Do you dream of walking into your boss's office and quitting your job to start a business of your own?
But you have an idea, and you are sure it's a good idea.
So, can you take your good idea and turn it into a company while you still have your day job?
In fact: In today's article Xoliswa Hlongwane, a 33-year-old qualified Chartered Accountant from SAICA, shares the exact strategy she used to start her own clothing manufacturing business, XO Collection while still working full time.
And yes she had her own share of struggles when she decided to work full time and start her own self-funded business, but she did it.
Through her clothing manufacturing business, XO Collection, she seeks to contribute towards reducing unemployment. Her various social investment programmes show that youth empowerment is at the centre of her heart.
In 2017, Xoliswa was awarded the KZN Regional Business Women Association Award for the women in Government category.
In 2018 she was a finalist in the Top 35 Under 35 CAs competition, she was also honoured by the Destiny Woman magazine in their November 2018 issue as part of the 40 powerful women under 40 years.
You can connect to her on LinkedIn at – Xoliswa Hlongwane.
How did I decide to become a Chartered Accountant?
What made me start my own business while working a full-time job?
What was the first step I took when I started my own business?
How do I manage my business while working a full-time job?
How did I select the right person to run my business?
What have I learned from running my business?
Do I have a mentor?
Would you advise other professionals to have two sources of income?
During primary schooling, I was an average learner who got just enough marks to progress to the next grade. I was too playful and didn't focus much on studies.
When I was younger we moved around quite a lot.
Growing up in different communities and cities made me streetwise and aware of the world out there, which was different from most of my school mates or even peers in the community.
Also, my dad whom I moved to the province to live with died at the beginning of the year. So I had to finish that year at school and then move to my relative's place. Life was definitely not easy for me.
Whilst studying in grade 12, I applied for tertiary studies. I remember ticking a box asking me whether I required financial aid. I ticked that I needed financial aid. Little did I know that was one of the most important ticks I have ever made in my life, next to voting :-).
Having seen the entrance requirements for the targeted Universities which were based in my province I knew I had to work hard.
Amidst all difficulties, I gave my best and God being great I did well in grade 12.
I went to the University of KwaZulu-Natal knowing only the fact that I will be studying B.Com Accounting. Nothing beyond that.
Luckily the friends I made during my orientation week helped to shed some light on the various career opportunities.
It was then that I got to know about CA from SAICA (The South African Institute of Chartered Accountants) and I chose the CA route.
My CA journey was a very clueless journey. I really moved with the flow. I did not even apply for any bursaries during my undergrad, instead, I relied on financial aid.
A bursary is financial study assistance offered by institutions towards a course of their choice, mostly comes with a condition of service after graduating.
Financial aid is provided by the government for needy students, which is payable back to the govt once the graduate is employed.
To become a Chartered Accountant from SAICA upon graduation one has to do post graduation in order to obtain an Honours Degree.
Now at the end of my third year at university, I knew I had to find a job as government financial aid did not fund my Honours studies.
So in order to save money for my post-graduation, I started working part-time at a medium firm while pursuing my last year B.Com Accounting degree.
Normally you start articles after post graduation however some firms, especially small ones accept people with undergrad to start articles and study postgrad part-time. That is what I did.
I wanted to be a star performer at work and neglected my studies during the year, hoping to catch up at the end of the year.
I soon realized it doesn't work like that.
Consistency is key to succeeding in part-time studies. This lack of focus resulted in me repeating my honours degree a couple of times. I only passed my Honours after my CA articles.
When I think of it now I don't know how I did not give up. I am happy it worked out but it was difficult studying part-time whilst serving articles.
Articles gave me amazing work experience and taught me a couple of life lessons. I learned new skills and faced new challenges. It made me a mature professional.
You can study full time and obtain a B. Com Accounting degree or an equivalent CA(SA) undergraduate qualification at a SAICA accredited university. Once you have completed your B.Com Accounting degree you will be required to do obtain an Honours degree. After this, you have to do 3 years of internship and write two board exams to become a qualified Chartered Accountant.
If you want to work part-time while pursuing a B. Com Accounting degree you will have to do five years of articleship upon which you must complete a B.Com Accounting degree or equivalent CA (SA) undergraduate qualification and then obtain your Honors degree. Post this give two board exams to become a qualified CA (SA).
If you study full time while pursuing B.Com Accounting degree but study part-time during Honors degree one has to to do 4 years of articleship and give two board exams to become a qualified Chartered Accountant from SAICA.
If possible finish all your studies full time before starting your articleship. That means get all the qualification requirements on a full-time basis and only write board exams during your articles and not study part-time as it is very difficult.
Once you start work and you are still studying or writing exams, ensure consistency in your studies. Study the whole year, not only in preparation for exams or tests.
Draw up a vision board of your future career and draw a connection to your current state. That will help make choices that contribute towards your vision.
Once established, start thinking about how you can expand and be an all rounded professional.
Once you qualify as a Chartered Accountant you soon realize that the qualification only gives you a golden ticket and opens the door for you. How you use it and which subsequent doors you enter is based on your drive and aspirations.
Identify what elements make up the professional you are and service them all. Give back, contribute to your country's social needs, spend time with family, discover yourself. Do it all.
After qualifying as a Chartered Accountant I worked in various companies in Durban, South Africa.
I never thought of myself as an entrepreneur. Not until I fell in love with clothing!
It all started with me wanting to dress uniquely and nicely so I set out to find someone who can make my clothes.
Having spent many nights reading about the fashion industry, I decided to make clothes not only for myself but also ones I could sell. This was March 2017.
I imagined a shop where you do not have to go through rails of clothing to find what you like, a place where you like everything you see and only pick the clothes based on what you need. That is how my company XO Collection was born.
For now, it houses a brand called Xecutive business wear which focuses on ladies' business wear.
Initially, I was planning to only design clothes and then use a Cut Make and Trim(CMT) factory to handle my production.
In fact, I even started using a Cut Make and Trim factory in Cape Town. But since I lived in Durban I wanted a CMT factory in Durban itself. However, I struggled to find a CMT factory I could rely on in Durban (South Africa).
Did I ever consider using a CMT in China? No. I wanted to make my clothes locally and contribute to employment in our country so using a CMT in China was something I did not want to consider.
That is when I came across an advertisement for factory assets on sale at an affordable price. I decided this is what I needed to control the production of my garments and control quality issues.
So instead of having someone else Cut Make and Trim the clothes, I thought of doing the same from scratch and decided to start my own clothes production from zero.
As a new person to the industry, I was very particular about everything. I also learned to be more flexible.
Once I bought the assets and rehired the retrenched staff, from that point I had to go out of my way to ensure I keep them gainfully employed. There was no going back.
I used a lot of my savings and loans to start my venture and decided to continue working to fund my business.
After setting the factory and my staff the next step was to run the business.
Quitting my current job was not an option as I needed money to finance my business. I knew I had to continue with my full-time job in order to make this business come to life.
So I started my business while still working at a full-time job.
I worked all day at the office and then worked for my business in the evening after office and over weekends.
I cannot lie, it wasn't easy.
At first, I thought I could get away with just having an Admin person at XO Collection and me being the "brains" of the business.
However, I soon realized that I was stifling the growth of the business by making the business wait for me to make decisions after office hours or on weekends.
My absence from 100% operational involvement had a negative impact on the speed of getting things off the ground.
Eleven months down the line with no prospects of profitability, I started to think who could help me with this. That is what drove me to recruit a fashion graduate so that operational decisions do not wait for my availability.
Hiring someone to run my business had made my business so much more organized.
Decisions are taken in time and when needed. And since then my business has been really promising.
This taught me that sometimes you have to let go a little in order to achieve your goals.
Not everything conceptualized by you needs to be made by you from beginning to end.
Sometimes we think because the vision is ours, we are the only ones that can make it happen however my company has shown me that it is not necessarily true!
It is about identifying what your business needs and off that what will come from you.
Do not be scared to delegate as long as it is to someone who is good at what they do but more importantly respects your authority.
The industry is a difficult one and highly competitive. It is about what you offer and how you turn "likes" into sales.
I am still learning every day.
We have eight staff members including two contract staff and one cleaner who comes once a week.
When will I go full time and focus only on my business?
In a couple of years depending on how stable it is and whether I can complement my income through applying my skills on a consulting basis.
So far am self-funded, but the pot has run out, hence it is very important for the business to show signs of sustainability.
I start work at 7:30 after dropping off kids at school.
I leave work around 17:30 for either gym or straight home.
When I get home I shower, have dinner and catch up with the kids.
I later go through the daily report that the staff from XO Collection sends me and respond to areas requiring my attention.
I normally sleep at 22:00.
I started using a Cut Make and Trim factory in Cape Town and moved from looking for a CMT closer to me to buying factory assets and to starting my own CMT. How dramatic.
My business model has changed so much since I started XO Collection.
Presently, XO Collection is a CMT and fashion house.
We produce our in-house brand as well as for other designers and retailers. We have no minimum quantities and make it easy for designers to be commercial.
Although this started as a hobby it is now a business which employs people that depend on it for a living.
That keeps me on my toes because although I have a job and can find it easy to cut my losses during this stage when we haven't even broken even, it is the thought of my employees that keeps me going and knowing that closing the business is not an option.
I have tried and tested different things to get to where I am comfortable about who we are.
At this stage am looking for enterprise development opportunities for the business so we can grow and my staff can learn more business management skills.
That profitability is a function of many things in the right proportions.
There are many facets to me; career, business, social entrepreneur and personal. I need guidance on all.
Mentorship is important to help you not repeat avoidable mistakes or things that don't work.
Also, it helps to have a sounding board as you progress with your life. The right mentor can really grow you.
I have a life coach that I talk to weekly and a business mentor but we struggle to keep to regular meetings as we are both busy.
When we do meet, I gain a lot.
I have just approached a more mature CA to also mentor me. He is very wise.
I believe so much in mentorship that I have started a mentorship programme called #10YearCAChallenge where I intend taking rural learners from grades 10 to 12 on a 10-year journey towards CA.
They are facing several challenges like poor Maths marks. I intend walking with them and getting over the challenges along the way.
Our journey can be followed on my LinkedIn profile and on Instagram @10yearcachallenge.
In my opinion, once you have progressed to a certain point in your career, where you have gained a set of skills, then I suggest you start working towards your business aspirations.
It will definitely take a while before it can be a second source of income.
Personally, I went the route of starting my business on the side while still working as a full-time employee elsewhere. It's difficult but doable.
There are clear advantages and disadvantages to starting a business while employed. But as long as you can reasonably manage both, I would suggest to retaining employment while starting a business.
Sometimes we think because the vision is ours, we are the only ones that can make it happen however that is not necessarily true! So if required hire the right person.
When you recruit someone to handle the operations of your business make sure that they have good integrity and ethics. And of course good knowledge. Make sure that they respect your authority.
After your full-time job, take out time in the evening to have a look at the daily working of your business. Have a daily reporting or some kind of review.
Learn to delegate so you can be relaxed.
When working at your full-time job avoid thinking or working on your business. This might cause trouble. So stay focused on your job and give it your best.
Do you want to start your own business while working full time?
Or have you quit your job to start your own business?
Comment now and share your experiences with us.
Also if you have questions for Xoliswa comment below with your questions and she will get back to you.


Silly Auto-Translation: March Complacent Self-Centered Chocolate – Garage Dusty Exciting Car Team!
I also love obscure but brilliantly executed Japanese cars. I think this late-model Nissan March (Nissan Micra in backwards countries like Australia) fits that bill perfectly. Looking at one of these standard you'd be hard pressed to find an attractive line, but somehow this owner in Japan has managed to turn theirs into a thing of beauty!
Look at that fitment! Couldn't possibly have been done any better. Bravo, anonymous Japanese person.
I want that numberplate. I'm digging the coloured window tint too.


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Rolls-Royce Motor Cars Bangkok
ROLLS-ROYCE DAWN 'INSPIRED BY MUSIC' TAKES TO THE STAGE
The social, convivial atmosphere of Dawn has been encapsulated in a light-hearted music video introducing Dawn 'Inspired by Music'.
In a playful twist, Dawn 'Inspired by Music' was taken for a spin in Rolls-Royce's anechoic chamber, at the Home of Rolls-Royce in Goodwood, West Sussex. The special sound-deadening room is most commonly used during the build process of all Rolls-Royce motor cars to detect any unwanted extraneous sounds, resulting in models such as the world's most silent car, a Rolls-Royce Phantom.
A hyper-sensitive microphone was used to capture the mechanical and electrical tones of Dawn, including the soft closing doors, the umbrella exiting from its home in the door, the windscreen wipers, indicators and the Spirit of Ecstasy proudly taking her place on the prow of the motor car. These sounds were then mixed together with deconstructed music stems to create a wholly new track.
Dawn 'Inspired by Music' follows in the footsteps of its hugely successful stablemate, Wraith 'Inspired by Music'. The motor car features the unrivalled aural experience of the marque's Bespoke Audio system; the Lyrical Copper exterior paint finish is presented with a blend of brushed and polished textures, elegantly hinting at the use of copper found in only the very best audio systems. An alternative exterior colour-way of Andalusian White may also be specified.
Get the latest news from Rolls-Royce Motor Cars Bangkok
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redpajama_set_name: RedPajamaCommonCrawl


text:
Osseï Toutou ou Osei Tutu, asantehene de la confédération Ashanti de 1695 à 1712 ou 1717. Il est le premier roi qui unifie les Ashantis et le quatrième souverain du royaume Ashanti, apparu au  sur la Côte de l'Or, en Afrique de l'Ouest, sur le territoire de l'actuel Ghana. Il se distingue en remportant une série de victoires contre les états voisins. Le précédent souverain, juste avant lui, était son oncle Obiri Yebora.

Biographie
Jusqu'en 1620, les Ashanti sont vassaux du puissant royaume Denkyira, l'un des deux royaumes avec les Adansi à se partager la forêt, alors que les Akwamu vivaient vers les mines d'or de Birin ainsi que la région d'Accra.

Dans ses jeunes années, alors qu'il n'était encore que prince, Osei Toutou est envoyé à la cour de son suzerain Boa du royaume denkyria. C'est là qu'il fera connaissance d'Okomfo Anokye, devin célèbre qui deviendra par la suite son conseil, et en quelque sorte son ministre de l'Intérieur. Ils vont mettre en place l'unité du royaume autour du trône en or offert par les dieux comme alliance divine avec le roi et descendu du ciel par l'intermédiaire d'Okomfo, d'après le mythe fondateur. Sur ce trône, symbole de la puissance des rois ashanti, était répandu le sang des prisonniers capturés au combat et sacrifiés. Osei va vaincre le royaume Denkyira et celui d'Akyem tout en leur laissant une grande autonomie (les institutions d'origines étaient intactes). L'empire Ashanti fut officiellement formé en 1701.

Il devient chef de la ville de Kumasi en 1675 et forme la confédération Ashanti en 1695 (ou 1701) pour lutter contre les visées expansionnistes du royaume Denkyéra qu'il vainc militairement lors de la bataille de Feyiase.

L'organisation des Ashanti est fondée sur la famille matrilinéaire. Le roi est nommé sur les conseils de la reine mère, dont les pouvoirs, ainsi que ceux des chefs provinciaux, contrebalancent les siens.

Osei Toutou assoit son autorité et consolide les bases de l'État ashanti en s'appuyant sur l'armée, qu'il structure, et les puissances magico-religieuses, en s'attachant les services du prêtre Okomfo Anokye. La tradition rapporte que celui-ci aurait fait descendre du ciel par invocation le tabouret d'or (sika dwa) qui devient le symbole de l'autorité de la monarchie et de l'unité du royaume.

Osei Toutou envahit l'État d'Akan et meurt au cours d'une bataille contre les Akyem. À sa mort, les deux prétendants au trône, Dakon et Opokou Waré se combattent. Opokou Waré, victorieux, impose facilement son autorité aux Aschanti à partir de 1731.

Le premier des différents états Akan date du début du  et correspond à l'Ashanti. Les Dioula, commerçants d'ethnie Manding venaient y acheter l'or. La tradition veut que le royaume Gonja ait été fondé par des cavaliers venant du Mali, qui s'inquiétaient de voir diminuer la quantité d'or que le royaume de Bono fournissait aux Dioula. La raison en était que de nouveaux acquéreurs étaient apparus sur la côte, les Européens.

Notes et références

Histoire du Ghana
Souverain africain
Ashantis
Asantehene
Dirigeant politique du XVIIIe siècle en Afrique

redpajama_set_name: RedPajamaWikipedia


WASHINGTON — To fulfill America's humanitarian obligations as a member of the international community and to invest in the nation's long-term health, economic interests, and national security, the United States should reaffirm and increase its commitment to improving the health of developing nations, says a new report from the Institute of Medicine.
The United States should increase its funding for overseas disease prevention and treatment to $15 billion per year by 2012 to achieve this goal, said the committee that wrote the report. In addition, scale-up of existing preventive and therapeutic interventions and a boost in research on health problems that are endemic to low- and middle-income countries will be required. The U.S. government — along with other nations, academia, nongovernmental organizations (NGOs), private foundations, and other partners — should lead efforts to build the health care work forces and facilities in resource-limited countries; many have critical deficits that hamper delivery of care even when it is available. And public and private donors need to engage individuals and organizations in these nations as respected partners to ensure accountability and sustainability of aid initiatives, the report adds.
The committee supports President Obama's recent announcement of plans to make health a pillar of U.S. foreign policy, a recommendation the committee made in its interim report released in December. The president should underscore this commitment by creating a White House Interagency Committee on Global Health headed by a senior White House official to plan, prioritize, and coordinate budgeting for the nation's global health programs and activities, the new report says.
The increase of U.S. funding for global health to $15 billion by 2012 should provide $13 billion per year for health-related millennium development goals — including treatment and prevention of HIV/AIDS, malaria, and tuberculosis — and an additional $2 billion to balance the portfolio by targeting the growing problem of injuries and noncommunicable diseases, such as heart disease. Of the $13 billion, $3.4 billion should support programs in areas that have been severely underfunded, including nutrition, family planning and reproductive health, and strengthening countries' health care systems. Scaling up such programs will require improving the delivery of existing health interventions and the development of new diagnostic, preventive, and treatment tools and services.
U.S. agencies and Congress should make government-funded health programs more flexible to permit funds to support not only specific interventions, but also to more broadly strengthen recipient nations' health systems. They should allow recipient nations to allocate funds as necessary to meet their particular needs. For example, funds targeted to providing malaria drugs to children could simultaneously support broader maternal and child health services.
In a recent nationwide poll, about two-thirds of Americans said they support U.S. efforts to improve health in poor countries. The public's support is grounded in altruism, but also comes from a sense that a health crisis anywhere could impact Americans and the belief that health is an increasingly global issue, the poll showed.
The study was sponsored by the Bill & Melinda Gates Foundation, Burroughs Wellcome Fund, Google.org, Merck Company Foundation, Rockefeller Foundation, U.S. Department of Health and Human Services, U.S. Department of Homeland Security, and U.S. Department of State. Established in 1970 under the charter of the National Academy of Sciences, the Institute of Medicine provides independent, objective, evidence-based advice to policymakers, health professionals, the private sector, and the public. The National Academy of Sciences, National Academy of Engineering, Institute of Medicine, and National Research Council make up the National Academies. A committee roster follows.
Copies of THE U.S. COMMITMENT TO GLOBAL HEALTH: RECOMMENDATIONS FOR THE PUBLIC AND PRIVATE SECTORS are available from the National Academies Press; tel. 202-334-3313 or 1-800-624-6242 or on the Internet at HTTP://WWW.NAP.EDU. Additional information on the report can be found at HTTP://WWW.IOM.EDU/USANDGLOBALHEALTH. Reporters may obtain a copy from the Office of News and Public Information (contacts listed above). In addition, a podcast of the public briefing held to release this report is available at HTTP://NATIONAL-ACADEMIES.ORG/PODCAST.
RODERICK K. KING, M.D., M.P.H.


This is one of the most common questions dancers ask me and to be honest, the answer isn't a simple one.
You are busy dancing all day so you eat small lunches and snacks that you squeeze into your routine until 8pm rolls around and you're starving! You decide to munch down a big healthy meal. In this case – even though you had a bigger meal late at night you are still in "calorie deficient" so you still may have lost a little bit of weight.
You go out for a massive lunch that goes on for hours and includes soft drink and plenty of food. Then you are still hungry at 3pm and have a sandwich. It get's to dinner and you're just not hungry so you have a light salad at 6pm and nothing after this time. You will still be over your calorie budget and therefore will still have put on weight even though you ate nothing after 6pm.
Can you now see that the time you ate isn't important, what you ate and the amount is what really matters?!
So having a light dinner when you get home isn't going to make you stack on the pounds unless you have already over eaten throughout the day.
In relation to sleeping. Eating just before you go to bed can cause indigestion, reflux and or heart burn if the food hasn't had a chance to digest before you lie down. Another problem with eating just before bed is that it takes energy to digest the food. This can take away from the energy needed to sleep which may result in a restless nights sleep.
Try eating something; however make it a small light meal that is easy to digest. Some examples could include: A light salad with tuna or a small bowl of chicken and vegetable soup and a piece of toast.
Remember the food you put in your mouth is like the money you put in the bank, it doesn't matter what time of the day you make deposits, the amount you are depositing is what really counts!


This short and lucid book is built on the notion that French aesthetic thought in the eighteenth century is marked by various dualisms and, furthermore, upon the distinction drawn by the author himself between aesthetic and critical theories. . . . the book is quite good.
For most of the twentieth century, the writings of aestheticians of the French Enlightenment were neglected by philosophers and students of the fine arts. Coleman has applied philosophical analysis to the writings of Diderot, Montesquieu, Dubos, Batteux, André, and Crousaz, among others, to reflect on the fine arts of the first two-thirds of the eighteenth century.
190 Pages, 6 x 9 in.
Francis X. J. Coleman was professor of philosophy at Boston University and the author of several books, including The Aesthetic Thought of the French Enlightenment.


text:
Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial
Scott R. Lambert, George Cotsonis, Lindreth Dubois, Azhar Nizam, Stacey J. Kruger, E. Eugenie Hartmann, David R. Weakley, Carolyn Drews-Botsch
Importance: Although intraocular lenses (IOLs) are often implanted in children, little is known whether primary IOL implantation or aphakia and contact lens correction results in better long-term visual outcomes after unilateral cataract surgery during infancy. Objective: To compare long-term visual outcomes with contact lens vs IOL correction following unilateral cataract surgery during infancy. Design, Setting, and Participants: This multicenter randomized clinical trial enrolled 114 infants with a unilateral congenital cataract who underwent cataract surgery with or without primary IOL implantation between 1 and 6 months of age. Data on long-term visual outcomes were collected when the children were age 10.5 years (July 14, 2015, to July 12, 2019) and analyzed from March 30 through August 6, 2019. Interventions: Intraocular lens implantation at the time of cataract surgery. Main Outcomes and Measures: Best-corrected visual acuity using the electronic Early Treatment Diabetic Retinopathy Study (E-ETDRS) testing protocol. Analysis was performed on an intention-to-treat basis. Results: Best-corrected visual acuity was measured at age 10.5 years for 110 of the 114 patients (96%) enrolled as infants. The participants included 58 girls (53%) and 52 boys (47%). Overall, 27 of the children (25%) had good (logMAR 0.30 [Snellen equivalent, 20/40] or better) visual acuity in the treated eye (12 [22%] in the IOL group and 15 [27%] in the aphakia group), but 50 children (44%) had a visual acuity of logMAR 1.00 (Snellen equivalent, 20/200) or worse (25 [44%] in the IOL group and 25 [44%] in the aphakia group). The median logMAR acuity in the treated eye was similar in children randomized to receive an IOL at the time of cataract extraction (0.89; interquartile range [IQR], 0.33-1.43 [Snellen equivalent, 20/159]) and those who remained aphakic (0.86; IQR, 0.30-1.46 [Snellen equivalent, 20/145]) (IQR, 0.30-1.46; P =.82). Although the overall difference in median visual acuity between the 2 groups was small, the estimate was imprecise (99% CI for the difference in medians was-0.54 to 0.47). Conclusions and Relevance: As in previous phases of the study, visual acuity outcomes were highly variable with only 27 children (25%) achieving excellent visual acuity in their treated eye and 50 children (44%) having poor vision in the treated eye. Implanting an IOL at the time of cataract extraction was neither beneficial nor detrimental to the visual outcome.
https://doi.org/10.1001/jamaophthalmol.2020.0006
10.1001/jamaophthalmol.2020.0006
Fingerprint Dive into the research topics of 'Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial'. Together they form a unique fingerprint.
Contact Lenses Medicine & Life Sciences
Intraocular Lenses Medicine & Life Sciences
Cataract Medicine & Life Sciences
Visual Acuity Medicine & Life Sciences
Aphakia Medicine & Life Sciences
Intraocular Lens Implantation Medicine & Life Sciences
Lambert, S. R., Cotsonis, G., Dubois, L., Nizam, A., Kruger, S. J., Hartmann, E. E., Weakley, D. R., & Drews-Botsch, C. (2020). Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial. JAMA Ophthalmology, 138(4), 365-372. https://doi.org/10.1001/jamaophthalmol.2020.0006
Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy : A Randomized Clinical Trial. / Lambert, Scott R.; Cotsonis, George; Dubois, Lindreth; Nizam, Azhar; Kruger, Stacey J.; Hartmann, E. Eugenie; Weakley, David R.; Drews-Botsch, Carolyn.
In: JAMA Ophthalmology, Vol. 138, No. 4, 04.2020, p. 365-372.
Lambert, SR, Cotsonis, G, Dubois, L, Nizam, A, Kruger, SJ, Hartmann, EE, Weakley, DR & Drews-Botsch, C 2020, 'Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial', JAMA Ophthalmology, vol. 138, no. 4, pp. 365-372. https://doi.org/10.1001/jamaophthalmol.2020.0006
Lambert SR, Cotsonis G, Dubois L, Nizam A, Kruger SJ, Hartmann EE et al. Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial. JAMA Ophthalmology. 2020 Apr;138(4):365-372. https://doi.org/10.1001/jamaophthalmol.2020.0006
Lambert, Scott R. ; Cotsonis, George ; Dubois, Lindreth ; Nizam, Azhar ; Kruger, Stacey J. ; Hartmann, E. Eugenie ; Weakley, David R. ; Drews-Botsch, Carolyn. / Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy : A Randomized Clinical Trial. In: JAMA Ophthalmology. 2020 ; Vol. 138, No. 4. pp. 365-372.
@article{01da94f317c741a6b38e7d13c67418a1,
title = "Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy: A Randomized Clinical Trial",
abstract = "Importance: Although intraocular lenses (IOLs) are often implanted in children, little is known whether primary IOL implantation or aphakia and contact lens correction results in better long-term visual outcomes after unilateral cataract surgery during infancy. Objective: To compare long-term visual outcomes with contact lens vs IOL correction following unilateral cataract surgery during infancy. Design, Setting, and Participants: This multicenter randomized clinical trial enrolled 114 infants with a unilateral congenital cataract who underwent cataract surgery with or without primary IOL implantation between 1 and 6 months of age. Data on long-term visual outcomes were collected when the children were age 10.5 years (July 14, 2015, to July 12, 2019) and analyzed from March 30 through August 6, 2019. Interventions: Intraocular lens implantation at the time of cataract surgery. Main Outcomes and Measures: Best-corrected visual acuity using the electronic Early Treatment Diabetic Retinopathy Study (E-ETDRS) testing protocol. Analysis was performed on an intention-to-treat basis. Results: Best-corrected visual acuity was measured at age 10.5 years for 110 of the 114 patients (96%) enrolled as infants. The participants included 58 girls (53%) and 52 boys (47%). Overall, 27 of the children (25%) had good (logMAR 0.30 [Snellen equivalent, 20/40] or better) visual acuity in the treated eye (12 [22%] in the IOL group and 15 [27%] in the aphakia group), but 50 children (44%) had a visual acuity of logMAR 1.00 (Snellen equivalent, 20/200) or worse (25 [44%] in the IOL group and 25 [44%] in the aphakia group). The median logMAR acuity in the treated eye was similar in children randomized to receive an IOL at the time of cataract extraction (0.89; interquartile range [IQR], 0.33-1.43 [Snellen equivalent, 20/159]) and those who remained aphakic (0.86; IQR, 0.30-1.46 [Snellen equivalent, 20/145]) (IQR, 0.30-1.46; P =.82). Although the overall difference in median visual acuity between the 2 groups was small, the estimate was imprecise (99% CI for the difference in medians was-0.54 to 0.47). Conclusions and Relevance: As in previous phases of the study, visual acuity outcomes were highly variable with only 27 children (25%) achieving excellent visual acuity in their treated eye and 50 children (44%) having poor vision in the treated eye. Implanting an IOL at the time of cataract extraction was neither beneficial nor detrimental to the visual outcome.",
author = "Lambert, {Scott R.} and George Cotsonis and Lindreth Dubois and Azhar Nizam and Kruger, {Stacey J.} and Hartmann, {E. Eugenie} and Weakley, {David R.} and Carolyn Drews-Botsch",
note = "Publisher Copyright: {\textcopyright} 2020 American Medical Association. All rights reserved. Copyright: Copyright 2020 Elsevier B.V., All rights reserved.",
doi = "10.1001/jamaophthalmol.2020.0006",
journal = "JAMA Ophthalmology",
T1 - Long-term Effect of Intraocular Lens vs Contact Lens Correction on Visual Acuity after Cataract Surgery during Infancy
T2 - A Randomized Clinical Trial
AU - Lambert, Scott R.
AU - Cotsonis, George
AU - Dubois, Lindreth
AU - Nizam, Azhar
AU - Kruger, Stacey J.
AU - Hartmann, E. Eugenie
AU - Weakley, David R.
AU - Drews-Botsch, Carolyn
N1 - Publisher Copyright: © 2020 American Medical Association. All rights reserved. Copyright: Copyright 2020 Elsevier B.V., All rights reserved.
N2 - Importance: Although intraocular lenses (IOLs) are often implanted in children, little is known whether primary IOL implantation or aphakia and contact lens correction results in better long-term visual outcomes after unilateral cataract surgery during infancy. Objective: To compare long-term visual outcomes with contact lens vs IOL correction following unilateral cataract surgery during infancy. Design, Setting, and Participants: This multicenter randomized clinical trial enrolled 114 infants with a unilateral congenital cataract who underwent cataract surgery with or without primary IOL implantation between 1 and 6 months of age. Data on long-term visual outcomes were collected when the children were age 10.5 years (July 14, 2015, to July 12, 2019) and analyzed from March 30 through August 6, 2019. Interventions: Intraocular lens implantation at the time of cataract surgery. Main Outcomes and Measures: Best-corrected visual acuity using the electronic Early Treatment Diabetic Retinopathy Study (E-ETDRS) testing protocol. Analysis was performed on an intention-to-treat basis. Results: Best-corrected visual acuity was measured at age 10.5 years for 110 of the 114 patients (96%) enrolled as infants. The participants included 58 girls (53%) and 52 boys (47%). Overall, 27 of the children (25%) had good (logMAR 0.30 [Snellen equivalent, 20/40] or better) visual acuity in the treated eye (12 [22%] in the IOL group and 15 [27%] in the aphakia group), but 50 children (44%) had a visual acuity of logMAR 1.00 (Snellen equivalent, 20/200) or worse (25 [44%] in the IOL group and 25 [44%] in the aphakia group). The median logMAR acuity in the treated eye was similar in children randomized to receive an IOL at the time of cataract extraction (0.89; interquartile range [IQR], 0.33-1.43 [Snellen equivalent, 20/159]) and those who remained aphakic (0.86; IQR, 0.30-1.46 [Snellen equivalent, 20/145]) (IQR, 0.30-1.46; P =.82). Although the overall difference in median visual acuity between the 2 groups was small, the estimate was imprecise (99% CI for the difference in medians was-0.54 to 0.47). Conclusions and Relevance: As in previous phases of the study, visual acuity outcomes were highly variable with only 27 children (25%) achieving excellent visual acuity in their treated eye and 50 children (44%) having poor vision in the treated eye. Implanting an IOL at the time of cataract extraction was neither beneficial nor detrimental to the visual outcome.
AB - Importance: Although intraocular lenses (IOLs) are often implanted in children, little is known whether primary IOL implantation or aphakia and contact lens correction results in better long-term visual outcomes after unilateral cataract surgery during infancy. Objective: To compare long-term visual outcomes with contact lens vs IOL correction following unilateral cataract surgery during infancy. Design, Setting, and Participants: This multicenter randomized clinical trial enrolled 114 infants with a unilateral congenital cataract who underwent cataract surgery with or without primary IOL implantation between 1 and 6 months of age. Data on long-term visual outcomes were collected when the children were age 10.5 years (July 14, 2015, to July 12, 2019) and analyzed from March 30 through August 6, 2019. Interventions: Intraocular lens implantation at the time of cataract surgery. Main Outcomes and Measures: Best-corrected visual acuity using the electronic Early Treatment Diabetic Retinopathy Study (E-ETDRS) testing protocol. Analysis was performed on an intention-to-treat basis. Results: Best-corrected visual acuity was measured at age 10.5 years for 110 of the 114 patients (96%) enrolled as infants. The participants included 58 girls (53%) and 52 boys (47%). Overall, 27 of the children (25%) had good (logMAR 0.30 [Snellen equivalent, 20/40] or better) visual acuity in the treated eye (12 [22%] in the IOL group and 15 [27%] in the aphakia group), but 50 children (44%) had a visual acuity of logMAR 1.00 (Snellen equivalent, 20/200) or worse (25 [44%] in the IOL group and 25 [44%] in the aphakia group). The median logMAR acuity in the treated eye was similar in children randomized to receive an IOL at the time of cataract extraction (0.89; interquartile range [IQR], 0.33-1.43 [Snellen equivalent, 20/159]) and those who remained aphakic (0.86; IQR, 0.30-1.46 [Snellen equivalent, 20/145]) (IQR, 0.30-1.46; P =.82). Although the overall difference in median visual acuity between the 2 groups was small, the estimate was imprecise (99% CI for the difference in medians was-0.54 to 0.47). Conclusions and Relevance: As in previous phases of the study, visual acuity outcomes were highly variable with only 27 children (25%) achieving excellent visual acuity in their treated eye and 50 children (44%) having poor vision in the treated eye. Implanting an IOL at the time of cataract extraction was neither beneficial nor detrimental to the visual outcome.
U2 - 10.1001/jamaophthalmol.2020.0006
DO - 10.1001/jamaophthalmol.2020.0006
JO - JAMA Ophthalmology
JF - JAMA Ophthalmology


text:
First Finnish stamps of the year feature candy, sledding, and an orchid
The Finnish stamp year 2013 will begin with three new issues and one reissue on January 21. The themes of the first stamps of the year include Valentine's Day candies, wintery sledding and the queen of plants, the orchid. The three January issues include a total of eight new stamps. The popular blue Lion of Finland stamp with a value of EUR 1.00 is to be reprinted.
Valentine's Day is celebrated in a sweet atmosphere
This year, the traditional Valentine's Day stamps are issued in a joyful candy theme. The Sweet St. Valentine's Day booklet contains six first class stamps and four stickers for brightening up letters and cards.
According to Sini Henttonen, the designer of the stamps, candy is a central element of St. Valentine's Day culture all around the world.
- The oval form and bright colors emphasize the candy-like, playful nature of the stamps, explains Ms Henttonen, who will receive her MFA from Aalto University in spring 2013.
- I have admired the fresh illustrations of Finnish stamps in recent years, and they have also encouraged me to send cards. I hope that my St. Valentine's Day stamp series will inspire good spirits in senders and recipients alike, while also adding a sweet taste to the card, Henttonen says.
Joyful sledding scene for winter greetings
The first class Sledding stamp is the perfect choice for winter greetings of all types. It will be issued as a foldable sheet of ten stamps, which also includes ten Priority labels.
The designer, Georgi Eremenko, wanted to illustrate the joys and light of winter.
- I found inspiration from watching colorfully dressed people sledding in Helsinki's Kaivopuisto one bright and sunny January weekend.
- I drew several stories in the stamp, which can be found by taking a closer look at the picture. People are sledding at a wild pace, each in their own way. A small dog is running alongside, Mr Eremenko describes.
Orchids are good for joy and sorrow
A lot of requests have been submitted for a flower-themed stamp, and Orchid will be issued in January. With its value of EUR 1.10, it can be used as the payment indication of first class items weighing under 100 grams. The foldable self-adhesive sheet of ten stamps fits neatly into the wallet.
The stamp, designed by Susanna Rumpu and Ari Lakaniemi, is printed with a delicate pearl lacquer, contributing to the dignity of the stamp. The stylish stamp is suitable for congratulations and printed condolences, for example. The orchid cultivar depicted in the stamp, Coilostylis parkinsoniana, is photographed by Jouni Seppänen, an all-round flower specialist.
Reprint of the blue Lion of Finland stamp
January 21 will also see a two-million stamp reprint of the popular blue Lion of Finland stamp with a payment value of EUR 1.00. The dynamic and modern lion stamp, designed by Mika Launis, was initially issued on January 1, 2002.
Minor changes in the microperforation between the stamps have been made in the reissue compared to the previous issue. The changes are due to the web offset printing method used in the production of the new stamps. No changes have been made to the actual stamp.
Technical data of Finnish stamps released on January 21, 2013 (pdf)
Itella Posti Oy
Tommi Kantola, Product Manager, tel. +358 20 451 5531
Petri Pohjolainen, Product Manager, tel. +358 20 451 5572
Markku Penttinen, Development Director, tel. +358 20 451 5519
Email addresses: firstname.lastname@itella.com
Image material for the media


From early November 2014 to December 2015, we will be paying tribute to Monsieur Julius Koch, the tallest Montois ever who died in the city on 30 March 1902. Victim of a form of gigantism, this "simple man" from a fairground background measured 2m58 and took to the stages of music halls throughout Europe under his stage name of CONSTANTIN. His skeleton lies today in the Natural History Museum, awakening the curiosity of the little ones… and the fully-grown.
A multi-disciplinary team - visual artists, musicians, scientists and literary people - from here and elsewhere will be referring to his person over the course of one year. Julius Koch will live again in the locations which saw him dance, stumble and fall. A cortège, conferences, a mass, a "cold meat" meal, a headstone, a birthday, a concert… will, through him, imbue unexpected places with the notion of how all things are relative. Big today, small tomorrow; small yesterday, big tomorrow.


text:
Nigeria : 175 dead, over 10,000 affected by cholera
17th November 2018 Africa News 0 Comments Africa News, Cholera, Lagos, Nigeria
Suspected cholera cases have jumped in northeast Nigeria where Boko Haram violence has forced tens of thousands of people to seek refuge in crowded camps, the Norwegian Refugee Council says.
The humanitarian group said 10,000 people have been affected by the fast-spreading cholera outbreak and 175 people have died in the northeast states of Adamawa, Borno and Yobe as of early November 2018.
"One of the major causes of the outbreak is the congestion in the camps that makes it difficult to provide adequate water, sanitation and hygiene services," said Janet Cherono, the NRC's program manager in Maiduguri, capital of Borno state.
"The rainy season has also worsened the conditions. If more land is not urgently provided for camp decongestion and construction of health and sanitation facilities, Nigeria is steering towards yet another cholera outbreak in 2019."
Nigeria has seen regular cholera outbreaks since Boko Haram took up arms against the government in 2009.
More than 1.8 million people have been displaced by the bloody conflict, which has claimed more than 27,000 lives and shattered daily life in the Lake Chad region.
Maiduguri, the birthplace of Boko Haram, is housing 243,000 displaced people in crowded camps with poor hygiene facilities, creating a fertile environment for cholera to spread, the NRC said.
Cholera is caused by a bacterium transmitted through contaminated food or drinking water. It causes acute diarrhea, with children particularly at risk.
Nigeria, Africa's largest oil producer, suffers from a high-rate of water-borne diseases as a result of dilapidated infrastructure and under-investment.
On Thursday, President Muhammadu Buhari declared a "state of emergency" in the country's water sanitation sector, describing the statistics on open defecation and access to piped water as "disturbing."
← Cameroon : Separatists asked to lay down arms
Mali: Car bombing kills 3 →


text:
0788105493 Trusted Network Interpretation Environments Guideline: Guidance for Applying the Trusted Network Interpretation
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0788102087 Turning Awareness Into Action: What Your Community Can Do About Drug Use in America (in Spanish & English)
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0788100408 Tutorial on Gatewaying Between X.400 & Internet Mail
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756784506 TVacations: A Fun Guide to the Sites, the Stars, & the Inside Stories Behind Your Favorite TV Shows
1428911138 Tweaking NATO: The Case for Integrated Multinational Divisions
1437971687 Twelve Days of Christmas
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0788124633 Twelve Step Facilitation Therapy (TSF) Manual: A Clinical Research Guide for Therapists Treating Individuals with Alcohol Abuse & Dependence
788194585 Twentieth Century Golf Chronicle
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0756737494 Twice the Citizen: A History of the U.S. Army Reserve 1908-1995 (rev., 2nd ed.)
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1604834706 Two New Water Frog Species from the Aegena Islands Crete and Karpathos (Amphibia, Salientia, Ranidae): Notulae Naturae of The Acad. of Natural Sciences of Phila., No. 470
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1568065744 Typical Costs for Seismic Rehabilitation of Existing Buildings: Volume 1: Summary (2nd ed.)
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756769213 Typographic Design: Form & Communication (rev., 2nd ed.)
078816693x U.F.O.s: The Sighting of Alien People & Spacecraft From the Earliest Centuries to the Present Day
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0756736471 U.N. & the Sex Slave Trade in Bosnia: Isolated Case or Larger Problem in the U.N. System?: Hear. Before the Comm. on Internat. Rel., U.S. House of Rep.
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1437927262 U.N. Office for Project Services: Management Reforms Proceeding but Effectiveness Not Assessed, and USAID's Oversight of Grants Has Weaknesses
1428943625 U.N. Peacekeeping Transition Strategies for Post-conflict Countries Lack Results-oriented Measures of Progress
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1428949836 U.N. Peacekeeping: United Nations Faces Challenges in Responding to the Impact of HIV/AIDS on Peacekeeping Operations
0788107372 U.N. Role in the Persian Gulf & Iraqi Compliance With U.N. Resolutions
0756738334 U.N. Security Council & the International Criminal Court: How Should They Relate?: 29th United Nations Issues Conference Report
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0788112414 U.S-Chilean Trade: Pesticide Stds. & Concerns Regarding Chilean Sanitary Rules
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0756715199 U.S. & Latin America in the New Millennium: Outlook & Priorities: Hearing Before the Committee on International Relations, U.S. House of Rep.
0788111957 U.S. & NATO Force Structure & Military Operations in the Mediterranean
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0788173049 U.S. & the Multilateral Development Banks
0788108107 U.S. & Vietnam 1787-1941
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0788121081 U.S. Agricultural Outlook
1457818280 U.S. Agricultural Sales to Cuba: Certain Economic Effects of U.S. Restrictions, Inv. 332-489
0756701120 U.S. Agricultural Trade Policy: Hearing Before the Committee on Agriculture, Nutrition, & Forestry, U.S. Senate
0788179179 U.S. Agricultural Trade: Canadian Wheat Issues
1428977058 U.S. Agricultural Trade: Canadian Wheat Issues: Congressional Report
0756732883 U.S. Agriculture Export Programs: Hearing Before the Committee on Agriculture, Nutrition, & Forestry, U.S. Senate
1437920659 U.S. Agriculture: Retail Food Prices Grew Faster Than the Prices Farmers Received for Commodities, but Econ. Res. has Not Estab. That Concen. has Affected These Trends
0788120360 U.S. Agriculture: Status of the Farm Sector
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1428993347 U.S. Air Force After Vietnam: Post-War Challenges and Potential for Responses
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0788170058 U.S. Air Force in Korea 1950-1953 (rev. ed.)
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1428916059 U.S. Air Service in World War I, Volume II: Early Concepts of Military Aviation
1428916075 U.S. Air Service in World War I, Volume IV: Postwar Review
1428966528 U.S. and Allied Efforts to Recover and Restore Gold and Other Assets Stolen or Hidden by Germany During World War II
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1428916563 U.S. and Colombia: The Journey from Ambiguity to Strategic Clarity
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142891188x U.S. and Latin America: Shaping an Elusive Future
1428981861 U.S. and NATO Force Structure and Military Operations in the Mediterranean
1428966757 U.S. and NATO: An Alliance of Purpose
1428913602 U.S. and Russia into the 21st Century
1428913610 U.S. and the Transformation of African Security: The African Crisis Response Initiative and Beyond
1428967796 U.S. and the United Nations
1428982000 U.S. and Vietnam: 1787-1941
756789990 U.S. Armed Forces Arsenal: A Guide to Modern Combat Hardware
756751772 U.S. Armed Forces Today
1428911545 U.S. Army and the Asia-Pacific
1437923062 U.S. Army and the Media in the 20th Century
1457872536 U.S. Army Central (ARCENT) Did Not Implement Controls to Effectively Manage the Shared Cost of Administrative Support Functions in Iraq
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1428912096 U.S. Army Corps of Engineers Construction Equipment Ownership and Operating Expense Schedule (Region II)
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1428912118 U.S. Army Corps of Engineers Construction Equipment Ownership and Operating Expense Schedule (Region IV)
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1428912029 U.S. Army Corps of Engineers: Effectively Working with State and Federal Regulators
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Гінген-ан-дер-Фільс () — громада в Німеччині, розташована в землі Баден-Вюртемберг. Підпорядковується адміністративному округу Штутгарт. Входить до складу району Геппінген.

Площа — 10,01 км2. Населення становить  ос. (станом на ).

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Q: How to focus on an alternate label using cocoa? I'm still a noob to iPhone development so sorry for the dumb question. I'm creating an app that has a custom numeric keyboard. I have an IBAction 'buttonDigitPressed' that when a digit is pressed it will simply add the digit to a UILabel. Now I have another label that I wish to do the same yet I'm not sure how to gain 'focus' of that particular label. I placed an invisible button over the second label so when pressed hopefully I can call an action to switch the keyboard from the first label to the second label. Yet I have no clue how to accomplish this. Any help would be greatly appreciated!

A: First of all, having to put an invisible button over the UILabel is skanky. If you want the user to be able to tap a number to mean "next time I hit a digit, append its value to this number", you'll probably be happier if you just use a UIButton right from the start. You can make a UIButton that looks pretty much like a UILabel (i.e. it has no border or background color). To set a UIButton's title in code, call setTitle:forState: with the UIControlStateNormal state. So now you've got tappable numbers, i.e. these UIButtons.
Okay, so now let's pretend you've got, say, three UIButtons. You need to use an instance variable here. So, each button will have an action - let's say doButton:(id)sender. So doButton will store the value of sender (the button that was just pressed) in the instance variable. Now your buttonDigitPressed action just looks in that instance variable to learn which button to append to. That's part of the power of instance variables - they give a method in a class a place to store a value where another method in the same class can get at it.

redpajama_set_name: RedPajamaStackExchange


We love Queen just as much as you do – so what better way to experience the sound and the jury of frontman Freddie Mercury than by singing along with him on our rooftop! Bohemian Rhapsody was a smash hit with audiences and won four Academy Awards, including Best Actor.
Now THAT is something worth singing about!


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Blueland Patents
The following products are protected by patents and pending patent applications in the U.S. and outside the U.S. for Blueland. This website is intended to serve as notice under 35 USC (United States Code) § 287(a). United States patents and associated products are listed below. By listing various patents and products, Blueland makes no admission that other relevant patents and/or patented Blueland products do not exist. Additional Blueland U.S. and non-U.S. patents may exist and additional Blueland patent applications may be pending in the U.S. and outside the U.S. Blueland does not mark all of its patents. Patented articles may be sold as a unit, or in components, or as a part of a combination product or system, and the associated patent numbers would apply.
Summary of Patents
Multi-Surface Cleaning Spray
US, German, United Kingdom, Australian and other patents pending. EP Patents 6740460-0001, 6740460-0002; Australian Patent 201914731; Chinese Patent 305826138
Glass + Mirror Cleaning Spray
Bathroom Cleaning Spray
Foaming Hand Soap
US, German, United Kingdom, Australian and other patents pending. EP Patents 6740460-0003, 6740460-0004; Australian Patent 201914748; Chinese Patent 306073850; Korean Patent 30-1095763-0002
US, German, UK, and other patents pending


Maps, charts, and graphs are currently all hand-made. For those that draw information from statistics and data sources, the statistics (e.g. census numbers) change and the maps/graphics need to be updated. It's a manual process, involving someone recreating a new map or chart.
The OpenStreetMap integration project is a step in the right direction, and will help with automatically generating location maps. Though, Wikipedia also has a need for thematic (statistical) maps and other maps/charts. With the infrastructure in place for the OSM integration project, we will be poised to do more with maps and dynamic data-driven content.
There are technical hurdles along the way, and more resources will probably be needed to put this capability into place and support the projects, with the volume of traffic that the English Wikipedia and other projects get.
We already have the OpenStreetMap integration project underway, though with the database and rendering infrastructure in place, it's possible to build upon that. It should be possible to offer multiple base layer options, such as w:Blue Marble satellite imagery or terrain maps, though with the implementation approach of generating tile sets for each (and each language), it requires additional data storage space.
Could we allow people to upload GIS data files (e.g. shapefiles, GML, KML) and create custom overlays on top of an OpenStreetMap base layer (or other base layer options such as satellite imagery, terrain map, or political boundaries)? Would Wikimedia Commons be the place for such uploads? how would we handle them?
What about allowing people to use external live data and map sources, such as WMS (web map services) services or live data feeds? Some of these are in the public domain, from providers, such as the National Weather Service in the U.S. for hurricanes and from the USGS for earthquakes.
I (User:Aude) am also toying with the idea of developing a mapmaking utility that could reside on the toolserver, for generating custom static maps (without pan/zoom capabilities). If the maps rely on a live data source or need periodic updating, perhaps a bot could be incorporated into the service to regenerate maps on a periodic basis and upload new versions.
Another related idea is to allow dynamically generating charts, graphs, and other content from data sources (e.g. data.gov or U.S. census data), similar to dynamically generating maps. It's a pain right now to maintain such graphics on Wikipedia, as they are hand made and people have to redo them in order to update them.
Maps, graphs, and charts are hand-made now, making for a tedious process and inconsistent results, in terms of style, quality, etc. They are difficult to keep updated, as data behind the maps, graphs, and charts change. It would be good to have tools in place to allow Wikimedians to better deal with and generate such content in a sustainable and more user-friendly way.
Do you have a thought about this proposal? A suggestion? Discuss this proposal by going to Proposal Talk:Data-driven content.


Bravura SolutionsInsightsFeature articlesFOFA crystal ball – what's in store for the wealth management industry?
FOFA crystal ball – what's in store for the wealth management industry?
Future of Financial Advice (FOFA). It's coming. Like it or loathe it, the Australian wealth management industry is going to experience change and preparation is a must.
The reforms will not only require providers to ensure that their adviser based systems can cater for the opt-in and scalable advice models; but will be a catalyst for far more broad reaching implications. Platform and product providers will need to ensure they are strategically placed to take advantage and deliver in the new environment.
FOFA is provoking a shift in focus from product sales to the provision of services and the changing environment is pushing planner focus on High Net Worth (HNW) individuals, where they can add more value and charge appropriately. This may not be the outcome intended by the government in implementing these reforms, but in an industry where it will be even harder to make money, it is an attractive (perhaps necessary) approach to remain competitive.
This push to HNW clients will require platform and product providers to deliver broader product offerings that they can tailor for clients (IMA / SMA / UMA, direct shares, ETFs), or may even lead them to encourage clients to move off platforms altogether to retain their margins.
Product flexibility will be key in the new environment and the ability to react quickly to changing market and distribution trends will be essential for platform / product providers.
Default MySuper products will be basically look-alike, low cost and low margin products. It will become imperative for platform and wealth managers to innovate in terms of their service offerings to retain and grow their businesses. Developing the ability to transition clients seamlessly from MySuper to Choice to Wrap into HNW SMSF-like offerings, with the appropriate provision of risk cover and advice, will ensure a head start on client retention.
Rather than abandon clients with lesser investment balances, some planners will look to standardise models for these clients to provide a cost effective level of advice relative to their risk profiles. They will also require the ability to scale up advice for highly tailored client solutions with very HNW positions, or require significant asset and liability planning.
In line with this move to HNW clients, advisers are now looking towards the growing SMSF sector that has historically lacked an advice component, with some statistics suggesting that advice attributable to SMSFs will outstrip retail advice by 2015. Time will tell how effective sector penetration will be, given that SMSF funds have traditionally been established to allow investors to "take control of their own destiny".
The changes will also spark a consolidation of adviser groups and increasing strength in bank-based wealth management distribution channels. Advisers will look to product and platform providers to assist them in profitably supporting their clientele. They will look for online automated advice and calculators to streamline the servicing of lower balance members and call centre based advice for intra-fund scenarios. This effectively frees up the advisers to focus on the higher touch advice for those clients seeking holistic planning. The bank based wealth managers will similarly look to provide these online and call centre based advice models as they push into the D2C markets that are potentially being overlooked by the adviser market.
Rather than seeing the decline in adviser numbers we are seeing an increase in the employment of new financial planners as the sector effectively "changes guard". The entrance of a new, tech savvy generation is increasing pressure on dealer groups and platform providers to meet a new paradigm of operation. Real-time, online access with mobile enablement and straight through processing will be essential, as well as tools to assist these planners to transition clients into the new world of service provision.
Providers need to change their service proposition to meet the demands of these new distribution channels, including how they support their adviser based solutions and enable cost effective servicing of their client base.
The level of change hitting the industry over the next three years will be immense and will significantly impact administrators, super funds and wealth managers. They will toil to keep up with regulatory change and make the strategic moves required in their business to compete in this new environment. The majority of platform providers and administrators have a complex web of old and new technology and the scope of the changes required will divert their focus to coping with the changes rather than taking advantage of them.
Technology will need to evolve to enable new tools and facilitate providers in supporting scalable advice models. Technology solutions will also need to encompass the flexibility to allow clients to move up the scale; starting with very simple / self-service advice, moving to call centre / targeted advice on a fee-for-service basis and then support clients moving into a full advice model with planners.
Providers will look to technology vendors to help deliver the changes and, in many cases, take the headache away from their business, allowing them to get back to basics and enable strategic development. Many will seek out the headspace to focus on growing or protecting their business during the change in distribution models.
Businesses continue to seek efficiencies and ways to simplify their business allowing them to focus on the parts of their proposition that differentiates them. To this end, Business Process Outsourcing (BPO) is still alive and well, with renewed focus not only on back office processing but, more broadly, on support activities and potentially extensive IT outsourcing of hardware and software environments.
As we enter into the FOFA era, it is essential that IT systems offer flexibility to meet the evolving needs of adviser and distribution channels.
Regulatory change is a fact of life in the Australian financial services industry, and employing a (tailored) out-of-the-box solution means shared costs, which can mean serious savings in the long run.
It's not just about the product, it's about the overall solution; a good product is only as good as its implementation and the skill and knowledge of the team that implements it. Experience and business acumen in a vendor are as important as a robust, functionally rich product.


On May 9, 2018, Translator CEO and Founder Natalie Egan was invited to be the keynote speaker at an ADP event, called Share Your PRIDE: An Afternoon Focused On The Business Strategy Of Diversity & Inclusion. The event, hosted at the LGBT Community Center in New York and spearheaded by ADP's CFO Jan Siegmund, focused on the changing landscape of Diversity & Inclusion in the workplace.
As business leaders gathered at the afternoon-long event to discuss a topic that's now more important than ever in history, we feel honored to have received the opportunity to be part of the conversation and the impressive crowd.
On behalf of the entire Translator team, we want to thank ADP for hosting this amazing event and for our collaboration!


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Songs for the Midnight Sun comprises fifteen Nordic folk melodies, dance tunes, songs and ballads that have captured my imagination over the years. I am completely enamored with the depth and beauty of the music from Scandinavia. It is with great joy that I offer them to you. For me, Scandinavian music is the expression of the unparalleled beauty of the Nordic countries. The exotically different modes and harmonies evoke wild nature, and unseen beings of the ancient folk beliefs. This is music meant to be sung, danced to, or crooned to sleepy children, preferably in an age-old log cabin redolent of sweet, mellow resin and many years of comforting fires. As with all my other books, these arrangements are meant to be adjusted to your own playing style. Use them as a stepping-off point for making the arrangement your own, or use some of my ideas in a different song. Consider yourself warned: many Scandinavian tunes are addictive and tend to roll around in your head. The cure for that, of course, is to find another tune to replace the one in your head. And so on….good luck with that.


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AEG, Ogden link to expand in Asia Pacific Los Angeles-based AEG announced last week that it has acquired an interest in Brisbane, Australia -based Ogden IFC to form a new division to operate arenas, theatres, stadiums, convention and exhibition centers across the Asia Pacific region. AEG Ogden's territory of operations will focus on the Asia region from China through India, including Southeast Asia; the Western Pacific, including Australia and New Zealand; and the Middle East and North Africa regions. In total, this territory encompasses countries with 64 percent of the world's population, according to a statement from the companies. The joint venture brings to 65 the number of venues affiliated with the AEG Ogden Global Family of Facilities. It also creates one of the largest venue and events businesses in the world …
The Association of Destination Management Executives this week announced the charter class of DMCs receiving their Accredited Destination Management Company accreditation.
The 24 DMCs, representing 33 office locations, met the ADMC program standards and completed a successful review of their application by the ADMC commission. Program standards include requirements that measure the longevity and stability of the company, its commitment to the DMC industry, and its service levels to clients.
"I congratulate those companies who have achieved the Charter designation and applaud them for taking this important step for our industry," said ADME's President Ilene Reinhart, DMCP, CMP. "The program is designed to set the standards and industry best practices for destination management companies and will enable clients to identify professional DMCs when they are searching for an industry partner."
The companies receiving charter ADMC status are:
ACCESS Destination Services, Orange County, Los Angeles, Palm Springs, and San Diego, Calif.
Accent on Arrangements, New Orleans
Advantage Destination & Meeting Services, Miami
Alan Waxler Group, Las Vegas
Arrangers, Denver
Atlanta Arrangements, Atlanta
Briggs Inc., New York
Destination King, Memphis, Tenn.
Destination Nashville, Goodlettsville, Tenn.
Destination St. Louis, St. Louis
Discover New York, New York
MAC Meetings and Events, St. Louis
MetroConnections, Minneapolis
Newport Hospitality, Newport, R.I.
PRA Destination Management, New Orleans
PRA Destination Management, San Diego, San Diego North, Orange County, and Los Angeles, Calif.
Signature DMC, New Orleans
Tahoe Experience, Lake Tahoe and Reno, Nev.
The Event Team, San Diego
The Key Event and Helen Moskovitz Group, Nashville, TN
The Meeting Manager, Orange County, Palm Springs, and San Diego, Calif.
Travel Services, San Juan, Puerto Rico
Ultimate Ventures, Dallas
Visitours Inc., Louisville, Ky.
The next ADMC application deadline will come in spring.
Attracting Diversity without Tokenism
Staff Training Techniques That Will Ensure Your Team Stays Afloat
[Webinar] The Secrets to Structuring Your Total Event Program for 2021


The first thing to accept is that software development is unpredictable. Regardless of what new, confusing software is being implemented and how many functional points are estimated, experience shows that the creation of target time (and not the achievement of desired quality results) is a success story.
Risks may be caused by loosely-defined requirements, time-consuming software and / or resources for software development, dependency on individual skills, and rapidly changing requirements due to changing needs.
Here are some ideas about how to make the predictability a bit more predictable.
The objectives of the project are important. The project does not have to be initiated without well-considered goals. Spend time analyzing what you want the project to achieve. The goals of the project should be given to the programmer for each programming task. Name the goals for each programmer to see it.
Here's an example of setting a goal. They were asked to analyze the needs of a busy driver. His manual file system was in use and was never in order. It needed a system that maintains the current details and ensures that the records can always be found. That was simple enough. During the interview, however, the phone ranged continuously with information requests. The ultimate goal was "Eliminating phone calls". This has led to a very successful solution, but it was completely different from the one originally planned.
After defining the objectives of the project, complete the exhaustive analysis of how the objectives are met. This would render unrealistic goals – such as "The Best and the Most Beautiful and Cheapest".
Sturdy analysis stifles the creativity of the programmer and the user. This is no guarantee of software disaster. If documentation of the requirements covers several volumes, it usually guarantees a software disaster.
Users often do not know what they want but will be recognized when they see it. The original requirement is not necessarily what was at all. Instead, spend time creating a solid project framework that will allow you to reach the main goals.
Project breaks into multiple tasks.
Whenever possible, a big project should be split into smaller tasks. Each task is more predictable, less needs to be done, and less that goes wrong.
Initial programming task requires the creation of a minimal functionality framework. Creates dummy procedures to show style and intent – it's important for users to see the "look" of the project at the start of the development cycle. It's equally important for users to take part from the very beginning. Whatever you want, users must start the "property" of the project.
Due to the validity of the project objectives, the basic functions need to be subject to few changes. Dummy procedures can be completed when project concepts and design are approved. Later assignments can add "bells and whistles".
The project must be "infinitely modifiable"
The project should be designed to make significant changes to the requirements. With a definite framework and infinitely modifiable design, users' minds will be minimized. Like the consequences of new or better ideas as the project evolves.
There is a need to think carefully about how to create an "infinitely modifiable" system. This must be done before any programming starts. "Top down", modular design standards help.
The consequences of a rigid system are unpleasant. When the change occurs, it will be very unhappy if the goal needs to be extended. It is equally unpleasant to send programmers to "death" to finish the project timely.
With the help of simple, tested and reliable software you can embark on your head. There is always some benefit to using the latest version of the software – but it can also cost you a lot. If the new technology is essential to the project, proper software testing of the software is needed to provide the right technical knowledge and that all software bugs are closed (have you ever been?).
The success of the software project is primarily dependent on the capabilities of developers. They identify just like any other factor, the reliability of the project, and have a tremendous impact on productivity.
Some tips: The successful candidate must have an enthusiastic sense of humor (see De Bono and Lateral Thinking) and idiomatic English respectability. Excellent communication is all important.
Do not undertake a big project where the best and brightest has left the company recently. The company suffers from "skim milk" syndrome – and needs the cream of the crop for successful development.
It is always helpful to collect a large directory of reusable code. Procedures need to be standardized: error handling, database access, routine editing, grid management, etc. The reusable code reduces the debug time as each procedure can be called multiple. It also reduces the amount of encoding required.


Anthurium Pink Tropical Flowers are a unique tropical used in floral decorations.
Average vase life: 15-20 days.
This flower has a large head shaped like a leaf.
Returns will not be accepted for circumstances resulting from negligence. •Anturium are shipped with 5 stems in a bunch.


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Everett (Washington, USA) Weather Forecast
USA - Washington - Everett
Weather Forecast for Everett
Bellingham, Washington, USA
Coeur d'Alene, Washington, USA
Moses Lake, Washington, USA
Mt. Vernon, Washington, USA
Olympia, Washington, USA
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Abbotsford, British Columbia, Canada
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Comox Valley, British Columbia, Canada
Kamloops, British Columbia, Canada
Kelowna, British Columbia, Canada
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Richmond, British Columbia, Canada
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Bend, Oregon, USA
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Roseburg, Oregon, USA
Salem, Oregon, USA
Delightfully clear and friendly weather forecast for Everett


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Attacks on British embassy, oil company in Yemen
"Two separate attacks on foreign interests in Yemen Wednesday left one French national dead and several other people wounded, officials said.
The first attack happened on a vehicle east of the capital carrying five British Embassy staff. One person inside the vehicle was hurt along with at least two people outside the car, the British Foreign Office said.
The second attack took place at the Sanaa office of the Austrian oil and gas company OMV, when a security guard opened fire. A French national who worked for the company was shot and killed, OMV and the French Ministry of Foreign Affairs said."
(Source: Attacks on British embassy, oil company in Yemen – CNN.com)
Three French Soldiers Killed in Mali During Counterterrorism Mission
Rockets fired at Baghdad Green Zone in 'terrorist act,' Iraq says


Ahead of the EU's General Data Protection Regulation coming into force, IBM is making some changes to how customers interact with their data at IBM Cloud's Frankfurt data center.
From December, the company will change how people access the data, how much control they have over their data and who at IBM can handle that data.
"Every day I hear from a wide range of global clients across every industry that they need tighter controls and visibility into where their data is stored and processed in the cloud," Sebastian Krause, general manager of IBM Cloud Europe, said in a blog post.
Under the new rules, access to customer data in Frankfurt will be controlled by EU-based IBM employees only.
IBM will also grow its customer support teams in Europe to ensure 24/7 support.
Starting in the new year, IBM will roll out the ability for clients to encrypt their data with their own master keys.


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Ottawa Gloucester Hornets
ONTARIO SOCCER SUSPENDS INDEFINITELY ALL SANCTIONED SOCCER ACTIVITIES IN THE PROVINCE DUE TO THE COVID-19 PANDEMIC
By Ontario Soccer, 03/13/20, 10:45AM EDT
Ontario Soccer, in consultation with Canada Soccer, have been monitoring the most recent developments with the Coronavirus (COVID-19) and the emerging public health crisis.
Following discussions with the national governing body, input from relevant government agencies and medical experts, Ontario Soccer has made the difficult decision to immediately suspend all sanctioned soccer activities in the province until further notice.
Ontario Soccer sanctioned activities include, but not limited to, all competitions, training, coach and match official education and team building activities.
To ensure the health and safety of our players, coaches, match officials and administrators, Ontario Soccer recommends that all Districts, Clubs and Academies communicate to their members that they will cease operations indefinitely.
The offices of Ontario Soccer will be closed to the public during this period but staff will be available through email or phone to assist where necessary. The Ontario Soccer Centre will be closed to the public until further notice.
Ontario Soccer will continue following the guidelines set forth by the public health authorities, government agencies and soccer governing bodies.
Updates will be issued as appropriate and will include further details as warranted.
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This property is situated on the village square within walking distance of the nearest Bar/Restaurant. It benefits from full oil fired central heating, mains drainage, electricity and water. The property was re-roofed approximately 20 years ago. Within 2 minutes walk you are in the pleasant undulating Limousin countryside and the picturesque River Gartempe is just 4 minutes drive away. The popular town of Bellac with all the facilities expected of a busy market town is no more than 10 minutes drive. Limoges airport is 40 minutes drive away. A recommended situation. Suitable for both permanent or holiday use.
Entrance door to main kitchen / living room with tiled floor, sink unit with porcelain top, fitted wall units and one floor unit. Built in extractor fan.
Adjoining garage with the oil fired central heating boiler.
At the rear of the garage a staircase leads up to a landing and further bedroom. This bedroom could be accessed from the main house by forming an opening into bedroom 2.
There is an area in front of the house being approximately 10 × 5 metres which belongs to the property and could be "developed" into a Terrace / Patio with paving, flowers, trellis work etc being very sunny and ideal for eating out.