Bronkhorstspruit is a small town which is part of Greater Pretoria in Gauteng. Its name may be a little awkward to pronounce for those unaccustomed mouths, but it's a nice place to stop over or spend a bit of time. You'll find it 50 kilometres to the east of Pretoria, South Africa's de facto capital, on the boundary between the Gauteng and Mpumalanga provinces.
Bronkhorstspruit first came into being when its original settlers, the Voortrekkers, laid claim to the area in the middle to late 1800's. They chose a spot on the highveld, next to the Bronkhorstspruit River, presumably for the water supply it offered. With more pressing thing to focus their time on than creative names, the settlement took on the same name as the river.
Bronkhorstspruit experiences a similar climate to Pretoria, with warm summers, punctuated by afternoon thunder storms and sunny winter days with icy nights. In the winter months of May to July, morning frost is a given. The sunny temperament of the area is just as well though as certain activities require good weather if they're going to be enjoyable.
Playing a round of golf at the Bronkhorstspruit Golf Club for example is far more enjoyable when the sun is shining, and taking a visit to the Bronkhorstspruit Dam, where water activities like fishing and boating almost require warm weather.
Bronkhorstspruit is a multifaceted place offering more than sporting activities. For example, the Nan Hua Temple Complex is the South African headquarters for the Humanistic Buddhist Order. It is one of the largest Buddhist temples in the southern hemisphere.
5 resensies van Bronkhorstspruit Akkommodasie.


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20 Day Song Challenge
Favorite 80's Web Sites
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Actors/Actresses, Artists, Crossover Events, Movies, Music, Podcasts
Crossover Event: #80sCrushes
February 22, 2017 Paul Stroessner	7 Comments
Hi Everybody! It's time again for our monthly '80s crossover event, brought to you by The '80s League. As you can tell from the title, this month's selection is on '80s crushes. As part of this event, we also contributed a podcast episode. Marissa, Robert, and Paul discussed their '80s crushes. You can download the podcast from iTunes, Stitcher, or wherever else you get your podcasts from. And you can also go to the show notes, and listen directly on this site right here. The picks we made on the podcast will be different from the crushes I list in this article.
In addition to Return to the '80s, other participants include:
80s Reboot Overdrive Blog and podcast
Rediscover the '80s
Realweegiemidget
Killer Kitsch
Now, let's check out more of my '80s crushes.
Kristy McNichol
In the summer of 1982, there was a movie I, and apparently the rest of the world, wanted to see – E.T. the Extra-Terrestrial. It was playing in a nearby theater that only had 2 screens. And E.T. was only showing on one of them. Of course, when we got to the theater, the movie was sold out. Instead, we saw the movie that was being shown on the other screen – The Pirate Movie. I don't remember knowing about that movie going into it. Coming out, this 11 year old was in love. I thought Kristy McNichol was beautiful, and I was really drawn to her. Several years later, she starred in The Golden Girls spinoff, Empty Nest. And I found that my feelings had not changed. She still made my heart skip a beat.
Unfortunately, Kristy has not really been in anything in almost 20 years. In 2001, she officially announced her retirement from acting. And years after that, I was dealt another crushing blow. Kristy McNichol revealed that she is gay, in the hopes that her openness would help young people who are bullied because of their sexuality. It's great that she's open about it now. But, it killed any shot of us ever getting together. Well, as Samantha's father says in Sixteen Candles, "That's why they call them crushes. If they were easy, they'd call 'em something else."
Tracey Gold
Growing Pains is one of my all-time favorite sitcoms. It was already a great show on it's own. But, my crush on Tracey Gold (and her character, Carol Seaver) didn't hurt either. I thought she was so cute, and smart. It used to annoy the crap out of me when her brothers picked on her. And this was made even worse when they made fat jokes about her. That's so stupid as it is. But, she wasn't even fat, so it made no sense to me. Then to find out that Tracey battled anorexia made things even worse. She even had to miss several episodes of the show due to her condition. Luckily, she was able to recover. Ah, cute, smart, and strong. Not a bad combination
Samantha Fox
Throughout the '80s, and to this day, my music taste tends to lean toward Rock. I also love me some R&B and old school Rap. But, I got tired of most pop music. That changed with the arrival of Samantha Fox. I thought she was gorgeous. And I actually liked her music too! Her first album, Touch Me, was mostly pop, but some of it had a little rock edge to it. I loved the title track as well as "Do Ya Do Ya (Wanna Please Me)". Actually, I liked every song on that album. Next was her self-titled album. "Naughty Girls (Need Love Too)" was the first single released in the U.S. The song opens with her saying "Maybe, just maybe
Naughty girls need love too." in her British accent. Love that accent!
Her third album, I Wanna Have Some Fun, was also a fun album. The title track always got us all out on the dance floor.
I could go on and on with my crushes. But I'll stop here, and I'd love to hear from you. Who were some of your crushes – real life or celebrity.
Once again please check out the posts from the rest of the 80's League:
And you can also check out the Return to the '80s Podcast to hear about more of our crushes.
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#80sCrushesKristy McNicholSamantha FoxTracey Gold
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7 thoughts on "Crossover Event: #80sCrushes"
Realweegiemidget says:
Great list Paul – bizarrely Sam Fox is playing live in a town near us this summer, we live in the South of Finland!!
Paul Stroessner says:
Road trip! 😀
Thanks. Yes, she's still very active with touring. Mostly in Europe I think.
OldSchool80s says:
My #1 will always be Elisabeth Shue. Many other minor ones, but she will always be tops on my list for sure.
I loved her too! She is one of Robert's picks on the podcast episode. She was in a show, Call to Glory, which I had never heard of until Robert told me about it.
RediscoverThe80s.com (@RD80s) says:
Great pics! Samantha was and still is hot! I'm with Old School 80s that Elizabeth Shue is certainly on my list. Toward the latter 80s and really 90s, I'd also put Tiffani Amber Theissen up there as well.
Pingback: 1980s Crushes | Killer Kitsch
YES! We both showed loved to Kristy. I talked about her on the podcast and you showed her some love on your blog. I wasn't a huge fan of The Pirate Movie but absolutely loved her in The Night The Lights Went Out in Georgia.
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Center for Systems Integration and Sustainability
Student studying water sustainability receives NASA fellowship
Sue Nichols , 517-432-0206, nichols@msu.edu - June 13, 2014
On Twitter, Jill Deines took up the challenge to explain her doctoral thesis to an 8 year old. She came up with "I try to figure out if there's enough water underground to continue growing our food."
A more expansive explanation -- "Groundwater and Economic Sustainability in Agricultural Systems Under Climate Change: A Coupled Human-Natural Systems Approach" -- met with NASA's approval and Deines has been awarded the NASA Earth and Space Science Fellowship. The fellowship offers $30,000 per year in stipend and research support for up to three years to ensure continued training of a highly qualified workforce in disciplines needed to achieve NASA's scientific goals.
Deines, who studies in the Center for Systems Integration and Sustainability, the Department of Fisheries and Wildlife, and the Department of Geological Sciences at Michigan State University, received one of 54 such fellowships awarded this year nationally, chosen from a pool of 410 applicants.
Deines plans to evaluate market-based groundwater management scenarios using a set of integrated models that capture regional hydrology, crop production, and economic indicators in a changing climate. The goal is to find solutions that maximize both economic and water resources in agricultural systems with limited irrigation water. She'll apply these models to the Republican River Basin in the central United States, which overlies the High Plains or Ogallalla Aquifer, one of the largest and most stressed groundwater aquifers in the world.
"The NASA Earth and Space Science Fellowship will allow me to focus my research on a complex coupled-human natural systems problem vital to meeting global food demand, while leveraging the rich archive of satellite data produced through NASA's space program," Deines said. "I can't wait to get started."
NASA reviewers noted her work "addresses an important topic – groundwater sustainability in a changing climate with the addition of economic and transboundary resource-sharing pressures."
"The NASA Fellowship is a well-deserved recognition of Jill's innovation and drive to seek understanding of some of our world's most challenging problems," says Jianguo "Jack" Liu, Deines' advisor and an internationally known human-environment scientist and sustainability scholar who holds the Rachel Carson Chair in Sustainability and is the center's director.
She is the fourth of the center's recent doctoral students to become a NASA fellow. Among other recent awardees are Vanessa Hull, who studies panda habitat and how their needs intersect with humans in southwestern China. Neil Carter studied the complex interactions between tigers and human populations in and around the Chitwan National Park in Nepal. Mao-Ning Tuanmu worked to model understory vegetation under different climate change scenarios in China.
The work of all four scholars share an underpinning focus on the study of coupled human and natural systems – the complex interactions between people and the environment.
Deines received her master's degree in biological sciences from the University of Notre Dame and her bachelor's degree in ecology and evolutionary biology from St. Louis University in Missouri. While at the center, she has served as MSU University Distinguished Fellow.
MSU receives $1 million EPA grant supporting water quality in Michigan
Collaborating with farmers to help protect streams and rivers in Michigan
MSU researcher finds new ways to support global crop production
Studying the effectiveness of conservation drainage practices
Changing photosynthesis during drought can increase plant resilience
The fish are biting, but Michigan's charter fishing industry is struggling


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The NFL is working with sports betting operators to make the NFL experience more fun and more lucrative for fans. The league has signed deals with DraftKings, FanDuel, and Caesars Entertainment to provide exclusive access to its content. This will allow betting content to be integrated into broadcasts this fall. In addition to providing fans with more options to place their wagers, the NFL will also offer gambling information during games.
The Liberty, one of the eight original WNBA teams, plays its home games at the Barclays Center in Brooklyn. Its owner is Joe Tsai, who is also the majority owner of the Brooklyn Nets. The Knicks, Rangers, and Madison Square Garden are also official betting partners of the team. BetMGM and Betway also announced partnerships with six NBA/NHL franchises in March 2021.
Several sports betting companies are expanding their sports betting offerings in Ohio. The state's laws have made daily fantasy sports (DFS) legal in Ohio since 2017. There are several common sportsbooks in the state, including FanDuel, DraftKings, and UnderDog Fantasy. In addition to college games, sports betting in the state will be available on mobile devices. Visitors to Ohio can sign up for an account with one of these companies and begin betting on games. Just be sure to verify that you are in an eligible state.
The PGA TOUR and FanDuel have recently announced a three-year deal. Under the deal, the Boston-based gambling company will provide fans with odds-based content. The company will also use the PGA TOUR's marks and distribute highlights to FanDuel bettors.


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Q: How to create a Mozilla Firefox plugin? I have to create a Mozilla Firefox plugin that will help in taking remote access to other computer. I am actually a newbie to this and know nothing how to get it started. I tried googling it but all articles shows the creation of Firefox extension. Can anyone please guide me to some tutorial where it shows how to create a plugin for video or audio. Thanks in advance and please excuse my silly question.
Thanks

A: Downloads
All the code I've created here is available both as a ZIP file of everything, so you can start experimenting, change stuff and see what happens. It is also available as an XPI file, which you can install in your Firefox just to test the functionality (drag and drop it into Firefox).
Download Link Target Finder code as a ZIP file.
http://www.robertnyman.com/extensions/LinkTargetFinder.zip
Download Link Target Finder as an XPI file.
http://www.robertnyman.com/extensions/LinkTargetFinder.xpi

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The Digital Utopia Podcast Episode #26
EOS & RevOps: Business Management Frameworks
The Digital Utopia Podcast is for SMB Marketers and Business Leaders looking to align their Marketing, Sales, and Service departments so they're part of one powerhouse growth team.
Each episode will dive into the strategies, philosophies, and tools that will change your approach to organizational growth, give you renewed focus and clarity, and allow you to build a brand that not only helps you stand out—but win.
The Digital Utopia Podcast is produced by Digitopia and hosted by Frank Cowell and Joseph Freeman.
Episode transcription
In the business world, sometimes people hear operations and they think that means kind of like overarching over the whole business. But in another segment of the business world views operations as the product, which is what EOS aligns on. So when you hear us say, operations, we mean, whatever your product is, that's operations. So when I say that, I mean, focusing in your operations and figuring out how to make that world class in what's working, what's not working. And then if you have people wearing multiple hats in there, you know, people are stretched thin. You've got a, you've got a model problem. That's a business model problem. You have to fix that.
You were listening to the digital utopia podcast, a resource dedicated to helping b2b leadership and executives gain clarity and focus in a chaotic marketplace.
Hey, gang, welcome to the digital utopia podcast, Episode 26. I'm your host, Frank Cowell. And I'm joined by my co host,
Joseph Freeman
Joe, I heard you and Arianne this morning. kind of scheming about what today's show is going to be about. And so I'm, I'm kind of excited because I heard I'm not gonna let let you let the cat out of the bag. But I'm excited about what our topic is going to be today.
Yeah, well, this is a treat for you because it's it's touching on something I know you love, which is
EOS? Oh, my goodness. Yes, Eos. So for our listeners. EOS is the entrepreneurial operating system. It's a business management framework, as taught in the book traction by Gina Whitman. And essentially, what it aims to do is bring a a streamlined version of a lot of management frameworks that are out there. Another popular one is scaling up by Vern harnish, which I really liked that system. But I think it's a bit overkill for you know, businesses under let's say, 1015 20 million range. And for those businesses, then I think EOS is just a great model to run. It's not perfect, but it definitely streamlined some things and it makes managing the business much easier from an entrepreneurial point of view, which is why it's called EOS. And so we we run that at our organization. And so yeah, I'm super excited to talk about that. And any parallels that has with Rev ops Yeah,
so if you're not familiar with it, you might want to check it out, if you like process, and if you like having kind of a playbook for operationalizing your business. And that is what rev ops does for you as well, but in a different way. And so as we run us here, and as we, you know, develop strategies and processes, within the world of DevOps, we start to see these parallels. And so we picked out five different not principles, but five different components components of Eos. And we we saw that there was a lot of similarities in some of what you're doing in rev up. So if you're already running EOS, so if you're thinking about running it or if based on what you've heard here, you want to go check it out and do start running it. The transition to adopting rev ops to help supplement that should be pretty comfortable. Yeah, because there's a lot of similarities. wildly different reasons why you use each one. We'll talk about that.
Yeah, one's not a substitute for the
other. No, no, they're totally different. But because there are some similarities, if you are already familiar with this type of process, Reb ops is going to be a no brainer for you. So let's dive in. We got five things you want to cover here. So in EOS, there are 90 day cycles, we're going to talk about how that kind of maps over
the rhythms are, are really, it's a really big theme in EOS is right getting on that 90 day rhythm.
Yeah, so we're gonna talk about that. We're gonna talk about the EOS scorecard. Yep. It's a big one leadership team, and how that kind of equates to what you would need on a rev ops team. Yeah, the people analyzer, and what that looks like in DevOps world and then just process in general. So the process that us brings in the process that rev ops brings in how those marry together. Okay, cool. You ready? Yeah. Let's talk about it in 90 days cycles. So what's the 90 day cycle?
Well, more specifically, EOS uses the word rhythm. And so they're big on what they call their meeting rhythms. And so if you're listening today, and you already run iOS, you know exactly what I'm talking about. The rhythms are the 90 day rhythm or the quarterly meeting rhythm, and then you have your weekly meeting rhythm, which is the level and so we know we said 90 day rhythms, it's probably best if we just say meeting rhythms in general is a great parallel with what you should be doing in rev ops because that that same 90 day rhythm for your quarterly planning and that same weekly meeting rhythm, for getting your your weekly pulse and what they call the level 10 meeting, you should be doing the exact same thing with rev ops. So rev ops. You also want to be in 90 day cycles. You know, I hear some organizations run six month cycles when it comes To implementations and whatnot, and that's just too long to wait for the results and to change and shift your initiatives. So a properly run Reb ops program also runs on 90 day rhythms. And then you should be having a weekly rhythm to touch base on the scorecard, which we're going to talk about in a moment, as well as just status update on the various initiatives, but highly recommend that that same exact rhythm is happening with your rev ops team.
Yeah, so why 90 days, 90 days is anything, it's pretty typical in terms of marketing, campaign planning, a lot of marketers will will plan out their different campaign initiatives over the course of 90 days. And I think that this was probably something we adopted from there. But it works really well. Because a lot changes in 90 days in a business a lot can change, right?
Well, EOS there, they talk about 90 days for the reason they emphasize an idea exists two things, it's enough time to put something in play and see change, see something happen as a result of initiative, that doesn't necessarily mean a KPI is going to go up. But if there's some sort of foundational project that you're working on in 90 days, that will eventually improve the KPI, you should be able to see if that project completes to a major milestone, if you will. It's also according to EOS, it's kind of the longest you can hold a team's attention on a particular effort on an on an initiative, that beyond 90 days, the focus on the initiative starts to wane. And so that's why they established the 90 day rhythm when it comes to initiatives or what EOS calls rocks, right. And I would suggest in your rev Ops, you're going to have something very similar happen, you're going to have an analysis of your scorecard, which we'll talk about in a moment, you're gonna have an analysis of that, you're going to find out where your bottlenecks are at. And then you're going to deploy initiatives for the next 90 days to address those bottlenecks. Right. Okay. And then along the way, you're going to check in, how's it going, were we out on this initiative, okay, boom, boom, boom, everyone's got the pulse on everything. And you're checking the scorecard along the way. And the other 90 days, you should have completed that initiative. And you'll do a kind of a post mortem, you'll do a review, which is what you do in the EOS 90 day rhythm, right? You know, when we run it, one of the very first things you do near the top of that agenda is you're doing a review on the past quarter. How did we do not only from a score carding and KPIs and measurables standpoint, but the rocks, the initiatives that those special projects that you implemented, to try to blast a bottleneck, you know, to try to make an issue go away forever. And so that's why that that rhythm is important, you're gonna do the same thing with rev ups, right?
This is also really important, because if you look at our growth matrix, there's a lot that can and should be done to properly implement rev ops. And it can be overwhelming. And quite honestly, it takes a year, two years, it can take companies a long time to get it all dialed in. And once you have a baseline for each of the different, you know, suggestions that we make, you're going to want to go back and make them better over time, too. And so the, it can be overwhelming, the best way to do it is to chunk it down into 90 day cycles. And even though we do actually create 12 month rolling, basically roadmaps that have at a high level, what we expect is going to happen, or we're going to accomplish in terms of Reb ops every month for 12 months. But we review that every three months. And we break it down in a really granular tactical sort of, you know, week by week playbook every quarter, every 90 days. And, you know, you'd be surprised at how often what you thought you were going to do six, seven months from now, when you get there, it's no longer relevant, or it's no longer the bottleneck.
Yeah, so that reminds me just to do have an analogy here. So when I was in the Marine Corps, going through basic training, or combat training, I forget which one it was. But one of the things they taught us how to do is like, if you were trying to map to a particular destination, on the map, what you would do is you would look at the the map you had, and you would try to identify in the landscape that you see out, as far as your eyes can see, you would try to identify a point and then orient the map with your compass and whatnot. And so what you would do is you would say, okay, that's ultimately where we're trying to go. But, you know, we can only see so far. And so we would, we would click, you know, visually, onto a point on the map, and what we could physically see. And then we would set a point that we would, you know, we would march towards. And so what you would do is you'd march towards that point, and then what you would do is you would stop, and then you would look around, and then you would recalibrate. Right. And so what you end up what ends up happening is it never never ends up being a straight line, right to the destination. It ends up being these like little zigzags because you end up every you know, recalibrating at different points and because you look up, you look up and say okay, let's reclick let's let's recalibrate, on on what We can now see. And to your point, like, yes, you you map out this 12 month roadmap, but your granular details really only 90 days, because things change. And there's just it's absolutely pointless to do annual plans that have granular details beyond 90 days, it's just so pointless, you're literally wasting your time.
You know, I like your example. And I think any travel aside from maybe an actual car ride on the road that's very prescribed, you have to follow the road that was laid out before you. Any travel requires that, you know, sailing requires that you had your coordinates for a while, then you have to get out the charts and you have to recharge and you have to make sure you're back on course. And flying is the same way. And I think that this is kind of like that. This is like a long travel with some unknowns, a lot of unknowns. There's a lot of slipperiness, in business, a lot of things change, there's unexpected things that come up, and you need to be able to pivot. And so rather than making big long plans, you know, maybe map out a rolling 12 months, but be prepared to be on the rhythm of 90 days. Couple other rhythms. You mentioned the weekly meetings. Yeah, so we play around a lot with this. But I think what seems to be working best is to have a strategic check in every two weeks. So get in the rhythm of every two weeks, you're doing a strategic check in with the stakeholders, right? So that would be not necessarily anybody doing the actual work. But the people who have a vested interest in seeing the results of the work, you're checking in with them, making sure that you know, at the top of the month, you are all in alignment in terms of what's going to be executed that month, and then halfway through checking to see if one progress is being made. But two, is it still relevant? And two weeks doesn't sound like a long time. And it's actually not really long time. But there are some campaign type initiatives, especially on the marketing side of DevOps, that you do need to be checking in saying, Is this still relevant? Are we poised to hit what we thought we were going to hit in terms of KPIs? And if not, let's pivot quickly. So those strategic check ins, the rhythm is two weeks, or every two weeks rather, tactical check ins every single week, right? tactical check ins should bring together some representative from the sales team, from the marketing team, and hopefully from the service team, so that you can all say, Are we all focused on what we should be this week? And what kind of progress have we made to whatever it is create a new campaign create a new set of assets or docs? You know, you've got to be on a weekly cadence for that.
Yeah, that's important that kind of like sprint mentality, right? Hey, we're, we've got this initiative We're marching towards for 90 days, you know, what are we doing this week? And are we holding each other accountable to that?
So rhythms in EOS, there are rhythms that should be adhere to in rev ops as well?
Yeah. Because it's not enough to just say, Hey, we like the idea of rev ops. Let's have a rev Ops, you know, analyst. And that's it. Right? You know, that it's definitely, very, very much parallels EOS, which is why I like this topic.
Right rhythms. Let's move on to the scorecard that us score.
Yeah. So in EOS, you have a scorecard, which is meant for a weekly review. So this is largely what's being reviewed weekly. And in the, in the bi-weekly meetings as well. you're reviewing that scorecard. And, and in EOS, which you're measuring, you're measuring? here's the here's the thought experiment of, of what best describes the scorecard, the thought experiment is, okay, if you Mr. or Mrs. entrepreneur, or on an island with no communication. And, you know, someone arrives once a week and hands you a piece of paper, of things that have happened in the past week in the business that can be measured, what numbers would you want to see? And so it's a combination of snapshot numbers. cash on hand, for example, is not a it's not necessarily how much cash in the set past seven days, it's like, what is the current cash on hand? That's like a snapshot number. And then some of it, some of those numbers are what transpired in the last seven days only, like, how many new appointments did we get? How many new customers did we get, and so on. And so whatever those numbers are in your business, you want to make sure that those are on your scorecard. And they need to be a combination of both lagging indicators, as well as leading indicators. And that's the difference between KPIs and metrics, by the way, like your KPIs are going to be the numbers you take to the bank. Those are like the currency within the business. Like if you're in sales, the currency is either going to be number of new contracts signed, or it's going to be value of contract signed, whatever is important to your business, there's like a number or two no more, and that's the currency for that role. And so those are your, your KPIs, and oftentimes, they're lagging indicators. Now, your leading indicators are more often metrics. Those are the things that, you know, they're not the currency. They're not the thing you bank on. They're not the thing that you actually like. You can say, Hey, I made 37 You know, outreaches this week, like, who cares, but it's an important indicator, because that lets you know, the likelihood of the KPI being hit. So your scorecard is going to be a combination of both leading and lagging indicators. And rev Ops, no, no difference, you should have the exact same thing for rebels. In fact, what we recommend is to make sure that it aligns with the life cycle. Marketing, the life cycle driven component of rev ops is, we recommend that you break that down into relationship stages that your buyers have with your brand from stranger all the way to fan. And you have KPIs for each one of those stages. And then supporting metrics. Those are the things that need to be on your rev up scorecard, if that makes sense. So for example, when we say qualifies is a relationship level. What are the KPIs? Well, you might have two KPIs in there. You might have mq ELLs, you might have SQL, but then you might have supporting metrics, right? And your supporting metrics might be, you know, how many, you know, what was our conversion rate, from one stage to the next? What was our number of
downloads or whatever you're watching,
right? Like you people would exactly, there's so many other things that you could be tracking that would clue you in as to whether or not you're going to create an M QL. Correct, and so on. So at each of those relationship stages, you want to have the one or two KPIs that are the currency of that stage, the biggest outcome of that stage, then everything else is the metrics. So that's how you're going to do the scorecard and Reb Ops, is by the relationship stages.
And by the way, you can go back and listen to one of our previous episodes, I don't know the number, but we do talk about all of those KPIs, all of those metrics, at least as a recommendation. And they're going to be specific to your business. But that would be a really great start, but goes getting into DevOps and you want to create the scorecard.
But those relationship stages are we define those very specifically. And so to your point, go listen to that episode, because we'll talk about the KPIs as examples, and it might change for your organization. But those relationship stages We absolutely do have prescribed. Oh, yeah, suggested way that you measure that within Revlon. Right.
Okay, so that's a scorecard. Let's move on to the leadership team.
Yeah, so in EOS, it, you know, they make a recommendation that your initial leadership team is kind of the integrator, and someone who owns marketing sales, someone who owns finance admin, someone who owns operations. So the kind of minimum leadership team that they define in EOS is four people. Now, as that grows, the leadership team sometimes is the marketing sales roles broken out into separate sales, separate marketing, and then finance admin, sometimes it's broken out into separate finance and separate admin. And then ultimately, eventually, the integrator is broken out to visionary and integrator in the early stages of EOS, especially when you're a small company, you don't need a visionary, dedicated role. Most small companies need very little time spent on the visionary side, they need to like, roll up their sleeves and execute, right? sub 10 million, definitely some time spent in visionary, but not nearly as much as when you get to, let's say 20 million and 50 million. Okay. So that's kind of the how EOS starts out defining the leadership team. So in rev Ops, very similarly, you're going to have people to find a cost strategy, content, engagement, and platform, those are the four major role areas that we define in our playbook to Rev ops. And so in the Strategy Team, I'm not going to go through every role, by the way, but in the Strategy Team, that's going to be your rev ops champion, or your rev ops integrator to kind of draw parallel to, to rev Ops, or that might be the the Reb ops visionary if you will, right, if we're drawing parallels to Eos. And then you have, you know, the head of the business, you have the head of marketing, head of sales, head of service, that makes up the Strategy Team. And then in content, you have people who are strategist, you have people who are producers, you have subject matter experts on your team need to join the content team, you move into engagement, those are people who mobilize content and offers make sure that the information is in front of the right people at the right time. So those are advertising people, those are email marketing people, and so on. Then finally, your platform, people in the platform people are those people that will implement a lot of the technical stuff that is being produced by either the content or the, you know, engagement teams. And so they'll they'll implement a lot and also be a right hand by the way to the rev Ops, strategist. In that, they'll be setting up a lot of the analytics, the rev ops analytics that that scorecard that we just talked about, they're the ones that will help make that come to life, technically. And so it's really important you have someone on that side who understands all the tech who understands all the tools, who can really be the glue for the rest of those three functions.
But one of the things I see people getting most excited about from that role is their ability to create dashboards and maintain In desperate, yeah, because dashboards are one of the most important things for an executive team to understand whether or not rev ops is really doing what it's supposed to be doing. And, you know, just like EOS, US outlines, and he touched on this, but different levels. So as your business grows, you have different makeups of this team. And in the beginning, there's a few people that are wearing multiple hats, and they're kind of maybe categorical, they're, they're doing similar types of roles that apply to, you know, their discipline or their department. But right, but it's multiple hats. And as the, you know, as the company grows, you start putting those hats on individual people who are dedicated to those roles, very similar in rev ops. You know, I think if if we were to make a recommendation of somebody just getting started, that doesn't have all the resources and only maybe a person or two to do this, maybe you have someone who's running the strategic side of it. And then maybe you have someone who would align with our platform area that actually can pick up all of the other tasks in engagement in content as well. So it'd be a real like, probably a marketer, jack of all trades,
but but definitely leaning more of a technical person.
Yeah, like a martec.
Yeah, that's probably I agree with you that that's definitely if you were to, like, want to, like start with a streamlined team, you need the Reb ops champion, slash director, slash strategist, you
need someone who can speak business speak,
and have and help help understand what the data is telling them and to help define that next analyst. Yeah, right, exactly.
And then you need someone who's just rolls up their sleeves and get it done and knows how to do a little bit of SEO and a little bit of paid advertising, a little bit of video editing and content creation. I mean, they really, they're not going to do all of it perfect, but they're going to get a little bit of everything going for you. And as you grow, you can start to put those hats on, you know, an actual dedicated SEO person and a dedicated Google Ads person, you know,
exactly. And I would say that the bulk of their time should be spent supporting the rev ops strategist from a dashboarding analytic standpoint, getting technical implementations done segmentations of workflows, you know, things of that nature. And so if, if you need content produced, this person probably isn't going to originate content, but they can help mobilize it, they can help edit it, they can help do some of those things and get it published. But But those are probably I would agree with you those those two hires right there, if you don't have them, that's where I would start. I'd start with those two people. And there's a number of ways to get that done. Here's a lot of toot our own horn right to like shameless self promotion, that's kind of what we do for companies is we kind of provide fractional people for those two roles. Right?
Yeah. And kind of going back to one of our earlier points that we made back to rhythms. If you've got those two people, then the strategic person, the analyst, the business focus person is meeting every other week with you know, whether it's the CEO or any of the stakeholders, and maybe at the head of each department, whereas that more integrator implementer person to jack of all trades, is in on the weekly meetings doing more of the tactical updates, presenting what was built, the numbers that are coming in that kind of thing. Yeah,
yeah, exactly. Great. Okay. So
let's talk about process, the process that EOS brings and the process that rev ops brings. Okay.
Yeah, so I mean, one of the things like if just to clarify what so when EOS talks about process, they don't necessarily mean like their process for Eos. They mean, you need to have process in your business. Like, that's the big thing that they're saying is EOS says, You need to have your processes defined, like that's one of the major components of EOS, yes, EOS has a process unto itself. But in this context, they mean, you have to define processes in your business, right? If you want to be successful. So similarly, with rev Ops, you it's not enough to just have the analyst and like, that's it and then have this mindset that, okay, where we're doing DevOps, and we're looking at complete lifecycle data. That's one piece of it, the process for how you're going to go about engaging buyers across the entire lifecycle, how you're going to go about identifying where the bottlenecks are, how you're going to go about very specific meeting rhythms. Those are the processes that you have to have inside of RevOps for it to work for it to function. It's not just hiring a person who says, Yes, I'm a rev up strategist. Like that's not that's just a people component.
I mean, if you're a business person, and you've ever had to work in any software like Salesforce or Marketo, or you know, any of these kind of go to sort of business software's. I think you've probably had the experience where they sell it to you saying, hey, you can do everything, and it's the magic bullet for a lot of, you know, what you're trying to accomplish in your business and the truth is, it can be, but once you get in there, it's the Wild Wild West. You have to make it your own. You have to have process Have your own to put in place to make that even work. And I think that that is, you know, big frustration that I even hear with HubSpot all the time. We're big HubSpot fans. HubSpot sells this software that can do everything and they promise the world. And it can. But most people buy it and open it up and say, I don't even know where to start, because it's kind of like a blank page.
Yeah, I mean, I think we've used this analogy before, right. But like, you know, if I handed you a fighter jet, like that is a like, highly technical, highly capable piece of machinery. That is just like mind boggling at the capabilities. But you're without a trained pilot, without a plan as to what you're going to do with that thing. It's kind of just a hunk of metal sitting there. And that's what a lot of these softwares are. They're just kind of like a hunk of an investment just sitting there. And they themselves don't do anything. And so you can hire the person. Okay, that's another component. Right? So you've got, you've got the software, which we bucket under platform, now you hire the person, now you got people, but then you need process. And that's the thing that makes it all work together,
I'm going to use a different analogy. Yeah, this is I like think of it more as like a erector set, or Legos, where you see the picture on the box. And it's a really cool castle, and you get it. And it's just a bunch of blocks. And you can have a person who loves playing with Legos, and you can have him putting it together. But unless they have that instruction booklet, right, with the process outline on how to get from a whole bunch of blocks up to that castle, you will build something, but it might not be the castle in that box. It'll be something Frankenstein. And I think that's what that we're talking about here. Right. You've got your platform, maybe your Salesforce, your HubSpot, whatever it is, you might even have the people who kind of know how to tinker in there. But even if they're actually really good at it, if they don't have a process, a business process to emulate in a software world, it's just not going to do anything for you. Yeah,
exactly. Yep. Yep. so critical to having success. And that's why you'll hear us talk often about process platform people, it's those three things, you have to have considerations in those three areas, if you want this to function, if you want this to go. And I would actually suggest, no matter what you're doing in business, whether you're running rev Ops, you're running EOS, you're running, you know what, name it, process, platform people, those are the three areas you have to consider and have to have your good answers for and good solutions for.
By the way, there's a lot of process that is, of course, customed, to individuals, businesses, but there's a lot of process that doesn't need to be reinvented every single time. And that's what we work through with a lot of our clients. Over the years, we've seen how a lot of businesses operates. And we see the differences and the similarities. And we pulled out what's similar. And we've put together processes that pretty much any business can pull plug and play with a few tweaks for them themselves, but they're ready to go. And that's, you know, a huge part of our methodology.
Yeah, yeah, for sure.
Cool, I want to wrap it up with the people analyzer. So this is number five.
Okay, people analyzer. So in EOS, again, this this episode today is for people who are familiar with Eos. So you know what people analyzer is, it's where you're looking at your people on a regular basis, it's either quarterly or semi annually, whatever your rhythm is in there. And what you're doing as you're analyzing what EOS calls that gets it once it capacity to do at GW C, and you're also then measuring each person against your core values. So those are the two data sets, if you will, that you're you're measuring on each person. So similarly, in rev Ops, you need to be looking at your players on your rev ops team and saying, Do we have everyone we need in the right roles? And is each person providing the the outcome that that role is supposed to be generating? Right? Like, it's not enough to just say, Oh, we have someone who's a subject matter expert as part of the content team. Okay. What does that mean, in terms of the value they're supposed to provide? How do you measure that. And so you need to be doing that with every single person on your rev ups team to make sure that everyone's contributing, and everyone understands what their outcome is supposed to be. If you're not looking at that on a regular basis. You know, this will just be like any other effort, and it'll just, it'll wane. And it'll fizzle out. And you'll wonder why you didn't get anywhere with it. Right? So the measuring your people part is really critical component to rev ups, just just like an EOS.
Yeah. And I think doing it, again, back to rhythms, doing it on some sort of regular cadence is important too, especially to as your business is growing. Because, you know, when we talked about earlier that you might start with just a couple people wear multiple hats. You've got to be checking in regularly to see when is it time to pull a hat off and put on someone else because otherwise you're also going to get burnout. Again, there's a lot, a lot that needs to be done to properly implement RevOps over time. And it can be real easy to just say, Well, they've got it but there are They're burning out.
Yeah, by the way, I, we may have discussed this on a past episode. But I am a huge non fan of the multiple hat concept and non fan. I'm a huge detractor from the idea of wearing multiple hats. I realized in small businesses that just has to happen to some degree. But as much as possible, the business model should be built so that way multiple hats aren't required. Because I think what happens is, I think small business owners, when I say small business owners, I'm talking like, you know, kind of run 10 20 million and under, I think small business owners often wear the multiple hats thing is like a badge of pride, like a pride, you know, that like, Hey, we wear multiple hats, we roll up our sleeves, we get stuff done, and, and we're scrappy. And I think that's cool. But I also think it's an excuse to not focus and also think it's an excuse to not make tough decisions that need to be made and improve the business model. So where possible, once you grow beyond a certain stage, maybe, you know, a couple of few million bucks, like this idea of multiple hats really shouldn't be a cultural thing in your company. And you need to be building a business where multiple hats is not required. And so what that means is, if you can't afford to hire all this separate hats, then that's your clue that something about the model is not right, whether it's the model of the on the sgma side, how you go about selling and supporting the offering, or whether it's the offering itself. And so that those are huge clues that something's not working.
Yeah, that's interesting. I mean, I know that the response, I could imagine a lot of people feeling or giving, because I've heard it many times as well. I mean, the money's just not there, right? You just don't have enough money to put all the right people in the right spot. So what would you say to that? You can't always control that part. No,
but I would say you have to go back and look at your, I'll go to the offering side the product in operations, right? I think you have to go back to whatever your product is. And you have to figure out, you know, are you just merely generating revenue? And just to sustain like, this beast? Where there's really no like net surplus? At the end? Are you just really just feeding a beast? Or where can you actually look to refine the offering refine the product such that it becomes world class, and you just do that thing? Right? Because so many times organizations just get caught up in feeding the beast? Yeah. And it's like, oh, yeah, we don't have enough revenue. We can't afford to get additional people, we've got all these people doing all these things. Well step back and wonder why you've got all these people doing all these things?
Yeah, I mean, sometimes you are keeping on staff, full time people that are servicing a very small and insignificant portion of the business, right. And if you were to get rid of those staff, yeah, you'd also have to get rid of that portion of the business. But you might be able to free up funds to double down on what is actually creating real growth for you.
Yeah, we talked about this in the last episode, but I believe where most organizations go wrong is they don't obsess about their product enough. And obsess about making it the very best thing on planet Earth. Because if you do that, then your clients, depending on your model, they either buy again sooner, or they'll stay longer. If you're on a recurring model, your margins will improve your efficiencies will improve, you'll have better results for your clients that idea of customer success, which means what they're going to tell a friend, there's your referrals, they'll respond positively when you ask for referrals, they'll happily participate in case studies, what are case studies, that's content to go get more customers? Right? They'll leave you reviews positively on websites, what's that, that's another inbound opportunity to bring new new awareness to your brand. So all of those things happen as a byproduct of obsessing in operations, before you obsess in sales and marketing. Right. And again, just to clarify, so they're in the business world, sometimes people hear operations, and they think that means kind of like, overarching over the whole business. But in it, another segment of the business world views operations as the product, which is what EOS aligns on so when you hear us say operations, we mean, whatever your product is, that's operations. Okay. So when I say that, I mean, focusing in your operations and figuring out how to make that world class. Yeah, and what's working, what's not working. And if you have people wearing multiple hats in there, you know, people are stretched, then you've got a, you've got a model problem, that's a business model problem, give to fix that. Okay, and so again, when you're a few million and under, you're going to have multiple hats. It's kind of inevitable, because it's just you're not big enough to have all the right like, the proper infrastructure of an established business. But beyond that, there should be no excuse. why you've got a culture of multiple hats. Yeah. So highly encourage you to if you're doing that, take a step back.
Awesome. Alright, we covered rhythms, right mapped rhythms from EOS over to Reb Ops, we talked about scorecard Kind of the leadership team and the rev ops team, we talked about the process and the people analyzer. So I think at the end of the day, all of this culminates in, if you are a process minded person, or if you are looking for ways to not just be fighting out there in the wild, wild west, us is probably already on your radar, if it's not good, check it out. And rev ops is going to help you with that in a huge way. So if you haven't, you know, dived any deeper than this podcast, it's time for you to do that.
Yeah. And especially in EOS, right, they have what's called the marketing box, and certainly Rev ops is bigger than marketing. But that's probably the the place where he would like, if you were to pierce a hole in that box, and then say, what's under that? And what's the world underneath that this is probably where rev ops is going to come in, mostly write down your V to write that marketing box. Most organizations don't have an answer for like, okay, what's the, what's the implementation of that look like? Because on the VTL, remember, like when they say marketing, it's less marketing. It's more about strategic positioning and whatnot. For our non EOS, there's what is v2, that's the vision traction organizer. And so, a one page document two sides, that allows you to, at a high level, establish your vision. And then on the other side, which is your traction, the plans for this year in this quarter. Okay, and it really valuable document. We use a version of it here at our firm. But that marketing box on the vision side, it's less about marketing. It's more really about like, positioning and digit brand positioning, if you will. And so oftentimes people who are running us don't really have an answer for how do you go about doing that? How do you make that come to life? That's where Reb ops comes in.
Hmm, yeah, I love that. Awesome.
Yeah. So look, if you're, if you're interested in this idea of like, Hey, you run Eos. And, you know, what would it take to run rev ops in your organization, we'd love to help you out. Just get in touch with us. We've got some links in the show notes. You can also just email me direct frank@digitopia.agency frank@digitopia.agency, we'd be happy to set some time up with one of our strategies to help you identify, you know, who could be your rev up champion who could be your implementer just at a basic level, if you want to get started, Who could that be on your team, and we'll help you identify that no hard sales pitch at all. But if you'd like some help like that, get in touch with me and I'd be happy to set you up with a strategist on my team. But until next time when we get back to you with our next episode. Have a great one and we'll see you soon.
Topics:Podcast


text:
Q: What to call a medical-care boarding-school for adults In Russia we have special medical institutions, somewhere between psychiatric hospitals and boarding schools for adults. There are different departments for people with mental disorders and people with neurological disorders (like сerebral palsy or anything else). People live there to get treatment and help.
As I wrote it's a place for adults only and I have no idea about its English equivalent.  What should I call it in English?

A: Vilmar suggested nursing home as an option, but these often tend to be for older patients. Residential care homes offer these supports to patients of all ages.

Residential care refers to long-term care given to adults or children who stay in a residential setting rather than in their own home or family home.
There are various residential care options available, depending on the needs of the individual. People with disabilities, mental health problems, learning difficulties, Alzheimers, dementia or who are frail aged are often cared for at home by paid or voluntary caregivers, such as family and friends, with additional support from home care agencies. However, if home-based care is not available or not appropriate for the individual, residential care may be required.

Wikipedia - Residential Care

Care homes, also known as adult family homes, board and care homes, residential care or personal care homes offer personalized service to small groups of adults. These residential homes provide lodging, meal services and assistance with daily living activities.

A Place for Mom - What are Residential Care Homes?

A: I believe it is called a nursing home:

A nursing home is a place for people who don't need to be in a hospital but can't be cared for at home. Most nursing homes have nursing aides and skilled nurses on hand 24 hours a day.
Some nursing homes are set up like a hospital. The staff provides medical care, as well as physical, speech and occupational therapy. There might be a nurses' station on each floor. Other nursing homes try to be more like home. They try to have a neighborhood feel. Often, they don't have a fixed day-to-day schedule, and kitchens might be open to residents. Staff members are encouraged to develop relationships with residents.
Some nursing homes have special care units for people with serious memory problems such as Alzheimer's disease. Some will let couples live together. Nursing homes are not only for the elderly, but for anyone who requires 24-hour care.

(U.S. National Library of Medicine)

A: Another option would be an Assisted Living Facility:

The Assisted Living Federation of America defines assisted living as a long-term care option that combines housing, support services and health care, as needed. Assisted living is designed for individuals who require assistance with everyday activities such as meals, medication management or assistance, bathing, dressing and transportation. Some residents may have memory disorders including Alzheimer's, or they may need help with mobility, incontinence or other challenges.

(Assisted Living Federation of America website)

A: How about sanitarium, "an institution for the preservation or recovery of health, especially for convalescence; health resort."


text:
Radio America Online News Bureau
The Facts About Florence
September 13, 2018 by GregC
Listen to "The Facts About Florence" on Spreaker.
Hurricane Florence may do a great deal of damage and bring major flooding, but the system has weakened some in the days before hitting the east coast and even the storm surge may not be as devastating as advertised.
Dr. Tim Ball taught climatology at the University of Winnipeg. He is also the author of "The Deliberate Corruption of Climate Science." Two days ago, forecasters expected Florence to come ashore as a Category Four hurricane, meaning maximum sustained winds were thought to be 130-156 miles per hour.
Florence is now a Category 2 storm, with wind speeds now expected to be between 100-110 miles per hour. That's still capable of causing plenty of destruction, but how did forecasters miss the downgrade?
Dr. Ball says they shouldn't have. He says as the storm moved north in the Atlantic Ocean, it was guaranteed to hit colder water, which weakens the power of hurricanes.
"Hurricanes are driven by the water that's evaporated off the surface, and the heat energy that's used to evaporate that water is released back into the storm when it condenses. That's called the latent heat of condensation," said Ball.
He also says the storm is further hampered moving north by the tropopause, the layer of our atmosphere between the troposphere and the stratosphere. The tropopause is twice as big at the equator than it is at either pole, so a reduced tropopause going north also weakens Florence.
"As they move north, these systems get squeezed, get flattened out. As they get flattened out, that means that they spin less rapidly, which reduces the wind speed," said Ball.
He also says while the storm surge may cause significant peril along the coast and even further inland, that too will likely be less significant than advertised.
Ball says atmospheric pressure pushes down on the ocean but the low pressure accompanying hurricanes allows the ocean to bulge up and surge into land. It can get even worse if the storm strikes at high tide and depending how the wind from the hurricane is acting at landfall.
However, Ball says the 955 millibars (the measure of atmospheric pressure) is not particularly low, so that ocean bulge will hopefully be less catastrophic than most are reporting.
Listen here for more of Dr. Ball's hurricane analysis, his explanations of why the the forecast is now shifting, and his larger thoughts on the climate debate.
Filed Under: News & Politics, Podcasts Tagged With: Florence, hurricane, storm surge
Senate Polls, Trump's Stupid Hurricane Tweets, Bush Not Stumping for Cruz
Listen to "Senate Polls, Trump's Stupid Hurricane Tweets, Bush Not Stumping for Cruz" on Spreaker.
Jim Geraghty of National Review and Greg Corombos of Radio America are glad to see polls showing Republicans inching ahead in the Tennessee and Indiana Senate races, and other key pick-up opportunities are also in reach. They also hammer President Trump for tweeting his objections to the death toll listed for last year's hurricanes in Puerto Rico, especially as another major storm is making landfall. And they react to George W. Bush hitting the midterm campaign trail for several candidates, but not for Sen. Ted Cruz in his own state.
Filed Under: News & Politics, Podcasts, polls Tagged With: 2018 midterms, death toll, Florence, George W. Bush, media, National Review, President Trump, Puerto Rico, Senate polls, Ted Cruz, Three Martini Lunch
Iran: 'This Regime Is Not Ten Feet Tall'
Rudy's Bumbling Agents, Iowa's Confusing Caucuses, West Virginia's Wild Proposal
Tom Steyer Talks Debates, Climate, National Security & More
Virginia Embraces ERA; Fight Far from Over
Biden's Bogus Argument, CNN vs. Bernie, 'Bern' Down Milwaukee?


Kuwait's Al-Sumait Prize for African Development has called for nominations for its 2017 award for education, which is open to individuals and organizations alike.
Kuwait City, Kuwait, January 5, 2017 – Kuwait's Al-Sumait Prize for African Development today called for nominations for its 2017 award for education. Applications for the prize need to be received by Al-Sumait's Prize office no later than April 30, 2017.


'S e 23 an Dàmhair an 296mh latha dhen bhliadhna a rèir a' Mhìosachain Ghriogaraich (297mh ann am bliadhna-leum). Tha 69 latha air fhàgail gus deireadh na bliadhna.
1295 – Chaidh fo-sgrìobhaidhean a chur ri ciad chùmhnant an t-seann-chaidreachais (Auld Alliance) eadar Alba agus an Fhraing ann am Paris.
1707 – Choinnich a' chiad Phàrlamaid na Rìoghachd Aonaichte (Parliament of Great Britain) ann an Lunnainn.
1799 - Chaidh Kingston (Tennessee) a stèidheachadh.
1941 - Chaidh am film Dumbo le Walt Disney fhoillseachadh anns na Stàitean Aonaichte.
1933 - Carlos Lemos Simmonds, ann am Popayán. Fear-poileataigs à Coloimbia.
1943 - Janez Levec, ceimigear à Sloibhìnia.
1869 - Edward Smith-Stanley, Prìomh-mhinistear na Rìoghachd Aonaichte.
1973 - Douglas Young,eadar-theangaiche, bàrd, neach-poileataigs is àrd-ollamh Albannach.
2011 - Herbert A. Hauptman ann am Buffalo. Ceimigear às na Stàitean Aonaichte.
2012 - Michael Marra, seinneadair is sgrìobhadair-òrain à Dùn Dèagh.
Air a tharraing à "https://gd.wikipedia.org/w/index.php?title=23_an_Dàmhair&oldid=521816"


text:
Under UDAN's international leg, Bangkok, Dhaka to be connected to Guwahati firsthttps://indianexpress.com/article/business/aviation/under-udans-international-leg-bangkok-dhaka-to-be-connected-to-guwahati-first-5527598/
Under UDAN's international leg, Bangkok, Dhaka to be connected to Guwahati first
Currently among the large airlines in India, turbo-prop aircraft are operated by IndiGo, Air India-arm Alliance Air and Jet Airways, which operate ATR airliners and SpiceJet that flies the Bombardier Q400 plane.
By ENS Economic Bureau |New Delhi | Published: January 8, 2019 12:13:48 am
PM to launch civilian flight ops from Hindon airbase, inaugurate Delhi Metro's new corridor on Mar 8
Helicopter service between Shimla and Chandigarh takes off under UDAN-II
Maharashtra: Five routes under UDAN scheme to restart from February 13
Procedure was in the final stages and airline will be able to start operating on the routes by March-end.
The Centre has finalised the operator for Guwahati-Dhaka and Guwahati-Bangkok routes under the international leg of UDAN scheme, making them the first two sectors to operate under the flagship regional connectivity scheme, a senior civil aviation ministry official said without disclosing the winning bidder.
The official added that the procedure was in the final stages and the airline will be able to start operating on the routes by March-end. While the government received multiple bids for these two routes, there were no takers for four other destinations from Guwahati – Singapore, Yangon in Myanmar, Kathmandu in Nepal and Kuala Lumpur in Malaysia.
"There was competition for these two cities. There were more than one bid. We have finalised the bid for Bangkok as well as Dhaka. The file is already with the minister, the day it is signed, we will announce the winner," said the aviation ministry official.
The official also said that the Guwahati-Dhaka flight will be operated on a turbo-prop aircraft, while the Bangkok sector from Assam's largest city will be operated on a "180-seater" aircraft.
"For the last one year they (Assam) have been pursuing the ministry and they have committed the funds. They are keen that whatever money is there should be used to bid for six destinations. We got the bids for two airports: Bangkok and Dhaka. For the remaining four, we got invalid bids," said the official.
Under international version of the UDAN scheme, the subsidy will come from the states and not the central government.
Furthermore, unlike the domestic scheme, no airline will be given exclusivity over a particular route.
On October 14 last year, the centre had invited proposals from interested air operators for the international scheme as it sought to enhance air connectivity from India to select overseas destinations.
UDAN scheme
1 Financial concerns keep airlines from competing hard for UDAN routes
2 SpiceJet's Delhi-bound flight diverted to Varanasi after engine shuts down
3 Govt to meet stakeholders to review aircraft engine issues


text:
Donald Trump declares a winner of the Democratic debates ... himself
John Fritze David Jackson Michael Collins
OSAKA, Japan – President Donald Trump on Thursday slammed Democrats taking part in the second of two presidential debates this week, breaking from a meeting of global leaders taking place in Japan to suggest their performance guaranteed his re-election.
Trump blasted Democrats for universally pledging their health care proposals would provide coverage for immigrants in the country illegally.
"All Democrats just raised their hands for giving millions of illegal aliens unlimited healthcare. How about taking care of American Citizens first!?" Trump posted on Twitter in between meetings with other world leaders. "That's the end of that race!"
As Democrats held their second debate Thursday evening, Trump was in Japan for the annual G-20 meeting. The international stage didn't stop him from keeping an eye on politics at home.
Live coverage:The 2nd night of the Democratic debates, and blistering attacks, is over. Biden was battered, Harris strong
Biden on defense:Joe Biden, Kamala Harris square off as Democratic rivals go on the attack on the debate stage
Trump mocked the Democrats during a meeting with Angela Merkel, telling the German chancellor he would rather be "spending time with you than watching the debate."
The president went on to speak at length about the debate during that meeting, at one point again citing pledges by candidates to extend health care plans to migrants.
Trump said he "passed a television set" and "saw that maximum health care was given to 100% of the illegal immigrants coming into our country by the Democrats."
He said Democrats have not given similar attention to American citizens.
Trump later took another shot at the Democrats while denouncing the socialist government in Venezuela.
"I heard a rumor that the Democrats are going to change their name from the Democratic Party to the Socialist Party," he joked.
Early Friday morning, Trump took another swipe, this time sending insults to former Vice President Joe Biden and Vermont Sen. Bernie Sanders.
Trump suggested Wednesday that he wouldn't tweet much during the first Democratic presidential debate because he was on Air Force One en route to Japan and off "to save the world." But roughly 30 minutes into the debate, the president tweeted out his snarky, all-caps, one-word review: "BORING!"
By Thursday evening – Friday morning in Japan – Trump was scheduled for a busy slate of meetings with world leaders.
BORING:President Donald Trump, other Republicans slam Democratic debate
Trump's decision to weigh in on the debate ran counter to the advice of many Republican strategists, who suggested he should resist the temptation to respond as Democratic hopefuls battled each other and courted their party's liberal base.
That advice, however, didn't apply to the president's closest allies. Donald Trump Jr. took to Twitter to offer his review of the debate and Biden's performance in particular.
"Live shot inside Biden HQ: #DemDebate2," he tweeted.
The post included a photo of the Hindenburg crashing and burning.
5 ways the Trump impeachment inquiry will loom large at Tuesday's Democratic debate October democratic debate: Will Sanders attend? What are the issues? Here are 4 things you need to know When are the 2020 presidential election primaries? 4 decades separate 2020's presidential candidates. Here's what that looks like. Why Democrats have a tough road in 2020 in Ohio
Like what you're reading? Download the USA TODAY app for more


Asian tweeps just outpaced the US users in term of numbers, according to a research company.
"Twitter users in Asia, mainly located in Japan, Indonesia and South Korea, account for 37 percent of tweets," said Semiocast, which studied 2.9 million tweets over 24 hours on June 22.
Read also: How Indonesian politicians and state officials tweeted.
Previous articleHell yeah! Indonesia has more than 200 startups now!
Next articleTime is flying. Today is my first anniversary at Yahoo!


Concerns exist the National Disability Insurance Scheme fraud squad will "criminalise people with disability", with advocates questioning its focus and value amid a service-delivery backlog.
In response, disability advocates questioned the focus of the task force and criticised the federal government for a lack of clarity in the announcement.
Australian Human Rights Commission disability discrimination commissioner Alastair McEwin weighed in on Facebook, warning people with disability were already experiencing barriers to accessing services under the NDIS.
"The government needs to take great care that it does not create further barriers, and that it does not criminalise people with disability, or service providers, who are simply trying to access or provide services in a multi-faceted system," McEwin said.
The disability discrimination commissioner also questioned the value of forming a 100-member task force given the service-delivery backlog plaguing the NDIS.
"There's a compelling argument to be made that an extra 100 staff might be put to better use in lifting the NDIS staffing cap and clearing up the very real backlog that exists in providing NDIS services," he said.
The significant backlog was laid bare in a recent Commonwealth ombudsman report, which revealed people with disability were waiting up to nine months to have their NDIS plans successfully reviewed.
Ross Joyce, the CEO of the Australian Federation of Disability Organisations (AFDO), said he was also concerned about the task force announcement.
He told Pro Bono News it should have been made clear the task force was not about NDIS participants attempting fraud.
"There are substantial and onerous processes which people with disability must go through with any NDIS application, before they are approved and eligible for supports," Joyce said.


Meet the cooks on Bobby Flay's Blue Team. Who will be crowned Best of the Worst on Worst Cooks in America, Season 3?
Bobby Flay can throw down with America's best chefs, but how will he fare with a team of eight hopeless cooks?
Melissa struggled with anorexia for six years and constantly battles her fear of food and the image reflected in the mirror. Boot camp is the last stop on her road to recovery and she hopes it will give her the confidence to cook healthy food and return the joy to eating.
This Philadelphia guy is outgoing and fun-loving and wants to spearhead a tradition of Sunday night dinners, though his sons — and the dogs — will not eat his food. Vinnie's wife has overcome breast cancer, which has emphasized the importance of family time, and he hopes that his learning to cook will create the family quality time he craves.
Benjamin is a stay-at-home dad who is responsible for preparing healthy meals for his family while his wife works 10-hour days as a nurse. This "Mr. Mom" needs to ditch his obsession with spicy foods and takeout and learn to cook for the sake of his family's health, as his son, who has autistic tendencies, recently has been prescribed a gluten-free diet.
Erica enjoys cooking with unusual kitchen tools, such as razorblades and pliers, and considers food expiration dates to be mere suggestions. She needs considerable assistance in order to avoid harming herself in the kitchen and to keep her family safe from her meals.
Libby is a Southern belle who sells kitchen tools and appliances on live television. Her husband, who has sworn to never eat her food again, finds it ironic that Libby does not know how to use the products that she sells. Hopefully, boot camp will teach Libby about those supplies.
Sarina's family has taken care of her and cooked all of her meals her entire life. This wedding photographer believes that her lack of cooking knowledge is keeping her longtime boyfriend from proposing and hopes that boot camp will help her grow up and finally get engaged.
Sherrill's perception of her cooking skills is a bit skewed; she was shocked to learn her husband had nominated her for Worst Cooks in America. In fact, she believes that she deserves her own cooking show. She enjoys being creative with her recipes, though they never result in a good outcome, causing her husband to avoid coming home for dinner. This delusional diva needs some professional kitchen training.
Tiffany is tired of being the outcast in her family of exceptional cooks. She is a professional poker player and thrives in the face of competition, having won over $1 million in her career. She hopes to garner just as much success in the kitchen.


text:
Q: How can force it only on an hourly using android TimePicker I would like to use TimePicker to create a form in which the user only receives input in time units as follows:
03:00
15:00
17:00

Is there a way?
**** This is my TimePicker ****
  protected Dialog onCreateDialog(int id) {

    // Get the calander
    Calendar c = Calendar.getInstance();

    // From calander get the year, month, day, hour, minute
    int year = c.get(Calendar.YEAR);
    int month = c.get(Calendar.MONTH);
    int day = c.get(Calendar.DAY_OF_MONTH);
    int hour = c.get(Calendar.HOUR_OF_DAY);
    int minute = c.get(Calendar.MINUTE);

    switch (id) {
        case Date_id:

            // Open the datepicker dialog
            return new DatePickerDialog(GoodbyePetTimeDateSelectActivity.this, date_listener, year,
                    month, day);
        case Time_id:

            // Open the timepicker dialog
            return new TimePickerDialog(GoodbyePetTimeDateSelectActivity.this, time_listener, hour,
                    minute, false);

    }
    return null;
}

// Date picker dialog
DatePickerDialog.OnDateSetListener date_listener = new DatePickerDialog.OnDateSetListener() {

    @Override
    public void onDateSet(DatePicker view, int year, int month, int day) {
        // store the data in one string and set it to text
        String date1 = String.valueOf(month) + "/" + String.valueOf(day)
                + "/" + String.valueOf(year);
        set_date.setText(date1);
    }
};

TimePickerDialog.OnTimeSetListener time_listener = new TimePickerDialog.OnTimeSetListener() {

    @Override
    public void onTimeSet(TimePicker view, int hour, int minute) {
        // store the data in one string and set it to text
        String time1 = String.valueOf(hour) + ":" + String.valueOf(minute);
        set_time.setText(time1);
    }
};

I want to delete input min
only receiver per hour

A: You can do that by just changing the following line:
String time1 = String.valueOf(hour) + ":" + String.valueOf(minute);

to
String time1 = String.valueOf(hour) + ":00";

A: From the question,

TimePicker to create a form in which the user only receives input in time units

I believe you want the TimePicker to enable user only to select the hour and put 00 in the minute, not programmatically remove or exclude the minute value. For implementing that just use the following class I'm providing below and use it from wherever you prefer:
CustomTimePickerDialog
import java.lang.reflect.Field;
import java.util.ArrayList;
import java.util.List;

import android.app.TimePickerDialog;
import android.content.Context;
import android.content.DialogInterface;
import android.widget.NumberPicker;
import android.widget.TimePicker;

public class CustomTimePickerDialog extends TimePickerDialog {

    private final static int TIME_PICKER_INTERVAL = 60;
    private TimePicker mTimePicker;
    private final OnTimeSetListener mTimeSetListener;

    public CustomTimePickerDialog(Context context, OnTimeSetListener listener,
                                  int hourOfDay, int minute, boolean is24HourView) {
        super(context, TimePickerDialog.THEME_HOLO_LIGHT, null, hourOfDay,
                minute / TIME_PICKER_INTERVAL, is24HourView);
        mTimeSetListener = listener;
    }

    @Override
    public void updateTime(int hourOfDay, int minuteOfHour) {
        mTimePicker.setCurrentHour(hourOfDay);
        mTimePicker.setCurrentMinute(minuteOfHour / TIME_PICKER_INTERVAL);
    }

    @Override
    public void onClick(DialogInterface dialog, int which) {
        switch (which) {
            case BUTTON_POSITIVE:
                if (mTimeSetListener != null) {
                    mTimeSetListener.onTimeSet(mTimePicker, mTimePicker.getCurrentHour(),
                            mTimePicker.getCurrentMinute() * TIME_PICKER_INTERVAL);
                }
                break;
            case BUTTON_NEGATIVE:
                cancel();
                break;
        }
    }

    @Override
    public void onAttachedToWindow() {
        super.onAttachedToWindow();
        try {
            Class<?> classForid = Class.forName("com.android.internal.R$id");
            Field timePickerField = classForid.getField("timePicker");
            mTimePicker = (TimePicker) findViewById(timePickerField.getInt(null));
            Field field = classForid.getField("minute");

            NumberPicker minuteSpinner = (NumberPicker) mTimePicker
                    .findViewById(field.getInt(null));
            minuteSpinner.setMinValue(0);
            minuteSpinner.setMaxValue((60 / TIME_PICKER_INTERVAL) - 1);
            List<String> displayedValues = new ArrayList<>();
            for (int i = 0; i < 60; i += TIME_PICKER_INTERVAL) {
                displayedValues.add(String.format("%02d", i));
            }
            minuteSpinner.setDisplayedValues(displayedValues
                    .toArray(new String[displayedValues.size()]));
        } catch (Exception e) {
            e.printStackTrace();
        }
    }
}

Call this from your activity like this:
    Calendar mcurrentTime = Calendar.getInstance();
    int hour = mcurrentTime.get(Calendar.HOUR_OF_DAY);
    int minute = mcurrentTime.get(Calendar.MINUTE);
    CustomTimePickerDialog mTimePicker;
    mTimePicker = new CustomTimePickerDialog(MainActivity.this, new TimePickerDialog.OnTimeSetListener() {
        @Override
        public void onTimeSet(TimePicker timePicker, int selectedHour, int selectedMinute) {
            tv.setText( selectedHour + ":" + selectedMinute);
        }
    }, hour, minute, false);
    mTimePicker.setTitle("Select Time");
    mTimePicker.show();

This will provide the user with a simple time picker dialog but restricting the minute values to 00 like this, see this screenshot of the app:

Follow this gist I've created to view the whole project code:
https://gist.github.com/SaadAAkash/fff10eda851736e30d76d7533186f927


text:
How Tunisia's Ennahda found its path between Islam and democracy
Murat Sofuoglu
Necmettin Erbakan
Assad
Rached Ghannouchi
Tunisian president hospitalised 'in severe health crisis' - presidency
Tunisia has a third front for 2019 polls
The Tunisian youth who say No to the culture of extremism
Tunisia's Ennahda to lead fractured new parliament
Tunisia's presidential race starts with one candidate in jail
How Ukrainian-origin leaders dominated the Soviet Union
Eerie calm in Ukraine amid prospect of a Russian invasion
How the camel's nose inspired an advanced humidity sensor
5 ways your memory misleads you
'Tax us now': Millionaires call out to global leaders
After the revolution, Tunisia's Ennahda managed to transition from decades of opposition to secular autocracy, finding the middle ground. It has managed to survive as an active political movement thanks to its lifelong leader, Rached Ghannouchi.
Rached Ghannouchi, the co-founder and lifelong leader of Tunisia's Ennahda movement, is able to develop an understanding between Islam and democratic values. That has helped his movement survive in the harsh realities of Arab politics. He gives a speech during the legislative election on October 27, 2014. (Fadel Senna / Getty Images)
Tunisia's Ennahda movement has been navigating in the Arab world's troublesome waters for almost a half century. The religiously inspired political movement's intellectual and political founder, Rached Ghannouchi, has won acclaim for his firm embrace of democracy and political pluralism in a region where autocracy has long been the norm. The 76-year-old has for decades advocated that Islamic and democratic values can live together side by side.
Ghannouchi officially co-founded the Islamic Tendency Movement with a small group of likeminded friends in 1981 [the movement first emerged in the late 1960s, originally as an offshoot of the Egyptian Muslim Brotherhood]. Despite suffering extensive repression under the country's secularist establishment, the group has not resorted to violence or armed struggle.
In the wake of the Tunisian Uprising of 2011, the newly legalised Ennahda was the biggest winner in the 2011 parliamentary elections. But their success was checked by Tunisia's secularist establishment when two leading leftist politicians were assassinated in 2013 and a lot of protesters were on the streets of the country against the Ennahda-led government.
The movement under Ghannouchi's directions decided to withdraw from power in a smooth process in 2014 and opening the road for the establishment of a transitional technocratic government.
During TRT World Forum, held in Istanbul in October, Ghannouchi was a keynote speaker. He spoke to us for his movement's survival codes and how Islam and democracy can work together.
In October 2014, more than 10,000 Ennahda supporters attending an election rally in a stadium at Sidi Mansour. (Nicolas Fauque/Corbis / Getty Images)
Despite so much trouble in the Middle East and North Africa, Ennahda has managed to survive in Tunisia as an influential Muslim political movement. How do you define your movement's guide to survival?
RACHED GHANNOUCHI: This is to be expected. Ennahda is not a new movement, it's been around more than 50 years. It's a movement which adapts to its environment. We have been evolving and adapting as the situation unfolds in Tunisia. That's why we feel that Ennahda has its own specificity, a Tunisian specificity. We are not copying another movement from anywhere else. We are Tunisian and we are a unique movement following our own path.
Why have there been so many divisions in the Muslim world?
RG: Each country and party has its own situation. Each has its own context and it has to be evaluated and judged according to its own context.
Do you rate your adaptability in changing political conditions as being better than others?
RG: Maybe. One of the main conditions for survival for any organism is its ability to adapt and to evolve. Ones who don't adapt will disappear like dinosaurs.
Our adaptability starts with an understanding of Islam that is open and flexible. It starts, too, with an understanding of the context of any given situation that is also open and flexible. Then, you take this understanding of Islam with an understanding of a [particular] situation and combine them. As a result, as situations change, you come up with new solutions. That's what we're trying to do in Tunisia.
You and your movement have taken exceptional political stances at crucial points in Tunisia, which are atypical in the Islamic world. Your movement willingly withdrew from power [in January 2014] despite having won most votes in the country [in the historic 2011 election]. How do you explain your movement's exceptional capability to give up power when you see it as being necessary? How do you compare your movement with other Muslim political movements in the region?
RG: I do not want to talk about other movements …
All the milestones the party and the movement have gone through [throughout Ennahda's existence] show we have adapted [in new conditions] through our self-evaluation and we learnt from our mistakes and corrected them [in the process]. And we moved forward. We also reacted to the changing situation.
For example, in 1981, when president [Habib Bourguiba] said the country will be open to democracy and the formation of parties, we applied to become a party. They rejected our application and resorted to violence, but we remained a peaceful movement. By slowly reacting to these realities and through self-evaluation, we were able to keep moving forward.
Even though we might have differences with others, we accepted their right to exist. For example, we have many differences with communists and leftists and criticise them [for some of their stances], but we believe in the right to be different and to coexist [with those differences].
Ghannouchi, head of the governing Ennahda party, gives a press conference in Tunis, in December 2012. After long persecution at the hands of the the country's secularist rulers, the movement was able to come to power following the 2011 Tunisian Uprising. (Hassene Dridi / AP)
We also changed our stances regarding women's rights in Tunisia. There are laws related to the rights of women in Tunisia. We were against them in the 1970s. But in time, we came to a point where we decided to accept them.
The previous regime excluded us [from the political process] and put us in prisons. After the [2011] revolution, when we came to power, we did not respond to them the way they dealt with us. We tried to behave in a prophetic way, seeking no revenge, no exclusion [of political actors linked to the Old Regime], or the methods they had used against us when they were in power. Because of that, we were able to work with them and others later on.
After so many people killed in Syria following the failure of Arab Spring rebellions in much of the Middle East, alongside the uncomfortable fact that Assad, an Arab autocrat, seems well-positioned to stay in power in the foreseeable future, how do you envision the future of the Muslim world?
RG: The future is freedom. We understand that Islam stands for freedom and justice. As a result, the future will be for Islam. We are going to go through a period of change. I believe the future will be better. Developments in the world, like revolutions in media and particularly in digital media, are forcing the world to be more free [about political matters].
There is no future for dictatorships and just one view. [People want to see] multiple views. In a free world, we can offer our understanding to people, and they can freely choose what they want – us or others…
It is unacceptable in our time that we can have pharaohs [autocrats who impose their will on their people] that let people see only what they want them to see. It is not possible anymore. The media is free now and has broken down its own barriers. I do not see any future for dictatorships.
What should Turkey do for the Muslim world?
RG: Turkey's role in the world is very important. It plays a crucial role in terms of humanitarian aid. It hosts more than 3 million Syrian refugees. It's even helping Somalis. Turkey has also achieved remarkable economic development, being a good financial model for other [Muslim countries].
Turkey can increase cooperation among Muslim countries to help the Islamic world progress. Today [October 20] Turkey, under Erdogan's leadership, is hosting a significant D-8 summit, which is a good step to increase cooperation in the Muslim world. [The Developing 8 Organisation for Economic Cooperation was established in 1996 by a former Turkish prime minister, Necmettin Erbakan, who was once the political mentor of Recep Tayyip Erdogan, Turkey's current president. Aiming to increase cooperation among Muslim countries, the D-8 includes Turkey, Iran, Pakistan, Egypt, Malaysia, Indonesia, Bangladesh and Nigeria as its members.]
Source: TRT World
@Readingavenue
Murat Sofuoglu is a staff writer at TRT World.
Is the US trying to woo Turkiye over the Ukraine crisis?
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The pandemic and the booming luxury industry


Members are a central part of any not-for-profit corporation. At times, members within a not-for-profit become embroiled in disputes. If not resolved quickly, costly and time-consuming legal battles may result and threaten the vitality of the organization.
Gray, Whitley LLP understands the challenges of member matters in not-for-profit corporations. We draw on years of practice in Toronto to help our clients successfully resolve such challenges.
What are the goals in creating the membership?
Does the corporation want a broad or small membership?
Are member going to pay dues?
If they are paying dues, how much should the corporation charge?
If member disputes are not handled correctly, what happens?
The lawyers of Gray, Whitley LLP have years of experience dealing with boards of directors and members. We have advised not-for-profits on structural matters in order to create their membership and effectively maintain it. We know that membership disputes can arise and craft structures aimed at preventing problems to the fullest extent possible.
When a membership dispute escalates, the matter can sometimes end up in court. We aim to help our clients prevent this and thus preserve the corporation's time and resources.
Our approach is to avoid lengthy, expensive and unnecessary court proceedings wherever possible. We can help implement a risk management plan in case of member disputes. If a member dispute comes to a head, we can help ensure a proper process to have the membership and directors resolve the dispute.
If a membership dispute is threatening the stability of your organization, our lawyers can help. Please call 647-560-3705, or contact us online to book a meeting.


text:
package util;

import java.io.BufferedWriter;
import java.io.FileNotFoundException;
import java.io.FileOutputStream;
import java.io.IOException;
import java.io.OutputStreamWriter;
import java.io.UnsupportedEncodingException;
import java.io.Writer;

import org.apache.log4j.Logger;

/**
 * IMPORTANT: This is a duplicate method from the geo-util socialsensor.eu project
 * (it should be factored out)
 * @author papadop
 *
 */
public class EasyBufferedWriter extends BufferedWriter {

	protected Logger logger;

	static final Writer createWriter(String textFile, Logger logger){
		try {
			return new OutputStreamWriter(new FileOutputStream(textFile), "UTF-8");
		} catch (UnsupportedEncodingException e) {
			logger.error(e.getMessage());
		} catch (FileNotFoundException e) {
			logger.error(e.getMessage());
		}
		return null;
	}

	public EasyBufferedWriter(String textFile) {
		super(createWriter(textFile, Logger.getLogger("eu.socialsensor.util.EasyBufferedWriter")));
		this.logger = Logger.getLogger("eu.socialsensor.util.EasyBufferedWriter");
		logger.debug("opened " + textFile);
	}

	@Override
	public void close() {
		try {
			super.close();
		} catch (IOException e) {
			logger.error(e.getMessage());
		}
	}

	@Override
	public void write(String s) {
		try {
			super.write(s);
		} catch (IOException e){
			logger.error(e.getMessage());
		}
	}

	@Override
	public void newLine() {
		try {
			super.newLine();
		} catch (IOException e){
			logger.error(e.getMessage());
		}
	}

}

redpajama_set_name: RedPajamaGithub


text:
lunderinstitute@colby.edu
You are here: Home / More News / General News / Student Research Assistant Roundtable
Student Research Assistant Roundtable
May 19, 2020 /in General News /by Jaime McLeod
Colby students who served as research assistants for the Lunder Institute for American Art in 2019–20 share their experiences working for the Institute's inaugural cohort of Research Fellows.
Jessamine Batario, Lunder Institute Mellon Postdoctoral Fellow for Artistic and Scholarly Engagement and Programs, moderates the discussion with Carter Wynne '20, Katie Herzig '20, Jane MacKerron '20, and Olivia Hochstadt '21.
The Lunder Institute launched its Research Fellows Program in September 2019. The program appoints a Distinguished Scholar and supports a group of fellows at varying stages of their careers to pursue original scholarship around a theme or topic of particular concern to the field of American art. A signature feature of the program is that each Research Fellow incorporates an artwork at the Colby Museum into their current research.
Led by Tanya Sheehan, the inaugural 2019–20 Research Fellows Program focused on Art by African Americans, including work on loan from the Harmon and Harriet Kelley Collection. Watch the Symposium here.
https://www.colby.edu/lunderinstitute/wp-content/uploads/sites/254/2020/05/Slide8.jpeg 960 1440 Jaime McLeod http://author.colby.edu/lunder/wp-content/uploads/sites/215/2019/04/logo.png Jaime McLeod2020-05-19 14:43:082020-09-30 14:47:05Student Research Assistant Roundtable
A collaborative initiative with the Colby College Museum of Art, the Lunder Institute for American Art supports innovative research and creative production that expands the boundaries of American art.
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On January 18 & 19, 2014 The Natural Resources Defense Council (NRDC) supported the IWC endorsed, expert training for boat operators, park personnel and researchers in San Ignacio Lagoon, Mexico. This training workshop included one day on land in a classroom (provided by the Kuyima Eco-Tourism camp) and one day of practical simulation using boats provided by Kuyima and the Autonomous University of Baja California Sur (UABCS) research team. Other support was provided by the IWC and the U.S. National Oceanic and Atmospheric Administration (NOAA).
The IWC and NOAA provided two expert trainers (David Mattila and Ed Lyman), for 34 participants in the classroom, 20 of whom were identified as key recipients for practical training on the water the following day. The trainees included: 12 fishermen/boat operators, 6 from Secretaria de Medio Ambiente y Recursos Naturales (SEMARNAT), 2 from UABCS.
A few weeks later, a gray whale calf was observed with fishing line and buoys wrapped around its body. On March 22, 2014 UABCS researchers responded to this incident, and using the special equipment and methods taught to them at the January Workshop, they successfully removed the fishing gear from the small whale. The young whale and its mother swam off without the lines and buoys.