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Top Trending Results from the 2020 Vision Survey: Get the First Look
January 10, 2019 | By Team Talemetry
In a rapidly changing recruiting landscape, where a disconnected recruiting environment undermines and interferes with the efficiency of organizational recruitment efforts, finding and attracting top talent has never been more challenging. On top of this, there is more scrutiny than ever before from senior leadership on the value and effectiveness of talent acquisition. With knowledge of this complex recruiting environment, Talemetry wanted to understand how enterprise organizations are responding to challenges in the existing landscape, and identify trends and strategies to empower organizations in optimizing their recruitment marketing function as we move toward the next decade.
Examining Recruiting Trends, Strategies, and Technology for 2019 and Beyond
The Talemetry 2020 Vision Survey asked over 100 talent acquisition professionals across enterprise organizations with more than 1,000 employees about their current recruitment marketing challenges, the resources they use to meet those challenges, and the technologies they plan to implement in 2019 and well into the next decade. Here we will take a look at four of the top initial findings based on these latest survey results.
#1: Current Talent Landscape and Budgetary Constraints Make It Difficult to Win the War for Talent
Finding and attracting top talent continues to remain a major challenge for enterprise organizations today. According to 50 percent of respondents from the 2020 Vision Survey, the lack of enough qualified applicants is the single biggest issue recruiting organizations face today, followed by fierce competition for talent at 47.9 percent. The third most pressing challenge identified was the lack of budget to drive needed recruitment results, with 42.7 percent of respondents selecting it as a major roadblock to their organization.
Respondents were also asked to identify top recruitment marketing technology challenges their organization faces today. Their answers are not surprising, but they are disheartening. Budgeting and resource allocation was again noted as problematic in their function. Specifically, 45.6 percent of respondents indicated that they have difficulty evaluating and monitoring job advertising activities and budgets. Beyond resources, more than 43 percent of participants indicated their organization is slow to incorporate emerging technologies like SMS/text or AI for recruiting, while 40.5 percent responded that their application process is not easy or modern. And finally, 31.7 percent of participants said their career site is not personalized or modern either. These results indicate that enterprise organizations overall continue to face an upward climb in talent acquisition and have multiple areas for improvement in optimizing their recruitment marketing technology stack.
#2: Leveraging Top Sources Effectively Expands the Reach for Talent
When asked to select the most effective sources of hire for their organization, 29.4 percent of survey respondents indicated that employee referrals were their top source for finding high quality talent, and more than 82.3 percent said it was in their top three sources. Internal employees were another top source for talent at 21.9 percent of participants ranking it as their top choice. Corporate career site was also ranked by 21.9 percent of respondents as a top source for candidates.
With both employee referrals and internal employees identified as go-to sources for talent, it's interesting to note that leveraging these sources requires less investment and input in candidate management than do traditional outbound recruitment marketing activities. They also present a much smaller pool of candidates to tap into than more mature recruiting organizations have access to, and limit the reach of recruiting organizations to find new sources of talent.
Another surprising finding is that when asked about free job boards like Google for Jobs or Indeed organic search, nearly 27 percent of respondents said it was their top source of finding talent. However, when the 2020 Vision Survey also asked follow-up items on leveraging Google and Indeed, participants were less certain. Specifically, when responding to how Google for Jobs will impact recruitment marketing strategies in 2019, an incredible 58.8 percent of respondents said they are still trying to learn more about Google for Jobs, while 15 percent indicated they have no plans to make changes to their recruitment marketing strategies in 2019 related to Google for Jobs. Similarly, when asked how they currently incorporate Indeed into their recruiting efforts and application process, 67.1 percent of respondents either do not optimize Indeed or use it at all. Without expanding and maximizing the reach for talent, recruiting organizations will be less able to attract more of the best talent and stay competitive with organizations who consistently, purposefully and strategically nurture and harness the latest sources of talent available.
#3: Recruitment Marketing Maturity Impacts Recruiting Performance
To determine the level of recruitment marketing maturity for each enterprise organization represented in the study, the 2020 Vision survey asked participants how they would describe the current level of their recruitment marketing activities. Below are brief definitions for each of the four levels of recruitment marketing maturity:
Level 1: Ad Hoc Recruitment Marketing—Recruitment marketing activities are occurring, but they are not planned or consistent.
Level 2: Developing, But Disconnected Recruitment Marketing—Recruitment marketing activities are more intentional and aligned, but are disparate.
Level 3: Integrated and Efficient Recruitment Marketing—Recruitment marketing activities are more automated, aligned and targeted.
Level 4: Advanced Recruitment Marketing—Recruitment marketing activities are fully integrated, automated, targeted and personalized.
According to the survey, 36.4 percent of respondents indicate that they are at Level 1, while 45 percent of participants indicated they are at Level 2. Only 14.3 percent identify themselves as Level 3, and even fewer, 3.9 percent of participants, say their organizations are Level 4 Advanced in their recruitment marketing activities. These findings are consistent with research by analysts in the industry, including a recent report by George LaRocque of HRWins, and indicate that there is much work to be done to advance the level of maturity and effectiveness for recruiting organizations today.
#4: Short-term Results Outweighed Optimized Recruitment Marketing for the Long-Term
The 2020 Vision Survey also asked respondents to weigh in on their greatest priority in recruitment marketing for 2019 and beyond. Overall, 38.8 percent of participants indicated that filling jobs was their top priority. And this offers no surprise. As the primary metric for recruiting performance, filling jobs is the obvious way recruiting organizations are evaluated on their effectiveness. This focus on short-term results appears to have more priority and emphasis than optimizing recruitment marketing for the longer term. Specifically, respondents were less focused on mechanisms to improve their candidate experience and optimize their recruitment marketing function.
Only 20 percent said they would emphasize expanded reach and automating recruitment marketing activities, just 18.8 percent said they would focus on increasing and enhancing communication with candidates, 13.8 percent said they would focus on personalizing content and micro-targeting, only 7.5 percent would try to bring together disparate recruiting technologies, and just 1.3 percent would look to manage recruiting events with recruitment marketing activities. While filling jobs is the essential backbone of a solid recruiting function, being able to do so effectively is empowered by optimizing areas that inform and impact the overall talent journey, and bring together disparate technologies to make your recruitment process more efficient.
Get More Insights and Stay Tuned
These insights offer just four of the preliminary findings from the Talemetry 2020 Vision Survey. If you'd like to learn more about optimizing recruitment marketing and achieving a 2020 Vision for the next decade, then stay tuned for our upcoming full report released at the end of January. This capstone report not only provides more findings, insights and trends from the 2020 Vision Survey, it also gives practical application, analyst perspectives and predictions associated with each key finding.
In the meantime, we invite you to join our upcoming webinar on January 23, featuring Madeline Laurano, Co-Founder and Chief Research Officer, Aptitude Research Partners, and Pete Sanidas, VP, Revenue, and leader of the Talemetry Research Team. During this insightful webinar, these featured presenters will discuss how to move beyond the old world of recruiting into a new interconnected world that enables you to more effectively recruit top talent for the coming decade.
Article Categories: Enterprise Recruitment Marketing Platform, Operations
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TODAY: Grand Opening of our Murfreesboro Residence at 5:30 p.m.!
Alive has been named a 2017 Best Place To Work!
We've always known that Alive Hospice is an amazing place to work. The Nashville Business Journal thinks so, too, and has named Alive one of its 2017 Best Places to Work! This tremendous honor places Alive Hospice in an elite category of employers in Middle Tennessee.
Nominations were accepted from the public, and employees of nominated companies were asked to complete an online survey conducted by Quantum Workplace. The employee survey measures 10 key engagement categories, including team effectiveness, trust in senior leaders and manager effectiveness.
Alive Hospice will be featured in the 14th annual Best Places to Work presented by Pinnacle Financial Partners special print publication and on NashvilleBusinessJournal.com. Additionally, the Nashville Business Journal will have an awards luncheon on April 28, which will honor all of the winning companies.
Want to work at one of the Best Places To Work? Click here to see our career opportunities!


The life of Susanna Wesley (1669-1742) is both intriguing and illuminating to explore. This book presents her life in ways that will astound the modern reader. Susanna and her husband, Samuel, had nineteen children, ten of whom survived to adulthood. Her son Charles became a well-known hymn writer and her son John became the founder of Methodism.
Susanna was brought up in a Puritan home as the youngest of twenty-five children. As a teenager, she became a member of the Church of England. She became the wife of a chronically debt-ridden parish rector in an English village. She said, "I have had a large experience of what the world calls adverse fortune." Nonetheless, Susanna managed to pass down to her children Christian principles that stayed with them.
Ray Comfort and Trisha Ramos quote from Susanna's many letters and other sources to reveal a true woman of faith, who strongly endured the trials of life. Susanna Wesley: Her Remarkable Life gives readers a generous glimpse into the life of this exemplary wife and mother.
In addition, the authors provide us with contemporary illustrations and faith-building stories that parallel Susanna's experiences of walking out her faith.


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package ru.job4j.isp;

import java.util.ArrayList;
import java.util.List;

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     * Список для хранения пунктов меню.
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    private List<MenuItem> items;

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     *
     * @param menuItems готовые пункты меню.
     */
    public Menu(MenuItem... menuItems) {
        this.items = new ArrayList<>();
        for (MenuItem menuItem : menuItems) {
            this.items.add(menuItem);
        }
    }

    /**
     * Метод для добавления нового пункта меню.
     *
     * @param item новый пункт меню.
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    public void add(MenuItem item) {
        this.items.add(item);
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    /**
     * Напечатать все меню.
     */
    public void printMenu() {
        for (MenuItem item : this.items) {
            item.printSelf("");
            item.printChilds("--");
        }
    }

    /**
     * Выбрать пункт меню по названию.
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    public void select(String name) {
        MenuItem menuItem = null;
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            if (menuItem != null) {
                break;
            }
        }
        if (menuItem != null) {
            menuItem.execute();
        } else {
            System.out.println("Menu item with name " + name + " not found!");
        }
    }
}

redpajama_set_name: RedPajamaGithub


This questionnaire helps you evaluate how severe your prostatic symptoms are. For each question, circle the value that matches your answer.
Compile your total score. If your total is 7 or less, your symptoms are mild. If it is between 8 and 19, you are moderately symptomatic. A score of 20 ore more means that your symptoms are severe. Use this test over time to measure the evolution of your symptoms.
Generally, during the last month, you were annoyed by problems to urinate?
Source : International Prostatic Symptoms Quotation Scale (I-PSS).


text:
KPW Blog
Clarifying Minimum Contacts: Personal Jurisdiction over Corporations
By: Etheldreda C. Smith
In 2014, following the United States Supreme Court's decisions in Daimler AG v. Bauman,[1] we provided an update on the shift in policy away from the landmark International Shoe[2] decision regarding states' exercise of general personal jurisdiction over corporations. Notably, International Shoe's "minimum contacts" test for general personal jurisdiction was murky and resulted in judicial expansion of personal jurisdiction as globalization evolved over the last seventy years. Since Daimler, the Court has continued its shift away from International Shoe in the general jurisdiction analysis and also taken aim at exercises of specific jurisdiction that could undermine Daimler. The cases discussed here illustrate the Supreme Court's desire to realign the states' exercise of personal jurisdiction over corporations with the constitutional guarantees of due process and the burden placed on the defendant.
The Daimler decision provided clarity to corporations regarding the jurisdictions in which they might be subject to suit under a general jurisdiction analysis. Following Daimler, corporations could be subject to suit only in jurisdictions in which their "affiliations with the State are so continuous and systematic as to render it essentially at home in the forum State." Simply put, general personal jurisdiction over corporations can properly be exercised in their state of incorporation or where their principal place of business or corporate headquarters are located. In a footnote, the Supreme Court left open the possibility that in an "exceptional case" a defendant could be subject to general jurisdiction in another state, but did little to elaborate on what factors would create such an "exceptional case;" and subsequent cases have yet to find one.
Walden v. Fiore[3] was decided that same year. In Walden, the Supreme Court provided further insight into personal jurisdiction—this time focusing on specific personal jurisdiction over foreign defendants. The Court underscored that the focus of the inquiry is "the relationship among the defendant, the forum, and the litigation" rather than the defendant's relationship with persons who reside in the forum. Rather than focusing on the situs of the injury as was done in many prior decisions examining the existence of specific personal jurisdiction, Walden held that the defendant's suit-related conduct must connect him to the forum state in a meaningful way. Injury might be relevant to that inquiry, but it would no longer be controlling.
Last year, the Supreme Court again granted certiorari for two cases presenting issues of personal jurisdiction: BNSF Railway Co. v. Tyrrell, et al. and Bristol-Myers Squibb Company v. Superior Court of California, et al.
In BNSF, railroad employees filed suit under the Federal Employers' Liability Act, which makes railroads financially liable for job related injuries sustained by their employees. In two consolidated cases, the Montana Supreme Court held that Montana could properly exercise general personal jurisdiction[4] over the railroad because it "did business" within the state under Section 65 of FELA and was "found within" the State under Montana Rule of Civil Procedure 4(b)(1). The Montana Supreme Court further stated that the due process limits articulated in the Daimler decision did not apply to FELA claims or railroad defendants. Writing for eight of the nine members of the Court and reversing the Montana Supreme Court's holding, Justice Ginsburg explained that the constraints of Daimler apply to "all state-court assertions of general jurisdiction over nonresident defendants; the constraint does not vary with the type of claim asserted or business enterprise sued."[5]
Bristol-Myers Squibb and BNSF were argued the same day. There, the California Court of Appeal applied Daimler to determine that California lacked general personal jurisdiction over the Plavix manufacturer, but affirmed the lower court's decision that it had specific jurisdiction over claims asserted by out-of-state plaintiffs by applying a "sliding scale" approach to specific jurisdiction. Bristol-Meyers Squibb involved claims by both non-resident and domestic plaintiffs, and specific jurisdiction over the non-residents' claims were at issue. A divided California Supreme Court found that Bristol-Myers' "extensive" contacts with California permitted the exercise of a modified version of specific personal jurisdiction over claims by the non-resident plaintiffs; and that the requisite connection between the forum state and the suit-related conduct was "relaxed" where the foreign defendant has wide ranging general contacts with the forum state unrelated to the underlying controversy. Specific jurisdiction attached to the non-residents' claims, the court held, in part because the non-residents' claims were similar in many ways to the California residents' claims. Fairness and judicial economy permitted joinder of the residents' claims (to which specific jurisdiction inarguably applied) and the non-residents' claims (which had no direct nexus with California).
The Supreme Court reversed and remanded. Relying on Walden, the same eight justices as in BNSF[6] rejected California's exercise of specific personal jurisdiction over the non-residents' claims because there was no nexus between their claims and California. All of the non-residents' alleged harm in Bristol-Myers was suffered outside of the forum state. The fact that the California plaintiffs were prescribed, obtained, and ingested the drug in California and sustained the same injuries as the non-residents was insufficient to exercise specific jurisdiction over the non-residents' claims. According to the Court, specific jurisdiction requires a connection between the forum and the specific claims at issue. The Court further explained that Bristol-Myers' contractual relationship with a resident co-defendant for distribution of Plavix was insufficient, standing alone,[7] to confer specific personal jurisdiction over the company.
Despite repeated references to the "settled" nature of the law, the Court explicitly left open the question of whether the Fifth Amendment imposes the same due process requirements on federal courts' exercise of personal jurisdiction as the Fourteenth Amendment does on the states'.[8] The implication being that these cases signal a marked shift in the jurisprudence dealing with personal jurisdiction over defendant corporations in state courts.
With these cases in mind, new state court matters should be evaluated with a close eye to determine whether the forum's exercise of general or specific personal jurisdiction over your corporate client is proper.
[1] 134 S.Ct. 746 (2014).
[2] International Shoe Co. v. Washington, 326 U.S. 310 (1945).
[3] 134 S.Ct. 1115 (2014).
[4] Because the workers were not injured in the forum state, an evaluation of specific jurisdiction was not at issue in BNSF.
[5] Justice Sotomayor wrote a partial dissent. While she concurred with majority's conclusion that the nature of the claim has no bearing on the personal jurisdictional analysis, she expressed her disapproval of "the path the Court struck in Daimler AG v. Bauman," and urged for a return to the International Shoe standard.
[6] Justice Sotomayor again dissented.
[7] There were no allegations that the contractual relationship was related to the alleged harm in this case, therefore, the contractual relationship alone would not create specific personal jurisdiction over Bristol-Myers Squibb.
[8] Since Bristol-Meyers Squibb concerned the exercise of personal jurisdiction by a state court, the Court's analysis focused on due process as applied to the states under the Fourteenth Amendment. In contrast, the Fifth Amendment provides due process restrictions on federal courts' exercise of personal jurisdiction; and the Court expressly reserved for another day whether the Fifth Amendment analysis is different.
Posted in Blog, Etheldreda Smith, Other Legal Matters
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redpajama_set_name: RedPajamaCommonCrawl


text:
Voya Global Multi-Asset Fund - Class A
Product Voya Corporate Leaders® 100 FundVoya Corporate Leaders® Trust Fund Series BVoya Credit Income FundVoya Emerging Markets Hard Currency Debt FundVoya Floating Rate FundVoya GNMA Income FundVoya Global Bond FundVoya Global Diversified Payment FundVoya Global High Dividend Low Volatility FundVoya Global Multi-Asset FundVoya Global Perspectives® FundVoya Government Money Market FundVoya High Yield Bond FundVoya Intermediate Bond FundVoya International High Dividend Low Volatility FundVoya Investment Grade Credit FundVoya Large-Cap Growth FundVoya Large Cap Value FundVoya MidCap Opportunities FundVoya Mid Cap Research Enhanced Index FundVoya Multi-Manager Emerging Markets Equity FundVoya Multi-Manager International Equity FundVoya Multi-Manager International Factors FundVoya Multi-Manager International Small Cap FundVoya Multi-Manager Mid Cap Value FundVoya Russia FundVoya Securitized Credit FundVoya Short Term Bond FundVoya Small Cap Growth FundVoya Small Company FundVoya Strategic Income Opportunities FundVoya Target In-Retirement FundVoya Target Retirement 2025 FundVoya Target Retirement 2030 FundVoya Target Retirement 2035 FundVoya Target Retirement 2040 FundVoya Target Retirement 2045 FundVoya Target Retirement 2050 FundVoya Target Retirement 2055 FundVoya Target Retirement 2060 FundVoya Target Retirement 2065 FundVoya U.S. High Dividend Low Volatility Fund
Class Class AClass CClass IClass R6Class W
All Prospectuses & ReportsView All Product Literature
Class A: VYGJX
Class C: VYGKX
Class I: VYGLX
Class R6: VYGNX
Class W: VYGPX
For more information call 1 (800) 334-3444
Voya Global Multi-Asset Fund
Tap into the long-term potential of a balanced approach to global markets.
Professionally allocated core fund with a target allocation of approximately 65% equity and 35% fixed income, which provides exposure to a wide range of traditional asset classes including stocks, bonds, cash, and non-traditional asset classes such as real estate, commodities, and floating rate loans
The Fund may hold up to 25% of its assets in cash and cash equivalents to generate alpha and limit downside in volatile market environments
For investors with a prospective medium to long-term investment horizon with a tolerance for risk
The Fund seeks to provide total return consisting of capital growth, both realized and unrealized and current income.
Proxy Voting Information
Multi-Asset Perspectives: Peak inflation but slower growth
Rates are in the driver's seat
Lightening the Sails and Monitoring the Storm
My Representatives
Contact your Voya Representative to gain access to program materials.
Average Annual Total Returns %
As of December 31, 2022
Most Recent Month EndMost Recent Quarter EndMost Recent Month EndMost Recent Quarter End
Most Recent Month End
Expense Ratios
-20.98 -20.98 +0.18 +1.60 +4.41 1.31% 1.15%
-25.52 -25.52 -1.79 +0.40 +3.80
S&P Target Risk Growth Index
-15.27 -15.27 +1.81 +3.48 +6.02 — —
Inception Date - Class A:January 20, 1997
Current Maximum Sales Charge: 5.75%
The performance quoted represents past performance and does not guarantee future results. Current performance may be lower or higher than the performance information shown. The investment return and principal value of an investment in the Portfolio will fluctuate, so that your shares, when redeemed, may be worth more or less than their original cost. See above "Average Annual Total Returns %" for performance information current to the most recent month-end.
Returns for the other share classes will vary due to different charges and expenses. Performance assumes reinvestment of distributions and does not account for taxes.
Total investment return at net asset value has been calculated assuming a purchase at net asset value at the beginning of the period and a sale at net asset value at the end of the period; and assumes reinvestment of dividends, capital gain distributions and return of capital distributions/allocations, if any, in accordance with the provisions of the dividend reinvestment plan. Net asset value equals total Fund assets net of Fund expenses such as operating costs and management fees. Total investment return at net asset value is not annualized for periods less than one year.
The Adviser has contractually agreed to limit expenses of the Fund. This expense limitation agreement excludes interest, taxes, investment-related costs, leverage expenses, and extraordinary expenses and may be subject to possible recoupment. Please see the Fund's prospectus for more information. The expense limits will continue through at least 2023-10-01. Expenses are being waived to the contractual cap. The Fund's Acquired (Underlying) Funds Fees and Expenses are based on a weighted average of the fees and expenses of the Underlying Funds in which it invests. The amount of fees and expenses of the Underlying Funds borne by the Fund will vary based on the Fund's allocation of assets to, and annualized net expenses of, the particular Underlying Funds during the Fund's fiscal year.
The Standard and Poor's Target Risk Growth Total Return Index seeks to provide significant exposure to equities, while also providing increased limited fixed income exposure to diversify risk. The index returns include the reinvestment of dividends and distributions net of withholding taxes, but do not reflect fees, brokerage commissions, or other expenses. Investors cannot directly invest in an index.
An investor should consider the investment objectives, risks, charges and expenses of the Fund(s) carefully before investing. For a free copy of the Fund's prospectus or summary prospectus, which contains this and other information, visit us at www.voyainvestments.com or call (800) 992-0180. Please read all materials carefully before investing.
SEC 30-Day Yield (Unsubsidized)
SEC 30-Day Yield (Unsubsidized):
A standardized yield calculation created by the SEC, it reflects the income earned during a 30-day period, after the deduction of the fund's gross expenses. Negative 30-Day SEC Yield results when accrued expenses of the past 30 days exceed the income collected during the past 30 days.
SEC 30-Day Yield (Subsidized)
SEC 30-Day Yield (Subsidized):
A standardized yield calculation created by the SEC, it reflects the income earned during a 30-day period, after the deduction of the fund's net expenses (net of any expense waivers or reimbursements).
Distribution Yield @ NAV
Distribution Yield @ NAV:
Current annualized distribution rate based upon NAV is the latest dividend shown as an annualized percentage of net asset value.
Distribution Yield @ MOP
Distribution Yield @ MOP:
Current annualized distribution rate, based upon maximum offering price which is adjusted for sales changes (MOP), where applicable, is the latest dividend shown as an annualized percentage of maximum offering price.
Returns-Based Characteristics
Standard Deviation:
A measure of the degree to which an individual probability value varies from the distribution mean. The higher the number, the greater the risk.
Beta:
The sensitivity of a portfolio's returns to changes in the return of the market as measured by the index or benchmark that represents the market. A portfolio with a beta of 1.0 behaves exactly like the index. A beta less than 1.0 suggests lower risk than the index, while a beta greater than 1.0 indicates a risk level higher than the index.
R2:
The proportion of the variation in a portfolio's returns that can be explained by the variability of the returns of an index. High R-squared (close to 1.0) is usually consistent with broad diversification.
Alpha:
A measure of risk-adjusted performance; alpha reflects the difference between a portfolio's actual return and the return that could be expected give its risk as measured by beta.
-1.55 -2.08 -2.39
Sharpe Ratio:
A risk-adjusted measure calculated using standard deviation and excess return to determine reward per unit of risk. The higher the Sharpe ratio, the better the portfolio's historical risk-adjusted performance.
Information Ratio:
The ratio of portfolio returns in excess of a market index to the variability of those excess returns; in effect, information ratio describes the value added by active management in relation to the risk taken to achieve those returns.
Payment Frequency: Annually
Ex-Date:
Date on which a stock begins trading without the benefit of the dividend. Typically, a stock's price moves up by the dollar amount of the dividend as the ex-dividend date approaches, then falls by the amount of the dividend after that date.
Payable Date:
Date on which a declared stock dividend or a bond interest payment is scheduled to be paid.
Record Date:
Date on which a shareholder must officially own shares in order to be entitled to a dividend. After the date of record, the stock is said to be ex-dividend.
Income Dividend 12/30/2022 01/03/2023 12/29/2022 $0.111800
Long-Term Capital Gain 12/30/2022 01/03/2023 12/29/2022 $0.291400
Short-Term Capital Gain 12/31/2021 01/03/2022 12/30/2021 $0.562400
Totals: $1.832100
Income Dividend: Payout to shareholders of interest, dividends, or other income received by the Fund, net of operating expenses. By law, all such income must be distributed to shareholders, who may choose to take the money in cash or reinvest it in more shares of the Fund.
Short-Term Capital Gain: The profit realized from the sale of securities held for less than one year.
Long-Term Capital Gain: Gain on the sale of a security where the holding period was 12 months or more and the profit was subject to the long-term capital gains tax.
View Fund Adviser/Sub Adviser
Portfolio Management Team
Voya Investments, LLC
Voya Investments, an Arizona limited liability company, serves as the investment adviser to the Fund. Voya Investments has overall responsibility for the management of the Fund. Voya Investments oversees all investment advisory and portfolio management services and assists in managing and supervising all aspects of the general day-to-day business activities and operations of the Fund, including custodial, transfer agency, dividend disbursing, accounting, auditing, compliance and related services. Voya Investments is registered with the SEC as an investment adviser. Voya Investments' principal office is located at 7337 East Doubletree Ranch Road, Suite 100, Scottsdale, Arizona 85258.
Voya Investment Management Co. LLC
Investment Sub-Adviser
Voya Investment Management Co. LLC ("Voya IM" or "Sub-Adviser"), a Delaware limited liability company, was founded in 1972 and is registered with the SEC as an investment adviser. Voya IM is an indirect, wholly-owned subsidiary of Voya Financial, Inc. and is an affiliate of the Adviser. Voya IM has acted as adviser or sub-adviser to mutual funds since 1994 and has managed institutional accounts since 1972. The principal office of Voya IM is located at 230 Park Avenue, New York, New York 10169.
Barbara Reinhard, CFA
Managing Director, Head of Asset Allocation
Years with Voya: 7
Barbara Reinhard is the head of asset allocation for Multi-Asset Strategies and Solutions (MASS) at Voya Investment Management, responsible for strategic and tactical asset allocation decisions for the team's multi-asset strategies. Prior to joining Voya, Barbara was the chief investment officer for Credit Suisse Private Bank in the Americas where she managed discretionary multi-asset portfolios and was a member of the global asset allocation and the pension investment committees. Prior to that, Barbara worked at Morgan Stanley, first in the fixed income division and later became the deputy chief investment strategist for the global wealth management division. Barbara earned a BA in economics from Trinity College and is a CFA® Charterholder.
Paul Zemsky, CFA
Chief Investment Officer, Multi-Asset Strategies and Solutions
Years with Voya: 18
Paul Zemsky is the chief investment officer and founder of the Multi-Asset Strategies and Solutions Team (MASS) at Voya Investment Management. He is responsible for the firm's suite of value-added, customized and off-the-shelf products and solutions that are supported by the team's asset allocation, manager research, quantitative research, portfolio implementation and multi-manager capabilities. Paul also oversees two independent platforms that joined the firm as part of Voya's acquisition of Allianz Global Investors U.S., the Income and Growth platform based in San Diego and the Equity platform based in San Francisco. Prior to joining Voya, he co-founded CaliberOne Private Funds Management, a macro hedge fund. Paul began his career at JPMorgan Investment Management, where he held a number of key positions, including head of investments for over $300 Billion of fixed income assets. Paul is a member of the firm's Management Committee and a board member of Pomona Capital. He holds a dual degree in finance and electrical engineering from the Management and Technology Program at the University of Pennsylvania and is a CFA® Charterholder.
Principal Risks
All investing involves risks of fluctuating prices and the uncertainties of rates of return and yield inherent in investing. This Fund may be suitable for those with an investment horizon of more than five years. May Allocate Assets to a fund or market that underperforms other asset classes. Foreign Investing does pose special risks including currency fluctuation, economic and political risks not found in investments that are solely domestic. Risks are intensified in Emerging Markets. Risks of the REIT's are similar to those associated with direct ownership of Real Estate, such as changes in real estate values and property taxes, interest rates, cash flow of underlying real estate assets, supply and demand, and the management skill and credit worthiness of the issuer. As Interest Rates rise, bond prices fall, reducing the value of the Fund's share price. High-Yield, Lower-Grade Debt Securities are highly speculative and more volatile. The Fund may select and substitute Underlying Funds and may be subject to potential conflicts of interest based upon the fact that fees paid to Voya Investment Management by some Underlying Funds may be higher than fees paid by other Underlying Funds. Other risks of the Fund include but are not limited to: Credit Risks; Debt Securities Risks; Market Trends Risks; Other Investment Companies' Risks; Price Volatility Risks; and Portfolio Turnover Risks. Investors should consult the Funds' Prospectus and Statements of Additional Information for a more detailed discussion of the Funds' risks.


text:
ICO statement: investigation into data analytics for political purposes
UPDATE: Wednesday 2 May 2018, 9:00pm
An ICO spokesperson said:
"The ICO has been investigating the SCL Group and Cambridge Analytica as part of a wider investigation into the use of personal data and analytics by political campaigns, social media companies and others. We will be examining closely the details of the announcements of the winding down of Cambridge Analytica and the status of its parent company.
"The ICO will continue its civil and criminal investigations and will seek to pursue individuals and directors, as appropriate and necessary even where companies may no longer be operating. We will also monitor closely any successor companies using our powers to audit and inspect, to ensure the public is safeguarded."
UPDATE: Thursday 5 April 2018
Elizabeth Denham, Information Commissioner said:
"As part of my investigation into the use of personal data and analytics by political campaigns, parties, social media companies and other commercial actors, the ICO is investigating 30 organisations, including Facebook.
"The ICO is looking at how data was collected from a third party app on Facebook and shared with Cambridge Analytica. We are also conducting a broader investigation into how social media platforms were used in political campaigning.
"Facebook has been co-operating with us and, while I am pleased with the changes they are making, it is too early to say whether they are sufficient under the law.
"This is an important time for privacy rights. Transparency and accountability must be considered, otherwise it will be impossible to rebuild trust in the way that personal information is obtained, used and shared online.
"This is why, besides my investigation, which could result in enforcement action, I will also be making clear public policy recommendations to help us understand how our personal data is used online and what we can do to control how it's used."
UPDATE: Saturday 24 March 2018
"The warrant to inspect the premises of Cambridge Analytica was executed at 20.00 on 23 March 2018. Our investigators left the premises at about 03.00.
"We will now need to assess and consider the evidence before deciding the next steps and coming to any conclusions.
"This is one part of a larger investigation by the ICO into the use of personal data and analytics by political campaigns, parties, social media companies and other commercial actors."
UPDATE: Friday 23 March 2018
"We are pleased with the decision of the Judge, and the warrant is now being executed. This is just one part of a larger investigation into the use of personal data and analytics for political purposes. As you will expect, we will now need to collect, assess and consider the evidence before coming to any conclusions."
UPDATE: Thursday 22 March 2018
"A High Court judge has adjourned the ICO's application for a warrant relating to Cambridge Analytica until Friday. The ICO will be in court to continue to pursue the warrant to obtain access to data and information to take forward our investigation."
UPDATE: Monday 19 March 2018, 7:30pm
"On 7 March, my office issued a Demand for Access to records and data in the hands of Cambridge Analytica. Cambridge Analytica has not responded by the deadline provided; therefore, we are seeking a warrant to obtain information and access to systems and evidence related to our investigation.
"On 19 March, Facebook announced that it will stand down its search of Cambridge Analytica's premises at our request. Such a search would potentially compromise a regulatory investigation."
UPDATE: Monday 19 March 2018
"A full understanding of the facts, data flows and data uses is imperative for my ongoing investigation. This includes any new information, statements or evidence that have come to light in recent days.
"Our investigation into the use of personal data for political campaigns, includes the acquisition and use of Facebook data by SCL, Doctor Kogan and Cambridge Analytica.
"This is a complex and far reaching investigation for my office and any criminal or civil enforcement actions arising from it will be pursued vigorously."
"We are investigating the circumstances in which Facebook data may have been illegally acquired and used.
"It's part of our ongoing investigation into the use of data analytics for political purposes which was launched to consider how political parties and campaigns, data analytics companies and social media platforms in the UK are using and analysing people's personal information to micro target voters.
"It is important that the public are fully aware of how information is used and shared in modern political campaigns and the potential impact on their privacy.
"We are continuing to invoke all of our powers and are pursuing a number of live lines of inquiry. Any criminal and civil enforcement actions arising from the investigation will be pursued vigorously".
Read our blogs about our investigation into data analytics for political purposes here:


Alex Paine started reviewing films on the site IntoFilm when he was 9, but now his forte is classic films and TV on the wonderful site The Geek Show. He puts his opinions into detailed reviews with plenty of geeky banter on the side. And in terms of classic films, he has seen some of the greats. Although he still hasn't watched Citizen Kane. Or any of the Godfather films. Or The Shawshank Redemption. Or Apocalypse Now. Or - Let's just say he has a lot more work to do.
In 2010, this was nominated for Best Animated Feature at the Academy Awards alongside Coraline, Up, Fantastic Mr Fox and The Princess and the Frog. The nominees for that year were good. Hello everyone! This is the Classic Film Kid here, bringing you another review.


text:
Q: Getting mouse coordinates method returning different values depending on time called I was trying to solve this problem, when I finally found out the reason behind it - calling static methods get_mouse_x() and get_mouse_y() return different results depending on where it was called: if its called from object`s update() method, it always return 0.0, while if its called from draw() method, it returns valid answer.
Button class (where problems occurs):
public abstract class Button extends Drawable_object {
...
 @Override
public void update()
{
    super.update();
    mouseOver_last = mouseOver;

     mx = Game_logic.get_mouse_x();
     my = Game_logic.get_mouse_y();
     // for some reasons mx and my are always 0.0

    if ((mx <= x + ((double)width / 2))&&
       (mx >= x  - ((double)width / 2))&&
       (my >= y  - ((double)height / 2))&&
       (my <= y  + ((double)height / 2)))

    { mouseOver = true;}
    else mouseOver = false;
    ...
    }

@Override
public void draw(Graphics g)
{
    super.draw (g);
    g.drawString ("x - width / 2 = " + String.valueOf(x - width), 10, 30);
    g.drawString ("mouse_x = " + String.valueOf(Game_logic.get_mouse_x()), 10, 40);
    // at this point get_mouse_x() returns true result

    g.drawString ("x + width / 2 = " + String.valueOf(x + width), 10, 50);

    g.drawString ("y - width / 2 = " + String.valueOf(y - width), 200, 30);
    g.drawString ("mouse_y= " + String.valueOf(Game_logic.get_mouse_y()), 200, 40);
    // at this point get_mouse_y() returns true result

    g.drawString ("y + width / 2 = " + String.valueOf(y + width), 200, 50);

    g.drawString ("mouseOver = " + String.valueOf(mouseOver), 10, 80);
    ...
    }

...
}

The mouse coordinates are set in Board class using MouseAdapter:
public class Board extends JPanel implements ActionListener {

...

 private class MAdapter2 extends MouseAdapter {
    @Override
    public void mouseMoved(MouseEvent e) {
        Game_logic.set_mouse_x(e.getX());
        Game_logic.set_mouse_y(e.getY());
    }

}

...

}

All the things are updated and drawn in same Board class:
public void actionPerformed(ActionEvent e) {

update(); // calls update() method in every object
checkCollisions(); //checks collision
repaint(); // calls draw() method in every drawable object

}

So why does calling Game_logic.get_mouse_x() and Game_logic.get_mouse_y() inside object`s update() method return 0.0 values, and calling them inside objects draw() method always return correct values?

redpajama_set_name: RedPajamaStackExchange


Local Constituency MSP for Linlithgow, Fiona Hyslop has welcomed the launch of a new National Lottery fund to help young people Spark a Change in their lives to mark the Scottish Government's Year of Young People.
The new fund called the Year of Young People National Lottery Fund will offer between £3,000 and £10,000 to heritage, community and sports projects that are run for and by young people aged 8 to 26. The deadlines for applications fall on April 30th 2018 and June 18th 2018.
"Young people across West Lothian can Spark a Change in their lives thanks to the new Year of Young People National Lottery Fund. This funding during our Year of Young People is welcome news and will go some way to support our young people reach their potential.
"There are two application deadlines, one on April 30th which may be used to help fund activities or initiatives happening over the summer break, and a second deadline on June 18th 2018.
Alternatively, you can sign up for our webinar taking place on Tuesday 10 April at 12 noon, to learn more before applying and have the opportunity to ask any questions.


text:
Pokrovskaya street
Nizhny Novgorod, colloquially shortened to Nizhny, is, with the population of 1,250,615, the fifth largest city in Russia, ranking after Moscow, St. Petersburg, Novosibirsk, and Yekaterinburg. It is the economic and cultural center of the vast Volga-Vyatka economic region, and also the administrative center of Nizhny Novgorod Oblast and Volga Federal District. From 1932 to 1990, the city was known as Gorky, after the writer Maxim Gorky who was born there. The city is an important economic, transport and cultural center of the Russian Federation. So I would like to share some old and new images of Nizhny Novgorod. Nizhny Novgorod in XIX, at the beginning of XX centuries and today. 19 More images after the break...
The Kremlin and the Kremlin elevator
The inhabitants of doss-house NA Bugrov
Nizhneposadsky Guest House
The building of the city exchange in the area Sofronovskoy
Christmas Street
Sofronovskaya area and garden Blinovskii
View from the tower on Christmas Ivanovo street and Arrow
View of the confluence of the Volga and Oka Rivers and Lower Bazaar
Lower Volga embankment
Balchug Vetoshny market
The building of the nobility Nobility and street
Nizhny Novgorod district court and the Noble Assembly
The building of the State Bank
The Governor's house in front of Drama
Demetrius Tower
Building on the city council Annunciation Square
Annunciation Square, left side
Zelensky Congress and rocker tower
The new City Hall Theatre
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text:
Man shot inside Regency Inn motel, expected to survive
Attorneys: About 2 dozen sick after food poisoning at popular restaurant
Next tropical system is drifting south into the Gulf
Clay County commissioners reject half-cent school tax resolution
Teen hospitalized after falling from golf cart in St. Johns County
Photo by Joe Raedle/Getty Images/file
Jacksonville Beach facility owner pleads guilty in $57M laundering scheme
Overdose rate spikes in 3 Jacksonville ZIP codes
Supporters continue push for Duval school tax referendum
Man arrested in connection to Glynn County hit-and-run
Army vet's family to sue nursing home over gangrene death
84-year-old died shortly after his genitals had to be amputated
By Jim Piggott - Reporter
Posted: 5:41 PM, February 25, 2019 Updated: 5:41 PM, February 25, 2019
JACKSONVILLE, Fla. - The family of an Army veteran who lived in Jacksonville and died at a Southside nursing home as a result of gangrene is making plans to sue the facility, saying staff never washed him and let him rot in his bed.
The death certificate for York Spratling states one reason for his death is gangrene. He died shortly after doctors had to amputate his genitals because they were so infected
Consulate Health Care of Jacksonville has been put on notice of a pending lawsuit. The family and its corporate office in Central Florida are not responding, which is not unusual in legal cases.
The family's attorney, Tom Edwards, said Spratling went to Consulate Health because, at age 84, he could no longer take care of himself. Edwards said it appears the nursing staff was not able to take care of him, either.
"While in this nursing home for just a period of weeks, they were not cleaning him," Edward said. "They were not turning him and they were not caring for him and he developed such severe sores on his body."
Those sores turned into gangrene, a very serious infection. As a result, he developed sepsis, which means the infection spread throughout his body. The autopsy confirms he died from it.
Edwards said it's even more disturbing that it appears staff was aware there was a problem. Spalding's family and their attorney said Spalding refused showers and the staff let him lie in his filth and Edwards said no one informed the doctors what was happening.
"People could smell him from the hallway. That is unforgivable. That should not be happening in the nursing home," Edwards said.
Spratling died two years ago. Edwards said it has taken the family this long to take action due to their grief. He said it also took some time to learn what happened.
"There are findings by state agencies that they neglected him and that neglect led to his death," Edwards said.
The Department of Children and Families has completed a report on Spratling's death, finding in part:
The failure of Consulate Health Care staff to note and report the VA's penile changes, declining health status as well as the failure to seek appropriate medial treatment for positble sepsis were contributing factors in the VA's permanent and irreversible cessation of all vital functions.
Based on review of medical records, interviews with family, staff and extensive DCF nursing review, there is substantial evidence to support the allegation of Medical Neglect, Inadequate Supervision and Death."
This death is also being investigated by the Agency for Health Care Administration, which has inspected this site many times and has cited them in the past for not having enough nurses.
Edwards said he is handling three previous cases in which Consulate Health Care is working out payment agreements.
How can you protect a loved one in a nursing home
The CEO of Eldersource, a nonprofit organization that is a resource center for the elderly, said the best thing you can do when placing a loved one in a facility is: Go with your instincts.
"Most people can trust their gut," Linda Levin said. "You have a sense that something is not right. You should use all of your senses when you are visiting a facility."
There are also state programs people can check with to investigate concerns, including the Florida Ombudsman Program, which investigates complaints against long-term care facilities. Call them at 888-831-0404 or email itcopinformer@elderaffairs.org.
Copyright 2019 by WJXT News4Jax - All rights reserved.
While Barry develops in the Gulf, Jacksonville dries out
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Lee Clark states the Chairman's ambition for the club sold it to him, and forced him into leaving a good job at Kilmarnock.
Following Lee Clark's appointment as the 39th Bury manager on Wednesday, his first task as the new Shakers gaffer was to meet the press. Representatives from local TV, Radio, Local written media as well as national TV crews were on hand to get that, all important, first interview.
Following his appointment, Lee Clark revealed that leaving Scottish Premier League side Kilmarnock was a difficult decision, but once he sat down and heard Bury Chairman Stewart Day's ambition for the club, he was sold and began the long trip down the M6 full of excitement for the challenge ahead.
"I was in a great job at Kilmarnock, I was enjoying it, after a little setback, but I was enjoying it" said Clark. "I took a call from the directors at Kilmarnock telling me that there had been an approach and, to be honest, I was quite surprised. I was preparing the team for Sunday's game with Aberdeen at Rugby Park, but when I got the chance to speak to the Chairman and I heard the ambition, his ambition matched mine.
"I wouldn't have taken any job to leave the one I was in. I wasn't a manager out of work, I was in a good job, I had a good team, a good squad, a very good, loyal, group of players and they were working tremendously hard for me, but this role appeals to my ambition. It's very similar to what I felt like when I first walked in at Huddersfield Town and a similar sort of reaction I had with the owner there.
"It was still a difficult decision to take, and it was difficult to turn around to the directors and Chairman at Kilmarnock telling them that I was going to take the Bury job. I have made a lot of friends there and I look forward to going back there to see good friends at Kilmarnock Football Club.
"My family and I were treated fantastically well at Kilmarnock, the players gave me everything, the staff were loyal and very good and the supporters were superb. I was backed by great directors so, of course, it was a difficult decision, it's never easy. I think you only get another job in football if you are working, if you are doing things right.
When asked what lured him to Gigg Lane and the Shakers training base at Carrington, the answer was simple – ambition.
"The Chairman used the word ambition, the long-term plan for the club, but the short-term plan is to stay in this division and that's the main objective for the next 14 league games, but overall is the ambition that you see around the club.
Lee Clark is under no illusion at the size of the task he has been given, but states that the lads now have 14 cup finals to play with the main objective being League One survival and to get out of the bottom four, a task that starts at the Proact Stadium on Saturday.
"The short-term plan is League One survival, but we have plenty of games to do that. 14 games and they are all cup finals, none more so than at Chesterfield on Saturday. The team are coming off the back of a decent little run with two clean sheets, four points from six. That has built a little bit of confidence in the side along with the change of formation.
With one of the best training grounds in football at his disposal, Clark states that the clubs training ground was a major factor in taking the job on.
"The first day was very exciting for me, I was up and at Carrington very early and it was like your first day back at school. I've been meeting all the staff and have met the players later in the day, then we had the first training session so I was getting accustomed to this impressive training facility. I'm looking forward to it and, so far, everyone has been very welcoming and I am excited by the challenge.
As for the players and coaching staff, Lee has a short space of time in which to get to new his new charges, but it's one of many tasks that he looks forward to getting stuck into.
"I know one or two of the players, but their confidence levels will be good now because they have had positive results from the last two games. They have done the first thing you need to do in any footballing sense, whether you are going for promotion or staying in the league, they are not conceding goals and have kept two clean sheets in the last two games, they have taken four points from six.
"Some of the players have worked with me before and they know what I am about. I'm an honest man and I work extremely hard on the game and I expect the same from my players. Coupled with the ability that I know they have, we can get positive results.
"Potentially, I could bring my own coaching staff in, but there are lots of good staff that are already here. They will get assessed and, without putting any pressure on them, they must relax and do their jobs and enjoy coming into work.
"For me, I cannot affect the past, but I can affect the future. I want people to come in with a smile on their face, enjoy the environment that they are working in and I want the staff to feel the same. I've got high demands and high standards but I am fair with people. I like to win, but I like people to enjoy their job as well.


Google still cares about iPhone and iPad users. The search giant today added Street View functionality to the mobile web-based version of its Google Maps service, a week earlier than anticipated. The feature is easy to use. Visit maps.google.com on your mobile browser, enter an address, and you'll see blue version of the Street View icon on the bottom right. Click that and a new page will open with Street View where you can swipe around to view the location.
This, along with the ability to make the web app act like a real, native app, should satisfy most users until Google comes through with the official Google Maps iOS 6 app.


text:
Tabernaemontana cerifera est une espèce du genre Tabernaemontana, famille des Apocynaceae. Elle est endémique en Nouvelle-Calédonie.

Description

Aspect général
L'espèce se présente généralement comme un arbuste ou un petit arbre mesurant entre 4 et 10 mètres de haut. En maquis minier, c'est habituellement un arbuste, et en milieu forestier, un arbre moyen.

Ses rameaux sont peu nombreux.

L'espèce présente un grand polymorphisme au niveau de ses fleurs, aussi bien qu'au niveau de ses feuilles et ses fruits.

Feuilles
Les feuilles sont opposées, lancéolées ou elliptiques, coriaces, épaisses, arrondies au sommet, en coin à la base. Leur marge est souvent révolutée, c'est-à-dire qu'elle se présente comme repliée vers le dessous. Les nervures apparaissent nettement sur les deux faces.

Les feuilles sont d'aspect vernissé.

Fleurs
Les fleurs sont blanches, odoriférantes et se présentent sur des inflorescences terminales robustes et bien fournies. Leurs 5 pétales sont en forme d'hélice dextrogyre. La floraison a lieu de juin à août.

Fruits
Les fruits, d'apparence cornue, sont groupés par paire, comme chez toutes les Apocynacées. Les graines, nombreuses, sont profondément sillonnées. La fructification a lieu deux mois après la floraison.

La pulpe est rouge et appréciée par les oiseaux.

Ecorce
La couche externe de son écorce est blanchâtre, subérisée (à l'aspect similaire à du liège), très épaisse surtout sur les individus âgés. Elle s'écaille facilement.

Sa couche interne est mince et brune.

L'écorce produit un latex très abondant.

Répartition
Cette espèce est largement répandue sur la Grande Terre et à l'Ile des Pins, à basse et moyenne altitude. C'est une plante que l'on trouve plutôt dans les maquis paraforestiers, les fourrés et la forêt humide ou mésophile.

Etymologie
Le qualificatif cerifera (étymologiquement, "qui produit de la cire") provient du fait que les bourgeons apicaux sont recouverts d'une cire blanchâtre.

Noms vernaculaires
Cette espèce est aussi appelée arbre à cire ou arbre à lait en français.

En cèmuhî, cette plante est appelée tabè pwèti.

En némi, elle est appelée thiguic.

En paicî, elle est appelée téa.

Sources

Espèce d'Angiospermes (nom scientifique)
Flore de l'océan Pacifique

redpajama_set_name: RedPajamaWikipedia


There's a sense of gratitude about feeling as if you were the first visitors to a certain place. In a way, that's how this couple felt when they visited the splendiferous Raja Ampat Islands in Indonesia. An ideal destination for those into unexplored paradise beaches and warm pristine waters (who isn't, really?).
From Banda Aceh in the west to Jayapura in the east, Indonesia features a range of over 17.000 islands scattered across over 5.000 kilometres. In case you're only familiar with Bali, Lombok, Java or Sumatra, that alone will provide a good understanding of how much there is left to discover. From daring hikes up the peaks of stagnant volcanoes to living it up in the bustling cities of Jakarta and Surabaya, visiting soul-inspiring temples, heavenly beaches and jaw-dropping waterfalls, Indonesia is sure to entice travellers with its vibrant scenery, gentle-hearted people and exotic wildlife.
Bali is one of those places you can just keep going back to, and everything is there: the infrastructure, the culture, the art, the beautiful villas. My wife Liv and I go there quite often because we know that when we do arrive, it's like an instant holiday.
The Island of the Gods is most likely the top destination in Indonesia. Mainly Hindu, its people are sure to win you over with their big kind smiles and welcoming ways. It's more than a beach and surf destination, it's a mix of cultures, beliefs and traditions. Temples and beautiful landscapes make the delights of visitors.


The Abode Atlas Three Way Mixer Tap in Chrome combines modern contemporary styling with engineering excellence.
A high quality tap ideal for undersink filtration systems. Hot, cold and cold filtered water all from one well designed tap. Crafted with 2 levers each side of the tap to operate the hot and cold water, for filtered water simply move the cold lever backwards.
PLEASE NOTE - the right hand lever needs a 72mm clearance (behind) from the centre of the tap hole to operate fully.
This tap is made for the UK market and is suitable for both vented and unvented water systems.


It was a close game from beginning to end as the Springers had to come back against St. Stephen. Chris Buttala was on the hill for the Springers as he went all 9 innings. Coach Hinkemeyer talks about the talent that he saw in the other dugout as well as the talent he is used to seeing in his own dugout.


Kia launches surprise new small SUV in Amsterdam, goes on sale later this year.
Nissan Juke rival coming to the Frankfurt Motor Show.
The B-segment crossover will be out this year and is going to be joined by an equivalent Hyundai model.


text:
Home > Daily WebLogs > 2013 > 04-2013 > The Christian History of the Four Beast Empires--Part 3
The Christian History of the Four Beast Empires--Part 3
During the third year of King Cyrus of Persia, Daniel fasted and prayed for 21 days. At the end of that time, he received an angelic visitation, who gave him revelation. The angel said that he had been sent as soon as Daniel had begun praying, but that he had been delayed by spiritual opposition in the heavens. Here we have our clearest Old Testament insight into spiritual warfare, matched only by Revelation 12 in the New Testament.
The angel said that he had finally received assistance from Daniel's "prince," known as Michael. His assistance allowed the nameless angel to come and impart the necessary revelation. As we see, the angel came to reveal truth about the Prince of Greece and the course of Grecian history in the centuries to come.
The angelic message begins this way in Daniel 10:20 to 11:2, which I will quote from the Ferrar Fenton Translation:
20 Then he said, "I will teach you what will come to you.—But now I must return to fight with the Prince of Persia—and when I am gone, you will see the Prince of I'on [Ionia, i.e., Greece] come. However, I will inform you of the record in the book of Truth—for there is no one who helps me about these things except Mikal your prince, and I stood up in the first year of Dariush, the Mede, to encourage and strengthen him. But now I will inform you of the fact. There will yet be three kings stand up in Persia, and a fourth, rich, far richer than all of them, and he will embolden himself in his wealth. The whole will excite the Kingdom of I'on. Then a powerful king will arise….
The angel says that he had already "stood up" to strengthen Dariush (Darius the Mede), no doubt to inspire him to pick Daniel as a first of three governors (Daniel 6:2). But now, the angel says, he has come to give revelation to Daniel, because Daniel's angel (Prince Mikal, or Michael) had come to help him in the heavenly warfare. This revelation was taken directly from "the record in the book of Truth."
These are the official records in the courts of heaven. We may think of them as the divine plan, written from the beginning, determining the course of world history—or we may think of them as being a record being continually written of what happens during the course of world history. Yet because heaven is not subject to time, God does not have to wait for events to happen on earth, for He knows the end from the beginning. The book of Truth has recorded all things from the beginning of time. Therefore, from God's perspective, it is the book of the Divine Plan, and its pages contain things yet future as well as all past events.
The angel was commissioned to give Daniel a peek into the divine plan about the third beast empire that was yet to arise. Keep in mind that this visitation occurred during the third year of Cyrus of Persia. Darius took Babylon in 537 B.C. and organized the kingdom for about three years while Cyrus continued fighting with his army elsewhere. Cyrus then arrived in Babylon in 534 on a white horse in October (feast of Tabernacles) in order to fulfill the type of the coming of the Messiah.
It is unclear whether the first year of Cyrus was 537 or 534, for it could be either, depending on one's perspective. But since Cyrus set the captives free in his first year (Ezra 1:1), it is clear that the Scriptures mean to tell us that Cyrus' first year was 534, for this was the year of Judah's release.
We know this because Judah then resumed its Sabbath-year cycles in 534. This is proven by history, which tells us that 163-162 B.C. was also a Sabbath year (Josephus, Antiquities of the Jews, XII, ix, 5). He mentions another Sabbath year that occurred in 37 B.C., when Herod took Jerusalem from Antigonus. Likewise, the siege of Jerusalem in 70 A.D. took place in a Sabbath year. If we chart all of these Sabbath years in cycles of seven, we can see that the cycles began in 534 B.C., the year that Judah returned to their land, having been set free by Cyrus. (For further details, see chapter one of my book, Daniel's Seventy Weeks.)
At any rate, the angel in Daniel 10 arrived in third year of Cyrus, 532 B.C., to give the prophet revelation from "the book of the Truth." The entire revelation is recorded in Daniel 11, and it focuses primarily on two of the four heads of the Grecian Empire. These were the four generals of Alexander the Great, who divided his Empire between them after Alexander himself had died in 323 B.C.
First, a little background… Persia lasted two centuries from 537-332 B.C. Persia was pictured as a "bear" in Daniel 7:5, and Greece was pictured as a leopard (Daniel 7:6). A leopard runs very fast, and so we see that Alexander the Great conquered very quickly. But his life also ended very quickly, for he died drunk in Babylon on June 10, 323 B.C.
When he died, his four generals—known in history as The Diodochi, "the successors"—fought each other for control of Alexander's kingdom. The civil war ended in 311, when they all agreed upon the borders of each general's kingdom.
In Daniel 8, the prophet gives further details in another vision of these beast empires. He sees Persia—this time as a ram—and then sees Greece as a strong goat moving so fast that his feet did not even touch the ground. "The goat had a conspicuous horn between his eyes," (Daniel 8:5), which referred to Alexander himself. The goat shattered the two horns of the ram (Persia) and trampled him down. Then verse 8 says,
8 Then the male goat magnified himself exceedingly. But as soon as he was mighty, the large horn was broken; and in its place there came up four conspicuous horns toward the four winds of heaven.
In other words, the great king of Greece would be "broken" at the height of power, and in his place would raise four lesser kings. This had already been revealed to Daniel in chapter 8. When these events were finally fulfilled, Alexander's four generals each had their own portion of the kingdom. Seleucus ruled Syria, Babylon, and eastward to India. Ptolemy ruled Egypt. Cassander ruled Macedonia and Greece. Lysimachus ruled Thrace and Pergamum.
In Daniel 11, two of these generals stood out in the angelic revelation to Daniel, because they continuously fought over control of Judea and Jerusalem. The Seleucids of Syria in the north fought against the Ptolemaic kings of the south (Egypt). Their conflicts are given in great detail in Daniel 11, but this is too much detail for our present study.
Our present purpose is to show how God dealt with each of the four beast empires. God dealt with the head of gold (Babylon) by exposing the heart idolatry of the king, who had fancied himself to be sovereign over his kingdom. God next dealt with the arms of silver (Media-Persia) by showing them that their arms were helpless, while the arm of God was strong to deliver Daniel.
Thirdly, Alexander the Great was swift, but God brought him to an end just as swiftly, showing the transient nature of all flesh and the enduring power of God.
Alexander the Great was just twenty when his father was assassinated in 336 B.C. He then inherited the throne, a strong kingdom, and an experienced army. His father had dreamed of conquering Persia and had already made preparations to do so. Alexander thus prepared himself to fulfill his father's ambitions. He crossed the sea into Asia Minor in 334 and never lost a battle.
In 332 he marched to Jerusalem, where he found himself welcome. The priests had read and understood the prophecies of Daniel, and so they knew that Alexander had been given the divine mandate. The high priest, Jaddua, was afraid of Alexander, but Josephus tells us…
"… God warned him in a dream, which came upon him after he had offered sacrifice, that he should take courage, and adorn the city, and open the gates; that the rest should appear in white garments, but that he and the priests should meet the king in the habits proper to their order, without the dread of any ill consequences, which the providence of God would prevent. Upon which, when he rose from his sleep, he greatly rejoiced; and declared to all the warning he had received from God. According to which dream he acted entirely, and so waited for the coming of the king." (Antiquities of the Jews, XI, viii, 4)
The high priest's dream proved to be genuine, for when they welcomed Alexander to their city and gave him honor, they received honor in return.
Alexander's response, honoring the high priest, surprised his own troops and their leaders, because they thought Alexander would plunder the city and torture the high priest to death. But instead, he approached the high priest at the temple and greeted him with reverence. The priests all responded in the same manner, saluting him with a loud voice. When Alexander was asked by his own generals why he acted with such respect, he replied (as Josephus tells us):
"I did not adore him, but that God who hath honoured him with his high priesthood; for I saw this very person in a dream, in this very habit, when I was at Dios in Macedonia, who, when I was considering with myself how I might obtain the dominion of Asia, exhorted me to make no delay, but boldly to pass over the sea thither, for that he would conduct my army, and would give me the dominion over the Persians; whence it is, that having seen no other in that habit, and now seeing this person in it, and remembering that vision, and the exhortation which I had in my dream, I believe that I bring this army under the divine conduct, and shall therewith conquer Darius, and destroy the power of the Persians, and that all things will succeed according to what is in my own mind." (Antiquities, XI, viii, 5)
In other words, while Alexander had been contemplating whether or not to go to war with Persia, God had given him a dream, where in the high priest of Jerusalem was telling him to do so without delay. In that dream, the man was dressed in strange garments, and when he arrived in Jerusalem, he recognized the high priest as that man, dressed in the robes of the high priesthood.
Josephus then tells us what Alexander did:
"… [H]e came into the city, and when he went up into the temple, he offered sacrifice to God according to the high priest's direction, and magnificently treated both the high priest and the priests. And when the book of Daniel was showed him, wherein Daniel declared that one of the Greeks should destroy the empire of the Persians, he supposed that himself was the person intended…"
As a result, Judea was allowed to continue observing the law of God, along with all other Judeans who lived abroad, including those who yet lived in Babylon. Hence, they did not have to pay tribute (tax) during the Sabbath years.
What does this tell us? The great "horn" of the third beast empire made sacrifice to the God of Daniel when he came to Jerusalem. He thus recognized the God of Heaven and even deferred payments of tribute on the Sabbath year and did not attempt to force the Judeans to conform to his own laws. In making the sacrifice to God, Alexander did what any true believer might have done in those days to obtain forgiveness of sin. The lamb that he sacrificed represented the true Lamb of God, Jesus Christ, who died for the sin of the world—including the third beast empire.
So we see that God revealed Himself a third time to the beast empires. In each case, the idols of men's hearts were overthrown, as the Creator of Heaven and Earth was revealed. The great image that Nebuchadnezzar saw in Daniel 2 is the ultimate idol in the hearts of men and nations. But with each new kingdom, God made the point of bringing each into submission to Him at some point in their history.
Of course, in each step it was too soon for the Stone Kingdom to arise, and so after making His point, God seems to have stepped back and allowed those kingdoms to revert back to their previous "beast" ways. These nations, after all, yet had the heart of beasts. But God's interventions proved that He is able to subdue them all in the end. This gives us hope, confidence, and faith even today, for we know that God is able to overthrow Mystery Babylon and the final banking beast that has dominated the world in the past two centuries.
When that Stone Kingdom arises, Daniel 7:27 tells us, the authority will be given to the saints of the Most High. God is raising up a new Cyrus and a new Darius as His agents of change to do the earthly work of overthrowing the last of the beast oppressors. We see from Scripture that God will give the overcomers favor with those kings, even as the high priest, Jaddua, received favor from Alexander the Great.
This is the third part of a series titled "The Christian History of the Four Beast Empires." To view all parts, click the link below.
The Christian History of the Four Beast Empires
Tags: Teaching Series
Category: Prophetic Discernment


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Q: Bind Variables in Teradata I have been told that binding variables to a query in Teradata could improve its performances because the query would be always the same, so Teradata would not re-prepare nor re-parse the SQL statement and would rather reuse the execution plan stored in memory of the session.
Example, I have the following macro:
REPLACE MACRO DB.MACRO(USER_ACCOUNT_ID# VARCHAR(100))
AS (
    SELECT USER_ACCOUNT_ID
    ,USER_ACCOUNT_TYPE_DESCRIPTION
    ,CAST(TD_DATE_KEY_TO_DATE(DATE_KEY) AS VARCHAR(10)) AS "DATE"
    ,CLUSTER_DESC AS CLUSTER_DESCRIPTION
    FROM DB.VIEW
    WHERE USER_ACCOUNT_ID = :USER_ACCOUNT_ID#;
);

Which I execute like this: EXECUTE DB.MACRO('123');
With query binding, the statement would like this EXECUTE DB.MACRO(?);
with the actual value of the USER_ACCOUNT_ID supplied in some way.
How can I do query binding on such a statement in order to avoid both query prepartion and parsing time?


text:
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Al Haddad Motors launches new range of SUVs
Mercedes-Benz has dominated the alphabet
AL HADDAD MOTORS LAUNCHES BRAND NEW RANGE OF SUVS
BAHRAIN [MANAMA]: Mercedes-Benz unveils not one, not two, but three all-new concepts for its already superior SUV range. Al Haddad Motors hosted a grand launch event on Sunday, October 18 to present the new models. The GLE class replaced the bestselling ML class, the ALL-NEW GLE Coupe 63, and the all-new GLC superseded the GLK. Mercedes-Benz proves time and again that it leads the industry when it comes to innovation, amongst other aspects.
The new GLE blends tradition and modernity with a luxurious interior ambiance and a sportier exterior design and is equipped with the best on-road and off-road handling, outstanding spaciousness and high levels of active and passive safety with driver assistance systems. As a result, customers can expect a premium SUV perfected in all disciplines – performance, safety, comfort and design.
The ultimate embodiment of success, style and performance, the all-new Mercedes AMG GLE 63 4matic Coupe is an exciting interpretation of a four-door SUV coupe that has no equal. An expressive masculine vehicle, this commanding SUV meets the highest standards in terms of novelty, sophistication and athleticism to deliver a dynamic on-road driving experience, whatever the terrain. The SUV's exceptional agility, distinctive engine sound and typical sports car acceleration are united with poise, assurance, tremendous pulling power and perfect traction. The AMG GLE coupe redefines the term "well-rounded."
Design-driven, modern, athletic – this is just a glimpse of the all-new GLC from Mercedes-Benz. The new model, which succeeds the GLK, is much more spacious and refined, ultimately signifying an evolution for the second-generation Mercedes-Benz mid-range SUV. It turns heads with its sleek design and takes the lead in terms of technology, innovation and luxury. The overall design philosophy behind the all-new GLC favors purity and a modern aesthetic over the classic off-road look.
The team at Al Haddad Motors is thrilled to be able to witness history for the famous German brand. "Mercedes-Benz is known for always leading the way," said Graeme Newport, general manager of Al Haddad Motors. "In terms of technology and innovation, Mercedes is about 5 years ahead of the game. It is truly an honor to see historical events unfold for the automobile industry."
For a close look at these new vehicles, call the Al Haddad Motors showroom at +973 17785454 to book a test drive.
About Al Haddad Motors Mercedes-Benz Bahrain
Since 1958, Al Haddad Motors has been the authorized general distributor for Mercedes-Benz in the Kingdom of Bahrain. During this time the company has continued to grow and now employs over 200 dedicated and experienced staff. The wealth of experience and exceptional customer service provided by Al Haddad Motors ensures that it continues to be a world class Mercedes-Benz partner. Al Haddad Motors is a full service Mercedes-Benz operation from new and used passenger cars to commercial vehicles, genuine spare parts to lifestyle accessories, all professionally managed to Mercedes-Benz worldwide standards. The service center boasts a modern workshop fully equipped with Mercedes-Benz approved equipment.
For more information, visit www.bahrain.mercedesbenzme.com or follow them on Instagram @alhaddadmotors, Twitter @MercedesBenzBAH, and Facebook /alhaddadmotors.mercedesbenzbah
For press inquiries please contact nada@obaiandhill.com or call +973 17536092.
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Newsletter | Contact | Support Us | Global Site
Bo Normander
Email: bnormander@worldwatch-europe.org
Profiles: LinkedIn and Facebook
Bo Normander is affiliated with Worldwatch Institute Europe as Senior Advisor, focusing on urban sutainability and biodiversity. He is the Institute's former Executive Director from November 2010 to November 2015.
Worldwatch Institute decided in late 2010 to establish a new European office based in Copenhagen, Denmark. Bo Normander was the initiator and leader of setting up the new office. Bo is a dedicated and experienced professional with a lifelong interest in environmental and development issues. His qualifications are founded on a high academic level combined with a strong personal motivation, political commitment and entrepreneurship.
Before joining Worldwatch in 2010, Bo Normander was a Senior Advisor and Researcher at the National Environmental Research Institute (NERI) at Aarhus University, where he led Denmark's State of the Environment reporting. Bo holds a Master's degree in Chemical Engineering from Denmark's Technical University and a PhD in Microbial Ecology from NERI. He has led and participated in a number of national and European research projects on environment, biodiversity and sustainability issues.
Bo Normander has formerly been the Chairman of the Danish Ecological Council and the editor of the Global Ecology magazine. Since February 2016, he has been Programme Manager for Forest and Biodiversity at WWF Denmark.
Bulmer, E. Normander, B. et al. (2015): Urban Biodiversity in Action – The URBIA project and award. Worldwatch Institute Europe, Report 4/2015, 22 pages.
Jørgensen, L.B., Normander, B. et al. (2015): Scenarios for sustainable farming in Denmark. Report, 160 pp. The Ecological Council, University of Copenhagen, and Aarhus University.
Normander, B. et. al (ed.) (2013): Business Innovation in a living economy. Worldwatch Institute Europe, Report 3, 122 pages.
Normander, B. (2012): Biodiversity: Combating the sixth mass extinction. In: State of the World 2012: Moving Toward Sustainable Prosperity, pp. 169-176. Worldwatch Institute.
Jensen, T.S., Glyki, E., Hayles, A., Normander, B. (2012): From consumer kids to sustainable childhood. Worldwatch Institute Europe.
Normander, B. et al. (2012): Voices from Europe: Build a living economy. Worldwatch Institute Europe.
Normander, B. et al. (2012): Indicator framework for measuring quantity and quality of biodiversity - Exemplified in the Nordic countries. Ecological Indicators Volume 13, February 2012, 104–116.
Normander, B. (2011): World's forests continue to shrink. Vital Signs Online. Worldwatch Institute.
Normander, B. et al. (2009): State of the Environment 2009 - Part A and B: Denmark's environment under global challenges. National Environmental Research Institute, Aarhus University.
Normander, B. et al. (2009): State of biodiversity in the Nordic countries. TemaNord Report 509. Nordic Council of Ministers.
Normander, B., Haigh, T., Christiansen, J.S., Jensen, T.S. (2008): Development and implementation of a near-real-time web reporting system on ground-level ozone in Europe. Integrated Environmental Assessment and Management 4:505-512.
Normander, B. (Contributor) (2005): The European Environment - State and outlook 2005. Part C - Country analysis. European Environment Agency. State of Environment 1/2005: 408-523.
.© Worldwatch Institute Europe 2017 All Rights Reserved


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Even though we have moved away from Catholic understanding of procreation, there is still a long way to go to legally and morally accept that procreation can be realised by means of a great plurality of techniques. I will describe four techniques, which potentially or actually offer human beings new procreative options. People who wish to use these techniques often get treated paternalistically in a violent manner and get hindered from realizing their deepest wishes and longings. It is highly questionable whether such regulations are in tune with the basic guidelines of a liberal democratic society. Hence, I argue that still a lot needs to be done in this respect in most countries all over the world.
SORGNER, Stefan Lorenz. Towards a Plurality of Bodily Affordances. Annals of the University of Bucharest - Philosophy Series, [S.l.], v. 67, n. 2, p. 179-185, apr. 2019. ISSN 0068-3175. Available at: <http://annals.ub-filosofie.ro/index.php/annals/article/view/285>. Date accessed: 26 apr. 2019.


NUTS is a student Ultimate Frisbee club based in Amsterdam, founded in 2005. We focus on mid-level mixed ultimate, high spirit and lots of fun! Make sure to check out our Facebook page for updates, or send us an email at contactultimatenuts@gmail.com!
Complete beginner, or already NUTS about Ultimate, we are always open for new members! Find where we practice by clicking here.
NUTS plays in the Dutch competition and City League. We also participate in many tournaments, both within the Netherlands and overseas!
We organize frequent and fun socials, ranging from theme parties to barbecues to pub-quizzes…and of course the weekly Beertrain after practice!