibility of the single-Service training organisations. The policies and procedures in
this JSP apply equally to IDT administered and delivered by these organisations.
Joint Forces Command (JFC)
The strategic purpose of the JFC is to bring coherence to the delivery of joint effect.
JFC manages, delivers and champions joint capabilities to support the success of military
operations. JFC also meets the need for a more coherent approach to Joint Warfare by
integrating a range of joint Defence organisations and functions that were previously
managed disparately. This includes command and control of a number of Defence
academic and training establishments which deliver IDT, including DEFAC, schools within
Defence Intelligence (DI) and the Surgeon General.
Single-Service IDT
10. The three services each have IDT staff with pan-Service responsibility for the delivery
of IDT within their areas of responsibility.
11. IDT (RN). IDT (RN) is part of NAVY HQ (FOST) and oversees delivery of NAVY IDT
including the Royal Marines (RM); Fleet Aviation (Fleet Av); The Institute of Naval Medicine
(INM), Alverstoke; and The Joint Operations Planning Course, Northwood.
12. IDT (Army). IDT (A) oversees the delivery of individual and collective IDT delivered
by Land Warfare Centre (LWC) and Army Recruiting and Initial Training Command
(ARITC) Operating Groups and associated Defence Colleges. It also provides IDT
management and administration for the following JFC organisations:
Defence Academy.
Defence Intelligence and Security Centre.
Defence School of Intelligence (DSI).
Royal School of Military Survey (RSMS).
Defence School of Photography.
Surgeon General.
13. IDT (RAF). IDT (RAF) oversees delivery of training by 1 Group, 2 Group and 22
(Training) Group RAF including the following tri-Service colleges:
Defence School of Aeronautical Engineering (DSAE).
Defence School of Communications & Information Systems (DSCIS).
Defence School of Electrical & Mechanical Engineering (DSEME).
Defence Survival Evasion, Resistance and Extraction Training School.
Prioritising and Allocating IDT
14. IDT is grouped into 3 tiers to optimise its effect. Tiering reflects the importance and
value of particular training to meet Defence Engagement objectives and consequently
controls how IDT is offered and allocated.
Tier 1. Selected training courses with prestigious status and high defence
engagement value, where demand exceeds capacity. Places are formally allocated
by MOD Head Office through the FAB process.
Tier 2. Selected training courses with recognised defence engagement value,
where demand often exceeds supply. Prioritisation of course places is managed by
MOD Head Office through IPS programmers.
Tier 3. All other IDT courses, the allocation of which is delegated to the single-
Service IDTs, who will refer to MOD Head Office for guidance on allocation by
exception only.
15. The inclusion of courses as Tier 1 or 2 is subject to regular review by a committee led
by ITP. A list of Tier 1 and 2 courses is included at Annex A.
Forward Allocation Baseline (FAB)
16. The annual FAB meeting determines the allocation of Tier 1 IDT. The allocation of
places is managed by ITP through the FAB, irrespective of funding source. The FAB
committee meets in the late summer preceding the financial year in which training
commences. The FAB committee is chaired at 2* level and comprises representatives from
IPS Directorates, DI, sS central staffs and JFC. Other MOD organisations or OGDs may
be invited to attend the FAB as required. Places on Tier 1 courses are allocated by the
FAB, following which ITP will instruct the single-Service IDTs (and RCDS) to issue
invitations to the selected countries. (NB – IDT Army handles the invitation process on
behalf of the Defence Academy.)
Bids and Requests
17. The majority of bids and requests for IDT will be directed initially to the relevant
single-Service (sS) IDT staff, who will respond and take action appropriate to the
requesting country and Tier of the course.
18. Tier 1. Bids for Tier 1 courses should be submitted through the regional policy desk
officer in the IPS Branch and will be entered on to ESCAPADE by the IPS Programmers.
No invitations may be issued by IDTs for Tier 1 courses without formal approval from ITP
following the annual FAB meeting.
19. Tier 2. Bids for Tier 2 courses should be entered onto ESCAPADE by Defence
Sections as part of the annual Tier 2 bidding process as outlined in the IPS Programming
Guide. In instances where requests are received directly by single Service IDTs, often
through the UK DA in-country, by requesting nations or third parties, such as UK
contractors, IDTs will enter such bids onto ESCAPADE.
20. The allocation of Tier 2 courses will initially be managed by respective IDTs. They will
ensure that, if at the relevant bid closing date demand for places exceeds supply, guidance
should be sought from IPS Programmers, and where appropriate, Single Service
international staffs and JFC (DEFAC), for direction on allocation. Invitations for UK funded
activity must not be issued without financial approval from the relevant IPS Branch. The
success of managing Tier 2 courses depends on anticipation by the IDT staffs and an
understanding and efficient cooperation between the IPS programmers.
21. Tier 3. All bids and requests for Tier 3 courses should be made directly to the single-
Service IDTs who have delegated authority from MOD Head Office for their management
on a first-come first-served basis. All Tier 3 bids should be entered on to ESCAPADE by
IDTs. As with Tier 1 and 2 activity, invitations for UK funded activity should not be issued
without financial approval from the relevant IPS Branch.
IDT Capacity
Capacity Types
22. IDT has not previously been a mandated core task and, with the exception of Tier 1
and some Tier 2 courses, capacity has not previously been allocated or places included in
the Statement of Trained Requirement (SOTR)1 to deliver IDT. SDSR 2015 has, however,
identified Defence Engagement (DE) as a funded, core task for Defence, meaning that DE
should be prioritised alongside other core tasks. Defence Plan 16 directs all TLBs to
expand the delivery of DE effect through activities demanded in Defence Regional
Strategies, including seeking to increase the training and exercise opportunities offered to
international partners.
23. Capacity to deliver IDT in support of Defence Engagement objectives should
therefore be developed alongside capacity to meet the UK sovereign training requirement
and Statement of Training Task. Front Line Command Capability staffs will either confirm
the availability of existing resource or seek the necessary additional resource through the
ABC process, and task the appropriate training delivery authority to deliver the IDT
24. In some cases, IDT may also be delivered using spare capacity from within existing
structures, plans and resources allocated to satisfy the UK Sovereign Training
Requirement. Examples are:
loading international students on to core UK Phase 2 and 3 courses within the
school's stated Statement of Training Task (SOTT) where the course is underbid by
UK students.
loading international students on to core UK Phase 2 and 3 courses where the
course can accept a few additional international students in addition to the UK SOTT
within the 'headroom' of the training establishment's overall capacity.
delivering an International only course or providing or augmenting a Short Term
Training Team (STTT) during gaps in the establishment's training calendar and other
core commitments.
25. When IDT takes place for Non-Core MOD business purposes, (e.g. repayment,
charging or income generation arrangements where a contract for sale is raised),
1 See JSP 822.
commercial insurance must be purchased to avoid the costs of compensation for injury,
loss or damage falling to the Defence Budget. Advice about insurance and risk mitigation
may be obtained from the Senior Claims Officer (Policy), Directorate of Judicial
Engagement Policy, Common Law Claims & Policy (DJEP-CLCP), JSP 462, DFM's
website and from MOD's insurance brokers, Willis Ltd, in accordance with 2015 DIN 08-
002 - Insurance Arrangements for Charging Activities (Income Generation and
Repayment). It is the responsibility of training establishments and IDT staffs to ensure
appropriate insurance cover is provided when delivering IDT on a commercial basis. If
there is doubt about whether a particular activity is Core or Non-Core MOD business, the
training establishment should contact their budget area, corporate governance team and
ultimately their Senior Finance Officer for clarification.
Tier 1 and 2 Capacity
26. Each IDT is responsible for monitoring the use of single-Service training capacity, of
any type, that delivers or enables IDT activity. Any proposed reduction in the capacity to
deliver Tier 1 and 2 courses must be notified to ITP in sufficient time to allow them to
assess the effect on Defence Engagement objectives and, where necessary, to make
representations to the relevant TLB.
27. While many nations seek IDT from UK MOD on a self-funding basis, funds are
available to Sec Pol & Ops organisations to 'buy' IDT for selected countries in pursuit of
Defence Engagement Objectives. The principal sources of funding are:
Defence Assistance Fund (DAF).
Conflict, Stability and Security Fund (CSSF).
Counter-Terrorism Programme Fund (CTPF).
Defence Assistance Fund (DAF)
28. DAF is allocated from within the Defence core budget and is used to finance activities
that will deliver Defence Engagement objectives, as set out in the Defence Engagement
Strategy. DAF funding is used to sponsor IDT students from those countries identified as
being of high priority or strategic importance to the UK. DAF funding is pivotal to Defence
requirements, for example in developing relationships that MOD relies on for access,
basing or overflight in operational areas. The overall fund is split between:
DAF (North) - covering NATO & Russia and Wider Europe countries.
DAF (South) - covering the Rest of the World.
DAF (FAB) - covering all Tier 1 Courses.
DAF (CT) - covering specific counter-terrorism related activities.
Defence Engagement Provision (DEP). Funding for novel or large value
projects which cannot be contained within DAF. DEP funding is open to all Defence
TLBs to bid for and subject to a case by case scrutiny and 2* approval within Sec Pol
& Ops.
29. Allocations for each strand are controlled by DE Strat in consultation with
representatives from IPS Branches and are ultimately directed by the joint MOD/FCO
Defence Engagement Board. DAF allocations are subject to the MOD Planning Round and
may not be confirmed until the annual Planning Round has been completed. Activities
earlier in the financial year may be approved at risk at 2* level.
Conflict, Stability and Security Fund (CSSF)
30. The Conflict, Stability and Security Fund (CSSF) supports work to reduce the risk of
conflict or instability in countries where the UK has key interests. The CSSF's strategic
direction is set by the National Security Council (NSC) and is guided by the priorities set
out in the 2015 Strategic Defence and Security Review and the UK Aid Strategy. Its
objective is to put this strategic direction into action on the ground by drawing on the most
effective combination of defence, diplomacy, and development assistance at the
government's disposal.
3 Charging Policy and Cost Recovery
The principle purpose of International Defence Training is to enable the MOD to
achieve its international security cooperation policy objectives as directed by Security
Policy and Operations. The costs associated with the delivery of IDT must be identified,
recovered and recorded in accordance with Treasury Rules. The overarching policy on
charging for the supply of goods and services to external organisations is contained in HM
Treasury Managing Public Money Chapter 6.
JSP 462 Guidance
JSP 462 – Financial Management and Charging Policy Manual. The MOD Guide
to Repayment; translates Treasury rules and policy into guidance for the Department. It
includes a chapter dedicated to Income Generation.
Where resources are provided specifically for IDT, the full cost should be recovered
with the exceptions mentioned below. There may be occasions where it would be
appropriate to let market conditions determine the level of charging where there is, or may
be, competition. Depending on the circumstances, the charge should be set at the higher
market rate in the interest of fair competition.
In providing IDT to another country, MOD may receive quantifiable and tangible
benefits. In these circumstances, recovery of less than full cost may be justified.
When MOD finances IDT through its own funds (DAF) or cross-government funds
(e.g. CSSF) it is, by definition, to the benefit of MOD and charging below the full cost
recovery rate should be considered. Any abatement from full cost charging must be
accounted for as a Public Subsidy in the usual way. Authority to abate full-cost
recovery rests with the Director of Resources when within their delegation.
Where Defence Assistance Fund or CSSF funding is employed to support the
wider Defence interest, or where the market price would achieve less than full cost
and the service is not being provided from spare capacity, approval to abate the full
cost charge should be sought from the appropriate Director of Resources section,
who may use their delegation for abating costs.
Where clarification of the wider Defence interest is required, insofar as the
provision and charging of IDT has a material effect on MOD's relationship with
another country, reference should be made to the delegated MOD authority. Usually
this is the regional AH or 1* IPS Director.
Where MOD or the CSSF funds IDT, charges should not be raised above full
cost unless third parties, such as Public Finance Initiative (PFI) partners, have a
contractual entitlement to a particular level or percentage of receipt. The underlying
principle is that no part of MOD should seek to profit from another.
Income Generation applies only where surplus training capacity is made available for
income generation purposes as opposed to policy-driven reasons, and where it is actively
marketed. Income Generation guidance does not apply to any UK-funded training or
courses which have been designated as of primary or secondary importance to the
10 JSP 510 Pt 1 (V7.2 Feb 19)
fulfilment of MOD's international security cooperation objectives (Tier 1 and Tier 2
courses). Where it is planned to charge a price above full cost (in accordance with Income
Generation guidance), the Director of Resources finance section should check with the
relevant Sec Pol & Ops policy staff that there is no conflict with the wider Defence interest.
In consultation with the issuers of the relevant DINs, Director of Resources has the
discretion to charge messing and/or accommodation at entitled, rather than non-entitled,
rates where students are funded or part-funded by the Defence Assistance Fund or CSSF.
Where specific approval has been granted for Defence Assistance Fund or CSSF funds to
be used in order to abate charges on the grounds of justifiable diplomatic benefit to MOD,
a commensurate reduction of the Non-Entitled Messing and Accommodation charge is
permissible.
It should be noted that where PAYD (Pay As You Dine) is in operation, messing rates
do not apply. MOD training establishments should not seek to profit from the sale of food,
e.g. by charging countries non-entitled messing rates while providing only the Core Meal.
ANNEX A: TIER 1 AND TIER 2 COURSES
LIST OF TIER 1 COURSES
Advanced Command & Staff Course (ACSC)
Higher Command & Staff Course (HCSC)
RMA Sandhurst Initial Officer Training
IDT(A)
RMAS Sandhurst
Initial Naval Training (Officers) Course
IDT(RN)
BRNC Dartmouth
(INT(O))
Royal Marines Young Officers Course
CTCRM Lympstone
(RMYOC)
RAF Cranwell Initial Officer Training (IOT)
IDT(RAF)
RAF Cranwell
International Intelligence Directors Course
JITG, Chicksands
(IIDC)
Senior Strategic Leadership Programme
Strategic Leadership Programme (SLP)
Managing Defence in Wider Security Context DEFAC
Residential (MDWSC)
MDWSC Export
MWS - HMS Collingwood
Exclusive Economic Zone Export
Advanced Fast Jet Flying Training*
4 FTS RAF Valley
Aircraft Maintenance Mechanic (AMM)
DSAE RAF Cosford
Aircraft Technical Training (Avionics)
Aircraft Technical Training (Mechanical)
Aircraft Weapons Training
Aircrew Instructor Course
CFS RAF Cranwell
Basic Fast Jet Flying Training*
1 FTS RAF Linton on
British Military English Course (BMEC)
(DCLC)
Chevening Scholarships
Branch/FCO
Clearance Diving Officer (CDO)
DDS, HMS Excellent
Close Protection
CPU Longmoor
Elementary Flying Training (EFT)
3 FTS RAF Cranwell
Fighter Controller (surveillance officer)
School of Fighter Control
RAF Boulmer
Flight Safety Officers Course (FSOC)
MAA Shrivenham
Flying Authorisers Course (FLAC)
Flying Supervisors Course (FSC)
Fire Support Team Commander
RSA Larkhill
Intermediate Command Staff Course (Air)
Intermediate Command Staff Course (Land)
Intermediate Command Staff Course
(Maritime)
International Air Battle Management
International Basic Tactics Instructor Course
IBS, Brecon
(IBTIC)
International Electronic Warfare Course
DSCIS Blandford
(IEWO)
International Ground Based Air Defence
Commanders' Course
International Imagery Analysis Course (IIAC)
JITG Chicksands
International Improvised Explosive Device
DEMS Trg Regt, Kineton
Disposal (IEDD) Course
International Intelligence Analysis Training
Course (IIATC)
International Joint Operations Planning
Course – Export
International Lieutenant Maritime Security
MWS – HMS Collingwood
International Logistics Officers Course (ILOC) IDT(A)
DLS, Deepcut
International Principal Warfare Officer (A)
International Principal Warfare Officer (B)
International Small Ships Command
International Sniper Course
SWS, Warminster
International Urban Ops Course
Joint Terminal Attack Course
JFACTU RAF Leeming
Joint Terminal Attack Course (Instructor)
JFECTU RAF Leeming
Jungle Warfare Instructors course
JWD Brunei
Junior Officers' Tactical Awareness Course
JSC, Warminster
(JOTAC)
Light Reconnaissance Commanders' Course
ARMCEN, Warminster
Military Aviation Language Training (MALT)
DCLC RAF Cosford
MSc Geospatial Intelligence (formerly Army
RSMS Hermitage
Survey MSc)
MSc Security Sector Management
Cranfield University,
Shrivenham (routed via
Def Ac)
Multi-Engine Rotary Training
DHFS RAF Shawbury
Multi-Engine Pilot Training
International Maritime EOD Course
DEMS Trg Regiment
Overseas Directing Staff Course
Platoon Commander Battle Course
InfBS Brecon
Platoon Sergeant Battle Course
Post Crash Management Incident Officers
Course (PCMIO)
Qualified Flying Instructor
Qualified Helicopter Instructor
CFS RAF Shawbury
Qualified Weapon Instructor
AWC RAF Cranwell
RE Troop Commander
RSME Chatham
Royal Navy Advanced Survey Course
FOST HM – HMS Drake
Single Engine Rotary Wing Training
Systems Engineering and Management
HMS Sultan
Course (Air Engineering) (SEMC (AE))
Course (Marine Engineering) (SEMC (ME))
HMS Collingwood
Course (Weapon Engineering) (SCMC (WE))
Weapon Systems Officer (Generic)
55 Sqn RAF Cranwell
While Military Flying Training is prestigious training and oversubscribed, it is not a regular
programmable course and has very limited availability on a self-funded basis.


text:
Barney Frank Retires: 10 Things to Know About the Congressman
By IBTimes Staff Reporter
11/29/11 AT 12:19 PM
Former Massachusetts Congressman Barney Frank was faced with accusations that he hired male prostitute Steve Gobie for sex in 1985 when Frank, who later came out as gay, was still in the closet. Gobie came forward with the story to The Washington Times and a congressional investigation was launched, but the committee found no wrongdoing on Frank's part. He went on to win re-election and served Massachusetts for 31 years. Frank said he would not seek another term this year. Reuters
Barney Frank announced his retirement from Congress this week, effective at the end of his term in 2013. The Democrat from Massachusetts, first elected to the House of Representatives in 1980, stood out more than others in Washington over the years, and his absence will be notable -- though some think that is a good thing, and others think it's a bad thing.
Nobody can deny, however, that Frank is one of a kind.
Thus, here are 10 things to know about one-of-a-kind Barney Frank:
1) Frank said the challenge of running for re-election in a redrawn district and difficult political climate led him to not seek re-election. The 71-year-old will return after 16 terms in the elected office. It would have been a tough campaign, Frank said.
2) Barney Frank was one of the first openly gay politicians to serve in Washington. In 2011, Frank faced public scrutiny for using his influence in Washington to help his ex-boyfriend get a high-paying job at Fannie Mae. Frank maintained he didn't do anything wrong.
3) Frank was allegedly present in 2007 in Maine when a different boyfriend, new at the time, was busted for growing marijuana plants. Frank has been viewed as an advocate by those in favor of legal medical marijuana in the U.S.
4) Frank was one of Washington's greatest or worst liberals, depending on one's perspective. He was often in the middle of the House's nastiest policy debates, known for his outspoken wit and demeanor.
5) Critics say Frank benefited from one of the most gerrymandered district lines in the nation which allowed him to remain in office. They claim that once the district was redrawn more reasonably, he knew the odds of re-election were slim.
6) Frank survived an ethics scandal in 1989 after he admitted to hiring a prostitute as a personal aide for him in Washington.
7) Frank is a long-time advocate in Washington for affordable housing, and a long-time advocate of consumer protection laws. He was also a co-author of financial regulatory overhaul legislation after the financial crisis.
8) Frank was elected in 1980, but he didn't public acknowledge his homosexuality until 1987. He has said he wants to write a history of the gay-rights movement. For years, Frank dated women in hopes of hiding his homosexuality before coming out.
9) Frank became an Internet sensation in August of this year when a video of him appearing on MSNBC's The Rachel Maddow Show suggested that the Congressman farted during the interview. Reported Gawker: As you'll see, his hips most definitely don't lie. It was apparently both Frank's movement that combined with a sound on air that ignited the story.
10) Frank was effective for the Democratic party at delivering conservative activist votes on key legislative issues, including social and finance policy.
Fannie mae House of Representatives Fannie mae
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redpajama_set_name: RedPajamaCommonCrawl


text:
Conspiracy, Epstein
Victoria's Secret Abruptly Replaces CEO of Lingerie Business – Bloomberg
Posted by The Tatty Journal on December 1, 2020
By Kim Bhasin
November 25, 2020, 9:56 AM EST Updated on November 25, 2020, 10:51 AM EST
L Brands plans to separate business from Bath & Body Works
Lingerie chain is trying to revamp its image as sales decline
Victoria's Secret announced a new head of its lingerie business as the company prepares to separate from sister brand Bath & Body Works, replacing John Mehas less than two years after he took the role.
Martin Waters, who joined parent L Brands Inc. in 2008, will become chief executive officer of the lingerie operations "effective immediately," according to a statement Wednesday. The company didn't give a reason for the change, and Victoria's Secret declined to comment beyond the statement.
The abrupt change, one of several executive appointments announced Wednesday, comes as Victoria's Secret tries to restore its image following allegations of sexual misconduct and associations with convicted sex offender Jeffrey Epstein. The company has initiated a second probe into Epstein's involvement, according to the New York Times.
The company also said Laura Miller will take over as chief human resources officer of Victoria's Secret, while Becky Behringer will be executive vice president of North America store sales and operations and Janie Schaffer will be chief design officer of Victoria's Secret Lingerie. Stuart Burgdoerfer remains the interim chief of Victoria's Secret's overall business, which also includes store operations, e-commerce and other areas.
The shares fell 1.8% at 10:30 a.m. in New York.
Mehas, the former president of handbag label Tory Burch, joined Victoria's Secret in February 2019 to lead a turnaround at the lingerie division, which had become stagnant as its hyper-sexualized image lost luster. Longtime marketing chief Ed Razek left last year and the tone of Victoria's Secret ads started to shift. But Mehas and Victoria's Secret have also come under fire after a letter signed by more than 100 people, including models Christy Turlington Burns and Edie Campbell, said the retailer didn't protect women from abuse.
Sales at Victoria's Secret fell 14% to $1.35 billion last quarter but surpassed analysts' estimates, propped up by an e-commerce business that now makes up 42% of the total.
Parent L Brands, which also owns Bath & Body Works, is undergoing a cost-cutting push as it weathers economic fallout from the coronavirus pandemic. It eliminated about 15% of its corporate staff, or about 850 office jobs, in an effort to save as much as $400 million per year. L Brands CEO Andrew Meslow said he's approaching the holidays with caution and expects constraints on store traffic and shipping capacity.
Previous Post The same people claiming flu season is practically non-existent this year due to masks and social distancing are the ones telling us COVID is skyrocketing because we aren't masking and social distancing.
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CONCLUDED - MULTI INDUSTRY AUCTION - CNC MACHINING CENTER, WOODWORKING, AUTOMOTIVE, FORKLIFTS, FITNESS, MAC COMPUTERS, 3D PRINTING! - Benaco Sales Ltd.
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Deborah has been an active Board Member and the Treasurer for Just for Kids since its inception. Her interest in advocating for a better quality of life for those with special needs began with the birth of her son in 1995. Terms like "Neonatal Seizures of an Unknown Ideology", "Developmental Delays" and "Autism" issued in an unexpected journey. Her experience with bookkeeping, office, medical records management and graphic design provided her the skills and background to support Just for Kids.
Deborah enjoys working as a family historian and researching Utah history and has presented her findings to the Utah State Historical Society. She enjoys spending time with family camping, hiking, skiing and 4 wheeling. Deborah with her husband, Larry, have two sons, one married, a daughter and three grandchildren.


text:
Workshop 3: Our Families
Taking It Home
Tapestry of Faith: Families: A Jr. High School Youth Program that Explores the Diversity, Commonality, and Meaning of Families
Part of Families
Family life is full of major and minor crises—the ups and downs of health, success and failure in career, marriage, and divorce—and all kinds of characters. It is tied to places and events and histories. With all of these felt details, life etches itself into memory and personality. It's difficult to imagine anything more nourishing to the soul. - Thomas Moore
DURING TODAY'S SESSION . . .
We drew pictures of our own families. We heard from a guest speaker who told us about the many diverse families in our congregation. We made decisions about how we will work together as we prepare to start photographing families.
EXPLORE THE TOPIC TOGETHER: TALK ABOUT . . .
Unitarian Universalists want their houses of worship to be places where people feel welcome, where it does not matter if they look alike or even if they think alike about everything. Frances David, one of our Unitarian ancestors, said, "We need not think alike to love alike." What are some ways that people in your congregation think alike? In what ways to they do not think alike? Can you name ways that they love alike?
EXTEND THE TOPIC TOGETHER: TRY . . .
Does the congregation feel like one big family to you? Why or why not? Who are the members you think of as caregivers or elders? Who are some of the younger children you interact with regularly? Are they like siblings? How so or how not?
A FAMILY RITUAL
Put-Ups. Families and groups of friends can get into habits. Some of the habits are good, like listening to each other. Some habits are not so good, like put-downs. Suggest a new "rule" in your household. For every put-down directed toward you or someone else, come up with two put-ups. If you tell your sister she is stupid, you have to come up with two ways she is great ("because you are my sister" does not count). That goes for yourself too—if you put yourself down by saying something like "I am so lazy," you have to come up with two ways you are great. Make put-ups a habit.
A FAMILY GAME
Feeling Word Charades. Sometimes it's hard to figure out what another person is feeling. In families it is important to be able to communicate feeling words. With your family, brainstorm as many feeling words as you can. Put them on slips of paper. Divide the family into two teams. Team One acts out the word for Team Two, and then the teams switch. Play the game until you have completed a few rounds. The traditional rules for charades apply: no talking, no spelling. Discuss afterward:
What kinds of feelings were the easiest to guess? The hardest?
What feelings were the easiest to act out? The hardest?
What are some reasons why certain feelings are harder to act out than others?
Think of a time when someone did not understand or know how you felt. What happened? How did you eventually resolve the problem?
PREVIOUS: Alternate Activity 1: Uprooting Our Family Tree
UP: Workshop 3: Our Families
NEXT: You Are Invited
Download all of Families (Word) (PDF) to edit or print.


Its the most wonderful time of the year when we spend the time to reflect on all the good and bad things that happened in the past 12 months. We would like to thank you for being with us and we promise to keep entertaining and informing you in 2019.
We promise to be even better next year and to keep working tirelessly to keep you up to speed with everything mobile.
May good moments and cloudless sunrises lead you into better tomorrow. We are looking forward to spending a memorable 2019 with you!


With love and care The Simple Gesture team source, package and deliver beautifully presented gifts to make life simpler for you. Each gift hamper box includes carefully selected products and exquisite wrapping details. The Simple Gesture finds items that are beautiful, useful and unique, believing that these special items have the capacity to enrich and add happiness to the lives of others.
The Simple Gesture understands the pleasure of giving and is designed to make finding the perfect gift an easy one for you.
We believe taking the care to send a beautiful and thoughtful gift is important to both the giver and the receiver. Gift giving to us is not materialism - it is not about giving for the sake of giving. A gift is a way of showing someone that they are loved, cared for, appreciated and that they matter. It is the effort and the thoughtfulness behind the gift chosen that matters most. All of The Simple Gesture's gift hamper boxes are created and designed with this in mind.
Beautifully presented and accompanied with a seasonal flower accent (when delivered locally), every gift box that leaves The Simple Gesture studio is a gift to be remembered.
The Simple Gesture is a small business specialising in creating meaningful gifts that are thoughtfully selected, lovingly created and beautifully presented. Each gift box contains items from small and local artisan creators and makers, first and foremost from across Gippsland, and always from Australia. Presented in a large or medium memento keepsake our items are enclosed in protective wood wool and then wrapped with premium tissue paper which is sealed with a gold embossed foil.
The Simple Gesture boxes are then bound in silk, satin or organza ribbon or string and twine and adorned with a fresh seasonal accent of flowers when delivered locally.
We believe in providing a quality service that makes your life simpler. And because it's the simple things in life that matter most we hand-deliver each of our gifts for free across Latrobe Valley towns. We also take the time to hand-write your personal message on one of our complimentary gift cards or on one of our locally designed greeting cards, believing it is these extra touches that really transform our gift boxes into something that will leave a lasting impression. We have over 15 gift boxes to choose from and a growing range of hand-illustrated greeting cards. Our style is simple, yet elegant, modern but with a timeless feel.
Bec Snell's vision for The Simple Gesture is to combine what she is passionate about: finding the perfect gift, working with flowers and supporting the area she calls home and loves - Gippsland.
To create, to give and to be purposeful about what she does is most important. Bec believes strongly in supporting other local and small businesses particularly those from across Gippsland. This is why you will find amazing items in the gift hamper boxes that Bec curates such as award winning wine from Glengarry, bespoke baby goods from Toongabbie, hand-crafted mood candles from Warragul and all natural soap and bath products from Leongatha.


text:
use strict;

#
# BEGIN spec
# "KBaseGenomes.Genome-to-GFF": {
#   "cmd_args": {
#     "input": "-i",
#     "output": "-o",
#     "genome_annotation_url": "--url",
#     },
#     "cmd_description": "KBaseGenomes.Genome to GFF",
#     "cmd_name": "trns_transform_KBaseGenomes.Genome-to-GFF.pl",
#     "max_runtime": 3600,
#     "opt_args": {
# 	 }
#   }
# }
# END spec
use JSON::XS;
use Getopt::Long::Descriptive;
use Bio::KBase::workspace::Client;
use Bio::KBase::GenomeAnnotation::Client;
use Bio::KBase::Transform::ScriptHelpers qw(get_input_fh get_output_fh load_input write_output write_text_output genome_to_gto);

my($opt, $usage) = describe_options("%c %o",
				    ['input|i=s', 'workspace object id from which the input is to be read'],
				    ['workspace|w=s', 'workspace id from which the input is to be read'],
				    ['from-file', 'specifies to use the local filesystem instead of workspace'],
				    ['output|o=s', 'file to which the output is to be written'],
				    ['url=s', 'URL for the genome annotation service'],
				    ['help|h', 'show this help message'],
				    );

print($usage->text), exit  if $opt->help;
print($usage->text), exit 1 unless @ARGV == 0;

my $genome;

if ($opt->from_file)
{
    $genome = load_input($opt);
}
else
{
    if (!$opt->workspace)
    {
	die "A workspace name must be provided";
    }
    my $wsclient = Bio::KBase::workspace::Client->new();
    my $ret = $wsclient->get_object({ id => $opt->input, workspace => $opt->workspace });
    if ($ret->{data})
    {
	$genome = $ret->{data};
    }
    else
    {
	die "Invalid return from get_object for ws=" . $opt->workspace . " input=" . $opt->input;
    }
}
$genome = genome_to_gto($genome);

my $client = Bio::KBase::GenomeAnnotation::Client->new($opt->url);

my $formatted = $client->export_genome($genome, 'gff', []);

write_text_output($formatted, $opt);

redpajama_set_name: RedPajamaGithub


Chelsea Green Publishing Company, 9781603582704, 300pp.
When Barack Obama took office in January 2009, he had an unprecedented chance to do what no other recent president could: seize the nation's financial reins from the corporate elite and return them to the American people. Progressives everywhere held out hope that their new leader would take advantage of the economic crisis he stepped into and enact bold policies that would evoke real financial reforms-putting Main Street in front of Wall Street, at last.
But that, writes Robert Kuttner, is not the way things turned out. Instead, America's best chance for radical financial reform turned into Wall Street's greatest victory. Obama filled his administration with allies of financial elites who were more interested in business as usual than in transformative change. As a consequence, Main Street remained mired in deep recession. Instead of being the instrument of economic renewal, Obama became the target of economic frustration.
In this hard-hitting, incisive account, Kuttner shares his unique, insider view of how the Obama administration not only missed its moment to turn our economy around-but deepened Wall Street's risky grip on America's future. Carefully constructing a one-year history of the problem, the players, and the outcome, Kuttner gives readers an unparalleled account of the president's first year. More importantly, though, Kuttner shows how we could-with swift, decisive action-still enact real reforms. This is a book not to be missed by anyone who wants to understand exactly how Wall Street won, and how Main Street can still fight back.


text:
Han-Chinezen of Chinezen zijn een etnische groep afkomstig uit Oost-Azië. Han-Chinezen vormen 92% van de bevolking van China, 98% van de bevolking van Taiwan, 74% van de bevolking van Singapore, 24,5% van de bevolking van Maleisië en 18% van de wereldbevolking, waardoor het de grootste etnische groep in de wereld is. Er zijn aanzienlijke genetische, taalkundige, culturele en sociale verschillen onder de Han-Chinezen, voornamelijk als gevolg van duizenden jaren van immigratie en assimilatie van verschillende regionale etnische groepen en stammen binnen China. De Han-Chinezen zijn een onderdeel van de Chinese natie (Zhonghua Minzu). Soms noemen Han en andere Chinezen zich de Afstammelingen van de Yan en Huang Keizers (vereenvoudigd Chinees: 炎黄子孙; traditioneel Chinees: 炎黃子孫).

Termen en etymologie
De naam Han vindt zijn oorsprong in de Han-dynastie. Deze volgde de kortstondige Qin-dynastie op, die China verenigde. De eerste keizer van de Han-dynastie Liu Bang was oorspronkelijk de koning van de regio van Hanzhong, waarnaar de dynastie werd genoemd. De naam Hanzhong op zijn beurt is afgeleid van de rivier de Han, die stroomt door de Hanzhong vlakte (Zhong betekent midden of centraal).

Han in het oude China kan ook de Melkweg betekenen in klassiek literair Chinees. De mensen in het oude China noemden de rivier de Hemelse Rivier (天河 Tian He).

Voorafgaand aan de Han-dynastie gebruikte men de term Huaxia volk (華夏族, vertaald als "beschaafde samenleving"). Oude teksten gaven een beschrijving van China als een land van enorme welvaart en cultuur. De Han-dynastie wordt veelal beschouwd als een Gouden Eeuw in de Chinese beschaving, in zoverre dat het in staat was om macht en invloed uit te oefenen over Centraal-, Zuidoost-Azië en Noordoost-Azië. Als gevolg van de vermaarde Han-dynastie begonnen veel Chinezen zichzelf te zien als volk van Han (漢人), een naam die men tot op heden nog gebruikt. In het Nederlands worden de Han meestal aangeduid als Chinezen. Het gebruik van de term Chinees voor alleen Han Chinezen, zorgt nog weleens voor een discussie.

Onder sommige zuidelijke Han-Chinezen, als sprekers van Kantonees, Hakka en Minnan bestaat er een andere term – Tángrén (唐人, letterlijk "mensen van Tang"). Deze term is afgeleid van een latere Chinese dynastie, de Tang-dynastie, die wordt beschouwd als nog een hoogtepunt van de Chinese beschaving. De term wordt ook gebruikt in alledaagse gesprekken en is ook een element in het Kantonese woord voor Chinatown: 唐人街 (Tángrénjiē), dat letterlijk betekent Straat van de mensen van Tang.

Een andere term die vaak wordt gebruikt door Overzeese Chinezen is Huaren (vereenvoudigd Chinees: 华人; traditioneel Chinees: 華人; pinyin: huárén). Afgeleid van Zhonghua (vereenvoudigd Chinees: 中华; traditioneel Chinees: 中華; pinyin: zhōnghuá), dat een letterlijke naam is voor China. De gebruikelijke vertaling is ''etnische Chinezen''. De term beschrijft 'Chinees' als een culturele en etnische verwantschap en is van toepassing op zowel de Chinezen in China, als die woonachtig in het buitenland.

Verdeling van de Han
De Han-Chinezen zijn te verdelen in twee groepen: de noordelijke en de zuidelijke Han-Chinezen. De twee groepen zijn verder te verdelen in verschillende subgroepen.

Subgroepen
Noordelijke Han-Chinezen 北方人:
 Noord-Oost-Chinezen (Dongbeiren 东北人)
 Shangdongnezen (Shandongren 山东人)
 Noord-West-Chinezen (Xiberen 西北人)
 Hebeinezen (Hebeiren 河北人)
 Shanxinezen (Shanxiren 山西人)

Zuidelijke Han-Chinezen 南方人:
 Shanghainezen (Shanghairen 上海人)
 Zhejiangnezen (Zhejiangren 浙江人)
 Fuzhounezen/Mindongnezen (Fuzhouren 福州人)
 Minnanezen/Hokkien (Minnanren 闽南人)
 Hoklo
 Chaozhounezen (Chaozhouren 潮州人)
 Kantonezen (Guangfuren 广府人)
Wai t'auw
Guangzhounezen
 Hakka(nezen) (Kejiaren 客家人)
 Ngai
 Anhuinezen (Anhuiren 安徽人)
 Henanezen (Henanren 河南人)
 Jiangsunezen (Jiangsuren 江苏人)
 Jiangxinezen (Jiangxiren 江西人)
 Sichuanezen (Sichuanren 四川人)
 Zuid-West-Chinezen (Xi'nanren 西南人)
 Hunanezen (Hunanren 湖南人)
 Hubeinezen (Hubeiren 湖北人)
 Tanka
 Panthay
 Kokang
 Peranakan-Chinezen

Volk in Azië
Volk in China
Overzeese Chinese groep

redpajama_set_name: RedPajamaWikipedia


text:
//
//  PPHomeViewController.m
//  PPBuy
//
//  Created by jiaguanglei on 15/10/9.
//  Copyright (c) 2015年 roseonly. All rights reserved.
//

#import "PPHomeViewController.h"
#import "UIBarButtonItem+Extension.h"
#import "PPHomeTopItem.h"

#import "PPHomeCategoryController.h"
#import "PPHomeRegionViewController.h"
#import "PPHomeSortViewController.h"

#import "PPMetaTool.h"
#import "PPCity.h"
#import "PPSort.h"
#import "PPCategory.h"
#import "PPRegion.h"
#import "MBProgressHUD+MJ.h"

#import "MJRefresh.h"
#import "AwesomeMenu.h"
#import "Masonry.h"

#import "PPSearchViewController.h"// 搜索
#import "PPNavgationController.h"

#import "PPCollectViewController.h"// 收藏
#import "PPRecentViewController.h" // 记录

#import "PPMapViewController.h"// map

@interface PPHomeViewController ()<AwesomeMenuDelegate>
// 分类item
@property (nonatomic, weak) UIBarButtonItem *categoryItem;
// 区域item
@property (nonatomic, weak) UIBarButtonItem *regionItem;
// 排序item
@property (nonatomic, weak) UIBarButtonItem *sortItem;

// 当前选中城市名称
//@property (nonatomic, copy) NSString *selectedCityName;
// 当前选中区域名称
@property (nonatomic, copy) NSString *selectedRegionName;
// 当前选中分类名称
@property (nonatomic, copy) NSString *selectedCategoryName;
// 当前选中分类名称
@property (nonatomic, assign) int selectedSortName;

 /**  popoverVc ***/
@property (nonatomic, strong) UIPopoverController *sortPopVc;
@property (nonatomic, strong) UIPopoverController *categoryPopVc;
@property (nonatomic, strong) UIPopoverController *regionPopVc;

 /**  PPTopItem ***/
//@property (nonatomic, strong) PPHomeTopItem *sort;
//@property (nonatomic, strong) PPHomeTopItem *category;
//@property (nonatomic, strong) PPHomeTopItem *region;

@end

@implementation PPHomeViewController

- (void)viewDidLoad {
    [super viewDidLoad];

    // 设置背景及导航菜单
    [self setupNoticefication];

    // 设置导航栏内容
    [self setupLeftNav];

    [self setupRightNav];

    // 创建awesomemenu
    [self setupAwesomeMenu];
}

/**
 *  设置 AwesomeMenu
 */
- (void)setupAwesomeMenu
{
    // 创建
    AwesomeMenuItem *starItem = [[AwesomeMenuItem alloc] initWithImage:[UIImage imageNamed:@"icon_pathMenu_background_highlighted"] highlightedImage:nil ContentImage:[UIImage imageNamed:@"icon_pathMenu_mainMine_normal"] highlightedContentImage:[UIImage imageNamed:@"icon_pathMenu_mainMine_highlighted"]];

    AwesomeMenuItem *item0 = [[AwesomeMenuItem alloc] initWithImage:[UIImage imageNamed:@"bg_pathMenu_black_normal"] highlightedImage:nil ContentImage:[UIImage imageNamed:@"icon_pathMenu_collect_normal"] highlightedContentImage:[UIImage imageNamed:@"icon_pathMenu_collect_highlighted"]];

    AwesomeMenuItem *item1 = [[AwesomeMenuItem alloc] initWithImage:[UIImage imageNamed:@"bg_pathMenu_black_normal"] highlightedImage:nil ContentImage:[UIImage imageNamed:@"icon_pathMenu_mine_normal"] highlightedContentImage:[UIImage imageNamed:@"icon_pathMenu_mine_highlighted"]];

    AwesomeMenuItem *item2 = [[AwesomeMenuItem alloc] initWithImage:[UIImage imageNamed:@"bg_pathMenu_black_normal"] highlightedImage:nil ContentImage:[UIImage imageNamed:@"icon_pathMenu_more_normal"] highlightedContentImage:[UIImage imageNamed:@"icon_pathMenu_more_highlighted"]];

    AwesomeMenuItem *item3 = [[AwesomeMenuItem alloc] initWithImage:[UIImage imageNamed:@"bg_pathMenu_black_normal"] highlightedImage:nil ContentImage:[UIImage imageNamed:@"icon_pathMenu_scan_normal"] highlightedContentImage:[UIImage imageNamed:@"icon_pathMenu_scan_highlighted"]];

    AwesomeMenu *menu = [[AwesomeMenu alloc] initWithFrame:CGRectZero startItem:starItem menuItems:@[item1, item0, item3, item2]];

    [self.view addSubview:menu];
    WS(weakSelf);
    [menu mas_makeConstraints:^(MASConstraintMaker *make) {
        make.left.equalTo(weakSelf.view).with.offset(50);
        make.bottom.equalTo(weakSelf.view).with.offset(-50);
        make.size.mas_equalTo(CGSizeMake(200, 200));
    }];

    // 半透明
    menu.alpha = 0.5;

    // 不要旋转按钮
    menu.rotateAddButton = NO;

    // 设置菜单的活动范围
    menu.menuWholeAngle = M_PI_2;

    // 设置起始点
    menu.startPoint = CGPointMake(0, 200);

    // 设置代理
    menu.delegate = self;
}

#pragma mark - AwesomeMenuDelegate
// 监听菜单展开
- (void)awesomeMenuDidFinishAnimationOpen:(AwesomeMenu *)menu
{

    [UIView animateWithDuration:0.1 animations:^{
        menu.alpha = 1.0;
    }];

    // 替换菜单内容
    menu.contentImage = [UIImage imageNamed:@"icon_pathMenu_cross_normal"];

}

// 监听菜单关闭
- (void)awesomeMenuDidFinishAnimationClose:(AwesomeMenu *)menu
{
    // 替换菜单内容
    menu.contentImage = [UIImage imageNamed:@"icon_pathMenu_mainMine_normal"];
    [UIView animateWithDuration:1.0 animations:^{
        menu.alpha = 0.5;
    }];

}

// 监听item点击
- (void)awesomeMenu:(AwesomeMenu *)menu didSelectIndex:(NSInteger)idx
{
    // 替换菜单内容
    menu.contentImage = [UIImage imageNamed:@"icon_pathMenu_mainMine_normal"];

    // 选中item
    AwesomeMenuItem *item = menu.menuItems[idx];

    // 监听idx
    switch (idx) {
        case 0: // 我的
            LogGreen(@"我的---------");
            break;
        case 1: // 收藏

            [self collectItemDidSelected:item];
            break;
        case 2: // 浏览记录

            [self recordItemDidSelected:item];
            break;
        case 3: // 更多

            [self moreItemDidSelected:item];
            break;

        default:
            break;
    }

    // 设置透明
    [UIView animateWithDuration:1.0 animations:^{
        menu.alpha = 0.5;
    }];
}

#pragma mark - MenuItem点击方法
// 收藏
- (void)collectItemDidSelected:(AwesomeMenuItem *)item
{
    PPCollectViewController *collectVc = [[PPCollectViewController alloc] init];

    [self presentViewController:[[PPNavgationController alloc] initWithRootViewController:collectVc] animated:YES completion:nil];
}

// 访问记录
- (void)recordItemDidSelected:(AwesomeMenuItem *)item
{
    PPRecentViewController *recordVc = [[PPRecentViewController alloc] init];

    [self presentViewController:[[PPNavgationController alloc] initWithRootViewController:recordVc] animated:YES completion:nil];
}

// 更多
- (void)moreItemDidSelected:(AwesomeMenuItem *)item
{
    LogRed(@" 更多 -- ");
}

/**
 *  设置导航下拉菜单
 */
- (void)setupNoticefication
{
    // 注册通知, 监听切换城市
    [PPNOTICEFICATION addObserver:self selector:@selector(changeCity:) name:PPHomeCitySearchVcCitySelectedNoticefication object:nil];
    // 监听排序
    [PPNOTICEFICATION addObserver:self selector:@selector(changeSort:) name:PPHomeSortVcNoticefication object:nil];
    // 监听分类改变
    [PPNOTICEFICATION addObserver:self selector:@selector(changeCategory:) name:PPHomeCategoryVcCategorySelectedNoticefication object:nil];
    // 监听地区改变
    [PPNOTICEFICATION addObserver:self selector:@selector(changeRegion:) name:PPHomeRegionVcRegionSelectedNoticefication object:nil];
}

#pragma mark - 监听通知
/**
 *  监听通知 - 改变区域
 */
- (void)changeRegion:(NSNotification *)noticefication
{
    PPRegion *region = noticefication.userInfo[PPHomeRegionSelectedRegion];
    NSString *subRegionname = noticefication.userInfo[PPHomeRegionSelectedSubRegionName];

    // 设置选中区域
    if (subRegionname == nil || [subRegionname isEqualToString:@"全部"]) {
        self.selectedRegionName = region.name;
    }else{
        self.selectedRegionName = subRegionname;
    }

    if ([self.selectedRegionName isEqualToString:@"全部"]) {
        self.selectedRegionName = nil;
    }

    // 1. 显示标题名称
    PPHomeTopItem *topItem = (PPHomeTopItem *)self.regionItem.customView;

    [topItem setTitle:region.name];
    [topItem setSubTitle:subRegionname ? subRegionname : @"全部"];

    // 2. 关闭popover
    [self.regionPopVc dismissPopoverAnimated:YES];

    // 3. 刷新表格
    [self.collectionView.header beginRefreshing];
}

/**
 *  监听通知 - 改变分类
 */
- (void)changeCategory:(NSNotification *)noticefication
{
    PPCategory *category = noticefication.userInfo[PPHomeCategorySelectedCategory];
    NSString *subCategoryname = noticefication.userInfo[PPHomeCategorySelectedSubCategoryName];

    // 设置选中分类 -- 发送到服务器
    if(subCategoryname == nil || [subCategoryname isEqualToString:@"全部"]){ // 点击数据没有子类
        self.selectedCategoryName = category.name;
    }else{
        self.selectedCategoryName = subCategoryname;
    }

    // 分类为 - 全部分类
    if ([self.selectedCategoryName isEqualToString:@"全部分类"]) {
        self.selectedCategoryName = nil;
    }

    // 1. 显示标题名称
    PPHomeTopItem *topItem = (PPHomeTopItem *)self.categoryItem.customView;
    [topItem setIcon:category.icon highIcon:category.highlighted_icon];
    [topItem setTitle:category.name];
    [topItem setSubTitle:subCategoryname ? subCategoryname : @"全部"];

    // 2. 关闭popover
    [self.categoryPopVc dismissPopoverAnimated:YES];

    // 3. 刷新表格
//    [self loadNewDeals];
    [self.collectionView.header beginRefreshing];
}

/**
 *  监听通知 - 改变城市
 */
- (void)changeCity:(NSNotification *)noticefication
{
    self.selectedCityName = noticefication.userInfo[PPHomeCitySearchVcSelectedCityName];

    // 1. 该表标题名称
    PPHomeTopItem *topItem = (PPHomeTopItem *)self.regionItem.customView;
    [topItem setTitle:[NSString stringWithFormat:@"%@ - 全部", self.selectedCityName]];
    [topItem setSubTitle:nil];

    // 2. 刷新表格数据
//    [self loadNewDeals];
    [self.collectionView.header beginRefreshing];
}

/**
 *  监听排序
 */
- (void)changeSort:(NSNotification *)noticefication
{
//    LogRed(@"%s",__func__);
    // 1. 显示排序菜单
    PPSort *sort = noticefication.userInfo[PPHomeSortSelectedSort];
    PPHomeTopItem *topItem = (PPHomeTopItem *)self.sortItem.customView;
    topItem.subTitle = sort.label;

    self.selectedSortName = sort.value;

    // 2. 移除popVc
    [self.sortPopVc dismissPopoverAnimated:YES];

    // 3. 刷新数据
//    [self loadNewDeals];
    [self.collectionView.header beginRefreshing];

}

#pragma mark - 顶部item点击方法
// 分类
- (void)categoryItemClicked
{
    // 显示分类菜单
    self.categoryPopVc = [[UIPopoverController alloc] initWithContentViewController:[[PPHomeCategoryController alloc] init]];

    [self.categoryPopVc presentPopoverFromBarButtonItem:self.categoryItem permittedArrowDirections:UIPopoverArrowDirectionAny animated:YES];

}

// 地区
- (void)districtItemClicked
{
    // 设置显示区域
    PPHomeRegionViewController *regionVc = [[PPHomeRegionViewController alloc] init];

    if (self.selectedCityName) {
        // 获取当前选中城市
        PPCity *city = [[[PPMetaTool cities] filteredArrayUsingPredicate:[NSPredicate predicateWithFormat:@"name = %@",self.selectedCityName]] firstObject];

        regionVc.regions = city.regions;

    }

    // 显示地区菜单
    self.regionPopVc = [[UIPopoverController alloc] initWithContentViewController:regionVc];

    [self.regionPopVc presentPopoverFromBarButtonItem:self.regionItem permittedArrowDirections:UIPopoverArrowDirectionAny animated:YES];

    // 传值
    regionVc.popoverVc = self.regionPopVc;
}

// 排序
- (void)sortItemClicked
{
    PPHomeSortViewController *sortVc = [[PPHomeSortViewController alloc] init];
    self.sortPopVc = [[UIPopoverController alloc] initWithContentViewController:sortVc];

    [self.sortPopVc presentPopoverFromBarButtonItem:self.sortItem permittedArrowDirections:UIPopoverArrowDirectionAny animated:YES];
}

/**
 *  设置导航栏内容
 */
- (void)setupLeftNav
{
    // 1. logo
    UIBarButtonItem *logoItem = [[UIBarButtonItem alloc] initWithImage:[UIImage imageNamed:@"icon_meituan_logo"] style:UIBarButtonItemStyleDone target:nil action:nil];
    logoItem.enabled = NO;

    // 2. 类别
    PPHomeTopItem *category = [PPHomeTopItem item];
    [category setIcon:@"icon_category_0" highIcon:@"icon_category_highlighted_0"];
    [category setTitle:@"分类"];
    [category setSubTitle:@""];

    // 添加监听点击
    [category addTarget:self action:@selector(categoryItemClicked)];

    UIBarButtonItem *categoryItem = [[UIBarButtonItem alloc] initWithCustomView:category];
    self.categoryItem = categoryItem;

    // 3. 地区
    PPHomeTopItem *region = [PPHomeTopItem item];
    [region setIcon:@"icon_district" highIcon:@"icon_district_highlighted"];
    [region setTitle:@"地区"];
    [region setSubTitle:@""];
    // 添加监听点击
    [region addTarget:self action:@selector(districtItemClicked)];

    UIBarButtonItem *regionItem = [[UIBarButtonItem alloc] initWithCustomView:region];

    self.regionItem = regionItem;

    // 4. 排序
    PPHomeTopItem *sort = [PPHomeTopItem item];
    [sort setIcon:@"icon_sort" highIcon:@"icon_sort_highlighted"];
    [sort setTitle:@"排序"];
    [sort setSubTitle:@""];
    // 添加监听点击
    [sort addTarget:self action:@selector(sortItemClicked)];

    UIBarButtonItem *sortItem = [[UIBarButtonItem alloc] initWithCustomView:sort];
    self.sortItem = sortItem;

    self.navigationItem.leftBarButtonItems = @[logoItem, categoryItem, regionItem, sortItem];
}

/**
 *  设置右边导航栏内容
 */
- (void)setupRightNav
{
    UIBarButtonItem *mapItem = [UIBarButtonItem itemWithTarget:self action:@selector(mapMethod:) image:@"icon_map" highImage:@"icon_map_highlighted"];
    UIBarButtonItem *searchItem = [UIBarButtonItem itemWithTarget:self action:@selector(searchMethod:) image:@"icon_search" highImage:@"icon_search_highlighted"];
    UIBarButtonItem *gapItem = [[UIBarButtonItem alloc] initWithBarButtonSystemItem:UIBarButtonSystemItemFixedSpace target:nil action:nil];
    gapItem.width = 50;

    self.navigationItem.rightBarButtonItems = @[mapItem, gapItem, searchItem];
}

/**
 *  监听地图item点击
 */
- (void)mapMethod:(UIBarButtonItem *)item
{
    // 跳转到地图
    PPMapViewController *mapVc = [[PPMapViewController alloc] init];

    [self presentViewController:[[PPNavgationController alloc] initWithRootViewController:mapVc] animated:YES completion:nil];
}

/**
 *  监听搜索item -  点击
 */
- (void)searchMethod:(UIBarButtonItem *)item
{
    //
    if(self.selectedCityName){
        PPSearchViewController *searchVc = [[PPSearchViewController alloc] init];

        searchVc.title = self.selectedCityName;

        [self presentViewController:[[PPNavgationController alloc] initWithRootViewController:searchVc] animated:YES completion:^{
        }];
    }else{
        [MBProgressHUD showError:@"请选择城市" toView:self.collectionView];
    }
}

#pragma mark - 实现父类方法
- (void)setupParams:(NSMutableDictionary *)params
{
    // 城市
    params[@"city"] = self.selectedCityName;
    // 区域
    if (self.selectedRegionName) {
        params[@"region"] = self.selectedRegionName;
    }
    // 分类
    if(self.selectedCategoryName){
        params[@"category"] = self.selectedCategoryName;
    }
    // 排序
    if (self.selectedSortName) {
        params[@"sort"] = @(self.selectedSortName);
    }
}

- (void)dealloc{
    [PPNOTICEFICATION removeObserver:self];
}

- (void)didReceiveMemoryWarning {
    [super didReceiveMemoryWarning];
    // Dispose of any resources that can be recreated.
}
@end


text:
Nutter Represents Agilyx in Joint Venture with AmSty
05.02.2019 | Press Release
Boston – Nutter advised Agilyx, a leader and pioneer in chemically recycling difficult-to-recycle mixed waste plastic streams into high value low carbon circular feedstocks and fuels, on the formation of a joint venture with AmSty, a leading integrated producer of polystyrene and styrene monomer. The joint venture, Regenyx LLC, will be dedicated to fully recycling post-consumer polystyrene materials back to new polystyrene products. The legal team was led by Michael Kushnir in the Corporate and Transactions Department, and included Portia Keady and Meghan Kelly on corporate matters.
Based in Tigard, OR, Agilyx has developed the first system capable of recycling polystyrene waste into styrene monomer, which is then used to remake new polystyrene products. Regenyx will utilize Agilyx's chemical recycling process to convert used polystyrene products back to their original liquid form, styrene monomer. AmSty can then take that styrene monomer and work with its supply chain partners to make new polystyrene products with a favorable environmental profile without any degradation of quality or value. This form of circular recycling is known as the PolyUsable™ process. Please click for more information on the transaction.
Members of Nutter's Corporate and Transactions Department represent domestic and international corporations, publicly traded and privately-held companies, private equity firms, nonprofit institutions, and family-owned businesses in a wide variety of domestic and cross-border transactions. The firm's attorneys advise on significant transactions in every major industry sector, including manufacturing, high technology, life sciences, banking, insurance, professional services, real estate, energy, chemicals, medical devices, and health care. Nutter's corporate law practice handles the full range of M&A and private equity transactions, including representing buyers and sellers in auctions and bid processes, mergers, asset sales, stock purchases, leveraged buyouts, roll-ups, joint ventures, PIPEs, going private transactions, exchanges of securities, friendly and hostile tender offers, proxy contests, and acquisitions.
About Nutter
Nutter is a Boston-based law firm that provides legal counsel to industry-leading companies, early stage entrepreneurs, institutions, foundations, and families, across the country and around the world. The firm's lawyers are known for their client-centric approach and extensive experience in business and finance, intellectual property, litigation, real estate and land use, labor and employment, tax, and trusts and estates. Co-founded in 1879 by Louis D. Brandeis, who later became a renowned justice of the U.S. Supreme Court, Nutter is dedicated to helping companies prosper in today's competitive business environment. For more information, please visit www.nutter.com and follow us on LinkedIn.
Stephanie Goldstein
Heather Merton
Portia Keady
Meghan Kelly
Michael Kushnir
Corporate and Transactions


text:
Om de Projekt
Plenary, Wolfenbüttel Symposium
Plenary, Wolfenbüttel Symposium, 'Dynastic Networks as Vehicles for Cultural Transfer' 15-18 July 2014
'Exhibiting the Mind: material culture versus intellectual networks?' - Clarissa Campbell Orr
The lecture will be in two parts. The first, 'Princesses, Books, Libraries' follows some examples of princesses of the Holy Roman Empire between 1700 and 1815 who were linked to the Brunswick or Hohenzollern Dynasty, as they criss-crossed Germany and even further afield to marry their designated spouses. They were also patrons of and participants in the 18th century Republic of Letters, and there will be mention of some of the most significant culture-clashes within this 'virtual' republic' between their courts and their protégés. The second part will consider some of the challenges faced by historians in understanding and interpreting these events. How, when where and why did these princesses acquire books and build their libraries? What did they make of their reading? How do we do equal justice to the dual nature of books as physical objects and conveyors of thoughts, sentiments and ideas? Can we picture the mind, literally and metaphorically? These questions will be posed in relation to Queen Charlotte's library at Windsor, and I hope I will have some answers to offer to them.
Om Marrying Cultures
Faculty of Medieval and Modern Languages,
41 & 47 Wellington Square,
Oxford, OX1 2JF,


text:
Ice Cream Waste to Power UK Homes this Summer
Inedible ice cream waste is now being used as a new source of green energy to heat homes in the UK.
Not only is chocolate ice cream one of the nation's favourite flavours, but it has also emerged as the most powerful flavour for green energy too. This is following an innovative project involving the world's third largest ice cream manufacturer, R&R Ice Cream, Iona Capital and resource management company, Veolia, in which ice cream by-product is being turned into biogas for the National Grid.
The by-product consisting of sugar, fat and protein, which is left behind after production line cleansing, is to be transformed into biomethane, a biogas. This will then go to the National Grid to heat UK homes, thanks to the nearby Anaerobic Digestion (AD) facility funded by Iona Capital and operated by Veolia.
The R&R factory, based in Leeming Bar, North Yorkshire, is the UK's largest producer of own label ice cream as well as top brands such as Nestlé's Fab, Rowntrees' Fruit Pastille lollies, Cadbury's Dairy Milk chocolate sticks, Oreo ice cream and Yoomoo frozen yogurt, and now what's left over from the production of these sweet treats will help power local homes.
So how does it work?
The transformation process resembles the human body burning calories, and like our bodies different flavours of our favourite frozen dessert amount to different levels of energy.
It transpired that chocolate ice cream provides 10% more energy than vanilla, and 20% more energy than strawberry. And if you were to add a chocolate flake to the mix it could boost the energy efficiency by 20% – adding a new significance to the renowned 99!
Estelle Brachlianoff, Senior Executive Vice President, Veolia UK & Ireland states: "This summer will see the UK's energy mix take on a new flavour, and a delicious one at that. And even better, now there's less reason to feel guilty about that extra mouthful of ice cream because, rest assured, none of production by-product is going to waste, as we are busy creating renewable energy with it. It's innovation like this that is needed to ensure the UK meets the Government's 2020 targets, and something we're hoping to build on."
This project is a prime example of using creative thinking to turn waste into green energy.
Mike Dunn, Director of Iona Capital, adds: "Green infrastructure has the Government's backing and it is an area that we are seeing more and more investors taking an interest in. This is especially true with local authority and public sector pension funds who want to show their members they are investing responsibly."
The raw material that goes into this facility would otherwise be discarded and sent to landfill, now it is now only avoiding landfill but the by-product that is leftover at the end of the AD process is a nutrient rich fertiliser that can be distributed to farms to improve crop production.
The facility, which is one of the largest gas-to-grid energy plants in the UK, is now fully functional, and will contribute to the Government's target for 20% of the UK's energy generation to come from green energy by 2020.
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Home German Engineers To Renew California's Rail Network
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German Engineers To Renew California's Rail Network
The California State Senate plans on shortening the travel time to 30 minutes by 2029. Using high-speed trains — capable of reaching well over 250 kilometers per hour — travelers could reach Los Angeles Union Station, 530 kilometers further down the line, in roughly two hours.
The "bullet train" project wants Germany's state-owned rail operator Deutsche Bahn to be part of the project. Its subsidiary DB Engineering & Consulting won a $30 million (€26 million) "early train operator services contract" to plan the first stretch from San José to Bakersfield.
California's biggest ever infrastructure project is slated to cost $68 billion and would help relieve congestion in the skies above Los Angeles and San Francisco. Plus, the high-speed rail project would create jobs and boost economic growth in the rural region where the first portion of the track, which will cost $20 billion, will be built between Bakersfield and Fresno.
But the project, which is being planned and realized by the California High Speed Rail Authority, is controversial. Critics are worried that house prices in San Francisco and San José, which have been rising for years, could stagnate if Fresno were just an hour away for commuters in the future.
Opponents also argued that California does not have money to fund the construction and must avoid financing it through bonds. In 2014 a court rejected a first business plan, deeming it too optimistic. In 2016 a second plan was submitted with reduced forecasts for passenger numbers and revenues, but even under those scaled-down assumptions, the high-speed railway would recoup its costs after a few years, much to the annoyance of its detractors.
The business plan envisages 19 million passengers a year starting in 2029, and an impressive environmental benefit: Annually 897 million liters of auto gas and 132 million liters of kerosene will be saved when travelers switch to using the train, whose electricity will come from renewable sources.
It is up to the German planners to work out the details. DB Consult will draw up the timetables, plan the operation and the running of the train fleet. They will also propose a pricing system and come up with a marketing concept. "It's a successful entry into the US market," the head of Deutsche Bahn's consulting unit, Niko Warbanoff, told Handelsblatt. Whether Deutsche Bahn will get a further slice of the contract remains to be seen. The actual operation of the route or even of parts of it has not been put up for tender yet. Deutsche Bahn rarely puts in bids to run routes or an entire network abroad, with one current exception being a freight line on the Arabian Peninsula.
Mr. Warbanoff's 4,300-strong workforce specializes in planning, either for parent company Deutsche Bahn, or abroad in Gulf States and elsewhere in Asia. They are accustomed to the unpredictability of megaprojects such as the Californian high-speed rail venture, which has been a rollercoaster ride since its launch in 2008. Costs were initially estimated at $30 billion, and then spiraled to $100 billion before settling to the current $68 billion – due to the partial use and modernisation of existing track.
The US market is interesting for railway companies despite the country's reliance on air travel and highways. The country has 225,000 kilometers of train track, giving it the world's biggest railway network, bigger even than Russia's or China's. But the Americans have little experience with high-speed trains. Their freight trains are gigantically long and they trundle across the landscape at a leisurely pace.
Railway companies are extremely keen on getting a piece of the project not just because of the scale of the order but also due to the prestige attached to running America's first high-speed train line. German industrial group Siemens is also hoping for orders. Its Sacramento-based subsidiary will likely bid when the railway contracts are put out to tender, to ensure they stick to the "Buy American" provisions enacted under former President Barack Obama, which require trains be largely manufactured in the US.
Siemens could offer its Intercity Express (ICE) train, and the company's new French partner Alstom makes the famous TGV, another high-speed train. This means a planned joint venture with Siemens-Alstom could offer two types of trains, which have considerable differences: The TGV is pulled and pushed by engines located at the each end of the train, whereas the ICE is propelled by multiple underfloor motors using what is known as a distributed traction system. Other companies like Bombardier, Hitachi andChina's CRRC, which has a plant in Springfield, Massachusetts, and is currently building another one in Chicago, will also likely bid for the contract.
Story first published in Handelsblatt.com


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Shortlist Announced for Spirit of Speyside Whisky Festival Whisky Awards - 28th February, 2014
A mouthwatering competition has been set up in the Spirit of Speyside Whisky Festival Whisky Awards, with eight of the region's finest malts set to battle it out for honours in the eagerly anticipated annual contest.
A judging panel comprising industry leaders, acclaimed writers and specialist retailers whittled down 46 entries at a blind tasting event at the Knockomie Hotel in Forres this week before finally settling on their finalists in four categories.
And now that the experts have shortlisted the final drams, the power of determining the overall winners will be handed over to visitors to the Spirit of Speyside Whisky Festival. A series of roving judging sessions at which festival-goers will get to blind taste all of the shortlisted entries is being staged during the Festival, which takes place from May 1 to 5.
Ben Riach 12-year-old and Knockando12-year-old will go head to head in the 12-year-old and under category, while the Balvenie 15-year-old and the Singleton 18-year-old will compete in the section for malts aged 13 to 20 years.
In the 21-year-old and over category, the finalists are Glenfarclas 30-year-old and Cardhu 21-year-old, while in the section for distillery special editions Tamdhu 10-year-old will go up against the Glenfarclas 25-year-old.
The awards are sponsored by coppersmiths Forsyths of Rothes – the company responsible for building many of the pot stills in which the shortlisted single malts were distilled.
James Campbell, chairman of the Spirit of Speyside Whisky Festival
James Campbell, chairman of the Spirit of Speyside Whisky Festival, says, "In some ways it must be a dream job for our expert panel to spend a day nosing and judging such high quality Scotch malt whiskies, but on the other hand they face an immensely difficult challenge. The whisky produced on Speyside is among the best in the world – deciding which entries are worthy of making the final is an almost impossible task."
Whisky writer Penny Ellis, a director of the Festival who also organises the awards, adds, "This is the only whisky awards in the world where the power to decide the overall winners is handed over to members of the public. However, the Festival is all about people: the people with the passion that drives production of our malt whisky, and the people who are passionate supporters of our national drink.
"The roving judging sessions are a great opportunity for our visitors to also take the blind taste test, and for them to sample some of the best whiskies that Speyside has to offer. Visitors may have their own favourite malt, but tasting it blind means that they cannot be influenced by presentation or brand loyalty – all they have to go on is smell and taste."
The roving judging sessions take place at Ugie House Hotel, Keith on April 25; Glenfiddich Distillery, Dufftown on April 30; The Drouthy Cobbler, Elgin on May 1; Aberlour Hotel, Aberlour, Richmond Memorial Hall, Tomintoul and Macdonald Aviemore Highland Resort on May 2; Stuart Arms, Dufftown and Rothes Social Club on May 3; and Forsyths Coppersmiths, Rothes on May 4.
The final judging session and awards prize-giving will take place – along with a ceilidh – at Glen Grant Distillery in Rothes on May 4.
The Spirit of Speyside Whisky Festival, which is now in its 15th year, takes place at venues across the region, which is widely regarded as the spiritual home of the Scotch whisky industry. A signature event for Homecoming 2014, it will start Whisky Month – a four week national celebration of Scotland's world class food and drink.
It will also launch a brand new event this year – The Spirit of Speyside Sessions – which aims to put to spotlight on the area's traditional music heritage with concerts and ceilidhs being staged in venues closely linked to the whisky industry.
Tickets for all events in the 2014 Spirit of Speyside Whisky Festival programme, including the roving judging sessions, can be bought via the website – www.spiritofspeyside.com The Festival is also active on social media – facebook.com/WhiskyFestival and @spirt_speyside on Twitter.
Read about The Spirit of Speyside Whisky Festival 2013
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