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The New Director's chair
For Board Meetings, CEOs Must Own the Briefing Book and "Watch Lists"
For the next installment of our interview series with top directors, my colleague David Reimer, the CEO of Merryck & Co. Americas, and I sat down with Susan Salka, the CEO of AMN Healthcare, who serves on the board of McKesson Corporation and previously served on the boards of Beckman Coulter and Playtex Products. Susan shared many smart insights around the themes of clarity and accountability, and the qualities that she values most in CEOs.
Reimer: What have been some key lessons that you've learned from serving on boards?
Salka: One is the importance of management teams being transparent with the board. If they're sharing too little information or if you learn about everything at the last minute, that can be symptomatic of a lack of trust or lack of clarity around the role that a board plays. Sometimes the management teams can hold things a little too close and then you get a surprise. In retrospect, of course, everyone thinks, "Why didn't you share this with us earlier?"
Another lesson is the importance of speaking up if you're concerned about something. Sometimes, as a newer board member, you might think, "I should just keep my mouth shut and see how this unfolds. Maybe somebody else will bring it up." Then you realize later, "I really should have brought that up." There's a difference between that and just talking to hear yourself, which I've also witnessed with some board members. It's about knowing that balance of when to speak up and when to listen.
Reimer: How as a CEO do you hit the right balance of giving the board the right amount of information but not too much?
Salka: The challenge is to step back and distill the most important issues. It's the CEO's job to own the book that we prepare for the board and own the overarching message. It's pretty telling when the CEO isn't even aware of what's in their own board book. A good way to do that, to make sure that you as the leader are really owning it, is to write the executive summary. If you write a good executive memo that is the preface for the board book, you should be able to capture the main items.
Sometimes CEOs are too nervous to do that. They don't want to put down the big issues in plain English because they're worried about it being discoverable or something. But for the board to be focused on the biggest issues, you can't take up their time with too much detail.
"It's pretty telling when the CEO isn't even aware of what's in their own board book."
It's also your job as CEO to make sure that you're not just talking about the bad stuff and that you're giving a balanced view. One practice I adopted from another company is to do a "watch list" for the board. Every senior manager who presents on a business unit will do a watch list – "These are the things that I'm worried about, and these are the things that are going well and that I'm watching to make sure that they continue to go well." I also like that approach as a board member. It helps us cut through all the noise to understand the biggest issues.
The other thing I've learned is the importance of giving your directors access to other leaders a layer or two down. It helps them see the talent and the bench of the organization, and it gives those people access to the board. You learn more about the business by having dinner with them, and not just the same direct reports to the CEO who always come to the board meetings. That also gives you a good sense of the culture. Is the CEO willing to do that, or would they rather not have you interacting with their people?
Bryant: As a director, how do you get a sense of the cultural health of the organization?
Salka: In the boardroom, I want to see key talent reviews for succession planning — the up-and-coming leaders of the organization — and how the company goes through that process. I want to see their pictures, too, to get a sense of whether there is good diversity, both in gender and ethnicity within the leadership team, and even more so in the up-and-coming ranks.
"I like to dive deep into those discussions on succession planning and don't mind being the one who asks the tough questions in a very nice way."
Unfortunately, most companies aren't where they want to be or should be. And they may say, "Well, we're working on it." But if you look at their succession planning, you can tell how hard they are working on it. I like to dive deep into those discussions on succession planning and don't mind being the one who asks the tough questions in a very nice way. "Why don't we have more women coming up through the business leadership succession ranks? What are we doing to fix that? And oh, by the way, why has it been the same way for the last several years?"
Engagement surveys also can be helpful, although in my experience there's a tendency to just share the good numbers and not necessarily the negatives. So usually I ask to see the top numbers and the bottom numbers. And outside the boardroom, directors should stay up on what's happening in the news with their companies, and not just what the company sends them. They should do their own research. Not that you can believe everything that's written, certainly in social media, but you should be familiar with what's out there.
Bryant: And what's the role of the chief human resources officer with the board?
Salka: Next to the CEO, the CHRO is the primary steward of the culture of the organization, and they should have a direct accountability to the CEO and to the board, making the board aware of any concerns that they have around cultural issues, integrity issues, ethical issues, etc.
You can often tell whether the CHRO really has the pulse of what's happening across the company and whether they are willing to be honest about that or are just dismissive of certain issues. I've seen situations where the CHRO says that they do get complaints about something, like that there aren't enough women coming up through leadership, but their answer is the women just self-select out because they don't really want to work that many hours. A broad statement like that can be telling about the culture, and suggests that the senior leadership is part of the problem.
You have to understand if the CHRO sees themselves as a steward of the culture or whether they are just a "yes woman" or "yes man" to the CEO and they see their job of keeping the board at a distance. It's important to have a very direct dialogue with the CHRO. Are they transparent? Do you see them as being a good coach and confidante to the CEO? Or are they a protector? They should be a protector of the company but not a protector of information so that people don't really know what's going on.
Reimer: As a board member, how do you make sure the company is addressing threats of disruption to the company and industry?
Salka: It should be discussed in the broader strategic planning discussions. Is it the same dialogue year after year, or is it evolving? I've seen both. Are we trying to come at the strategy in a new way? Are they bringing possible positive and negative market scenarios to the attention of the board and really diving into them, as opposed to just saying, "Amazon's never going to get into our space, and let me tell you all the reasons why they'll never be in our business."
Instead, we should ask, "What if they did? What would we do about that?" It's a question of mindset. Does the management team sincerely want to dive into those threats and opportunities, and they are transparent about that with the board? Or do they just take their strategy and filter out the bad stuff and wrap it up in a bow? I've seen management teams do an exceptional job of laying out the top threat and opportunity scenarios and walk through them with the board.
Reimer: As a director, what qualities do you value most in CEOs?
Salka: I'm looking for a visionary and cultural leader. They can create a vision that people can understand and, as my dad would say, they can break it down to "cows, chickens and taters" and relate that vision to a broad array of audiences, including shareholders, clients, thought leaders, and most importantly to their own employees. Can they create a vision that their frontline person can understand, and see how they fit it into it? Can they build a culture so they can feel like they can thrive and achieve whatever's important to them? For some people, that might just be a paycheck, but it's actually better if there's more than that.
"Can they create a vision that their frontline person can understand, and see how they fit it into it?"
I also look for someone who is passionate about the business and the impact it can make. Third is intellectual curiosity and agility. You can be really curious, but if your mind can't be changed about something, then you're probably going to be a little too narrow and not fast enough in your thinking and in your actions.
Values are important. I know everyone says that, and it's a hard thing to detect. Ego is fine. To be a CEO, you've got to have some ego, and you've got to believe that you're bringing something to the table. But I want someone I can trust.
The last thing I look for is whether they put the company and others first. I'm a big subscriber to the idea of servant leadership. I want someone who, when making a tough decision, would always do the right thing for the company or for the team members or for others.
Bryant: What's the most important leadership lesson you've learned?
Salka: It's about being genuine and approachable. When you're a young new leader, you might think you have to act a certain way that makes you seem unapproachable. But as you move up through the ranks, you realize you need to be as approachable as possible. The more comfortable people are with me, the more I'll learn what we can be doing better or different. People can tell if you're not really genuine.
Second would be to lead with a purpose. If you lead with a purpose, people and performance will follow. Third would probably just be to do everything you can to help others succeed. I'm learning that more and more every day. The more I focus on helping other people be successful, the more my company is successful and I'm successful.
Bryant: Who was the biggest influence for you that shaped those values?
Salka: My dad. I grew up in a small town in Nebraska, where you just have salt-of-the-earth people who would work hard and they're there to do anything for you. No one's impressed with what you drive, although if your pickup is clean, they might be impressed. He just instilled in me this idea that, to a great degree, we are all the same, and don't get too big for your britches. I just have this fundamental belief that we all should be trying to do the best we can and each day we have the opportunity to make an impact.
Follow Adam Bryant and Merryck & Co on LinkedIn to see more.
Adam Bryant
Managing Director, Americas
David Reimer
CEO, Americas
from this series
"The Richer Conversations Often Happen Outside Of The Board Meeting"
"You Have To Be Very Intentional About The Feedback You Give"
'You Have To Pick Your Spots For Where Your Company Can Make A Difference.'
'The Biggest Key To Being A Successful Senior Executive Is Driving Change.'
"If The Board Isn't A Functional Team, The Company Is Going To Struggle."
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redpajama_set_name: RedPajamaCommonCrawl


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Over the weekend, 20 of our students attended the 2018 Penang Model United Nations Conference. The group of delegates represented countries from all over the world and debated on topics such as climate change, human rights and gender issues. All students did incredibly well and made the school extremely prod, especially those who are new to this activity. For the first time, Eaton won the 'Outstanding Delegate Award', which was given to James Holt in the United Nations Women's Council for his contributions. Well done to James and all of the other delegates for representing the school so positively at a highly academic event!


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The Bravery Interview with Sam Endicott
Saturday, April 19, 2008, 4:28 p.m. CST
I had the opportunity to sit down backstage with vocalist Sam Endicott of The Bravery at Metro in Chicago, Illinois. One of the things we discussed was their genre classification, which was finally answered! The Bravery is a rock & roll band first with electronic influences. Other items we discussed were Sam's directorial debut, their debut album The Bravery, The Sun and the Moon Complete, acoustic music and The Bravery's musical influences.
AARON KEKER: Hey everyone! This is Aaron Keker from Always Acoustic™, backstage with Sam Endicott from The Bravery. How you doing dude?
SAM ENDICOTT: Good man! Good to see you!
AARON KEKER: Good to see you too! Has The Bravery performed at the Metro before?
SAM ENDICOTT: Yeah. We …played the Metro a long ass time ago. I don't really remember when it was but it was a while ago. [laughs]
AARON KEKER: Probably when you first started out?
SAM ENDICOTT: Possibly but I'm not sure.
AARON KEKER: Probably that Arlene's Grocery kind of time?
SAM ENDICOTT: … It was after that. It wasn't that long ago but it's really a good club. So, were glad to be back.
AARON KEKER: Yeah, I'm glad that you guys are actually playing here – –
SAM ENDICOTT: Yeah.
AARON KEKER: because I like this venue too.
SAM ENDICOTT: Yeah. Everybody says that.
AARON KEKER: I've seen online that The Bravery has been classified as various genres like Alternative, Electronica, Indie and Rock. What genre of music best describes The Bravery?
SAM ENDICOTT: I guess we think of ourselves as a cross between … Well we think of ourselves as a rock band that incorporates a lot of like dance elements, like electronic elements. So, you know we're definitely like a rock and roll band first but we take a lot of influence from electronic music.
AARON KEKER: Who handles most of the songwriting for The Bravery?
SAM ENDICOTT: I usually do it … I'll do the basic stuff like usually on acoustic guitar first and figure out like the vocal parts or the basic groove of the song. And then we do everything in the computer like you know … how people make electronic music. So, we're much more as far as the way the music is created it's much more like how DJ's do it than how normal rock bands do it.
AARON KEKER: Kind of using the Apple computer?
SAM ENDICOTT: We use a lot of laptops. [laughs]
AARON KEKER: [laughs] Yeah.
SAM ENDICOTT: You know, the first record we did it on an [laughs] iMac.
AARON KEKER: … I've heard that you play numerous instruments in the studio. Besides guitar, what other instruments do you play?
SAM ENDICOTT: Well I play bass that's – –
AARON KEKER: Right.
SAM ENDICOTT: probably best at bass. And… that's my favorite. And I play keys. I'm not a like great you know [laughs] piano – –
SAM ENDICOTT: player or anything but I can play. And… I do programming, electronic programming.
AARON KEKER: That's cool.
SAM ENDICOTT: I cannot play drums.
AARON KEKER: No?
SAM ENDICOTT: Unfortunately.
I wouldn't want to release just totally acoustic… like a live thing…it would have to be kind of unusual and weird
AARON KEKER: [laughs] What are some of your favorite songs from The Bravery's debut album The Bravery?
SAM ENDICOTT: From the first one?
AARON KEKER: Yeah.
SAM ENDICOTT: I don't know… I would say… It's hard, you know. I mean, I like them all in different ways like a lot of times you know the ones that are the least favorites with the fans are like [laughs] the bands most favorite. Cuz you get attached to certain things. You know, you'll be like ah I love this song because the snare sounds so good or something like that no one else would care about.
SAM ENDICOTT: So, you know I like them all in different ways.
AARON KEKER: One of my favorite songs on your debut album is "Give In."
SAM ENDICOTT: Ah, yeah.
AARON KEKER: Yeah. Any chance you'll be playing it this evening?
SAM ENDICOTT: I will say there probably is no chance of us playing – –
SAM ENDICOTT: that tonight. [laughs] We have not played that in a long time.
AARON KEKER: I purchased The Sun and the Moon when it was released back in May 2007 at Target. Besides, the music, I purchased it because it contained a bonus DVD – –
SAM ENDICOTT: [laughs]
AARON KEKER: of acoustic versions of "Time Won't Let Me Go," – –
SAM ENDICOTT: Right.
AARON KEKER: "This is Not the End" and "Angelina." By the way, they sounded awesome! – –
SAM ENDICOTT: Thank you!
AARON KEKER: Do you think The Bravery would ever release an acoustic album?
SAM ENDICOTT: … We've you know thought about doing that. I think… at this point I would say I wouldn't wanna release just totally acoustic. I would wanna… Like it wouldn't be like a live thing, you know. It would be like maybe take the songs and record them in a studio. Like in a more quiet like mellow way. But it would have to be kind of unusual and weird – –
SAM ENDICOTT: It wouldn't be just straight acoustic. Like straight unplugged.
SAM ENDICOTT: But yeah, maybe someday.
AARON KEKER: Okay. The Bravery released The Sun and the Moon Complete on March 18th. What are some of your favorite songs on that album?
SAM ENDICOTT: … We're really proud of it. Like it a lot… You know I like "The Ocean." We were just working on that… running an acoustic version of that today… I like "Believe" you know the way we redid it. "This is Not the End." I don't know, "Tragedy Bound." [laughs] "Bad Sun."
SAM ENDICOTT: I like a lot of them.
AARON KEKER: Artistically, which side is your favorite?
SAM ENDICOTT: … I mean it's a tough question. The first side was us like experimenting and trying something totally crazy and new for us which was recording the way bands normally do [laughs] – –
SAM ENDICOTT: which is like going into a studio with a producer and recording… We've never done that before. The moon side is you know us doing it the way we normally do it and I would say that… I am definitely more comfortable doing it the moon way. The way we normally do it. I'm more at ease… but you know it is cool to be kind of shaken out of your normal way of doing things and that's why the sun was exciting for us.
AARON KEKER: Right. That's cool. I read somewhere online that you directed your first video for "Believe." Do you enjoy directing?
SAM ENDICOTT: … I hate making music videos. [laughs]
SAM ENDICOTT: It's the worst… I mean they are important, you know and if it comes out good it's exciting… But just the process is so tedious and so many fucking people involved, it like ah… So you know it was an experience. It was a cool thing. I'd like to do more of it in the future… But generally I don't really like making videos.
AARON KEKER: Well, if you were not in a rock band, what would you do instead?
SAM ENDICOTT: Ah man! I don't know…
AARON KEKER: Tough question.
SAM ENDICOTT: Being in a country band. [laughs]
SAM ENDICOTT: No, I don't know. I probably… I've always been really into music, so I don't know. Hard to say.
AARON KEKER: I noticed watching The Bravery's performance last December and you guys were awesome – –
SAM ENDICOTT: Thanks.
AARON KEKER: and the video for "Believe" that you have similar footwork to Elvis Presley. – –
AARON KEKER: [laughs] Is Elvis an inspiration to you?
SAM ENDICOTT: Wow! … People told me I look like him a little bit which is weird…
AARON KEKER: You know I sat there and watched it and I noticed that you did have similar footwork.
SAM ENDICOTT: That's really funny. I never thought about that… When I had shorter hair people would tell me that I looked like him sometimes… But never the footwork before… Elvis is great. We just went to Graceland recently and it was pretty amazing.
AARON KEKER: What other bands or musicians inspire The Bravery?
SAM ENDICOTT: …Let's see. I mean, you know we… Like the five of us we all like classic rock stuff like The Beatles, The Stones… Kinks its popular. Like The Animals… And then for me a lot of punk rock stuff. Like when I was a kid I was like Rancid and Operation Ivy. I was into all that stuff. The Queers is one of my favorites. Fugazi is big… and then… John was from Santa Barbara, so he listened to a lot of that skateboard punk stuff too. And then when we moved to New York, we started listening to the electronic underground stuff that was coming out of the dance music. Coming out of their and so that was big for us. And that would like you know the electro Clash thing was going on then and… like the DFA that production team. And… they worked with like Rapture and The Tigre and that stuff was all really big for us.
AARON KEKER: Would there be any bands or musicians you'd love to tour with?
SAM ENDICOTT: To tour with… I don't know. You know, hard to say… We always tour with bands that are kind of different from us. So, its kind of fun to do that. And so… I don't know. I will have to get back to you on that.
AARON KEKER: You can just email me then?
SAM ENDICOTT: Okay.
AARON KEKER: We have all heard or read about The Bravery's feud with vocalist Brandon Flowers from The Killers. Has the feud ended or is it still ongoing?
SAM ENDICOTT: It's you know, old news. [laughs]
AARON KEKER: [laughs] Yeah, I know.
SAM ENDICOTT: [laughs] Yeah, we haven't dealt with that in a long time.
AARON KEKER: Well The Bravery has entertained us creatively with music videos like "An Honest Mistake," "Time Won't Let Go" and "Believe." What additional videos are you considering releasing on iTunes?
SAM ENDICOTT: Well… they're all on iTunes.
AARON KEKER: Right. Anything from the new album?
SAM ENDICOTT: From the new album? Well…
AARON KEKER: Like "Split Me Wide Open" or anything you thinking about releasing?
SAM ENDICOTT: Well "Believe" is out.
SAM ENDICOTT: And "Time Won't Let Me Go" is out.
AARON KEKER: Yeah, those two.
SAM ENDICOTT: So, those two. You mean, any more? I don't know. I'm not sure what would be next.
AARON KEKER: Well, final question. With all of the dominoes falling in "An Honest Mistake," how many hours and retakes did it take to complete that video?
SAM ENDICOTT: Yeah. The domino guy's fucking crazy. He's like this guy… I guess to do that a big part of it is just being able to be really mellow and not freak out… Cuz that's just part of it he takes for granted that his stuff is going to get knocked over all the time – –
SAM ENDICOTT: And so, it doesn't even faze him. You will see him set stuff up for hours and then someone will trip over and knock it over. And then okay that's another hour right there. You know, just constantly… So… they shot for like two days before we showed up. And then shot us and a bunch of other domino stuff that day. So, the whole video took three days and that guy was just setting up dominoes the whole time. He's the Guinness Book you know world record domino master.
AARON KEKER: Right. How about "Fearless," were you guys scared being in front of those boats?
SAM ENDICOTT: … It was, yeah really scary but then they gave us Dramamine.
AARON KEKER: [laughs] Right.
SAM ENDICOTT: There were like Navy Seals there like watching. They were like the safety guys and they gave us Dramamine. And… he was like if the boat flips over just try not to breathe and we'll try and get someone out to you. [laughs] – –
AARON KEKER: [laughs] Wow!
SAM ENDICOTT: Great!
AARON KEKER: All right dude! Well thanks a lot and see you guys later this evening.
SAM ENDICOTT: Right on! Thank you!
AARON KEKER: Thanks dude!
SAM ENDICOTT: Yeah, no problem!
2008-04-19_Sam_Endicott_The_Bravery_Interview


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President Jair Bolsonaro greets Defense Minister Walter Braga Netto, who he considers as the perfect running mate. Photo: Marcos Corrêa/PR
By André Spigariol
Jan 15, 2022 11:37 4 min read
(Updated: Jan 15, 2022 11:39)
President Jair Bolsonaro officially launched negotiations to find a running mate for his 2022 reelection bid, with current Vice President Hamilton Mourão set to part ways with the head of state before October's election. Mr. Bolsonaro intends to handpick his VP nominee, but political parties within his coalition are already arguing that they should make the selection.
With Mr. Bolsonaro now a formal member of the Liberal Party (PL), the second slot on his ticket is likely come from either the Progressives (PP) party, Republicans party, or the Brazilian Labor Party (PTB) — all part of the so-called "Big Center,"...


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The Granville Island Cultural Society (GICS)
The Granville Island Cultural Society (GICS) is a non-profit society founded in 2001 having as its mission to manage, oversee and support such cultural facilities and programs as may be effective for the advancement of arts and culture on Granville Island. As of July 1, 2018, our managing contract on Granville Island has ended, however, we continue to remain an active organization and have broadened our mission statement to include the nurturing and support of arts and culture throughout the Greater Vancouver region. Please stay tuned as our organization transitions into this next phase of development. Thank you for your support over the years and we look forward to returning the favour in support of your next creative endeavour.
The Granville Island Cultural Society advances,
supports and nurtures the arts on Granville Island
and works to ensure the health, vibrancy and
diversity of Granville Island as a cultural oasis.
Partners: GarageBandonPC.com & LLMS


On 9 August 2010, at the request of the president of the General Assembly (GA), UN member states participated in an informal interactive dialogue on the subject of early warning, assessment, and the responsibility to protect (R2P). The dialogue was informed by a July 2010 report of the Secretary-General (SG) on the same themes. In a United Nations conference room that was filled to capacity, 42 member states, two regional organizations, and two civil society representatives discussed the SG's report and opening remarks, as well as the presentations of five panelists, who included the SG's advisers on the prevention of genocide and on the responsibility to protect. The Global Centre for the Responsibility to Protect provides a summary of the proceedings.


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Mass surveillance not effective for finding terrorists
Some UK politicians are trying once again to pass mass surveillance laws after the Paris attacks. It's a misguided approach, says a computing researcher
Technology | Comment 15 January 2015
Contributing to vast amounts of imperfect intelligence data?
(Image: Amer Ghazzal /Demotix/Press Association Images)
By Ray Corrigan
In response to the terrorist attacks in Paris, the UK government is redoubling its efforts to engage in mass surveillance.
Prime minister David Cameron wants to reintroduce the so-called snoopers' charter – properly, the Communications Data Bill – which would compel telecoms companies to keep records of all internet, email and cellphone activity. He also wants to ban encrypted communications services.
Cameron seems to believe terrorist attacks can be prevented if only mass surveillance, by the UK's intelligence-gathering centre GCHQ and the US National Security Agency, reaches the degree of perfection portrayed in his favourite TV dramas, where computers magically pinpoint the bad guys. Computers don't work this way in real life and neither does mass surveillance.
Brothers Said and Cherif Kouachi and Amedy Coulibaly, who murdered 17 people, were known to the French security services and considered a serious threat. France has blanket electronic surveillance. It didn't avert what happened.
Imperfect information
Police, intelligence and security systems are imperfect. They process vast amounts of imperfect intelligence data and do not have the resources to monitor all known suspects 24/7. The French authorities lost track of these extremists long enough for them to carry out their murderous acts. You cannot fix any of this by treating the entire population as suspects and then engaging in suspicionless, blanket collection and processing of personal data.
Mass data collectors can dig deeply into anyone's digital persona but don't have the resources to do so with everyone. Surveillance of the entire population, the vast majority of whom are innocent, leads to the diversion of limited intelligence resources in pursuit of huge numbers of false leads. Terrorists are comparatively rare, so finding one is a needle in a haystack problem. You don't make it easier by throwing more needleless hay on the stack.
It is statistically impossible for total population surveillance to be an effective tool for catching terrorists.
Even if your magic terrorist-catching machine has a false positive rate of 1 in 1000 – and no security technology comes anywhere near this – every time you asked it for suspects in the UK it would flag 60,000 innocent people.
Law enforcement and security services need to be able to move with the times, use modern digital technologies intelligently and through targeted data preservation – not a mass surveillance regime – to engage in court-supervised technological surveillance of individuals whom they have reasonable cause to suspect. That is not, however, the same as building an infrastructure of mass surveillance.
Mass surveillance makes the job of the security services more difficult and the rest of us less secure.


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package com.learncommon.service.impl;

import org.springframework.beans.factory.annotation.Autowired;
import org.springframework.stereotype.Service;

import com.learncommon.dao.GsmsContactDao;
import com.learncommon.entity.GsmsContact;
import com.learncommon.service.GsmsContactService;

@Service
public class DefaultGsmsContactService implements GsmsContactService {

	@Autowired
	private GsmsContactDao contactDao;

	@Override
	public GsmsContact selectByPrimaryKey(Integer id) {
		// TODO Auto-generated method stub
		return contactDao.selectByPrimaryKey(id);
	}

}

redpajama_set_name: RedPajamaGithub


The First Light Video DVD: Creating Action Videos by Videomaker demonstrates many ways to help you create and improve your action-centered videos. This DVD will help you not only shoot your action scenes, but improve your transitions, too. Lessons covered include: Shooting Fight Scenes, Gun Muzzle Flashes, Action Scene Transitions, The 24p Film-Look Effect, Compositing Sets with Images & Video, and Camera Angles & Techniques.


This 58" one piece recurve bow has been designed to offer quality and performance at an excellent price.
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Most owners of privately-held businesses believe that they know what their company is worth. As they have worked to build the business, often from the ground up, they feel that their intuitive value conclusions accurately reflect the fair market value of the firm. In many cases, these business owners are biased in their views towards the firm, and therefore, have an inflated sense of value associated with the business. Though a business owner has their own opinion as to what the business is worth, their value may differ substantially from the value that could be realized in an arms length transaction between a willing buyer and a willing seller. Without a formal valuation of the company, the business owner often has nothing other than a gut feeling to support the value that they attach to the business.
Many business owners are reluctant to hire an independent valuation professional to conduct an initial valuation of the company (let alone an annual valuation) if they do not perceive the need for one. In many cases, there is little perceived need for the owner of a very small business to have a valuation performed, unless of course the owner plans to leave the business to children, needs a loan from a bank when the company's assets alone cannot support the loan, or seeks to sell all or part of the business. These business owners often are individuals who have started or acquired a "lifestyle" business—a business that provides the owner with a job and enables the owner to maintain their desired lifestyle. The lifestyle business could be thought of as a hobby for the business owner—a hobby that earns the owner money.
As compared to a lifestyle firm, some entrepreneurs seek to establish a transgenerational enterprise—a firm that is skillfully managed to create long-term value and wealth for successive generations. These firms typically exhibit the same seven characteristics of successful transgenerational enterprises—a compelling vision, professionalized management team, a long-term ownership plan/strategy, effective communication, good corporate governance, a clear succession plan, and a comprehensive strategic plan. As a result of the need to ensure and evaluate successful creation of transgenerational wealth, many privately-held and family-owned businesses, particularly those that have survived multiple generational transfers, have instituted a policy of having an independent business appraiser/financial analyst conduct an annual valuation of the firm.
Accountability and Performance—An annual valuation of a privately-held firm enables the shareholders to see the value that is being consistently created or destroyed by the management of the firm in its execution of the corporate strategic plan. Over time, if the executive management of the firm consistently fails to create value through the increase in the estimated fair market value of the company's shares, the shareholders may seek to replace the management team with a group more capable of executing the strategy and creating value for the shareholders. In addition, an annual valuation may enable the shareholders to identify the need for substantial change to the strategic plan if that plan consistently fails to create the level of value anticipated. Overall, the annual valuation promotes accountability and provides clear performance measurement.
Estate Planning Purposes—Many shareholders in privately-held transgenerational enterprises have on-going estate planning strategies aimed at protecting wealth for heirs. As part of an estate plan, a shareholder may periodically place shares into a family limited partnership whose shares are then gifted to the shareholder's children. A shareholder may also make gifts of shares to the children each year for tax purposes. In order to facilitate this, an annual valuation of the privately-held enterprise provides the shareholders with part of the data necessary for these estate planning purposes.
Buy-sell agreements—In multi-shareholder firms, a buy-sell agreement is an effective and practical means of establishing how the buyout of other shareholders will be conducted. Though many buy-sell agreements have a defined method or process for establishing the value of the firm's shares, an annual valuation sets a clear precedent for the methodology used to establish the value of the shares. For those firms that do not have buy-sell agreements in place, annual valuations are a good way of avoiding (or at least, tempering) disputes that may arise when a shareholder seeks to sell his shares to the other shareholders. Whereas one time valuations can be open to criticism of bias in favor of one party or the other, an annual valuation tends to limit this accusation as the methodology has been applied consistently in previous years.
Promotes Effective Communication—An annual valuation of a privately-held firm is an effective means of communicating value creation between the executive management, board of directors, and the shareholders of the firm. The valuation may be the catalyst for open discussion between the management and the shareholders on issues related to the strategic plan, succession plan, financial objectives, return expectations, etc. In addition, an annual valuation is a good way for the management and board of directors of the company to provide value-added services for the shareholders. This in turn can foster the creation of goodwill between the management of the firm and the shareholders, which may ultimately lower the firm's overall cost of capital. The lower cost of capital may enable the firm to invest in value-creating projects that create long-term wealth for shareholders—projects that may have been overlooked in the past as a result of a higher cost of capital.
Facilitate Banking—Many privately-held firms effectively utilize leverage to invest in value-creating projects. Often times, this leverage may exceed the credit available based on the firm's fixed assets alone. In some cases, the financial institution may be willing to lend against the company's goodwill, which is identified in the process of a formal valuation. The ability, then, of a privately-held firm to borrow based on the value of the goodwill or the value of the company's shares may expand the universe of value-creating investment options available to the firm. In addition, the annual valuation may establish a track record of value creation which could be used to facilitate a recapitalization of the firm, enabling management to further seek value-creating projects, distribute funds to the shareholders via special dividends, etc.
Expands the Investment Options—Privately-held firms, unlike publicly-traded counterparts, suffer from a lack of liquidity and the inability to use the company's shares as currency when seeking acquisitions or mergers. An annual valuation that clearly establishes a trend in value creation may enable the management of the company to use the shares as acquisition currency for another privately-held company. The annual valuation is also beneficial in the shareholders' investment decision making process with respect to maintaining the status of the company or seeking liquidity through a merger or sale of the company. The history of annual valuations may provide the shareholders with a foundation for negotiation of more favorable deal terms.
Cost Benefit—Annual valuations may also provide the company with cost benefits as compared to one-off valuations performed every few years. Many valuation firms charge reduced fees for the annual update to a valuation as part of an ongoing valuation process for a privately-held business. For example, suppose that Triumvirate Industries, a privately-held company with $25 million in annual revenues, chooses to have a valuation performed once every five years. The valuation firm's fee is set at $20,000 per valuation. However, suppose that Triumvirate Industries has an annual valuation conducted. Whereas the initial valuation fee may be $20,000, the subsequent annual updates are $14,000. While the fee structure varies by firm and by project, annual valuation updates typically carry a lower cost than one-off valuations.
As can be seen from the previous discussion, there are a number of benefits associated with a privately-held firm instituting an annual valuation policy. While this is most typical with large, transgenerational enterprises, privately-held firms of all sizes may derive some benefit from annual valuations—whether it relates to financing purposes, estate planning, or the enlightenment of the owners in how they are creating value within their firm. Those firms that have been most successful in creating long-term shareholder value and transgenerational wealth have exhibited seven common characteristics, as previously discussed. Those firms that have instituted annual valuation policies have likely added value to the firm from one of the previous seven benefits. In the end, the best way of measuring the value that management has created for the shareholders of a privately-held business, particularly a transgenerational enterprise, is through annual valuations conducted by an independent valuation professional.


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Edward B. "Ted" Roche, Ph.D.
AAPS is saddened to share the news that AAPS member Edward B. "Ted" Roche, Ph.D. passed away on March 20, 2022. An obituary and tribute to his life has been shared online.
U.S. Regulatory News February 2023
Regulatory Developments February 2023
Regulatory Developments January 2023
U.S. Regulatory News January 2023
New Workshop: Road-mapping the Clinical and Regulatory Paths of Subcutaneous Products and Technologi


Disclosure: As a member of the Laura Kelly Design Team, I received craft products from Sizzix to create this awesome DIY tutorial post. All opinions are those of Rina Gonzales aka Mothership Scrapbook Gal.
I love anytime I get to create with my Laura Kelly Sizzix dies. Her dies are fun, happy and also really useful for my craft events!
Sizzix Bigz Die Frog # 3 by Laura Kelly (Retail: $19.99), link here.
Step 1. Cut your frog dies with your Big Shot, and also turn on your glue gun. You can cut your paper flowers in half and have them ready to glue, along with the large googly eyes, onto the frog once the glue gun is ready to go. Step 2: Add the large google eyes along with the paper flowers. The paper flowers can be trimmed in half to create your "frog eyelashes" – so fun! You can adhere the googly eyes and flowers with the hot glue, be careful and be sure to work quickly and carefully with your hot glue.
MSG CRAFTY TIP: I recommend that you use a silicone mat below your glue gun/crafting area and there are also these cool "Hot Glue Gun" helpers that can prevent hot glue burns too, link here to a cool kit that I bought years ago.
Step 3: You can now add these with a colorful clothespins to your gift bag. When I am prepping for my events, I must be honest – my gift tags are usually the last things that I make before I get ready and then head out the door with my loaded craftmobile!
I hope you enjoyed learning a simple and fun way to use the Laura Kelly Designs Frog #3 die for parties, school events or a quick gift tag. Happy Crafting!
Rina I love the idea of using the flowers as eyelashes! Fabulous post!
Cuteness OVERLOAD! This makes me so hoppy!!!
I love how you did the eyes!!!! Long eyelashes make these toad-ally cute!!!


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Home A Dummy Cat Reaction to President Obama's War Speech on War on Terror
Reaction to President Obama's War Speech on War on Terror
Dr. Sohail Mahmood
Recently, President Obama announced a troop surge to Afghanistan which will bring the total of American troops in Afghanistan to 100,000. Meanwhile, NATO has decided to send some 7,000 troops more to Afghanistan. President Obama gave no exit date and stated that troops will start a pull-out in mid 2011. The pull-out completion date was not known. President Obama did not listen to wise counsel from within his circle of close advisers who had cautioned him on such a dangerous course of action. The conservatives and the military establishment prevailed in the corridors of power in Washington, DC. The war strategy was long in the making and came as no surprise. The troop surge was expected. Nonetheless, it was a grave mistake.
The United States should have given an exit strategy and should have announced a pull-out at the most by the end of 2010. An OIC and UN joint peacekeeping force could have been sent to replace Western militaries. The Global War on Terror is now a war without any ends, nor any achievable goals. How can the US defeat the radical Islamic militants who are feeding on its tragic wars in both Afghanistan and Iraq? What is the justification of the war in Afghanistan? The al Qaeda and the Taliban had been defeated in the end of 2001, soon after 9/11. The threat from the Taliban has increased by all calculations. The question is why?
How can a rag tag militia which was defeated in late 2001 stage such an impressive comeback? Why was the al Qaeda not defeated as yet? At best it has only a few hundred men lined to it. The answer is that the Western military forces in Afghanistan have galvanized and mobilized a Muslim reaction to their continued presence. It was hoped that President Obama will announce a pull-out of American troops from Afghanistan. That did not happen. Pakistan is now under pressure to deliver as an American ally in the Global War on Terror. Although Pakistan is faced with a horrendous fight against terrorism inside the country, the Americans want more action against the al Qaeda and the Taliban. Pakistan's army is stretched to the breaking point as it guards the eastern border with India and simultaneously fights terrorism within the country.
The recent spate of bombings in Pakistani cities is unprecedented in the country's troubled history. Terrorists have repeatedly struck at the military establishment which has created public anxiety. More drone attacks by the American CIA is over the horizon. The fight will now be taken against the so-called Quetta Shura of the Taliban in Baluchistan. There was already a simmering insurgency going on in that restive province. American intrusion will complicate the situation even further then what there is already. What the Obama administration failed too understand is that the United States is now being considered as the problem in the region and could not therefore be part of any solution.
The very presence of the US and NATO troops was attracting a new jihad in Afghanistan. Support from neighboring Pakistan could not be easily ended. The public opinion in the entire Muslim world had turned against the United States interventions in Iraq and Afghanistan. People in Pakistan are now very apprehensive of what Obama has in store for Pakistan. The only good thing is the mention of a time table for the exit to start. The general public wants the United Sates and NATO forces to leave Afghanistan. Since this is not going to happen, the ant-American sentiments are high. So much for friendship and alliance talks in official circles. There is greater animosity in Pakistan now after Obama's speech. Pakistanis are convinced that the United States wishes to remain in Afghanistan permanently. Many are convinced that the United States is assisting the Pakistani Taliban at the same time when it is fighting the Afghan Taliban. The United States is not even trying to stop Indian interference in Pakistan's internal affairs. The Indian intelligence agencies are supporting the terrorist networks in Pakistan. The Government of Pakistan has made it quite clear that India is involved in the terrorist acts taking place inside Pakistan. Why are the leaderships of the United States and NATO not stopping Indian support of terrorism in Pakistan? Notwithstanding the claims of the Indian political leadership, the evidence of Indian assistance to terrorism is available with the Government of Pakistan.
The Zardari government had made this quite clear for all to see. Why have friends of Pakistan in Western capitals not helped Pakistan on this score? Pakistan is a very reluctant ally in the American-led Global war on Terror, to say the least. It was expected that the United States, and other Western powers like Great Britain, would do their part to resolve the Kashmir dispute now that they had great leverage in New Delhi. But this did not happen. There simply cannot be peace in South Asia without a solution to the Kashmir dispute. The nature of the dispute was territorial. Therefore, it was very difficult for both Indian and Pakistani governments to resolve it bilaterally. Such is the problem with all territorial disputes. Only American and other Western intervention can resolve the matter. India is not ready to talk to Pakistan because of the last November Mumbai terrorism incident. Meanwhile, Pakistan's military remains pegged down at the eastern border with India. Now it is tied down in South Waziristan after clearing Swat. What is the solution to the complex situation in South and West Asia?
The United States and NATO must give a clear exit timetable only because they do not command the support of both the Afghan and Pakistani populace. The Western troops can be replaced by the OIC-UN peacekeeping forces comprising of neutral small or medium nations in Africa, Asia and South America. Preferably, no great power troops are involved in the peacekeeping operation. China, India, and other regional powers will not participate in the new peacekeeping venture. This new peacekeeping operation is given a mandate to remain in Afghanistan for at least five years to bring stability and security to the country. Remember narcotics and arms smuggling and serious problems in Afghanistan which need time to be tackled successfully. The country has suffered from chaos, anarchy and bad governance for too long and needs to be stabilized by outside help. The key is to get neutral countries, preferably Muslim, to bring stability, economic development and good governance to the country. Countries like Indonesia, Turkey, Egypt, Nigeria, and Malaysia can be persuaded to send troops to secure Afghanistan. Meanwhile, Pakistan needs to be assisted to secure the border regions also. This is a reasonable plan that can be put in place with some effort.
The key to stability in West Asia is the removal of undesirable Western militaries. The longer the American and NATO troops remain in Afghanistan, the more will the insurgency grow. Does the United States desire to get in another Vietnam-like quagmire situation? Does it want to fight an endless war against Muslim radicals? Why does the United States want to thrust itself in a region where it is widely despised because of its past wrongdoings? How can it seal the Pakistan-Afghanistan border? How can it continue attacking Pakistani territory through its drones? How can it claim that al Qaeda is in Pakistan? What evidence does the Obama administration have to support its claims? Why is it that not a single man has been punished by a court of law for the 9/11 incidents? How can hundreds of thousands of Muslims be killed for only one 9/11 incident? Why does not the United States, and NATO partners, not support Palestinian independence? What are they doing to win the hearts and minds of the Muslims globally? Most importantly, why the United States is so much despised in the Muslim world? The time for some introspection has not ended. It is hoped that the Obama administration is going to ponder on these hard questions. Unpleasant issues cannot be ignored any more.
Given the seriousness of the situation in Afghanistan and Pakistan, a serious dialogue must be immediately undertaken to comprehend the perceptions now engulfing the Muslim world. Remember Muslim perceptions do matter. Otherwise, more conflict and bloodshed can easily be seen across the horizon. Everyone will be looser if that happens. The world will then bear the consequences of a wider conflict. It is hoped that the looming conflict is averted by wiser counsel. Is the Obama administration listening?
(Dr. Sohail Mahmood is a Professor and Chairman, Department of International Relations, National University of Modern Languages – NUML, Pakistan)
(Note: The views expressed in this article are those of the author and do not necessarily reflect the opinion of POLITACT.)
Previous articlePart III – Can the New US Strategy Save Afghanistan?
Next articleThe US-Pakistan Strategic Talks – Part I


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There are limited spaces so advance sign up is highly recommended.


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"Paris is worth a mass." ("Paris vaut une messe.")
From 1562 to 1598, a series of bloody wars was waged in France between Catholics and Protestant Huguenots, collectively called "The French Wars of Religion."
This particular series of European religious conflicts ended with the Edict of Nantes, which was essentially a truce providing some basic religious freedoms to both Catholics and Protestants.
The Edict of Nantes was issued in 1598 by King Henry IV and it's one of the reasons why he became popularly known as "le bon roi Henri" — "the good king Henry."
Nine years earlier, Henry had became the legal heir to the throne, after King Henry III was assassinated by a fanatical Catholic monk.
Henry IV was a Huguenot, like his predecessor, when he inherited the crown.
And, although most of the country accepted him as King, many Catholics refused to recognize his authority — especially in the vitally important, Catholic-controlled city of Paris.
Henry decided to try to break the political and religious logjam and reunite the country by converting to Catholicism.
He did so in a very public ceremony at the basilica of Saint-Denis in Paris on Sunday morning, July 25, 1593.
That day, according to legend, he told a friend "Paris vaut une messe." ("Paris is worth a mass.")
This famous quote (sometimes given as "Paris veult une messe") was not actually recorded at the time. It was attributed to Henry IV years later and is probably apocryphal.
However, Henry clearly did embrace the basic idea. He felt it was worth converting if it meant he could gain control of Paris and unite the country under his rule.
Henry's conversion and his Edict of Nantes did unite the country and bring an end to the French Wars of Religion — but not to religious fanaticism.
In 1610, good King Henry IV was assassinated in Paris by the Catholic zealot François Ravaillac.
Comments? Questions? Corrections? Post them on the Famous Quotations Facebook page.
Labels: Henry IV of France, Historical quotes, July 25, Paris is worth a mass, Political quotes, Religion


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Creating and Managing More Occupant-centric Buildings
Focus on Serving the Customer First, and the Data Will Come
Published 4-25-2018
WeWork's vast scale gives it the ability to strike a balance between its count of bookable meeting rooms and demand, thus minimizing unused space. Phonebooths are first come, first serve, but the WeOS app allows occupants to check availability in real time.
Courtesy of Plastarc
Interactive Touch Screen
App 1.0, deployed in Arizona State University's Beus Law School, has been designed to promote meaningful connections within the institution. Interactive touch screens enable users to tap into the pulse of the school, from finding out about events of particular interest to scheduling a meetup session and booking a room to wayfinding in the building.
The 21st century workplace offers multiple types of environments, and workers typically occupy an assortment of spaces throughout the day. How to get the right people in the right place at the right time to spark collaborations for creative problem-solving is more than just a question of corralling bodies. It's a matter of creating the right kind of spaces and a path of least resistance toward utilization with the occupant experience as the prime focus.
When their immediate surroundings aren't conducive to the task at hand, workers "vote with their feet" in search of a more appropriate setting, whether it's a 3-by-3.5-foot phonebooth-type enclosure or an on-site coffee bar, says Melissa Marsh, founder and executive director of Plastarc. The technology that makes this mobility possible—primarily smart phones and WiFi—collects reams of data and measurements. Combining technology with a human interface in the form of a community manager who promotes building features and encourages a robust social network multiplies the power to design occupant-centric buildings with higher performing spaces and people.
"The ability of our buildings to data-collect has been around for quite some time," says Brian Hopkins, director of Applied Computing, Ennead Architects, LLP. "Increasing sophistication allows architects not only to predict building performance but also to measure a prediction's accuracy during occupancy. The idea is to enable people, more than buildings. Social data will become the information of design."
Creeping Consumerization
Technology has dramatically changed the way humans do things in the consumer arena—using a digital wristband as a payment system, hailing a ride through a mobile app, or providing feedback on a movie they've watched. It is only natural that people want to find the equivalent of these lifestyle-easing features in the professional setting.
"We are in a moment of the increasing expectation of the occupant," says Marsh. "The same experience that occupants have in the consumer world is becoming an expectation of the work and educational environments. What exists in retail now will be in the office soon."
This move to the "consumerization" of the workplace is enabled by a digital layer delivering an array of "high-performance, customized, on-demand, and technology-integrated" services.
"The future is one of 'changefulness' through an increasing number of features that allow occupants to control and activate their environment by interacting through mobile apps," she continues. Apps provide the ability not just to book a room and suggest meeting attendees but also to control the space configuration through the combination of technology and systems within the space.
"Furniture and fittings are more manipulatable by occupants than ever before, and will continue to advance through the use of technology," she observes.
Community in Co-Working
The financial success of co-working enterprises, WeWork in particular, not only validates the business model but also confirms the primacy of the occupant experience in space planning and design. Instrumental in implementing the occupant-centric approach of the "pay-to-work" organization is the customer-facing community manager. This function is dedicated to helping users maximize the benefits of the building for individual performance, interaction with colleagues, and space utilization.
Somewhat akin to cruise directors or social media chat monitors, community managers spend most of their time interacting with occupants. They are taking on an increasingly physical role as they initiate activities and host events to engage occupants, making sure the space is serving them well.
Marsh cites this comment from a WeWork executive on the importance of the community manager role: "There needs to be someone engaging members, asking about their day, caring about their wellbeing. And then there is a digital service and social layer that builds on that physical experience."
"What co-working organizations have been getting right is a focus on community enablement, rather than facilities management," notes Marsh. "WeWork is selling a community, not a space. It is built to reinforce the experience of being in that environment and to feel that you are connected to the other members."
Building as Social Enabler
WeWork is breaking new ground as a blended architecture and real estate organization, with a data collection infrastructure that allows it to fine-tune space performance while supporting occupant needs. The prime vehicle is the WeOS app, mandatory for all customers, which Marsh describes as "a data-driven social experience platform."
"Anything that you can imagine needing to do in a work environment, you do through this app," she says. The gamut of services ranges from the operational, like wayfinding or booking meeting rooms, to the social, such as seeing other members' profiles, joining shared-interest groups, and building a network based on industry and sector—connections available by virtue of membership.
It makes the building "a social enabler," an idea Hopkins first tested at Arizona State University, with an app designed to boost students' connections with each other and their professors.
Essentially, the app's vast repository of real-time data—use patterns, user preferences, user satisfaction ratings, environmental cycles, and more—serves as a predictive model, allowing the building to make "choices" by suggesting configurations "based on existing and anticipated states," says Hopkins.
"These states are a collection of data where environment and social configurations intersect and where the building is actively adapting to augment these processes—for example, 'hot rooming' for meetings in real time, finding the right room (in terms of size, AV, lighting, etc.) for the meeting based on user schedules, drawing from user profiles to recommend collaboration potentials between staff members, and suggesting the right people and the right room."
WeOS Feedback Loop
WeWork's WeOS provides a treasure trove of spatial data with significant implications for utilization—and future innovation. With their always-on connection to the network, members are themselves sensors, and their usage patterns, along with requested feedback, constitute a running evaluation of how the environment is performing.
"Optimizing for utilization means it has to be a higher-performance environment for people to want to go there," says Marsh. Occupancy becomes an expression of sentiment. "Are we providing spaces that people would rather be in? If they were given the choice between being there and not there, where would they be? This puzzle of occupancy is really about performance."
The extent of the information collected permits WeWork to drill down into the subtleties of space usage. For example, a meeting room might be booked frequently, but never by the same occupants. This nugget of information is likely to pass unnoticed in traditional environments, but with WeOS user feedback, the design team could see that the room has a drawback—it might be too colorful or have an HVAC problem—that keeps repeat users from returning.
While social media apps and automated facilities task order systems already exist to capture this information, WeOS integrates them in a single app that the occupant can use for everything.
"This next level of detailed understanding—not just which spaces are being used but who is using them and what they like about them—adds to the ability to design and be predictive about future environments and serve our customers," says Marsh.
It also enables WeWork to embrace a robust innovation cycle of trialing solutions, failing fast, and learning quickly with unprecedented rapidity, in the constant quest to improve the user experience.
Customer First, Then Data
At a time when occupant expectations will only increase, the notion of the workplace as a "platform of delight" is gaining traction. More than ever, corporate employers rely on the work environment and its services as a core of their attraction and retention policies. While some organizations continue to regard their space configurations as part of their IP, the shared workspace is much more public facing, open to guests and prospective member tours. With occupants frequently posting photos to social media, even more attention is drawn to interior appointments and amenities.
Marsh points out that, rather than focusing on finding occupancy data, the emphasis should be on uncovering what users really like.
"If you go looking for data, it is going to be a harder project than if you build something that enables people to get better service and have a better experience," she says. "Then you focus on the exhaust data from that product."
That knowledge gained from this type of deep dive will lead to higher performing buildings.
"As architects, we spend a lot of time thinking about how to incorporate applications that automatically give us this information," says Hopkins. "We are not just talking about delivering a building, but a building with an application that is built on top of it. The new paradigm is buildings that are collecting data that are then learning user patterns and behaviors. That is how we can make better buildings, whether new construction or renovation."
By Nicole Zaro Stahl
Questions or Comments? Contact the Editor
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Oteiza kan syfta på:

 Oteiza (släkte) – ett släkte av korgblommiga växter
 Oteiza (kommun i Spanien) – en kommun i Spanien

redpajama_set_name: RedPajamaWikipedia


(from Netflix's press release, January 2018) As the municipal elections approach in Marseille, Robert Taro, the city's Mayor for the last twenty years, prepares his last coup: push through the vote for the construction of a casino in the historic center of the Marina. Nothing has been left to chance, and his successor, Lucas Barrès, is already designated. But the latter's all-consuming ambition and the secret interests of the city's leaders, whether they come from its opulent villas or from the cities of the northern suburbs, impede the Mayor's plans. The race for Mayor becomes a power struggle where no holds are barred. Only one question arises: how far will they go? Magnificent and hypnotic city that leaves nobody indifferent, Marseille unleashes the greatest passions and inevitably the worst crimes. Marseille. To conquer it, they are willing to destroy it.


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West to Participate in Upcoming Investor Conferences in May 14, 2020
EXTON, Pa., May 7, 2020 /PRNewswire/ -- West Pharmaceutical Services, Inc. (NYSE: WST), a global leader in innovative solutions for injectable drug administration, today announced it will participate in the Bank of America Securities 2020 Healthcare Conference on Thursday, May 14, 2020, as well as the Jeffries Virtual Healthcare Conference 2020 on Tuesday, June 2, 2020. Management will participate in virtual presentations at both events.
A live audio webcast will be available in the "Investors" section of the Company's website at www.westpharma.com. Replay of the webcasts will be available for approximately 90 days after the events.
About West
West Pharmaceutical Services, Inc. is a leading manufacturer of packaging components and delivery systems for injectable drugs and healthcare products. Working by the side of its customers from concept to patient, West creates products that promote the efficiency, reliability and safety of the world's pharmaceutical drug supply. West is headquartered in Exton, Pennsylvania, and supports its customers from locations in North and South America, Europe, Asia and Australia. West's 2019 net sales of $1.84 billion reflect the daily use of approximately 100 million of its components and devices, which are designed to improve the delivery of healthcare to patients around the world.
All trademarks and registered trademarks used in this release are the property of West Pharmaceutical Services, Inc. or its subsidiaries, in the United States and other jurisdictions, unless otherwise noted.
View original content to download multimedia:http://www.prnewswire.com/news-releases/west-to-participate-in-upcoming-investor-conferences-301054372.html
SOURCE West Pharmaceutical Services, Inc.
Company Codes: NYSE:WST


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Route 91 Harvest Festival Gunman's Girlfriend Won't Be Charged
Angela Stefano Published: January 22, 2018
Ethan Miller, Getty Images
Marilou Danley, the girlfriend of the gunman who carried out the Route 91 Harvest Festival shooting, will not be charged in the case. The Las Vegas Metropolitan Police Department released a new report on the tragedy on Friday (Jan. 19), detailing what they know about Stephen Paddock's actions in the months leading up to the Oct. 1 attack.
The Las Vegas Review-Journal reports that, according to Clark County Sheriff Joe Lombardo, investigators "do not anticipate charges being brought forward" against Danley. She was out of the country at the time of the Route 91 Harvest Festival shooting, and although she was initially described as a person of interest in the incident, Danley has maintained that she did not know what Paddock was planning.
Following the Route 91 Harvest Festival shooting, Danley voluntarily returned to the United States on Oct. 3. In a public statement made on Oct. 4, she explained that she thought Paddock was breaking up with her: He booked her a flight to go to the Philippines and visit her family, then wired her about $100,000 to, he said, buy a house for herself and her family.
"I was grateful, but honestly, I was worried that ... [he was] breaking up with me," Danley said at the time. "It never occurred to me, in any way whatsoever, that he was planning violence against anyone."
In his statements on Friday, Lombardo noted that, contrary to some theories, Paddock was the only shooter in the attack.
"All the evidence recovered in this case supports that theory," Lombardo says. "There was one shooter in the 1 October massacre. There was only one person responsible, and that was Stephen Paddock."
The report assembled by Las Vegas police used interviews, forensic evidence, eyewitness accounts and a search of the gunman's hotel room and computer to piece together a timeline of Paddock's life planning and executing the Route 91 Harvest Festival shooting, which left 58 people dead and hundreds more injured. The Review-Journal has uploaded the entire report, for those who are interested in reading it.
Remembering the Route 91 Harvest Festival Shooting Victims
NEXT: Be Angry About the Route 91 Shooting — But Not at Jason Aldean
Source: Route 91 Harvest Festival Gunman's Girlfriend Won't Be Charged
Filed Under: Las Vegas Shooting
Categories: National News
Miranda Lambert Marks the 5th Anniversary of Route 91 Shooting With the Vegas Strong 5K [Picture]
Jason Aldean Marks Fifth Anniversary of Las Vegas Shootings: 'It's Still a Rough Day'
New '11 Minutes' Docuseries Will Chronicle the 2017 Route 91 Harvest Festival Mass Shooting
Jason Aldean Salutes 'Route 91 Family' on Anniversary of Vegas Mass Shootings
A Permanent Route 91 Festival Memorial Is Being Planned for Las Vegas
Eric Church's 'Through My Ray-Bans' Is a Tribute to Route 91 Harvest Festival Fans [Listen]
Jason Aldean Tributes Route 91 Family on Three-Year Anniversary of Shooting
These Are the Faces and Stories of the Las Vegas Shooting Victims
Brittany Aldean Reflects on 3rd Anniversary of Las Vegas Shooting: 'It's Something That Never Leaves You'


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Gemma Atkinson discusses marriage with boyfriend Gorka Marquez
Strictly Come Dancing star has been dating the dancer for four months.
Gemma Atkinson has discussed marrying her boyfriend Gorka Marquez.
The former Strictly Come Dancing star recently shared a cute picture with her dancer boyfriend, but fans were disappointed the snap wasn't announcing an engagement.
'For a split second I actually thought this was a proposal pic ..... was looking for a [ring] on your hand,' one wrote.
'I don't even know why they thought that because I don't even wear jewellery. People always write,"Why aren't you engaged?" and I say, "Because it's been four months,"' Gemma exclusively told Digital Spy.
Fun day!  Filmed some pieces for @lorraine with @gorka_marquez which you can see next Thursday.
A post shared by Gemma Atkinson (@glouiseatkinson) on Jun 13, 2018 at 12:42pm PDT
'Myself and Gorka, there is definitely no marriage or babies on the cards just yet,"' she added.
Discussing whether it's on the cards for the future, the former Emmerdale actress continued: 'I'd like to think so, yeah, hopefully.
'If the grace of God I can have a baby, I still feel too young yet. I'm 33 and there's still things I want to do and places we want to travel to. It's hard enough with two dogs so I don't know how people do it with babies as well.'
Gemma recently released her own range of gym wear, after being sent numerous work out clothes to plug on social media.
'A lot of the time it was stuff I wouldn't wear or buy myself so I decided to do something myself, something that I would actually use and would feel comfortable in,' she said.
'I just want to feel as comfortable as possible in the gym really. Sometimes I work out in a vest top, sometimes it's leggings and a hoodie because some days I don't feel as good as others. I think it's important to cover all bases.'
Strictly's Gemma told she was 'too big' for show
From: Digital Spy
Strictly's Gemma and Gorka are officially a couple
Gemma Atkinson gives birth to baby girl with Gorka
A Strictly baby is on the way
Gemma Atkinson and Gorka Marquez talk Spain move
Gemma Atkinson 'didn't date Gorka until after Strictly'
Have Strictly's Gemma Atkinson and Gorka Marquez just confirmed they're dating?


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What situation(s) led to this Multichannel Attribution Self Assessment? What are the Essentials of Internal Multichannel Attribution Management? How can we improve Multichannel Attribution? How can the value of Multichannel Attribution be defined? What role does communication play in the success or failure of a Multichannel Attribution project?
This Self-Assessment empowers people to do just that - whether their title is entrepreneur, manager, consultant, (Vice-)President, CxO etc... - they are the people who rule the future. They are the person who asks the right questions to make Multichannel Attribution investments work better.
This Multichannel Attribution All-Inclusive Self-Assessment enables You to be that person.
All the tools you need to an in-depth Multichannel Attribution Self-Assessment. Featuring 676 new and updated case-based questions, organized into seven core areas of process design, this Self-Assessment will help you identify areas in which Multichannel Attribution improvements can be made.
Using a Self-Assessment tool known as the Multichannel Attribution Scorecard, you will develop a clear picture of which Multichannel Attribution areas need attention.


2. Thrivent Financial Action Teams: Thrivent Financial, a leading financial services organization "connecting faith and finances for good," supports community volunteer teams led by Thrivent members. With seed money and promotional supplies provided by Thrivent Financial, these Action Teams are an incredible way for Thrivent members to make an impact where they live, work and worship. Learn more.


Delta South Elementary School is located at 450 South Center Street in Delta, Utah. DSES was originally built in 1982 to accommodate the growth in population due to the construction of the Intermountain Power Plant. The new school was finished in time for the 1983-84 school year and housed grades K-4. In 1989 the fifth grade was moved back to the elementary school. Due to declining enrollment figures, Delta South Elementary was closed in 2009. Delta Early Childhood Center was created using two thirds of the South Elementary building to accommodate preschool and kindergarten Students in West Millard County. At the end of the 2014-15 school year, the Delta area schools were reconfigured placing all of the students in preschool, kindergarten, first and second grades at Delta South Elementary School.
Currently Delta South Elementary School employs 55 people serving approximately 490 students in Pre-2nd grade. Our students come from Delta, Oak City, Lynndyl, Leamington, Hinckley, Abraham, Sutherland, Oasis, Deseret, Sugarville, and Woodrow.
Our role at DSES is to help and assist each individual student to achieve academic success and to have a positive experience as they begin their formal education. We want to do all that we can here to help each child develop a love of learning and basic skills for continued educational success. We have great teachers who understand the learning process and have years of experience working with young learners. We are confident that each of our students receives the finest instruction possible.


Do some brainstorming and a rudimentary storyboard for an ad campaign involving story. Put this into a blog entry.
The video part of your ad campaign will be done ALL MOBILE! In preparation for this, make sure you have a phone or the mobile device available that can both shoot and edit. All modern smart phones & tablets are capable of this! You might have to put some additional software on the it for the recording or the editing or both. I personally use filmic pro for the recording and iMovie or WeVideo for the editing. Please let me know if you need more advice or help choosing your apps. Once you have the right apps, please record & edit three 10-second videos for our next class to be presented in class!


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Biosafety Information Centre
Biosafety Science
Genomics/Genetics
General Biosafety Issues
Emerging Trends/Techniques
Research Gaps
Horizontal Gene Transfer
Agriculture / Organisms
Staple Food Crops
Other Food Crops
Industrial Crops
Animals/Fish
Insects/Microorganisms
Horticulture/trees
Traits in Agriculture
Herbicide Tolerance
Pest Resistance
Enhanced Nutrition
Pharmaceutical Crops
Cloning & Stem Cell Research
Biological Weapons/Biodefence
GE Pharmaceuticals
Assessment & Impacts
Ethics & Culture
Trends in Industry
Global Agreements and Fora
Cartagena Protocol
International Standard Setting
Other UN Agencies
Key Regulatory Issues
Contained Use
Post-Release Monitoring
Traceability & Labelling
Liability & Redress
Sustainable Systems
Indigenous Peoples' Perspective
Local Community Perspective
Independent Science
Ecological Agriculture & Food Security
Energy linkages
Biosafety Assessment Tool (BAT)
Biosafety Information Service —
NGO/CSO
Biosafety Briefings
Biotechnology & Biosafety Series
« Herbicide-resistant Weeds Run Riot in the U.S.
U.S. Farmers Caught in a Treadmill with GM Herbicide-Resistance Crops »
Scaling Up Agroecology: Considerations for Policy-Makers
THIRD WORLD NETWORK INFORMATION SERVICE ON SUSTAINABLE AGRICULTURE
Dear Friends and Colleagues
Since the International Assessment of Agricultural Knowledge, Science and Technology for Development (IAASTD) report was released in 2008, there has been growing awareness of the importance of a more sustainable way to ensure global food security and environmental sustainability than the destructive industrial Green Revolution model. This way has been identified as agroecology based on the principles of food sovereignty according to a new report by the Institute of Agriculture and Trade Policy (IATP) entitled "Scaling up Agroecology: Toward the Realization of the Right to Food".
The report underscores that while governments and international bodies like the FAO have expressed recognition that small agroecological farming is the way to go, they are hesitant and uncertain as to how to move forward on it. In a bid to address this, the report outlines the principles of agroecology, presents examples of practices that could be used to implement this approach, and proposes a set of ecological as well as socio-economic indicators of success along with mutually supportive national and international policies that would be needed to scale-up agroecology.
The policy recommendations are reproduced below for ease of reference. These include coordinated environmental and agricultural national policies on biodiversity that ensure heterogeneity and diversity at the landscape and farm level as well as international trade policies that allow national governments to exempt agricultural goods that are central to rural livelihoods, food sovereignty and rural development from tariff liberalization as needed. The full report can be downloaded from: http://www.iatp.org/files/2013_11_07_ScalingUpAgroecology_SV.pdf.
Third World Network
131 Jalan Macalister
SCALING UP AGROECOLOGY. TOWARD THE REALIZATION OF THE RIGHT TO FOOD
http://www.iatp.org/files/2013_11_07_ScalingUpAgroecology_SV.pdf
Assessing Global Food Security Programs (EXCERPT ONLY)
Agroecology is by definition an innovative, creative process of interactions among small-scale producers and their natural environments. Indigenous knowledge systems are invaluable resources for agroecological farming systems that emulate and coexist with natural ecosystem processes. At the same time, advocates of agroecology recognize that in many parts of the world, farmlands have become degraded and it would require additional investments as well as policy support to help small-scale producers improve soil and water conditions to increase farm outputs, achieve local food security and long-term ecosystem sustainability.
One size most definitely does not fit all. However, our initial consultations with allies have identified certain sets of policy support that are conducive to creating an enabling environment for those innovations to occur and prosper.
At the national level, they include:
■Agricultural policies that incentivize recycling of biomass within the agroecosystem
■Agricultural investments and extension targeted specifically to help small-scale producers improve soil and water conditions through agroecological practices
■Agricultural policies that incentivise in-situ water conservation, soil (biota, organic matter and nutrient) enhancement, organic tillage regimes and microclimate management
■Water policies that incentivize reduction of grey/blue water footprint of agricultural and food systems, not only in crop selection and farming methods but also in food processing and packaging, etc.
■Trade, investment and intellectual property rights policies that protect indigenous and peasants' rights to select, domesticate, breed, exchange and use native species of crops and livestock varieties
■Environmental and food safety policies based on the precautionary principle that avoid reckless introduction of GMOs or other emerging technologies
■Coordinated environmental and agricultural policies on biodiversity that ensure heterogeneity and diversity at the landscape and farm level.
■Agricultural, water and energy policies that prioritize the use of natural resources such as land and water for food production, local energy security and local water security
■Agricultural research policies and extension programs that prioritize:
o Research and development of new varieties that are based on participatory plant breeding techniques
o Farmer- to- farmer knowledge exchanges based on locally determined priorities
■Pro-democratization policies that recognize women's central roles in agricultural and food systems, revitalize rural economies, minority cultures as well as marginalized livelihood practices.
These policies and programs, in turn, require an enabling environment at the international level, including:
■International trade policies that allow national governments to exempt agricultural goods that are central to rural livelihoods, food sovereignty and rural development from tariff liberalization as needed.
■International investment policies (including those in trade agreements or in bilateral investment treaties) that reject investor-state dispute resolution provisions that give foreign investors the right to sue national governments over policies (such as restrictions on GMOs or changes in research and extension programs that restrict the use of imported inputs)
■International guidelines on land tenure that take as their starting point the rights of small-scale producers to stay on their land
■Foreign assistance programs that:
o respond to locally determined priorities for knowledge generation and dissemination (including recovery of traditional knowledge and scientific innovations)
o support efforts to organize cooperatives and institu- tions controlled by local small-scale producers and their communities
o assist developing countries to develop national action plans to review and adjust laws that will allow farmers to save, use, exchange and sell their seeds; and allow improved access to genetic resources that go beyond the limits of agreements such as UPOV 1991 to enhance community rights over innovations in seeds, plants and biodiversity
January 15th, 2014 | Category: Ecological Agriculture & Food Security
Why Genome Edited Organisms are not Excluded from the Cartagena Protocol on Biosafety
US rDNA Committee Disbanded, Exacerbating Poor Oversight of GE Research
Risk Assessment Challenges of Synthetic Gene Drive Organisms
Peru extends GMO moratorium, Mexico phases out glyphosate and GM maize in food, disallows GM maize releases
How Corporations Forced GE Dicamba-Tolerant Crops onto US Farmers
Agroecological Principles to Guide Transition Pathways Towards Food Security
New Democratic Governance Imperatives to Enhance Agricultural Biodiversity
A Feminist Ethics of Care Framework for Risk Assessment of GM Crops
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You know that your child, just like you, needs to practice good oral hygiene to keep their teeth and gums healthy. Brushing and flossing every day are crucial steps for preventing serious issues like cavities and gum disease. Did you know that what your child consumes can also play a role? Here at Puget Sound and Pediatric Dentistry, we recommend some of the following foods for your child to maintain a healthy mouth.
Milk, yogurt, cheeses, and other dairy products are some of the best foods for your child and the health of their mouth. Dairy products are high in calcium, phosphates, and vitamin D. Calcium is a crucial mineral for strong teeth and bones, including your jawbone. It aids in the remineralization of the teeth, helping to strengthen the enamel and protect it against the acid attacks of plaque and oral bacteria. Dairy helps to neutralize acid levels in the mouth, raising the pH level, which helps to reduce the risk of your child developing tooth decay and cavities. Additionally, cheese stimulates saliva production. Saliva also aids in the remineralization of the teeth while killing oral bacteria and washing them away.
Crunchy fruits and vegetables like apples, carrots, celery, and others are like a natural toothbrush. As your child chews them, they scrub the surfaces of their teeth, which helps to remove plaque and bacteria buildup. They also contain a significant number of vitamins and minerals, making them an ideal snack to have on hand for when your child needs something to munch on between meals.
Dark, leafy greens like collards, kale, spinach, and others provide calcium, iron, and antioxidants. Again, calcium is essential for strong teeth and bones. The antioxidants can also help to protect your child against bacterial attacks that can lead to inflammation and gum disease. We understand that getting a child to eat their greens can be difficult. They can often be made much more palatable by blending them with some fruits and other veggies into a vitamin and mineral rich smoothie.
Vitamin C is important for killing harmful bacteria, lowering the risk of gum disease. It can be helpful for boosting collagen levels in gums, helping to keep the tissue healthy. Vitamin C can even be helpful for preventing scurvy. Vitamin C can be found in some different fruits and vegetables, including citrus, strawberries, tomatoes, and peppers.
In addition to eating a well-balanced diet, it is also important for your child to stay hydrated. Staying hydrated helps to ensure proper salivary flow, which prevents dry mouth, a condition that can foster bacterial growth. Every sip of water helps to wash away bacteria and other debris in the mouth. Give your child a water bottle to keep with them at all times. You can even use fresh fruit and infuse the water to give it a little extra flavor.
Maintaining a healthy diet in addition to practicing good oral hygiene can help your child to keep their mouth happy and healthy, preventing serious oral health issues from occurring. For more information, feel free to call one of our four convenient locations today.


A key challenge in experimental Quantum science is to identify isolated quantum mechanical systems that can be manipulated and coupled in a scalable fashion, but at the same time display good coherence properties. During the last years substantial progress has been made towards the physical implementation of quantum registers with a few-qubits using systems of coupled trapped ions and superconducting devices. However, the manipulation of large, multi-qubit systems remains an outstanding challenge. Such systems, once realized would yield ideal hardware for the simulation of quantum systems. For this reason, approaches to connect few-qubit registers and to build a large scale circuit are currently being explored both theoretically and experimentally. Candidates to realize such circuits are trapped ions, ultra-cold atoms in optical lattices, strongly interacting Rydberg atoms, nitrogen-vacancy (NV) centers in diamonds, quantum dots, and molecular nanomagnets.


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