Disaster recovery planning is the mechanism by which are anticipated and addressed. Just what is a "technology related disaster"? Oddly enough, the first challenge in the planning process is to quantify the meaning of the word in the IT management context.
Action Item: It's time to get your disaster recovery plans underway with the steps and techniques provided in our full IT Service Strategy Toolkit.
To provide for an orderly recovery process, reducing "panic" decision making.
In the IT management context, there are many levels to defining "disaster" and multiple options to address each level. To make things easier, the broad view of disaster recovery can be broken down into three (3) primary planning options –prevention, anticipation and mitigation.
The goal of "preventative" disaster recovery planning is to ensure that all key systems are as secure and reliable as possible, in order to reduce the frequency or likelihood of "technology related disasters". Since natural disasters usually lie outside our sphere of influence, prevention most often applies to systems problems and human errors, to include physical hardware failures, software bugs, configuration errors and omissions, and acts of malicious intent (virus attacks, security violations, data corruption…). Using the right set of tools and techniques, it is possible to preclude both the occurrence and related damage from any and all of these sorts of "disasters".
Anticipation strategies revolve around "assumptions" …. the ability to foresee possible disasters, in order to identify possible consequences and appropriate responses. Without a crystal ball, contingency planning can be a challenging process. It involves knowledge and careful analysis. Knowledge is derived from experience and information …. understanding the systems you have, how they are configured, and what sort of problems or failures are likely to occur. And the related analysis involves a careful balancing of circumstances and consequences.
Mitigation is all about "reaction and recovery" …. the ability to respond when and if a disaster occurs. Accepting that certain disasters are unavoidable, and perhaps inevitable, the goal of any mitigation strategy is to minimize negative impact.
Maintain an "alternative workplace plan" to allow designated staff to work from home or other locations.
If your IT shop has the right skills, open source systems management tools may be a fit for your data center and save money over proprietary solutions. This slides will show features some of the top tools.
Usenix, a systems administration user group, and Zenoss, an open source systems management vendor, recently completed a survey on open source systems management software use between 2006 and 2009. Respondents were attendees of the organization's Large Installation System Administrators conference. Nearly all respondents use or plan to use open source systems management tools, with many shops turning toNagios, Cacti, Zabbix, GroundWork and the OpenNMS project. When asked "What are the top areas where you plan to use open source systems management tools?" 90% answered monitoring, around 60% said configuration and around 50% said patch management.
Special skills to use open source systems management tools?
Starting in 2009, a much larger percentage of data center managers indicated proprietary systems management software has an advantage over open source tools in advanced product features. In 2009, 33% of all respondents indicated that product features played a bigger part in defining the advantages of commercial tools, versus 10% in the previous year. Though not explicitly spelled out in the survey, you can translate product features to "virtualization management features." Matte is using Zenoss' open source offering, Zenoss Core, and said he has evaluated Zenoss' proprietary enterprise ZenPacks, which have virtual machine management features. "I have taken a look at the enterprise ZenPacks, and there is nothing like the VMware [Management] Pack in the open source community," Matte said.
Spacewalk is an open source Linux systems management tool and the upstream community project from which the Red Hat Network Satellite product is derived. Spacewalk provides provisioning and monitoring capabilities as well as software content management.James Hogarth, a data center admin in the U.K., uses Spacewalk to manage 100 hosts in a CentOS-based environment for an entertainment website built on the Grails distribution. Hogarth said his company's entire environment is focused on open source software — even migrating server virtualization from VMware to the Red Hat Kernel-based Virtual Machine (or KVM) hypervisor — and that open source focus was a major factor in the decision to use open source systems management tools.
In the open source space, Cfengine and Puppet are leading data center automation and configuration tools. In 1993, Mark Burgess at Oslo University College wrote Cfengine, which can be used to build, deploy, manage and audit all the major operating systems. Cfengine boasts somelarge customers, including companies such as eBay and Google. Cfengine offers a proprietary commercial version called Cfengine Nova. As an open source-only product, Puppet takes a different approach, and its creators, Puppet Labs, make money through training and support.Puppet founder Andrew Schafer, for example, wrote a column on Puppet and how it works. Also, James Turnbull recently wrote a book on using Puppet in the data center. Turnbull has also written tips on Puppet, including the recent article on using the Puppet dashboard. The Oregon State University Open Source Laboratory uses Cfengine for systems management but planned to move to Puppet. "From a technical point of view, Puppet offers more flexibility and an ability to actually use real code to deal with tasks. Cfengine has its own syntax language, but it's not really suited for complex tasks," said OSUOSL administrator Lance Albertson in an interview earlier this year.
Is Nagios right for your data center?
Based on a recent Gartner study, the annual cost of a Wintel rack averages around $70,000 USD per year. This excludes the business cost of a rack. Risking losing business continuity or your infrastructure due to environmental issues is not an option. What are the environmental threats at a rack level?A mistake often made is to only rely on monitoring the conditions at a room level and not at a rack level. The American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) recommends no less than 6 temperature sensors per rack in order to safeguard the equipment (top, middle, bottom at front & back of rack). When a heat issue arises, air conditioning units will initially try to compensate the problem. This means that with room level temperature monitoring, the issue will only be detected when the running air conditioning units are no longer capable of compensating the heat problem. It may be too late then.We recommend monitoring temperature per rack at a minimum of 3 points: at the bottom front of the rack to verify the temperature of the cold air arriving to the rack (combined with airflow monitoring); at the top front of the rack to verify if all cold air gets to the top of the rack; and finally one at the top back of the rack which is typically the hottest point of the rack. Intake temperature should be between 18°-27°C / 64°-80°F. Outtake temperature should typically be not more than 20°C / 35°F of the intake temperature.
What is the impact of temperature on your systems? High end systems have auto shutdown capabilities to safeguard themselves against failures when temperature is too high. However before this happens systems will experience computation errors at a CPU level resulting in application errors. Then system cooling (fan) will be stressed reducing equipment life time expectance (and as such their availability and your business continuity).
near air conditioning units to detect failure of such systems.When multiple air conditioning systems are available in a room, then a failure of one system will initially be compensated by the others before it may lead to a total failure of the cooling system due to overload. As a result temperature / airflow sensors are recommended near each unit to get early failure detection.Humidity in server rooms should be between 40% and 60% rH. Too dry will result in the build up of static electricity on the systems. Too humid and corrosion will start slowly damaging your equipment resulting in permanent equipment failures.
When using cold corridors inside the data center, then ambient temperature outside the corridor may be at higher levels. Temperatures of 37°C / 99°F are not uncommon in such setups. This allows to significantly reduce the energy cost. However this also means that temperature monitoring is of utmost importance as a failing air conditioning unit will have a way faster impact on the systems lifetime and availability (fans stress, CPU overheating, …) and running a room at higher temperatures may also affect non rack mounted equipment.
Water leakage is a less known threat for server rooms & data centers. The fact that most data centers and server rooms have raised floors makes the risk even bigger as water seeks the lowest point.
traditional flooding: same as second point for water leaks from roof or above floors applies 4. Sensors DeploymentAll sensors connect to our Sensorgateway (base unit). A base unit supports up to 2 wired sensors, or up to 8 with the optional sensor hub.
* External probes need to be connected to a Sensorgateway (SKU 311323) in order to operate. One Sensorgateway has a built-in temperature probe and can support up to 2 external probes.
DC consolidation and migration journey is a rocky one with challenges such as operational disruption, etc. Mandar Kulkarni, Senior Vice President, Netmagic Solutions shares some best practices to follow for a successful DC relocation and migration project.DC migration and consolidation is an uncomfortable truth for most of these Data Center Managers or CIOs.
An optimally functioning Data Center is business critical. But chances are that your organizations data center is not adequate in some way. Either it is growing out-of-capacity, compute requirements, operationally exorbitant, outdated or simply doesn't match up to the growth of the organization.
According to a recently published Data Center survey report, over 30% of organizations across the globe plan to migrate or expand their data centers within the next 3 years. Most DCs in India are over 5-7 years old and are not designed for power and cooling needs of today, are running out of space or performance, and their total cost of ownership is almost surpassing the growth in business revenues.
Unplanned DC relocation and migration exercise, done without help of experts run into risky waters resulting in cost issues to downtimes and business loss or complete blackout. Here are some best practices to ensure that DC migration project is successful.
Start the migration process as you would build a data center. Look at the migration exercise to ensure the new DC will have planned for at least 2 lifecycles of infrastructure.
It is important to do a comprehensive review of the current DC. Identify and document your organizations technology and business requirements, priorities and processes. Then do a detailed review of the costs involved in various methods of DC migration and consolidation.
It is important to establish business downtime, determine hardware, application and other technology requirements, and prioritize business processes. Identify at least 2 migration methodologies and create plan for both. Bring in all vendors and utility providers into the migration strategies and take them along.
It is important to plan the new DC layout before you plan the migration plan. Think about white spaces, creating enough to allow for future growth – it is important to plan the space judiciously, and take help of DC architects to successfully design this part.
Putting relocation design into action plan – detailed floor plan, responsibility chart and checklists, migration priorities, map interdependencies, etc. Take into the plan inputs from telecom and power providers, technology vendors, and specialists.
Start with a detailed inventory of everything – from applications to business needs to infrastructure including each cable and device to network including every link and port. It all needs to go into a database similar to CMDB.
It is critical to know the current DC performance and TCO ratings. Basically, it is important to know your DC well before migration and clear understanding of all aspects of it. Create a baseline for your DC so that it is easy to measure and tweak performance and efficiencies post migration.
Organizations should simply assume that things would go wrong and create adequate contingency plan. Detailing and drafting a fully documented risk mitigation and management plan is essential. Then assess, classify, and prioritize them for the purposes of mitigation.
It is important to inform all users of the migration plan, from end users to support teams and business owners. The key is to plan to the last T and go through the plan to the minutest detail. Make sure to bring all the critical people to the planning events – facilities staff, project management teams, etc.
It is important to select the right time for migration – such as choosing non-month-end and year-end, not coinciding with public events such as elections, festivals, etc.
Arrangement of logistics arrangement needs some looking into – who is going to pack and number, name all equipment, who is going to move the equipment to the destination, is there a backup vehicle in case of break down, is there a need for armed guards for the transportation of equipment, etc.
Old servers, switches, and storage devices that are out of warranty or considered a risk when subjected to strains and stress of migration should be identified and considered while planning to replace with new. It is an opportunity for you to consider reducing the overall footprint through consolidation in quest to improve reliability, performance, and efficiency of your DC. It is a popular practice to use data center move to consolidate the DC through virtualization.
It is important to create a baseline on infrastructure, network and applications before executing the migration plan. It is important to exactly know how things work – creating the baseline. Document and repeat the tests – a full-fledged success plan.
DC relocation and migration is not a regular occurrence for any single IT professional to have substantial experience. It is highly recommended to entrust the DC relocation and migration exercise in the hands of an experienced organization who have proven capabilities.
If it is only a data center move from one location to the other you should consider a reputable third party to support the move – professional IT mover who will use specialized packing materials, etc. It is recommended to use a professional DC provider with expertise in DC migration and relocation – these establishments will have proven data center relocation methodology and best practices that they can leverage for better results and success.
Finally, even superior planning cannot offset unexpected failures. Contingency planning is critical even after the migration plan has taken into consideration all the common pitfalls. Planning for a failure is better than running pillar to post when it occurs.
If during transportation equipment is damaged or does not function at the destination, it amounts to delays or disruptions in setting up the new DC. It is important for the DC migration expert helping you to have standby equipment in cases such as these.
It is important for insuring all equipment in case of any major disasters occur during the whole migration process. If you are using a professional DataCenter provider, it is important to add insurance to the checklist of requirements.
It is critical to identify all external dependencies such as network service providers, etc. and their availability at the destination.
In today's dynamically changing marketplace and unpredictable economic climate, it is critical that data centers facilitate current business operations as well as provide for the future growth of the business. Following the best practices will ensure success of the DC relocation and migration – a good way to prevent disaster.
With shifts in the scale and density of data centers, one industry organization is drawing up ways to standardize how we talk about data center size and power needs.
There are plenty of metrics to measure data center footprint and power and cooling needs. AFCOM, the data center managers' association, thinks it's time to pare that down.
"You'll hear people say 'I have a very dense data center' or 'We have a small data center' and that doesn't really mean anything or relate to specific numbers," said Tom Roberts, AFCOM president.
The association's Data Center Institute think tank worked with data center designers, operators and vendors to qualify the terms for data center size and density, presented in the free paper, Data Center Standards. Read an excerpt from the paper here.
AFCOM describes data center size by compute space, and density by measured peak kilowatt (kW) load.
AFCOM segments data center density into four categories: low (up to 4 kW per rack), medium (5 kW to 8 kW), high (8 kW to 15 kW) and extreme (more than 16 kW per rack average).
The focus on density is timely. Colocation contracts revolve more around power today than they did five years ago, when the conversation was about space, said John Sheputis, president, Infomart Data Centers, a U.S. colocation space provider.
Server consolidation — via virtualization and processor evolution — increases data center density per square foot. There are fewer cabinets and fewer power supplies to manage, with less fiber to run — all good things from an IT operations point of view, Sheputis said. But these trends change the understanding of high and low density.
Cosentry, a colocation provider headquartered in Omaha, Neb., tracks average power draw per cabinet in its facilities to baseline server space designs.
Infomart experienced this firsthand when merging its Dallas operations with Fortune Data Centers' Hillsboro, Ore., and San Jose operations, and acquired a former AOL data center in Ashburn, Va.
"The energy density of older data centers is two to three times lower than in newer data centers," Sheputis said, adding that standards for energy density change greatly in a short time.
This was evident comparing the older Ashburn facility to the state-of-the-art facility in Dallas. Ashburn will undergo a renovation, not just for space but for higher-density operations, before opening in 2015.
AFCOM plans to aggregate similar baseline tracking and comparison data for a broad swath of data centers by standardizing size and density terminology.
Although AFCOM's categories classify the total density of the data center, the devil for planning that space is in the details.
The same square footage that previously held 2 kW mixed cabinets now has a row of 8 kW servers, a set of storage arrays consuming 4 kW each, and low-power network and peripheral cabinets. A supercomputing island in one part of the data center handles big data processing at 15 kW per rack, while the other racks use only 3 kW or 4 kW each. Facility planning isn't just about aggregate power and cooling needs, but also the layout of IT systems using the space.
Square footage discussions are still useful, Black said. But the most important thing is how many rack location units are available in a given space.
AFCOM therefore segments data center sizes, from mini (room for up to 10 racks) through mega (room for more than 9,000 racks), in combination with the density measurements above that yield power demand information.
"Watts per square foot is a flawed standard for today's workloads," Cosentry's Black said.
Rack location units is a term that's evolved recently to help estimate utilization in a given room footprint, or estimate capacity. It takes into account the cabinet footprint and hot and cold aisle allowances. But not every IT organization can discuss their data center needs by this metric.
In an on-premises data center, perhaps clarity around power and density doesn't matter as much. The power bill comes out of the facilities budget, and as long as cooling keeps up with the hottest cabinet in the room, your terminology is unimportant. But today, on-premises facilities face end of life or major upgrades, power usage effectiveness comes under executive-level (and executive branch) scrutiny, and many companies plan the move into a colocation facility. Suddenly, IT leaders need to know how to communicate effectively about the space, power and cooling that important workloads require.
AFCOM's intent is for a data center manager to be able to measure compute space, designed density and current power draw, and say that they run, for example, a small-size data center designed for low density, currently operating at medium density at 52% of rack yield.
Managing and operating a data center comprises a wide variety of activities, including the maintenance of all the equipment and systems in the data center, housekeeping, training, and capacity management for space power and cooling. These functions have one requirement in common: the need for trained personnel. As a result, an ineffective staffing model can impair overall availability.
The Tier Standard: Operational Sustainability outlines behaviors and risks that reduce the ability of a data center to meet its business objectives over the long term. According to the Standard, the three elements of Operational Sustainability are Management and Operations, Building Characteristics, and Site Location (see Figure 1).
Management and Operations includes the behaviors that are most easily changed and have the greatest effect on the day-to-day operations of data centers. All the Management and Operations behaviors are important to the successful and reliable operation of a data center, but staffing provides the foundation for all the others.
Data center staffing encompasses the three main groups that support the data center, Facility, IT, and Security Operations. Facility operations staff addresses management, building operations, and engineering and administrative support. Shift presence, maintenance, and vendor support are the areas that support the daily activities that can affect data center availability.
In order to be fully effective, an enterprise must have the proper number of qualified personnel, organized correctly. Uptime Institute Tier Certification of Operation Sustainability and Management & Operations Stamp of Approval assessments repeatedly show that many data centers are less than fully effective because their staffing plan does not address all three categories.
The first step in developing a staffing plan is to determine the overall headcount. Figure 2 can assist in determining the number of personnel required.
The number of hours for all these activities must be determined for the year and attributed to each trade.
For instance, the data center must determine what level of shift presence is required to support its business objective. As uptime objectives increase so do staffing presence requirements. Besides deciding whether personnel is needed on site 24 x 7 or some lesser level, the data center operator must also decide what level of technical expertise or trade is needed. This may result in two or three people on site for each shift. These decisions make it possible to determine the number of people and hours required to support shift presence for the year. Activities performed on shift include conducting rounds, monitoring the building management system (BMS), operating equipment, and responding to alarms. These jobs do not typically require all the hours allotted to a shift, so other maintenance activities can be assigned during that shift, which will reduce the overall total number of staffing hours required.
Once the total number hours required by trade for maintenance and shift presence has been determined, divide it by the number of productive hours (hours/person/year available to perform work) to get the required number of personnel for each trade. The resulting numbers will be fractional numbers that can be addressed by overtime (less than 10% overtime advised), contracting, or rounding up.
A properly organized data center staff understands the reporting chain of each organization, along with their individual roles and responsibilities. To aid that understanding, an organization chart showing the reporting chain and interfaces between Facilities, IT, and Security should be readily available and identify backups for key positions in case a primary contact is unavailable.
The first data center had two to three personnel per shift covering the data center 24 x 7, which is one of the larger staff counts that Uptime Institute typically sees. Further investigation revealed that only two individuals on the entire data center staff were qualified to operate and maintain equipment. All other staff had primary functions in other non-critical support areas. As a result, personnel unfamiliar with the critical data center systems were performing activities for shift presence. Although maintenance functions were being done, if anything was discovered during rounds additional personnel had to be called in increasing the response time before the incident could be addressed.
The second data center had very qualified personnel; however, the overall head count was low. This resulted in overtime rates far exceeding the advised 10% limit. The personnel were showing signs of fatigue that could result in increased errors during maintenance activities and rounds.
The third data center relied solely on a call in method to respond to any incidents or abnormalities. Qualified technicians performed maintenance two or three days a week. No personnel were assigned to perform shift rounds. On-site Security staff monitored alarms, which required security staff to call in maintenance technicians to respond to alarms. The data center was relying on the redundancy of systems and components to cover the time it took for technicians to respond and return the data center to normal operations after an incident.
Although these examples show deficiencies in individual data centers, many data centers are less than optimally staffed. In order to be fully effective in a management and operations behavior, the organization must be Proactive, Practiced, and Informed. Data centers may have the right number of personnel (Proactive), but they may not be qualified to perform the required maintenance or shift presence functions (Practiced), or they may not have well-defined roles and responsibilities to identify which group is responsible for certain activities (Informed).
Figure 3 shows the percentage of data centers that were found to have ineffective behaviors in the areas of staffing, qualifications, and organization.
Staffing (appropriate number of personnel) is found to be inadequate in only 7% of data centers assessed. However, personnel qualifications are found to be inadequate in twice as many data centers, and the way the data center is organized is found to be ineffective even more often. Although these percentages are not very high, staffing affects all data center management. Staffing shortcomings are found to affect maintenance, planning, coordination, and load management activities.
The effects of staffing inadequacies show up most often in data center operations. According to the Uptime Institute Abnormal Incident Reports (AIRs) database, the root cause of 39% of data center incidents falls into the operational area (see Figure 4). The causes can be attributed to human error stemming from fatigue, lack of knowledge on a system, and not following proper procedure, etc. The right, qualified staff could potentially prevent many of these types of incidents.
Adopting the proven Start with the End in Mind methodology provides the opportunity to justify the operations staff early in the planning cycle by clearly defining service levels and the required staff to support the business. Having those discussions with the business and correlating it to the cost of downtime should help management understand the returns on this investment.
When developing an operations team to support a data center, the first and most crucial decision to make is to determine how often personnel need to be available on site. Shift presence duties can include a number of things, including facility rounds and inspections, alarm response, vendor and guest escorts, and procedure development. This decision must be made by weighing a variety of factors, including criticality of the facility to the business, complexity of the systems supporting the data center, and, of course, cost.
For business objectives that are critical enough to require Tier III or IV facilities, Uptime Institute recommends a minimum of one to two qualified operators on site 24 hours per day, 7 days per week, 365 days per year (24 x 7). Some facilities feel that having operators on site only during normal business hours is adequate, but they are running at a higher risk the rest of the time. Even with outstanding on-call and escalation procedures, emergencies may intensify quickly in the time it takes an operator to get to the site.
Increased automation within critical facilities causes some to believe it appropriate to operate as a "Lights Out" facility. However, there is an increased risk to the facility any time there is not a qualified operator on site to react to an emergency. While a highly automated building may be able to make a correction autonomously from a single fault, those single faults often cascade and require a human operator to step in and make a correction.
The value of having qualified personnel on site is reflected in Figure 5, which shows the percentage of data center saves (incident avoidance) based on the AIRs database.
Equipment redundancy is the largest single category of saves at 38%. However, saves from staff performing proper maintenance and having technicians on site that detected problems before becoming incidents totaled 42%.
The cost of having qualified staff operating and maintaining a data center is typically one of the largest, if not the largest, expense in a data center operating budget. Because of this, it is often a target for budget reduction. Communicating the risk to continuous operations may be the best way to fight off staffing cuts when budget cuts are proposed. Documenting the specific maintenance activities that will no longer be performed or the availability of personnel to monitor and respond to events can support the importance of maintaining staffing levels.
Cutting budget in this way will ultimately prove counterproductive, result in ineffective staffing, and waste initial efforts to design and plan for the operation of a highly available and reliable data center. Properly staffing, and maintaining the appropriate staffing, can reduce the number and severity of incidents. In addition, appropriate staffing helps the facility operate as designed, ensuring planned reliability and energy use levels.


text:
TwitterGoogle +1LinkedIn
Test & Monitor
Targetted
DTH/Satellite
DTT/DSO
CA/DRM
Companion devices
Search/Recommendation
Ultra-HD/4K
Joshua to fight on Sky until 2021
World heavyweight champion Anthony Joshua will fight on Sky Sports Box Office for at least another three years after signing a new deal with promoter Matchroom.
The new deal will include a minimum of Joshua's next five fights, starting with his next bout against Russian brawler Alexander Povetkin at Wembley Stadium on September 22nd.
The Sky Ambassador currently holds the WBA, WBO, IBF and IBO world heavyweight titles with a perfect record of 21 wins from 21 fights. His last bout saw him defeat New Zealand's Joseph Parker in front of a sell-out crowd at The Principality Stadium in Cardiff on March 31st.
Joshua said: "When I decided to become a professional boxer I felt the boxing market was stagnating and in need of new energy. Both Matchroom and Sky have backed me and have given me opportunity after opportunity and I will always deliver. They've worked very hard to give me a platform to showcase my skills and tell my story, so choosing to renew our deal was always a matter of when, not if. We have created history together and we are dedicated to keeping the UK scene in high demand for all boxers and boxing fans, but for me personally, the journey is nowhere near finished yet."
Barney Francis, Sky Sports Managing Director, said: 'It's great news for Sky Sports viewers that Anthony Joshua will continue his relationship with us into the next decade. Since AJ turned professional with Matchroom on Sky five years ago, we have been there every step of the way. He is a real people's champion and a superb role model for British and global sport. Last year, he took part in one of the greatest heavyweight fights of the modern era, and fans can now look to more drama and more huge nights on Sky Sports Box Office."
Eddie Hearn, Matchroom Managing Director, added: "I am delighted to extend our promotional agreement with Anthony and also extend his relationship with Sky Sports. Anthony is a huge part of the Matchroom family and we have been with him from the debut to unifying the World heavyweight titles. He is the biggest star in the sport and we look forward to more success, more iconic nights and seeing him become undisputed Heavyweight champion."
Sky Sports and Matchroom agree US fight deal
Joshua returning to Sky Sports Box Office
Fight Sports lands carriage deal with ONO
Fight Sports has Mayweather fight in 35 countries
Joshua vs. Parker: 339 illegal streams detected
CityFibre acquires FibreNation, adds TalkTalk
VoD and Originals fuel UKTV growth
Vodafone boost for UK full-fibre
WWE programming on Channel 5
Roku arrives in Brazil
Australia: Eurosport to launch on Fetch
Discovery rebrands Home to HGTV
Horse & Country TV acquires EQ Sports Net
Love Island 6 most watched ITV2 show since Love Island 5
Synamedia partners with USSI Global
Select a Month Click to Select January 2020 December 2019 November 2019 October 2019 September 2019 August 2019 July 2019 June 2019 May 2019 April 2019 March 2019 February 2019 January 2019 December 2018 November 2018 October 2018 September 2018 August 2018 July 2018 June 2018 May 2018 April 2018 March 2018 February 2018 January 2018 December 2017 November 2017 October 2017 September 2017 August 2017 July 2017 June 2017 May 2017 April 2017 March 2017 February 2017 January 2017 December 2016 November 2016 October 2016 September 2016 August 2016 July 2016 June 2016 May 2016 April 2016 March 2016 February 2016 January 2016 December 2015 November 2015 October 2015 September 2015 August 2015 July 2015 June 2015 May 2015 April 2015 March 2015 February 2015 January 2015 December 2014 November 2014 October 2014 September 2014 August 2014 July 2014 June 2014 May 2014 April 2014 March 2014 February 2014 January 2014 December 2013 November 2013 October 2013 September 2013 August 2013 July 2013 June 2013 May 2013 April 2013 March 2013 February 2013 January 2013 December 2012 November 2012 October 2012 September 2012 August 2012 July 2012 June 2012 May 2012 April 2012 March 2012 February 2012 January 2012 December 2011 November 2011 October 2011 September 2011 August 2011 July 2011 June 2011 May 2011 April 2011 March 2011 February 2011 January 2011 December 2010 November 2010 October 2010 September 2010 August 2010 July 2010 June 2010 May 2010 April 2010 March 2010 February 2010 January 2010 December 2009 November 2009 October 2009 September 2009 August 2009 July 2009 June 2009 May 2009 April 2009 March 2009 February 2009 January 2009 December 2008 November 2008 October 2008 September 2008 August 2008 July 2008 June 2008 May 2008 April 2008 March 2008 February 2008 January 2008 December 2007 November 2007 October 2007 September 2007 August 2007 0
Select a Category Click to Select AI Articles Broadband Cable Equipment FTTH IoT ISP Satellite Telco Test & Monitor Broadcast Advertising Ads Targetted Digital Radio DSO DTH/Satellite DTT/DSO FTA Pay TV Services VOD Catch Up Premium Business Funding IPO Joint Venture M&A People Regulation Policy Spectrum Standards Results Content app Blockchain CA/DRM CDNs Games Piracy Production Rights UGC VR Work flow Events Guest Blog Inside Satellite Off Message Third Party Headline In Home Home Network PVR STB Magazines EuroMedia TV Everywhere Mobile 5G APPS Companion devices MNO Mobile TV Portable Media OTT Big Data Connected TV HbbTV IPTV Middleware IPG Search/Recommendation OTT UGC Photo Press Releases Research Consumer Behaviour Equipment Markets Research Library Research TV Channel Social Media UHD Equipment Production Ultra-HD/4K Video White Papers
Copyright Advanced Television Ltd © 2001–2020
Maintained by Elrond Limited
Advanced Television Cookies Policy

redpajama_set_name: RedPajamaCommonCrawl


text:
In The Year 2889 (1967)
Joanna Ramsey and her crotchety scientist father, Captain John Ramsey, are hiding out in their secluded mountain valley house while WWIII happens. She's bummed because her boyfriend, Steve, never made it in time and is most probably dead. But two brothers soon show up, one of them exposed to the high radioactivity. The other is clearly a potential boyfriend for Joanna. Then, another couple appears, a hoodlum and a red-headed dancer. They represent the bad part of society, obviously. The next to appear is a nearby rancher who is still making moonshine.
To explain how they have all managed to survive, the father takes out a convenient diorama and explains that it's due to a combination of them being in a valley surrounded by lead ore, protected by the mountains and the wind currents. He also tells them, prophetically, that "they'll live or they won't". He also makes it clear that he's the number one guy in charge, though there's not much he can do to enforce it. He constantly walks around with a geiger counter which makes little sense since he already says that they are protected in the valley.
Then, we see a mutant walking in the nearby forest. Around this time the one guy's brother wakes up and says he can hear game in the surrounding forest. And although it's radioactive he can eat it. He craves raw, red meat...and in the next few days he begins to become more animalistic. There's also another manlike creature, half dead, that stumbles near there house and he's even more mutated. Before he dies he says he "wasn't strong enough, like the others". Others? Can there be a huge group of ugly mutants on the other side of the valley?
Three weeks later they are all still breathing and smoking cigarettes. By now there is a new mutant spying on them, which has a psychic connection with Joanna. It turns out to be her missing boyfriend Steve, transformed into a hideous creature with a bulging white eye. But all is not lost. It begins to rain. This should be contaminated with radioactive fallout--but it's clear--and because it's pure the water starts killing all the new mutants, basically washing all the bad stuff away. La la la...
An inferior remake of Roger Corman's THE DAY THE WORLD ENDED (1955). Directed by Larry Buchanan.
» Search Database for In The Year 2889 (1967)


text:
"Slippin' and Slidin" é uma canção de rock and roll do cantor e pianista e compositor Little Richard lançada como Lado B do compacto Long Tall Sally, em março de 1956, pela gravadora Specialty Records. No ano seguinte, ela seria incluída no álbum de estreia do cantor, Here's Little Richard. A música é, atualmente, creditada a Little Richard, Edwin Bocage, Albert Collins e James Smith.

Outras versões
 1959 - Dickie Pride, um artista de rock britânico.
 1962 - The Rivingtons, um grupo de doo-wop.
 1963 - Buddy Holly, em um álbum póstumo.
 1969 - Johnny Winter, em seu álbum Second Winter.
 1970 - Otis Redding, em um álbum póstumo.
 1973 - Billy "Crash" Craddock, em seu álbum lançado naquele ano.
 1975 - John Lennon, em seu álbum Rock 'n' Roll.
 1982 - Maureen Tucker, em seu álbum de 1982.
 1983 - Raul Seixas, em seu álbum homônimo, gravou uma versão em português intitulada "Não Fosse o Cabral".

Músicos
 Little Richard – vocal, piano
 Lee Allen – saxofone tenor
 Alvin "Red" Tyler – saxofone barítono
 Edgar Blanchard – guitarra elétrica
 Frank Fields – baixo
 Earl Palmer – bateria

Canções de rock
Canções de Little Richard
Canções gravadas por Raul Seixas
Canções de 1956
Canções gravadas por John Lennon

redpajama_set_name: RedPajamaWikipedia


Clevedon School will be closed on January 12 after Bristol Water tells customers in the Clevedon area to boil their water before use until further notice.
The notice is likely to be in place for at least 48 hours but those customers affected will be informed directly when the boil notices is removed.
As part of the company's customer promise compensation will automatically be paid to those customers affected after the event.
Thara Raj, Consultant in Health Protection for Public Health England South West said: "We would remind people in the affected areas to follow the advice from Bristol Water and boil their drinking water and allow to cool before use.
"The levels of Cryptosporidium detected in the water supply is low and the advice to boil the water is as a precaution. If people feel unwell or experience symptoms of diarrhoea and vomiting they should contact NHS 111. If your symptoms become severe, you should contact your GP."
The Bristol Water spokesman added: "We apologise to customers for this disruption, but any potential risk to health is our number one priority.
"We immediately shut the treatment works down once we had the initial result. Hopefully, the boil notice will only be in place for a short period but every precaution needs to be taken to ensure the safety of our customers.
"We are working hard to ensure all customers affected are informed and kept up to date. The best source of information will be our website but we will also send text messages, notices and letters to customers.
"Our social media channels will also be kept up to date. Our staff will be available in the area to discuss any concerns or customers can call 0345 702 3797 Graham Williams, Head of Water Quality, Bristol Water."


text:
Q: Como funciona a tipagem dinâmica em Python 3.x? sou novo em Python e me veio uma dúvida ao resolver o exercício 1001 do Uri Online(ler A e B, atribuir soma a X e imprimir), ao escrever o seguinte código, recebi a concatenação:
a = input()
b = input()

x = a + b

print ("x = ", x)

ao trocar trocar input() por int(input()) em cada uma das variáveis, obtive a soma. Pelo que entendi, se eu não declarar nada na input, por padrão o tipo recebido será uma string. Estou acostumado com Java, em que é necessário sempre declarar o tipo da variável. Gostaria que me explicassem como funciona a tipagem em Python.

A: Em python para declarar uma variável não é necessário declarar seu tipo, apenas o seu valor oque é chamado de tipagem dinâmica, diferente de java ou C, que possuem tipagem estática. Além disso python possui tipagem forte, ou seja, não realiza a conversão automática de tipos durante uma operação, diferente de PHP:
    >>> a = 10
    >>> b = "10"
    >>> a + b
    Traceback (most recent call last):
      File "<input>", line 1, in <module>
    TypeError: unsupported operand type(s) for +: 'int' and 'str'

Como se pode observar nesse código ao tentar realizar a operação ela retorna um erro, oque denota a tipagem forte.
No caso do da função input() ela sempre retorna uma string, oque acontece é uma conversão de tipo ao colocar int(input()) você transforma o conteúdo em inteiro, ou seja:
    >>> a = int(input())

É o mesmo que:
    >>> a = input()
    >>> a = int(a)

redpajama_set_name: RedPajamaStackExchange


Swensen's Philippines brings its premium creamy bliss to more ice cream fans as it opens its 3rd branch at SM the Block. Get your ultimate sundae experience by indulging in Swensen's all-natural premium ice cream as "Good as Father Used to Make", as Earl Swensen puts it when he founded this ice cream parlor in 1948.
Curious about what makes Swensen's a top ice cream brand in America? Go to Swensen's SM the Block and have a taste of its extraordinary explosion of flavors! There are over 180 ice cream concoctions to choose from. Swensen's offers a wide variety of mouth-watering treats from scoops to sundaes, floats, parfaits, and shakes.
The vanilla, chocolate, mocha and other fruit flavors are thick and flavorful. Everything is so creamy and delicious. The ice cream has smooth texture which gives a tell tale sign that it is not sourced locally. Premium quality comes with a price though.
Whatever mood you're in and whatever flavor you like, Swensen's has it all! You will surely delight in a little Swensen's indulgence. Their ice cream is like heaven on earth!


text:
Q: Is it possible to differentiate two objects without using unique object properties? I want to create two objects with no differentiating properties and determine the difference between them, but every method I've tried has failed.

//this results in false x2
function Special() {
}
var objects = {};
objects.obj1 = {};
objects.obj2 = {};
objects.obj2.constructor = Special;
for (property in objects) {
  if (objects[property] instanceof Special) {
    console.log(true);
  } else {
    console.log(false);
  }
}

//this results in false x2
function Special() {
  return {};
}
var objects = {};
objects.obj1 = {};
objects.obj2 = new Special();
for (property in objects) {
  if (objects[property] instanceof Special) {
    console.log(true);
  } else {
    console.log(false);
  }
}

//this hangs the page
function Special() {
  this = {};
}
var objects = {};
objects.obj1 = {};
objects.obj2 = new Special();
for (property in objects) {
  if (objects[property] instanceof Special) {
    console.log(true);
  } else {
    console.log(false);
  }
}

Is it possible to differentiate two objects without using unique object properties? Why or why not?
For clarification, I'm trying to avoid this:
var objects = {
    obj1 : {
       type : 'normal'
    },
    obj2 : {
       type : 'special'
    }
}

Context:
I'm working with a "directory" type data structure and to keep the structure as simple as possible, I'd like some properties to just be child directories, while other properties are items in the directory, however since both child directories and items could be objects, and we wouldn't want to restrict items from having their own "type" property, Im looking for a different way to differentiate - I thought constructor types might be a solution.
So, I'm trying to ultimately have a data structure like this:
var directory = {
    handlers : { //child directory
        button1 : function() {} //item
    },
    selectors : { //child directory
        button1 : '#button-1' //item
    },
    title : 'hello world', //item
    data : { //item
        property1 : 1
    }
}

Where I don't need to add layers of complexity to differentiate the objects which represent items and directories.

A:
Is it possible to differentiate two objects without using unique object properties? Why or why not?

No, you can't. Since javascript is dynamically typed, you can modify object properties on the fly:
function Friend(name){
    this.name = name;
}

Friend.prototype.get = function(){
    return this.name;
}

var pete = new Friend('Pete');

pete.get(); //'Pete'
pete instanceof Friend; //true

pete.get = function(){
    return 'hacked!';
}

pete.get(); //'hacked!'
pete.get; //Function...
pete instanceof Friend; //true

delete pete.name;
delete pete.get;

pete.name; //undefined
pete.get; //undefined
pete instanceof Friend; //still true

So, instanceof now says pete is a Friend, and then adheres to the Friend's interface. However, pete now has no name and no get function attached to it.
The only way to know if two objects have the very same properties, or at least the same collection of functions, is to iterate over them and check manually. And, if two objects happen to have the same properties in a given moment, lately that can change.
The underlying problem is that, in javascript, there are nothing like a classes: there are only plain objects. Language constructs like new, constructor or instanceof were put into the language to reassemble Java, but they really doesn't fit at all with delegate prototype inheritance, and instanceof and constructor properties can be broken in many ways.
Usually, Object.isPrototypeOf is a better approach to check if one object inherits from another (while are different methods that check different things), since, well, even if you add or delete properties to an object, it will default to its prototype as long as you don't mess with the prototype itself.


full twin bed twin over twin bunk beds with storage for appealing twin over full white storage bunks.
full twin bed bunk bed with queen on bottom full twin top beds 1 admirable.
full twin bed bunk beds twin over full with storage and trundle.
full twin bed white full twin bunk bed image.
full twin bed odd full twin bunk beds navy blue over bed.
full twin bed amusing twin over full loft bed berg space.
full twin bed keepsake mission full size bed.
full twin bed white twin over full bunk bed stairs.
full twin bed white full or twin bed with storage.
full twin bed full twin bed frame.
full twin bed comforter set twin size mattress set white twin bed set twin bed sheets and comforter twin extra long bedding twin size duvet cover full twin.
full twin bed twin twin category a full full category.
full twin bed appealing twin over full loft bed bunk with trundle.
full twin bed pottery barn kids bunk beds fashionable inspiration barn patio ideas enjoyable design pottery barn kids bunk.
full twin bed twin bed.
full twin bed white modern bedroom furniture set full twin bed set platform bed bedroom set.
full twin bed medium size of bed with headboards org twin storage and frame headboard.
full twin bed full bed vs twin twin vs full bed queen bed vs full fascinating mattress size chart and mattress twin full twin vs full bed queen bed with twin pull out.
full twin bed twin bed likable twin bed modern storage design full twin bed hack.
full twin bed difference between the varied bed sizes king queen twin single full.
full twin bed full twin bed frame with drawers design luxury twin bed frame with drawers.
full twin bed lovely twin over full bunk bed with stairs beds prepare 8.
full twin bed bed size headboard dimensions new bedroom twin bed frame size full twin bed.
full twin bed boys bunk beds twin over full twin bed sale furnishings midland over full 0 bunk beds twin over full.
full twin bed mission twin over full bunk bed.
full twin bed alluring metal bunk beds twin over full twin over full metal bunk bed in red finish.
full twin bed twin over full wood bunk bed with trundle.
full twin bed bunk bed full over queen full bed twin bed custom bunk beds bunk bed twin over bunk bed full.


text:
Public Utilities Commission delays vote on Diablo closure plan
by Peter Johnson
The fate of an $85 million settlement for SLO County schools and agencies as a stopgap for the looming Diablo Canyon Power Plant closure will hang in the balance until 2018.
Scheduled to make a decision on PG&E's application to decommission Diablo Canyon, the last nuclear power plant in the state, the California Public Utilities Commission (CPUC) continued its planned Dec. 14 vote to a Jan. 11 meeting. The commissioners made the decision without any discussion about the eight-year, $1.76 billion closure plan or explaining their reasons for continuing the item.
MORE DELAYS The state Public Utilities Commission continued a vote on the Diablo Canyon Power Plant closure plan to Jan. 11.
CPUC Director of News and Outreach Terrie Prosper told New Times in an email on Dec. 19 that the item was held to January to allow time for "further consideration." None of the five commissioners responded to an email request from New Times for comment.
Local officials expressed cautious optimism that the delay signaled that the commission was reconsidering the findings of its administrative law judge, Peter V. Allen, who ruled that statewide ratepayers shouldn't fund the $85 million in PG&E payouts to SLO agencies as impact mitigation.
"Hope this is good news for us," said Eric Prater, superintendent of the San Luis Coastal Unified School District (SLCUSD), in an email to New Times.
The SLCUSD is set to lose $8 million in annual property taxes from PG&E but would receive the largest slice of the closure settlement pie: $36 million.
In his proposed decision, Allen also rejected more than half of the funding for a PG&E employee retention program at Diablo Canyon, which PG&E officials claim is a critical component of keeping the power plant staffed and running until 2025.
Allen's ruling goes to the CPUC as a recommendation, but the commissioners have the final vote on the closure plan.
PG&E announced in June 2016 that it would pursue the retirement of Diablo Canyon, citing the shift in California's energy economy toward renewable sources like solar and wind. Δ


I know you are all very excited about the big game leading up to the Project Conference this coming weekend. My money is on Norwich taking all 3 points against bottom of the table Cardiff – but I guess it could go either way… Oh, there is another game? USA v South Korea?
Project Server 2013- Error loading views if the default view is missing – a view load issue – related to deletion of default views – always worth keeping the defaults about – perhaps rename or hide with careful category permissions - but don't delete please.
Project Online- Notifications and Reminders – some ways to get reminders and notifications in Project Online.
and last but certainly not least - Project Server 2013- Check your administrative backups before you need them – please, please, please make sure any backup you think you are taking is working – but particularly administrative backups after migrating to 2013 from 2010.


text:
Australian GP Qualifying 2016 Recap
Mercedes Still Dominant As Hamilton Claims Pole in Australian Qualifying Farce
Today has very much been a day of "I told you so's". The drivers, the fans, the commentators; everyone was skeptical about the new qualifying format and as it turned out, we were all justified. Even those who had been asking people to give it a chance have condemned it and it's not hard to see why. Instead of the excitement and anxiety of the old format, we were made to clock-watch rather than car-watch, question everything rather than enjoy the spectacle and endure cars just sat in their garages instead of pushing for better times.
The new format was introduced in an effort to mix up the grid but, looking at the results, it's all looking a bit familiar. There's really only a couple of anomalies but it's not like those didn't exist with the old format anyway.
Q1 was probably the most interesting part but didn't throw up many surprises. Manor were the first to fall foul of the timing system and were unable to get their drivers out for a second lap, resulting in Wehrlein going out first from Haryanto. However, Haryanto has a 3 place grid penalty for a pitlane collision with Romain Grosjean putting him at the back. Next up we have the Haas teammates who will undoubtedly be disappointed with P19 (Grosjean) & P20 (Gutierrez). But they have shown good pace throughout the weekend and I have no doubts that they will be able to work their way up the grid. Kvyat was the surprise elimination of the session. Initially it seemed as if Red Bull had miscalculated but now it appears to be that there was a problem with his car that made it pointless to run again. I do wonder if that might be a bit of an excuse, however, as they did seem a bit vague in what exactly the problem was. If it was a problem with the car then – with or without the elimination – he would have been out in Q1 anyway. Rounding out Q1 we had the Saubers with Ericsson outqualifying Nasr. The end of the session offered the only excitement of the whole of qualifying, in my opinion, as we waited to see if Jolyon Palmer would be able to squeeze his way into Q2 which he impressively did.
Q2 started with the elimination of said Renaults but with rookie Palmer outqualifying his teammate to the surprise of many. It's going to be a big boost for him to have beaten his teammate in the first race of the season. Next up were the McLarens who are definitely having a better start to the season qualifying in P12 & P13 with Alonso ahead of Button. It's still difficult to tell how they will fare in the race but they are aiming to finish in the Top 10 tomorrow. Unfortunately, so are a lot of other teams and we all know that 14 into 10 won't go so we'll see who triumphs. Valtteri Bottas had trouble finding grip on his tyres which left him vulnerable in P11 with a slightly tardy lap. You could also argue that some of it was psychological and maybe memories of his back injury that took him out of the race last year came back to him, forcing some errors. It's not what Williams wanted but they can still definitely make a race of it from there. But, having said that, he is also under investigation after documentation was handed in too late to the FIA. A decision will be made early tomorrow but he may face a grid penalty of some kind. Fingers crossed that if that is the case, it is minimal. Ahead of him are the two Force Indias who were happy to qualify in P9 & P10, Perez leading Hulkenberg.
In this session we really started to see the main issues with the format. Largely that there just isn't enough time to process things. Both for the spectators and the teams. While we're trying to do maths in our head to see who can go out when and if they have time to complete their laps, the teams are doing the same. And the problem is, if they come to the conclusion that they are not going to have time to do an out lap and a timed lap…they just don't bother. So what we ended up with was the McLarens coming in after one lap and, despite the fact that they were still a couple of slots away from elimination, deciding to sit in the garage for the rest of the session, settling for their position. Which is not the most thrilling thing to watch.
Things got even more ridiculous in Q3. Home favourite Daniel Ricciardo was the first to be eliminated, the Red Bull – as predicted – currently inferior to the very tidy looking Toro Rosso. Carlos Sainz qualified a respectable P7 but there is more to come from him as his Q2 was actually good enough P5. Max Verstappen was the one to claim that position, however; his best so far in Formula 1. It will be interesting to see what he can do from there but it's hard to say if that Ferrari engine is a match for those with 2016 Mercedes PUs behind them. In between the two Toro Rossos is Felipe Massa in the Williams. He, along with the two STRs only did the one lap and so, like the McLarens, they ended up sat in the garages consolidating their positions as they awaited the countdown. We spent more time watching things in the pit lane than we did out on track, which makes you wonder just how "exciting" it must have been for fans actually at the circuit.
So we were left with what we assumed to be the Mercedes and Ferraris duking it out for pole position. It stood at Lewis Hamilton on pole, followed by the two Ferraris of Vettel and Raikkonen and then Rosberg in P4 after a bit of a scruffy first lap in the second sector. But then we heard a message to Sebastian from his engineer saying that that would be their one and only lap. They were both out of their cars and out of the session six minutes from the end of Q3, settling on a second row lock out after Rosberg put in a second quick lap to go P2, within a couple of hundredths of his teammate.
But Lewis was on another flyer and extended his advantage, even though there was no pressure to be had, to claim pole position by three tenths of a second. There were still four minutes left on the clock. So where was this exciting qualifying we had been promised? There's always that nervous excitement in Q3, right until the last second with cars flying across the finish line and you watch the times and positions continually shift. Maybe someone will make a mistake and there will be an upset. Maybe someone can pull out an absolute flyer. There's always that chance, right until the last moment. But with this new system, that's gone. For anyone who doesn't care about Mercedes, why even bother staying to the end of the session?
Sebastian even had time to change into his casual team wear before the press conference which I think makes a very obvious point as to how farcical the entire process was. Team principals and drivers alike were asked about their thoughts and they were all largely the same. This had been a big misstep. An urgent meeting has been arranged for tomorrow to figure out what to do before Bahrain. Presumably the two choices they have are to either revert completely back to the old format or to compromise and keep the elimination process for Q1 & Q2 but revert to the old system for Q3. If this is the way they go then I hope they still try and revise some of the issues to make it more interesting to watch, especially for those in attendance. Australian spectators were largely confused and dissatisfied with the entire thing and ultimately, these are the people that FOM and the FIA should be listening to. You have to question the fact that the meeting is with the same set of people who made the decision in the first place. Not sure that's especially productive but we'll see.
So how are things looking for the race? Well, it's obvious that Mercedes were indeed sandbagging over the winter and they still have quite a margin over Ferrari, at least in qualifying. It's disappointing but what has annoyed me even more is the blatant deceit. Mercedes made a point of saying that they think Ferrari have closed the gap significantly, may even be ahead of them, which has clearly just be a ploy to either entice viewers or lure teams into a false sense of security. BUT. Having said that, it is only qualifying. Maybe we will see that gap close up tomorrow and Ferrari are at least in the position to do so.
Can Nico challenge are 'resurgent' Lewis? Hard to say at this stage. Nico made several errors during qualifying and that might knock his confidence a bit but I think he may have the upper hand when it comes to the lack of radio communication. Lewis doesn't always make the best decisions when left to his own devices so that could prove interesting at least.
I forsee a lot of scrapping in the midfield which should be entertaining. It's good to see the McLarens up there and hopefully they will be able to actually make a race of things for a change. Should something untoward happen at the front, we could be looking at the first Toro Rosso podium since 2008.
Despite the mess of qualifying and the familiar looking grid line up, we could very well still be in for an exciting race and I hope for all our sake's that that is the case.
Posted in: Motorsport | Tagged: australian gp, f1, ferrari, formula 1, formula one, mercedes, Motorsport, qualifying, racing
Pre-Season Preconceptions
Australian GP 2016 – Race Recap
« Dec Apr »


Major Part of our life is Education. Education provides knowledge in your field as well as other areas also. A person can become well-rounded by getting experience. A good education can be achieved through online tutoring. It gives many advantages to person and advance their knowledge in every field of life and help to succeed in life. International Baccalaureate is the best platform for getting online tutoring. A critical area of life is History. History is significant to study through which we can know our past and in turn, better understand our present. We can avoid repeating mistakes in the future by learning mistakes from our past.
Online IB tutoring is the way of giving knowledge to students through the internet. It is a straightforward way to acquire knowledge at home without wasting time in reaching a particular center. It is handy for those people who want to study history to gain advance knowledge, but due to their busy working schedule, they didn't get time to investigate further.
One more reason for choosing Online IB History Tutors is getting extra help to gain a good education. Some people need a tutor to explain in something different secure manner so that they can easily understand the terms and achieve their educational goals. Online tutoring provides effectively and efficiently learning concepts.
Online tutoring is helpful for those people who cannot afford high fees of the institute very much or for the private tutor. It is the simplest and affordable way to gain a good knowledge of history.
Online tutoring can be easily accessible at any time and anywhere, whenever you want to study comfortably.
Online tutoring provides excellent help in repeating the concepts again and again. In this way, a person can easily understand the concepts.
Online tutoring also provide the references or supporting documents very quickly just by sending a click and a person can get references within a second; it is a great help in understanding.
The main reason for studying IB history is not to repeat history in the future, means the mistakes which have been done by our ancestors, make not that happen by us in the future. This is the symbol of a well-educated person. That's why every person should know and learn history.
IB History is the key to shape your present as well as future. IB History makes a social and emotional development in a student by gathering a fair justice between ancient and present situations. As person ourselves create history daily, a study of history helps in aware of what has been done in the past by our forefathers and whether it was right or wrong.
IB History can become interesting by thinking of it as a movie which is based on real story and characters. It becomes interesting when the proofs, in the form of monuments, historical places….etc. Are bibliography as references.
IB History makes a civilized and responsible person of their nation because by study history a person can understand their nation's culture, their roots, development of their society, historical experience of cultures and nationalities. IB Elite Tutor provides the best IB Diploma Tutors for history.
A person can get a good education by using animation, multimedia, graphics. And also by using the internet in understanding and learning our past. That is why online IB history tutors are essential. If we want to learn our past incidents, episodes, and occurrences on earth. Then, Online IB history tutors are effortlessly, readily available and reasonably priced. Online IB history tutors and IB Home Tutors give best results successfully by understanding different social behavior, the way of living, customs of the earlier persons.


text:
AWIEF Takes 15 Women Agri-entrepreneurs to Kenya
July 5, 2018 /0 Comments/in VALUE4HER /by ireneochem
In its ongoing quest to drive women economic empowerment agenda in the African continent, the Africa Women Innovation and Entrepreneurship Forum (AWIEF) has partnered with the Technical Centre for Agricultural and Rural Cooperation (CTA-EU) in the Netherlands and African Women in Agribusiness Network (AWAN) to develop and launch a new programme initiative named #VALUE4HER: Strengthening women's agribusiness enterprise in Africa.
The programme is aimed at increasing value for women from agribusinesses through market access, finance, improving knowledge, skills and networks and advocacy thus addressing some of the key barriers for women's empowerment in agriculture and agribusiness.
AWIEF has taken 15 Southern Africa-based women in agriculture entrepreneurs from Namibia, Botswana, South Africa, Malawi, Lesotho, Swaziland, Zambia and Zimbabwe, to attend a stakeholder workshop and the #VALUE4HER project launch in Nairobi, Kenya.
Irene Ochem, Founder and Chief Executive Officer of AWIEF says their dream for women is that they rise up to positions where they become strong players within agriculture and its value chains as well as competing effectively in these value chains.
"Women are key actors in agricultural activities, but hardly benefit from high value businesses in agriculture. Supporting women to get into agribusinesses and to drive more incomes from agri-food markets is a sure way of increasing prosperity for rural communities," says Sabdiyo Dido Bashuna, Senior Technical Adviser, Value Chains and Agribusiness, CTA.
#VALUE4HER will bring together these women entrepreneurs in a form of networking where they will be exposed to international markets, consequently benefiting from the social capital. "The programme has been designed to provide women in agribusiness with capacity in terms of business skills, leadership and how to operate in an international marketplace" says Bashuna.
Entrepreneur, Chef and Author, Nompumelelo Mqwebu, with AWIEF from South Africa, says "there is a lack of women in leadership positions and decision-making within the hospitality industry as well as a lack of acknowledgement and development of women. Programmes such as #VALUE4HER play a pivotal role in bridging the gap and developing us, women entrepreneurs.
For more information about #VALUE4HER, please email asandamunyu@awieforum.org
Tags: agri-preneurs, agriculture, entreprenuers, networking, Women
ireneochem https://www.awieforum.org/wp-content/uploads/2019/06/Logo-1-1-1030x116.jpg ireneochem2018-07-05 13:43:112018-07-05 13:43:11AWIEF Takes 15 Women Agri-entrepreneurs to Kenya
Channel Africa Radio interview with Irene Ochem Founder & CEO of AWIEF 2018 AWIEF Awards Extends Nominations Closing Date


text:
Monday 16 Feb 2009 @ 10:34
HEALTHCARE WATCHDOG CALLS ON NHS TO GET RESPONSES TO COMPLAINTS 'RIGHT
Report highlights that patients remain concerned about how trusts deal with their complaints, as well as the same basic aspects of healthcare
Some NHS trusts are still not responding to complaints effectively or learning lessons from them, says the Healthcare Commission in its report published today (Monday).
The way trusts handle complaints is still the number one issue raised by complainants, accounting for 19% of cases reviewed, up from 16% last year.
In almost half of complaints reviewed, the Commission either upheld the complaint or sent it back to the trust for further work because the trust's initial response to the complainant was not good enough.
Patients and the public also continue to raise issues about the same basic aspects of healthcare such as: poor communication (12% of cases, down from 17% in 2006/07), standard of treatment (11% up from 6% in 2006/07), delay or failure to diagnosis a condition (9%), and delays in accessing care (8% up from 4% in 2006/07).
Each year the NHS delivers 380 million treatments and receives around 135,000 complaints. The Commission reviews cases where the patient is unhappy with the response from the trust. The report, the third of its kind, covers the 8,949 complaints reviewed in the year to 31 July 2008.
The Commission upheld 30% of the cases reviewed in this period, up from almost 20% last year. In a further 17% of cases (down from 26% in 2006/07), the Commission found the trust's response to the complainant was not sufficient and it was sent back to the trust for further work.
This means almost half of complaints reviewed required further work by the trust.
Twenty-seven percent were out of the Commission's jurisdiction, mostly because the complainant had not raised their concerns locally first. This is up from 24% last year, suggesting that some trusts are not making the complaints procedure clear enough for patients and the public or that people do not have faith in the independence of the local procedure.
Eighteen percent of cases were found in favour of the trust as it was found that the NHS had handled them appropriately. Most of the remaining cases were either withdrawn by the complainant or referred on to the Parliamentary and Health Service Ombudsman.
The report shows there were an equal number of complaints reviewed by the Commission about both primary and hospital care (both 43%). The remainder were about mental health trusts (10%), strategic health authorities (1%), ambulance trusts (0.9%), prisons (0.8%) and other trusts (2%).
Anna Walker, the Commission's Chief Executive, said: "Considering that millions of treatments are delivered by the NHS each year it is perhaps encouraging that we only receive around 8,000 complaints a year.
However, it is concerning that around half of complainants received an inadequate response from the trust when they first complained and we required further work to be done on the complaint.
"It is also concerning that complaints raised with us continue to be about the same basic aspects of healthcare such as poor communication, inadequate treatment and failure to diagnose conditions.
"It is clear from our wider work on complaints that trusts are not always systematically learning from them and improving their services for the future as a result. They clearly need to do so.
"It is very important that people feel that they can complain about their NHS trust if they need to and that the trust will respond positively to their complaint and learn general lessons from it.
"We have made 12 key recommendations to all trusts to improve the way they handle complaints. These are basics which patients should be entitled to.
"Things are sometimes bound to go wrong given the amount of care the NHS provides. But we will have a stronger NHS if it can embrace complaints where justified and really learn from them rather than adopt a defensive approach."
Analysis of the complaints reviewed by the Commission reveals the following themes:
· Hospitals (43% of total)
The majority of complaints about hospitals were concerning nursing care. Of these, 43.5% were about general care, highlighting issues such as nutrition, falls and observation of patients.
· GP practices (11% of total)
Complaints about GPs were the most common type of complaint about the primary care sector. Twenty-five percent of complaints about GPs were in relation to a delay or failure to diagnose a condition or illness.
· Dental surgeries (4% of total)
The majority of complaints about dental services related to treatment (36%). This included issues such as delays in accessing services and incorrect or unsuccessful treatment.
· Accident and emergency care (3% of total)
The main issues complained about were related to treatment (24%). There were concerns about ambulance response times and incorrect treatment.
· Maternity services (2% of total)
Thirty-one percent of complaints about maternity services were about treatment. These include complainants' concerns about the standard and timeliness of treatment they received.
· Mental health services (5% of total)
The main concerns were in relation to general care (47%), such as the appropriateness of treatment, care review meetings and the use of control and restraint.
· Learning disabilities (0.3% of total)
These were not primarily complaints made about learning disability services, but healthcare services for those with learning disabilities. Recommendations to the trust were made in over half of cases.
The Commission has made 12 key recommendations to all NHS trusts to improve the way they resolve complaints in preparation for the new system.
It recommends trusts should: acknowledge the person's right to complain, take statements and interview staff involved in events leading to the complaint, ensure any letters to the person are clearly written and free from complex clinical terminology, ensure that the person is kept informed of progress, offer an unequivocal apology where appropriate and ensure that general learning is taken from specific complaints and is embedded into the system.
From 1 April 2009, a new two-tier complaints handling system will replace the current three-tier procedure. If a person complains to a trust and they are unhappy with the trust's response they will be able to request a review from the Parliamentary and Health Service Ombudsman.
The new system will put more emphasis on trusts resolving complaints at a local level. It is therefore even more important that they improve their initial handling of complaints to make sure patients are not disadvantaged.
The Commission emphasises that trusts need to learn from this report.
The current procedure for complaints is a three-tier process. If someone is unhappy with the treatment or service they have received from the NHS, they are entitled to make a complaint and receive a response from the trust. If the complainant is still not happy with the response, they can refer it to the Healthcare Commission to request an independent review. If, following a review, the complainant is still unhappy they may refer it to the Parliamentary and Health Service Ombudsman.
A new two-tier system will replace the current procedure from 1 April 2009. If a complainant is unhappy with a trust's response they may refer it directly to the Parliamentary and Health Service Ombudsman to request a review.
When the Commission first took over responsibility for reviewing complaints in 2004, it faced a much higher than expected demand for its service that led to a build up of 5,000 open cases. The Commission cleared these cases and it now resolves 95% of complaints within six months, each taking two months on average. It has reviewed over 30,000 complaints and made 16,500 recommendations to trusts to resolve complaints and improve services for patients
Information on the Healthcare Commission
The Healthcare Commission is the health watchdog in England. It keeps check on health services to ensure that they are meeting standards in a range of areas. The Commission also promotes improvements in the quality of healthcare and public health in England through independent, authoritative, patient-centred assessments of those who provide services.
Responsibility for inspection and investigation of NHS bodies and the independent sector in Wales rests with Healthcare Inspectorate Wales (HIW). The Healthcare Commission has certain statutory functions in Wales which include producing an annual report on the state of healthcare in England and Wales, national improvement reviews in England and Wales, and working with HIW to ensure that relevant cross-border issues are managed effectively.
The Healthcare Commission does not cover Scotland as it has its own body, NHS Quality Improvement Scotland. The Regulation and Quality Improvement Authority (RQIA) undertakes regular reviews of the quality of services in Northern Ireland.
From 1 April 2009, the Care Quality Commission will bring together the work of the Commission for Social Care Inspection, the Healthcare Commission, and the Mental Health Act Commission. The new commission will regulate the quality of care in health and adult social care and look after the interests of people detained under the Mental Heath Act. This is the first time that independent regulation of health, mental heath and social care has been brought together in this way.
For further information contact the press office on 0207 448 9401, or on 07941 156827 after hours.


Have fun and learn to participate in this intro to basketball. Players participate in skills and drills at our weekday practices and experience "game day" every Sunday as we divide our group and play against each other.
1/30/2019 4:00 PM 5:00 PM Gym Neal A.
2/3/2019 4:00 PM 5:00 PM Gym Neal A.
2/6/2019 4:00 PM 5:00 PM Gym Neal A.
2/10/2019 4:00 PM 5:00 PM Gym Neal A.
2/13/2019 4:00 PM 5:00 PM Gym Neal A.
2/17/2019 4:00 PM 5:00 PM Gym Neal A.
2/20/2019 4:00 PM 5:00 PM Gym Neal A.
3/10/2019 4:00 PM 5:00 PM Gym Neal A.
3/13/2019 4:00 PM 5:00 PM Gym Neal A.
3/20/2019 4:00 PM 5:00 PM Gym Neal A.
3/24/2019 4:00 PM 5:00 PM Gym Neal A.
3/27/2019 4:00 PM 5:00 PM Gym Neal A.


The two main subjects shared within this week's parasha - Parshat Shemini seem to be totally removed one from the other. First, we read of the tragic death of the two sons of Aaron, Nadav and Avihu, on the eighth day of the consecration of the Sanctuary, and then the details of the laws of kashrut including detailed lists of which animals, fowl and fish are forbidden.
For seven days Moses had consecrated Aaron and the priests. Now, the time has arrived for Aaron to begin his service, ministering to the people on behalf of God. But what is the significance of the "eighth day," the phrase that gives our parasha its name?
The power of the number eight begins with creation, when on the 8th day it becomes humanity's responsibility to be the guardians of the world God has entrusted to our care. Echoed in the establishment of the covenant between Abraham and God with the brit milah being on the 8th day of life, and the 8th day becoming the day for priestly consecration at the Tabernacle, each of these acts reflect some element of demonstrating to God the faith of the Children of Israel.
As Rabbi Sacks emphasizes, "we now understand the symbolic significance of the eighth day in relation to the Tabernacle. The Tabernacle was intended to be a miniature universe, a symbolic microcosmos, constructed by human beings. Just as God made the earth as a home for mankind, so the Israelites in the wilderness built the Tabernacle as a symbolic home for God. It was their act of creation.
In every instance in Jewish history, our efforts have been to create order, light, beauty, and meaning in a world that is filled with chaos, pain, suffering. Even our own suffering serves to provide insight to others - whether through the Exodus, the exile, the Holocaust, living beyond terror, or fighting the lies of hate that are encompassing the world around us. To create innovation, to inspire passion, to encourage commitment - all of these are ideals of Israel that we inherit from our ancestors and embody the same values held by our leaders and priests dedicating the tabernacle.
Yet also in every generation that are those who replicate the self-centeredness of Nadav and Avihu, who intentionally desecrated the command on how to proceed with the burning of incense in the service to God.
With specific detail, the engagement between God and the Israelites is affirmed again and again. When Nadav and Avihu brought a strange and alien offering of incense into the Mishkan, drunk and improperly attired or intentioned, they entered into the very presence of God with full knowledge of their ill-mannered ways.
As a result, we learn they are consumed by fire. Just as the glory of God was seen atop the mountain as a "consuming fire" (Shemot 24:17), so too Nadav and Avihu are "consumed" by "fire" (Vayikra 10:2).
What is the connection with the laws of kashrut that follow in this very chapter? Is there a connection between the two?
There are many times a child - or a grown adult for that matter - may ask, "what will happen to me if I sin? If I don't keep Shabbat, if I eat unkosher, will I be stricken down by lightning? Will I be consumed by fire?" It is taught that once a person knows of the laws, they become obligated to follow it. Although they may have never kept that commandment beforehand, it doesn't matter "as much" because they simply didn't know. But by knowing, we become obligated, we become owners of the knowledge.
Perhaps the two seemingly disconnected elements of this parasha have a deeper connection - in that they emphasize the value of knowledge and our responsibility on what we do with that knowledge? Perhaps, with the many rules of what it means to be a "practicing Jew," it is the awareness and the ownership of information that matters most?
In today's world, we cannot afford to judge one another by the specifics of our Jewish practice. Some keep Shabbat to the letter of the law, and some in what we could call "halachic moderation," yet wholly immersed in the beauty and spirit of the holy day. Some keep strictly kosher, some with flexible boundaries, and some just kosher-style.
But no, we cannot afford to allow ourselves to be consumed by the fires of division and dilemmas. We cannot become the heirs of Nadav and Avihu. Instead, we must become witnesses to those who witnessed their demise: to commit ourselves to a united cause of continued consecration of our role in creation - to appreciate this amazing world that Hashem has bestowed upon us, to be appreciative of his many gifts, blessings and challenges along the way, and to live up to our obligations as Jews and as fellow human beings committed to the ideals of those whose legacy and traditions we carry on these 3000 years later.
We must be the ones to stand up for truth - truth about Jews, Jewish history, Jewish identity, Jewish pride, Jewish peoplehood and JEWISH RIGHTS. Truth about Israel, in each generation from the Exodus to today. Truth about ourselves, about each other, and the truth about the dangers that are exposing themselves every day while we continue to fight between us rather than band together under a single message that we will NOT allow ourselves to, once again, become the target of humanity's capacity for evil - even if that evil exists among our own people. Those who spread the lies of hate, those who are blinded by the propaganda, are no better just because they are Jews.
The term "Holocaust" means "wholly consumed by fire." Infused with significance by Elie Wiesel and others who believed this term was most fitting to describe the catastrophe that befell the Jewish people - a catastrophe where homes, bodies and spirits were consumed by the fires of the killing fields, the crematorium and the burning pits. Consumed by the fires of hate. As a learned man of Torah, whose very being was infused with the power of the lessons of the past, it is surely no coincidence that Elie Wiesel felt so connected to fire as symbolic of suffering, fear, even punishment as Nadav and Avihu demonstrate. It is therefore fitting that much of Elie's legacy is about a commitment to knowledge, to memory, to action - take ownership of what we know, be responsible for it, and protect truth, fact and determination as the lofty ideals of our ancestors and our whole Jewish people today.
What would be the modern equivalent of offering an "unknown element" as Nadav and Avihu did with the incense?
Would you consider the behavior of Jews who are active in the antisemitic anti-Israel movements to be committing a similar sin?
As punishments today are not issued in such obvious ways as in response to the sin of these brothers, how can we interpret "consumed by fire" in terms of modern reality? Is there a fitting replica of this concept for current dilemmas we face as a people?
After learning about the different laws of kashrut, how can you accept their importance even if you choose not to follow them completely?
How can we promote unity as a nation in spite of the different observance levels that each one of us keep?
Children are more accepting of one another in spite of their differences. How can adults learn how to better accept each other and set aside their religious or ideological divisions?
How can more people be involved in spreading truth about Israel, Jews and Judaism amidst the chaos of daily life and the rising hate in the world?


Did you hear that Michelle Bachman got high out in Colorado and was stopped for driving under the influence? How about the liberal economist Paul Krugman filing for bankruptcy? And did you know Sarah Palin has taken an on-air job with Al Jazeera?
Stories like these are almost unbelievable, which means they are, just barely, believable. None of these stories are true, but they've fooled quite a few people who have passed them along as fact in social media. They're the product of a satirical website which produces faux news.
Typically, satire is pitched broadly enough to let the audience in on the joke. But this recent variant sails right up to the edges of plausibility, playing on our low expectations for the behavior of any public figure. The joke, such as it is, is on those who allow their personal biases to sucker them into the faux story.
Here, someone heavily invested in the value of facts might be tempted to preach. Faux news contributes to the more general blurring of the lines between fact and opinion, encouraging people to believe only what they're inclined to. But these are satirical sites, after all, and entitled to irreverence in whatever way its creators define it.
The problem is that faux is becoming more generally employed as a tactic in our information-driven world.
Earlier this year, the National Republican Campaign Committee drew a Federal Election Commission complaint for a series of websites which appeared to be fundraising websites for Democratic House members. Unless they read the fine print, contributors to these "faux Democratic sites" might not have known their money was actually going to defeat the candidates in question.
Under public pressure, the NRCC changed the sites to make their purpose more clear. But now they're back with a new batch of "faux news" sites aimed at more than 20 Democratic members of Congress, including the perennially embattled U.S. Rep. John Barrow.
Under a banner that says "Augusta Update" and a headline that says "Barrow called out for broken campaign promises," the page is a pretty straight-forward campaign tract, only thinly disguised as news. As faux goes, this effort looks pretty cheesy, but it's set up like a lot of news sites.
Campaign ads that take on the trappings of news broadcasts have been around for a while, but what's different about faux is that it can be inserted into the internet in a unobtrusive way which makes it easier to get past the filters of jaded voters. The idea, probably, isn't to completely pull the wool over the voters' eyes, but to keep the more persuadable voters strung along long enough to get the message across. Faux is just a foot in the door.
"We believe this is the most effective way to present information to leave a lasting impact on the voters," said NRCC communications director Andrea Bozek.
To the extent this may be true, it's because the public has grown increasingly wary of all the standard tropes of political advertising, as they will quickly become savvy to faux news.
But this unabashed reliance on an approach which in its context is misleading raises some questions about the upcoming election. With maps pretty much written to order in all the red states and no evidence at all to suggest Democrats are even close to taking back the House, Republicans don't really have to go far out of the box, or risk further damage to their reputation, to do well in Congressional elections this fall. Why would you ever go faux, if you don't have to?


Book Mexico accommodation online. We have holiday houses, vacation rentals, apartments and villas available today!
Enjoy an entire level of our hillside home with private entrance, eat-in kitchen, two bedrooms, walk out to patio, and washroom. We provide the quaintness and personal touch of country inn living, with service and comfort of a Oaxaca hotel.
Located in an upscale residential neighbourhood 8 minutes from the center of town and about a 15 minute walk to two beaches.


London, UK, Jan 31, 2011 –/BackupReview.info/– IT Managed Services Provider (MSP), The Internet Group, is delighted to announce that it has partnered with the award winning Online Backup provider, Backup Technology. This partnership will allow The Internet Group to offer the most advanced Online Backup technology available.
Whilst traditional Online Backup is a fantastic accompaniment to traditional backups such as tape and local Network Attached Storage (NAS), it has never been perceived by the SME market as a core backup strategy. Even with modern internet connections, uploading all of your company data to an Online Backup provider and keeping this data up to date with regular backups would be next to impossible. In contrast, the Online Backup feature provided by Backup Technology is a true "tape replacement" and is capable of offering improved functionality, faster backups and the ability to run much more frequent off site backups for critical data. As well as this, research carried out by The Internet Group confirms that many SME customers are looking for ways to automate daily tape changes each night and see this technology as real benefit to their businesses as it now means they do not have to be involved with the backup process.
The Backup Technology product also adds extra functionality such as the ability to backup mobile workforce laptops without waiting for them to visit the office, offering constant data protection.
Backup Technology's core business has been built around its Online Backup service, and they currently protect in excess of 5 Petabytes of customer data in their UK and US data centres. Backup Technology's services are powered by Asigra; the world's leading software for Online Data backup and Disaster Recovery. Asigra's agentless architecture makes it faster and easier to deploy than traditional agent based solutions in both physical and virtual environments. Backup Technology's expertise in deploying Asigra services allows them to protect customers with less than 100 Gigabytes of data to over 100 Terabytes, including the likes of The British Red Cross, Liverpool Football Club and The Government Offices.
The Internet Group is a multi-award winning specialist IT managed services provider to UK and International businesses. The company provides a complete range of solutions – from service desk support and project delivery resource, through to a fully outsourced managed service – to help its customers ensure operational excellence at all times. Through its team of highly skilled engineers, consultants, software developers, and project managers, The Internet Group provides clients with a solution aligned to their individual business needs, helping to turn IT from an overhead into an asset.
By utilising the best practice frameworks of ITIL and through its work with the Service Desk Institute (SDI) and adoption of their 500 point standards based accreditation programme, The Internet Group provides a high level of service management. As a result and in recognition of its customer-led approach, the company was initially awarded a 3 star SDI accreditation in 2009, and have maintained this year on year. To reinforce this accreditation in 2010 The Internet Group won SDI's IT Service Excellence Supplier of the Year award (as nominated by their clients).
The Internet Group has also been previously recognised by Computer Weekly as the Best Place to Work in IT and included in the Deloitte Technology Fast 500, due to its exceptional business growth. The company works with clients across a range of industry sectors, including professional services, recruitment, retail and manufacturing.
Backup Technology is the leading provider of online backup and disaster recovery solutions. Since its inception, the company has tripled in size year on year and now protects the data of some of the largest companies in the world. A large element of Backup Technology's success can be accredited to their partnership with Asigra – the world-leading provider of Online Backup and Disaster Recovery software.
With individual customer data sizes ranging from 50GB to over 100TB, Backup Technology currently protect well over 5 Petabytes of data including more than 20 billion files. With clients across all industries, be it public or private sector, the impressive portfolio of customers includes The Red Cross, Liverpool Football Club and The Government Offices.


In the very heart of Kaunas city, tailored student community is created offering 250 rooms for students all over the world.
This is the place where everyone gets comfortable environment for living, studying, practice and working.
to create a community which is strong, successful and connected with ideas, contacts and future projects. We present more than 200 rooms, convenient common spaces and easy to use system of accommodation with all needed services. It helps everyone to feel safe and at home.
You will join a community of young, brave, swift, creative, innovative, collaborative, active people.
You will never be alone here but you also get silence and meditation place for your own needs.
You will get many new contacts which may help you to succeed in the future.
You will get flexible and comfortable places for co-studying, co-working and co-living.
We will provide all necessary infrastructure for comfortable living. Also you will have an opportunity to use our services when needed.


text:
Q: Custom Application Encryption I am currently looking to add encryption to a server application (programmed in C) that passes raw data, unencrypted data over TCP to clients (a large number of different applications programmed in many different languages).
What is the best way to do this? Public-key cryptography? If so, how would the process go?
Thanks!

A: If you have to ask, you're probably not qualified to be doing cryptographic work. It is far to easy to make a subtle mistake in crypto processing that breaks your entire system's security, and unlike most other bugs, it is not at all obvious until someone else breaks your system.
Just use SSL (aka TLS). The folks that designed the SSL/TLS specs and libraries have already done all the hard work for you.

A: SSL: secure socket layers, which initiates and transmits encrypted data.
TLS: transport layer security, which asks to starttls and the answer to that is a list of capabilities, then the transmission can continue using the best mutually accepted encryption.
Note: the capabilities may include cleartext.
I suggest reading upon how to extend  your existing protocol to support TLS, by looking at an example, say, the smtp starttls( rfc 2487 ).  your time invested will be rewarded.

A: OpenSSL suits my needs! A quick view at the documentation and tutorials pointed me in the right direction.


Tillandsia bryoides if of the Tillandsia subfamily Diaphoranthema. This is a family of mini Tillandsias species that produce tiny self pollinating flowers. We suggest mounting these on a piece of virgin cork bark.