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text:
12 Top-Rated Tourist Attractions in Vicenza
About halfway between Verona and Venice, Vicenza lies at the edge of the fertile Po plain, just below the foothills of the Dolomites. Including Vicenza in its World Heritage list, UNESCO cited the work here of Andrea Palladio in the 16th century, "which gives the city its unique appearance." His work inspired a distinct architectural style known as Palladian, which spread to England and other European countries, and also to North America. Palladian ideals mix freely here with the distinctive Venetian styles, as Vicenza was part of the Venetian empire from 1404 until the late 1700s. The name to know in art here is the 15th-century painter Bartolomeo Montagna, whose work you'll see in the Museo Civico and in several churches. Learn more about the city's unique sights with our list of the top tourist attractions in Vicenza.
See also: Where to Stay in Vicenza
1. Teatro Olimpico
Opposite the Museo Civico, the Teatro Olimpico was begun by Palladio in 1580 and completed in 1584 by Vincenzo Scamozzi, after Palladio's death. Built of wood and stucco, this is a Renaissance adaption of ancient theaters. As you enter the building, be sure to notice its size, and be conscious of the distance you walk inside the theater. You will be surprised by how large the stage seems. This is a grand illusion, achieved by the clever use of sets that diminish in size to create the effect of long streets running off into the distance. The stage is, in fact, quite shallow.
There is a Vicenza tourism office opposite the theater, with tickets to museums and information on places to visit and things to do in Vicenza.
Address: Piazza Matteotti, I-36100 Vicenza
2. Basilica Palladiana and Museo Palladiano
Basilica Palladiana and Museo Palladiano
The southeast side of Piazza dei Signori is dominated by the elegant Basilica Palladiana, Palladio's masterpiece, built between 1549 and 1614. Its two stories of open colonnades, the lower part Doric and upper part Ionic, make it impressive but also serve to blend it into the vast square by opening it to the street. The basilica was not built as a church but as a meeting place for the Grand Council. The lower level was filled with luxury shops for nobles of Palladio's day and still houses goldsmith shops, reflecting Vicenza's early fame as a center for gold work.
On the upper floor is a hall 52 meters long, with a wooden vaulted roof, used for exhibitions. In front of the west end of the basilica stands a marble statue of Palladio. Inside the building is the Museo Palladiano, with models, designs, and other work by the architect. There is a café on the upper terrace. Behind the Basilica is Piazza delle Erbe, which is filled by Vicenza's farmers' market on Thursday mornings.
Address: Piazza dei Signori, Vicenza
3. La Rotonda
Connected to the nearby Villa Valmarana by a footpath - about a 10-minute walk - is the most recognized of all Palladio's buildings, Villa Almerico Capra, better known as La Rotonda. Commissioned by a priest as his country house upon his retirement from the Vatican, the villa was inspired by the Pantheon in Rome. In turn, it has inspired hundreds of later buildings the world over, including Thomas Jefferson's home, Monticello, in Virginia, USA.
The square structure is completely symmetrical, with a portico on each of the four sides, and crowned by a dome. Although it was designed and begun by Palladio about 1567, at his death in 1580, the building was completed by Vincenzo Scamozzi, who kept to the original plans except for some modifications to the dome. The interior is decorated in elaborate frescoes, with trompe l'oeil architectural features - columns, niches, and capitals - on the walls. It is possible to visit the grounds and the interior on alternate days. Those with a particular interest in Palladio's work will find Villa Emo near Treviso, and other villas easily reached on day trips from Vicenza.
Address: Via della Rotonda 45, Vicenza
4. Piazza dei Signori and Loggia del Capitaniato
Palazzo del Capitaniato
Piazza dei Signori was the site of the old Roman forum, with two columns from the Venetian period and the slender Torre di Piazza, a defensive tower built in 1174. Facing the Basilica Palladiana, which occupies an entire side of the piazza, is the Loggia del Capitaniato, now part of the Town Hall. It was the residence of the Venetian governor, begun by Palladio in 1571 and cited as part of the UNESCO World Heritage Site that covers the city and surrounding Palladian villas. As a contrast to the white stone and largely unornamented facade of the basilica opposite, the loggia is richly decorated with carvings and contrasting colors.
5. Palazzo Chiericati (Museo Civico)
Palazzo Chiericati
At the northeast end of the Corso Andrea Palladio is the Renaissance Palazzo Chiericati, one of Palladio's finest buildings and now home to the Museo Civico, Vicenza's municipal museum. On the ground floor are archeological collections, and on the main floor, a picture gallery displays the city's collection of paintings. This contains major works by painters of the Vicenza school (such as Bartolomeo Montagna and Giovanni Buonconsiglio) and the best known Venetian masters, including Carpaccio, Veronese, Tintoretto, Tiepolo, and others.
Address: Piazza Matteotti 37-39, Vicenza
Official site: http://www.museicivicivicenza.it/en/
6. Santa Corona
The Gothic church of Santa Corona was built in the 13th century to house a holy relic, a thorn from Christ's Crown of Thorns, and contains several notable paintings. The Baptism of Christ by Giovanni Bellini, from about 1500, is above the fifth altar on the left, and on the third altar on the right is Adoration of the Magi by Veronese. But what draws most visitors is the church's 1576 Cappella Valmarana, a chapel believed to have been designed by Andrea Palladio, who is buried in the church.
Address: Contra Sant Corona 2, Vicenza
7. Basilica di Monte Berico
Basilica di Monte Berico
From the Villa Roi, on the southern outskirts of Vicenza, the Portici di Monte Berico, a series of arcades built in 1746, lead up to the Basilica di Monte Berico. This pilgrimage church was built by the Bologna architect C. Borella in 1668. The basilica's centralized plan is modeled on the Rotonda. In the chapel to the right of the high altar is Lamentation by Bartolomeo Montagna (1500); in the refectory is his large Banquet of St. Gregory Magnus. There is an almost Byzantine feel to the interior, which is lit by votive candles around the high altar. Two somewhat surprising collections are worth noticing in the refectory: fossils and the unusual needlework votive offerings in the vestibule. From the square in front of the church, Piazzale della Vittoria, are magnificent views of the city backed by the Pre-Alps, including Monte Pasubio and Monte Grappa.
Address: Viale X Giugno 87, Vicenza
8. Villa Valmarana (Ai Nani)
Villa Valmarana (Ai Nani)
Behind high walls crowned with a series of stubby statues, the 17th-century Villa Valmarana is locally known as Ai Nani, a reference to the dwarfed statues on the walls. The magnificent frescoes, painted in 1757, adorning the residence and guest house are one of the main attractions for tourists. Those in the main villa are by Giambattista Tiepolo and cover the entry and four ground-floor rooms with dramatic and heroic scenes from Roman, Greek, and Italian literature. By marked contrast, the frescoes done at the same time by Tiepolo's son Giandomenico, in the adjoining guest house, are light and airy scenes of peasant and town life. Both sets are very well preserved.
Address: Stradelli dei Nani 8, Vicenza
Official site: http://www.villavalmarana.com
9. Palazzo Leoni Montanari
Hallway, Palazzo Leoni Montanari | Rhonda Oglesby / photo modified
In contrast to the predominantly Palladian Renaissance style elsewhere in Vicenza, Palazzo Leoni Montanari is unabashedly late Baroque, and is appreciated as much for the lavishly decorated interior as for the priceless art it houses. Cherubs and mythological creatures seem to peer down at visitors from every corner of the hallways and stairs: dragons slither around window arches, giants support door pediments, and grotesques leer beside fat little cherubs. Amid all this are galleries of ancient Greek ceramics, 20th-century modernist works, and Venetian art of the 1700s, including an entire room of paintings by Pietro Longhi. The top floor is devoted to Russian icons, for its extent and quality perhaps the finest collection outside of Russia.
Address: Contrà Santa Corona, 25, 36100 Vicenza
10. Corso Andrea Palladio
Palazzo Da Schio (Ca' d'oro)
A little way northwest of the Piazza dei Signori is the main street of Vicenza, the Corso Andrea Palladio, lined with palaces, several of them designed by Palladio. Halfway along, you'll see the fine Palazzo del Comune, designed by Vincenzo Scamozzi and built in the early 17th century. Northeast of this is the Gothic Palazzo Da Schio, known as the Cà d'Oro, House of Gold. At the southwest end are more palaces, including Palazzo Bonin (No. 13) and Palazzo Zileri Dal Verme (No. 36). The Corso ends in the Piazza Castello, location of the Porta Castello. To the left, on the shorter side of the square, the unfinished Palazzo Porto-Breganze was probably designed by Palladio and built by Vincenzo Scamozzi about 1600. Contra Porti, which intersects with Corso Andrea Palladio not far from Piazza dei Signori, is also lined by 14th-century Venetian mansions and several more of Palladio's.
Corso Andrea Palladio isn't just for lovers of Renaissance architecture; it's also the place to go shopping in Vicenza. You'll find stores of Italian designers and international brands, boutiques and gourmet food shops, as well as plenty of busy cafes and restaurants.
11. San Lorenzo
From Palazzo Valmarana, about midway along Corso Andrea Palladio, Via Fogazzaro runs northwest to the brick church of San Lorenzo. The Romanesque and Gothic church, built from 1280 to 1344, has a slender campanile and a beautiful main doorway. In the fine interior are some impressive tombs and a fresco by Bartolomeo Montagna, The Beheading of St. Paul, from about 1500. Be sure to see the cloister adjoining the church, one of Vicenza's loveliest.
Address: Campo San Lorenzo, Vicenza
12. Cathedral
Via Garibaldi runs southwest to the Piazza del Duomo, on the north-side of which stands the cathedral, a Gothic structure of brick with a façade of white and red marble that was built in the 15th century and restored after World War II bombing. Inside is a 14th-century triptych by Lorenzo Veneziano. Under the cathedral are the foundations of three earlier churches, and beneath the sacristy are the remains of a Roman road. On the southwest side of Piazza del Duomo, the Bishop's Palace has a Neoclassical façade of 1819.
Address: Piazza Duomo, Vicenza
Where to Stay in Vicenza for Sightseeing
We recommend these convenient hotels in Vicenza, near popular attractions like the old town and the Basilica Palladiana:
Glam Boutique Hotel: 4-star hotel, richly-hued color scheme, red chandeliers, comfy beds, free made-to-order breakfast.
Hotel Campo Marzio: mid-range pricing, great location, helpful staff, stylish decor.
Hotel De La Ville: affordable rates, modern decor, comfortable rooms, free breakfast and parking.
Key Hotel: budget-friendly rates, short walk to the old town, eclectic decor, family rooms.
Places to Visit near Vicenza: The area around Vicenza is filled with some of the best places to visit in Italy, so you are spoiled for choices of nearby things to do. Vicenza is only 45 minutes from romantic Verona, and the multiple attractions of Venice are less than an hour away.
Exploring Northern Italy's Lakes: Vicenza is also a good starting point for discovering Italy's beautiful lake region. Begin with a drive around Lake Garda, surrounded by dramatic mountains, then head west to tour the gardens and villas around Lake Como. For even more ideas, see our article on the Top Tourist Attractions around Lake Maggiore & Easy Day Trips.
11 Top-Rated Tourist Attractions in Padua & Easy Day Trips
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Venice with Kids: 12 Top Things to Do
10 Top-Rated Day Trips from Venice
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St. Mark's Square, Venice: 12 Top Attractions, Tours & Nearby Hotels
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> 15 Top-Rated Tourist Attractions in Italy

redpajama_set_name: RedPajamaCommonCrawl


text:
"""
spaceshooter.py
Author: Nils Kingston
Credit: Ezekiel's knowledge, original code

Assignment:
Write and submit a program that implements the spacewar game:
https://github.com/HHS-IntroProgramming/Spacewar
"""
from ggame import App, RectangleAsset, ImageAsset, Sprite, LineStyle, Color, Frame, SoundAsset
import math

SCREEN_WIDTH = 1250
SCREEN_HEIGHT = 600

class Sun(Sprite):

    asset = ImageAsset("images/sun.png")
    width = 80
    height = 76

    def __init__(self, position):
        super().__init__(Sun.asset, position)
        self.mass = 30*1000
        self.fxcenter = 0.5
        self.fycenter = 0.5
        self.circularCollisionModel()

class SpaceShip(Sprite):

    asset = ImageAsset("images/four_spaceship_by_albertov_with_thrust.png",
        Frame(227,0,292-227,125), 4, 'vertical')

    def __init__(self, position, app):
        # vr is change of rotation
        super().__init__(SpaceShip.asset, position)
        self.velocity = 0
        self.rotation = 0
        self.vr = 0
        self.app = app
        self.registerKeys(["a", "d", "w"])

    def step(self):
        self.y -= math.cos(self.rotation) * self.velocity
        self.x -= math.sin(self.rotation) * self.velocity
        self.rotation += self.vr
        collides = self.collidingWithSprites(Sun)
        if len(collides):
            ExplosionBig((self.x, self.y))
            self.destroy()

    def registerKeys(self, keys):
        commands = ["left", "right", "forward"]
        self.keymap = dict(zip(keys, commands))
        [self.app.listenKeyEvent("keydown", k, self.controldown) for k in keys]
        [self.app.listenKeyEvent("keyup", k, self.controlup) for k in keys]

    def controldown(self, event):
        command = self.keymap[event.key]
        if command == "left":
            self.vr = 0.1
        elif command == "right":
            self.vr = -0.1
        elif command == "forward":
            self.setImage(1)
            self.velocity = 10

    def controlup(self, event):
        command = self.keymap[event.key]
        if command in ["left", "right"]:
            self.vr = 0
        elif command == "forward":
            self.setImage(0)
            self.velocity = 0

class ExplosionBig(Sprite):

    asset = ImageAsset("images/explosion2.png", Frame(0,0,4800/25,195), 25)

    def __init__(self, position):
        super().__init__(ExplosionBig.asset, position)
        self.image = 0
        self.center = (0.5, 0.5)

    def step(self):
        self.setImage(self.image//2)  # slow it down
        self.image = self.image + 1
        if self.image == 50:
            self.destroy()

class SpaceGame(App):

    def __init__(self, width, height):
        super().__init__(width, height)
        black = Color(0, 1)
        noline = LineStyle(0, black)
        bg_asset = ImageAsset("images/starfield.jpg")
        bg = Sprite(bg_asset, (0,0))
        bg.scale = 2.75
        SpaceShip((100,100), self)
        Sun((550,260))

    def step(self):
        for ship in self.getSpritesbyClass(SpaceShip):
            ship.step()
        for explosion in self.getSpritesbyClass(ExplosionBig):
            explosion.step()

myapp = SpaceGame(SCREEN_WIDTH, SCREEN_HEIGHT)
myapp.run()

redpajama_set_name: RedPajamaGithub


text:
How to Leverage Technology to Overcome Common Contact Center Challenges
By Erica Marois | Published: September 06, 2017 | Comments
Learn more about Jacada, winner of the 2017 ICMI Global Contact Center Award for Best New Technology Solution
"Great concept that definitely meets a need within the industry. What's done particularly well? (1) Generic APIs to any WFM provides flexibility option which is key for mid and lower tier WFMs, (2) consolidated view for SFA user."
- 2017 ICMI Global Contact Center Awards Judges
Companies like Amazon, Instacart, and Airbnb have revolutionized the way customers interact with businesses. The result? Higher expectations for every customer interaction--regardless of the company involved. This evolution has left contact centers scrambling to meet customer needs, and bridge the gap between expectation and reality. One of the biggest challenges contact center leader now face is upgrading current systems and process to enable more modern service. As technology continues to change, more and more solutions are designed to make this possible. One such solution? The Jacada Contact Hub.
In 2016, ICMI began recognizing new contact center technology solutions through the ICMI Global Contact Center Awards program. This year, Jacada took home the coveted award. What makes their product noteworthy? Noa Toppol, their manager of global marketing programs, helped me learn more about how they're enabling a more innovative and optimized customer experience.
EM: What need were you trying to fill with this new solution?
NT: This year, according to Forrester, one-third of businesses will shift to customer-obsessed operations and compete based on experiences.
With this increased focus on customer experience, organizations are expressing the following challenges they must contend with:
Routine inquiries are flooding the call center and containing inbound calls is top priority
Pressure to move to digital customer experience, despite the fact that customers abandon 70% of DIGITAL self-service sessions
Pressure to reduce cost to serve, while improving customer experience
Delivering an exceptional customer service in the digital world appears to be a paradox. On the one hand, the digital customer is demanding efficiency in their interactions with your company. Whether it's a digital session, a voice call or even a proactive outbound notification, they demand the interactions be low effort, efficient and on the channel of their choice. Companies, on the other hand, want to ensure low inbound call volume and next issue avoidance all while delivering an exceptional customer experience. This paradox is what we set out to solve. Jacada Contact Hub features the award winning Visual IVR, our artificial intelligence powered Virtual Agent, and Interact, our powerful cross-channel interaction designer. The Contact Hub allows contact centers to engage your customers where they are - whether it's an inbound digital session, a voice inquiry, or a proactive outbound alert - using a single platform to provide a continuous and personalized customer experience.
With the Jacada Contact Hub, customers can:
Pivot voice calls into a personalized, self-service interaction
Engage website visitors with a Virtual Agent to fully assist and resolve the inquiry there and then
Send proactive notifications to lower inbound call volume
EM: What makes this product unique? How does it stand out from the competition?
NT: The Jacada Contact Hub is geared to drive digital adoption and lower inbound call volume and improve customer experience. It is a hub of award winning solutions that support today's modern consumer by offering digital engagement across multiple channels, personalizing the experience, and providing seamless connectivity to assisted service when needed.
More specifically, The Jacada Contact Hub is the only solution in the industry which:
1. Engages voice callers and pivots them into a digital interaction
2. Connects web users with a virtual agent
3. Proactively engages customers to avoid an inbound call,
4. Does this all on a single platform to provide a consistent user experience.
EM: Can you describe the implementation process for this solution The Jacada Contact Hub?
NT: We work closely with our customers from initial meeting through to final implementation to ensure the relevant success criteria are in place. Our world class professional services team (with a global footprint) will typically engage with a customer on site. On-site engagement allows Jacada to mentor the customer, making them self-sufficient to maintain and extend the solution going forward. A typical project team will include an account or engagement manager, a project manager, and a team lead, in addition to expertise from developers.
Beyond the on-site support, Jacada has standard support and help desk service which is available globally via phone and email. Jacada Support and Help Desk services are provided directly by Jacada with Level I and II support at Jacada's North American headquarters, located in Atlanta, GA. Level III support and R&D is provided via our Tel Aviv, Israel headquarters.
EM: What's been the most exciting part of this product launch?
NT: The Jacada Contact Hub is backed by our over 25 years of experience in delivering customer experience solutions. Bringing all this experience into the world's first digital contact hub powered by a single platform is something we're incredibly excited about.
Want to see The Jacada Contact Hub in action? Watch this short video to hear from one of their customers.
Turk Telekom Customer Testimonial - Jacada Visual IVR
A passionate connector of people, Erica Marois is a customer and employee experience enthusiast who loves helping others find unique solutions to their biggest challenges. She has 12+ years of experience in content creation and community building and volunteers as a facilitator for CX Accelerator. A content marketing specialist with 8x8, Erica works from home in Richmond, VA, where she lives with her husband and their lab-mix, Quinn. Outside of work, she loves cooking, traveling, and reading.
More from Erica Marois
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Jennifer Flay. Photo by X. Cariou.
Since taking the reins of the Foire Internationale d'Art Contemporain (FIAC) in 2010, Jennifer Flay continues to broaden the reach of this art calendar anchor. This October, the 43rd edition will showcase 186 galleries from 27 countries, and take over Paris in staging sculpture, art installations, dance and more. "FIAC shouldn't stand alone, but rather transform the art scene so that the city is vibrating," says Flay.
For the newest feature, On Site, Flay will install contemporary pieces like Damien Hirst's massive white marble Anatomy of an Angel (2008), alongside works by Jean-Baptiste-Camille Corot in the permanent collection of the Petit Palais. "I want to engage viewers and spark conversations," says Flay.
And Chelsea dealer David Maupin also gives her high marks. "Jennifer Flay has been very impactful in her contributions to the fair, particularly with this year's addition of the Petit Palais," he says.
Certain to grab attention is Ugo Rondinone's series of six willowy olive trees cast in aluminum—some towering over 15 feet high—right in the center of the Place Vendôme. "With their silvery trunks and leaves, there's a ghostly quality to them that's mesmerizing," says Flay.
The Hors les Murs section—taking over the Jardin des Tuileries and Place Vendome through November—further heightens the installations and sculpture. In the Tuileries, Ron Arad's shell-like structure, The Armadillo Tea Pavilion (2016), could not be more inviting. And if visitors need insight on a particular sculpture in the garden area, an École du Louvre student is nearby to act as a guide.
For those who prefer to forgo trekking to the various sites, Flay points out the perfect form of transport: A fleet of sleek boats will ply the river Seine and stop at nine different historic sites, among them the Louvre and the Musée d'Orsay.
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In the current climate with public distrust with the financial sector in general and rich individuals in many countries, there has been a lot of clamour for regulating hedge funds in the media. The Dodd-Frank Act in the United States aims to put in the necessary checks and balances to regulate the financial services industry, and ensure that enough constraints are put on 'systemically important'� financial organizations. The Financial Stability Oversight Council (FSOC) has been created specifically for this purpose, with a wide mandate to identify such organizations and impose checks on them. One of the key questions before the FSOC is whether hedge funds qualify under the ambit of 'systemically important'� organizations. In this guest interaction with Dr.Panchapagesan, Faculty of Finance at IIM Bangalore, tejas@iimb quizzes him on matters ranging from how the nature of the hedge fund industry prevents effective regulation to how regulators in India and the USA may go about addressing the challenge of regulation.
tejas@iimb: The hedge fund industry has been traditionally unregulated to a large extent. What are the market forces that allowed them to escape the scrutiny of the regulators, and is this sustainable?
VP: Regulation often looks easy with perfect hindsight vision. Once things unravel, it is easy to say what went wrong and how to fix it. What has happened in this current crisis and our response to it has happened before, and will happen in the future in different forms and in different places. The reason behind that is that there is a fundamental disconnect between the goals of the regulator and the regulatee. Rules are created, but they often contain loopholes which people use to maximize their interests and wealth. New rules are created to fix those loopholes and inadvertently they open a new set of holes somewhere else. Soon the system drowns in a large set of incongruous rules written over multiple periods with multiple goals. Inevitably, someone comes along to deregulate and loosen some of these rules and we are back all over again. A fine example is the separation of commercial banking and investment banking that came out of Great Depression through the Glass-Steagall Act, which was subsequently repealed in the late 90s through the Gramm-Leach-Bliley Act. However, we are back to possibly reinstating the separation following the 2008 crisis. So, one should understand that regulation is a tough job and very few entities have been successful in striking a fine balance between over-regulating (and killing growth and opportunities) and under-regulating (and facing periodic crises).
Before I come to hedge fund regulation, I want to share with you my thoughts on how a good regulation should look like. First thing-it is good to know what you are regulating. Often people confound issues and some of these issues conflict with each other. So it is important to separate issues and be able to prioritize them on their importance. This way, when there are trade-offs to be made, it is easy to focus on the important goals than others. The second thing is to understand the incentives of people who are being regulated - why are they doing what they are doing in the first place? If regulation is enforced without giving the affected people an alternative, the regulation will often be short term in nature and people will figure out a way to achieve their objectives in some other way. The third thing is to be aware of externalities that different regulatory solutions cause. Many current problems like excessive leverage were unintended consequences of many governments' easy money policies intended to stimulate growth. The fourth thing is to appreciate and account for practical implications in regulations such as the difference in quality and compensation of the regulators & the regulated. For example, in the U.S., there is a vast salary difference between a SEC regulator & a Wall Street banker. Since most regulators leave and join the industry after a few years, their incentives to go hard on their future employers must be questioned. Lastly, we should be able to measure the effectiveness of any regulation. We can't manage what we can't measure.
Hedge funds were originally designed for sophisticated investors. These investors were deemed to be fit enough to take care of their own needs, and governments, by design, were less concerned as it did not affect retail investors. If a hedge fund were to go bust or simply disappear, there is very little that a government would do to protect its investors. With that in mind, hedge funds were allowed to operate as long as they had less than 100 investors and each investor was sophisticated & big enough to understand & withstand the risks involved. However, two issues arose on this arrangement. One, how do you treat large institutional investors who are merely intermediaries for retail investors? A large pension fund may in effect be representing the interests of hundreds of thousands of small individual investors. Second, there were no common rules on how much exposure a large institutional investor like a pension or an insurance fund can have on hedge funds since different regulatory bodies controlled different institutional investors. Given that most fund managers were driven by high short-term returns, it was not common for them to seek investments (including in hedge funds) that promised such returns.
The search for high yield and less stringent regulatory norms drove a lot of institutional money to hedge funds. Hedge funds, in turn, sought more and more exotic investments to differentiate themselves. Less regulatory scrutiny on their investments made it easier for them to operate. Here, it is important to highlight the lack of coordination among regulators of different markets that hedge funds and others were part of. Regulatory arbitrage, or the desire to seek less regulation to more, caught on not just with hedge funds but also with broader market participants as regulation in one part lagged another and some parts fell through the cracks completely. Organized markets had stricter disclosure and regulation but activity moved to over the counter markets where such requirements didn't exist. How does the regulator exercise control on those who are not registered with them or those who do not operate within their jurisdiction? Many hedge funds in the US are registered in places like the Cayman Islands, Bermuda, Mauritius etc. and hence outside the jurisdiction of American and European regulators. The global nature of trading made it difficult for regulators to take cognizance of risks that existed across national borders. All these factors collectively contributed to systemic risks being generated across different regulatory jurisdictions that a single regulator could not fully wrap their hands around.
Clearly, one thing that has happened post-2008 crisis is the greater need for cooperation among regulators, both within a country and across countries. Cooperation between CFTC and SEC within the US and between American and European regulators is now considered a necessity. A fundamental problem, however, exists in its practical implementation. Countries compete for capital and ideas and less regulation is often preferred by those who have them. So though such coordination may work well in times of crisis, it may be difficult to enforce it when countries are competing on the basis of lower regulation to attract new business. So, it is important that we have good metrics for regulation and keep monitoring them to ensure that we are neither too restrictive nor too lax in effective regulation. This is an iterative process and difficult to get right over a short period of time.
tejas@iimb: The year 2008 could be considered a watershed year in the hedge fund industry and the financial sector in general. What, if any, are the ways in which hedge funds have modified their operations since then?
VP: 2008 was a crisis year for the financial industry but I wouldn't say it was that bad for hedge funds. While broader market indices such as S&P 500 dropped by 35-40%, hedge fund indices were down by 20-25%. So in a relative sense, the hedge funds did not fare as badly as the market. In fact, a lot of them delivered significant returns that year, and would perhaps, welcome another such year given the extent of arbitrage opportunities that existed following the crisis. However, it was a watershed year in other dimensions. Due to decreasing liquidity and risk appetite among investors, the amount of money flowing into hedge funds dried up considerably. Investment opportunities also dried up since there was a major flight to quality and liquidity. Increased disclosure and regulation restricted their operations and many funds had to beef up their compliance and disclosure standards to keep up with the new times.
Major changes were noticed in the hedge fund industry post 2008. For instance, the amount of leverage that hedge funds employed came down significantly due to tighter risk management and reduction in funding liquidity. Assets under management came down sharply because institutional investors redeemed their investments & stopped the flow of new capital into hedge funds. Hence, asset values dropped significantly. All this meant that a lot of arbitrage opportunities available in the market in the immediate aftermath of the crisis could not be exploited by these funds.
On the operational side, investors ramped up compliance and risk management increasing the hurdle rate of return for investment significantly. The sharp drop in hedge fund returns in 2008 set new high water marks (the return threshold that funds have to reach before any performance based fees can be paid out) making it difficult for smaller funds to stay in business. Also, an interesting fall out of the crisis was that the commonality of the hedge funds' trading strategies was exposed. Despite their secretive nature, most hedge funds realized that they were making and losing money together. Moreover funds that were working under the assumption that large drops in the market (like two or three return standard deviation events) occur once in many hundred years had to face reality that tail risk was much more imminent and likely in practice. In short, the large hedge funds survived, became more restrictive in their investments, tightened their risk and controls and were forced to become more transparent as a consequence of the crisis.
tejas@iimb: Considering that hedge funds account for a large share of transactions today, if they were to be regulated along the lines of other financial institutions, what would be the impact on the markets, and would it not stifle innovation?
VP: It depends on how they get regulated. I feel that they will be very hard to regulate as they are not homogenous. Would the entry into hedge funds get more restrictive? Would the definition of who can be a hedge fund investor change? Would entities like pension funds be restricted from investing in hedge funds? Would countries coordinate in their regulation of hedge funds? Would hedge funds be forced to register in countries where their primary operations exist? It'll be very hard to measure the effect of regulation on hedge funds unless they are forced to comply with sweeping disclosure norms. Given their business model, a greater and more timely disclosure of their holdings would certainly soften their edge over other institutional asset managers. Such disclosure should, however, be holistic and must cover their full operations as opposed to being limited to only a few markets. For example, in the US, all investment advisers are required to disclose their quarterly holdings in stocks. Such disclosure is only partial since hedge funds may have hedged these positions using other means like options, swaps etc. that are not disclosed. Another important aspect is that equity holdings normally come with voting rights, and a hedge fund, after completely hedging its investment in a company in which it has no real interest, can push changes on the basis of the size of its equity holding. This may unfairly provide them with a greater say in management and control issues without a corresponding economic interest.
From a market perspective, a lower risk appetite and lower leverage by hedge funds would translate to lower volumes and lower open positions (or open interest). Since many hedge funds provide liquidity in markets, we may see lower liquidity by way of higher bid-ask spreads and increased volatility. Increased regulation may lower the systemic risk that some large hedge funds pose to markets. For example, if a large market participant goes bust, its counter parties are also adversely affected. This is what happened to Bear Stearns. If one entity defaults on its payments, an entire chain of defaults may be triggered. We have had only one case of a large hedge fund (LTCM) coming close to a default so far. Aside of counterparty issues, an imminent default could also trigger opportunistic front-running that may destabilize prices and cause short-term volatility in markets. We saw both in the case of LTCM. Its imminent collapse made its large holdings vulnerable to opportunistic front running as well as cause panic among counter parties.
We do not know if a hedge fund crash will bring down the markets like Lehman did. But clearly a large hedge fund with about 6-7 billion dollars and a 25:1 leverage could have a huge impact on several markets and counterparties. It is possible to regulate hedge funds by putting a cap on big they can grow (in terms of AUM) as well as a cap on leverage or a cap on the number of counterparties. But it is more of an art rather than a science. It's difficult to know what is big, and the definition of big also changes with time. LTCM was large in 1998 but by today's standards, it may not be big.
tejas@iimb: Even though hedge funds trade with the money of HNIís, they have an ability to influence the markets at the expense of the common investor. For example, the May 2010 flash crash of the Dow Jones industrial index was allegedly caused by hedge funds. Does this not undercut hedge fundsí argument to keep them out of the loop of regulation?
VP: The Flash Crash was not caused by hedge funds; it was triggered by the action of a mutual fund. I do not think Flash Crash opened up the regulatory debate on hedge funds as much as the 2008 crisis and the LTCM collapse did. The Flash Crash was more on high frequency trading and not all hedge funds engage in that. However, in this age of high integration and interconnectedness among market participants, an action of one could be followed by actions of other participants at lightning speeds that things can get out of control very quickly. High frequency traders are supersonic market makers who have the ability to go in and out fast, in microseconds and milliseconds. Most of the larger hedge funds I know actually stay away from high frequency trading as their signals are more slow moving and are indifferent to price changes at a microsecond level. Contrary to popular beliefs, hedge funds (as well as high frequency traders) actually provide liquidity in many markets and limiting them could increase costs of trading in these markets. They also do not increase volatility, in fact, their actions as market makers may help reduce volatility. A lot of studies have looked at the Flash Crash and high frequency trading and have found that high frequency traders were offering liquidity throughout this period. If they caused the crash, they would be the first ones to demand liquidity, but that was not the case. A good high frequency trader is usually market agnostic, they does not care whether the market is going up or down - they just buy and sell before everyone else does. High frequency traders care more about volatility and less about market trends. Many hedge funds, however, would care of trends as that is their main source of alpha.
tejas@iimb: There is a lot of talk about regulating hedge funds in the aftermath of the financial crisis. The Financial Stability Oversight Council (FSOC) has been created to identify systemically important organizations and impose checks on them. Do you think it is justified to include hedge funds in this category, and if so, what should be the criteria on which individual funds should be evaluated to be considered systemically important?
VP: Large hedge funds do produce systemic risk, so they do need to be regulated. As I mentioned before, one can regulate them on the size of assets and the extent of leverage they can take. Given their global nature, regulation must be well coordinated across different countries, else it will fail. Determining what is too big to fail needs to be carefully thought out. You can take a look at various factors - assets under management, leverage, complexity of the product, number of counter parties they have - there are many dimensions, but you need to do it in such a way that you can measure it, so that the data can clearly indicate when a hedge fund has grown too big. Since hedge funds employ diverse and complex set of strategies, regulators must be able to understand them and determine systemic risks by collating risks across instruments and strategies. Regulation also needs to be dynamic in the sense that they need to keep up with the times and market conditions.
tejas@iimb: It is often argued that regulation is welcome and good only if it does not impinge on innovation, competitiveness and the industry's ability to evolve. How do you think this can be achieved?
VP: It is a fine line that regulators need to walk. Also the need and desire for regulation changes with business cycles. Regulators need to keep focus on what can go wrong when things are going well and vice versa. Often they tend to become lax and resist restraint when economy is growing in the fear that they would be the ones to derail it. Similarly when things are not going well they tend to over regulate and delay recovery. Since regulators operate under public and political oversight, this may be unavoidable but we need regulators who can take a longer term view, avoid knee jerk decisions and be able to articulate their view well to public and to their political bosses. Having a framework for making decisions that is transparent and being able to measure the effectiveness of these decisions are necessary tools to walk this fine line.
tejas@iimb: As of today, no hedge funds are domiciled in India. SEBI seems to have adopted a very conservative stance in allowing hedge funds to operate in Indian markets. What are the reasons for that, and what should be the future course of action?
VP: Even in the US, 80-85% of the hedge funds are domiciled in the Cayman Islands. The domicile decision has to do with several factors - taxation, legal requirements and regulation. Why would you be domiciled in Mumbai when you can pay no tax and be domiciled in Mauritius? In India, we are super conservative which is good and bad. It is good in the sense that extreme outcomes are averted. It is bad because we do not achieve the full benefits of a well-functioning market system. Bad regulation can derail creativity and productivity in more ways than one. SEBI is more focused on tactical regulation, regulation to address imminent issues and taken with a much more short-term view in mind. What we need is more of a strategic regulation, regulation that is holistic, proactive and accounts for underlying people's incentives so that it can provide reasonable boundaries without constricting creativity. SEBI also needs to develop local expertise to regulate complex or more systemic issues. Given that many participants nowadays are large global players, domestic regulators like SEBI need to understand developments in global markets and how these players operate.
tejas@iimb: Currently, the Indian financial markets are dominated by FIIs. If hedge funds were to start operating in India directly, what impact do you see on the other players in the financial markets?
VP: Hedge funds will also be under the umbrella of FIIs if they are operating with foreign institutional investors' capital. To that extent, they will compete with other FIIs such as private equity and offshore funds for the capital. From the markets' perspective, they may improve price efficiency, increase volumes and may lower transaction costs if they offer liquidity like in the US. They may be restricted in their strategies given the extent of disclosure and regulatory scrutiny here but I would think they will still add to the overall development of the Indian financial markets if managed properly.
According to Dr. Venky Panchapagesan, regulating the financial services industry and hedge funds in particular, is not an easy task. The events of 2008 have led to a clamor for increased regulation, but blindly enacting rules and regulations is not the solution. If more regulation is put into place, then the focus should be on large players with a systemic impact on the financial markets. Emerging economies like India would do well to recognize the necessity of having a regulatory framework in place before their markets are significantly exposed to the effects of hedge funds.
Venky Panchapagesan is a visiting faculty of Finance at IIM Bangalore. He has had extensive experience in the financial sector and hedge funds, having worked at Bridgewater Associates and Goldman Sachs, and served as Professor of Finance at Washington University and Olin School of Business. He has also been invited to NYSE and NASDAQ as an academician.


text:
Léglise Saint-Christophe est un édifice religieux catholique du , sis à Vianne, dans le département de Lot-et-Garonne, en France.

Historique
Il existait déjà au  un village nommé Villelongue, avec son église romane dédiée à Notre-Dame qui était probablement l'église d'un prieuré. Villelongue dépendait du fief de Montgaillard dont les seigneurs de l'imposant château de Montgaillard étaient les Gontaut-Biron.

Au , Vianne de Gontaut-Biron a hérité du château de son père, Vital de Gontaut. Elle a transmis la seigneurie à son neveu Jourdain de l'Isle en 1275. C'est lui qui a fondé la bastide le  par acte de paréage avec Édouard  d'Angleterre représenté par son sénéchal Jean de Grailly, en la nommant Vianne en hommage à sa tante.

Une travée a été ajoutée avec un nouveau portail au . Le portail roman a été muré. Elle prend alors le nom d'église Saint-Christophe. Une chapelle est édifiée au nord de la nouvelle travée, probablement à la même époque.

Les religieux de la Grande-Sauve se sont installés dans le prieuré en 1395.

La sacristie a été réalisée au .

On peut lire une date de travaux : 1792 dans l'avant-chœur. Des peintures sont faites en 1856 par Tarlas. L'église est restaurée sous la direction de l'architecte des Monuments historiques Henri Rapine en 1910 avec le rehaussement des murs et la réfection de la toiture.

L'église a été classée par liste au titre des monuments historiques en 1889, Le cimetière entourant l'église a été inscrit au titre des monuments historiques le .

Description
L'église est à nef unique à cinq travées. L'emploi systématique du plein cintre et les caractères du style permettent de dater la construction de l'église primitive au commencement du .

Le sanctuaire comprenant une travée du chœur et d'une abside est moins large que la nef. Le sanctuaire est surélevée par rapport à la nef. Trois fenêtre étroites éclairent le sanctuaire.

Le clocher est une tour carrée placée au-dessus de la première travée de la nef. Une seule fenêtre romane éclaire la nef. L'oculus percé dans la façade occidentale est de la seconde époque de construction.

Vitraux
Les fenêtres ont été pourvues de vitraux réalisés par l'atelier du maître-verrier bordelais Henri Feur.

Références

Annexes

Bibliographie
 Anne-Marie Labit, Dictionnaire des églises de France - IIIB - Guyenne, , Robert Laffont, Paris, 1967
 Georges Tholin, Études sur l'architecture religieuse de l'Agenais du  au  siècle suivies d'une notice sur les sépultures du Moyen Âge, , Librairie J. Michel, Agen, 1874  (lire en ligne)

Articles connexes
 Liste des monuments historiques de Lot-et-Garonne
 Liste des églises de Lot-et-Garonne
 Vianne

Liens externes

 Petit patrimoine : Église St Christophe (Extérieur). à Vianne
 Petit patrimoine : Église St Christophe (Intérieur). à Vianne
 Visite Aquitaine : Église Notre-Dame
 Offices de tourisme de l'Albret - Histoire et patrimoine : Vianne
 Ministère de la Culture : L'église de Vianne

Vianne
Vianne
Monument historique classé en 1889
Monument historique inscrit en 1943
Vianne

redpajama_set_name: RedPajamaWikipedia


text:
Glogovac (izvirno ) je naselje v Srbiji, ki upravno spada pod Občino Knjaževac; slednja pa je del Zaječarskega upravnega okraja.

Demografija
V naselju živi 72 polnoletnih prebivalcev, pri čemer je njihova povprečna starost 66,1 let (59,9 pri moških in 71,3 pri ženskah). Naselje ima 38 gospodinjstev, pri čemer je povprečno število članov na gospodinjstvo 1,92.

To naselje je popolnoma srbsko (glede na rezultate popisa iz leta 2002).

Viri in opombe

Glej tudi
 seznam naselij v Srbiji

Naselja Zaječarskega upravnega okraja


text:
Going forward in creative ways
PUBLISHED BY: The Star Online
The FOREFRONT team taking a group photo during their royal-themed year-end party last December.
AFTER its success in The Star Outstanding Business Awards (SOBA) 2017, FOREFRONT Studio Sdn Bhd continues to chart its growth.
FOREFRONT is today a 4As-accredited creative agency with access to a network of senior industry leaders both domestically and internationally.
The 4As-accreditation allows it to share its best practices and experiences among its peers.
With changing economic trends, FOREFRONT has learnt to diversify its client base.
The company traditionally maintained a 90% property-based clientele.
In 2018, FOREFRONT began focusing on non-property clients up to 30%.
Custom-designed Pawsperity Ang Pows up for sale for FOREFRONT's ongoing 'Welcome Pawsperity' campaign in support of Paws.
Efforts have also been taken to diversify its offerings into various industries while maintaining its core expertise and focus in property.
By opening its first foreign branch in London, United Kingdom, two years ago, FOREFRONT executed a strategic marketing and branding move, which helped the team to develop a global view of its creative process.
It also frequently sends staff for training courses locally and in the UK.
FOREFRONT also intends to capitalise on its regional economic growth power with ventures into markets in Singapore, Indonesia, Hong Kong, Vietnam and more.
With such plans for growth, new innovations are necessary.
Rewarded for its previous efforts in constant innovation, FOREFRONT believes in revamping and recrafting products and services from scratch.
A Forefronteer from The Emerging Technology Department giving a client a virtual reality (VR) demonstration.
A new department and task force, called the Emerging Technology Department, was created to keep it abreast of changes in digital megatrends for business and brand.
It consists of team members from various departments, set up to concentrate on improving services that anticipate the changing client needs amid a global digital revolution in Malaysia.
Combining that capability with the company's plan content strategy enables FOREFRONT employees to up-skill themselves and its clients to get enhanced service value and scalable effectiveness.
FOREFRONT believes that charity is connected to the greater environment.
For that, it pledges 10% of its annual profit to charitable causes such as Eco World Foundation and Jeffrey Cheah Foundation, which are also its clients' charitable causes.
FOREFRONT is also a consistent patron of Promise Home Malaysia, which takes care of the orang asli children's welfare.
This Chinese New Year, FOREFRONT is partnering with animal shelter Paws, in conjunction with the year of the dog.
The campaign "Welcome Pawsperity", is aimed at helping Paws raise funds for the caretaking of strays.
It is also well aware of its carbon footprint as a growing business.
Forefronteers get to unwind and bond with each other over a movie night once a month.
All its lighting fixtures within its premises were replaced with LED light bulbs and the company fleet has been converted to Energy Efficient Vehicles in stages.
Forefront aims to solidify itself as a holistic branding agency for the future. This is in addition to setting up an emerging technology department to keep it in-sync with the forefront of megatrends.
It will focus on its expertise in employer and corporate branding by helping clients to live up to their brand promises and by designing brand architecture and content strategies that employees can better understand the organisation they work for.
It also helps provide a reason to believe for all its respective stakeholders.
While the available talent pool in Malaysia is competent, the human resources landscape is also competitive.
Forefront sources for talents who share the same core values and who fit into culture seamlessly.
It believes in creating a work environment free from politics, with a flat corporate structure and is collaborative.
Occasional business and leisure trips overseas with key team members present opportunities for senior management and team members to open up to each other on a personal level.
As of this year, Forefront's headcount crossed 100 and to maintain and improve its operation efficiency, it plans to be decentralised.
Over the years, training programmes have been implemented to groom head of departments into mini CEOs who can take accountability for their departments while exposing them to all the aspects of a business including human resource and finance.
This can also be a measure to ensure organisation growth is sustainable and remains efficient.
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