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Lorie Liebig
Lorie Liebig Published: December 21, 2021
Semi Song
In 2020, Sturgill Simpson made his debut on the bluegrass charts with his critically acclaimed album Cuttin' Grass, Vol. 1: The Butcher Shoppe Sessions. Although it narrowly missed the top of the Billboard chart last year, the record claimed the No. 1 spot this year. Along with that major accomplishment, he claims two more spots on this year's best-selling albums list with Cuttin' Grass, Vol. 2: The Cowboy Arms Sessions and his most recent record, The Ballad Of Dood & Juanita.
Simpson isn't the only artist with multiple records in this year's top 10. Billy Strings' Home and Renewal both made this list, along with a very special collaboration from Yo-Yo Ma, Stuart Duncan, Edgar Meyer and Chris Thile. There's a little something for every type of music fan on this year's chart, including many entries from the genre's established favorites.
Here's the full rundown of the Top 10 bluegrass albums of 2021, as ranked by Billboard:
Top 10 Bluegrass Albums of 2021
NEXT: More of the Best of 2021
Source: These Are the Best-Selling Bluegrass Albums of 2021
Filed Under: Editor's Picks, Sturgill Simpson
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Taylor, Frances Emily
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Frances Emily (Palma) Taylor
Fran "Dolly" married her Big John in 1946. They had 5 children during their years living in both New Jersey and California. In 1960 they purchased a newly built home on 20th Street in Santa Ana and lived out their decades in that perfect setting.
She was the little Italian powerhouse who could cook for a crowd but still have energy left for the laughter and stories around the table when the meal was over. She mastered the art of "the iron fist in a velvet glove". In fact, she could just give a look with those intense eyes of hers….it was usually enough to get all the kids in line and behaving as expected. No one wanted to have the full wrath of her "or else" ultimatum.
Fran could create the glue to hold all the moving parts of a family together. In-laws, cousins, neighbors and old buddies all felt like they were "family" with the Taylors. Her good home-cooked meals created a comfort zone for all who gathered. When you are devouring mountains of Italian food you just can't think of anything more wonderful than being with loved ones.
All five of the Taylor kids felt a tight bond of family, knew the dedication and love of both parents, and had the warmth of a chattering & busy home life to enrich them. The Taylor house was not a quiet place; it was industrious and interactive and challenging at times too.
Frances always had the big picture in mind. She could manage the family dynamic, work full time outside the home, entertain, maintain and clean, plan and save to get ahead….and she still had time to play bridge, coffee-klatch with neighbors, and take walks around the neighborhood. A life well lived is the truth about Fran.
Her faith and beliefs have remained at the forefront of her life. Now she can be rejoined with her dear ones in Heaven. She knows for sure that God will grant the eternal happiness she has prayed for.
Her Funeral Mass will be celebrated at 12:10 PM Friday, April 21, 2017 at Holy Family Cathedral, 566 S. Glassell Street, Orange. A reception will follow immediately at The Villa, 510 E. Katella Avenue, Orange.
The committal service will take place privately at Holy Sepulcher Cemetery, Orange.
In lieu of flowers, the family would appreciate contributions to the American Cancer Society in her memory.
Mortuary: Brown Colonial Mortuary
Florist: The Enchanted Florist
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Wednesday, January 27, 2016, GreenTown Los Altos and Acterra presented Adventures with Water at the Los Altos Library for children in first through sixth grades. About thirty children came to explore interactive topics like water pollution, water bugs, and how much water it takes to produce food and to enjoy an art lesson of coloring and drawing water birds!
A scale lit up measurements of hidden water usage in common foods, teaching attendees the number of gallons of water used to cultivate those foods. Guesses were hazarded for the number of gallons each pound of food required.
Beef turned out to be the highest culprit at 5,000 gallons of hidden water usage; vegetables and fruits (lettuce, apples, and tomatoes) were the kindest choices at only 50 gallons. Which uses more, the chicken or the egg? Upon pondering this question, the scale revealed the answer to be chicken at 1,000 gallons, tied with a pound of cheese. Both popular choices for favorite foods. Do you prefer oranges or orange juice? Brown or white rice? While our taste buds might have a preference, the environment prefers pure fruit and brown to white rice.
Dog poop, fertilizer from lawns, factory waste—what do they have in common? The EnviroScape, contributed by Acterra, displayed through a realistic map model how these pollutants gather in the environment. While storms aren't so fun to weather through outside, they're fun to create, especially during the drought! Make it pour! But uh-oh, all the rainwater washes these pollutants into the creeks and bays—a good reason to pick up after dogs and stop using chemical fertilizers.
Bugs? Eww. But not these babies! These water bugs are valuable for telling us about a creek's health. Participants had fun catching them in troughs of water supplied by members of Acterra, direct from Stevens Creek. Identifying these little invertebrates lets us know if they are pollution tolerant, resistant, or in-between. The existence of a variety of those little bugs is a sign of a creek's good health. Thanks for being there, bugs!
Ruddy-Nosed Gutter Flooder. Waterlogged Tub Soaker. Double-Breasted Sudsucker. Have you heard of these flashy birds? Stop them—they're water wasters! These birds waste water through faucets, hoses, and washing machines. We aren't like them! We turn off faucets and fix leaks! Ingenious attendees even drew their own water birds, complete with impressive wings and colorful water-wasting beaks.


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Should I Sell my Guam Home or Wait?
DIY staging tips from Living On Guam that won't break the bank!
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text:
'use strict';

var angular = require('angular');

var userListStyle = require('./user_list_style');

angular
  .module('plowderye')
  .controller('ParticipantListCtrl',
  function($scope, socket, ConversationService, UserService) {

  $scope.getParticipants = function() {
    return UserService.getParticipants(
      ConversationService.getCurrentConversation()
    );
  };

  $scope.getCssClasses = function(user) {
    return userListStyle.getCssClasses(user, UserService.getUser());
  };

  $scope.getDisplayName = userListStyle.getDisplayName;

  $scope.createConversationWith =
    ConversationService.createOneOnOneConversation.bind(ConversationService);
});

redpajama_set_name: RedPajamaGithub


Recently, I've encountered several technologists that still don't understand open source software economics and got suitably cranky about "people giving away software for free" and "destroying the value of innovation". I thought it time to try to reach for an easier way to demonstrate what's happening in the industry in pictures.
Everyone is familiar with the idea of a normal "bell curve" distribution representing R&D investment over time. As a technology is better understood and a product succeeds in the marketplace, R&D investment increases, and over time as new technologies advance, the R&D investment in the original technology and product wanes. The integral represents the total R&D investment over time. The function can also represent the "knowledge" gained or the increase in the intellectual asset base.
Good companies develop and invest in new successive waves of sustaining technologies. So, looking at Microsoft's success with PC operating systems, DOS was replaced by a greater investment in a more innovative Windows, was replaced by a larger investment in a more innovative NT.
This also fits nicely with Christensen's original observations about incumbent companies being good at sustained innovations and well run companies knowing how to jump from technology to technology along a sustaining innovation path. This all makes sense when considering a single company's R&D investment. It applies equally well to Sun Microsystems when considering that the steeper slope of successive sustaining innovations was on the hardware side versus the slower (but not inconsiderable) investment from SunOS (a BSD variation) to Solaris.
The investment curve for projects like Linux and Apache, with lots of individual and corporate contributors, still looks like a bell curve, but the contributions might better be viewed as a stacked bar chart. Individual contributors invest to meet their specific needs. Because there is enormous overlap in their common needs, they all share the overall investment.
Christensen was careful in subsequent work to point out that the disruption wasn't about technology but about business model. The disruption often started when someone assembled standard cheaper lower performing parts into a solution that solved a completely different need with a very different cost basis. The new solution begins its own sustaining innovation curve until the new technology can compete with the incumbent compared against the criteria about which the customer/consumer cares.
The disruptive business model isn't about Linux so much as the ability for corporations to do collaborative development at the component/complement level in a "frictionless" well-managed Internet-enabled community. (The original OSF/1 shared-development of a UNIX-like replacement failed: too few players, too much politics.) Linux is a much stronger disruptive business solution as a way to handle a particular sourcing problem.
It would be interesting to consider the difference between projects with enormous inbound code contribution (versus all the other strengths a well run community brings to the table) distributed across a wide group of players like we see in the Linux and Apache projects, versus projects managed more tightly by a company like MySQL was. Another interesting attribute of this collaborative business model to investigate is how contribution mutates over time. Christensen's work demonstrated that an incumbent gets in trouble when they begin to over-deliver on functionality for attributes their customers consider important. The customer can't absorb the sustaining technology innovation any faster and literally won't pay for it. The slope of the sustained innovation of the competing technology is sufficient to cross into the space covered by the incumbent's solution.
In a shared collaborative development environment, however, because the technology isn't being driven by a single corporate entity, the community of corporations collectively contributes to their own needs and the technology may (i) stabilize where it needs to stabilize, and/or (ii) be taken in new and interesting directions. There is less pressure (if any) to over-deliver with new innovation. The consumers are the developers, but it's a very broad community indeed. This is what I believe just happened with the MeeGo announcement and the combining of the Nokia Maemo and Intel Moblin projects. This is a great inflection point for Linux into the new mobile Internet device space.
One only need read the report from the Linux Foundation charting the growth statistics in the Linux kernel to understand the enormous value generation happening release-on-release, four times a year. Using the Ohloh rules-of-thumb of US$55,000 per person year one gets US$142M of value creation in the 2.6 Linux kernel. The fact that some business models have been destroyed (Sun), or threatened (Microsoft) doesn't mean there's not enormous ongoing value creation in the technology.
Ohloh value chart for Linux 2.6 kernel.
Neither is intellectual property being "destroyed". Again, this is a disruptive business model discussion. Intellectual property is a business choice made on how a company will protect certain intellectual assets as legal property. Which assets to protect, and how, and which property to defend is a business choice based on the cost model a business uses with respect to turning assets into value propositions customers will buy. When a group of companies chooses to collaboratively develop a technology complement/component, they're making a business model choice on how they will selfishly share certain intellectual assets. Nothing was destroyed along the way.
Create the access point name (APN) from the Settings App->Wireless Controls->Mobile Networks->Access Point Names (hit the Menu button to bring up "New APN"). I selected the newly created AT&T APN and I was up and running.
Everything seems to work so far. Calls, SMS, MMS in/out all work. Need to spend a bit more time with the apps. The stock apps for Gmail and browsing and messaging seem fine. I'm learning to hit the Menu button when stymied about what to do next and it's not obvious. That typically brings up the options for which you were looking. I've loaded Twidroid from the Android App Store along with a few other tools (because everyone needs a command-line window and a telnet client on their phone).
The only thing proving really onerous is Google assumes I have my contacts on GMail and won't read anything from the SIM apparently. The synchronization between my old mobile phone (a Motorola Razr) and my desktop (a Mac PowerBook G4) is horrendously bad. So I'm needing to hand rationalize a lot of phone numbers. Tedious, but an opportunity to clean out the list. I'm going to go fix that problem more broadly soon regardless.
Now to download the Android SDK.
Congratulations! Cloudera launched today to bring Hadoop to the enterprise. It's anchored by Mike Olson, Christophe Bisciglia, Amr Awadallah, and Jeff Hammerbacher. Hadoop is the open source project that implements MapReduce, the algorithm that allows companies like Google and Yahoo (and even Microsoft) to search cheaply and easily enormous quantities of data and assemble the results. As most enterprises don't have the sort of operations staff that a Google might have, Cloudera will provide enterprise qualified software, training and consulting.
I've known Mike for a long time now since his days as CEO at SleepyCat before they were acquired by Oracle. I had the pleasure of working with Christophe as a speaker at the inaugural Open Source Forum at the Beijing Software Innovation Summit in China a couple of years ago while he was still at Google. It was Christophe that put together the original training program around Hadoop for university students. Congratulations and best wishes!
P.S. Christophe seems to have gone all corporate with his hair.
I've been thinking about this since I published the Standards Primer a month ago. In the next two to five years, Google will be challenged by a technology standards effort that it will need to encourage or manage in its mission to organize the world's information and make it universally accessible and useful. Such efforts cannot be erected quickly (as demonstrated most recently by Microsoft), and preparations for that day should begin in the near future. Google is also in a unique position to turn the standards development process on its head.
Here are a number of ideas for how Google can plan for the future in the most flexible and cost effective manner, and contribute a unique and valuable re-think of the standards development process. Well organized, a standards function can be an order of magnitude more effective at growing or defending a company's business.
There are a set of strategic questions to be answered by a standards function at Google: What standards should be developed or encouraged to reduce the friction of organizing the world's information and making it universally accessible and useful, or to open up new areas for growth? Is Android a reference implementation? An open source community? Does it require a standard? Are there micro-format standards that would make indexing web sites, libraries, or health records easier? What standards could others be planning that need to be managed because they threaten Google customer engagements or limit growth? Is a search results standard good or bad for business?
Google has a perceived public culture around serving customers, aggressively innovating, doing no evil, and having fun. These attributes should be celebrated equally loudly in their standards function which for most companies is portrayed as staid, conservative and dull.
Have a strategic planning function that knows how best to recommend using the company assets to develop and respond to standards and standards-like programs and communities.
Be able to find, organize, and educate potential participants and practitioners within Google quickly as the need arises.
Be in a position to influence external participants and organizations through successive layers of trust, i.e. you need to be participating and be visible.
Organize the standards office to be a small number of standards strategy staff. This group would have the responsibility for education, evaluation, organization and co-ordination, and forward strategy planning.
Individual technical staff are generally the first group of people an organization discovers in their own ranks participating in standards. They are the first line of trust and influence. They are in the worst position when it comes to IP risk or reward. Standards practitioners often develop out of the initial group of standards participants. These practitioners are people that have an interest in the success of the standards efforts at a more organizational level and begin to see cross-standards influences.
Educating participants and practitioners is key to ensure they know how to best get things done, protect the company's investments, and how to keep others within the company informed of status. The standards office should be responsible for developing and delivering the educational materials.
Organizing and co-ordinating the efforts of participants and practitioners is important if a company is to get the best return on the investment of having them involved. The initial participants are already building trust in their respective organizations. They are the front line and need to be supported in their roles.
Google has offices in 27 countries. This is an opportunity to build trust with 27 national member bodies in ISO. Some countries have rules about participation (you need to attend so many of the past meetings to be eligible to vote for example). Some countries are more relevant than others, because they hold particular influence as well. But Google is in a great position to begin here.
The standards team should be responsible for co-ordination with legal and corporate affairs and the business teams (product marketing and development) for standards-related efforts.
The standards office should also be responsible for monitoring ongoing activities in the standards development world to watch for particular efforts that should be joined or managed.
The standards office should develop forward thinking strategy in the standards space. Based on current products and future opportunities, what standards efforts might be undertaken at Google at what cost to best enable customers and users?
The investment need not be great. Google is in a great position to begin. But there are even more interesting ideas in the standards arena and Google is in a unique position to fulfill them.
Taking a typical Google viewpoint of what could be done with infinite cycles, storage, and bandwidth when thinking about standards opens up new opportunities in the standards engagement space that come back to Google's mission to organize the world's information and make it universally accessible.
Meetings need to organize and track input documents, minutes, and output documents that pertain to the development of the specification that will become a standard.
Specification development is often as complex as developing complex software, where a collection of document sources (text, markup+metadata, diagrams, tables), need to come together into a single known identifiable "printable" document that is easily available, indexed and searchable.
Draft specifications need to be managed and balloted and the votes and comments from the balloting process need to be tallied, tracked and managed against document drafts.
Interpretations (bug reports) need to be managed against published standards.
Amendments need to be managed against the history and evolution of the standard specification.
Many organizations develop software reference implementations for the specification, and the source code needs to be managed as a software project as well as against the specification (and its drafts).
Some organizations develop test suites for conformance verification and validation against a standard, and again both the software itself needs to be managed, as well as the link to the specifications.
While different standards organizations exist to fulfill different missions, and so have different structures, policies, and practices, this lack of underlying consistency leads to a diverging base of information rather than a converging one. Regardless of the differing policies and practices of the standards development organizations, the friction in the system is common and causes lots of problems.
Every working group and organization tackles these problems in their own ways, cobbling together the tools and processes that meet the standards development organization's (SDO) policies and procedures. It is labour intensive, repetitive, and best practices seldom surface across diverse tools and organizations.
History and knowledge are lost, both in process and content.
Participation in the process is limited.
Promulgation of the work can likewise be limited.
The resulting specifications that become standards are generally not accessible and searchable in a consistent way.
The quality of the specifications can suffer due to a lack of infrastructure and support.
In the end, regardless of policy and procedure tied to specific SDO, they all need the same basic toolset to support the process. Google has the building blocks in http://code.google.com and "Google Apps for your Domain" to develop http://standards.google.com providing the tool infrastructure and best practices to solve many of the friction problems faced by standards developers.
Regardless of an SDO's policies and procedures, individual working groups can more easily deliver standards that meet the needs of the SDO and its constituencies in ways that would make the standards more discoverable, accessible, and useable. Using this as the opening olive branch, while developing a strategic standards office would put Google in an excellent position quickly.
Google is in an excellent position to begin their standards strategy function. The effort should be undertaken soon to provide the best most effective platform for success in this strategic area going forward.


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Album Review: Simmering passion marks Dierks Bentley's 'Riser'
By Michael McCall;
Associated Press;
Dierks Bentley, "Riser" (Capitol Nashville)
Contemporary country singer Dierks Bentley has changed producers for "Riser," his seventh album, and the results play up a long-held U2 influence. The chiming guitars and slow-boiling melodies add a simmering passion to Bentley's distinctive vocal and writing style, while the lyrics and subtle instrumental touches tie it to country music.
Working with producer Ross Copperman, Bentley's ambitious reach comes charging back in such new gems as the spiritual "Here On Earth" and the personal statements of "I Hold On" and "Damn These Dreams."
The album's arrangements — a refinement of a sound Bentley has drawn on since his 2003 debut — mix atmospheric touches with steady rhythms that percolate and at times explode into fist-pumping anthems. The sound accentuates the strengths of Bentley's voice, which nicely articulates narrative story songs like "Bourbon In Kentucky" (with harmony vocals by Kacey Musgraves) and the tangled emotions of "Say You Do."
Bentley has often shown a sly sense of humor, and it surfaces on the entertaining "Drunk on a Plane," which manages to turn a poignant portrait of heartbreak into a party song.
"Riser" might not lift Bentley to the top-tier rank of label mates Luke Bryan and Eric Church, but the singer-songwriter continues to bring a much-needed creative heft to country music.


text:
Featured History Philosophy and Insight
The Amenities and Facilities of Auschwitz
September 18, 2021 September 20, 2021 Reich Revision 13 Comments
Auschwitz—Reality versus the Claims
By Peter Winter
The Treatment of Inmates at Auschwitz
The image of Auschwitz, as promoted by the lying jews and their shabbos goyim in the jewish mass media, is that Auschwitz was a slave-extermination camp, dedicated only to murdering as many people as possible.
The reality of life in Auschwitz was—needless to say—very different to these endless jewish "survivor" lies. Instead of being dedicated to the "mass murder" of any-and everyone, the Auschwitz Camp had a large number of facilities dedicated to saving the lives of prisoners–including hospitals, dental clinics, recreational facilities, libraries, and so on. Here follows some images from Auschwitz which the holocaust storytellers do not show.
The Auschwitz Camp Orchestra
The story about the "Auschwitz camp orchestra" has entered nearly legendary status. Most often, the public is told, the evil evil NAZIS (either themselves, or they forced jews to do so) played classical music while they were mass-murdering jews in the "gas chambers" or some other such activity.
So what was the reality of the Auschwitz Orchestra?
The truth is revealed in original photographs, on display at the camp museum to this day.
Below: A picture of the real Auschwitz camp orchestra, assembled for an open air concert in Auschwitz I. Note the crowds of prisoners standing round (not being "marched" or "carrying the dead" but quite relaxed, listening to some music. Note other prisoners on the left, standing at ease. It is, of course, also untrue that the camp orchestra was "forced" to assemble in one particular area only.
Below: a picture taken in 1941, on a beautiful Sunday afternoon (and not a "work" day, so, no "rows of prisoners "marching past") in which the details of the orchestra can be seen even more clearly.
Below: Block 10 at Auschwitz: the inmate's hospital block.
Below: New arrivals were processed through this large hall for registration.
Below: A stage performance at Auschwitz, dated by the German Federal Archive Service as "1941/1944."
Below: A picture of the camp choir, recruited from the workers at the IG Farben factory at Auschwitz—all well-fed inmates, putting on a concert for the camp inmates.
Below: Women's music group
Below: An inmate being X-Rayed at the Auschwitz hospital, 1942, supposedly at the height of the "extermination program." The idea of a fully-equipped, modern and state-of-the-art hospital facility at Auschwitz flies in the face of jewish allegations that the camp's sole purpose was to "exterminate" people.
Below: Taken from the abhorrent Yad Vashem (israel's own "holocaust memorial organization), a photograph showing inmates at Auschwitz being treated in the ultra-modern dental clinic at the camp in 1941.
Below: It was a regular occurrence for children to be born in the camp. The Germans even set up a nursery for the children. Picture from 1942.
Below: The dining hall at Auschwitz III. Photograph from 1942.
Below: Large kitchen building
Below: Auschwitz also had its own greenhouse complex to provide food for the inmates. More below.
Below: Sporting activities were also encouraged: a fencing tournament for inmates at Auschwitz (note the sign in the background). Photograph from 1944.
There were inmates from all over the world at Auschwitz, not just filthy jews. The camp had originally been built to accommodate Polish Prisoners of War, and later had many Russian POWS arrive as well.
Below: a British POW soccer team from the E715 camp, located directly next to the Auschwitz II (Birkenau) camp—where it is claimed, the "gas chambers" were located—pose for their group photograph.
Below: Block 19, the convalescent recovery building of the infirmary complex (Blocks 19-21 and 28).
Above: A central bakery for the Auschwitz I main camp was built in 1942.
Below: The well known and beloved Auschwitz swimming pool
Below: One of the largest establishments in the overall Auschwitz complex was an agricultural and experimental station in the village of Raisko. The inmates who worked in these greenhouses (BW33c) grew vegetables and flowers and tended nearby fields. Another Raisko facility was an SS experimental station to breed plants for production of india rubber. Also located in Raisko was the SS Hygiene Institute, which conducted chemical and bacteriological analysis for disease prevention.
Below: A large kitchen building was provided in each of the two sections of Lager BI
Below: The Deutsche Ausrüstungs Werke (DAW) was an SS controlled firm with several factory and workshop buildings in the Auschwitz industrial area, using [paid?] inmate labor to produce furniture and other woodwork items and woven goods.
Below: Another camp kitchen building with replicated gallows that allegedly were there.
Below: In the fall and winter of 1942-43, potentially paid inmates from the Birkenau labor camp built a series of ten warehouses as storage for potatoes and vegetables, produce of the Auschwitz area farms.
Below: Inmates worked, possibly for lagergeld (camp script) in the sauna building, delousing the clothing with steam and hot air apparatus in order to save lives.
Below: Waterworks building (BW35) for the SS Kaserne complex (including the Kommandantur and SS hospital complex).
Below: At the southeast corner of the camp, outside the perimeter, were two Kartoffellagerhalle potato storage warehouses.
Below: The camp slaughterhouse and dairy facility (BW33b).
Below: Single and multiple person air raid bomb shelters around Monowitz
Below: former entrance to a multiple person air raid shelter at Monowitz
Below: Office building for the Inmate Labor Administration
Below: Several sewage treatment plants were built around the periphery of the Birkenau camp
Below: The central water treatment and pumping building was located on the periphery of the Auschwitz I area.
Below: At the north end of each section of Lager BII was an ornamental garden. The structure in the distance was a large elevated water tank for the kitchen facility.
Below: Inmate kitchen building at Monowitz
Below: A Krautsilo (BW96) for storage of cabbage produce.
Below: Block 24 Auschwitz brothel
Below: Auschwitz theatre building
Below: jewish workers were compensated for their labor with scrip printed specifically for their use in stores, canteens and even brothels. This scrip was not negotiable outside of the camp for which it was issued.
Below: Canteen building (BW14) where inmates could use camp script they earned for their labor.
Below: Auschwitz Post Office
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I note the large "registration hall" with the overhead gas pipes for killing inmates, cunningly disguised as light fittings. And the pool of concentrated acid into which jews were forced to dive by dwarves dressed as Holy Roman Emperors; but most sinister and cruel of all, the lines of cannibalistic Venus Flytrap plants being grown in glasshouses, into which the body parts of dead jews were fed, so as to erase all trace of them once they had been gassed or beaten to death by the Auschwitz Kommandant or his bitch wife. Never forget what these evil… Read more »
lebenbroi
Your comment is proof of why they call you Jews PSYCHOPATHS
Sure, and therefore it had glass windows, easily to break and to flew thru.
🤣 🤣 🤣 🤣 🤣
And I guess the venus flytraps ate your brain.
Arch Stanton
Just the photos to show those crying out in pain, "I saw the pictures of the bodies!" Yeah, well, I saw the pictures of the swimming pool, brothels, camp orchestra, green houses and much, much more! And since when do they pay slave labor? Oh right, I forgot about Amazon.
Mister Wonderfulness
It would be great if you can provide the sources of these images…they should be spread far and wide and if any criticism comes we can back it up with facts.
This is important stuff!
I've also seen video footage of the swimming pool, I think in a documentary of Zundel and Cole.
Based on many conversations with Germans who lived through war, the jews at Auschwitz and in the other camps had more amenities, food, medical care, facilities, entertainment, and luxuries than most ordinary German families.
Last edited 1 year ago by Karl
Tim Folke
I first learned about the Auschwitz amenities in 1970 when, in 10th grade, I did a term paper on the Holocaust(c). I was living in Monterey, CA, home to the Defense Language Institute and a few instructors and/or family members were Russians, Jews or Poles who were in the internment camps. Up to that time I fervently believed in the official narrative and so when interviewing two Jews and a Pole (one of the Jews and the Pole were actually interned in Auschwitz) I expected to hear of all kinds of atrocities. Remember, this was back before… Read more »
Reply to Tim Folke
everyone who wants to understand the real genocide of WW2 needs to read james
baqcue "other loses", the little known truth
Labor camps, of course!
Who else should produce rounds, tanks etc. when all the German males were at the front fighting the enemies?
Only complete idiots believe that Auschwitz was for killing people.
Fact: In the socialistic GDR there was the law that all adult had to work. Anyone refusing to do so was sent to prison, where (like in the FRG still today) inmates have to work.
No big difference to concentrations camps in the past.
I do not care what Fred Leuchter said. He was just a gas chamber expert; he had no training in bathroom plumbing and knew nothing about shower heads. Spielberg made a mistake when he excluded from his vast collection of testimonials those in which the survivors, I mean Survivors, claimed they had such amenities in the camps and were decently fed and cared for before the Allies bombed the railways and cutting all supplies. He thus invalidated the Truth of the Soap. Of course the jews had to be fattened up to provide enough fat for the… Read more »
Reply to ariadna
You Jews have no conscience and no shame. Everything you write here is a lie and you even changed Arthur Butz's book title. The real title is " The Hoax of the Twentieth Century". You are incredible evil being.
Alouicious Jackson
Oy Vey! The kikes are going to spit out their gefilte fisch when they see this one!


text:
namespace swift {

class DominanceInfo;
class SILLoop;
class SILLoopInfo;

/// \brief Adds a new argument to an edge between a branch and a destination
/// block.
///
/// \param Branch The terminator to add the argument to.
/// \param Dest The destination block of the edge.
/// \param Val The value to the arguments of the branch.
/// \return The created branch. The old branch is deleted.
/// The argument is appended at the end of the argument tuple.
TermInst *addNewEdgeValueToBranch(TermInst *Branch, SILBasicBlock *Dest,
                                  SILValue Val);

/// \brief Changes the edge value between a branch and destination basic block
/// at the specified index. Changes all edges from \p Branch to \p Dest to carry
/// the value.
///
/// \param Branch The branch to modify.
/// \param Dest The destination of the edge.
/// \param Idx The index of the argument to modify.
/// \param Val The new value to use.
/// \return The new branch. Deletes the old one.
TermInst *changeEdgeValue(TermInst *Branch, SILBasicBlock *Dest, size_t Idx,
                          SILValue Val);

/// \brief Replace a branch target.
///
/// \param T The terminating instruction to modify.
/// \param EdgeIdx The successor edges index that will be replaced.
/// \param NewDest The new target block.
/// \param PreserveArgs If set, preserve arguments on the replaced edge.
void changeBranchTarget(TermInst *T, unsigned EdgeIdx, SILBasicBlock *NewDest,
                        bool PreserveArgs);

/// \brief Replace a branch target.
///
/// \param T The terminating instruction to modify.
/// \param OldDest The successor block that will be replaced.
/// \param NewDest The new target block.
/// \param PreserveArgs If set, preserve arguments on the replaced edge.
void replaceBranchTarget(TermInst *T, SILBasicBlock *OldDest, SILBasicBlock *NewDest,
                         bool PreserveArgs);

/// \brief Check if the edge from the terminator is critical.
bool isCriticalEdge(TermInst *T, unsigned EdgeIdx);

/// \brief Splits the edge from terminator if it is critical.
///
/// Updates dominance information and loop information if not null.
/// Returns the newly created basic block on success or nullptr otherwise (if
/// the edge was not critical).
SILBasicBlock *splitCriticalEdge(TermInst *T, unsigned EdgeIdx,
                                 DominanceInfo *DT = nullptr,
                                 SILLoopInfo *LI = nullptr);

/// Splits the critical edges between from and to. This code assumes there is
/// exactly one edge between the two basic blocks. It will return the wrong
/// result if there are multiple edges and will assert if there are no edges in
/// between the two blocks.
///
/// Updates dominance information and loop information if not null.
SILBasicBlock *splitIfCriticalEdge(SILBasicBlock *From, SILBasicBlock *To,
                                   DominanceInfo *DT = nullptr,
                                   SILLoopInfo *LI = nullptr);

/// \brief Splits the edge from terminator.
///
/// Updates dominance information and loop information if not null.
/// Returns the newly created basic block.
SILBasicBlock *splitEdge(TermInst *T, unsigned EdgeIdx,
                         DominanceInfo *DT = nullptr,
                         SILLoopInfo *LI = nullptr);

/// \brief Splits the edges between two basic blocks.
///
/// Updates dominance information and loop information if not null.
void splitEdgesFromTo(SILBasicBlock *From, SILBasicBlock *To,
                      DominanceInfo *DT = nullptr, SILLoopInfo *LI = nullptr);

/// \brief Rotate a loop's header as long as it is exiting and not equal to the
/// passed basic block.
/// If \p RotateSingleBlockLoops is true a single basic block loop will be
/// rotated once. ShouldVerify specifies whether to perform verification after
/// the transformation.
/// Returns true if the loop could be rotated.
bool rotateLoop(SILLoop *L, DominanceInfo *DT, SILLoopInfo *LI,
                bool RotateSingleBlockLoops, SILBasicBlock *UpTo,
                bool ShouldVerify);

/// \brief Splits the basic block before the instruction with an unconditional
/// branch and updates the dominator tree and loop info.
SILBasicBlock *splitBasicBlockAndBranch(SILBuilder &B,
                                        SILInstruction *SplitBeforeInst,
                                        DominanceInfo *DT, SILLoopInfo *LI);

/// \brief Return true if the function has a critical edge, false otherwise.
bool hasCriticalEdges(SILFunction &F, bool OnlyNonCondBr);

/// \brief Split all critical edges in the function updating the dominator tree
/// and loop information (if they are not set to null). If \p OnlyNonCondBr is
/// true this will not split cond_br edges (Only edges which can't carry
/// arguments will be split).
bool splitAllCriticalEdges(SILFunction &F, bool OnlyNonCondBr,
                           DominanceInfo *DT, SILLoopInfo *LI);

/// \brief Merge a basic block ending in a branch with its successor
/// if possible. If dominance information or loop info is non null update it.
/// Return true if block was merged.
bool mergeBasicBlockWithSuccessor(SILBasicBlock *BB, DominanceInfo *DT,
                                  SILLoopInfo *LI);

} // end namespace swift
#endif


The JRC-MARS unit (Monitoring Agricultural ResourceS) develops methods, tools and systems to monitor agricultural evolutions (areas and yields) in Europe and the major food producing areas around the world.
Celebrating its 25th anniversary, we highlight the goals and achievements of this MARS programme, and the broader role of agricultural monitoring to support global food security. Since 2000, VITO delivers remote sensing data which contribute to better crop yield forecasts.
Given the post-war food scarcities, agriculture has always been a major focal point of the European Union. DG-AGRI, the European Ministry or "Directorate General" (DG) of Agriculture, is responsible for the definition and realization of a Common Agricultural Policy (CAP) amongst all the EU Member States.To take adequate and fair decisions, DG-AGRI needs reliable agro-statistics, acquired in a uniform and timely way over the different EU member states.
This action aims to determine the per-annual areas of the major crops within the EU.
Within-season yield estimates are of crucial importance for the world trade of food commodities. JRC-MARS provides this information on a European or global scale, via a combination of different resources (weather data, crop growth modelling, remote sensing, etc.) and distributes it to the major stakeholders around the world.
The previous results (areas, yields) are used to deal with other issues, such as crop insurances and the impact of climate change.
Although VITO is active in the above three domains, within the so-called MARSOP contracts we only deliver remote sensing data for the second activity. For this pre-harvest monitoring and yield estimation action, we collaborate with Meteo-Group (Germany) and Alterra (The Netherlands).
The core of the JRC-MARS yield forecasting system is based on "models": crop growth models or statistical methods. Both have the tendency to narrow down on the "normal behaviour", but they often fail in the case of exceptional events. According to JRC, the "objective observations" of remote sensing often improve the final yield estimates.
In this way, the MARS project paved the way for many other projects and collaborations.
Besides the various pre-processing workflows which upgrade the "raw" satellite registrations into 10-daily composites (S10), two software packages have been developed with focus on the further extraction of useful information from time series of such S10 composites.
FromFrom the very beginning (2000), it was attempted to program all MARSOP procedures in a most generic way. That means: operational for any sensor, resolution, indicator, etc. Over the years this has resulted in a set of ANSI-C programs called GLIMPSE, all working in Command Line mode, which facilitates their incorporation into "scripts" and the setup of automated processing workflows. Today, GLIMPSE is also used in many other projects by JRC and VITO.
SPIRITS is a JAVA-based software which allows to run the core of the GLIMPSE modules in a standard Windows environment. But it also provides a wealth of additional facilities, related to format conversions, database management, map generation, etc. SPIRITS has been developed on behalf of JRC-MARS. It is freely available and the latest version can always be downloaded from http://spirits.jrc.ec.europa.eu/. SPIRITS is used around the world to prepare agro-meteorological bulletins.
Find out more about the MARS programme, its history, goals and achievements in a special summary dedicated to its 25th anniversary.


text:
China-New zealand Free Trade Agreements
On April 25-27, 2017, the first round of China-New Zealand free trade agreement was held in Beijing.
Rounds of negotiations, the two sides around the technical barriers to trade, customs procedures and trade facilitation, rules of origin, trade in services, competition policy, e-commerce, agricultural cooperation, the environment, government procurement and other issues to carry out fruitful consultations.
In March 2017, Premier Li Keqiang during his official visit to New Zealand, the two leaders jointly announced that in April in Beijing, China – New Zealand free trade agreement to upgrade the first round of negotiations.
China-Singapore FTA is the first free trade agreement between China and the developed countries. The start of the upgrade negotiations will inject new and strong impetus to the economic and trade cooperation between China and Singapore, so as to benefit the people and enterprises of the two countries, And further consolidate the new comprehensive strategic partnership.
Economic and Trade Relations between China and New Zealand
Since the establishment of diplomatic ties in 1972, bilateral economic and trade relations have developed steadily.
New Zealand in the relationship with China in the forefront of the developed countries, made five "first"
The first bilateral negotiations with China to end WTO accession,
The first to recognize China's full market economy status,
The first negotiations with China to carry out bilateral free trade agreements,
The first to sign a free trade agreement with China,
The first to sign a free trade agreement with Hong Kong, China.
April 7, 2008, China and New Zealand signed a free trade agreement, October 1 implementation.
China and Singapore have strong economic complementarities in the fields of electromechanical products, agriculture and animal husbandry, trade in services, environmental protection technology and clean energy.
This is the first comprehensive free trade agreement signed by our country covering trade in many areas such as trade in goods, trade in services and investment, which has contributed to the growth of bilateral trade and investment.
Bilateral trade
According to China Customs statistics, in 2014 the new bilateral trade volume of 14.25 billion US dollars, an increase of 15%. Among them, China's exports to New Zealand $ 4.74 billion, an increase of 14.7%;
Imports from New Zealand $ 9.51 billion, an increase of 15.2%. China's exports to New Zealand mainly for mechanical and electrical products and clothing, imports from New Zealand mainly dairy products, wood, wool and so on.
Mutual investment
According to the Ministry of Commerce statistics, as of the end of 2014, New Zealand accumulated 1791 investment projects in China, the actual use of new capital 1.36 billion US dollars, mainly in agriculture, forestry, light industry, textile, metallurgy, food processing, medicine, computer and other fields.
According to the Ministry of Commerce statistics, as of the end of 2014, China's non-financial direct investment in New Zealand 480 million US dollars, mainly related to dairy, resource development, insurance, construction and other fields.
Bilateral economic and trade cooperation mechanism
China – New Zealand Economic and Trade Commission
According to the Intergovernmental Agreement on Trade between China and New Zealand in 1973, the China-New Zealand Economic and Trade Commission (Vice-ministerial level) is held annually in both countries. Has been held for 26 sessions.
China – New Zealand Free Trade Zone Joint Commission
In 2008, the China-New Zealand Free Trade Zone Joint (Bureau level) was established, the two sides each year in turn held a meeting in two countries. In March 2015, the sixth meeting of the FTA was held in New Zealand.


text:
Crystal Peaks
Tom J Newell
Tom J Newell's The Beat Goes On is one of two elephants at Crystal Peaks (the other is Susan Webber's Blossom).
Tom is a local artist, illustrator, record collector and DJ whose work can be seen all around Sheffield. His contribution to the Herd of Sheffield is a black and white elephant with nods to the city's music scene and its seven hills.
The Children's Hospital Charity
The Herd of Sheffield was organised by The Children's Hospital Charity and Wild in Art to raise awareness of the charity and money for it. Please consider donating to The Children's Hospital Charity; they do some great work making Sheffield Children's Hospital even better.


text:
2022 Chelsea Spresser. Powered by Blogger.
changecreative writinggoodbyegrief
The weight of expectation
by Chelsea - May 24, 2021
Dance was something we shared from the very start. It was a constant of our life together.
But now, as I contemplate leaving that world behind entirely, I wonder if I'm abandoning her too. I worry I'm not holding up my end of the bargain, that I'm failing to fulfil the legacy so many assumed I would realise.
The weight of expectation is heavy and greets me every time I show up to work at the dance studio – the place that feels both incredibly foreign but strangely like home at the same time. It's there when I send young dancers on stage with a fleeting "chookas" as they whisk past me through the wings; or as I nervously open the door as they make their way into their ballet exam.
It's there as I stand in front of the junior ballet class and mindlessly offer generic corrections as if by rote, all the while wondering where my passion for this work – her work - has gone or if it was ever really there in the first place. Did I really mean to end up in this place or was it out of sheer convenience or a loyalty to her and respect to the impact she made in so many young lives?
Grief is layered and it appears mine has led to the loss my true self, my identity and my own path. The absolute devotion she had for the work we do – and once did together – eludes me and no matter how hard I've tried to carry on in the hope it will miraculously appear as I make my way out of the haze and into "life after", I continue to feel numb and as if I'm merely following a road map she left for me.
It's not my dream but for the past four years, I've believed it was my destiny. I believed it was my duty to continue the legacy that, under her watch, had touched so many lives. But as the haze of grief slowly lifts, I'm starting to see that this half-lived existence spent wondering wouldn't have been her dream for me.
Grief has, in a funny way, become my teacher. Quite ironic considering it's the role of educator that I'm so scared to let go because of a fear of losing my unique connection to her. But grief has taught me to be brave – to have the courage to deviate from the map. It doesn't mean I'll get lost but might just mean I find myself.
This piece was entered in the Hunter Writers Centre Grieve 2021 writing competition.
Tags : change, creative writing, goodbye, grief
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text:
Q: UWP - bind element to main window size AND also update the value as window size changes I want to bind to a text block the current size of the window.
In the current implementation the size of the main window is set at run time BUT if I resize the window after the application has launched the new size is not updated in the text block.
<Grid x:Name="grid" Background="#FFE8E8E8">
   <TextBox x:Name="textBoxSample" Width="300" Height="200" Text="{Binding ActualWidth, ElementName=grid}"></TextBox>
</Grid>

A: You shouldn't bind to ActualWidth. The remarks of the FrameworkElement.ActualWidth documentation says:

Although it has an ActualWidthProperty backing field, ActualWidth does not raise property change notifications and it should be thought of as a regular CLR property and not a dependency property.
For purposes of ElementName binding, ActualWidth does not post updates when it changes (due to its asynchronous and run-time calculated nature). Do not attempt to use ActualWidth as a binding source for an ElementName binding. If you have a scenario that requires updates based on ActualWidth, use a SizeChanged handler.

You will need some other way of determining the size of the window, such as by subscribing to the SizeChanged event.

A: In UWP, the Grid controls normally automatically resize to fit its parent container.
Your Textbox however has a set Height and Width, this will prevent it from resizing when its parent grid is resized.
In the scenario you described, a workaround that I've implemented was adding ScreenHeight and ScreenWidth properties to my view model that are updated when the screen size is changed. Then, you can bind the height/width of whatever control you are wanting to be resized to those properies. Here is a sample implementation:
Your XAML File:
<Page x:Name="mainPage"
    x:Class="YourApp.MainPage"
    xmlns="http://schemas.microsoft.com/winfx/2006/xaml/presentation"
    xmlns:x="http://schemas.microsoft.com/winfx/2006/xaml"
    xmlns:local="using:YourApp"
    xmlns:d="http://schemas.microsoft.com/expression/blend/2008"
    xmlns:mc="http://schemas.openxmlformats.org/markup-compatibility/2006"
    xmlns:vm="using:YourApp.ViewModels"
    SizeChanged="MainPage_SizeChanged">
    <Page.DataContext>
        <vm:ViewModel x:Name="dataContext"/>
    </Page.DataContext>
    <YourControl Height="{Binding ScreenHeight}" Width="{Binding ScreenWidth}"/>
</Page>

Your ViewModel
public class ViewModel: INotifyPropertyChanged
{
    private double _screenWidth;
    private double _screenHeight;

    public double ScreenWidth { get { return _screenWidth; } set { _screenWidth = value; OnPropertyChanged("ScreenWidth"); } }
    public double ScreenHeight { get { return _screenHeight; } set { _screenHeight = value; OnPropertyChanged("ScreenHeight"); } }

    public event PropertyChangedEventHandler PropertyChanged;

    protected void OnPropertyChanged(string name)
    {
        PropertyChangedEventHandler handler = PropertyChanged;
        if (handler != null)
        {
            handler(this, new PropertyChangedEventArgs(name));
        }
    }
}

Your Code Behind
private void MainPage_SizeChanged(object sender, SizeChangedEventArgs e)
{
    dataContext.ScreenHeight = this.ActualHeight;
    dataContext.ScreenWidth = this.ActualWidth;
}

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text:
Home»Education»Remote working is protected by Talon Cyber Security using an enterprise browser
Remote working is protected by Talon Cyber Security using an enterprise browser
By Sophia August 4, 2022 No Comments3 Mins Read
It's becoming more and more obvious that consumer-grade security solutions cannot secure decentralised enterprise environments as more businesses adopt remote work. Web browsers are part of that.
A wave of enterprise browser providers, including Talon Cyber Security, which today announced it had raised $100 million as part of a series A funding round, are aiming to give security teams the ability to manage administrative privileges on BYOD devices in an effort to give organisations more control over employee access.
The requirement for secure business browsers
The market for business browsers
Many corporations felt that typical web browsers have sufficient built-in security capabilities to enable employees to operate safely offshore as more businesses shifted to remote working environments. The issue is that attackers frequently target enterprise online applications. In reality, according to Verizon data, there were 4,751 occurrences involving simple web application attacks last year, which were committed by using stolen credentials to access servers, exploiting vulnerabilities, and using backdoors.
Enterprise browsers, according to Frost and Sullivan, are essential for building trust in zero-trust environments. They can assess the installation device's posture, set access policies based on the device type and login user, provide fine-grained control over web applications, and protect users natively from malware infiltration, credential harvesting, and data exfiltration.
In the age of remote work, every company that permits workers to work from home should seriously consider implementing zero trust utilising an enterprise browser.
"The way we work has fundamentally altered; workers may now do their work from anywhere using managed and unmanaged devices and a growing range of SaaS and web-based applications. Additionally, enterprises are employing more independent contractors to carry out their operations, according to Ofer Ben-Noon, co-founder and CEO of Talon Cyber Security.
Organizations want a solution that offers safe access to distributed workers in a way that is noninvasive and doesn't alter how people operate because of how distributed and complicated settings are today. The old methods for giving safe access to contemporary apps, like VDI, are complicated, expensive, and risky for businesses, according to Ben-Noon.
Gartner does not presently track the enterprise browser industry, which first emerged in February of this year when Island announced the covert launch of the first commercial browser.
A month later, Island declared that it had secured $115 million in a series B fundraising round, giving it a $1.3 billion valuation.
A similar user experience to Google's Chrome browser is provided by Island's solution, which is based on Chromium and includes additional security against web-based threats and data exfiltration.
The software also enables security teams to monitor user activity to stop the exfiltration or destruction of key assets and define policies for users to control how they can interact with data.
Seraphic, which recently debuted from Stealth with an enterprise browser for Chrome, Edge, Safari, and Firefox and offers defence against zero-day and unpatched n-day exploits, is another rival.
At this time, one of Talon Cyber Security's primary advantages over competing suppliers is its ability to extend endpoint security to unmanaged devices used by remote workers and its continued collaboration with endpoint security companies like CrowdStrike and Microsoft.
Sophia is an entrepreneur and blogger. She is passionate about software, disruptive technology, personal development, and inspiring others.


text:
Wieliczki – dawna gromada, czyli najmniejsza jednostka podziału terytorialnego Polskiej Rzeczypospolitej Ludowej w latach 1954–1972.

Gromady, z gromadzkimi radami narodowymi (GRN) jako organami władzy najniższego stopnia na wsi, funkcjonowały od reformy reorganizującej administrację wiejską przeprowadzonej jesienią 1954 do momentu ich zniesienia z dniem 1 stycznia 1973, tym samym wypierając organizację gminną w latach 1954–1972.

Gromadę Wieliczki z siedzibą GRN w Wieliczkach utworzono – jako jedną z 8759 gromad – w powiecie oleckim w woj. białostockim, na mocy uchwały nr 20/V WRN w Białymstoku z dnia 4 października 1954. W skład jednostki weszły obszary dotychczasowych gromad Wieliczki, Olecko Małe, Niedźwiedzkie i Wilkasy, przyległy obszar lasów państwowych z dotychczasowej gromady Kukowo i przyległy obszar lasów państwowych z dotychczasowej gromady Zatyki ze zniesionej gminy Wieliczki w tymże powiecie oraz miejscowości Skowronki, Szczygły i Lesk i część obszarów rolnych o powierzchni około 125 ha w granicach ustalonych regulacją terenową wyłączone z miasta Olecko. Dla gromady ustalono 14 członków gromadzkiej rady narodowej.

1 stycznia 1972 do gromady Wieliczki przyłączono obszar zniesionej gromady Cimochy oraz wsie Markowskie i Wojnasy ze zniesionej gromady Krupin.

Gromada przetrwała do końca 1972 roku, czyli do kolejnej reformy gminnej. Z dniem 1 stycznia 1973 roku reaktywowano gminę Wieliczki.

Przypisy

Wieliczki

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