Mike, I have followed you since the first days of Dirty Jobs and Deadliest Catch, and I am amazed about your attitude toward higher education. I started my working career in the military then as an apprentice plumber and became a journeyman. At night I went to 2 years of community college and then took classes at the university until I had a degree. College allowed me to become a computer infrastructure analyst. I made more money, my body and back were spared.
I find it disconcerting that you place so little value on academic education. Not all college grads are in debt. There are scholarships, grants, tuition assistance programs. The next time you need a complex surgery given the choice, I am betting you would take the surgeon that graduated from one of those universities you so love to make fun of.
Do I think spending $100,000.00 on a Russian Lit. degree would be a choice for me? No I don't. But I also know the person doing that most likely isn't going to fit into a blue collar job. But that Russian lit. degree can get you into OCS in the military, an analyst job for many think tanks, law school, any job that requires a college degree.
While I do agree not everyone puts their education to work for them, they do have the opportunity.
First of all, congratulations on such a well-balanced resume. I sincerely admire that. Secondly, it's hard to believe you could have "followed" me from the first days of Dirty Jobs and Deadliest Catch, and be so completely mistaken about my stance on the importance of a college education.
Apologies if I'm mistaken, but every day, protectors of "higher-education" come here to scold me for being "anti-college," usually because they heard a soundbite on the news or saw a meme in their newsfeed they mistook for "research." By and large, these are the same people who – if blindfolded – would touch the tusk of elephant and loudly announce to all the world the discovery of a creature made of solid ivory! And they always start as you do – by claiming to have "followed" me from the start. But then they argue in such a way that proves the exact opposite.
And what exactly have I said or done to give you the impression that I'm unaware of "scholarships, grants, and tuition assistance programs?" In the last three years, not a month has gone by where I haven't used Facebook to highlight a scholarship winner from my own foundation. Do you really want to use my own page to lecture me on the existence of scholarship money, while I'm using the same space to announce the recipients of millions of scholarship dollars? With respect, Michael, it's just not a persuasive argument.
To be clear – I strongly support education in all its forms. I have a college degree, and as I've said many times, it's served me well. But I believe society is making a terrible mistake by promoting college at the expense of all other forms of education. For instance, the surgeon you reference, (who I would indeed prefer to have graduated from an accredited university,) will never make it to the hospital to successfully remove my appendix without a functional infrastructure, which depends almost entirely upon an army of skilled tradespeople. And yet, our society clearly values the surgeon far more than mechanic who keeps her car running, or the contractor who put in the roads that allows her to drive to the emergency room.
This is the same bias that prompts us to pressure kids to borrow vast sums of money to get expensive degrees that all too frequently do not lead to a job that will pay them enough to service the debt. But again – that's not an indictment of college; it's a criticism of our tendency to encourage the same path for everyone, regardless of cost.
Let's consider your example of the $100K degree in Russian Literature. As you've said, such a degree might very well be a wise choice for the right individual. Obviously, that's undeniable. And I suppose, if the country were now facing an existential crises brought about by an alarming shortage of Russian Literature experts, I might very well be using this page to encourage more people to read Chekhov and Dostoevsky. But that's neither the case, nor the point. The point, is that our culture does not make such nuanced distinctions when it comes to pushing the value of four-year schools – we push them on EVERYONE. We've got it into our heads that a college education is SO important, that the cost is irrelevant, along with the actual demand for whatever major a kid might wish to declare. "How dare anyone question such things!" Thus, we've encouraged an entire generation to borrow whatever it takes to get whatever degree they believe will make them happy. Is it any wonder tuition has risen so quickly?
Meanwhile, the kid who apprenticed to be a plumber or an electrician is looked at as something less. Even if he has no debt! Even if he makes six-figures a year! Even if he hangs out his own shingle and hires other plumbers! This year, American Standard donated $100,000 to my scholarship fund. It was a massive struggle to find anyone willing to learn the plumbing trade – even when the training was free! That's because collectively, we still value that Russian Lit degree more than a plumbing certification! Honestly, it's enough to make me rely on exclamation points way more than usual!!!
What I've opposed – consistently – is not the importance of higher education, but rather, the relentless drumbeat of "college for everyone." That's the real problem, and it's worth repeating. Because this cookie-cutter approach to education presupposes that all worthwhile knowledge can only be attained from a college or a university. That's the most dangerous myth of all, and the unintended consequences are now self-evident – the vanishing of shop class in high schools, $1.3 trillion dollars of student loans, and 6 million vacant jobs that no one is trained to do. That's the skills gap. It's real, and it's a massive problem for anyone who shares my addiction to smooth roads, cool air, and indoor plumbing.
Finally, Michael, at the risk of protesting too much, let me assure you that those who actually follow this page know that my message is deeply pro-education. However – the best path for the most people should never the most expensive, and as long as the government is in the business of lending billions of dollars to college students, I'll continue to challenge the idea that college is the only place to get a worthwhile education. Likewise, as long as six million jobs sit vacant – the majority of which do not require a four-year degree – I'll encourage you to join me.


Both the Puget Sound men's and women's track & field teams finished in second place during the JD Shotwell Invitational in Baker Stadium Saturday.
The final home meet of the outdoor track & field season is Saturday, April 6, when Puget Sound hosts the 33rd JD Shotwell Invitational.
The Puget Sound men's and women's track & field teams continued to improve during the Pacific Open Saturday, as the Loggers approach the Northwest Conference Championships in a few weeks.
The Puget Sound men's and women's track & field teams head to Oregon for the Boxer Open hosted by Pacific Saturday, March 30.
Kack Monaghan and Isaac Fournier both cracked the Puget Sound track & field top-10 list in the men's 800-m run during the Willamette Invitational Saturday, March 23.
Jack Monaghan is both the Northwest Conference Men's Track Student-Athlete of the Week and Logger Club Logger of the Week following an outstanding performance during the Peyton Scoring Meet in Baker Stadium (March 16).
The Puget Sound men's and women's track & field teams both finished in first place during the Peyton Invitational in Baker Stadium Saturday afternoon.
Puget Sound track & field hosts the Peyton Scoring Meet Saturday, March 16, starting at 11 a.m. in Baker Stadium and Lower Baker Field.
Emery Bradlina earned a top finish and 2018 All-NWC honoree AJ Johnson made his first appearance in the 2019 outdoor track & field season when Puget Sound competed in the Pacific Lutheran Invitational Saturday afternoon.
The Puget Sound men's and women's track & field teams trek to Parkland, Washington for the Pacific Lutheran Invitational Saturday, March 9.
Following the first outdoor track & field meet of the season, freshman sprinter Ryan Sutherland is the Logger Club Logger of the Week.
The Puget Sound men's and women's track & field teams earned several top-three finishes during the Loggers' Ed Boitano Invitational in Baker Stadium Saturday afternoon.
The 2019 Puget Sound outdoor track & field season begins Saturday, March 2, when the Loggers host the Ed Boitano Invitational.
Puget Sound men's and women's indoor track & field student-athletes competed in the Seattle Pacific Final Qualifying Meet Saturday night.
Puget Sound men's and women's indoor track & field student-athletes return to Seattle for the Seattle Pacific Final Qualifying Meet Saturday, Feb. 24, starting at 5 p.m.
Several Puget Sound men's and women's indoor track & field student-athletes earned top-10 finishes during the Cougar Indoor Meet, which concluded Saturday.
The Puget Sound men's and women's track & field teams return to Pullman, Washington for the Cougar Indoor, Feb. 1-2.
Freshman sensation Colin Monghan finished with the third-best time in Puget Sound history in the indoor 5,000-m run during the Husky Invitational Friday evening.
Several Loggers competed well in the first indoor track & field meet of the season this weekend as part of the Washington State Open.
The Puget Sound men's and women's 2019 indoor track & field season begins this weekend in the Washington State Open in Pullman, Washington.


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Bids, RFPs and Contract Opportunities
Latinx & Hispanic Cinema
The Samuel Goldwyn Theater 8949 Wilshire Blvd. Beverly Hills, CA 90212
You're invited to join NewFilmmakers Los Angeles (NFMLA) and The Academy of Motion Picture Arts and Sciences (AMPAS) with presenting partners NALIP and SAG-AFTRA on Saturday, September 8th, 2018 for the annual NFMLA Film Festival InFocus: Latinx & Hispanic Cinema event. The event will be hosted at The Academy's Samuel Goldwyn Theater in Beverly Hills.
The festival presents a powerful lineup of local and international films by world-class emerging filmmakers from Mexico, Brazil, Peru, Spain, Colombia, Chile, Costa Rica, Guatemala, Argentina and the United States across three short film programs. The talented filmmakers include multiple-award-winning directors, writers and producers whose films have been programmed and awarded across Europe, South America and in the United States, including at SXSW and Sundance.
Doors will open to the public at 4PM with a pre-reception for the first shorts program, and the night will include a pre-reception before each of the evening's programs, where attendees can sip cocktails and mingle with industry professionals and festival selected filmmakers in the lounge. The event will conclude at 11:30PM.
Tickets are available for $5 per program advanced purchase / $7 per program at the door and $15 for all-night access passes, which provide access to all three film programs with open bar throughout the entire event. The NFMLA Film Festival is presented throughout the year with support from Executive Circle Sponsors FilmLA, The Coca-Cola Company and HBO, Producers Circle Sponsors SAG-AFTRA, 21st Century Fox Global Inclusion, Hollywood Foreign Press Association (HFPA | Golden Globes), LA County Arts Commission and LA City Department of Cultural Affairs (DCA).
For more information and tickets, please visit: https://goo.gl/xT1ErD
The Los Angeles Latino Chamber of Commerce (LALCC) is a 501(c)3 nonprofit organization created for the purpose assisting, uplifting, organizing and unifying Latino business owners to grow and create a positive economic impact in LA.

redpajama_set_name: RedPajamaCommonCrawl


We welcome you to join NAAM - the Dutch Club of Minnesota. We are now accepting applications and renewals online. We have a number of options available for you. Don't hesitate to contact us with questions.
If you feel more comfortable printing the application and sending that in, you are of course still able to do so. Click here to print our membership document.
Thank you for supporting the club and we look forward to seeing you soon!
Boekenwurm - 1 Child - 1 Year - $100.00 (USD) Subscription period: 1 year No automatically recurring payments For families with 1 child in Boekenwurm. This includes a 1 year NAAM family membership ($40 value!).
Boekenwurm - 2 or more children - 1 Year - $160.00 (USD) Subscription period: 1 year No automatically recurring payments For families with 2 or more children in Boekenwurm. This includes a 1 year NAAM family membership ($40 value!).


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We're launching the Book Tour for A FAMILY FOR CHRISTMAS by TARA TAYLOR QUINN!
On Tour with Prism Book Tours
Book Tour Launch for
A Family for Christmas
Note from the Author
Welcome to a very very special story in my Where Secrets Are Safe series. If you've never been to The Lemonade Stand – please, come in. Visitors to the Stand are transitory so you'll fit right in with the rest of the current batch of residents, who are also new here. If you've been here before, buckle your seat belts because you're in for a double treat.
This story is very different from anything I've done before. It's two full romances – taking place simultaneously in two states – that, unknown to the heroes and heroine, are intertwined. You, the reader will see the way these people, from opposite sides of a very sad story, give their hearts and souls to try to find sense in a world that makes no sense.
Sometimes it's hard to know what to believe. Sometimes are thoughts are born through our own perspectives that might not always be completely accurate. Sometimes we act on those thoughts, with the best of intentions, and end up places we never meant to be.
Sometimes, all we can do is listen to our hearts – as we did as children. Sometimes, it takes a child to show us the way…
—TTQ
(Where Secrets Are Safe #13)
Adult Contemporary Romance
Mass Market Paperback & ebook, 384 pages
November 1st 2017 by Harlequin Superromance
A second chance for Joy
While recovering at a remote cabin, Dr. Simon Walsh stumbles across Cara Amos. Injured and left for dead, Cara is harboring dark secrets. Yet Simon can't help falling for his mysterious patient. As her memory returns and her injuries fade under his gentle care, he vows to help her find her missing daughter.
At The Lemonade Stand shelter, managing director Lila McDaniels is helping Cara's estranged father, Edward Mantle, bond with his traumatized granddaughter, Joy. And his feelings extend well beyond gratitude.
Bringing this family together seems impossible… Luckily, Christmas is the season of miracles.
Goodreads│Amazon│Barnes & Noble│Harlequin
November 11th: Launch
November 12th: Becky on Books
November 13th: Harlequin Junkie & Thoughts of a Blonde
November 14th: Wishful Endings
November 15th: Busy Bumble Bee Book Reviews with Review & Inside The Mind of an Avid Reader
November 16th: Book Lover in Florida & Harlie's Books
November 17th: Grand Finale
Other Books in the Where Secrets Are Safe Series
(Books released as of August 2017. Each can be read as a standalone.)
The author of more than 70 original novels, in twenty languages, Tara Taylor Quinn is a USA Today bestseller with over six million copies sold. A 2015 RITA finalist Tara appears frequently on bestseller lists, including #1 placement on Amazon lists, and multiple showings on the Publisher's Weekly Bestseller list. She has appeared on national and local TV across the country, including CBS Sunday Morning.
Tara is a supporter of the National Domestic Violence Hotline. If you or someone you know might be a victim of domestic violence in the United States, please contact 1-800-799-7233.
Website│Goodreads│Amazon│Facebook│Twitter│Pinterest│Instagram│Wattpad
Domestic Violence Shelter Drive
As Tara supports speaking out against domestic violence and supporting those who have been abused, both through her books and in her community, she would love for you to join her in donating items to a shelter in your area. Find out more here.
Tour Giveaways
1ST RAFFLECOPTER:
1 winner will receive ebooks of Where Secrets are Safe series books 1 - 13 (open internationally)
1 winner (per the four tour segments) will receive a $10 Amazon eGift Card (open internationally)
2ND RAFFLECOPTER:
1 winner will receive 25,000 Harelquin My Rewards Points, equivalent to 5 books (US and CAN only)
1 winner will receive 5,000 Harelquin My Rewards Points, equivalent to 1 book (US and CAN only)
Both Rafflecopter giveaways end November 30th, 2017
Wednesday Stanley November 11, 2017 at 7:03 AM
Such a sweet and great story!!!!


The article provides various information related to social marketing. Business firms who sponsor socially-oriented messages are known to have less sponsorship credibility compared to the not-for-profit sponsors of the same message. Social marketing campaigns that aspire in changing the perception of social norms such as drinking alcoholic beverages are known to be very effective in lessening alcohol intake.


Kastell provides legal advice and assistance on all aspects of competition and EU law, including state aid. Kastell's lawyers have many years' experience of representing clients in matters before competition authorities and courts, including the Patent and market court, the Patent and market court of appeal and the EU courts. Established ranking agencies continually include Kastell and Kastell's lawyers in the top tiers in the field competition law.
Kastell handles the full range of disputes, from domestic litigation to international arbitration. Our collective experience and areas of expertise span several industries and practice areas. As a specialised niche firm with a senior team, we are often instructed to advise on large and complex disputes involving high stakes. A few of us are often instructed as arbitrators. Established ranking agencies continually include Kastell and Kastell's lawyers in the top tiers in the field dispute resolution law.
Kastell provides legal advice covering all aspects of public procurement law. We advise both suppliers and contracting authorities in review proceedings before the administrative courts. Furthermore, we assist in other matters that may arise in connection with public procurement such as contract negotiations, implementation of procured contracts and issues regarding damages and ineffectiveness of procured contracts. Based on our team's considerable knowledge and vast experience, we are more than well-prepared to handle all your needs and requirements for prompt replies, as well as working within a short time frame that often arises within this area of law. Established ranking agencies continually include Kastell and Kastell's lawyers in the top tiers in the field public procurement law.
Kastell provides advice on all issues relating to intellectual property, including marketing and media. This includes advising on alleged infringements of copyright, trademarks, designs or trade secrets, the legality of marketing, and industry-specific questions relating to agreements and standards in the media sector, including film and television productions, publication of music, books, newspapers and video games. We also handle data protection matters. A large part of our work consists of dispute settlement, before both courts and arbitration tribunals, as well as various authorities. Established ranking agencies continually include Kastell and Kastell's lawyers in the top tiers in the field intellectual property law.


Match Hannover 96 vs VfL Wolfsbourg results and Live score on footlive.com. Hannover 96 - VfL Wolfsbourg match for Germany: Bundesliga starts on 09/11/2018 at 19:30 UTC/GMT. With footlive.com you can follow Hannover 96 results and VfL Wolfsbourg results. Live results, Goal Scorers , Half Time result, Full-Time result, 2nd Half result, h2h, head to head, line ups, goals, red cards, yellow cards, statistics, betting, follow the game with foot live.


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Visiting/Reception Hours
Appointment Call Center
Conference and Events Center
National Service at Hillel Yaffe Medical Center
Registration instructions for students
Medical Internship at Hillel Yaffe
In-patient Departments & Units
Out-patient Clinics & Institutes
Para-medical Services
Household & Administration
The Nursing School
HYMC - Then and Now
Dr. Hillel Yaffe
Quality Assurance and Service Declaration
The Novel Corona Virus – Updates
While Hospitalized
Additional Public Services
Yechidat Segula – Rights for Senior Citizens
Quick Links- - - - - - - - - - - - - - - - - - - - - - - - -HomepageSite mapContact usעבריתالعربيةInformation Finding Your Way Orientation Map Visiting/Reception Hours Appointment Call Center Facts & Figures Conference and Events Center National Service at Hillel Yaffe Medical Center Registration instructions for students Medical Internship at Hillel YaffeDepartments and Services Management Director General's Bureau Nursing Administration Office Anesthesiology Department Cardiology & ICCU Department Electrophysiology unit EMD - The Emergency Medicine Department Endocrinology and Diabetes Unit ENT – Otolaryngology, Head & Neck Surgery Unit General Intensive Care Unit Infertility and In-Vitro Fertilization (IVF) Unit Internal Medicine A Internal Medicine B Internal Medicine C Internal Medicine D Mental Health Services Neonatal Care Department Neurology Department Newborn and Neonatal Care Department Obstetrics, Gynecology and Reproductive Science Department Oncology Department Operating Room Department Outpatient Surgery Pain Unit Pediatrics Department Pediatrics Department Surgery A Department Surgery B Department The Breast Surgery Unit The Gastroenterology Institute The Infectious Diseases Department The Ophthalmology Department Clinics The Orthopedics A Department The Orthopedics B Department The Plastic Surgery Department The Recovery Unit The Trauma Unit The Urology Department The Vascular Surgery Unit Urogynecology and Pelvic Floor Unit In-patient Departments & Units Aallergy and Immunology Service Appointment Call Center Arrhythmia Clinic Botox Clinic Breast Imaging Unit Cardio-Oncology Clinic Center for Treatment of Male and Female Victims of Sexual Assault (Helena) Child Development and Neurology Institute Clinic for Oncogenetic Counseling Clinic for Oncogenetic Counseling Fetal Electrocardiography Clinic Gestational Diabetes Clinic Gynecologic Oncology Unit Hematology Institute Institute of Nephrology and Hypertension Isotopes - Nuclear Medicine Lung Function Clinic (Spirometry) Male Fertility Clinic Manor – Adolescent psychiatric outpatient treatment center Mohs surgery service – Removing malignant facial tumors MRI Service Multiple Pregnancy Clinic Multiple Sclerosis and Neuroimmunology Clinic Out-Patient Clinics Head Office Pain Clinic Pain Service - Pain Clinic Palliative Care Services Pediatric Gastroenterology and Nutrition Service Pediatric Infectious Disease Clinic Pediatric Lung Effort (Asthma Exercise Challenge) Clinic Pediatric Opthalmology Clinic Perinatal Genetic Counseling Clinic Pulmonary Clinic Pulmonary Rehabilitation Workshop Rheumatology Clinic Syncope (Fainting) Clinic The Breast Reconstruction Service – Oncoplastic Surgery The Endometriosis and Chronic Pelvic Pain Center The Gastroenterology Institute Explanations Before Endoscopies The Medical Psychological Service at the Gastroenterology Institute The Gefen Clinic for treatment of victims of sexual trauma Thryroid Clinic Transcranial Doppler (TCD) Clinic X-ray - Imaging Institute Complementary Medicine Clinic Out-patient Clinics & Institutes Para-medical Services Biochemistry Laboratory Diet Service Hematology Laboratory Medical Library Medical Psychology Service Microbiology Laboratory Occupational Therapy Service Pharmacy Physical Therapy Social Work Household & Administration Administrative Director Computer Services Customer experience and public inquiries Economy and Budgeting Finances Gardening Hospital Grounds Household Supplies Housekeeping Human Resources Kitchen & Dining Room Linen and Laundry Department Medical Engineering Medical Records and Coding Medical Supplies Occupational Safety and Hygiene Operator & Communications Systems Patient Admissions Public Relations Quality of Care and Patient Experience Security Sterile Supply Technical Services Transport Transportation The Nursing School Other Units Medical Research Fund Research Unit Helsinki Committee Yad SarahAbout Us HYMC - Then and Now Dr. Hillel Yaffe Our Staff What's New News Coverage Quality Assurance and Service DeclarationPatient Guide The Novel Corona Virus – Updates Orientation Map Patient Information Patient's Rights While Hospitalized Additional Public Services Yechidat Segula – Rights for Senior Citizens Religious services Parking Public InquiriesPeople for PeopleHow May I donate?Current ProjectsHealth Information Medical Articles Cardiology Gastroenterology Mental Health Obstetrics, Gynecology and Reproductive Science Ophthalmology Orthopedic Pediatrics Rheumatology Surgery Urology Research & Studies Gastroenterology Obstetrics, Gynecology and Reproductive SciencePersonal ServicesContact UsWhat's New?EventsHomepageSitemapTerms of UseContact UsSub site 1 Test 1Sub site 2 Test 2Sub site 3 Test 3Sub site 4 Test 4
Hillel Yaffe Medical Center Quality Assurance Policy
The hospital's work is based on the fundamental values of humanity, professionalism and efficiency. Introduction: The medical center's management is adopting a Continuous Quality Improvement policy (CQI) by adopting and implementing a Total Quality Management philosophy (TQM) as a means of imparting an organizational culture designed to create customer satisfaction with health services, nursing and administration (patients, family members, visitors, local residents, recipients and providers of services, medical service employees, and health insurance providers in contact with the medical center and internal customers). The medical center's administration views quality assurance as a strategic objective of paramount importance. This strategy aims to ensure that the needs of its customers are met, resulting in their full satisfaction with the center's services.
We are committed to improving and optimizing medical and nursing care, and developing the quality and level of our services for those visiting the center for medical care or for other reasons. We believe that improving the quality of work and management in the organization, at every level, in a manner that will meet the expectations and needs of our customers, to their full satisfaction is of utmost importance.
This document has been drawn up to highlight the administration's commitment to providing high-quality services and related products, at prices that meet customer expectations and that will be competitive in the healthcare fields for which the hospital is responsible.
The document details hospital policies related to quality assurance, the procedures performed to ensure the quality of services and products, and a statement of intent regarding other actions planned for the next three years.
This document will also serve as a guide and reference for employees and managers at various levels regarding the organization's expectations, plans and demands.
The hospital's employees are its greatest asset in implementing its policy of continuous improvement. The way in which each of us carries this out is the key element in the success of this process. The hospital will therefore strive to broaden the knowledge of all employees and managers in their specialist fields, expand interdisciplinary and interdepartmental cooperation, and develop inclusive teamwork that places the customer at the center of the organization.
An important element in creating this process of continuous improvement is data collection and identification of any adverse events (or "near misses"), to learn the reasons for any events and to solve them quickly. We therefore encourage openness between employees and managers, while demonstrating involvement and meeting our obligations. This goal will be achieved by appointing a hospital Risk Management Director.
The hospital exists to provide the highest possible level of health services to its customers. Our customers are therefore a central element in shaping our activities, and they are partners in the organization's decision-making processes. This goal will be achieved by involving them in decision-making entities such as the Quality Assurance Management Steering Committee, various improvement teams, the different quality assurance bodies, the Complaints Committee, and data-gathering bodies.
External parties and suppliers working with the hospital are part of our organization's quality assurance system. We will collaborate with them to help them develop the required level of compliance with standards and quality assurance that the hospital demands. In general, the hospital aims to work only with suppliers who comply with ISO 9000 International Quality Standards.
The hospital's activities will be based on the fundamental values of humanity, professionalism and efficiency.
The administration's commitment is a prerequisite for successful implementation processes and the establishment of the quality assurance system, therefore the medical center's administration undertakes to act in a manner that tangibly demonstrates this commitment.
The main strategic objective for the medical center's employees will be the complete satisfaction of both external and internal customers.
Motivation and full involvement of all employees is central to the continuous quality assurance improvement approach, and the management will therefore work to integrate all or most of the employees in the improvement processes, during or after appropriate training.
Training employees to act on issues of quality assurance is one of the plan's basic components on the path to success. The management determines that most of the training activities and guidance will be carried out by medical center employees.
The center's management believes that departments and employees who strive more than others to improve the quality of work at the center deserve to be recognized and rewarded. It is only fitting that such compensation should also be related to broadening their knowledge of quality assurance issues in a manner that will contribute to the development of the employee and/or the service provided by the unit concerned.
As part of the quality assurance improvement program, the management has decided to establish organizational systems that will help carry out the above policy. The program's success is partly conditional on these systems, and other systems will be established gradually as implementation progresses.
The hospital's commitment to its customers
Hospital customer rights - The patient is the person for whom the hospital was founded and for whom it operates. Patients requiring care at the hospital are entitled to:
Receive care in accordance with the hospital's commitments, as specified in this declaration.
Receive information about staff providing care. Patients are entitled to know the name and position of each person caring for them.
Receive the proposed treatment of their own free will, according to their wishes and with their complete consent. The patient may refuse to accept any treatment, and such a refusal will not adversely affect the patient's right to continue to receive the treatment to which s/he consents, from among the treatments offered by hospital staff. In a medical emergency or if the informed consent of the patient (or a legal guardian responsible for his/her health) cannot be obtained, the necessary medical treatment will be given without delay, provided that such a decision has been taken by three doctors.
Be informed about the purpose of treatment, its nature, every stage and procedure, and the risks associated with it, so that s/he can decide whether to provide consent. The patient is entitled to receive information regarding the alternative forms of treatment and the consequences of refraining from treatment. Upon request, the physician will provide medical information to family members. The patient has the right to elect not to receive information.
When receiving care, the patient is entitled to respect, privacy and the observance of strict confidentiality on all data concerning him/her.
To consult, at his/her own expense, specialists from outside the hospital and to receive an additional medical opinion, with the full cooperation of hospital staff.
The hospital must permit visitors to visit hospitalized relatives and friends at set visiting times, and must provide them with an appropriate, comfortable visiting area. Visiting hours will be set with due consideration for patients' treatment and rest needs and the convenience of visitors, and will be published in the hospital's publications.
The patient is entitled to expect the strictest privacy and confidentiality of medical data relating to him/her. The hospital undertakes to manage medical records of the patient's condition and to ensure that they are filed in accordance with accepted procedures. These records will be made available only to the patient and the physician, unless a patient of sound mind has instructed otherwise in writing (or by order of a court authorized to give such an order).
The patient will only participate in scientific/medical research with his/her full consent, according to the Helsinki Convention and the requirements of the law. The patient is entitled to refuse to participate in any such scientific research. Non-participation in research will in no way be detrimental to the patient or to the care he/she requires.
When providing care, the hospital will abide by the rules, regulations, procedures and ethical instructions which specify our duty towards those entrusted to our care.
Credibility of the hospital service
Hospital management and departments will provide services in strict accordance with the rules of this declaration, according to ISO 9000 Quality Assurance Procedures and according to the total quality assurance management approach.
Hospital management will ensure the preferred use of only standard equipment and drugs provided by manufacturers operating quality-assurance programs with the highest-quality standard.
Every two quarters (six months) hospital management will update the treatment goals regarding appointments, ER waiting times and inpatient stays, hospitalization planning and the nature of its services. Management will make every effort to improve the hospital's performance, according to the standards determined in this declaration.
Hospital publications, including the service quality assurance declaration, total quality management declaration, work procedures and quality assurance according to ISO 9000, medical procedures, emergency operating procedures, the administrative and economic procedures and overall reports (financial, organizational and professional) will be available for public scrutiny, both by posting them on general or designated notice boards in all hospital departments and in the hospital bulletin, and also by making them available to anyone asking for them (on request), unless otherwise stated in the regulations of the Civil Service, Ministry of Health and IDF procedures and the hospital's procedures, and provided that bringing them to public attention will cause no harm to patients or to any third party.
The hospital undertakes to providemedicalservices to its customers both in times of peace and in emergencies, all year round, at all hours of the day, to all those coming to it without discrimination on the grounds of gender, age, race, ethnicity, religion, nationality, place of residence and insurance affiliation, subject to the accepted payment procedures (or on presentation of a financial commitment).
For medical emergencies, treatment will be given immediately.
In normal, peacetime circumstances the hospital will provide those medical services it is authorized to give under its Health Ministry operating license.
The hospital will also be on constant alert to provide special services should an emergency arise, such as:
Preparedness for a mass-casualty incident.
Preparedness to treat victims of toxic substances (chemical agents, industrial toxins).
Preparedness to place the hospital in a state of emergency, by increasing its capacity to answer national requirements.
Medical care will be provided by trained staff who receive constant briefings.
Medical care will be provided using professional work practices that are safe and reliable and meet criteria that are widely accepted in Israel and elsewhere in the world.
Medical care will be provided according to guidelines and clinical criteria (Clinical Guidelines) that are acknowledged, accepted and updated from time to time.
Medical care will be provided using advanced technology and equipment that is safe, of a high quality, which is periodically monitored and tested to ensure its integrity.
To achieve these aims:
The hospital will only employ qualified personnel (as required by their profession and level of training). At least one third of the doctors will be recognized as specialists by the Israel Medical Association, and the remainder will be in various stages of specialization training.
The hospital will operate training and refresher programs at both the departmental and general organizational level - and will make every effort to ensure that the organization's doctors are able to undergo additional training in Israel and abroad.
The hospital will operate a system of clinical discussions, appraisal of problems and monitoring of medical processes, at a fixed frequency of once a month, both at the departmental and at the organizational level.
The hospital will provide doctors with advanced professional information including professional literature, medical journals and access to computerized global data lines providing the latest available knowledge, rapidly and in real time, to ensure patient-care quality.
The hospital will allow its physicians to consult with experts in their field, both inside the hospital and in other institutions in Israel and worldwide. Consultation will be available at all hours of the day and the hospital will allow for additional consultation in real time, as necessary.
Recognizing the importance of medical research in order to develop new qualitative treatment methods, and the contribution of research to doctors' knowledge, the hospital will strive to promote medical research and support doctors participating in research, both within the hospital and outside it.
Medical care will be provided and supervised according to the accepted guidelines of total quality management and according to the requirements of the international ISO 9000 Standard.
Nursing care will be provided by professional, skilled and fully-briefed staff.
Nursing care will be provided using professional, innovative and safe work methods, while maintaining the patient's dignity and privacy.
Care will be given using clear, acknowledged and controlled work procedures which are periodically refreshed and drilled as required.
Nursing care will be provided with respect for the "overall" concept of customer needs, not just the specific illness. Treatment will be based on tried and tested methods based on the best nursing practices.
To achieve this:
The hospital will employ only authorized nurses, at least half of whom will be registered, and some of whom will have expertise and certification in specialized fields and sub-specialties of the nursing professions.
The hospital will run a system of training and detailed knowledge updates in the framework of its policy of "Education as a Service" (EAS), both at the departmental level and within the overall institutional framework. Hospital management will enable its caregivers to participate in ongoing training opportunities, both in Israel and abroad. In this framework, the hospital will aim to raise the level of nursing care by sending caregivers to participate in advanced study programs, including academic studies.
The hospital will operate a system of nursing job procedures based on the best current professional knowledge. The hospital will also run nursing quality assurance systems and control and supervision mechanisms under both management and customers.
The hospital will provide nursing care professionals with advanced professional information including professional literature, medical and nursing journals and free access to computerized global data lines rapidly and in real time, providing the latest accessible information necessary in order to ensure the quality of their work.
The hospital will maintain a system of constant discussion and appraisal of problems.
The hospital will encourage and permit its nursing staff to participate in all areas of nursing and medical research.
Nursing care procedures will be based on the principles of total quality assurance management and will be in compliance with international standard quality assurance management systems ISO 9000.
Availability and accessibility
The hospital will provide round-the-clock services, every day of the year.
The hospital's emergency room will be open and provide medical services constantly, 24 hours a day and all year round. The hospital undertakes to admit any person arriving at the emergency room, whether he/she has been referred by another medical entity or not. The emergency room will provide diagnostic services, emergency care and urgent treatment.
The hospital is committed to begin treating anyone arriving at ER as quickly as possible, and no later than 15 minutes after their admission. We guarantee that in 80% of cases, treatment will be completed within two hours of being admitted to the emergency room.
Decisions on inpatient admissions will be based on medical reasons, and on medical reasons alone.
The hospital undertakes to shorten hospitalization time to the minimum time required for the patient's medical condition, and to reduce to the absolute minimum administrative delays or delays arising from waiting for examinations and clarifications. 80% of patients will not be hospitalized for more than five days. Twice a year, the hospital will publish data on the length of hospital stays.
The hospital undertakes to admit anyone needing urgent hospitalization. On the other hand, elective hospitalizations will only be admitted when the hospital schedule permits.
The hospital will make every effort to ensure that elective hospitalization for diagnosis and surgery will be available within the shortest possible time. Hospitalization for diagnosis will take place at the most within a week. Waiting times for 80% of surgical operations will not exceed three months. From time to time, the hospital will publish the average waiting times for each type of operation. Both inpatient and outpatient procedures will be planned in advance in consultation with the patients, and with their consent.
The hospital clinics are open to the general public by appointment. The hospital will make every effort to ensure that waiting times for appointments at clinics do not exceed 14 days for 80% of patients.
All ambulatory services will be provided depending on the patient and the urgency of treatment required; the hospital will make every effort to ensure that the waiting time does not exceed the above, that the service is provided as far as possible at a time that is convenient for the patient, and under the appropriate conditions.
The hospital will make every effort to allow appointments to be made via every possible channel, including personal contact, by phone or in writing, at the patient's convenience. For non-urgent treatment that does not require hospitalization, the patient will present a medical referral and/or appointment referral from a hospital physician, and a medical insurance payment commitment or actual payment.
Stays and hospitalization
The hospital undertakes to provide its services in a pleasant, comfortable and safe environment, in every part of the hospital.
The hospital buildings and surroundings will be pleasant, clean, neat and well kept, well-lit at night, and marked with appropriate signs in three languages.
The waiting areas will be spacious, clean and comfortable, providing comfortable conditions in which to wait, with background music and the opportunity to watch TV and read newspapers. The hospital will also contain a cafeteria and children's play areas.
Hospitalization will be in comfortable and spacious rooms containing no more than four beds. The hospital will make every effort not to place patients in beds in the corridors, except in extreme cases and if there is no alternative.
The hospital undertakes to provide each patient with an optional telephone and personal television set, subject to the accepted terms of payment.
Food will be served attractively to patients. Patients who are fit enough will receive their meals in the departmental dining rooms, and the others in their beds.
Patients will choose all or most of their meals from a daily menu placed next to their bed.
The food served will be prepared under the supervision of a professional dietitian and will be nutritionally well-balanced while being individually adapted to each patient in a way that will not adversely affect his/her medical condition. Patients who need special foods will also be provided with a variety, and be able to choose between several types of menus and/or courses.
The food served will be kosher, and the hospital will ensure that all its units follow kosher dietary laws.
The hospital will provide hospitalized patients with laundry in sufficient amounts, as needed and in accordance with the patient's condition.
The hospital will ensure that the toilets used by patients and their visitors are kept clean.
Immediate response to the call of the patient is a priority, even if it is necessary to stop doing something else in order to respond. This does not include situations where the response and/or termination of another action endangers the health of the patient (or another patient) or violates his/her privacy.
Information about the service
Customers are entitled to receive telephone information about the hospital and/or hospitalized patients (unless it is restricted for reasons related to laws, regulations or other limitations). The information will be provided in response to requests to the hospital switchboard, or directly to the department. ER and departments will provide information at all hours of the day and night. Information from the outpatient services and administration will be provided during normal working hours.
The phone numbers of the various services will be published in the national telephone directories, in the hospital's internal phone directory, and on the letterhead of the hospital and the various services included in it.
The hospital is working to establish a computerized voice response in the near future.
The hospital will operate a call center providing information to all callers, including various inquiries. In an emergency, the hospital will operate public information centers and provide information to municipal information centers nationwide.
Information will be provided to those contacting the hospital in accordance with medical confidentiality regulations.
As part of its provision of information, the hospital recognizes the right to know the identity of those providing the service. The hospital therefore requires its employees to wear appropriate uniforms, carry clear identification badges, and to identify themselves when answering the phone by stating their name and the name of the department in which they work. The names of service providers will be prominently displayed at the place where the service is provided (on the office door and/or work table or similar place).
Complaints, inquiries and appeals
The hospital will encourage customers to express their views on hospital services and suggest improvements.
The hospital will operate a "Public Complaints Committee" headed by a senior doctor, nurse, social workers and a manager and customer representatives. The committee will provide a body for the referral and investigation of consumer complaints.
The hospital will provide complaint and suggestion boxes in all departments, clinics, services and administrative services.
Free access to address the management of the medical center will be permitted via all channels, including letters, telephone, fax, personal meetings etc. as required.
Unless it has been responded to immediately, a letter or other request (written or oral) will be acknowledged within three days and transferred to the committee or another responsible body for treatment. At the end of clarification and/or treatment of the complaint, the investigation results and information about the way it has been dealt with will be reported to the applicant. If the treatment of a complaint is very prolonged, the applicant will receive an interim report after 60 days at the most, and an additional advisory after each further 60 days until the completion of the investigation and/or treatment.
A process of analysis and appraisal of problems will be carried out for each complaint and groups of complaints, according to types of complaint determined by management and/or the committee. Any conclusions will encompass all aspects of the entity being examined and implications for the department and for the entire medical center. Organizational aspects and aspects of risk management will be considered.
Constant review of customer needs and expectations
Hospital management will ensure the constant examination of customers' needs and expectations in order to provide the highest professional level of services and quality required. This will be done by the following means: Feedback questionnaires, which patients will be asked to fill out once their care has finished.
Satisfaction surveys initiated by management or quality systems, to be conducted every six months, whose results will be published in the hospital's publications.
Encouraging user monitoring:
Local residents through various social organizations.
Local authorities.
Insurers, through their control centers.
Ministry of Health, through the ministry's quality assurance mechanisms and Public Complaints Commissioner.
Monitoring of specialization by the Scientific Council of the Israel Medical Association.
Encouraging those receiving hospital services to suggest improvements by placing suggestion boxes in all departments of the hospital.
Involving the customers in various improvement teams at the hospital, both at the overall organizational level and in the departments.
Various improvement committees of the Friends of the Hospital, the Municipal Association and ad hoc committees of the institution's customers.
Below are details of the various entities and their guiding principles:
Policy Committee
Monitoring and threshold testing
Service quality assurance declaration, quality assurance wardens and quality assurance departments.
Training unit
Public complaints officer
Issues requiring early intervention are usually the most pressing. However, in order to create broad awareness of quality assurance issues throughout the medical center from the earliest stages of implementation, management has decided to choose a combination of subjects at the departmental, divisional, disciplinary and interdisciplinary level. The first issues to be addressed will be:
Emergency room treatment, with an emphasis on the provision of orderly services and on waiting times.
The maternity emergency room and department, with a focus on hotel services and follow-up procedures.
Blood-bank services, ordering and provision of blood transfusions for patients.
Accidents during hospitalization, with an emphasis on drug dispensing.
Collection from the health funds, with an emphasis on differential hospitalization billing procedures.
Procedures for reviewing and approving suppliers
A project at a level of complexity of the type being considered requires an aggressive and effective marketing system. This system covers two main areas:
External marketing
Main points of the policy
To ensure the ways in which the quality assurance policy is implemented and constant improvements in our institution, the hospital will operate a quality assurance system based on:
A. The management's clear and unequivocal quality assurance policy.
B. Implementation of Total Quality Management (TQM) and Continuous Quality Improvement (CQI).
C. Managing a quality assurance system based on the requirements of the international standard of quality assurance management systems for service organizations (Series of Standards ISO 9002, Implementation Guidelines ISO 9004, and any derived from these in the future).
D. Risk Management.
E. Incorporation of elements of Outcome Management and efforts to achieve recognition according to the principles to be formulated by professional and scientific bodies responsible for this (accreditation).
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text:
Grant Thornton LLP is once again recognized as a Great Place to Work®
Grant Thornton LLP
TORONTO, April 20, 2012 /CNW/ - Grant Thornton LLP has been recognized as one of the Best Workplaces in Canada for the fifth year in a row.
"I'm incredibly proud of what we've accomplished together," said Phil Noble, CEO and Executive Partner, Grant Thornton. "The award recognition itself is really just the icing on the cake. Our goal is and has always been a commitment to creating an environment where all of our people can thrive—both professionally and personally."
"For Grant Thornton, being a Best Workplace is not an HR initiative, it's a business imperative," adds Sharon Healy, National Managing Director, People and Culture, Grant Thornton. "To retain, engage and attract the very best talent, we need to be able to compete with the best employers in the country."
The list of "Best Workplaces in Canada" is compiled by the Great Place to Work® Institute Canada. The competition process is based on two criteria: two-thirds of the total score comes from a 58-statement survey completed by employees, along with their open-ended comments about their organization; the remaining one-third of the score comes from an in-depth review of the organization's culture, including an evaluation of HR policies and procedures. This offers a rigorous representation of the organization from an employee perspective, and an overall portrait of the workplace culture. Together, they provide crucial data relative to the five trust-building dimensions of a great place to work®: credibility, respect, fairness, pride and camaraderie.
This year's list received over 230 nominations and over 49,000 employees participated in the 2012 "Best Workplaces in Canada" survey.
About the Great Place to Work® Institute
Great Place to Work® Institute is a global research and management consultancy with expertise on workplace transformation and a presence in 46 countries worldwide. Its mission is to improve society by creating better workplaces. They are best-known for their global Best Workplaces Programme, which they produce in conjunction with prestigious media partners such as the Globe and Mail, the Financial Times and Fortune. With more than 5,500 organizations surveyed every year across the globe, the programme is the world's largest of its kind.
About Grant Thornton in Canada
Grant Thornton LLP is a leading Canadian accounting and advisory firm providing audit, tax and advisory services to private and public organizations. Together with the Quebec firm Raymond Chabot Grant Thornton LLP, Grant Thornton in Canada has approximately 4,000 people in offices across Canada. Grant Thornton LLP is a Canadian member of Grant Thornton International Ltd, whose member firms operate in close to 100 countries worldwide.
Tania Freedman
Senior Manager, Media Relations
T +1 (416) 607-2745
Grant Thornton LLP is a leading Canadian accounting and advisory firm providing audit, tax and advisory services to private and public organizations. We help dynamic organizations unlock their potential for growth by providing meaningful, actionable advice through a broad...
Grant Thornton Expands Across Canada: "The World is Changing, and ...
Quisitive Selected as Grant Thornton's Application Development...


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Public communication from research institutes: is it science communication or public relations?
There is growing competition among publicly funded scientific institutes and universities to attract staff, students, funding and research partners. As a result, there has been increased emphasis on science communication activities in research institutes over the past decade. But are institutes communicating science simply for the sake of improving the institute's image? In this set of commentaries we explore the relationship between science communication and public relations (PR) activities, in an attempt to clarify what research institutes are actually doing. The overall opinion of the authors is that science communication activities are almost always a form of PR. The press release is still the most popular science communication and PR tool. There is however disagreement over the usefulness of the press release and whether or not gaining public attention is actually good for science.
Public communication from research institutions often functions as both science communication and public relations. And while these are distinct functions, public relations efforts often serve as science communication tools. This is because successful science communication and public relations efforts for research institutions both rely on finding shared language and disseminating findings in context.
In this commentary I explain why research institutions are neither doing science communication nor developing 'public' relations in the proper sense. Their activities are rather a mix of different things, serving various purposes and targets. However, dealing with PCST, their main responsibilities [should] include: promoting genuine communication and dialogue, being open and accessible to the public, providing high quality scientific information, ensuring good internal communication and educating their scientific staff.
This issue of the Journal of Science Communication raises a number of questions about the ways that new scientific research emerges from research institutions and in particular the role played by scientists, press officers and journalists in this process. This is not to suggest that the public don't play an equally important role, and several articles in this issue raise questions about public engagement, but to explore the dynamics at play in one specific arena: that of news production. In this editorial I explore the increasing reliance of science journalists on public relations sources and consider what questions this raises for science communication.


text:
Dahua Technology Ltd
NVR (IPC Support list) VMS Partners Storage Partners Brochures
ONVIF hosts public interoperability demonstration and reception at Security Essen 2014
The event also features an overview by ONVIF Steering Committee Chairman Per Björkdahl
ONVIF, the leading global standardisation initiative for IP-based physical security products, is hosting a public interoperability demonstration and reception during Security Essen in Essen, Germany, on the 25th of September, 2014. The event is taking place at the Atlantic Congress Hotel, located next to the Messe Essen fairgrounds.
ONVIF members such as Axis, Hikvision, Siemens, Meyertech, Panasonic and Dahua is showcasing devices or clients that are conformant with Profile S for IP-based video systems or Profile C for IP-based access control. The event also features an overview by ONVIF Steering Committee Chairman Per Björkdahl, addressing ONVIF's recent accomplishments such as the introduction of Profile G for video storage and recording, and the organisation's strategic outlook for the future.
"At ONVIF, we continue to witness widespread adoption of our profile-based standards," Björkdahl said. "These live demonstrations not only give our members the opportunity to show interoperability in action, but let everyone see just how many video, access control and recording products are now ONVIF conformant."
Video security systems
Dahua Technology Ltd products
Dahua 65'' UHD Video Wall Display Unit
Dahua 8MP TiOC Network Camera
Dahua HDCVI Quick Install IR Eyeball Camera
Dahua 2MP HDCVI IR Eyeball Camera
Dahua HDCVI Active Deterrence Camera
Dahua 8MP WizSense network camera
Dahua Double-lens HDCVI Mobile IR Camera
Facial recognition access controller
4MP HDCVI IR Eyeball Camera from Dahua
Dahua 4MP Vari-focal Dome WizMind Camera
Dahua's TPC-BF2221-HTM thermal camera
Dahua 3MP WizMind Dual-Lens Network Camera
Dahua Starlight PTZ WizSense Network Camera
Dahua Technology Ltd news
Dahua Technology UK & Ireland announces the launch of a new Consultants' Support Programme to support CCTV and security consultants
A new initiative designed to deliver unprecedented levels of support for CCTV and security consultants has been unveiled by Dahua Technology UK & Ireland. The Key Consultants Programme for the UK and Irish markets will see Dahua harness its technical and product expertise to keep consultants up-to-date with developments in security technology, including regular and informative product and technology updates, training and CPD opportunities, and help with specifying the best equipment for the...
Dahua Technology obtains ISO/IEC 27701 Certificate from British Standards Institution
Dahua Technology, a video-centric smart IoT solution and service provider, is honoured to announce that it has obtained ISO/IEC 27701 Certificate from British Standards Institution (BSI). Formed in 1901, BSI was the first National Standards Body. Representing UK interests at the International Organization for Standardization (ISO), the International Electrotechnical Commission (IEC) and the European Standards Organizations (CEN, CENELEC and ETSI), BSI aims help improve the quality and safety of...
Dahua Technology supports the public through charity sales and Dahua Charity Fund
This year has witnessed an array of unprecedented crises that disrupted people's lives around the world. Nevertheless, despite challenges and difficulties, people and organisations around the world are pulling together to help those in need. It could be a donation of clothing and food, or just a simple word of encouragement and support. Regardless of nationality, race, ethnicity and other differences the world has, every person stands together. As a front runner of video-centric smart IoT solut...
Dahua Technology Ltd case studies
An important heritage site which played a key role in protecting the UK during World War II is itself being made safe and secure with the installation of a comprehensive and fully integrated security system, including more than 75 Dahua HD CCTV cameras. Battle of Britain Bunker The Battle of Britain Bunker is an underground operations room in Uxbridge, formerly used by No. 11 Group Fighter Command during the Second World War, most notably in the Battle of Britain and on D-Day. The operations...
Dahua Technology deploys networked video surveillance system at Petwood Hotel, formerly The Dambusters home
A networked surveillance system has been installed at Petwood Hotel in Lincolnshire, the former home of members of 617 Squadron, more famously known as The Dambusters, during World War 2. The hotel, situated in the village of Woodhall Spa, was originally built in 1905, as a country house for a wealthy Baroness, and after serving as a military convalescence hospital during World War 1, was converted into a hotel in 1933. Located among magnificent lawns and landscaped gardens, the Grade II-listed...
Dahua provides its Mobile Solution to enhance patrolling services for the Buenos Aires police
As one of the most important provinces of Argentina, Buenos Aires Province has been seeking to improve work efficiency and emergency response speed of its police force. However, the local police was always lacking of evidence when performing legal actions towards violence, traffic accidents, and other social incidents. This created temporary loopholes in law enforcement that criminals and erring people took advantage of in order to escape legal sanctions. For this reason, the Ministry of Securi...
Dahua Technology Ltd white papers
Enhanced Ethernet Technology (ePoE)
HDCVI 3.0: Re-Empowering The Analogue Coax Infrastructure For Intelligent UHD Video
Dahua Technology Ltd virtual events
Dahua Technology Partner Day 2020
Dahua x Omedia joint webinar - Solving security challenges: Next-generation network cameras
http://www.dahuasecurity.com
Contact Dahua Technology Ltd
No 1199 Bin'an Road
Binjiang District
T: +86 571 8768 8883
F: +86 571 8768 8815
E: overseas@dahuatech.com
W: www.dahuasecurity.com/
Sections CCTV Access Control Intruder Alarms Companies News Insights Case studies Markets Virtual events Events White papers Videos September 2014 news RSS


text:
Films > In Search of the Castaways
8.00 out of 10 stars from
In Search of the Castaways (1962)
Director(s) Robert Stevenson
Producer(s) Hugh Attwooll (associate)
Top Genres Adventure, Family, Fantasy, Science Fiction
Featured Cast:
See Full Cast
(as Jacques Paganel)
(as Mary Grant)
(as Thomas Ayerton)
In Search of the Castaways Overview:
In Search of the Castaways (1962) was a Adventure - Family Film directed by Robert Stevenson and produced by Hugh Attwooll.
In Search of the Castaways...and an Escaped Tiger!
By Rick29 on Feb 21, 2019 From Classic Film & TV Cafe
Hayley Mills, her castmates, and some spotty special effects. If asked to name the three biggest boxoffice hits of 1962, would one of your responses be In Search of the Castaways? Yet, it ranked right behind Lawrence of Arabia and The Longest Day with U.S. moviegoers. That's not surprising when you... Read full article
See all In Search of the Castaways articles
Quotes from
Jacques Paganel: An earthquake of the first magnitude!
Lord Glenarvan: Why would a shark swallow a bottle?
Jacques Paganel: What was in his mind, I don't know. I only know what was in his stomach.
Mary Grant: [singing] Cast away, cast away: trust in your star. You know I will find you wherever you are. Though all your dreams may be tossed by the tide, cling to your hopes: never cast them aside. Cast away, cast away, though you may be lost in the wilderness, over the sea: I will discover your cast away shore, and you'll be a cast away no more. Oh, you'll be a cast away no more.
read more quotes from In Search of the Castaways...
Inia Te Wiata's final feature film.
Hayley Mills made this film about about shipwrecked castaways two years after her father, John Mills, starred in Swiss Family Robinson also made by Walt Disney about shipwrecked castaways.
Second Walt Disney's studio film adaptation of a Jules Verne novel. The first was 20000 Leagues Under the Sea. The characters of Lord Ayerton and Captain Nemo later appeared together in Verne's novel The Mysterious Island. Ironically, Disney never adapted this novel, though other studios have.
read more facts about In Search of the Castaways...
Also directed by Robert Stevenson
Director (Credited)
Genre(s): Comedy, Family, Fantasy, Musical
Genre(s): Drama, Film Adaptation, Romance
The Misadventures of Merlin Jones
Genre(s): Comedy, Family, Science Fiction
More about Robert Stevenson >>
Also produced by Hugh Attwooll
The Watcher in the Woods
Associate Producer (Credited)
Candleshoe
More about Hugh Attwooll >>
Also released in 1962
Director(s): David Lean
Genre(s): Action, Adventure, Biographical, Drama
Director(s): Robert Mulligan
Genre(s): Crime, Drama, Film Adaptation, Mystery
Director(s): John Frankenheimer
Genre(s): Drama, Film Adaptation, Mystery, Thriller/Suspense
See All 1962 films >>


Elder care or care for the elderly refers to fulfilling special needs of senior citizens. Senior citizens today means our own parents, elderly destitute people, the homeless and others of old age who may be infirm or ill. In many countries around the world, 'elderly care' covers a whole area of related services in the areas of adult day care, assisted living, long-term care, home-care, hospice care and so on. However, these services vary from region to region depending upon cultures, ethnic races, communities etc. Unlike many parts of the western world, among the eastern nations elderly parents continue to be looked after by children or family members unless there is a specific need to use elderly care services.
In the present context, elderly care has come to mean the personal and social requirements of elders who largely need some kind of assistance with daily activities and chores but choose to lead their life independently and with dignity without being dependent on any one person. It is noteworthy that this is a burgeoning segment but is still vastly unrecognized and falls under the unpaid market sector. By 2050, the percentage of the elderly in world population is likely to be between 18 to 20 percent.
Elderly care can be a very challenging concept especially if the person who needs the care is resistant or unwilling to seek assistance. The key to providing adequate and wholesome elderly care is to understand what lies beneath the 'resistance' so that an atmosphere of co-operation is established.
One of the main reasons for resisting assistance is the unwillingness to relinquishing privacy and adjusting oneself to new methods and routines. This makes them feel wary and vulnerable and at the heart of the issue is the feeling that they will ultimately become a burden to those around them as they get older and older.
Elder care is one of the major issues that organizations like the WHO is targeting to fulfill the vital needs of healthcare services of older populations.


In the UNDER THE WATER collection, water becomes a concept that expresses the complexity of life. Time becomes, refuge, love, death, rebirth. Water has the power and the freedom to build new shapes and to create unique shades, everything in perfect harmony. Thus, the UNDER THE WATER collection is a metaphor, an unwritten poem, a fluid flight.


What is your student doing for spring break?
Playing video games? Sleeping in? Going to the mall? What if their spring break was about making an impact in the lives of others? Making a difference?!
This is an opportunity for your student to do something they will remember for the rest of their lives! Join middle school students from all Bayside campuses on the annual 10:45 Spring Break Mission Trip. Taken from Mark 10:45, Jesus gives us the example to serve others.
We will head to San Francisco to serve the homeless in the Tenderloin District. This will be an eye-opening and exciting time! We are partnering with a local ministry called City Impact who has been serving this community for 30 years.
Students will experience God like never before as they step out of their comfort zone and work with food banks, mobile food delivery, a local thrift store, and much more.
Step 2: Complete the City Impact Waiver and Turn Into Your Campus Pastor.
Guys will be staying at City Impact headquarters, which is located in the heart of the Tenderloin. This building is very secure (many of the City Impact staff live in this building as well). Ladies will be staying in the Salvation Army Gymnasium.
We will take buses from Bayside Church to the front door of City Impact. During our stay, we will not need transportation, as everything is located within walking distance.
How many leaders will be on this trip?
We have a great leader/student ratio of 1 to 7. In addition to our experienced Bayside staff and volunteer adult leaders, the City Impact staff will be with us each day.
City Impact is on the same block as the police station and has never had an incident of concern with a member of a missions trip team. We will always be in a group of at least ten when we go outside and we will have one of the experienced City Impact leaders with us at all times.
Can my 6th grader attend?
Yes, this is a mission trip for all 6th, 7th and 8th graders.
If you have any other questions, please feel free to visit the City Impact webpage at: http://sfcityimpact.com/missions/.
We will be sending an informational email to all students who have registered with a packing list, check-in information, and any other relevant information that you will need to know.


Naperville Covered Bridge Postcard | Christopher Arndt Postcard Co.
Created in 1981 to commemorative the 150th anniversary of Naperville, IL – the beautiful Riverwalk features over 1.5 miles of brick walking paths along the DuPage River and includes covered bridges, fountains, and outdoor sculptures.
© Christopher Arndt Images. All rights reserved. Derivative work based on an original photograph by Christopher Arndt. Used by permission.


text:
package com.qubole.quark.planner.parser.sql;

import org.apache.calcite.sql.SqlIdentifier;
import org.apache.calcite.sql.SqlKind;
import org.apache.calcite.sql.SqlNode;
import org.apache.calcite.sql.SqlNodeList;
import org.apache.calcite.sql.SqlSpecialOperator;
import org.apache.calcite.sql.SqlWriter;
import org.apache.calcite.sql.parser.SqlParserPos;
import org.apache.calcite.util.Pair;

/**
 * A SqlAlterQuarkDataSource is a node of a parse tree which represents an ALTER
 * metadata for Quark DataSource
 */
public class SqlAlterQuarkDataSource extends SqlAlterQuark {
  //~ Constructors -----------------------------------------------------------

  public SqlAlterQuarkDataSource(SqlParserPos pos,
                       SqlNodeList targetColumnList,
                       SqlNodeList sourceExpressionList,
                       SqlIdentifier identifier) {
    super(pos, targetColumnList, sourceExpressionList, identifier);
    operator = new SqlSpecialOperator("ALTER_DATASOURCE", SqlKind.OTHER_DDL);
    operatorString = "ALTER DATASOURCE";
  }

  @Override public void unparse(SqlWriter writer, int leftPrec, int rightPrec) {
    writer.keyword("ALTER");
    writer.keyword("DATASOURCE");
    identifier.unparse(writer, leftPrec, rightPrec);
    writer.keyword("SET");
    for (Pair<SqlNode, SqlNode> pair
        : Pair.zip(getTargetColumnList(), getSourceExpressionList())) {
      writer.sep(",");
      SqlIdentifier id = (SqlIdentifier) pair.left;
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redpajama_set_name: RedPajamaGithub


text:
Das Istituto Bruno Leoni (IBL) ist ein italienischer Think-Tank mit libertärer Ausrichtung. Er ist benannt nach dem Anwalt, Politologen und Rechtsphilosophen Bruno Leoni. Gegründet im Jahr 2003, mit Sitzen in Mailand und Turin, setzt es sich für klassisch liberale Überzeugungen in Italien und ganz Europa ein.

Die Organisation veröffentlicht das Institut jährlich eine große Anzahl von weitreichenden Publikationen, die Bände mit großen Auflagen und Papiere mit dem Fokus auf der Analyse von Staatstätigkeit umfasst. Präsident des Institutes ist das ehemalige Mitglied des Senato della Repubblica und Unternehmer Franco Debenedetti. Generaldirektor des Institutes ist der Journalist und Autor Alberto Mingardi.

Laut dem Global Go To Think Tank Index Report 2017, einem Ranking der Universität von Pennsylvania, kommt die Organisation auf Rang 130. aller Think-Tanks weltweit und ist somit das 108. unter den Think-Tanks außerhalb der Vereinigten Staaten und das 72. Think-Tank in Westeuropa.

Entstehung und Ziele
Die Organisation wurde im Jahr 2003 von Carol Erickson, Franco Forlin, Sergio Leali, Carlo Lottieri, Alberto Mingardi, Carlo Stagnaro und Tito Tettamanti gegründet, mit dem Ziel sich für freie, marktwirtschaftliche Ideale einzusetzen. Dabei bezieht es sich in erster Linie auf Ökonomen und Philosophen der Österreichischen Schule wie Carl Menger, Eugen von Böhm-Bawerk, Ludwig von Mises, Joseph Schumpeter, Friedrich von Hayek und Murray Rothbard. Aber auch auf Vertreter anderer Schulen wie beispielsweise Milton Friedman der University of Chicago, James M. Buchanan (Neue Politische Ökonomie), Wilhelm Röpke (Wirtschaftswissenschaftler), als Vertreter des Ordoliberalismus oder Politiker wie Luigi Sturzo, Luigi Einaudi, zweiter Präsident der Italienischen Republik oder Margaret Thatcher, ehemalige Premierministerin des Vereinigten Königreichs.

Zu den zentralen Zielen werden der Einsatz für robuste Eigentumsrechte, gegen Steuerbelastung, für freie marktwirtschaftliche Betätigung und gegen staatliche Eingriffe gezählt. Protektionismus wird abgelehnt, die Dynamiken der Globalisierung werden dagegen befürwortet.

Veranstaltungen
Das Istituto Bruno Leoni organisiert ganzjährig Veranstaltungen wie Konferenzen, Seminare zu verschiedensten Themen zu denen häufig Autoren, Wissenschaftler oder andere Gäste eingeladen werden, um ihre Projekte vorzustellen. Zu den wichtigsten Veranstaltungen jedes Jahr gehört unter anderem das jährliche Dinner des Institutes, bei welchem gleichzeitig der Bruno Leoni Preis vergeben wird. Zu den Preisträgern zählen der Nobelpreisträger Vernon L. Smith (2008) sowie der US-amerikanische Historiker Richard Pipes (2015).

Veröffentlichungen und Projekte
Autoren und Mitglieder des IBLs veröffentlichen in regelmäßigen Abständen Beiträge in bekannten Tageszeitungen, ebenso wie Bücher oder Fachartikel zu sozialwissenschaftlichen und wirtschaftswissenschaftlichen Themen. Seit 2009 verfügt die Denkfabrik über ein eigenes Verlagshaus (IBL Libri). Des Weiteren besitzt das Institut in Zusammenarbeit mit dem Journalisten des Radiosenders der Tageszeitung Il Sole 24 Ore, Oscar Giannino, einen Blog. Zu wichtigen Projekten des Istituto Bruno Leoni gehören unter anderem der jährliche Liberalisierungsindex (siehe unten) und das Projekt "IBL nelle scuole" (IBL an Schulen), bei diesem handelt es sich um zwei "erste wirtschaftswissenschaftliche Vorlesungen" für Schüler der Sekundarstufe in Italien, bei welchen die Schüler, anhand einfacher Erklärungen, einen ersten Überblick über wirtschaftswissenschaftliche Konzepte wie Preis, Produktivität und die Rolle des Staates und der Staatstätigkeit bekommen sollen. Im Februar 2018 wurde im Auftrag des Institutes ein großer "Schuldenzähler" an den Hauptbahnhöfen von Mailand und Rom angebracht, der die steigenden italienischen Staatsschulden zählte und die vorbeilaufenden Reisende daran erinnern sollte, dass jedes weitere Wahlversprechen gleichzeitig neue Schulden bedeute.

Flat Tax – "25 % per tutti" ("25 % für alle")
Eine größere Bekanntheit in der italienischen Öffentlichkeit erlangte die Denkfabrik mit dem Projekt "25 % per tutti", welches 2017 mit der Veröffentlichung des Buches von Nicola Rossi (Autor und Politiker) vorgestellt wurde. Der Vorschlag sieht eine radikale Umstrukturierung des komplexen italienischen Steuer- und Abgabensystems und die Einführung einer einheitlichen flachen Quote (Flat Tax) von 25 % für die wichtigsten Steuern (u. a. Einkommensteuer, Unternehmenssteuer, Umsatzsteuer) vor. Der Entwurf wurde in den Medien und der Öffentlichkeit im Vorfeld der Parlamentswahlen in Italien 2018 breit diskutiert. Sowohl die Forza Italia von Silvio Berlusconi, als auch die Lega Nord von Matteo Salvini nahmen die Idee für die Umsetzung einer Flat Tax von 23 % bzw. 15 % in ihr jeweiliges Wahlprogramm mit auf.

Liberalisierungsindex

Seit 2007 veröffentlicht das Istituto Bruno Leoni jährlich einen Liberalisierungsindex, welcher seit dieser Zeit immer umfangreicher wurde und inzwischen alle Mitgliedsstaaten der europäischen Union umfasst. Der "Indice delle Liberalizzazioni" hat zum Ziel den Grad der wirtschaftlichen Offenheit der Mitgliedsstaaten anzugeben und untersucht dafür zehn unterschiedliche ökonomische Sektoren (Öl- und Benzinhandel, Strom, Gas, Postwesen, Arbeitsmarkt, Telekommunikation, Radio, Lufttransportwesen, Schienentransportwesen und Versicherungen). Der Liberalisierungsindex ist die meistzitierteste Veröffentlichung des Think-Tanks und findet sich regelmäßig in wissenschaftlichen Arbeiten und journalistischen Publikationen wieder.

Mitgliedschaften
Das Istituto Bruno Leoni ist Partner des Atlas Networks und Mitglied der Cooler Heads Coalition, einem von Unternehmen der fossilen Energiebranche finanzierten Netzwerk von Think Tanks, die den menschengemachten Klimawandel leugnen.

Weblinks

Einzelnachweise

Denkfabrik
Österreichische Schule
Organisation (Mailand)
Ordoliberalismus
Organisation (Turin)
Gegründet 2003

redpajama_set_name: RedPajamaWikipedia


text:
Romance: A Novel
By Joseph Conrad, Ford Madox Ford
PART FOURTH
BLADE AND GUITAR
THERE was a slight, almost imperceptible jar, a faint grating noise, a whispering sound of sand-and the boat, without a splash, floated.
The earth, slipping as it were away from under the keel, left us borne upon the waters of the bay, which were as still as the windless night itself. The pushing off of that boat was like a launching into space, as a bird opens its wings on the brow of a cliff, and remains poised in the air. A sense of freedom came to me, the unreasonable feeling of exultation-as if I had been really a bird essaying its flight for the first time. Everything, sudden and evil and most fortunate, had been arranged for me, as though I had been a lay figure on which Romance had been wreaking its bewildering unexpectedness; but with the floating clear of the boat, I felt somehow that this escape I had to manage myself.
It was dark. Dipping cautiously the blade of the oar, I gave another push against the shelving shore. Seraphina sat, cloaked and motionless, and Tomas Castro, in the bows, made no sound. I didn't even hear him breathe. Everything was left to me. The boat, impelled afresh, made a slight ripple, and my elation was replaced in a moment by all the torments of the most acute anxiety.
I gave another push, and then lost the bottom. Success depended upon my resource, readiness, and courage.
And what was this success? Immediately, it meant getting out of the bay, and into the open sea in a twelve-foot dinghy looted from some ship years
ago by the Rio Medio pirates, if that miserable population of sordid and ragged outcasts of the Antilles deserved such a romantic name. They were sea-thieves.
Already the wooded shoulder of a mountain was thrown out intensely black by the glow in the sky behind. The moon was about to rise. A great anguish took my heart as if in a vice. The stillness of the dark shore struck me as unnatural. I imagined the yell of the discovery breaking it, and the fancy caused me a greater emotion than the thing itself, I flatter myself, could possibly have done. The unusual silence in which, through the open portals, the altar of the cathedral alone blazed with many flames upon the bay, seemed to enter my very heart violently, like a sudden access of anguish. The two in the boat with me were silent, too. I could not bear it.
"Seraphina," I murmured, and heard a stifled sob.
"It is time to take the oars, Señor," whispered Castro suddenly, as though he had fallen asleep as soon as he had scrambled into the bows, and only had awaked that instant. "The mists in the middle of the bay will hide us when the moon rises."
It was time-if we were to escape. Escape where? Into the open sea? With that silent, sorrowing girl by my side! In this miserable cockleshell, and without any refuge open to us? It was not really a hesitation; she could not be left at the mercy of O'Brien. It was as though I had for the first time perceived how vast the world was; how dangerous; how unsafe. And there was no alternative. There could be no going back.
Perhaps, if I had known what was before us, my heart would have failed me utterly out of sheer pity. Suddenly my eyes caught sight of the moon making like the glow of a bush fire on the black slope of the moun
tain. In a moment it would flood the bay with light, and the schooner anchored off the beach before the Casa Riego was not eighty yards away. I dipped my oar without a splash. Castro pulled with his one hand.
The mists rising on the lowlands never filled the bay, and I could see them lying in moonlight across the outlet like a silvery white ghost of a wall. We penetrated it, and instantly became lost to view from the shore.
Castro, pulling quickly, turned his head, and grunted at a red blurr very low in the mist. A fire was burning on the low point of land where Nichols—the Nova Scotian-had planted the battery which had worked such havoc with Admiral Rowley's boats. It was a mere earthwork and some of the guns had been removed. The fire, however, warned us that there were some people on the point. We ceased rowing for a moment, and Castro explained to me that a fire was always lit when any of these thieves' boats were stirring. There would be three or four men to keep it up. On this very night Manuel-del-Popolo was outside with a good inany rowboats, waiting on the Indiaman. The ship had been seen nearing the shore since noon. She was becalmed now. Perhaps they were looting her already.
This fact had so far favoured our escape. There had been no strollers on the beach that night. Since the investment of the Casa Riego, Castro had lived amongst the besiegers on his prestige of a superior person, of a caballero skilled in war and diplomacy. No one knew how much the tubby, saturnine little man was in the confidence of the Juez O'Brien; and there was no doubt that he was a good Catholic. He was a very grave, a very silent caballero. In reality his heart had been broken by the death of Carlos, and he did not care what happened to him. His action was actuated by his


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Real-world examples of sites doing it right (and maybe a few that are doing it wrong!).
Mark is a frontend developer (and general web tinkerer) currently working at Clearleft, where he builds websites with some of the smartest people in the industry. He also helps develop a browser plugin for Gmail called ActiveInbox that has a passionate community of users across the world.


Casino companies in Western Massachusetts and municipal leaders are preparing for some high-stakes negotiations over impact fees and other measures to alleviate the effects of gambling projects on cities and towns that surround a community that would be home to a casino.
Massachusetts is among many states that require commercial casinos to negotiate contracts with municipalities where the resort would be built. But unlike other states, Massachusetts also requires developers to reach separate, written mitigation agreements with each community that might border or be close to a "host" community, casino executives said.
In Western Massachusetts, that means up to a couple dozen different communities could eventually be negotiating agreements for fees, traffic or sewer improvements, school funds or other ways to offset the impacts of casinos in a nearby city or town.
The Massachusetts Gaming Commission, the powerful five-member state agency that will issue licenses for casinos, would be ultimately responsible for designating some municipalities as "surrounding" communities, authorizing them to negotiate agreements with casinos.
The casino law mandates that casino developers reach written agreements with communities where they want to open a resort and then put the details in those agreements up for a vote. Casinos need voter approval before they apply for a state license.
The adjacent or surrounding communities don't get to vote on casinos, but they can negotiate with companies for fees, improvements to roads or other infrastructure and other protections. The agreements with surrounding communities need to be approved before the gaming commission grants a license.
Casino companies must reach mitigation agreements with surrounding communities as part of the process for applying for a state license from the gaming commission.
It's currently unclear what communities will be officially named as "surrounding" communities and allowed to bargain for agreements.
More to follow on this process during the next posts. Tomorrow will still be Weekend Entertainment Wednesday. That's all for now.