At the time, decision analysis was still an experimental management technique, a fairly straightforward application of statistical decision theory. 2 The choice facing a decision maker was expressed as a mathematical function of probability and utility numbers, which measured the person's uncertainties and value judgments. (The best option was the one with the highest expected utility.) Although decision analysis was well established as a way to quantify logically the considerations that go into any choice among options, it had just begun to move out of the business schools and into practical application in the business world. Only a handful of corporations provided in-house expertise, and consultants specializing in decision analysis were rarely called on.
Now, after ten years of sometimes humbling feedback from the real world, analysts have learned to be more flexible and modest in how to make the basic decision theory formulation useful to managers. The technology has been enhanced to capture more considerations relevant to sound decision making, notably through multiattribute utility analysis and improved interaction with the user. Decision analysis has emerged as a complement to older decision-making techniques such as systems modeling and operations research. In addition to statistical decision theory, the new technology draws on psychology, economics, and social science.
What is retained and is distinctive about the approach is that the quantitative models incorporate personal judgments. To distinguish this approach from other ways of analyzing decisions in widespread use (such as those that depend only on "objective" inputs), we call it personalized decision analysis.
Analysts have learned to use the data and expertise that are immediately available to the decision maker and to play back conclusions to the manager in close to real time. In 1970, an analysis was rarely completed within three months. Now, meaningful analysis of a problem can be generated in an afternoon, and a succession of analyses can be presented in intervals of one or two days. Without greatly disturbing their schedule of meetings or reflective process, managers can now respond to these analyses and provide input for other rounds.
Although such decision analysis has not become the dominant analytic discipline that some people expected, its use has grown dramatically since 1970. Personalized decision analysis has become an accepted part of the staff services that major corporations draw on routinely, much as they do industrial psychology, cost analysis, marketing research, and economic analysis. And virtually all the major areas of government have adopted decision analysis in one form or another.
The case studies that we present in this article illustrate how managers use the three major variants of decision analysis currently in use—decision tree analysis, probabilistic forecasting, and multiattribute utility analysis.
Decision tree analysis is the oldest and most widely used form of decision analysis. Managers have used it in making business decisions in uncertain conditions since the late 1950s, and its techniques are familiar.3 Over the past several years, however, the manner in which people conduct decision tree analysis has expanded. Today's analyst has at his or her disposal not only an array of computer supports that make quick turnaround possible but also the accumulated wisdom of analysts over the last 20 years. The following case illustrates some of the components of a successful decision tree analysis. They include the use of simple displays, sensitivity analysis to guide refinements, and subsidiary models to ensure completeness. Also important are the direction and integration the analysis gives to the contributions of experts as well as the involvement of top managers.
Should AIL Purchase Rights to a New Patent?
Late in 1974, the AIL Division of Cutler-Hammer, Inc. (now a division of Eaton Corporation) was offered the opportunity to acquire the defense market rights to a new flight-safety system patent. The inventor claimed he had a strong patent position as well as technical superiority, but the market for the product was very uncertain, mostly because of pending legislative action. Because the inventor wished to make an offer to other companies if AIL was not interested, he asked AIL to make the decision in a few weeks, a period of time clearly inadequate to resolve any uncertainties it was aware of.
AIL had not used formal decision analysis before. Top managers were, however, familiar with the theory and its typical applications through the literature and interested in trying these techniques on an actual decision to evaluate their worth. The patent decision appeared to be a good candidate for such a trial.
A team of AIL personnel and outside analysts spent two weeks developing an analysis of the patent idea. All the while, the team stayed in continual contact with top management.
The analysts used standard decision tree techniques. Exhibit I shows the immediate choice, to purchase a six-month option on the patent rights or not, and the main uncertainties that affected the decision. The attractiveness of each outcome, or path through the tree, is represented by its present value earnings. These range from a loss of $700,000 to a gain of $10.5 million. The expected value at each node in the tree is calculated by taking a probability-weighted average of its branches. Working these values gives an expected value of $100,425. That is, AIL could expect to be better off by $100,425 if it purchased the six-month option.
The mechanics of the analysis—specifying the tree, assigning values, and calculating results—are straightforward. The usefulness of the analysis, however, depends more on how the analysis process is managed than on the mechanics. Five features that are often absent in unsuccessful attempts to apply decision analysis marked this implementation as a success.
The focus of the analysis was the simple tree shown in Exhibit I. The most common mistake that a beginner at decision analysis makes is to include everything the choice involves in the tree. This is a sure way to end up with a mess, which only the analyst, if anyone, can understand. Such a tree is unlikely to influence any manager's decision.
The trick is to design a simple tree that captures the essence of the problem by including its most important elements. In this case, the most important elements affecting earnings were the probabilities of exercising the option, receiving an initial contract, and continuing on a second contract.
By means of an interactive computer program, the analysts determined how sensitive the results were to changes in the inputs to the tree. The analysis was then expanded in a way that would be most responsive to what the decision maker needed to know.
The analysts at AIL developed models to refine estimates of the most sensitive inputs. Using a simple tree does not make the analysis coarse or incomplete; subsidiary models can ensure any desired level of detail and sophistication. In this case, the analysts used three subsidiary models. They used one to determine yearly earnings and calculate present values and another to assess the probability of receiving a contract.
The latter model reflected important factors such as the timing and terms of a possible legislative mandate for the system, the strength of possible competitive systems, and the likelihood of a crash or near crash of a plane within the next several months. The analysts used a third model to assess probability distributions of earnings from the contracts that reflected uncertainties in the number of units, the price per unit, and the profit margin. Each subsidiary model was compact and could be displayed on a single chart, which the analysts used to answer top managers' questions about how the figures in the main model had been determined.
At AIL various people were involved with each aspect of the model, so that each expert could focus on the area of his expertise. Those most knowledgeable about the chances of winning the second contract, for example, addressed this aspect of the problem but did not consider other aspects. The combined contributions of all the experts formed a unified picture for top management.
2. All important concerns were addressed. For AIL, the issues included the impact that decision factors other than direct earnings have (in this case, return on capital).
The alternative, waiting and seeking a sublicense, would have a 94% chance of producing no gain (or loss) and a 6% chance of producing a distribution with an expectation of about $830,000 and would result in an expected value of about $50,000. This display facilitated a unanimous decision by the decision-making group (the president and his vice presidents for business development and operations) to go with the less risky strategy even though it offered a slightly lower expected value.
Through this kind of analysis, Ford has determined whether to produce its own tires and whether to stop producing convertibles.
The defense systems division of Honeywell uses decision tree analysis to evaluate the attractiveness of new weapons programs. On a regular basis, program managers and the director of planning develop models to help decide which programs to pursue and how they should allocate internal research and development funds.
With decision tree analysis, Pillsbury's grocery products division has evaluated major decisions, such as whether to switch from a box to a bag for a certain grocery product. In this case, even when analysts used pessimistic assessments expressed by a manager who initially recommended remaining with the box, the analysis showed that the profitability would be greater with the bag. The analysis also showed that the value of making a market test, as urged by some executives, could not remotely approach its cost. The bag was introduced, and the profits on the product climbed.
Faced with a decision to electrify part of its system, which would involve capital expenditures of several hundred million dollars, Southern Railway carried out an analysis that gave managers a better understanding of the interactions of variables influencing the decision.
Many major oil and gas companies, such as Union Texas Petroleum, the Champlin oil and gas subsidiary of Union Pacific, and Gulf Oil, apply decision analysis regularly to choose appropriate sites for exploration and evaluate the economics of field development.
ITT uses decision analysis at many levels of the company, especially for capital investment decisions.
The previous section illustrates how personalized decision analysis can capture all the thinking that goes into a particular decision. The technique has other uses as well. Analysts can develop certain aspects of decision analysis into analytic tools that can be used in a variety of contexts. Analysts can use the probabilistic modeling aspects of decision analysis to develop forecasts of, for instance, future sales and profits, which in turn can be used to support decisions about planning, investment, and marketing. Developing a single aspect of personalized decision analysis to support decisions in a variety of contexts is likely to become very popular. Because its cost can be spread over many uses, a company can afford to use enough computerization and staff time to do this type of analysis properly.
The following example illustrates how personalized decision analysis can be used for forecasting. Of course, this kind of analysis is not the only way to carry out quantitative forecasting. What is distinctive about this approach's contribution to the problem is that, rather than limit a forecast to statistical extrapolation from the past, it can combine assessments of judgment with data. In cases where little or no relevant history is available on which to base a forecast and where each product's success depends on a combination of events about which personal judgment is virtually the only source of information, this form of analysis is particularly helpful.
How Will Honeywell's Defense Division Grow?
In late 1979, the manager of planning for the defense systems division of Honeywell, Inc. faced the task of planning the division's growth over the next ten years. A major part of the work involved finding how to stay within the R&D budget and yet pursue new product opportunities to increase the division's sales and profits.
After he screened the new product opportunities according to their fit with the rest of the division, the manager needed forecasts of the products' sales, profits, and investment requirements. The products' successful development, the strength of competition, and their eventual market success were all uncertain. In addition, the chances for success of some of the products were interrelated, and several products offered the chance of significant collateral business.
The approach the analysts took was to build a composite forecast for the division by combining decision tree analyses of individual products. During the project, Honeywell's planners worked closely with decision analysis consultants and, by the time they had finished, had acquired the skills needed to carry out the analyses in-house. This type of analysis is now a regular part of Honeywell's project evaluation, planning, and forecasting activity.
The analysts developed a model for each product along lines similar to AIL's. The analysis team worked closely with each project manager and his staff to build the decision tree, assess probabilities and values, and discuss results and sensitivities.
The two analyses differed significantly, however, in a number of ways. First, the results of Honeywell's analysis were to be used for forecasting as well as for decision making. This use meant that the analysts would need to model additional factors and would have to make the form the outputs took suitable for forecasting.
Second, because the success of some products was related to the success of others, the analysts had to include in the analysis such factors as common investments, collateral business opportunities, and marketing interactions.
Third, Honeywell's problem presented no clear single criterion according to which management could make a decision. Honeywell considered several financial criteria such as internal rate of return, net present value, and yearly streams of profits, investments, and return on investment.
Exhibit III shows the probabilistic sales forecast for one group of interrelated products. This forecast is based on decision tree analyses of three main products and two collateral business opportunities. The analysts first developed decision trees for each product to determine the distributions of sales in the event that a market sufficient to support full production both did and did not emerge. Then they developed a second level of analysis to model the key interdependencies among the products; specifically, the probability of any particular product being in full production depended on which other products were also in full production.
The forecast shows that low sales are expected from the products for the first seven years. After that, sales for the next six years are expected to be about $75 million per year. This amount is not certain, however. The forecast, for instance, shows a 24% chance of sales being below $25 million in 1989.
The supporting decision tree analyses were useful for explaining the shape of each year's forecast. Exhibit IV shows that because of uncertainty about which products would have sufficient markets to support full production by 1988, the forecast for sales is "lumpy." The reasons for these uncertainties are detailed in the decision tree analyses.
This analysis helped Honeywell to assess the chances that these products would meet sales goals, the uncertainties in the assessment, and the reasons for the uncertainties. By detailing the chain of events that would produce different levels of sales, it also identified points of leverage—places where Honeywell could take action to change probabilities and improve sales.
The analysts also used the decision trees to forecast yearly profits, fund flows, assets, research and development investments, and the related financial quantities of net present value, internal rate of return, and annual return on investment. Their forecasts indicated that these products could be expected to exceed requirements on all factors and that, unless Honeywell was very risk averse, they were attractive.
Honeywell's managers compared forecasts to decide which product opportunities to pursue. These comparisons provided an additional screen since some products were clearly worse than others on all factors. But because the analysis didn't show the relative importance of each factor—some products were projected to perform better on certain factors (for example, internal rate of return and net present value) and other products were projected to perform better on other factors (for example, return on investment)—an unambiguous ordering of the products was impossible. Honeywell's managers might have had such an ordering if their analysts had used some of the newer techniques of multiattribute utility.
In trying to determine where to place its European subsidiary, the top management of one company completely ignored a decision tree analysis that showed careful consideration of the financial implications of possible locations. When pressed for an explanation, top management confided that the choice was dominated by the fact that key personnel wanted to be near the International School in Geneva. Somehow, that consideration seemed too non-economical and nonrational to be included in the analysis—yet it did dominate the decision. At the time the decision was made, the technology of decision analysis was ill equipped to handle the tradeoffs between financial effects and intangibles. A new technique, multiattribute utility analysis, makes such modeling possible by precisely specifying the factors that affect the choice, making trade-offs among the factors, and choosing the alternative that offers the best balance.
Multiattribute utility analysis evolved out of decision analysis that supported government decisions, in which the need to balance multiple objectives is most obvious. As the case of the company deciding where to put its plant shows, however, its usefulness for business decision making is evident. For example, plant sites usually differ in such intangibles as the skill of the local work force, the ability of local management, and the management problems of operating plants in the locations under consideration. These are important factors to consider in the decision of where to locate the plant, yet it is virtually impossible to specify their impact on profit with any precision.
Many factors also arise in strategic decisions. For example, Michael E. Porter has argued that, when considering the strategic decisions of vertical integration, major capacity expansion, and entry into new businesses, managers should go beyond cost and investment analyses to consider broad strategic issues and perplexing administrative problems and that these are very hard to quantify.5 Multiattribute utility analysis, which is illustrated in the following case, provides a way to quantify and trade off such factors.
Which Bomb Detection System Should the FAA Choose?
Over the past few years, the Federal Aviation Administration has been supporting research and development on a system to detect bombs in airplane baggage. In early 1980, the program manager for this project had to decide which of several candidate systems to continue funding. The candidates differed greatly in their potential performance and technical characteristics. Since none was clearly superior in all respects, the program manager sought a method for weighing the various characteristics to arrive at a measure of overall value.
A team of outside analysts worked closely with the program manager and other FAA personnel to develop a comprehensive model of the value of each system. To determine an efficient allocation of budgeted funds, they combined these values with assessments of the probabilities of success and development costs.
The analysts sought to define attributes with four characteristics. The attributes were to be comprehensive enough to account for most of what is important in evaluating the candidates, to highlight the differences among the candidates, to reflect separate, nonoverlapping values to avoid double counting, and to be independent of each other.
When the analysts had identified attributes that satisfied these four requirements, they then arranged the attributes in a hierarchy showing the logical relationships among attributes. This is shown in Exhibit V.
The first main attribute is the effectiveness of the device at detecting bombs. This is subdivided into the type of explosive, the size of the bomb, and the detection-false alarm ratio.
The second main attribute, development considerations, is divided into four subcategories—time to develop a prototype, production lead time, operating size (which would determine a system's location in an airport), and transportability.
Cost to employ the system in an airport, the third main attribute, is divided into initial costs and recurring costs. Initial costs reflect a basic cost estimate based on technical considerations and an estimate of the effects of competition. Recurring costs include maintenance, operating personnel, and material consumed during operation.
The fourth main attribute is the system's acceptability to passengers.
Assessing performance of candidates on each attribute.
To assess preference, the analysts required scales for all attributes. They used two types of measure—scales with natural standard units (including dollars for costs, months or hours for time, and percentages for detection rates) and relative scales. Wherever possible, the performance of a candidate was first assessed in natural units. These assessments were then transformed into 0-to-100-point scales for standardization. The candidate with the best performance (the lowest cost, for example) received a score of 100; the one with the worst performance (the highest cost, for instance) received a score of 0; and the others received intermediate scores.
Where no natural measure existed (for example, for "public acceptance"), performance was assessed directly on a 0-to-100-point scale. Again, a score of 100 was assigned to the candidate with the best performance, 0 to the worst performance, and so forth.
Exhibit VI shows, for instance, the scores for the six candidates on each development consideration. Candidate A was assessed to have the best "time to develop" since it was fully developed at the time of the analysis. It was assigned a value of 100. Candidate C would take the longest time to develop—four years. It received a value of 0. Other candidates would take intermediate amounts of time to develop and thus received intermediate scores.
By assessing a set of weights to represent the decision maker's judgment about the relative importance of improving performance from the worst to the best level for each attribute, analysts could determine trade-offs across attributes. The analysts assessed the weights by referring to the range of performance the scales reflected instead of to abstract notions of importance.
Consider, for example, the weights of the development considerations shown in Exhibit V. For these attributes, the ranges of possible variation in "production lead time" (18 months) and in "operating size" were considered most important. The variation of "time to develop" (4 years) was assessed to be half as important (as important as a variation of 9 months on "production lead time"). Finally, the variation of "transportability" (32 hours) was assessed to be one-tenth as important as "time to develop" (or about as important as 5 months of development time). These assessments are represented by weights that are in the ratios of .5:1:1:.05 for time to develop, production lead time, operating size, and transportability. Normalized weights of .20:.39:.39:.02 (which retain these ratios) were used for standardization.
The analysts assessed weights both directly, as we explained earlier, and indirectly. They used an indirect method to assess the weight between initial and recurring costs. This method determined weights that were consistent with a 10% discount rate and a ten-year operating horizon.
Overall value is a measure of the attractiveness of each candidate that can be compared with measures for other candidates. The result of the analysis shows that candidate B offers the best balance of characteristics, that C and D are almost as attractive, and that candidates E and F offer the worst balances.
The FAA's primary use of the analysis was to quantify each candidate's value in a way that permitted comparison. To determine an efficient allocation of R&D funds, the analysts combined these evaluations with estimates of each candidate's probability of success and cost of development.
The FAA's analysis also facilitated several aspects of the decision-making process. First, it helped resolve disagreements. The disaggregation of the elements of the decision clarified the source of a disagreement—was it about facts (for example, the cost of a system) or a difference in judgment (for instance, the relative importance of cost in comparison with detection performance)? Once the disagreements were clear, managers could deal with them by, for example, gathering additional supporting information. If the disagreement persisted, the model could determine its importance. For each input, the model could show whether the disagreement significantly affected the overall evaluation. Even if a disagreement was significant, the model at least isolated its cause. This clarification enabled the ultimate decision maker to make a better judgment.
The disaggregation also allowed the analyst to make a comprehensive analysis of the candidates. The team could investigate each attribute thoroughly yet keep its contribution to the overall evaluation in perspective. This arrangement prevented the analysts from wasting attention on unimportant issues.
To give a balanced picture of the whole, the multiattribute analysis synthesized the various pieces of the assessment. The analysts considered the impact of all important factors before they came up with a recommendation.
Multiattribute utility analysis has been used widely to aid government decision makers. For instance, it has been used to select military systems, set water-supply policy, site nuclear facilities, allocate nuclear inspection resources, determine fire department operations, evaluate crime-prevention programs, and prepare international negotiators.
A decision to integrate an operation or not requires that management consider a multitude of factors, many of which are difficult to quantify with standard financial techniques: access to new information, access to new technologies, ability to control specifications of products or raw materials, economies of combined operations, difficulty in balancing "upstream" and "downstream" units, and increased fixed costs of doing business.
The production or marketing "fit" between new and existing businesses or technologies.
Special skills or technologies required to operate the new business.
"Cultural fit" between new and old businesses (especially important if entry is by acquisition).
Relative strengths of competitors in the new business.
By using multiattribute utility analysis, managers can balance these factors against financial considerations to derive a comprehensive evaluation of alternatives.
Research and development projects often exhibit a variety of performance characteristics that managers may need to balance to determine the best project. Multiattribute utility analysis can help them do this. They can also combine such an analysis with a decision tree analysis to address uncertainties and risks.
If the trends of the past decade continue at their present rate, then over the next decade we can certainly expect to see personalized decision analysis spread and become firmly established as a staff function throughout industry. Virtually all corporations of any substance will have in-house staffs or outside consultants to analyze decisions and report findings to top management.
The big question is, however, whether decision analysis will become an integrated part of management's decision making. As C. Jackson Grayson has persuasively argued, the integration requires that the cultural gap between management scientists and managers be bridged. Without the bridge, personalized decision analysis, like operations research and other analytic techniques, may never be more than an optional aid, albeit interesting.
For the integration to take place, managers will have to become more skilled at using decision analysis and its practitioners more effective than they are now. In other words, analysts and managers-to-be need to undergo extensive training in the integration of decision analysis with existing organizational and personal decision processes. (This training would go far beyond the teaching of particular techniques, which is as far as most business schools go now.) The integration may also require organizational changes in control and reward structures in business.
At present, appropriate professional training is not readily available to either the manager or the specialized decision analyst. What is needed is a course of study (and supporting research) that integrates the logical, the psychological, and the organizational aspects of applied subjective decision analysis. This will probably not become available until there is at least one institute of research and teaching devoted to all aspects of decision-aiding technology (including personalized analysis) and to their integration.
This training would require overcoming the institutional rigidities associated with partitioning universities along such traditional departmental lines as engineering, psychology, business, and statistics. Even within single departments such as business, the feeder disciplines—organizational behavior, applied mathematics, finance, business policy, and marketing—are usually kept jealously apart. If these can be adequately synthesized, management science in general, and personalized decision analysis in particular, can at last achieve full-fledged assimilation into the day-to-day business of management.
Up! up! my friend, and quit your books, / Or surely you'll grow double: / Up! up! my friend, and clear your looks; / Why all this toil and trouble?
The sun, above the mountain's head, / A refreshing lustre mellow / Through all the long green fields has spread, / His first sweet evening yellow.
Books! 'tis a dull and endless strife: / Come, hear the woodland linnet, / How sweet his music! on my life / There's more of wisdom in it.
And hark! how blithe the throstle sings! / He, too, is to mean preacher: / Come forth into the light of things, / Let Nature be your teacher.
She has a world of ready wealth, / Our minds and hearts to bless— / Spontaneous wisdom breathed by health, / Truth breathed by cheerfulness.
One impulse from a vernal wood / May teach you more of man, / Of moral evil and of good, / Than all the sages can.
Sweet is the lore which Nature brings; / Our meddling intellect / Misshapes the beauteous forms of things:— / We murder to dissect.
Enough of science and of art! / Close up those barren leaves; / Come forth, and bring with you a heart / That watches and receives.
1. See C. Jackson Grayson, Decisions Under Uncertainty (Boston: Division of Research, Harvard University Graduate School of Business Administration, 1960) and "Management Science and Business Practice," HBR July–August 1973, p. 41.
2. See Rex V. Brown, "Do Managers Find Decision Theory Useful?" HBR May–June 1970, p. 78, and Howard Raiffa and Robert O. Schlaifer, Applied Statistical Decision Theory (Boston: Division of Research, Harvard University Graduate School of Business Administration, 1962).
3. See, for example, John F. Magee, "Decision Trees for Decision Making," HBR July–August 1964, p. 126, or the more recent article by Samuel E. Bodily, "When Should You Go to Court?" HBR May–June 1981, p. 103.
4. See David B. Hertz, "Risk Analysis in Capital Investment," HBR January–February 1964, p. 95, and John S. Hammond III, "Better Decisions with Preference Theory," HBR November–December 1967, p. 123, for descriptions of risk profiles and utility functions, respectively.
5. Michael E. Porter, Competitive Strategy (New York: The Free Press, 1980), pp. 299–357.
6. A comprehensive treatment of multiattribute utility analysis is provided by Ralph L. Keeney and Howard Raiffa in Decisions with Multiple Objectives: Preferences and Value Trade-offs (New York: Wiley, 1976). Our example illustrates only the basic ideas of the method and the simplest form of analysis, linear and additive.
7. The Art and Science of Negotiation, a forthcoming book by Howard Raiffa (Cambridge: Belknap Press of Harvard University Press) will contain an extensive treatment of this subject. Jacob W. Ulvila's doctoral dissertation, "Decisions with Multiple Objectives in Integrative Bargaining" (Harvard Business School, 1979), also addresses this topic.
Mr. Ulvila is vice president of Decision Science Consortium, Inc., a management consulting firm based in Falls Church, Virginia. He specializes in the application of decision analysis and other quantitative methods to a variety of problem areas, especially business planning.
Mr. Brown is chairman of the board of Decision Science Consortium, Inc. Formerly on the faculty of Harvard Business School, he is author or coauthor of four books on decision analysis and marketing, including Decision Analysis for the Manager (New York: Holt, Rinehart & Winston, 1974). This is his second article in HBR.


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Shut It Down: West LA Democratic Club Urges Closure of Ballona Gas Field!
Jun 12, 2020 | Oil/Gas Evidence
West LA Democratic Club Resolution Regarding
Playa del Rey Underground Gas Storage Operations
WHEREAS, SoCalGas operates an underground gas storage (UGS) system in Playa del Rey (partially located beneath the Ballona Wetlands Ecological Reserve), but the City of Los Angeles has a plan ("Green New Deal") to convert natural gas electricity generation to other sources by 2045 (decreasing the need for SoCalGas' UGS) and, according to a California Council on Science and Technology (CCST) report on the "Long-Term Viability of Underground Natural Gas Storage in California" (Executive Summary page 9), the "Playa del Rey facility… does not store or withdraw a large amount of gas providing only about 1% of total… gas storage across California"; and
WHEREAS, SoCalGas' operation in Playa del Rey was described by the CCST as, "… [having] a long history of [leaks] and is located near a large population center in a very high wildfire hazard zone, [and] stands out as a facility with… higher risk to health and safety than the other facilities in California," (ibid, page 4) and "The State should commission a cost-benefit analysis including full consideration of risks… from this facility" (ibid, page 9); and
WHEREAS, Letters from: LA City Council Member Mike Bonin (District 11 on May 22, 2019), State Senator Ben Allen (Senate District 26 on July 2nd and July 23rd, 2019), and the LA County Board of Supervisors (a "five-signature letter" on January 8, 2020), were sent to California's Department of Conservation Division of Oil, Gas, and Geothermal Resources (DOGGR), California Geologic Energy Management Division(CalGEM, DOGGR's successor) and Governor Gavin Newsom requesting a study to look at the viability and feasibility of closing the Playa Del Rey Natural Gas Storage Facility;
Therefore, be it resolved, West LA Democratic Club asks that CalGEM order an immediate halt to injection of gas into the underground gas storage facility operated in Playa del Rey by SoCalGas, temporarily improving public safety until the City of Los Angeles or the State of California orders the facility closed and decommissioned; and
Be it further resolved, this resolution shall be communicated to Governor Gavin Newsom, CalGEM, California Public Utilities Commission, SoCalGas, California Democratic Party, local environmental organizations and Democratic Clubs.
Cc: United States Senators Kamala Harris and Dianne Feinstein, United States Representatives Maxine Waters, Ted Lieu and Karen Bass, California State Senators Ben Allen and Holly Mitchell, California Assemblymember Autumn Burke, LA County Board of Supervisors, LA Mayor Eric Garcetti, LA City Councilmember Mike Bonin

redpajama_set_name: RedPajamaCommonCrawl


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Q: Control 'dgDisplay' accessed from a thread other than the thread it was created on with Parallel.for I get an error trying to use Parallel.For
for (int i = 0; i <= count; i++)
{
  DataGridViewTextBoxColumn columnDataGridTextBox = new DataGridViewTextBoxColumn();
  columnDataGridTextBox.Name = fileDataField[i];
  columnDataGridTextBox.HeaderText = fileDataField[i];
  columnDataGridTextBox.Width = 120;
  dgDisplay.Columns.Add(columnDataGridTextBox);
}

my code with paraller.for
Parallel.For(0, count, i =>
{
  DataGridViewTextBoxColumn columnDataGridTextBox = new DataGridViewTextBoxColumn();
  columnDataGridTextBox.Name = fileDataField[i];
  columnDataGridTextBox.HeaderText = fileDataField[i];
  columnDataGridTextBox.Width = 120;
  dgDisplay.Columns.Add(columnDataGridTextBox); <<< this error add colums
});

A: Controls can only be accessed in the thread that created them (and there is only one UI thread). If your call comes from another thread (which it does since you are in a Parallel.For) you have to use the Invoke method with a delegate to the actual method. To test if you are in the "wrong" thread you can use the InvokeRequired property.
if (dgDisplay.InvokeRequired)
{
    dgDisplay.Invoke(addColumnDelegate, columnDataGridTextBox);
}
else
{
    dgDisplay.Columns.Add(columnDataGridTextBox);
}

When you call this code from inside an event handler of your form it will block because the Invoke method will be executed synchronously. You have to use BeginInvoke instead of Invoke to execute it asynchronously.
Apart from that I would not use Parallel.For here for two reasons:

*

*In a Parallel.For you can not predict the order in which the elements will be calculated.

*Since all calls will end up in the same thread the parallel execution will not give any benefits.

If the column order doesn't matter and you think the creation of Columns should be executed in parallel I would recommend to build an array of DataGridViewColumn objects in the Parallel.For and then assign them to the control using dgDisplay.Columns.AddRange(columns).

redpajama_set_name: RedPajamaStackExchange


text:
Amity Schoolhouse
AMITY SCHOOL
This marker celebrating the history of the Amity School is located on Amity Road in Byram Township. The marker was placed in the year 2006.
"The Amity School was built in 1840, and in continuous use until June 1936. When it was built, Byram Township included part of current Sparta Township, and all of Stanhope and Hopatcong Boroughs. Stanhope Road did not reach from Green Road to Tomahawk Lake. Students came from areas now known as Tomahawk Lake, Seneca Lake, Byram Cove, Bear Pond and Lackawanna Road. The building was sold in 1940 to William Roleson, then to Katherine Spranger Riker, whose son William is the present owner. Students filled Amity School, due to local industries; farming, mining, and producing charcoal and railroad ties."
Photo courtesy of Patte Haggerty-Frato


The library system provides many special resources and services for those patrons with disabilities including technologies that assist with audio and visual difficulties as well as Homebound Services designed to help Greenville County residents, who are otherwise unable, gain access to library materials. Service animals are welcome in all library facilities.
Thousands of items are added to our collection each year. Search the catalog now to find something just right for you.
We have thousands of ebooks, audiobooks, magazines, movies, songs and comics free to download or stream in the comfort of your own home!
Early literacy experts share stories and inspire the imaginations of babies and pre-schoolers at free programs each week. Join us for songs, stories, music and dance and learn how early literacy skills are developed well before your child ever learns to read.
Check out our calendar of events to see what's coming up. We have fun and educational programs for everyone from infants to seniors!
In addition to free WiFi, every location has public PCs with high-speed internet access and Microsoft Office software. You can also print and make copies. Did we mention free WiFi?
Learn to build a resume, speak a language, create a website, repair your car and so much more!
Get the latest Library news here including special events, current exhibits, updates about our newest branch at Five Forks, and new services and technologies available to you at your library.
Each of our 12 locations includes a large meeting space and smaller conference rooms available for reservation. In addition to three large meeting spaces, the Main Library also provides a computer training lab, perfect for group technology training. The Five Forks Branch offers two large meeting spaces and a multi-purpose Collaboration Space.


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text:
Actor Julian Sands disappeared for days after going on a mountain hike in California
Thora Mcdaniel 2 weeks ago 2 min read
Officials said Wednesday that actor Julian Sands has been missing for five days since he went hiking in Southern California's Mount Baldy.
Sands, 65, was reported missing in the Baldi Pool area around 7:30 p.m. Friday, Mara Rodriguez, a spokeswoman for the San Bernardino County Sheriff's Department, reported.
The crew began searching for Sand, known for his role in the movie "A Room with a View", But Rodriguez said the effort was halted on Saturday night due to road conditions and an avalanche hazard.
Rodriguez said search and rescue crews will continue to scan the area using helicopters and drones when weather permits and will schedule another ground search when it is safe to do so.
Actor Julian Sands in Beverly Hills, California, on May 5, 2013.File by Richard Shotwell/Invision/AP
The sheriff's department recommended people heed warnings and avoid the area, where high winds and sleet created treacherous conditions.
"Recent storms causing snow and ice conditions are not conducive to hikers, even those who feel they have a high level of experience," the ministry said in a statement. Advisor.
The department said search and rescue crews launched 14 rescue missions for missing, trapped and injured hikers on the mountain and in the surrounding area over the past four weeks, and two hikers died after falling and injuring themselves.
Baldy Mountain is located in the San Gabriel Mountains, northeast of Los Angeles.
Sands, an English-born actor, starred in 1985's "A Room With a View" and other films, including "Warlock" (1989) and "Arachnophobia" (1990). He has also appeared in many other movies and TV shows over the decades.
See also King Charles made jokes about Prince Harry's 'real' father
Thora Mcdaniel
"Freelance entrepreneur. Communicator. Gamer. Explorer. Pop culture practitioner."
Previous Actor Julian Sands, known for his roles in "A Room with a View" and "Warlock". The missing traveler has been identified in the Jebel Baldi region since Friday
Next Rihanna Receives Apology From Stephen A. Smith because of his Super Bowl remarks
The debate over Andrea Riseborough's Oscar nomination was debated by voters
4 hours ago Thora Mcdaniel
Star Trek: Picard star Annie Wershing has died at the age of 45
12 hours ago Thora Mcdaniel
MrBeast 1000 helps blind people see again through cataract surgery care


text:
Q: How to recursively save GAN generated images to a folder in Kaggle img_list2 = []
img_list2.append(fake)
for i in range(len(fake)):
    vutils.save_image(img_list2[-1][i],
                      "/content/drive/MyDrive/DAugmentn/genPyImage
                       /gpi%d.jpg" % i, normalize=True)

With this code snippet at the end of my model, i successfully saved my Gan generated images recursively to genpyImage subfolder as jpeg files located in my google drive using Colab. I want to do same in kaggle. I have sucessfully loaded the training data and model is working fine in kaggle ,but cannnot save generated images at the end of training in kaggle.I want to take advantage of kaggle GPU.
I tried to create the my genPyImage subfolder in the kaggle output working directory, but not working.

A: It is just a simple task of saving it into kaggle output directory by replacing the output directory with "/kaggle/working" and then download afterwards into local directly.
Change from
vutils.save_image(img_list2[-1][i],
"/content/drive/MyDrive/DAugmentn/genPyImage
/gpi%d.jpg" % i, normalize=True)
To
vutils.save_image(img_list2[-1][i],"/kaggle/working/gpi%d.jpg" % i, normalize=True)


Over any given year, Buckingham Companies donates tens of thousands of dollars in cash and services towards charity and community events all around our service area. A few of the events that we contribute to are Prior Lake Fire Department, Ice Golf, Prior Lake Soccer Club, Winterfest, St John's Western Palooza, Music Fest, American Cancer Society Relay for Life, P.L.A.Y Lacrosse Tournament, Dan Patch Days and Lakefront Days, among many others.
We live here, we employ here, we serve here, we support here.


Product prices and availability are accurate as of 2018-07-30 14:46:22 BST and are subject to change. Any price and availability information displayed on http://www.amazon.co.uk/ at the time of purchase will apply to the purchase of this product.
Foldable Heavy Duty Dog Cage in Pink Comes with 2 doors and removable metal tray 36" long x 24" wide x 26" high (91cm long x 60cm wide x 66cm high) Please note sizes are approximate and should allow for manufacturing tolerances.


feeling that the world is cold and lacks a recognizable purpose. At the end Cadide returns from the cold world and removes himself from the corruption of society only to isolate himself in his work. Only here can he safeguard himself from the evils abroad. This is the only place he could find happiness even though he searched for it through out the world and was rudely awakened finding himself discontent and craving something else.


World's fastest, lightest ultra-compact marine VSAT.
The rugged 37 cm TracPhone V3 hts offers global connectivity and crystal-clear voice calls via advanced next-generation high-throughput satellites (HTS) from Intelsat and SKY Perfect JSAT on the mini-VSAT Broadband SM HTS network. The result is an ultra-compact SATCOM solution that outperforms the leading competing 60-85 cm Ku-band antennas.


text:
Sir Thomas de Umfreville, Knt.
Charts Ancestors of Harriet Hanson Robinson
Sir Thomas de Umfreville, Knt., son of Sir Robert de Umfreville, Knt., Earl of Angus and Eleanor (…), died 21 May 1387.1
Thomas married Joan de Roddam, daughter of Adam de Roddam.1
Joan de Roddam
Sir Robert de Umfreville, K.G., Deputy Admiral of England1
Sir Thomas Umfreville, Knt.+1 b. abt. 1364, d. 12 Feb 1390/91
This person was last edited on 29 Jun 2021
[S1947] Douglas Richardson, Royal Ancestry: A Study in Colonial and Medieval Families, Five vols. (Salt Lake City, Utah: s.p., 2013), 4:17 (Mallory 11), further cited as Richardson, Royal Ancestry.


Brian France said rumors are "seldom right" when the topic of a potential sale of NASCAR came up on SiriusXM on Wednesday.
The NASCAR chairman was on Tradin' Paint Wednesday afternoon and was asked about a Reuters and CNBC report earlier this year that said the France family was exploring a partial sale of the sport.
It's important to note that NASCAR did not shoot down the reports of a potential sale when they emerged in May. A NASCAR spokesperson told Reuters that the sport had nothing to add. That's not a denial.
With Kevin Harvick, Kyle Busch and Martin Truex Jr. combining to win 15 of the season's 20 races, there are just seven different winners through the first 20 races of the season. That means nine of the 16 playoff positions are currently filled via the points standings.
France said he liked the fact that points were at a premium.
His comments are a contrast from what he said in 2014 when NASCAR introduced the 16-driver elimination playoff format.
"The avid fans like [the 16-driver playoff] because they don't particularly care for points racing, even though they understand it," France said in 2014 when it was introduced. "The casual fans don't understand points racing, and they don't even understand when we go into Richmond often, with all the mathematicals, you've got to have a computer next to you to figure out who is in and who is out at a given moment.
While it's true NASCAR redid the points format in 2017 in adding stage points and playoff points, the win-and-in nature of the playoffs didn't change. And by adding more points to races and point carryover throughout the playoffs, NASCAR's move in 2017 meant more of the thing France derided in 2014 — math.


You can think of this as your "unit tests" - simply spin up a transaction, set any relevant Postgres settings (e.g. jwt.claims.user_id), run the SQL you want to test, check the results, and then rollback the transaction.
(Click to expand.) Create some helpers in test_helpers.js.
// Make sure we release those pgPools so that our tests exit!
// deterministic results without conflicts.
// You'll want to replace this with your own version!
These are more integration tests - they pretend to go through the middleware (exercising pgSettings / JWT / etc) and you can place assertions on the results.
(Click to expand.) Create a test_helper.js file for running your queries, responsible for importing options from `server.js`, and setting up/tearing down the transaction. Don't forget to set the environment variables used by this file.
* march toward the future.
// we need to replace it, and re-implement the settings logic. Sorry.
// If there is at least one local setting.
// Actually create our query.
// This does a similar transform that PostGraphile does to errors.
// It's not the same. Sorry.
// This is were we call the `checker` so you can do your assertions.
// You don't have to keep this, I just like knowing when things change!
// makes our tests fairly deterministic.


text:
package item_31;

public enum Ensemble {
	SOLO(1), DUET(2), TRIO(3), QUARTET(4), QUINTET(5), SEXTET(6), SEPTET(7),
	OCTET(8), DOUBLE_QUARTET(8), NONET(9), DECTET(10), TRIPLE_QUARTET(12);

	private final int numberOfMusicians;

	Ensemble(int size) {
		this.numberOfMusicians = size;
	}

	public int numberOfMusicians() {
		return numberOfMusicians;
	}
}

redpajama_set_name: RedPajamaGithub


text:
@compat function default_scales!(v::VegaVisualization)
    v.scales = Array(VegaScale, 3)

    v.scales[1] = VegaScale(name = "x",
                            _type = "linear",
                            range = "width",
                            domain = VegaDataRef("table", "data.x"))
    v.scales[2] = VegaScale(name = "y",
                            _type = "linear",
                            range = "height",
                            domain = VegaDataRef("table", "data.y"))
    v.scales[3] = VegaScale(name = "group",
                            _type = "ordinal",
                            range = "category10",
                            domain = VegaDataRef("table", "data.group"))

    return v
end

@compat function default_axes!(v::VegaVisualization)
    v.axes = Array(VegaAxis, 2)

    v.axes[1] = VegaAxis(_type = "x", scale = "x", title = "x")
    v.axes[1].properties = Dict{Any, Any}("title" => Dict{Any, Any}("fontSize" => Dict{Any, Any}("value" => 14)))
    v.axes[2] = VegaAxis(_type = "y", scale = "y", title = "y")
    v.axes[2].properties = Dict{Any, Any}("title" => Dict{Any, Any}("fontSize" => Dict{Any, Any}("value" => 14)))

    return v
end

@compat function default_legend!(v::VegaVisualization)
    v.legends = Array(VegaLegend, 1)
    v.legends[1] = VegaLegend(fill = "group", title = "Group")
    return v
end


When purchasing cultured pearl jewelry, it's best to buy pearls from a knowledgeable, professional jeweler who can explain how to make the most of your purchase and ensure that you are getting the best quality cultured pearls for your budget. But always remember that the better the quality of pearls you select, the more valued they will be over time. Use the following quality factors to evaluate any piece of cultured pearl jewelry before purchasing.
Cultured pearls come in a wide range of colors from pink to black. While the color of a pearl is often a matter of personal preference, people with fair skin tend to look best in slightly pink or silvery white pearls, while cream and golden pearls look best on those with darker complexions.
Is the combination of surface brilliance and a deep glow that seems to emanate from within the heart of a pearl. The luster of a good quality pearl should be bright, not dull, enabling you to see your own reflection clearly on the surface of a pearl. A pearl that appears too white, dull or chalky indicates poor quality.
When buying a strand of cultured pearls, matching is very important. All the pearls in a good quality strand should be evenly matched in terms of luster, surface, shape, color and size. Well-matched pearl necklaces command top prices because pearl growers must harvest about 10,000 oysters in order to find enough pearls that match closely enough to make up a simple, 16-inch strand.
It is very rare to find a perfectly round pearl, but generally, the rounder the pearl, the more valuable it is. Cultured pearls also come in oval, pear and baroque shapes.
Cultured pearls are measured by their diameter in millimeters. They can be smaller than one millimeter, in the case of seed pearls, or as large as 20 millimeters for a big South Sea pearl. With all other quality factors being equal, the larger the pearl, the more valuable it will be since it is difficult for an oyster to grow a pearl larger than five millimeters. The most popular size of pearls sold around the world is about seven millimeters.
Since cultured pearls are grown by oysters in nature, it is rare to find a pearl whose surface is free from any type of blemish. Blemishes can include disfiguring spots, bumps, pits and cracks on the surface of a pearl. The fewer blemishes on the surface of a pearl, the more valuable it will be.


text:
ISIS Leader Killed on Turkey's Doorstep
Featuring Nicholas Heras
Source: The National Interest
Journalist Matthew Petti
President Donald Trump broke up three weeks of dismal news about Syria with cause for celebration in both America and the Middle East. ISIS (Islamic State) leader Abu Bakr al-Baghdadi was dead after Delta Force commandos cornered him at his northern Syrian lair.
"I want to thank the nations of Russia, Turkey, Syria, and Iraq," Trump said in an October 24 speech. "And I also want to thank the Syrian Kurds for certain support they were able to give us."
A joint Turkish-Iraqi intelligence operation reportedly helped lead to al-Baghdadi's location. After the raid, Turkey detained twenty foreigners affiliated with ISIS.
Read the full story and more in The National Interest.
Nicholas Heras
Former Fellow, Middle East Security Program
Nicholas A. Heras is a former Fellow at the Center for a New American Security (CNAS), working in the Middle East Security Program. His work focused on the analysis of complex...


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BURLINGTON, MA–Founders of the Academy of Creative Arts Java Joshi and Hetal Joshi add another venture to their array of programs supporting various forms of creative and performing arts. This time they are venturing into promoting the art from artisans of India who make thier livelihood on creating handicrafts.
Academy of Creative Arts now will have an Artizans gift store where articles from various artists from India will be on sale. Proceeds from the sales will benefit the artists who created them.
The Artizans store contains everything from DIY Art and Painting kits, to doll making kits, Dupatta block printing kits to colorful embroidered gift articles like mobile carrying case, ipad carrying case, potli purses, small gift potlis (bags), clothing, accessories, etc.
The DIY Art kids are perfect for engaging in a creative process for any event or to make a great birthday party activity. Clothing collection is perfect combination of rural art meeting urban needs… the new age artizans have found a way to appeal the new generation of fashion enthusiasts creating a unique blend of art and style. Its a wonderful way to support artists while exploring and enjoying products of our artizans.
"In line with our vision to bring all forms of creative and performing arts under one roof at Academy of Creative Arts… We now want to create opportunities for handicraft artists to showcase and sell their work directly to consumers through our new venture ARTIZANS – THE HANDICRAFT STORE… Royalties from the sales go directly to the local artists involved in creating these products," Joshis said in a statement.
Artizans will kick off with a Mothers day special sale at the Academy of Creative Arts Saturday May 12 and Sunday May 13 from 11 am to 5 pm at 12 A Street, Burlington, MA 01803.


text:
Lifestyle Opinion
Lifestyleopinion
Rachel Mainwaring: Why supporting England in the World Cup is a no-brainer for me
Our columnist Rachel on how her six-year-old son can't wait for kick-off in Brazil
Rachel Mainwaring
England fans watching the World Cup draw
Hello World Cup. I've been expecting you.
Thank you for finally arriving. What a relief to my son who has been counting down for months. And what a relief to me, who has been having to constantly Google "How many days until the World Cup?" for the past I don't know how long.
You see, to say my little boy is obsessed with football, is an understatement.
He literally exists for it, spending hours in the garden honing his skills and watching whatever game happens to be on the TV at the time (like, for example, a friendly against Brazil and Serbia last weekend) reading football annuals under the duvet with his Cardiff City torch when he should be sleeping, and collecting enough Panini stickers to bankrupt me.
World Cup 2014 opening ceremony
When he's not getting grubby outside (because, apparently, it's obligatory to roll around in mud once you've scored a penalty with your left foot) he's playing with a foam one in the kitchen, nagging whoever is there to go in goal.
He wears only football kits, needs his Messi footy boots close by at all times, and could reel off most of the players of each team in the Premier League, telling you where they are from, how tall they are and whether they are any good at scoring.
So you see, I'm rather pleased you are finally here. It's a bit like Christmas, and I intend to relish the next few weeks. It's fair to say I've become something of a football mum. His obsession seems to have worn off on me. While I grew up in a mainly rugby household, marrying a keen footballer "turned" me to the round ball.
Many a cold, wet Boxing Day I've spent in Ton Pentre, let me tell you.
But the fact my six-year-old son has shown such an interest in playing and watching the beautiful game has definitely rubbed off on me.
I know the off-side rule, I could tell you the difference between a direct and an indirect free kick and I actually felt like crying when Aaron Ramsey scored the winning FA Cup goal for Arsenal, my boy's favourite team.
And, after much waiting, we are now going to see some of the world's finest footballers showing off their skills (and their pecs, no doubt, thanks to Christiano Ronaldo).
I've heard people yawn with disdain at the current World Cup fever sweeping the nation. And though you couldn't get a prouder Welsh girl than me – born, bred and never moved away from Cardiff – I've got an admission to make.
I am supporting England. I will be watching their games and willing them to win.
There, I've said it.
And it's not just because I married an Englishman and life would be quite miserable if we weren't supporting the same team. Seriously, why not support them?
What's so wrong with shouting for a team made up of blokes who are on my telly week in, week out?
They are in my kitchen every Saturday lunchtime with Football Focus and in my lounge for Match of the Day every Saturday night. I watch repeats with George, over and over, so why wouldn't I want Stephen Gerard and co to lift the Word Cup?
Yes, rivalling the success of 1966 would probably be very tiresome after a while, but with the absence of Wales, Scotland, Northern Ireland and Ireland, why wouldn't I shout for a country that's just a few miles away over a bridge?
For me, it's an easy decision. My kids have an English daddy and I like football. Admittedly, I won't cry with heartache if they go out on penalties in the semi-final (again) but I'd be more than happy to see them lift the World Cup.
It's not about being unpatriotic to Wales. If Wales were there (Oh God, how I wish they were there) they would have my 100% commitment.
But, this year, in the 2014 World Cup, it's a no-brainer. The boy rules. He's has been wearing his England kit for weeks during the build-up (when he's not wearing the Arsenal, Cardiff City or Barcelona ones) and as a mum I'd be daft not to side with him and the hubby.
As for George, he remains resolute in his ambition to be a professional footballer. One day, he believes, it will happen and there's nothing like a bit of ambition when you are six.
But for now, I will delight in his delight at watching.
Come on you boyos from England, make it worth my while. Pob lwc.
More on the World Cup
Abbo & Chris' World Cup predictions
WATCH: The real World Cup as Ronaldo, Rooney and Messi save the planet in Samsung advert
World Cup 2014: How to follow the action on TV and radio
10 ways to survive the World Cup in Wales if you're English
Your guide to (not) watching the World Cup on TV
Nigel Owens' explosive World Cup 2014 column
World Cup 2014: Tell us who you think will win each group
Pembrokeshire MurdersThe horrifying unknown details of John Cooper's life which culminated in multiple murdersThe Pembrokeshire Murders was based on this brutal man whose cruelty to his own animals and children escalated to some of Wales' most notorious crimes
The Gower dream home with a massive sunken hot tub in the garden and sea views
Amazing HomesPerfect property to enjoy a perfect coastal location
The Pembrokeshire Murders: What it was like growing up as John Cooper's son Andrew
TVA heartbreaking element of the true-crime drama is down to Andrew Cooper's openness to writer Nick Stevens
You could live on Cardiff's millionaires' row for £280k
CardiffThe last property to be sold on the street was priced at £1.2m
Stars of The Pembrokeshire Murders and their real-life counterparts
Pembrokeshire MurdersThe hit ITV true-crime drama has had 6.3million viewers engrossed in the story of how killer John Cooper was finally caught
NewportSome of Newport's most iconic lost sights in picturesAs part of the city's ever-evolving nature, many features have disappeared over the years
It's A Sin: Who's in the cast of Russell T Davies' new Channel 4 drama?
Channel 4There's a cast of newcomers, a Hollywood star and UK TV legends in Russell T Davies' brand new '80s-set drama, It's a Sin
It's a Sin: Air date, who's in it and what's it about?
Channel 4The brand new, 1980s-set drama from Channel 4 starts soon
Dance hall, food stalls and Argos: The history of a beloved Newport venue
NewportIn around 130 years of existence, it has transformed into a cinema, a dance hall and a bingo hall, among other things


text:
Does working from home work in developing countries?
Infrastructure constraints are major obstacles for working from home in developing countries
Mariana Viollaz, December 2022
Work-from-home possibilities are lower in developing than in developed countries. Within countries, not all workers have equal chances of transitioning from the usual workplace to work-from-home. Moreover, infrastructure limitations and lack of access to certain services can limit the chances of effectively working from home. Having a home-based job can affect, positively or negatively, work–life balance, levels of job satisfaction and stress, and productivity. The differential chances of working from home may end up increasing the levels of income inequality between workers who can and those who cannot work from home.
Digital leadership: Motivating online workers
Which leadership techniques and tools should digital leaders use to communicate effectively with remote teams and gig workers?
Petra Nieken, September 2022
Remote work and digital collaborations are prevalent in the business world and many employees use digital communication tools routinely in their jobs. Communication shifts from face-to-face meetings to asynchronous formats using text, audio, or video messages. This shift leads to a reduction of information and signals leaders can send and receive. Do classical leadership and communication techniques such as transformational or charismatic leadership signaling still work in those online settings or do leaders have to rely on transactional leadership techniques such as contingent reward and punishment tools in the remote setting?
Presenteeism at the workplace
Working when sick is a widespread phenomenon with serious consequences for workers, firms, and society
Claus Schnabel, May 2022
Many workers admit that at times they show up for work even though they feel sick. This behavior, termed "presenteeism," is puzzling since most workers do not incur financial losses when staying home sick. The various reasons behind presenteeism are person-related (e.g. individuals' health or job attitude) or work-related (e.g. job demands and constraints on absence from work). Working when sick can have positive and negative consequences for workers' performance and health, but it also affects co-workers' well-being and firms' productivity. There are various strategies as to how firms can address presenteeism.
Performance-related pay and productivity Updated
Do performance-related pay and financial participation schemes have an effect on firms' performance?
Claudio LuciforaFederica Origo, January 2022
A growing number of firms offer compensation packages that link pay to performance. The aim is to motivate workers to be more efficient while also increasing their attachment to the company, thereby reducing turnover and absenteeism. The effects of performance-related pay on productivity depend on the scheme type and design, with individual incentives showing the largest effect. Governments often offer tax breaks and financial incentives to promote performance-related pay, though their desirability has been questioned due to large deadweight losses involved. The diffusion of remote work will increase the relevance of performance-related pay.
Inequality and informality in transition and emerging countries Updated
A bidirectional relationship between informality and inequality exists; in transition and emerging countries, higher informality decreases inequality
Roberto Dell'Anno, April 2021
Higher inequality reduces capital accumulation and increases the informal economy, which creates additional employment opportunities for low-skilled and deprived people. As a result, informal employment leads to beneficial effects on income distribution by providing sources of income for unemployed and marginalized workers. Despite this positive feedback, informality raises problems for public finances and biases official statistics, reducing the effectiveness of redistributive policies. Policymakers should consider the links between inequality and informality because badly designed informality-reducing policies may increase inequality.
Correspondence testing studies Updated
What is there to learn about discrimination in hiring?
Dan-Olof Rooth, January 2021
Anti-discrimination policies play an important role in public discussions. However, identifying discriminatory practices in the labor market is not an easy task. Correspondence testing provides a credible way to reveal discrimination in hiring and provide hard facts for policies, and it has provided evidence of discrimination in hiring across almost all continents except Africa. The method involves sending matched pairs of identical job applications to employers posting jobs—the only difference being a characteristic that signals membership to a group.
Who benefits from firm-sponsored training? Updated
Firm-sponsored training benefits both workers and firms through higher wages, increased productivity and innovation
Benoit Dostie, July 2020
Workers participating in firm-sponsored training receive higher wages as a result. But given that firms pay the majority of costs for training, shouldn't they also benefit? Empirical evidence shows that this is in fact the case. Firm-sponsored training leads to higher productivity levels and increased innovation, both of which benefit the firm. Training can also be complementary to, and enhance, other types of firm investment, particularly in physical capital, such as information and communication technology (ICT), and in organizational capital, such as the implementation of high-performance workplace practices.
Bonuses and performance evaluations
Individual bonuses do not always raise performance; it depends on the characteristics of the job
Dirk Sliwka, July 2020
Economists have for a long time argued that performance-based bonuses raise performance. Indeed, many firms use bonuses tied to individual performance to motivate their employees. However, there has been heated debate among human resources professionals recently, and some firms have moved away from individual performance bonuses toward fixed wages only or collective performance incentive schemes such as profit-sharing or team incentives. The appropriate approach depends on each company's unique situation, and managers need to realize that individual bonus plans are not a panacea to motivate employees.
Are workers motivated by the greater good? Updated
Workers care about employers' social causes, but the public sector does not attract particularly motivated employees
Mirco Tonin, July 2020
Employees are more willing to work and put effort in for an employer that genuinely promotes the greater good. Some are also willing to give up part of their compensation to contribute to a social cause they share. Being able to attract a motivated workforce is particularly important for the public sector, where performance is usually more difficult to measure, but this goal remains elusive. Paying people more or underlining the career opportunities (as opposed to the social aspects) associated with public sector jobs is instrumental in attracting a more productive workforce, while a proper selection process may mitigate the negative impact on intrinsic motivation.
Internal hiring or external recruitment? Updated
The efficacy of hiring strategies hinges on a firm's simultaneous use of other policies
Jed DeVaro, May 2020
When an employer fills a vacancy with one of its own workers (through promotion or horizontal transfer), it forgoes the opportunity to fill the position with a new hire from outside the firm. Although firms use both internal and external hiring methods, they frequently favor insiders. Internal and external hires differ in observable characteristics (such as skill levels), as do the employers making the hiring decisions. Understanding those differences helps employers design and manage hiring policies that are appropriate for their organizations.


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Frontpage Sports Page 3
NNSL Sports Stories
Twelfth time lucky for Richard Beck in Canadian Championship Dog Derby
James McCarthy - April 1, 2019
In a surprise twist this year, the Canadian Championship Dog Derby was won by a member of the Beck family. Chances are you knew that already. Richard Beck proved yet again that he's still a perennial...
Sage Acorn wins division at Canada West Short Track Championships
James McCarthy - March 26, 2019
We've all read and heard about how Wren Acorn is making her charge against the elite junior speedskaters of the country. But there's another member of the Acorn clan who's beginning to make some noise...
Three-peat of college hockey titles for Yellowknife's Jacob Schofield
If you're going to close out your college hockey career, you may as well do it in style. Jacob Schofield got the chance to do just that on Saturday night as the Yellowknife star helped...
Inuvik introduces curling to Germans
Aaron Hemens - March 25, 2019
Members from a German documentary film crew visiting from New York spent their final night in Inuvik drinking beer and throwing rocks at the town's Curling Club on March 22. The team from the New...
Another top-10 for Wren Acorn at national event
Wren Acorn's competitive season is done and she wrapped it up with another fine showing on the national stage. The 15-year-old competed at the Canadian Junior Selection Meet in Sherbrooke, Que., last weekend and finished...
Skiers wrap up season at Canadian Ski Championships
You could forgive the Yellowknife Ski Club's high performance program if they seem a bit fatigued. They have, after all, had a busy last few weeks of competition. The program's competitive season is all done following...
Yk gymnasts win big at University of Calgary International Cup
If you were to ask the Yellowknife Gymnastics Club, it was worth the trip to Calgary last weekend. A total of 12 gymnasts from the club competed at the University of Calgary International Cup and...
Frostbite 50 brings out dozens of competitors for annual event
It would be hard to say you got frostbite at this year's Frostbite 50. The Yk Multisport Club's annual event happened on a very warm Sunday, with dozens of entrants trying their luck to ski...
DT Electric Futures U13 and U15 basketball squads win seventh place games at Alberta...
For the first time, Basketball NWT had teams playing in the Alberta Basketball Youth Provincials. And it wasn't a blowout by any stretch of the imagination. The DT Electric Futures program was a U13 and U15...
Jamie Koe skips rink to victory at NWT Mixed Curling Championship
Jamie Koe is all done with curling for this season and he ended off on a winning note. Koe skipped his rink of Kerry Galusha, David Aho and Megan Koehler to victory at the NWT...
Inuvik Curling Club hosts second annual Mixed Doubles Funspiel
The Inuvik Curling Club hosted its second annual Mixed Doubles Funspiel on March 17, where nine teams came out to the Midnight Sun Complex and competed for cash prizes. "We ran it last March also,...
Yellowknife rinks win titles at NWT Seniors Curling Championships
What's old is new again when it comes to seniors curling in the NWT. No pun intended. But the two rinks heading to the Canadian Seniors Curling Championships in Chilliwack, B.C., later this month are exactly...
NWT Darts Championships sees men's and women's teams selected for Canadian Championships in June
The Canadian National Darts Championships are happening in Saskatoon in June and Team NWT will be right there battling with the rest of the country. And if what some of the team members are saying...
A&K best KIA to claim crown
Craig Aglukark scored 1:24 into the first overtime period to give A&K a 5-4 win over the KIA to take the Rankin Inlet Senior Men's Hockey League championship three games to two. The championship series...
Traditions celebrated at the seventh annual Northern and Dene Games Summit
A total of 180 athletes from each community in the Beaufort Delta Region participated in the seventh annual Northern and Dene Games Summit that took place at Inuvik's East Three Secondary School from March...
Four times lucky for Kevin Koe at Tim Hortons Brier
For the fifth time in his career, Kevin Koe will have the honour of wearing the maple leaf in international play. It will be the first time he'll get to wear it while on home...
Kerry Galusha talks about disappointment of missing playoffs at Scotties Tournament of Hearts
James McCarthy - March 7, 2019
The NWT has missed the playoffs at the Scotties Tournament of Hearts many times before. No need to belabour that fact. This year, though, it was meant to be different. Kerry Galusha and her rink...
Yk karateka wins top spot in novice shindo at South Calgary Wado Kai Karate...
When you travel to any sports tournament, you want to do well. After all, it's not cheap to travel from Yellowknife to anywhere. Matthew Bui, though, did well enough that he came home sporting some...
Yellowknife Flyers and Hay River Huskies renew the Battle of the Big Lake in...
The new rink in Hay River has been up and running for close to a year now and there was only one thing missing from the ice. It was the Northern Hockey Challenge – the...
Inuvik serves first northern volleyball tournament
Aaron Hemens - March 4, 2019
Inuvik hosted the region's first northern Territorial Volleyball Tournament on March 1 to 2, where players and fans from communities throughout the Beaufort Delta Region flocked to East Three Secondary School's gym to participate...
Bronze medal for judoka Wilson Elliot at Canada Winter Games
He was expected to be the go-to guy when it came to a podium finish for Team NT at the Canada Winter Games in Red Deer, Alta., and he didn't disappoint. Wilson Elliot is a...
Team NT sees some success at Canada Winter Games
(Updated 12:17 p.m. Wednesday) They did what they had to do and thanks to a bit of help from Prince Edward Island, Team NT's girls hockey team will get a chance to play with the...
Team NT girls hockey team hits the win column
Big day on the ice for Team NT's girls hockey team at the Canada Winter Games in Red Deer, Alta., today. The girls took down Newfoundland and Labrador this afternoon by a score of 4-1....
Wren Acorn reflects on Canada Winter Games experience
There are no more secrets about Wren Acorn anymore. If the rest of the country didn't know before, they now know just what she's capable of. Acorn was Team NT's best solo athlete at the Canada...
Youth skate night continues to be a hit
Aaron Hemens - February 24, 2019
Every Friday from 6:45 pm to 7:45 pm, Inuvik youth are given exclusive access to free ice time at the Roy "Sugloo" Ipana Arena in the Midnight Sun Complex, all thanks to the Inuvik...
Team NT boys hockey team gets ready for its "playoff round" at Canada Winter...
Had it not been for some bad luck, there's a very good chance we would be talking about Team NT's boys hockey team being in with a chance to play for a playoff spot...
Tired but resolute Nunavut boys hockey squad set for placement round
You could forgive Nunavut's Canada Winter Games boys hockey team for being a bit gassed after their final round-robin game against Team NT on Feb. 18, a 6-0 loss to give the boys a...


HOUSTON — A new asylum hearing has been ordered for an award-winning Mexican journalist detained in a remote Texas immigration facility.
No date has been set for Emilio Gutierrez-Soto's new hearing ordered by the U.S. Board of Immigration Appeals.
An immigration judge in July denied his asylum request and ordered him deported, but the appeals board halted his removal in December pending its decision. Since then, he's remained in an El Paso immigration detention centre.
Gutierrez fled to the U.S. a decade ago after writing about alleged corruption in the Mexican military. His work caused his name to end up on a hit list.
Gutierrez in October accepted the John Aubuchon Press Freedom Award from the National Press Club in Washington on behalf of Mexico's journalists.


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An Art Lover's Haven in the Midst of the Greenwich Library: The Flinn Gallery
[This post was first published 1/13/15, in the interim, the Flinn Gallery has continued to amaze. Its current exhibit, Beyond Boundaries: An Exploration of Maps and Mapping
, on display until December 9, is another example of its commitment to exciting, innovative art and artists.]
Lisa Corrine Davis, Capricious Circuitry, on view until December 9.
In the spring and fall of 2013, two interviewers from the Greenwich Oral History Project conducted interviews with two Flinn Gallery volunteers having a wealth of knowledge about this very special non-profit education space. The first was conducted with Betty Burke (Elizabeth Hourigan Burke). As a former library trustee, her involvement with the gallery goes back to the days when it was known as the Hurlbutt. The second interview, with Sandra Herman, is equally insightful. Her involvement with the gallery also goes back to those early days.
The following is a composite summary of the interviews with these two volunteers whose contribution to the gallery's growth and development has been critical:
What do LEGOS, TIME Magazine covers, cutout artwork and contemporary Japanese antiques have in common? All have at one time been featured exhibits at the beautiful Flinn Gallery, located on the second floor of the Greenwich Public Library.
The Flinn Gallery is a haven for Greenwich residents to visit and become educated about and exposed to a multitude of different artists, methods and mediums from around the world. The diversity of the Gallery's past exhibits ranges from shows featuring flower paintings or Jim Henson's Sesame Street, to features exhibiting personal portraits or private art collections gathered from Greenwich residents themselves.
The Flinn on the second floor of the library
While every show varies in terms of theme and structure, one can typically find the featured artist or artists giving talks at the opening reception on a Sunday afternoon to guests eager to learn more about the inspiration, medium and development of their artwork. Hors D'oeuvres might be passed or one might find a buffet of doughnuts and cider, with the spirit of each exhibition being echoed throughout the six week long show. For those who are unable to attend the opening day of any given exhibit, there are often placards or even short videos accompanying the featured artwork in the gallery, offering a deeper understanding of what is being presented.
Behind every featured show at the Flinn Gallery is a group of about 60 active and hard working members, whose love of art has brought them together to share in the joy and gratification of educating the Greenwich public about various art forms. For each of the 6 shows held every year, a Chairman and Vice Chairman are elected to organize and run the show. Volunteers sign up to cover a variety of tasks such as hanging, painting pedestals, organizing papers and artwork and manning the desk during exhibitions. While the end-result is rewarding for members, it is the deeply held friendships and connections that most reverberates among them.
For those wondering how artists are selected to be featured at the Flinn, the answer lies with the Selection Committee. Planning for each show begins at least 1-2 years out. Artists from around the world apply, and every strong contender is visited by at least one member, who evaluates the artist's work and makes a recommendation to the committee. The diversity of the Flinn's past exhibits reflects its mandate: education of the Greenwich public.
While the Selection Committee is certainly not against featuring local Greenwich artists, there is a focus on bringing in outside artists who are not as familiar to the Greenwich audience. Artists have come from as far as Austrailia, Brazil, Norway and Scotland and have used mediums ranging from the traditional paint, clay and photography to the more avant-garde Legos and cutouts. Each show is unique. Sometimes the work of a single artist will be featured, and other times artists will be grouped together by theme.
The Hurlbutt Gallery, predecessor to the Flinn, was named after a well-liked, longtime librarian and was originally located in the Franklin Simon Building. After construction of the Peterson Wing, the Flinn Gallery opened in 2000 and was named after Larry and Stephanie Flinn, whose generosity, in part, made construction of the gallery possible. The very first show featured at the new Flinn Gallery featured pieces from the private collection of Walter and Molly Bareiss, local Greenwich collectors of over 60 years.
Designed by architect Cesar Pelli, the Flinn Gallery is a beautiful space, constructed specifically for the purpose of featuring art. Its movable walls have hidden storage bins to hide pedestals not in use, and the fabric-covered walls are perfect for hanging artwork in many different layouts. No detail goes unnoticed, with special emphasis being placed on the lighting and layout of each exhibition. The gallery truly strives to make each show the best that it can be.
Pelli, an architect known around the world for the design of large scale projects including hospitals, schools and hotels, was convinced to take on designing the Peterson Wing by then-head of the board, Henry Ashforth. As the story goes, upon Pelli's visit to the library, the elevator doors opened on the 2nd floor revealing the huge glass walls of the Hurlbutt Gallery standing before him. Intrigued, Pelli inquired about the gallery, and returned later for a tour when it was open. In his own words, the idea of a free art gallery inside of the library was "fantastic" and Pelli's design for the Peterson Wing reflected that sentiment by including plans for a proper art gallery – what would later become the Flinn.
Dan Moser Long piece, on view until January 21, 2015
Shows continue to be held at the Flinn Gallery from September to mid-June. For those interested in learning more about the Flinn, visit the Greenwich Public Library or go to Flinngallery.com.
The two interviews, "Flinn Gallery at the Greenwich Library," with Elizabeth "Betty" Hourigan Burke, April 29, 2013 and "Flinn Gallery Participation," with Sanda "Sandy" Herman, September 18, 2013 are available through the Greenwich Oral History Project office located on the lower level of the library or in the reference area on the first floor.
An Art Lover's Haven in the Midst of the Greenwich...


The dessert is super easy. In a triffle bowl, do a layer of pumpkin muffins or pumpkin bread. The next layer is vanilla pudding. The third layer is a mixture of Cool Whip and pumpkin out of a can and the final layer are the Pumpkin Spice Latte M&Ms. Then you simply repeat each layer!
As you can see in the video, it's really fast and easy…even with a baby strapped to you!


text:
Louis Armstrong Stadium Architect Matt Rossetti on 2018 U.S. Open Unveiling
Aug. 28th	/ Detroit City of Design
Featured in Sports Illustrated
Lisanti talks with Rossetti, who is president, CEO and "chief architect of fun" for ROSSETTI, the lead architecture firm behind the five-year design and transformation of the USTA Billie Jean King National Tennis Center and more specifically, the new Louis Armstrong Stadium making its debut at the 2018 U.S. Open. Rossetti discusses the overall design process and vision for the new, $200 million stadium, which will feature a retractable roof, seating for about 41,000 spectators, a special natural ventilation system and more. Rossetti also discusses the noise issue that came up during the first year of the Arthur Ashe roof and how he sought out feedback from top players such as Venus and Serena Williams to make sure the environment was suitable for the players on court.
Read more and listen to the podcast.
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text:
package handlers

import (
	"appengine"
	"appengine/datastore"
	"code.google.com/p/mlab-ns2/gae/ns/data"
	"code.google.com/p/mlab-ns2/gae/ns/rtt"
	"errors"
	"fmt"
	"net"
	"net/http"
)

const (
	URLRTTMain = "/rtt/"
)

var (
	ErrNoToolIDSpecified = errors.New("rtt: No Tool ID specified in request.")
	ErrNotEnoughData     = errors.New("rtt: The RTT resolver has insufficient data to respond to this query.")
)

func init() {
	http.HandleFunc(URLRTTMain, RTTHandler)
}

// RTTHandler is a simple handler which uses the URL parameter 'url' or client's
// IP to find a Sliver with lowest RTT.
func RTTHandler(w http.ResponseWriter, r *http.Request) {
	c := appengine.NewContext(r)

	// Get IP to use as client IP.
	ipStr := r.FormValue("ip")
	if ipStr == "" {
		ipStr = r.RemoteAddr
	}
	ip := net.ParseIP(ipStr)

	// Get Tool ID
	toolID := r.FormValue("tool_id")
	if toolID == "" {
		http.Error(w, ErrNoToolIDSpecified.Error(), http.StatusInternalServerError)
		c.Errorf("rtt.RTTHandler: %s", ErrNoToolIDSpecified)
		return
	}

	// Query RTT resolver.
	resp, err := RTTResolver(c, toolID, ip)
	switch err {
	case ErrNotEnoughData:
		http.Error(w, err.Error(), http.StatusNotFound)
		c.Errorf("rtt.RTTHandler: %s", err)
	case nil:
		fmt.Fprintln(w, resp)
	default:
		http.Error(w, err.Error(), http.StatusInternalServerError)
		c.Errorf("rtt.RTTHandler: %s", err)
	}
}

// RTTResolver returns a Sliver from a Site with lowest RTT given a client's IP.
func RTTResolver(c appengine.Context, toolID string, ip net.IP) (net.IP, error) {
	cgIP := rtt.GetClientGroup(ip).IP
	rttKey := datastore.NewKey(c, "string", "rtt", 0, nil)
	key := datastore.NewKey(c, "ClientGroup", cgIP.String(), 0, rttKey)

	// Get ClientGroup from datastore.
	var cg rtt.ClientGroup
	err := data.GetData(c, MCKey_ClientGroup(cgIP), key, &cg)
	if err != nil {
		if err == datastore.ErrNoSuchEntity {
			return nil, ErrNotEnoughData
		}
		return nil, err
	}

	// Get first error-less Site and a random SliverTool from selected Site.
	var siteID string
	var sliverTool *data.SliverTool
	for _, sr := range cg.SiteRTTs {
		siteID = sr.SiteID
		sliverTool, err = data.GetRandomSliverFromSite(c, toolID, siteID)
		if err == nil {
			return net.ParseIP(sliverTool.SliverIPv4), nil
		}
	}
	// No valid Site found.
	return nil, ErrNotEnoughData
}

// MCKey_ClientGroup returns a key for use in memcache for rtt.ClientGroup data.
func MCKey_ClientGroup(ip net.IP) string {
	key := fmt.Sprintf("rtt:ClientGroup:%s", ip)
	return key
}


but I travel for weddings and projects.
I would love to capture your significant moments, wedding, love story, style, and make the ordinary extraordinary.
I enjoy authentic moments, messy things, rooftop views, untouched wilderness, cakes, goofy people, road trips, the light in the desert, and hiding away somewhere with my closest friends.
For me, photography lets me create memories that one can keep and look back on. For anyone who has lost somebody close to them, this becomes so much more important. Because sometimes we don't have any photos to look back on. So I'd like to create those memories while they exist, to put them in a time capsule and extend their life time.
Whether they are small or big moments, it doesn't matter. Those small, trivial moments, may seem much bigger later on in life.
I grew up in Germany, but left alone when I was a 14 year old kid to go to school in the UK, and moved to India for a while when I was 16. I have been involved in art since I can remember, always creating and discovering new things and finding ways to express what was going on inside my head.
I'm a wedding, lifestyle, couples, and portrait photographer who travels a lot and enjoys working on creative projects that explore culture, the environment and people.
I'm keen on documenting real life and imperfect stories. Let me hear yours!
For weddings: Like a poem or a novel, I will capture and tell your story. Whether it's on a mountain top, or in front of your friends and family, I will be there to document each chapter. The raw little moments and the big explosive emotions, or simply a tiny glimpse, a millisecond that means everything. Wedding guests describe me as very discreet and most of the time, you'll barely know I'm there.
For creative shoots: We can come up with a concept together and collaborate on the shoot. I enjoy finding interesting locations and playing around with styles and the right light.
For couples sessions: I will let you do your thing! I try to create an atmosphere that is intimate and cozy, so you can feel comfortable to just be yourselves. And don't worry, I will give you directions and help you with posing, if needed.