Canadian military records for World War I and World War II, for the most part, were created and maintained by Canada.
Nevertheless, in World War I, Canada fought under the British flag, as part of the British Commonwealth.
When World War I broke out in 1914, Canada was a nation at peace, with approximately 3,000 men in its regular army, and a very small navy. Within two months of war being declared, the number of men who had volunteered for duty expanded the force by more than 10 times this number, and the first contingent of Canadian soldiers had been trained and were on their way to Britain - no small feat for such a small regular force!
Two men in my extended family participated in this War, one on either side. (There were many more in collateral lines, but these are the closest relatives I know of who participated). My mother's eldest brother was a stretcher bearer in that War, and a paternal great-uncle, a soldier.
Both 'lived to tell the tale', although my maternal uncle at one point was wounded and unconscious, and was taken to the morgue, as he was presumed dead. Later, he 'came to' in the mortuary, looked around, and asked where he was, to the great shock of the soldier sitting at the desk outside the door!
One of several cemeteries in France for Canada's War Dead.
A total of four Canadian Corps were formed and trained in the Canadian Expeditionary Force, and sent to Europe. They fought under British command until 1917, when the British commander was replaced by a Canadian.
the Hundred Days War, in which Canada participated in various offensives in different areas. During these final days of the War, about 46,000 Canadians were either killed or wounded.
Canada also has the somewhat dubious distinction of being the home of the person traditionally recognized as the last soldier from the British Empire killed in the War. Private George Lawrence Price, born in Nova Scotia in 1892, but living in Moose Jaw, Saskatchewan at the time of his conscription in 1917, was killed at 2 minutes to 11 a.m. on November 11, 1918, when the armistice took effect, at Ville-sur-Haine, Belgium.
The Commonwealth War Graves Commission, which is operated by Britain but funded by six commonwealth countries (United Kingdom, Canada, Australia, New Zealand, India and South Africa), maintains cemeteries in about 150 countries for the soldiers of those commonwealth countries who died in both Wars.
The Commission also handles inquiries from family members seeking the grave of a fallen soldier. They therefore may be another source for at least partial Canadian military records.
See their website for information with respect to finding the grave or memorial to a particular fallen soldier, or learning more about a medal recipient.
The three divisions of the military with which we are all familiar are the army, the navy, and the air force.
The records of the 600,000 individuals who enlisted in the Canadian Expeditionary Forces in World War I are located at Library and Archives Canada. This includes Canadian military records for nurses and chaplains, as well as enlisted men.
Once located, the Canadian military records for a particular individual can be ordered through Library and Archives Canada. LAC is in the process of digitizing these records and adding them to the database.
The Attestation Papers (the document signed when an individual joined the Expeditionary Force, with the person's physical description and medical fitness on the back), are already online, and can be viewed within the search results.
As requests for additional Canadian military records are received, and individual files are pulled to fill those requests, the file's contents will be digitized and added to the database.
You can also order online, at Collections Canada's Order Form for Photocopies and Reproductions .
Expedited / Rush Service - delivery within 5 - 10 business days of receipt of request, provided all necessary information is given at the time of the order, and specified conditions are met.
$ .80 per page; $ .60 per page for students and seniors (65 and over), with appropriate proof of status submitted with the request for the documents.
While LAC indicates that most Canadian military record files average between 25 and 75 pages, every file is different, and some can have many more or many less pages. The pages are not numbered, and if you order documents, you will receive the entire file. It therefore is not possible to predict just how much obtaining the documentation will cost.
Please note that, if an individual continued to serve in the military after the end of World War I, his/her records pertaining to World War I will be in his service file, rather than in the World War I Canadian military records.
Service Files. These files contain things like attestation papers, demobilization records, discharge forms, and separation allowances. They average 25 - 50 pages per file. To find individual Canadian military records, search the Archives database to find the Finding Aid reference (i.e., in the search function, put "Finding Aid 24-167", click on the appropriate link in the results, and scroll down to find the Finding Aid number associated with that set of records). Then, back in the Archives search window, search on that Finding Aid number and the person's name (i.e., 24-167 Smith, John).
Given the relatively recent invention of the airplane at the time of the first World War (i.e., the Wright brothers' first flight in a motorized, manned aircraft, lasting 12 seconds and travelling 120 feet), Canada did not have an Air Force in World War I. Canadian men wishing to join the air force could join the (British) Royal Air Force, or the British Flying Corps.
Links to various Royal Air Force service records pertaining to World War I are located at the National Archives in the UK.
Newfoundland was not a Canadian province during World War I. Rather, it was known as the Dominion of Newfoundland. Nevertheless, it contributed two regiments to the war effort: the Royal Newfoundland Regiment and the Newfoundland Forestry Corps.
The Royal Newfoundland Regiment sent approximately 800 men to war. In the Battle of Beaumont Hamel, 710 were killed, wounded, or missing, basically wiping out an entire regiment in the space of about 30 minutes.
LAC has those records, located in this database.
To search the database, enter the surname of the person and "Newfoundland" in the Keywords box. Enter '38' in the Records Group box.
Full Canadian military records with respect to World War II, for those still alive or who died within the past 20 years, are not yet available to the general public, due to Canada's privacy laws.
The only records which have been made available are those pertaining to those who died in the service during World War II. The online Canadian Armed Forces War Dead database provides an index of the records which are available.
The entire service file is available for these individuals.
If the person is still alive, access to the file requires that person's written consent.
If the individual died within the past 20 years, limited information can be released to the immediate family (defined as the parents, spouse, siblings, or children or grandchildren of the deceased), upon presentation of proof of death and proof of relationship to the deceased.
If the individual died more than 20 years ago, there are no restrictions on access to the file, upon presentation of proof of death.


New York: US Researchers have created a new tool to counter the excessive battery drainage by the android apps in the smartphones.
According to details, Power consuming apps that shorten the battery timings on Android phones even when they are in a powered off state are being countered by US researchers.
Researchers are of the opinion that Apps that regularly check for updates consume about 30% of the battery power an Android phone loses when in that mode.
They have made a new tool, free Hush tool, that lets only the most-used apps check in while the phone is off. Hush can cut power loss from the apps by almost half.
Hush was created by engineers from Purdue University in Indiana after they carried out a large-scale study of energy use on Android smartphones.


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Q: Got their wires crossed. Regarding a policy meeting I read:
the meeting was a complete disaster, all members got their wires crossed before everybody left.
Does it mean that they quarrelled and came to blows?

A: No, it means they misunderstood each other.
It probably comes from a telephone switchboard analogy. Once, operators had to manually connect two parties with wires. If they put the wires into the wrong plugs, people would think they were talking one party (person) but actually be talking to another. This would cause misunderstandings, as they would be talking about different things. Hence, their "wires were crossed".
If I say now: "We got our wires crossed," it means I thought we were talking about one thing, but the person I was talking to thought the subject was something entirely different.
So in your example, the people at the meeting had different understandings of the agenda; they were discussing different things and obviously getting nowhere in arriving at decisions. It would have been frustrating, but there is no indication in that sentence that they actually came to blows. There is no violence implied, or even real hostility...just, as I said, misunderstanding.
(And haven't we all been in meetings like that at one time or another? lol)

A: Not necessarily came to blows, but rather they couldn't agree on what they were discussing.
English definition of "get your wires crossed"

get your wires crossed
When people get their wires crossed, they have a different understanding of the same situation:
e.g. Somehow we got our wires crossed because I'd got the 23rd written down in my diary and Jen had the 16th.

A: The confusion may be based on the definition of cross wires: Not accordant with what is wished or expected;
      interrupting; adverse; contrary; thwarting; perverse. "A
      cross fortune." --Jer. Taylor.
      [1913 Webster]

redpajama_set_name: RedPajamaStackExchange


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Commentary: Popcorn, texting, butter. 3 tips for 2020
By John Stossel
Jan 1, 2020 at 12:18 PM Jan 1, 2020 at 12:18 PM
I learned three new things this year that made my life better.
I share them with you here, hoping they make your 2020 easier.
My "life hacks" are about popcorn, iPhones and butter. Weird? Maybe.
Now I report on how politicians wreck just about everything, but at ABC's show "20/20," I was a consumer reporter. My latest video returns to that beat.
None of these ideas requires buying stuff or spending more money. The first will save you some. Here are the tips:
For years, I bought packages of microwavable popcorn. They were an improvement over pouring raw kernels into a pot, adding the right amount of oil, waiting for it to pop, shaking the pot and so forth. Then you have to clean the pot and grease splatter.
Microwave bags make popping corn easier, but the packages cost about $6, and sometimes the popcorn smells bad.
I've also tried special popcorn-making devices, but they cost money, too, and you still have to clean them.
It turns out we don't have to do any of that. Just put raw kernels (about a quarter cup) into a paper bag (a lunch bag is fine), put the bag in the microwave, set it to full power and wait for the corn to pop.
When the popping slows, take the bag out.
That's it, and it works. You can eat the popcorn right out of the bag — nothing to clean. Add butter for taste. Try it.
Do you have an iPhone? I've found this trick works on most iPhones and some Androids.
Writing emails and texts, I get frustrated when I can't get the cursor to go exactly where I want it. The thing jumps to the start or end of a word or sentence when I want to change something in the middle.
Instead, just hold down the space bar (it works with other keys, too, but some do different things when held down; the space bar is simplest solution). Do that, and you can put the cursor exactly where you want it. When I show people this, they smile and laugh. The space bar is a big time saver and frustration avoider.
I hate hard butter from the refrigerator. Try to spread it, and it tears the bread. In the past, I've put it in the microwave to soften it, but some of it turns to liquid.
But now I know we can leave butter out. The USDA says that "butter and margarine are safe at room temperature."
How can this be? Butter is dairy like milk, and we don't leave the milk out.
But because of the way it's made — and the salt inside — butter is safe to leave on the counter for several days. Really. Google it, if you don't believe me.
There are limits, of course. It's best to keep butter covered, and if you leave it out too long, it will get rancid.
But with those caveats, it's fine to leave a stick on the counter. You get great, easy-to-spread butter. The only downside is that you'll likely eat much more of it.
Simpler popcorn, easier texting and soft butter — my gifts to you for 2020.
John Stossel is author of "No They Can't! Why Government Fails — But Individuals Succeed."

redpajama_set_name: RedPajamaCommonCrawl


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A Deep Dive into Drexel's 2030 Strategic Plan
Campus & Community - Society & Culture
By: Sonja Sherwood
Photo credit: Jeff Fusco.
"Integrity, integration, inclusivity, impact and innovation" are the watchwords of Drexel's new 10-year strategic plan, which was released Dec. 17.
The two-year undertaking is summarized in a brief framework, called "Drexel 2030: Designing the Future," that outlines the initiatives, values and goals that will guide Drexel through the anticipated challenges of the coming decade.
The plan was drafted against a backdrop of changing trends in higher education, specifically demographic declines in high school graduates and international students, and it was made more urgent over the past year by the closure of Hahnemann Hospital and the acquisition of St. Christopher's Hospital for Children, the pivot to remote instruction, and nationwide calls for racial equity.
While prior strategic plans introduced high-concept aspirations like the innovation districts and civic engagement, the mood of this plan is one of integration. It's a call to magnify Drexel's distinguishing style of education by converging its strengths in experiential learning, research and external partnerships.
"The 'big idea' here is that we need to take everything that we do well and connect it so that it has maximum impact…so that the whole is much larger than the sum of its parts," said President John Fry. "For the University, this means working differently going forward in a much more holistic way."
The Executive Planning Committee of faculty members and administrators fine-tuned the final draft throughout the past year with feedback from staff surveys and the individual colleges and schools.
Their final document is a template for the transformation of Drexel's structure, culture and operations around a contemporary mode of education that transcends traditional boundaries of academic knowledge and is in constant dialogue with society and the world of work. The Drexel of 2030 will marshal the University's distinctive strengths — experiential education, impactful research, industry connections, civic engagement — to establish knowledge-clusters around health, tech/engineering, design, and social sciences to unlock new partnerships, agilely develop market-relevant programs, and enhance experiential and remote learning options, all in the service of tackling social challenges and while fostering an inclusive and equitable culture.
Accountability for implementation of the plan will be overseen by Elisabeth Van Bockstaele, PhD, who was designated in December as Drexel's Chief Strategy Officer in addition to her other roles as senior vice president of Graduate and Online Education and dean of the Graduate College and Graduate School of Biomedical Sciences and Professional Studies in the College of Medicine.
Financial support for these advancements will come from improvements in operational efficiencies, a fiscal framework that rewards innovative academic programs and successful research, and current and future capital campaigns.
Drexel's Responsibility Center Management (RCM) budget model will be fully implemented alongside the strategic plan, according to Executive Vice President, Treasurer and Chief Operating Officer Helen Bowman. Under RCM, revenue-generating units of the University assume full responsibility for managing their own revenues and expenditures while sharing in surplus funds at the end of the year.
The budget model will allow Drexel to reward academic units for focusing on initiatives the University has prioritized.
When the pandemic upended the University's budget, Drexel was able to refinance its variable rate loans under a fixed loan at a very low 30-year rate. This allowed the University to repay $80 million to the endowment that it borrowed to acquire St. Christopher's and to expand and renovate Bentley Hall for the Pennoni Honors College.
Still, the pandemic is expected to challenge enrollment for the foreseeable future on top of unfavorable demographic shifts. According to Bowman, delivering on the mission set forth in this plan will require that the University diversify its revenue stream, which is currently 80 percent derived from tuition.
This creates pressure, said President Fry, to make sure that everything Drexel invests in is worthwhile.
"I think that financial pressure actually will be our friend; we can't waste any time or money," said President Fry. "We need to grow our financial margins to invest in the really good ideas that have come out of this strategic plan."
What follows are the main goals set forth in the plan, with deeper explanations from members of the Executive Planning Committee.
Expand Drexel's Research Impact
Goal: Generate new knowledge and impactful solutions by growing basic and applied research and fostering transdisciplinary collaborations, both within the University and with external partners.
Drexel's recent achievement of earning an R1 (Highest Research Activity) Carnegie designation lays the foundation for one day qualifying for inclusion in the even-more-prestigious Association of American Universities, reserved for the largest and most successful research institutions.
To achieve its goal, the University must grow a research culture around its core academic competencies with an eye toward assembling transdisciplinary teams to tackle projects with social and commercial impact.
To determine Drexel's existing areas of research strength, members of the Executive Planning Committee conducted an audit of faculty research from 2017 to the present and sorted the results based on industry classification schemas. This is a grouping based on the Times Higher Education Classification system.
The Office of Research & Innovation intends to encourage researchers both by expeditiously seeding emerging ideas and by helping to coordinate cross-college teams.
According to President Fry, Drexel's future rests on the University creating a formal infrastructure for backing "big bets." To date, Drexel has done this through mechanisms like Drexel Areas of Research Excellence (DARE) and through investments in individual schools. It has also happened informally, by empowering individuals with vision and motivation — as was the impetus behind the A.J. Drexel Autism Institute and the Center for Functional Fabrics.
"We've been able to do things like this in the past, but we need to make that a regular way of doing work," said President Fry. "The way we've done it in the past has often been finding people who need help and figuring out how to set them up. There's nothing wrong with doing that to get started, but you want a system that consistently encourages those bets, and investments that make sense."
The research subcommittee then grouped Drexel's research into three large categories, as shown by this overlay, to come up with three overall categories of Drexel strengths: tech/engineering/design, health and social sciences.
The Office of Research & Innovation wants to "double down" on the DARE approach and use more Rapid Response-style grants such as the ones it created for COVID-19 and racial-equity research during the summer. These timely, small-scale seed funds put Drexel researchers ahead of the curve to compete for external grants.
"We spent $170,000 on COVID-19 research and $100,000 on racial-equity projects and we funded 40 teams," said Executive Vice Provost for Research & Innovation Aleister Saunders, PhD. "We awarded the COVID-19 funds in mid-April and as of now, those researchers have almost $2 million in follow-on funding, six patents, a clinical trial, 30,000 pieces of PPE produced, and numerous new partnerships. It had a tremendous impact."
The Office of Research & Innovation also hopes to expand its business development services to assist faculty researchers in writing grants and building out the kind of diverse, interdisciplinary teams that are most attractive to prestigious national grant sponsors.
Saunders equates this work with "planting seeds." He notes that Drexel's investment in high-tech knitting machines for Westphal College of Media Arts & Design Professor Geneviève Dion bore fruit in the form of the Center for Functional Fabrics. "Who would have thought that a fashion designer 10 years later would be getting $4 million in Department of Defense money this year with potentially $10 million slated for next year?" he asked.
One concern raised by faculty members is how research will be assessed for its worthiness to receive University support. What about social sciences and liberal arts research that isn't likely to attract big grant dollars?
Saunders said the research subcommittee has developed a framework that permits Drexel to understand unconventional ways a given research project may have strategic value.
"We have to create a common language by which we understand what our activities are and aren't," said Saunders. "Our criteria are for deciding what things are and how to support them. Some things are going to generate dollars. Other things are more likely to generate partnerships. We have to weigh that out. We have to foster things that are early stage and also figure out how to move the things that are already well-established to the next level."
To determine Drexel's "core competencies," the research subcommittee sorted Drexel's recent scholarly publications using standard academic classification systems and asked associate deans of research to classify current projects.
This revealed clear existing strengths in health, tech/engineering, and design. Embedded in the notion of "design" is research "in service to society," a term that the Office of Research interprets broadly.
"There are a lot of paths toward social impact," explained Saunders. "You can start a company based on technology that we've patented, or you can start up a program like Mariana Chilton's Center for Hunger-free Communities that helps feed people. Ted Corbin and John Rich are taking their Helping Hurt People program to scale by moving the program across the country; that's like a company taking tech and growing it to scale. It's OK that these projects aren't based on intellectual property. The principle is the same, and we should support this type of innovation and impact."
Harness the Power of Partnerships
Goal: Integrate and align curricula, scholarship, community engagement and global partnerships in an internationally recognized problem-solving model for university/community collaborations.
Drexel's unique academic design puts the University in a position to serve as a national model for reshaping the relationship of universities to external partners.
Already, Drexel scholarship is enriched by relationships with the Korean Advanced Institute of Science and Technology (KAIST) in South Korea and the National University of Equatorial Guinea. Numerous faculty members and alumni have taken their inventions to market by pairing with business people affiliated with the Coulter-Drexel Translational Research Partnership Program or the startup incubator ic@3401. In West Philadelphia, Drexel's community partners contribute to residents' quality of life by providing local jobs and social services.
And of course, the mutual respect between Drexel and top employers, cultivated over a century through the Drexel Co-op program, is an unrivaled asset and the entree to many other collaborations with industry.
In the Drexel of 2030, not only co-op students but also many faculty will be involved with industry — through experiential learning courses, custom workforce training, or research that calls on their expertise, on and off campus.
These arrangements will give faculty a first-hand understanding of emergent trends that can influence programming. Drexel's co-op employers are seeing shortages for skills in artificial intelligence and data analysis, for instance, and adjusting to disruptive technologies and climate change.
"Drexel is positioned incredibly well to address these complex changes," said Executive Vice President and Nina Henderson Provost Paul E. Jensen, PhD. "We can partner in a more comprehensive way so that it's not just about co-op; now it's also about research, about innovation, and about talent development for their organizations."
The Drexel Solutions Institute (DSI) is an example of how Drexel has already begun to harness industry relationships for the mutual benefit of students, faculty and partners, and it figures prominently in the strategic plan as a template for how Drexel can actualize its model of maximum real-world relevance.
The DSI was formed in 2018 to create a single gateway for industry clients to tap Drexel's academic expertise for help solving business challenges or to provide custom workforce development using a fee-for-service revenue model.
DSI has already connected faculty, students and co-op hires with projects from companies such as Comcast Corp., FMC and SEI. Often these relationships include a course or lab component in which students and co-ops problem-solve a current business problem alongside corporate executives, threading theory and practice together in a hands-on project that accelerates students' career readiness and enriches Drexel's academic offerings. In return, client companies subsidize projects to the extent that they require project management assistance or additional faculty time.
To date, 12 co-ops and nearly 200 students have assisted corporate partners with neuroimaging studies, market analytics and human-to-machine studies. At Comcast, for instance, research with Drexel on how certain groups respond to e-sports programs will likely guide them as they further develop their e-sports business, an industry with a growing market and workforce.
These projects create résumé talking points for students and ensure that colleges have cutting-edge class content.
"This connectivity gives us incredible opportunities to — more rapidly than our peers — reimagine curriculum because we're working with our partners on applied research problems and feeding what we learn back into the curriculum," said Jensen.
Set the Standard for Cutting-Edge, Adaptable Curricula
Goal: Rapidly develop and deliver agile curricula to partners and individuals of diverse backgrounds and ages that are responsive to market demands and the needs of a global society.
The pandemic fast-tracked trends in the economy — e.g. digital learning, cross-disciplinary thinking, life-long education — that require universities to rethink how degrees are designed and how education is delivered.
This will likely mean more remote and hybrid course options, new certifications and badges for life-long learners, and core courses in general computing and data in addition to a liberal arts foundation.
The trend toward more undergraduate online education is "crystal clear," said Jensen. He expects that all colleges will see rising demand for more hybrid programs, perhaps even by on-campus students, as remote modes become the new normal.
This Venn diagram represents the goal of prioritizing programs that meet at the interdisciplinary nexus of Drexel's core academic competencies, and the way in which social impact overarches Drexel's mission.
But to truly prepare students for the new world of work, it will be incumbent on academic units to draw on industry relationships to future-proof curricula, and to rapidly deploy innovative offerings.
"We happen to be in a period of time where things are changing incredibly fast," said Jensen. "Take 'internet of things' technologies…these have the potential to impact how most things are done. That means there's going to be a need in society for people who can understand how these technologies apply to, say, health care or any industry. The same goes for the challenges we face with climate change. You need people who understand not only the environment, but also technology and business, and so on.
"So as a university, how do we move from traditional academic programs…to programs that address the more complex challenges we face in society?" he asked.
The route mapped out by this strategic plan calls for reducing the silos between academic units with joint programs and partnerships that span disciplines.
"There's a natural tendency to think of your own academic unit as your family, and it's much easier to work within your own department than it is to work with another department, but we need to broaden our definition of 'family' to include the Drexel community as a whole," said Don McEachron, PhD, teaching professor in the School of Biomedical Engineering, Science and Health Systems and member of the planning committee. "And I think the President feels that we even need to go beyond Drexel and think about the Philadelphia community as our family."
The DARE initiative created by the Office of Research in 2015 is an example of a mechanism for building transdisciplinary collaborations on the research side, said McEachron. McEachron is himself a member of a virtual-reality education project that included academics from multiple disciplines, and he's also a participant in the Cell2Society Aging Research Network DARE initiative, which includes members from nine academic units as well as multiple external stakeholders.
"To create that infrastructure on a educational program level, on the other hand, that's different," he said. "How do you divide up the tuition income between two units? How do you recruit students? How do you share the teaching responsibilities?"
That infrastructure has yet to be built, he said, but the work needs to be done, because the old traditional model of higher education doesn't work in an economy where new industries may emerge in the timespan it takes to complete a college degree.
"We have to create this multidisciplinary educational process so that our students can pivot in any direction and are so good at critical and creative thinking, so adaptable, so flexible, that no matter what the world throws at them, they can adjust," said McEachron. "I think Drexel can do that better than any place I know of. We just have to put it together properly."
Enhance and Expand High-Quality, Immersive Learning Experiences
Goal: Enable students to enhance and apply their education while developing professional skills and an appreciation for the diversity of human experience by providing engaging, immersive learning experiences.
Many universities claim to provide "experience," but very few have the deep relationships with the real world that Drexel has spent generations cultivating. In a February survey, 70 percent of faculty and professional staff named the Drexel Co-op program as Drexel's greatest strength.
Drexel students learn alongside people from all walks of life inside clinics, prisons and community centers, through community-based learning courses established in the College of Arts & Sciences. Through innovative programs such as the Drexel Food Lab and the Center for Functional Fabrics, students help to prototype new products and processes that promise to change manufacturing, improve health, or reduce waste. Drexel graduate students frequently share bylines and patent applications with faculty researchers and participate in ground-breaking discoveries that open up new avenues in science.
The long-term goal is to remove any financial and physical obstacles standing in the way of any student, regardless of program or degree type, whether online or in-person, from sharing in what makes a Drexel education so powerful.
When the pandemic impacted some co-ops, the Steinbright Career Development Center approved virtual and part-time paid co-ops for the first time in its history.
"We approved virtual co-ops with the understanding that the genie doesn't go back in the lamp," said Ian Sladen, vice president of cooperative education and career development at Steinbright. "Employers are going to want to continue to do it. Students will want to do it. And we're all going to get better at it.
"Virtual co-ops may also provide us with an opportunity to expand our co-op footprint within organizations that we already have relationships with, and maybe with some that we don't," Sladen added. "You reduce issues like transportation costs and living expenses that act as deterrents for co-ops in another city."
Drexel must also go "beyond co-op" to create new ways for students to interact with potential future employers. Through the DSI, Drexel is creating custom solutions to address the needs of current and prospective co-op employers, through arrangements that may take place on or off campus and that involve students in tasks that go beyond those typically assigned to co-op hires.
For example, at the onset of the pandemic, California nonprofit Options for All asked Drexel for help designing virtual life skills programs for adults with intellectual and cognitive challenges. DSI assembled co-op and graduate students to work on the project alongside a lead faculty member with insight from several University units. The nonprofit will use to the programming developed at Drexel to expand into new markets.
"That kind of an experience you would not get in a firm," said Anna Koulas, vice president of the Drexel Solutions Institute. "It's a much more heightened experience because they're not doing something transactional or siloed."
These industry partnerships also open the door to richer, more immersive course material. For instance, DSI assembled a special topics course on blockchain that was co-taught by the head of blockchain strategy at mutual fund firm Vanguard with assistance from an interdisciplinary team of faculty who collectively covered the sociological, financial, engineering and legal facets of the technology. The students worked in teams on several aspects of blockchain technology that the firm will use to develop its future blockchain strategy. Enrollment in the class maxed out in one day.
"There was a demand for a class like this," said Vice Dean for Research and Strategic Partnerships Rajneesh Suri, PhD, noting that Drexel has no single faculty member to teach blockchain. "When people come from industry, they don't know how to teach, but they have a lot of content. We can facilitate their teaching and make their transmission into the classroom seamless and very immersive for the students."
"Each time we talk to an organization, we're trying to determine what would benefit the student and the curriculum: What might we gain from them and what can we offer to them to ensure that there is a benefit that will create a meaningful and worthwhile value proposition," said Koulas. "At the end of the day, we want our students to be in demand. We want companies to seek them out and this helps us position them for long-term success."
Foster and Strengthen an Inclusive and Equity-Driven Culture
Goal: Ensure there is no racism or bias in University policies, practices and culture and achieve equitable outcomes for all students, faculty, and staff.
After the killing of George Floyd, President Fry pledged that the University would assess its internal culture through the lens of equity. The University convened an Anti-Racism Task Force to develop recommendations for incorporating an equity-mindset into Drexel's culture and policies.
These goals include recruiting and retaining more faculty, staff and students of color; demonstrating commitment to equity through University investments; and embedding antiracism in pedagogy and evaluations.
Vice President and Chief Diversity Officer Kim Gholston said the task force is confronting long-standing dissatisfactions — expressed in letters, stories and social media posts by faculty, students and professional staff both historically and throughout the summer's civil unrest — that have impacted Drexel's ability to retain personnel and student satisfaction.
"This didn't happen overnight and we're not going to be able to correct it overnight," she said. "It's going to take time."
She noted, for instance, that less than 7 percent of Drexel's faculty members are Black, compared with 73 percent who are white. On the staff side, 19 percent of professional staff members are Black and an average of 11 percent of executive/managerial positions are held by Black employees, while 59 percent of service/maintenance staff are Black.
"If we're successful transforming our culture, the Drexel of 2030 will be an antiracist organization," she said. "I believe success means Drexel becomes a magnet for those looking for a culture of diversity, equity and inclusion. It means that we have faculty, staff and students here who feel that Drexel is their home."
That in turn will change the complexion of Drexel leadership, inspire more involvement by alumni, engage Drexel's neighbors, and ensure class curricula includes the contributions of people of color, she said.
"It's walking the walk and talking the talk of an inclusive environment that welcomes, engages and appreciates individuals," she said. "I think when we start to do that, a lot of these other things that are challenges for us, like recruitment, retention of people of color, the additional need for trauma and mental health support...Some of those things will go away over time because of the type of culture that we support."
Empower Students to Be Purpose-Driven, Global Citizens
Goal: Graduate adaptable, culturally competent, empathic alumni capable of seizing opportunities for the betterment of themselves and their communities.
Drexel has spent a decade deepening its community ties to lay pathways for future Dragons to play meaningful roles in the world, and has built many participatory models to inspire Dragons as they shape a positive future.
These include the Dornsife Center for Neighborhood Partnerships, the Lindy Institute for Civic Engagement, the Autism Institute, the Stephen and Sandra Sheller 11th Street Family Health Services, and public school assistance programs run by the School of Education, among others.
The Drexel of 2030 will leverage these institutions as well as its ties to other regions to grow partnerships that will yield increased enrollment, co-ops, clinical placements, curriculum sharing, and research consortia.
In the meantime, Philadelphia will need to be nursed back to recovery, said President Fry.
"How do we get Philadelphia back where it needs to be, but a much better version of itself?" President Fry asked. "We're going to have to double down in many ways to help lead the revitalization of Philadelphia and at the same time not aspire just to return to where we were, but to go far beyond that and make it a more equitable city."
Some members of the administration have floated ideas for creating a Drexel service corps made up of teams of students mobilized to assist city organizations and urban nonprofits. Efforts began in the summer to seek out public and private grants for funding. The concept could be another avenue for students in the arts and culture sectors, in particular, to gain project-based co-op experience while tangibly impacting Philadelphia's progress. In a typical year, nearly 86 percent of Drexel students do their co-op work in the Philadelphia area.
"We need to stick to the things that that we've been working on — public education, access to food and adequate health care, job training, and working with minority and women-owned businesses in West Philadelphia," said President Fry. "This is so fundamental to our mission as one of Philadelphia's most consequential and impactful anchor institutions, and to our aspiration to become the most civically engaged University in the United States."


text:
Q: SQL how to get one order from a particular customer i have a ( customer ) table,
and ( order ) table.
what code can i write to list the details of only one order from a particular customer.
since i have customer_ID as a Foreign Key in order table
select *
from order, customer


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With planting season arriving, a number of minds change to cleaning out each of our homes in addition to selling the things we no more need in this lives. The yard sale is a wonderful thing without treatment, but when you have the whole area in into it, your forces can merge to make a actually fun event for your family, your neighbors, in addition to anyone who puts a stop to by to buy goods. And here is how you can get your neighborhood together to get a community yard sale.
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Have you checked out your garage area or attic lately? Almost all of us use these sites as indefinite home hard drive for factors we think natural meats eventually employ. But you will always find more factors we could possibly need in the foreseeable future, and these spaces fill up speedily, often to the point where we would not find the things we need one of the clutter.
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In the first part of our blog article, we discussed the challenges of scaled agile frameworks: How do you get all teams together, discussing about the features they built for the product and gathering feedback? One option could be a product bazaar (or application bazaar).
We used that format and converted it into a project bazaar for Comsysto Reply. Our goal was to get our different project teams together, talking about their projects and discussing new opportunities.
We talked about Iteration 1-3 of our bazaar's development. Now we would like to continue and tell you how we implemented the bazaar idea at Comsysto Reply and which additional challenges we faced. Again, we will talk about the so-called project bazaar and point out differences to a product/ application bazaar. However the basic idea remains the same.
Once the hypotheses are validated and the organizational categories are set, you can start a more detailed planning. Keep in mind to still work in short iterations if this is your first time of organizing a bazaar in your context. We had a 1-hour sync every week in order to talk about the status of the bazaar, difficulties and upcoming tasks. At these syncs, sometimes we changed our plans, re-ordered priorities of tasks and decided who we needed further alignment with.
We decided to go with a "real" bazaar-style. So we only specified an overall timeslot to define in which timeframe the bazaar should take place. During the bazaar itself, there were no defined timeslots or restrictions. However, we felt we would like a mutual opening and closing with all participants together. Therefore we used the intro for a small check-in game and a general explanation about the bazaar's purpose, timeframes and how it would work. The closing was used for the general bazaar feedback.
Our project bazaar took place in our headquarter office. We used the entire area, created a preliminary location plan and estimated how many booth places we could offer.
A floor plan of our office was quickly created and we distributed the various booths throughout the rooms. For big rooms (with many market stands) we ordered a few whiteboards/ other walls that could serve as separators and also provide space to show posters etc. Our colleagues could choose if they wanted a flipchart, monitor or other technical equipment at their market stand. In addition, we created a so-called bazaar canvas with a few fields (like project name, customer, user, technologies used, purpose, product, …). We sent this canvas to each team and asked them to go wild with designing and filling their bazaar canvas. For a product bazaar (instead of a project bazaar) you could think about general topics you would like to have covered on your canvas (for example feature, customer value, timeframe, involved teams, …).
First Announcement: What is a project bazaar? What is our goal? Which needs or problems do we want to solve with this bazaar?
Since Comsysto Reply's communication tool of choice is Slack (a widely used Chat-Tool: https://slack.com/intl/de-de/), we used Slack for mainly the entire marketing campaign. The only thing that happened via e-mail was the calendar invitation for all participants.
Our colleagues were asked to mark their "favorite" project by putting heart stickers on the bazaar canvas. A beautiful thing happened: in the end a lot of our bazaar cards had many hearts on them and the teams used them as kind of recognition and kudos.
We also asked the participants to try to identify further potentials within the projects. Wherever they found that an additional skill or area of development could be helpful, they marked the project with a thumbs-up sticker and wrote next to it.
Of course, for a product bazaar, your choice for feedback would look differently. Think about what kind of feedback would be valuable for the product teams.
In addition to the project feedback, we were eager to gather some feedback regarding the format and organization of our project bazaar. Therefore, we created a quick survey using the tool Mentimeter in the end (a digital tool to interactively collect feedback: https://www.mentimeter.com/). It took approximately 5 minutes for the participants to put in their feedback and requests. This is a great help for us when organizing our next project bazaar.
This turned out to not be relevant for our Comsysto project bazaar, since we all went out for a big Christmas dinner afterwards.
Also not relevant for us for the same reason as above.
a) The bazaar is fully onsite, meaning that whoever isn't there, can't participate.
b) The bazaar is fully remote, meaning you need to find a virtual conference setup with different rooms, as well as great camera and microphone setup for everyone. You would need to create a virtual experience where people can still switch between different rooms, present their contents and talk to each other. The organizational effort and preparation for everyone will increase in comparison to the bazaar described in this blog post.
The opening and closing part was shared via videoconferencing.
We created a remote_bazaar Slack channel. Here, we invited all remotees and provided them different information.
Before the bazaar started, we sent the remote participants all bazaar canvases and asked them to print them out or somehow look at them.
During the setup of the market stalls we shot a video of all teams and some introducing sentences and distributed the video via the Slack channel.
During the bazaar, we encouraged our remote colleagues to post questions regarding teams or projects in the channel. One or two people constantly monitored the Slack channel and tried to get the answers to the posted questions.
During the bazaar, a few of us constantly posted pictures with small descriptions in the Slack channel.
After the bazaar, we took pictures of all final bazaar canvases (including the stickers) and provided them to all colleagues in case they wanted to look at them again.
There was another idea (which we didn't try out yet): During the bazaar you could schedule fixed interview times for each market stand. For example: 3pm booth A, 3:15pm booth B, etc. There could be a specified set of questions, an interviewer and a camera person to follow that interviewer. The interviewer would then walk from booth to booth and hold the little interviews which would be shared in a video conference.
If your colleagues have never experienced something like a bazaar or open space, it can be a bit scary. They don't know what's going to happen and furthermore it can be overwhelming to prepare a market stall. They might ask themselves what is expected from them and what should be shown or presented. At this point we recommend to talk to each team. Tell them what will happen and how they can prepare.
Are you intrigued to launch your own bazaar journey, but don't really know where to start? Talk to us - we are passionate about this topic and would love to help out.


As we approach DrawBridge's 30th anniversary in Spring, 2019, we have been reflecting on the number of children we've served (about 35,000), and why our free art groups continue to be so important to so many. It seems best to seek answers from those who experience DrawBridge firsthand: the children who attend, their parents, our Facilitators and Volunteers, and the caring people who serve at the sites where the kids live. So here are 30 Reasons to Support DrawBridge, direct from those who really know.
Please invest in DrawBridge and keep our art groups running!


Three Enugu-based non-governmental organisations on Saturday staged a protest against sexual harassment of female traders and buyers in Enugu market.
The groups, Market March in partnership with I Serve 2050 and Yali Enugu took the sensitisation march and protest to Ogbette Main Market with a view to ending the menace.
The Coordinator of I serve 2050, Juliet Lego, said the event was meant at bringing people of like minds together to fight the ugly trend.
She said: "Several cases of men touching, cat-calling, groping, bullying and intimidating women were mostly reported.
The Coordinator of Yali Enugu, Adora Uche-Ugwonna, said that the spate of sexual harassment at Ogbete Market was alarming.
Chidiebere Nwabuo, a victim of sexual harassment expressed optimism that the issue of harassment in the market was about to be taken seriously.
She said: "As I bent down to buy onions on a particular market day, a man grabbed me from behind and pushed me.
The Chief Security Officer of Ogbete Market, Ezebinagu Kasie, said that the leadership of the market was fully in support of the campaign.
The News Agency of Nigeria reports that the theme of the event was 'Nwanyi Bu Ife', meaning 'Womanhood is Significant'.
Some traders commended the exercise with the belief that sexual harassment was becoming a trademark of male traders, others saw nothing wrong with touching female traders and buyers.


text:
Review: Game of Thrones Legacy Collection Ned Stark
By bill - February 26, 2014
Ned Stark may be gone, but his memory– and his new Legacy action figure– live on.
Our time with Ned Stark on Game of Thrones was tragically short, but his impact over the course of the entire series more than justifies his spot in the first wave of Legacy figures from Funko. And he's another awesome figure– filled with show accurate detail from his Hand of the King costume worn in King's Landing, and featuring the best portrait of Sean Bean we have ever seen in this scale.
The sculpt, once again from Gentle Giant, is really remarkable,from the texture of his vest to the small Hand pin on his chest. This is Ned's most iconic look from Season One of the HBO series, and Gentle Giant really nailed him. While he's not quite as poseable as his bastard son Jon, Ned can still strike a regal pose, or get ready for action with either of his included swords.
The paint work is once again very good, adding a realistic weathering to the figure's outfit, although the paint apps got a few of the joints stuck on my Ned. It certainly wasn't a big deal– I took some time to gently work each point of articulation loose and now he's perfect. If I simply leaned into trying to twist a joint like the elbow with all my might, he probably would have broken, but a lighter touch is all it took to free the figure up.
Ned was always one of my favorite characters throughout Westeros, so I'm very glad to have him in toy form already. I'd love to see a second version of the figure in his Winterfell coat and armor, but even if this is the only Eddard we see from the collection, he's more than good enough to honor the fallen hero.
The Games of Thrones Legacy collection is available now, exclusively at Barnes and Noble. The series will see wide release this March.
Check back tomorrow for a look at the Mother of Dragons, as our Game of Thrones Legacy Collection reviews continue!
Transformer Get a New Trailer and Toy Line
During the Super Bowl Transformers revealed a new trailer and Hasbro announced the first figure from the new line based on the upcoming movie.
Scott "Toy Guru" Neitlich Leaves Mattel
Well, that was unexpected.


Cairnfield House offers an extensive entertainment and activity programme, which has been specifically developed to cater for the varied interests of our residents.
Our wheelchair accessible van is available to our residents for appointments as required and for organized activities. Driven by our lovely team.
Our Wheelchair accessible Van is available to our residents for appointments as required for organized activities.


and surfaces including brushed metallic detailling on some pieces.
The uncompromising quality and attention to detail remain throughout, of course.
The uncompromising quality and attention to detail make all the difference.
The unique, brushed finished surface giving a premium aesthetic.
Sophisticated colours with a premium silver contrast look outstanding.
Patented 180° precision mechanism with a 5 year warranty.
A Leitz innovation for a 50% wider opening – and 20% faster filing.
Always a writing utensil at hand when you need one.
Surface with brushed metallic details give a sophisticated appearance.
Metal closure for saver transport of documents.
Leitz Style combines rich, sophisticated colours with a unique brushed finish and a premium silver contrast colour. The innovative Active lever arch file and ring binder - lightweight material and ergonomic design for easy handling of documents on the move and in the office.
Light and slim make and sturdy usability.
Attractive silver elastic fastener keeps the pages held securely.
Pen holder keeps a pen or pencil always at hand.
Integrated pockets on the inside and back cover for quick access to adds and odds.
Sticky note piles for highlighting important contents.
FSC certified high quality paper.
Stapler, hole punch, letter tray - Your desktop will simply look perfect with Leitz Style desktop accessories.
Get an overview. The Leitz Style range seamlessly integrates modern desk products with essential mobile device items.
Learn more about the smart LED desk lamp. App driven and Bluetooth enabled control your individual working environment.
Select from our smart range of stunning accessories for your modern workspace. All specifically designed for the perfect desktop look.


text:
/* This file was generated by upbc (the upb compiler) from the input
 * file:
 *
 *     envoy/service/discovery/v3/ads.proto
 *
 * Do not edit -- your changes will be discarded when the file is
 * regenerated. */

#include <stddef.h>
#include "upb/msg.h"
#include "envoy/service/discovery/v3/ads.upb.h"
#include "envoy/service/discovery/v3/discovery.upb.h"
#include "udpa/annotations/status.upb.h"
#include "udpa/annotations/versioning.upb.h"

#include "upb/port_def.inc"

const upb_msglayout envoy_service_discovery_v3_AdsDummy_msginit = {
  NULL,
  NULL,
  UPB_SIZE(0, 0), 0, false, 255,
};

#include "upb/port_undef.inc"

redpajama_set_name: RedPajamaGithub