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Home > Jewish World
As Jewish Agency Contracts, Its Executive Paychecks Swell
Chairman Natan Sharansky earns more than the PM - and his chief fund-raiser makes even more.
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On February 26, the Board of Governors of the Jewish Agency for Israel (JAFI ) will gather, as it does three times a year, at the Inbal Hotel in Jerusalem for three days of meetings.
On the agenda will be the strategic and budgetary plans for the upcoming years; euphemisms for another round of cutbacks and layoffs as the cash-strapped agency tries to balance its books in a period of declining donations. Behind the scenes, government ministries, large Jewish organizations and major donors are arguing over the justification of the agency's continued existence.
Natan SharanskyEmil Salman
While the governors are contemplating the hole in the Jewish Agency's budget, they may be interested in the annual financial report for 2010 that the agency filed with the U.S. Internal Revenue Service (IRS ). Among the 40 pages they will find a list of its 22 highest earners. The most recognizable name on the list is, of course, that of Jewish Agency Chairman Natan Sharansky.
For decades, the unofficial arrangement was that the head of the Jewish Agency would make as much the prime minister of Israel, but Sharansky's pay in 2010 totaled $214,000 - 30 percent more than Benjamin Netanyahu, the man who appointed him and made $164,000 pre-tax in 2010.
This may not seem to some as an astronomic sum for the head of an international organization, but the Jewish Agency is a public Israeli organization, based in Jerusalem, Sharansky's home town.
But Sharansky is not the agency's highest earner, in fact in 2010 he was only number four on the list - that distinction goes to the CEO and president of Jewish Agency International Development (JAID ), the agency's chief fundraiser, Dr. Misha Galperin who is based in New York. JAFI paid Dr. Galperin $478,000 in 2010, according to the IRS report. This isn't his real salary though, as Galperin began working for the agency only in June 2010 - $478,000 was his pay for only seven months. Galperin's annual remuneration, including expenses and benefits, is nearly three-quarters of a million dollars.
A former practicing psychologist, Galperin was the CEO of the Jewish Federation of Washington, DC, and before that was the number two at the New York federation. His recruitment by the agency was heralded as a major coup, and was even presented as a budget-saving move as Galperin's new position was to consolidate the role of JAFI North America's CEO with the agency's director of financial resource development who was previously based at the headquarters in Jerusalem. But Galperin makes nearly twice what the previous CEO, Maxyne Finkelstein, earned. Jeff Kaye, the preceding director of financial resource development made barely a quarter of Galperin's price tag. (Kaye, who left the agency, received a year's pay in reparation ).
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Sources close to the negotiations that took place in early 2010 over Galperin's pay package explained to Haaretz that Sharansky had agreed with Galperin that he would not lose out financially due to his move from Washington to JAFI's North American headquarters in New York. That hardly explains how he almost doubled the salary of about $400,000 he was due to make that year as head of the Washington federation. The base for Galperin's JAFI pay is half a million dollars, but to that were added the cost of renting an $11,000-a-month, 2,880-square foot townhouse in Brooklyn's upscale Cobble Hill neighborhood, tuition for his two children at the Hannah Senesh private day school, a car and his pension fund.
Galperin's supporters claim that his salary merely reflects the norm for CEOs of big U.S. Jewish organizations, but according to The Forward's annual salary survey of Jewish communal leaders, only one head of a national organization makes over $750,000 - the president of Yeshiva University, Richard Joel, who earned $848,000 in 2010. Next on the list is Rabbi Marvin Hier, founder and dean of the Simon Wiesenthal Center, who made $722,000.
Eight senior executives in Jewish organizations made over half a million dollars in 2010.
John Ruskay, CEO of the largest Jewish community in the world, New York, and Galperin's old boss, made $462,000. Even if Galperin deserves to be in the premier league of communal CEOs, say his critics within the agency, as an employee of an organization going through a severe financial crisis he should not top it.
The figure on Galperin's paycheck was not the only detail that astonished JAFI officials negotiating his new contract. He demanded and received a guaranteed five-year tenure, without connection to any performance level, with the stipulation that if his contract was terminated during his first two years at the agency he would receive compensation worth a full year's salary. If it will be terminated at a later stage, he will receive two years' salaries. In addition, if after five years, at the completion of his tenure, the agency decides not to renew his contract, he will receive a year's salary.
Galperin's personal benefits are not his only cost to the Jewish Agency. Shortly after he started work, JAFI set up Jewish Agency International Development (JAID ), with Galperin as its president and CEO. JAID, which was to become the agency's main fundraising channel, recruited dozens of new employees who work alongside the existing staff of JAFI North America; among them two new vice-presidents, Arthur Sandman and Nirit French, who make around $250,000 each.
"JAID is a monstrous and wasteful structure built by Galperin," says a veteran agency employee, "while all around the organization is cutting back and people are getting fired."
Galperin's package was initially authorized by previous JAFI Director-General Moshe Vigdor, but signed off by Vigdor's successor Alan Hoffman and the agency's Chief Financial Officer Yaron Neudorfer. Senior JAFI officials maintain that Hoffman was not pleased with the terms of Galperin's hiring, but that "it was Sharansky's decision. He made the agreement with Galperin and left the officials to negotiate the details."
"It seems like a desperate move by an agency that has lost faith in its own ability to attract Jewish philanthropists," says one JAFI operative, "but the truth is that even if Galperin was a fundraising superman, no one can change this organization's image sufficiently. Nothing we do will make us look as sexy as projects like Birthright-Taglit."
In recent years, large Jewish donors have prefered to put their money into smaller organizations and to fund initiatives through their private family foundations. More cynical staffers are convinced that Sharansky had another reason for hiring Galperin and allowing him to name his price: Many of the senior leaders of American Jewry were opposed to Prime Minister Benjamin Netanyahu's decision to appoint Sharansky as agency head, partly due to their fears that Sharansky was hostile to the Reform and Conservative movements. As the organization's premier funders, they could have blocked the appointment. Sharansky believes, or so the rumor in the agency goes, that Galperin played a key role in convincing the major donors that they could live with him. Whatever the truth, his financial agreement has been hidden until now.
Though he makes much less money than Galperin, the identity of the agency's second-highest earner in 2010 is even more breathtaking. Yonah Bezaleli's official job is the director of the JAFI Moriah Compound in southeast Jerusalem, but his real position of power is as head of the agency's workers union for over three decades until the end of 2011. Bezaleli, who also ran the agency employees' pension fund, has now finally retired, but in his penultimate year of employment he made no less than $331,000, which makes him easily the highest-paid union leader in Israel, with double the salary of Histadrut labor federation chairman Ofer Eini.
"He has been here for 54 years," says one employee, "but with all the benefits he has accrued, it's still impossible to understand how he reached such a salary."
The Jewish Agency claims that "his salary reflects seniority benefits accrued according to the benefits package customary to the agency at the time in which he was hired," but no longer. At the end of December 2011 Bezaleli retired. In a farewell letter to agency employees, he wrote that "the efficient running of the pension fund" under his leadership, "is an example of proper and efficient management."
The third-highest earner in 2010 was legal counsel Mark Ismailoff. Now back in private practice, Ismailoff's pay was supposed to be linked to that of a judge in Israel's Supreme Court, but at $231,000 was about 15 percent higher. Agency Director General Alan Hoffman's total pay in 2010 was $197,000, almost double that of a director general of a government ministry. Hoffman told Haaretz that comparing the salaries of senior agency staffers to government officials is no longer relevant. "For the agency to succeed, and to attract quality personnel who can operate in this environment, we have to hire by the standards of international organizations. As it is we pay less than similar organizations operating in Israel."
The giving end of gratitude
This level of pay, justified or not, continues while the Jewish Agency has been in long-term financial decline. Global recession and the preference of donors for small and fresh organizations have caused the agency's revenues to dwindle. In 2010, contributions and grants to JAFI were down 9 percent from the previous year, at $316 million. Figures for 2011 are not yet in, but they are reported to be even worse. The agency not only lost $32 million of its income in 2010 - the continuing depreciation of the dollar against the shekel has also mauled the finances of the organization that does most of its fundraising in North America, but pays the great majority of its salaries and operating costs in Israel.
In 2009, the operating budget was cut by $45 million, and in 2011, as part of a new strategic plan that included merging the agency's key departments, a further $20 million were cut. In the process, 180 employees were made redundant. Last June, the firings of a further 50 workers were prevented through a deal with the union which saw every employee giving up a day of paid vacation and forced to take unpaid leave in August.
Operations around the globe have been cut back and absorption centers for new immigrants in Israel have been closed down. One employee quoted from Psalms to describe the atmosphere in the organization: "A thousand shall fall at thy side, and ten thousand at thy right hand."
Misha Galperin is also literary-minded. He has a blog on the agency's website, titled Misha's Musings. In his latest post, from November, he displayed an incredible lack of self-irony when he wrote in the spirit of Thanksgiving: "I never forget that I am on the giving end of gratitude."
According to Jewish Agency Spokesman Haviv Rettig-Gur, "The salaries of the chairman of the executive, the deputy chairman and director general are set by a committee of lay donors who are senior members of the organization's Board of Governors. Those of other senior staff are set by a committee chaired by the director general."
"The agency rejects the accusation that the salaries of its senior staff are inflated," said Rettig-Gur. "Government salaries are not a frame of reference to measure salaries in major non-profit organizations - not in Israel and not anywhere else. The agency competes with the major Jewish international organizations in attracting top-level personnel, not with the government. It is important to note that no senior staff member of the Jewish Agency has received a pay increase since 2005. In 2010 the senior staff voluntarily took a 10 percent pay cut in light of the budgetary challenges facing the organization."
Rettig-Gur also related to Galperin's wage packet. "A committee of volunteer lay donors, headed by the chairman of the Board of Governors of the Jewish Agency, decided to offer Dr. Galperin a contract equivalent to the conditions of his employment as the CEO of the federation in Washington DC. The salary for 2010 includes relocation costs and other one-time expenses. Dr. Galperin's benefits package does not exceed those of CEOs of leading Jewish non-profits."
Haaretz Correspondent
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redpajama_set_name: RedPajamaGithub


The WriteLife management team is made up of passionate folks who want to improve the publishing industry.
As WriteLife's Social Media/I.T. Manager, John promotes the work of WriteLife authors, publication news, writing resources, events, and giveaways. He also manages this website.


As a result of a request from a landowner the Trail has been closed from Little Cove Rd through to Dunks Bay Rd.
The current non-blazed alternate route continues on Little Cove Rd to Highway 6. After 2.1 km on Highway 6 turn right on Centennial Dr and then turn right on Dunks Bay Rd to connect with the existing main Trail.


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HomeBusiness Analysis Case StudyA Digital Brochure of the Air Brow
A Digital Brochure of the Air Brow
The Rationale of the Air Brow
The Brand Identity of the Air Brow
The Air Brow is a new sub-brand of Nike that will be released as a signature shoe line of Anthony Davis-made recyclable materials. This sub-brand has a high chance to become popular, recognizable, and profitable for the company since it has unique features that are not used by other brands and companies. For this reason, this paper will present the rationale for launching the Air Brow sub-brand, its identity, values, and tactics for launching to justify the creation of the new product.
The creation of any sub-brand requires reasons for its launch and justifications for its success since an idea that does not have rational support is doomed to failure. A convenient theory for this justification is the concept of brand equity, which consists of the fact that the brand allows the company to create added value due to its popularity (Farjam and Hongyi, 2017, p. 4). The advantage of creating a sub-brand in contrast to an entirely new product is the recognition of the original brand; therefore, the sub-brand of The Air Brow sneakers by Nike can be justified on the basis of customer-based equity.
The Air Brow will be the signature shoe line of the Los Angeles Lakers NBA superstar, Anthony Davis, and made from recycling materials. Therefore, based on these features, one can assume the building blocks of customer-based equity, which are the reason for its launch (Keller, 1993). The Air Brow will be a unique, prestigious, environmental-friendly sports brand. The rational side of customer recall will reflect on the fact that Nike is known for the quality and comfort of its products. The peculiarity of the production of footwear from recyclable materials will only enhance the company's reputation as environmentally friendly.
At the same time, the emotional response of buyers lies in two aspects. Firstly, sports shoes from a basketball star allow their owners to feel confident in their abilities, such as playing sports or everyday activities. It seems to some people that sneakers can give them a "superpower" that they don't have in regular shoes. In addition, the environmental friendliness of shoes enables the buyer to contribute to the protection of the environment. The combination of these features will make the sub-brand sellable and recognizable as it combines the high status of belonging to a basketball superstar Anthony Davis, environmental friendliness, and the quality of the Nike brand.
The new sub-brand must have its identity, which will partially coincide with the concept of the main brand. The Air Brow brand identity will be introduced through a prism developed by Kapferer (2006) to display its core elements (p. 188). New sneakers will have a basic white color, a purple sole, as well as a yellow Nike logo. The logo with the initials of Anthony Davis (AD) and his number in the team (23) will also be yellow. This design is also universal for male and female, which expand the target audience. The tagline will be "Become the best with the best" written with Sans Serif font. This design choice justifies by the fact that it refers to the basketball career of one of the best players Anthony Davis, whose signature shoe line is launched by the sub-brand. Therefore, buyers will associate sneakers with Davis's success, as well as feel more confident in shoes from a famous athlete. The sneakers also will be made from recyclable materials, which give each customer feelings of his or her contribution to environmental protection.
These features also apply to the relationship between the brand and the buyer, which will be exclusive and unique. Reflection, or the target audience, will be active young people with ambitions and the desire to benefit society and the environment. At the same time, although the sneakers are designed for basketball, many young people prefer to wear them in everyday life, so the exclusive bright design and the personality of Davis that they represent will only expand the target audience.
Consequently, such a design and image of the new line of sneakers will form the idea of buyers about the brand and person who wears it. The buyer of The Air Brow will present himself or herself as an active, eco-conscious, and successful person who wants to be the best. The personality will be expressed in athleticism, modernity, innovativeness, and environmental friendliness, and the culture is associated with sports, basketball, and an active lifestyle. Consequently, the position statement can be defined as: "For young people, The Air Brow is the best shoes for sport and everyday activities that give comfort and confidence in the moves and care about the environment. The sneakers are designed in cooperation with one of the best basketball players, Anthony Davis, and created from recyclable material to care about people and sustainable development.
Our experts can deliver a custom A Digital Brochure of the Air Brow paper for only $13.00 $11/page
The value proposition is an essential part of the analysis for launching a sub-brand as it helps to highlight the main features and accents of the product. A user profile will be used to compile the value propositof ion The Air Brow, and features such as customer's job, pains, and gains will be defined (Osterwalder et al., 2014). Based on these features, the advantages of the new sub-brand will also be highlighted.
Figurе 1. The Air Brow
The Air Brow are basketball sneakers that have advantages under regular shoes, such as elasticity, sturdiness, and less gliding. Consequently, the main task that the consumers perform when buying these sneakers is to provide themselves with more comfortable shoes that will help improve the quality of their sports activities. However, customers can also satisfy the emotional need, since the association of the sneakers with the name of Anthony Davis adds to their appearance higher status and "coolness" even in casual style. The fact that the sneakers are made of their recyclable materials also satisfies their need for environmental care. The pain of the customer also emerges from these tasks, since the buying of a new pair of sneakers just for the sake of style and fashion trends means irresponsible consumption. Nevertheless, Air Brow's gain expresses in their quality because the shoes can be used for years, and after that, they can be easily recycled. Consequently, the advantages of The Air Brow are high quality and stylish design, exclusivity, and status due to association with Anthony Davis, as well as their innovativeness and rationality because of the recyclable materials.
The focus of the entire advertising campaign of The Air Brow will be on the participation of Anthony Davis. Features of the launch of the sub-brand The Air Brow will be built on the target audience, which is young people. Modern youth are more likely to use social networks from which they receive information that affects their purchasing behavior. However, at the same time, many people still watch television, so this channel of influence should also not be missed (Adgate, 2018, para.2). Therefore, a commercial video with Anthony Davis to launch the product will be a convenient solution, since it can be easily distributed on social networks and television
However, the company should make a stir around the new line of shoes to create a buzz before launch. For example, Anthony Davis, as the maim influencer, wears new sneakers for a match, and after the gamcommentsto journalists in which it talks about sneakers as a prototype. Further, the company distributes the news about the imminent release of The Air Brow, tweets from Anthony Davis and repre,sentatives of Nike in the social networks with the hashtag #playwiththebest, and #responsibleconsuption, or #savetheplanet. The example of a simple photo can be used for the posts in media one can see on the advertisement of Air Jordans that also a signature line of sneakers (Figure 5). The company can also attract influencers from their social media. For example, Professor Live makes various reviews, the reaction on basketball games, or shoots videos with amateur, and his YouTube channel has more than 5 million subscribers, which gives an excellent opportunity to disseminate information (Professor Live, 2017). Thus, in addition to the primary influencer Anthony Davis, the participation of other vloggers will help to create a buzz.
Another possibility of using social networks is the distribution of posts with photos that show not only the convenience, quality, or status of new sneakers but also the concern of the new sub-brand for the environment. For this purpose, it is enough to take a series of photos that figuratively show the advantage of The Air Brow made from recyclable materials, and post them with the hashtags described above. Therefore, the demonstration of this feature will attract additional attention to the sub-brand. All these methods are closely interconnected, since they are aimed at the same target audience and channels, and differ mostly in the form.
Therefore, the Air Brow is the signature shoe line of Anthony Davis that has a chance to become a popular and best-selling sub-brand from Nike. Such values  as quality, comfortable design, style, high status, and eco-friendliness coincide with the desires of the target audience. Recyclable materials, as well as the involvement of one of the best athletes and basketball superstars Anthony Davis, are unique and distinctive features of the line. Consequently, the new sub-brand has its own identity, which is reinforced by the reputation of Nike and therefore is attractive to customers.
Adgate, B. (2018) 'As adults 18-34 get older, will they watch traditional television?' Forbes. Web.
Farjam, S. and Hongyi, X. (2015)' Reviewing the concept of brand equity and evaluating consumer-based brand equity (CBBE) models,' International Journal of Management Science and Business Administration, 1(8), pp. 14-29.
Kapferer, J.N. (2008) The new strategic brand management. 4th edn. London: Rogan Page.
Keller, K. L. (1993) 'Conceptualizing, measuring, and managing customer-based brand equity,' Journal of Marketing, 57(1), pp. 1-22
Osterwalder, A., et al. (2014) Value Proposition design: how to create products and services customers want. Hoboken: John Wiley & Sons.
Professor Live (2017) The professor reacts to Mac McClung.
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BusinessEssay. (2022, January 14). A Digital Brochure of the Air Brow. Retrieved from https://business-essay.com/a-digital-brochure-of-the-air-brow/
BusinessEssay. (2022, January 14). A Digital Brochure of the Air Brow. https://business-essay.com/a-digital-brochure-of-the-air-brow/
"A Digital Brochure of the Air Brow." BusinessEssay, 14 Jan. 2022, business-essay.com/a-digital-brochure-of-the-air-brow/.
BusinessEssay. (2022) 'A Digital Brochure of the Air Brow'. 14 January.
BusinessEssay. 2022. "A Digital Brochure of the Air Brow." January 14, 2022. https://business-essay.com/a-digital-brochure-of-the-air-brow/.
1. BusinessEssay. "A Digital Brochure of the Air Brow." January 14, 2022. https://business-essay.com/a-digital-brochure-of-the-air-brow/.
BusinessEssay. "A Digital Brochure of the Air Brow." January 14, 2022. https://business-essay.com/a-digital-brochure-of-the-air-brow/.
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The Diamant Residence, only 150 metres from the town centre and the departure point of the cable car for Paganella, has a private car park, garden, lift, slot launderette, lounge with TV and video games and a play corner for young children.
"	Wellbeing Area" has a sauna, Turkish bath and three-sided UVA solarium.
The one, two and three room apartments are furnished differently to satisfy a wide range of personal requirements and expectations, and all have a balcony, secure entrance door, safe, DVD player, phone, 26" or 32" colour TV, hairdryer, iron and ironing board and, naturally, all crockery, pots and pans and microwave oven. Each apartment also has its own private storage area on the ground floor, while the Superior and De Luxe apartments have a dishwasher and spacious fridge-freezer.
Apartments are avaiable from 15.00 PM on the arrival and have to be leaved at. 10.00 AM the day of departure.
SKIPASS: you can buy the ski pass in the residence for the same price as in the ticket offices at the slopes.
INTERNET Wi-Fi: wi-fi internet connections are available in the residence, in all the apartments and communal areas.
BIKE: in summer, the residence provides its guests with mountain bikes in different sizes, some with carriers for children.


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text:
Ас — старовинна одиниця ваги в  Німеччині та  Голландії, одна з найменших частин  фунта та  марки, вживається перш за все для визначення ваги  монет і тягарів.

Ас вийшов з ужитку, так як була прийнята французька вага на грами і десяткове роздроблення фунта. Старовинна кельнська марка була розділена на 4020 кельнських асів і важила 4864,68 голландських асів. У старовинній голландської трой-марці () було 5120, а у вдвічі більш важкому голландському трой-фунті () 10240 голландських асів. В 1г голландських асів було 20,80592 або трохи більше 204/5 , або ж голландський ас = 0,048063 г.

В  Пруссії 18 січня 1854 р. було постановлено, що для ваги монет грен (у прусській марці 288 Гренів) ділиться на 16 прусських асів; таким чином, прусська марка = 4608 прусських асів. За прусським законом від 5 травня 1857 новий (німецький) фунт дорівнює 500 г золота, срібла і монетного ваги і ділиться на тисячу частин, тисячна ж частина на 10 асів і далі по десятковій системі. Внаслідок цього новий прусський ас = 1 / 10000 німецького фунта, або 1 / 20 г, і = 1,040296, або майже 1 1 / 25 голландського аса. Так званий дукатів ас () була вага, 4020 одиниць якої складали кельнську марку і, отже, дорівнювали кельнському асу. В Австрії звуть його дукатовим граном (); в дукаті (вазі) золота вміщається 60 таких дукатових гран.

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Press Releases>Technology>Software>ELEKS>
ELEKS Software Wins a Microsoft Partner of the Year Award
ELEKS Software was announced among the 20 winners of the 2008 Microsoft Partner of the Year Awards in Kyiv, Ukraine, and named the best company in the nomination "For the contribution to the development of the market of software solutions based on the Microsoft platform"
Lviv, Ukraine, December 27, 2008 --(PR.com)-- On December 16, 2008 ELEKS Software was announced among the 20 winners of the 2008 Microsoft Partner of the Year Awards in Kyiv, Ukraine. All in all, award-winners were chosen out of 1300 Microsoft partners in Ukraine and honored in 20 nominations representing business achievements in promoting different tools and products of Microsoft.
ELEKS Software has won the prestigious award and become the best company in the nomination "For the contribution to the development of the market of software solutions based on the Microsoft platform". ELEKS has once again demonstrated its outstanding capability of creating software solutions which use the possibilities of Microsoft advanced products and technologies to a maximum extent. As Oleksiy Skrypnyk, Director and CEO at ELEKS Software said, "the partnership with Microsoft Corporation opened to us entirely new possibilities for business growth and allowed to deliver the most innovative software solutions to our customers."
It is worth mentioning that ELEKS Software first became a Microsoft Certified Partner in 2001 and in 2006 the company was recognized as the Microsoft Gold Certified Partner. In 2007 after passing the Microsoft platform tests by its software product, ELEKS Software earned the ISV/Software Solutions Competency in Microsoft Partner Program thus demonstrating its strong expertise and proven ability in creating solutions with Microsoft technologies that meet customers' needs.
At the award ceremony Eric Franke, General Director of "Microsoft Ukraine" noted that the development of Microsoft partner network was one of the major priorities of Microsoft activity in Ukraine. He also added that presently Microsoft has been focusing on close cooperation with Ukrainian partners to provide feasible consulting and financial support and to favor the sustained development of the Ukrainian IT market.
The award ceremony also provided a marvelous chance for IT professionals to exchange views on tendencies and plans concerning the national IT market development in the current economic conditions.
About ELEKS Software
ELEKS Software is a Ukrainian IT services and product company that serves US and European organizations and provides product development services, IT outsourcing, software QA and localization, turn-key solutions for government, solutions for SME, web development and web design. The company's proven experience, talented employees and capability to deliver services and solutions of high quality allow Eleks to bring tangible value to its customers' business and help them to achieve their strategic goals. For more information, please contact us at +380(32)297-1251.
ELEKS Software Ltd.
Ms Olha Markova
www.eleks.com


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Q: How to handle input and parameter validation between layers? If I have a 3 layer web forms application that takes user input, I know I can validate that input using validation controls in the presentation layer.  Should I also validate in the business and data layers as well to protect against SQL injection and also issues?  What validations should go in each layer?
Another example would be passing a ID to return a record.  Should the data layer ensure that the id is valid or should that happen in BLL / UI?

A: You should validate in all layers of your application.
What validation will occur at each layer is specific to the layer itself. Each layer should be safe to send "bad" requests to and get a meaningful response, but which checks to perform at each layer will depend on your specific requirements.
Broadly:

*

*User Interface - Should validate user input, provide helpful error messages and visual clues to correcting them; it should be protecting your lower layers against invalid user input.

*Business / Domain Layer - Should check arguments to methods are valid (throwing ArgumentException and similar when they are not) and should check that operations are possible within the constraints of your business rules; it should be protecting your domain against programming mistakes.

*Data Layer - Should check the data you are trying to insert or update is valid within the context of your database, that it meets all the relational constraints and check constraints; it should be protecting your database against mistakes in data-access.

Validation at each layer will ensure that only data and operations the layer believes to be correct are allowed to enter. This gives you a great deal of predictability, knowing information had to meet certain criteria to make it through to your database, that operations had to be logical to make it through your domain layer, and that user input has been sanitized and is easier to work with.
It also gives you security knowing that if any of your layers was subverted, there is another layer performing checks behind it which should prevent anything entering which you don't want to.

A: Should I also validate in the business and data layers as well to protect against SQL injection and also issues?
Yes and Yes.
In your business layer code, you need to validate the input again (as client side can be spoofed), and also for your business logic, making sure the entries make sense for your application.
As for the data layer - you again need to ensure data is valid for the DB. Use parametrized queries as this will pretty much ensure no SQL injection will happen.
As for your specific question regarding the ID - the DB will know if an ID exists or not. Whether that is valid or not, depends on whether it has meaning for your business layer or not. If it purely a DB artefact (not part of your object model), than the DB needs to handle it, if it is a part of your object model and has significance to it, the business layer should handle it.

A: You absolutely need to validate in your business and data layers.  The UI is an untrusted layer, it is always possible for somebody to bypass your client-side validation and in some cases your server-side UI validation.
Preventing SQL injection is simply a matter of parameterizing your queries.  The phrase "SQL Injection" shouldn't even exist anymore, it's been a solved problem for years and years, and yet every day I see people writing queries using string concatenation.  Don't do this.  Parameterize the commands and you will be fine.
One of the main reasons you separate your app into multiple tiers is so that each tier is reusable.  If individual tiers don't do their own validation, then they are not autonomous and you don't have proper separation of concerns.  You also can't do any thorough testing without individual components doing built-in validation.
I tend to relax these restrictions for classes or methods that are internal or private because they're not getting directly tested or used.  As long as the public API is fully-validated, private APIs can generally assume that the class is in a valid state.
So, basically, yes, every layer, in fact every public class and method needs to validate its own data/arguments.

Semantic validation, like checking whether or not a particular Customer ID is valid, is going to depend on your design requirements.  Obviously the business layer has no way of knowing whether or not an ID exists until said ID actually hits the data layer, so it can't perform this check in an advance.  Whether it throws an exception for a missing ID or simply returns null/ignores the error depends on exactly what the class/method is designed to do.
However, if this ID needs to be in a special format - for example, maybe you're using specially-coded account numbers ("R-12345-A-678") - then it does become the responsibility of the domain/business layer to validate the input and make sure it conforms to the correct format, especially if the consumer of your business class is trying to create a new account.

A: No layer should trust data coming from another layer. The analogy I use for this is one of fiefdoms. Say you want to send a message to the king. If the message is not in the proper format it will be rejected before it ever gets to his ears. You could continue to send messages until you eventually get the format right or you could use an emissary. The job of the emissary is to help you verify that your message will be in the acceptable format so that the king will hear it.
Each layer in a system is a fiefdom. Each layer acts as an emissary to the layer to which it will send data by verifying that it will be accepted. No layer trusts data coming from outside that layer (no one trusts messages from outside the fiefdom). The database does not trust the middle layer. The middle-layer does not trust the database or the presentation layer. The presentation does not trust the user or the middle layer.
So the answer is that absolutely you should check and re-check the data in each layer.

A: Short answer: yes.
Validate as input gets received in each new layer and before it gets acted upon, generally I validate such input just before it gets used or passed on to the next layer (javascript checks if it's a valid email and free of malicious input, likewise the business layer does before constructing a query using it.)
To your last question: if the ID returns a record, then it is valid, and you'd have to find the record's id to confirm whether or not it is valid, so you'd be making a lot of unnessecary lookups if you were to try that.
I hope that helps.

A: I do all of my validation at the Presenter layer in the Model-View-Presenter. Validation is somewhat tricky because it's really a crosscutting concern so many times.
I prefer to do it at the presenter layer because I can then shortcircuit calling to the model.
The other approach is to do the validation in the model layer but then the issue of communication of errors because you cannot easily inform other layers of errors aside from exceptions. You can always pack exceptions with data or create your own custom exception that you can attach a list of error messages or similar construct to but that always seem dirty to me.
Later when I expose my model through a web service I will implement double validation checking both in the Presenter and in the Model since it will be possible to jump the presenter layer if you call the web service. The other big advantage to this is that it decouples my validations for the presenter layer from the model since the model might only require raw validation of types to match the database whereas users of my UI I want more granular rules of what they input not just that they physically can.
Other questions: the sql injection portion that is a model concern and should not be in any middle layers. However most sql injection attacks are completely nullified when text fields don't allow special characters. The other part of this is you should almost always be using parametrized sql which makes sql injection not usable.
The question on the ID that's a model concern either it can get a record with that ID or it should return null or throw an exception for record not found depending on what convention you wish to establish.

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Off the main drag and in the woods near the Fields camping, the Backlot is a cool mix of inspired music with crafty crafts, hands-on workshops and the Seedbox chill-out space. It's the perfect spot for finding your new favourite band, late night boogies, and crafternoons with new friends.
The Backlot Stage will be on fire with amazing bands across the weekend and the Teen Art Space will be spilling over with fun and nourishing activities to add some sparkle, chill and crafting to your weekend.
Alison Parade is a two-piece indie rock band originating from the coastal town of Albany. With a swathe of original songs Alison Parade cut through the bustle of life with a youthful yet insightful take on the 'everyday'.
Big Cry is a five-piece sad pop band from Fremantle who draw from folk, jangle and punk influences, to write songs about space, heartbreak and colonial landscapes.
A six-piece alt-hop/neo-soul outfit from Perth, with hooks, rhythms and rhymes like butter.
Created, directed, written, performed and designed entirely by Riptide (Mandurah's youth performance company), 'Cardboard Kingdom' is a playful 45 minute contemporary theatre piece that asks you to reconnect to your creativity and imagination.
What kind of superhero will you be? Join the team that brought you Tacky Tikki Totems to create your own modelling clay superhero.
Ecstatic dark blues rock from the shores of Fremantle.
Using professional quality materials and learning some handy tips, festival goers can spice up their vibe with a splash of funk in the form of body paint using inspiration from psychedelia.
Who doesn't love rainbows? From simple to elaborate, teens are invited to come along and make their very own sun-catchers!
An powerful four-piece patchwork of lyrical folk rock.
Award-winning Grace Barbe hails from the sunburnt Indian Ocean islands of the Seychelles, where a colourful history of slavery pirates coups d'etat and coconuts have produced a unique Kreol rhythm language and culture.
Dry full bodied sound, medium folk aromas, sad flavours with hopeful undertones. Well balanced music.
Kat Wilson's beguiling voice is entirely her own. Combine that with songs that fuse pop, coastal blues and a dash of folk, and the ability to shred on her guitar with the best, and you may just understand what Wilson was put on Earth to do.
Come along and create your own unique flag to mark out your campsite! Using second hand fabrics, we'll assist participants to design and then sew a camp flag.
Man Sandal is a five-piece band from Perth. You may remember them from a couple of years ago when they won the Act-Belong Commit Fairbridge Festival Quest competition, under the name Belgrade.
Four Perth-based saxophonists join together to create new music, old music and re-imagined music.
Dancing between intricate, rhythmic cello lines, compelling lyrics and heart-tugging harmonies, Monique Clare is an innovative powerhouse in the contemporary folk scene.
Fremantle Arts Centre's Renae Martin facilitates the creation of unique and mystical mosaic mirrors or ornaments from recycled broken crockery, costume jewellery, stained glass, buttons, shells and other objects.
The Kooks meet the Chilli Peppers. After Mt. Cleverest is a five-piece indie rock band from Perth.
New Nausea's sound alternates between subdued and ornate, and discordant and chaotic. with the ultimate aim of shaking you up, without entirely ruining your day.
Perth electro-pop duo PRISCILLA deliver an eclectic fusion of feel-good riffs, power drums and visceral vocals. After a huge year coming off some smashing supports with The Presets, Haiku Hands, EDEN, Wafia, Woodes and Matthew Young the band is ready to bring you more powerful breakneck bop.
Stripped back, emotionally charged song-writing that will either hug you tightly or accidentally break your heart.
Laid back, melodic and groove-based sounds from Fremantle.
Interactive, creative and down-right silly, the Pixels+Fibre Slow Mo Video Booth is complete with lighting, backdrop, smoke machine and fibre props. Once you bust some moves, we'll provide a creative edit of all the best moments to be projected on the night.
The Mejadra Project is the result of a year-long collaboration between percussionist Imogen Thomson and pianist Austin Salisbury. Their original compositions bring together their unique musical backgrounds in a melting pot of modern Jazz and Afro-Cuban inspired grooves. To record the music, they enlisted the help of local legends Alex Reid on drums, Jeremy Thomson on guitar and Alistair Peel on acoustic bass.
The Struggling Kings are a Perth-based alternative Indigenous rock band, hailing from One Arm Point community in remote WA, they share their Kimberley heritage on stage with Bardi language and a laid back authentic stage presence that will entertain all ages.


Click the button below to add the Heaven is a far better place: What the Bible Teaches About Heaven by Eryl Davies to your wish list.
HEAVEN IS A FAR BETTER PLACE What the Bible teaches about Heaven Eryl Davies 'Christians should think more - much more - about heaven. This simple, practical and heart-warming study by Eryl Davies will surely help many to do so. Their journey home will be greatly enriched as a result.' John Blanchard Told by his doctor that he was going to die soon, Billy Bray, the nineteenth-century Cornish evangelist immediately, shouted out with joy, 'Glory! Glory be to God! I shall soon be in heaven.' A few days before his death in March 1981, Dr Martyn Lloyd-Jones, whose powerful preaching ministry spanned several decades, requested his family, 'Do not pray for healing. Do not hold me back from the glory.' Were these men right in thinking they would go straight to heaven when they died? What will heaven be like? Is it a place, or just a condition? What shall we do there? Does everyone go there? If not, how can we be sure of reaching heaven? All these questions, and many more, are tackled by Eryl Davies in this thought-provoking book. Above all, he encourages Christians to look forward to the joys of heaven, and in so doing to experience in this life a foretatse of it through a deeper fellowship with God and his people. Dr Eryl Davies is the principal of the Evangelical Theological College of Wales, Bryntirion, where he lectures in areas of Systematic and Contemporary Theology. He has spent around thirty years in the ministry in Wales, where he is also Chairman of the Universities and Colleges Christian Fellowship Advisory Council.


2004-01-12 04:00:00 PDT Tikrit, Iraq -- This city is proud of leaders who have sprung from it: physicians who revolutionized medicine, generals who battled the Persians and the British, a teacher who rode into the desert to educate Bedouin nomads.
But most Americans will have heard of only two famous Tikritis. One is Saladin, the 12th century Kurdish military genius who recaptured Jerusalem from the Crusaders. The other is Saddam Hussein. Hussein wasn't born here, rather in a mud hut in Al-Awja, outside of town. But this was where he grew up, learned and, as an adult, consolidated his power. Today, Tikrit presents U.S. troops with one of their most complex challenges: how to establish calm and security in a place still proud of its native son and resentful of its new occupiers.
The Al-Farouk Palace, one of Hussein's largest, sprawls across a chunk of Tikrit the size of a small town. It once featured gardens, multiple ornate marble buildings and an entry arch flanked by twin statues of Hussein on horseback, his drawn sword pointed toward Israel -- a reference to his missile attacks on the Jewish state during the 1991 Gulf War.
Not far away is the Hussein Al-Majid Mosque, which Hussein built in 2001 over the grave of his father. Inside, worshipers would find a small alcove indicating the direction of Mecca and a far larger plaque showing the president's family tree -- tracing his alleged lineage back to the prophet Mohammed -- placed above his father's imposing marble sarcophagus.
Today, the palace is occupied by U.S. soldiers, who point out glitzy architectural details and say with disgust, "oil-for-food money at work." The twin statues of Hussein, like his hundreds of portraits in the city, were destroyed.
The mosque was looted for its air conditioner and wiring. Pillagers looking for treasure tore into the sarcophagus; birds entering through shattered windows covered its lid with their excrement.
But if the trappings of the king are gone, he is not forgotten by his subjects. Scrawled on city walls are graffiti mourning the fate of the former dictator.
"Arabs are all proud of Saddam," a typical example, could be seen on the side of a shop where Anwar Kasim, 24, was selling concrete.
"I've been here one month. When I came here, I saw the graffiti," said Kasim, originally from the southern city of Nasiriya. "I believe it should stay. He was a real Iraqi leader for many years. ... This is his city. They are proud of him here."
Tikrit doubtlessly benefited from Hussein's rule. The city has visibly better roads and larger and better-constructed houses than the crumbling edifices of Basra and Kirkuk, or the mud huts like the one in which Hussein was born and in which many Iraqis still live. Farms around the town are lush and well-maintained.
But a number of Tikritis insist that stories of Hussein's largesse have been grossly exaggerated. He took care of his immediate family and was known for lavishing cash and cars on visitors to his palace, they say, but the people of Tikrit saw little of that and would suffer the same severe punishments as anyone else for crossing his will.
"Saddam Hussein was like any other human being. He did some things right and some things wrong," said Sheikh Yahia Ibrahim Al-Atawi, a tribal elder and former schoolteacher who still speaks with the stentorian tones of the classroom.
Ibrahim said Hussein built too many palaces and not enough apartments, surrounded himself with yes-men and issued punishments that were too severe. But, on the other hand, that severity helped keep the streets secure, he said, and the president built hospitals and universities, and never backed down in his opposition to Israel.
"Yes, we are proud of him. We are still proud of him. Why not?" said Ibrahim. "He is an Iraqi. He is a Muslim. He is Arabic. And he tried to protect us. He even sacrificed his family and his two sons."
Those in Tikrit who are now cooperating with the Americans, Ibrahim said, are spies and traitors to the Iraqi people. "We will kill them all," he bellowed.
Hussein's capture and disheveled appearance on television shocked this city, according to Tikritis and American soldiers, both of whom said the streets were somber for days afterward.
"I think people were really in disbelief. I was out on patrol, and they were asking, 'Are you sure you have Saddam?' " said Sgt. Jarvis Gibson of the 122nd Armored Infantry Battalion. "It was shameful how we caught him, in a hole ... like a peasant."
"Not only the people of Tikrit cried," Ibrahim said. "All the honest people of Iraq cried when they saw him in such a state."
Tikrit, after all, was the real seat of Hussein's power in Iraq for 35 years, said some local leaders. People got used to celebrating the president, even in the privacy of their homes. It was a company town, and even though the company is out of business, people aren't ready to publicly criticize the CEO.
But some local leaders -- even some opposed to the American presence here -- caution against believing their neighbors' claims of love for the ousted leader.
"I've been here for nine years," said Khairi Hameed Al-Samari, imam of Saddam's Greatest Mosque, which he hopes to rename Saladin's Mosque. "They trust me, and they tell me their secrets. And I can tell you most people in Tikrit were against Saddam Hussein."
The problem Tikritis face today, Hameed said, is that they are too frightened of the American soldiers to cheer for Hussein, and too frightened of those fighting the Americans -- although some Tikritis call them mujahedeen, or soldiers of God -- to openly criticize him.
"We are between two hells," the imam said.
At the same time, residents are facing the same problems as other Iraqis: shortages of power, fuel and especially jobs, said Mayor Wail Al-Ali, who was elected by a council of the city's tribal leaders.
"Most of the people in the city were serving in the government, the military or the party. Now 80 percent of them are out of work. That is the problem," he said. "The wealth was in the hands of Saddam Hussein, but he spent it in ways that did not benefit the city. ... Transportation is terrible. Education is terrible. Commercial (development) is terrible."
Among those struggling to find a new way of making a living is Ahmed Ali, 34, who picks up a few thousand dinars a week selling fruit within sight of the presidential palace.
"I am a captain in the Republican Guard. This is my new unit," he said, waving at a bunch of bananas. "For me, it would be better to have Saddam Hussein back in power."
But at the moment, said Al-Ali, the mayor, neither he nor the U.S. military has the authority or resources to initiate reconstruction work or generate jobs in Tikrit -- a situation he said not only frustrates his constituents, but makes them prime recruits for those fighting the occupation, such as a weapons seller he said was recently arrested.
"Why is he selling weapons? He has no job. He has two wives, two houses, no money," he said. "If there was a hotel in Tikrit, he would be manager of a hotel and there would be no problems."
Then there are the constant American security raids, including sweeps Friday that detained 30 Iraqis, some of them suspected of attacking occupation troops.
A number of Tikritis complain bitterly that the raids have been based on bad intelligence and that soldiers are physically abusive and culturally insensitive, using techniques such as placing their feet on detained suspects' heads, a grave insult in Arab culture.
"Is this humane treatment?" demanded Ibrahim, who argued that soldiers should come in the daylight, bring a translator and knock before entering suspects' homes. "I swear that wolves are more civilized than these soldiers."
The soldiers who conducted the raids answer to Lt. Col. Steve Russell, commander of the 1st Battalion, 22nd Infantry Regiment of the 4th Infantry Division. Russell said he has accompanied 80 percent of the operations and has never seen a soldier use methods that required disciplinary action.
Some of the early sweeps may have been based on uncertain intelligence, although in Tikrit's target-rich population, even a random sweep could probably have found a person of interest, he said.
That intelligence in time led to Hussein's capture, said Russell, who added that the quality of tips from the public has gotten better since the arrest.
He makes no apologies for his soldiers' aggressive tactics.
"We could never have taken the approach of handing out lollipops and asking them to love us. It just wouldn't work here," he said. "We've always taken a firm hand. We had to, early on."
Taking the city and keeping it was crucial, Russell said, both because of the practical need to have the population of bureaucrats and scholars support the new Iraq, and because of its symbolic link to the old regime.
"We will offer a helping hand to those who want it and need it, and a backhand to those who will not step up to help the new Iraq," he said. "The people know it's time to get on board, or they're going to get left behind."
The backhand consists of a continuing series of raids and very low tolerance for security violations, Russell said. The helping hand includes his weekly meetings with the council of tribal leaders, and attempts to foster communication between mature figures in the society and former military, a communication that is difficult between frustrated young Tikritis and anxious young GIs.
Russell believes the combination is working. Attacks on his troops are down, even as normally peaceful cities like Basra and Kirkuk are erupting with new violence. Tikrit's municipal government is functioning, the number of shops open has tripled, and even tribal leaders like Ibrahim who want the Americans out say they respect Russell personally.
Most Tikritis will still tell a stranger they miss Hussein and want him back, Russell said. But in their hearts, he believes 60 percent understand the dictator is gone and are ready to move on, 30 percent want to believe and about 10 percent are unconvinced.
"And of the 10 percent, maybe 1 percent are die-hards," he said. "And they will just have to die hard."


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We haven't seen any reason to doubt that the 8GB variant can also be a powerful performer, although we've yet to test that phone". We acquired that lengthy-lasting result when we set the Galaxy S21 Extremely's refresh rate to 60Hz. Enabling the dynamic show feature ate up extra battery life, with the S21 Ultra lasting 10 hours and 7 minutes on that check. To keep up with both your common smartphone-ing and gaming wants, OnePlus has jammed the OnePlus 9R 5G with a 4,500 mAh battery with an improved dual-cell design which is more than able to last you thru a day of heavy utilization. The OnePlus 9R has OxygenOS 11 and Android 11. Its customized layer is characterized by cleanliness and design close to inventory Android, also not to carry only pre-put in purposes.
Just a little lower in raw power in comparison with the OnePlus 9. With the superb design that characterizes the household of smartphones. Because of this, she opts for a Lower SoC in the OnePlus 9R, the Snapdragon 870. Without losing sight of an excellent reminiscence and storage configuration: 812 GB of RAM and 128256 GB of inner house. The oneplus 9r is powered by one of the most highly effective chipsets in the trade, the Qualcomm Snapdragon 870, and is available in eight GB . 128 GB and 12 GB 256 GB RAM and storage variants. Please keep on checking our site to maintain to date lowest value of the OnePlus 9R 256GB 12GB RAM. The brand is betting closely with the OnePlus 9 because the Snapdragon 888 considerably increases the worth of the base model and the OnePlus 9 Pro.
OnePlus 9 Pro vs. In terms of specs, the OnePlus 9R 256GB comes with a 6.55-inches Fluid AMOLED show having a decision of 1080 x 2400 pixels. And the show says quite a bit about what we can anticipate from the smartphone further. On the international scene, there's a brand new smartphone that remains in Indian territory: the OnePlus 9R. It's a superb cellphone, a minimum of by its technical sheet. The cell is official, though it stays for the second in India, where it was presented. The mobile has a quadruple rear camera and lower quality sensors than its brothers: 48 megapixels as most important digicam, eight megapixels wide-angle, 5 megapixels as macro camera, and a pair of megapixels for the fourth sensor, a monochrome.
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X-Bitmap graphic files can be created on the fly programmatically. Although they have been around awhile, XBMs can still be a great tool for your Web development toolkit.
Create dynamic client-side images using XBM
by jean-lucdavid in Enterprise Software
on February 19, 2003, 12:00 AM PST
The X-Bitmap (XBM) is an old yet versatile graphical file format that's widely compatible with many modern Web browsers. Its specifications are a component of xlib, the C code library for the X-Windows graphical interface (a popular GUI front end for UNIX and Linux). I'll explain how the XBM format works and then show you one of the more interesting ways to use it: creating on-the-fly images on the client. You can download the code for this article here.
XBM basics
The XBM format was originally designed to store monochrome system bitmaps, such as icons and cursors. XBM graphics are essentially C source code files that represent binary images using hex arrays.
You might be asking yourself at this point: What does this file format have to do with Web browsers? In the early 1990s, the National Centre for Supercomputing Applications (NCSA) at the University of Illinois was developing one of the first widely used Web browsers, called Mosaic. The graphical support for that browser was derived from many available open source code libraries, including xlib. As a result, many browsers today can handle XBM graphics.
The Mosaic project later became the basis for the development of the Netscape browser. Microsoft borrowed portions of the Mosaic code to create Internet Explorer. Microsoft continues to natively support XBM as a MIME-type registration in Internet Information Server (IIS) and as a supported image type in all current versions of Internet Explorer.
From a programmer's point of view, JPEGs or GIFs differ greatly from XBM graphics. Both of those file formats are manipulated on the bit level using compression schemes. They can support a wide range of color depths. And the only way you can create those types of Web graphics on the fly is by using server-side scripts, such as a combination of GD.pm and CGI/Perl scripts, or by accessing the Graphic Design Interface (GDI+) Class Library in ASP.NET through the System.Drawing namespace.
XBM graphics are created programmatically. Each bit is precisely specified, and the resulting graphics are limited to a 2-bit color depth (black and white). X-Bitmaps don't necessarily require server-side scripts; they can be generated in real-time using client-side JavaScript.
Practical application of X-Bitmaps includes on-the-fly generation of charts and page counters, retro-style graphical icons, and dynamic bar charts. One of the most impressive uses of XBM graphics I've ever seen is a game called Wolfenstein 5k, which is a texture-mapped, first-person shooter written in only 5 KB of JavaScript.
Anatomy of the XBM format
You can easily embed XBM image files on a Web page by using the IMG element. Here is an example of the syntax:
<img src="xbmsmile.xbm">
This format will not render on Macs or certain browsers, such as the early versions of Mozilla.
Typical XBM source code looks something like that in Listing A.
The #define command sets the image width and height in pixels. As an aside, you can use the x_hot and y_hot commands if you want to define a hot spot on the image. I've created an X-Bitmap to illustrate the process. To design it, I started by mapping the image using binary values. If you stare closely at the ones and zeroes, you'll notice the smiling face in this sidebar.
The binary image I created is 16 digits across and seven digits high, the same width/height pixel values defined in the XBM header in our source code. The image itself is stored in a static array containing a series of binary-coded hexadecimal (BCH) values—in other words, broken down in groups of four bits.
The easiest way to figure out the hex values of our smiley face is to examine the image one row at a time, splitting the binary values into four-bit segments and matching up each segment with a binary/hex conversion table. Here is the first row of the bitmap:
The two code rows below represent the four bit segments and the corresponding hex values matched up from the Binary/hexadecimal conversion table for XBM, as shown in Table A:
Bin: 0001 1000 0110 0000
Hex: 8 1 6 0
Binary/hexadecimal conversion table for XBM
Binary Hexadecimal
Keep in mind that these are not standard bin/hex conversions. The values were calculated backward (left to right) as opposed to right to left. We are inverting the values because the browser will natively read and render graphics left to right, and our code has to account for that.
The last step involves getting these hex values into the right format to be XBM compliant. You must prepend "0x" before each hex grouping. That's the standard C++ method of flagging a value as hexadecimal or base-16 numbering system. The values are then written out right to left (each hex pair representing a binary octet). For an example, see Listing B.
Therefore, we can say that:
0001100001100000 = 0x18, 0x06
These XBM-compliant values can then easily be inserted into the image array:
static unsigned char xbmsmile_bits[] = { 0x18, 0x06, etc…}
Now that we've looked at the format itself, it's time to learn how to dynamically generate X-Bitmaps in our client browser.
Programming XBM graphics using JavaScript
I'll demonstrate the usefulness of the XBM format through a program I've designed that generates UPC-compliant bar codes on the fly. The idea originated from an interesting article that describes how UPC bar codes work.
To generate a new bar code, simply change the value of the upcCode variable and refresh the browser page. Listing C provides the detailed code for the application.
The program works with the help of two important JavaScript functions:
· buildBinStr takes a 12-digit decimal number and converts it into a 96-digit binary number that graphically represents the bar code image. The binary construction of the bar code roughly follows the specifications outlined by the Uniform Code Council.
· buildHexStr takes the long binary number generated by buildBinStr and converts it into XBM-compliant hex code. This function programmatically follows the same conversion steps outlined in the section explaining the anatomy of the XBM format. Listing D converts the decimal input to binary bar code.
Listing E takes the XBM hex values generated by the buildHexStr function and builds the XBM code necessary to display the graphic. The hex values are reiterated 40 times in the array to create a bar code that is 40 pixels in height.
One of the many methods of instantiating XBM graphics using JavaScript is by using javascript:imagename. All you need to do is create a variable that contains the XBM code and reference the variable within the image src tag. Check out Listing F for an example.
X-Bitmaps are an interesting option if you want to generate simple Web graphics on the fly using nothing but a browser. With a little imagination, you can create clever and useful applications harnessing the format's potential.
jean-lucdavid
Published: February 19, 2003, 12:00 AM PST Modified: June 8, 2007, 9:16 AM PDT See more Enterprise Software
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Home holiday homework help Weapons of war zepplin
Weapons of war zepplin
Germany, Zeppelins Balloons had been used in wars prior to the First World War, notably by the Americans in the civil war and the French during the siege of Paris in
This section needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed.
June Learn how and when to remove this template message The pink ovals depict hydrogen cells inside the LZthe magenta elements are Blaugas cells. The full-resolution picture labels more internals. The principal feature of Zeppelin's design was a fabric-covered rigid metal framework made up from transverse rings and longitudinal girders containing a number of individual gasbags.
The framework of most Zeppelins was made of duralumin a combination of aluminum and copper as well as two or three other metals— its exact content was kept a secret for years. Early Zeppelins used rubberised cotton for the gasbags, but most Weapons of war zepplin craft used goldbeater's skinmade from the intestines of cattle.
They were propelled by several enginesmounted in gondolas or engine cars, which were attached to the outside of the structural framework. Some of these could Weapons of war zepplin reverse thrust for manoeuvring while mooring.
Early models had a comparatively small externally mounted gondola for passengers and crew which was attached to the bottom of the frame. This space was never heated fire outside of the kitchen was considered too risky so passengers during trips across the North Atlantic or Siberia were forced to bundle themselves in blankets and furs to keep warm and were often miserable with the cold.
By the time of the Hindenburg, several important changes had taken place: The flight ceiling was so low that no pressurization of the cabins was necessary, though the Hindenburg did maintain a pressurized air-locked smoking room no flame allowed, however— one electric lighter was maintained permanently inside the room.
The Graf Zeppelin's gondola was accessed while the vessel was on the ground, via gangways.
The Hindenburg also had passenger gangways that led from the ground directly into its hull and which could then be withdrawn entirely, ground access to the gondola and an exterior access hatch via its electrical room; this was intended for crew use only. Early designs[ edit ] Ferdinand von Zeppelin Count Ferdinand von Zeppelin 's serious interest in airship development began inwhen he took inspiration from a lecture given by Heinrich von Stephan on the subject of "World Postal Services and Air Travel" to outline the basic principle of his later craft in a diary entry dated 25 March Convinced of the potential importance of aviation, he started working on various designs inand had completed detailed designs by An official committee reviewed his plans in[2] and he received a patent, granted on 31 August[12] with Theodor Kober producing the technical drawings.
The front section, containing the crew and engines, was Zeppelin also sought support from the industrialist Carl Bergthen engaged in construction work on the second airship design of David Schwarz.
Berg was under contract not to supply aluminium to any other airship manufacturer, and subsequently made a payment to Schwartz's widow as compensation for breaking this agreement. The intention behind the floating hall was to facilitate the difficult task of bringing the airship out of the hall, as it could easily be aligned with the wind.
Despite this performance, the shareholders declined to invest more money, and so the company was liquidated, with Count von Zeppelin purchasing the ship and equipment. The Count wished to continue experimenting, but he eventually dismantled the ship in This renewed the interest of the German military, but a condition of purchase of an airship was a hour endurance trial.
During the stop, a storm tore the airship away from its moorings on the afternoon of 5 August It crashed into a tree, caught fire, and quickly burnt out.
History and Hardware of Warfare
No one was seriously injured. The airship remained on the ground until the following day, permitting a detailed examination by French airship experts. The airships did not provide a scheduled service between cities, but generally operated pleasure cruises, carrying twenty passengers.
The airships were given names in addition to their production numbers. On 28 June it set off on a voyage to publicise Zeppelins, carrying 19 journalists as passengers.
A combination of adverse weather and engine failure brought it down at Mount Limberg near Bad Iburg in Lower Saxony, its hull getting stuck in trees. All passengers and crew were unhurt, except for one crew member who broke his leg when he jumped from the craft.
By the outbreak of World War I in August flights had carried 10, fare-paying passengers. On 18 January Admiral Alfred von TirpitzSecretary of State of the German Imperial Naval Office, obtained the agreement of Kaiser Wilhelm II to a five-year program of expansion of German naval-airship strength, involving the building of two airship bases and constructing a fleet of ten airships.
The Navy was left with three partially trained crews. During the war the Navy Zeppelins were mainly used in reconnaissance missions.The War in the Air - Bombers: Germany, Zeppelins Balloons had been used in wars prior to the First World War, notably by the Americans in the civil war and the French during the siege of Paris in How the war ended; Bibliography; Intro.
Zeppelin | Definition, History, Hindenburg, & Facts | lausannecongress2018.com
Intro- Here are five weapons that were used in ww1. Machine guns and tanks were used a lot because they were were more reliable than the Zeppelins. Main summary of other weapons While the infantry moved forward during a raid or attack the machine gun invariably proved impractical, both in terms of.
Zeppelins The Zeppelin, also known as blimp, was an airship that was used during the early part of the war in bombing raids by the Germans. They carried machine guns and bombs. World War I was shaped by the new vehicles developed during the four years of conflict.
A century after the start of the war, we're looking back . World War One – Zeppelin Raids. The Heart of Battle World War One – Weapons World War One – End of WW1 World War One – The Treaty of Versailles World War One – Remembrance Day World War One – Causes Meuse-Argonne Offensive: How Million Americans Helped End World War 1.
Weapons and Warfare History and Hardware of Warfare.
First World lausannecongress2018.com - The War in the Air - Bombers: Germany, Zeppelins
Search. Main menu. Skip to primary content. Home; The airship's reports taken from its War diary are as follows: Reconnaissance Trip of " L 11 " on June 1, It is listed as a Zeppelin "R" Type.
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Zeppelin LZ41 (L11) Naval Zeppelin | Weapons and Warfare


For explanatory purposes, the last line may be read as follows: "You [Muslims, compared to other nations in number] are like a single black hair on the skin of a white ox or like a single white hair on the skin of a black ox [i.e. very few].
This was a timeless analogy to illustrate the numbers of our Ummah as opposed to the countless other nations and peoples of the past, thereby explaining the larger ratio of the number of the other nations in Jahannam.
Next Were Nabi (sallallahu 'alayhi wa sallam), Abu Bakr and 'Umar (radiyallahu 'anhuma) created from the same soil?