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Research Update: Q&A with Sylvain Chouinard
Chouinard is a neurologist and co-director of the André Barbeau Movement Disorders Unit at Montreal's major university hospital, the Centre hospitalier de l'Université de Montréal (CHUM), one of the largest sites for Enroll-HD.
Your clinic has recruited a huge number of people for Enroll-HD. How do you do it?
We're following 500 to 600 patients with HD. That's why we're so good at recruiting patients for Enroll—we have a lot of patients! We go to Quebec City twice a year, and there are big families there too.
We also do it differently, probably, than other clinics. We like to do weekends, where we'll see 40 or 50 patients. We find that it's very efficient. For the patients and families who are working during the week, it's much more convenient. The Quebec division of the Huntington Society of Canada will come, and the genetic counselor too. It's all volunteer. It's nice. It's like a big family reunion.
You also have a family day—how does that work?
There's always an update on research. I'll discuss Enroll-HD, and some of the other research. We pick a subject that will interest the families. In the past, we discussed end-of-life wishes or problems with swallowing. At the end of the session we ask what people want to hear, and we organize the next one according to the wishes of the families. We do that also in Quebec City.
Tell us about your clinic for First Nations people, in remote northeastern Quebec.
About 10 percent of the Innu community there is at risk of HD. We go up there once or twice a year, for three days. It's a social worker, the director of the Huntington Society, two nurses, another doctor, and the genetic counselor. All the community knows we're there to see patients, and they're all coming for the study as well. We see patients but we also try to educate people about the disease.
It's amazing. It's changed our life. We're part of their family there. We appreciate them, they appreciate us. They're more advanced than many places: They're going to start a community center for HD, and a respite home. They're very well organized, because of the way the community is there. We're trying to reach out to more remote communities—we'll probably go farther north next year. There's a remote region where there are 40–50 people affected, and we're trying to reach them as well.
When you invite people to join Enroll-HD, how do you explain it?
It's usually not a big issue. We just explain what the purpose is of the research, to better understand the disease. It's rare that people don't want to participate, especially in Enroll-HD, since it's not a drug they need to take, and it's only once a year. We also make sure that we educate people, give them more information about the research and what it means. They all want the same thing: when are we going to find the cure?
And how do you answer that?
We're getting there, slowly! With this new trial, the gene silencing [therapy now being tested by Ionis Pharmaceuticals], that's quite amazing. I would never have thought it would be possible 20 years ago. We're making a lot of progress.
This story was originally published in the Autumn 2016 issue of Enroll!


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Chris Bailey is young, well younger than me anyway, maybe that's not so young anymore.
Experience he has, a whole year which he spent trying every productivity technique under the sun.
The book is an easy read and full of useful information. My favourite tips are as follows.
Keep your work week under 50 hours.
If it doesn't work, don't do it.
I had some of these practises in place before I read the book, but here's how I put them into action.
Chris explains that one of the results of meditation is to create space in your brain and that regular practisers create approximately 30% more space for memory, leaving you with more "battery life" to concentrate.
I started small, with 5-10 minutes a day and built up to 30 minutes a day at one stage. 30 minutes didn't work with my schedule and routine, but here's the key, instead of not meditating, I just cut it back to a manageable time. That's 20 minutes for me and I have stuck with that consistently for probably three years now.
I think that's a great rule you can apply to almost any habit. If you feel you are struggling with it then instead of abandoning it, just reduce the time you are putting into it.
This is not something I have worked at as consistently as I should, but what I try to do is start the morning with a pint of water with some lemon juice in it. It helps you wake up quicker as you are dehydrated after a nights sleep. Lemon is also a great way to hydrate.
It's helps to prepare this the previous night. As I have said in my previous blogs, a successful morning starts the night before.
As I just mentioned, a great morning routine starts the night before (Click here to see my previous blog on this subject).
Getting enough sleep is so important. Chris compares people in today's society who are sleep deprived to hoards of mindless zombies, roaming around, unable to operate at full capacity.
I have also read that a good nights sleep depends on the amount of sunlight you receive during the day, bringing things full circle. Sleep depends (somewhat) on sunlight, and daytime alertness, productivity and mindfulness depend on sleep.
Chris also talks about blue light and caffeine. Blue light – ie. screens should be avoided at least an hour before sleep. There are blue light glasses you can buy and filters for your devices if you really need to use them before bed but my general rule is no screen time after 8:45pm. The same applies in the morning, the only screen time I have before 7:00 is to use my meditation app (insight timer).
Caffeine is another one to watch out for. It will stay in your system for 8-14 hours so you should avoid drinking caffiene after 11:30am. Chris also recommends using caffeine strategically, as in timing it so that it will carry you through the low energy parts of the day. I was never into coffee so my caffeine intake is a cup of green tea early in the morning.
I was once asked in a team building exercise what my superpower is. My answer – the ability to fall asleep anywhere. We had a 10 hour layover in Toronto once, so we had time to explore downtown and as Theresa browsed the shops I sat down on one of the display couches and slept.
The author talks about the value of a short nap throughout your work day to boost your productivity or energy levels. For me the optimum time is about 12 minutes. Each time I put my head down for the "12 minutes" I feel like I will not sleep yet the alarm always wakes me. I say 12 minutes because it is not long enough to fall into a deep sleep and you will not have that groggy, heavy feeling when you wake.
Some people just can't nap, but napping, in my opinion, is a skill that can be practised and learned, just like meditation. It started for me, years ago when I used to drive to different building sites all over Ireland. I might have a 3-4 hour drive home after a though days work. I always made sure to pull over before I felt too tired. A 10-15 minute nap and I would be good to drive safely for another hour and a half or so.
One word of caution, napping will not replace deep night time sleep as your body will not regenerate and repair as it does throughout the night.
This ties back in to my morning and evening. Apple iPhones now have a great system called screen time, which will either limit your phone time or app time or lock you out completely. I restrict my phone so I cannot use it during the night or early morning. I can still receive phone calls if there is an emergency, but my phone will be in do not disturb mode. Another great feature which you can turn on automatically.
One thing that annoys me a little is apps that constantly offer to turn on notifications. It's not my thing. I have almost all notifications turned off. The author talks about the amount of time (25 minutes) it takes to get back into the flow of work after you have been interrupted,whether that be a device or another person.
I really believe that multi tasking is a fable, you simply cannot concentrate on more than one thing at a time. My own personal example is that when I'm in the office working away on something and an email pops up in the lower right corner I will immediately open it, lose my work flow and actually start working on the email. (There's the start of 25 minutes to get back into the flow).
What I like to do to combat this is to put outlook into offline mode and only update my inbox at specific times or when I have fully finished a specific task.
This simply means identifying three things you want to accomplish during the week ahead and also the day ahead. I only use this on a daily basis rather than a weekly basis, but when I sit down at my computer in the office I list my three most important tasks. Indeed, like everybody, we probably have one hundred and seven things on our to do list, but identifying the three most important let's me see what the priority is. I also have a sense of achievement when I get through them, rather than feeling overwhelmed with the amount I have left to do.
These three tasks may take me an hour or the rest of the day but once they're complete I can move onto something else or head home knowing I achieved something.
This can be a tricky one to put into practise and stick to. Sometimes you cannot avoid working over 50 hours, especially when you work for yourself or if you are a full time parent but the authors experiments (along with other independent research) showed that any work over the fifty hour mark was not productive.
In other words the same amount of work was acieved in 80 hours as was achieved in 50 hours.
I try to stick to this in my own working life by getting out of the office between 5 and 6 every day and not engaging in work (unless absolutely necessary) at home. France has actually made it illegal for companies to contact employees outside of work hours.
35-40 hours is your most productive working time for the week.
Make lists. Many people (Richard Branson among them) carry a notebook everywhere to write down ideas (I suppose everyone does nowadays with a smart phone).
This frees up space in your mind rather than having your brain work away in the background to remember tasks.
I write everything down and have done so for years now. Probably 90% of what I write down is never used but the other 10% consists of important things I need to remember and also creative ideas (like my pending historical fiction novel and these blogs).
I also catch all my work tasks electronically so I am not spending brain power trying to think of what I need to work on. It is easily accessible in my calendar or email with reminders set up to ensure it gets done.
SIRI or voice memo is a great way to note things which pop into your brain when your driving. Just record it or ask SIRI to send yourself an email.
This makes a big difference to our overburdened brain. Have you ever gone to the supermarket without a list and found yourself overwhelmed by everything on offer?
You can also (if possible) address easy tasks right away. Why put it on a to do list if it isn't worth it? David Allen (author of Getting Things Done) recommends that if a task takes less than two minutes then it doesn't go on a to do list.
My caution here is to make sure it does not interrupt your work flow. I do not recommend jumping off something you are in the middle of to address a two minute task as the interruption to your work flow is a lot more than two minutes.
Another really interesting thing I learned from this book is that if it doesn't work for you then don't do it.
The author struggled to get up at 5:30am for some time before coming to the conclusion that it didn't work for him. Many productivity "gurus" talk about using the morning time to your advantage but this isn't necessarily what will work for you.
Determine your most productive and energy filled times and use them to your advantage.
Overall The Productivity Project is an quick and easy read and has lots of useful info. It's also written for real, everyday people rather than CEOs and Hedge Fund investors (Whatever the hell that is), though the advise does apply to everyone.
I recommend this book if you work a regular 9-5 job like me, or if you feel overwhelmed by the amount of work you have in your general life.
If you want to know more about Chris Bailey and his productivity experiments have a look at his blog by clicking Here.
P.S. If you like the blog it would be very much appreciated if you left a comment or shared it.


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How Does Your Self-Awareness Affect Your Leadership
Category: Personal Development Hits: 128
A lot of people are talking about leadership, such as everyone needs to be a leader, if you're a good leader, you'll be better in business, etc. But I've seen a bit of a disconnect with how that works and what that actually means.
This week, we talk about self-awareness for better leadership with Lucy Faulconer, a leadership coach with a background in psychology and management consulting.
• The problem with leadership is we associate it with being in a position and you've got a team of individuals who are reporting directly to you.
• You've got to be intentional around what you are aware of and what you choose to look at in life.
• Surround yourself with people who will support you and help you to identify your blind spots.
What are the causes of poor leadership?
What are the problems that you've seen with leaders out there?
Lucy: The main thing with leadership is that sometimes we don't understand exactly what that means, and we associate it with being in a position where you lead others and you've got a team of individuals who are reporting directly to you.
Actually, leadership is something that we all have. We are all personal leaders in our lives. How we own whatever is going on for us, what we want to create in life, how we want to move forward and maybe create a certain kind of life or a certain kind of business, where we want to take our career—that's leadership.
Why is self-awareness important for being a good manager or leader?
Everyone is a leader, and that could be a leader in your family or a leader of your own life. Do you think there are people who may have lost their way or need to be in check more?
Lucy: I see that constantly. A lot of people who come to me have lost, at some point, that sense of ownership and power of creating the life that they want to create. They come to leadership coaching because they want to get that back instead of knowing how they can create the life they want or have the impact they want in the world.
It's about being aware of what you're doing and how you're impacting the elements around your life, whether it's your personal life or your staff, vendors, and clients.
Self-Awareness From an Ontological Perspective
How do you see self-awareness in leadership?
Lucy: I'm an ontological coach, so I come from a perspective that awareness is your connection to reality. Ontology is the study of reality: what exists, what doesn't exist, and the fundamental aspects of reality.
For me, awareness is being intentionally conscious of your consciousness. It is how you relate to what you know and understand what you don't know and don't understand.
Awareness is always intentional and directed at something. That's really critical for us to understand that awareness doesn't just happen. You've got to be intentional around what you are aware of and what you choose to look at in life.
This distinction comes from the Beam profile, which is one of the tools that I use with my clients. It's based on how you connect with what's actually happening in your life, what's the real impact that you're having on people in your team and in your business, and maybe one of the things that you're looking away from.
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How do you measure self-awareness?
How do you measure self-awareness? If you feel that you're self-aware, but you see these people and think a guy is arrogant or someone is a cheap or sleazy type of salesperson. Is the way their consciousness sits and how they're reflecting on how they are a leader different from that of someone else who might actually be achieving more? Is there a bit of ego in there, and does that impact the self-awareness in leadership?
Lucy: In that case that you mentioned, there's a disconnect between what they actually think they're projecting and how they're being in the world, how they think they're being perceived to what actually is going on, and that's your relationship to awareness.
You might think that you're being really effective and that people are loving you in a meeting, but you're not checking. You're not asking the questions. You're not even asking for feedback from the people that you meet or you're not even enquiring enough to get the feedback even if it was staring right at you.
Is that because you're not asking the right questions or maybe your staff are scared of disappointing you?
What can get in the way of leaders who want to improve self-awareness?
What are the main things that get in the way of making sure that you're a good leader and that you've got a successful team?
Lucy: When you're leading a team, I would say the structures that you put in place can get in the way of making sure that you've got a successful team.
First, how do you create the conversations and the instances with your team where you can raise your own awareness of the impact that you're having on them and what they need from you as their leader. That can be the feedback conversations that you create or the instances after you went to meet a client and spent time reflecting on what worked and what didn't work. You're creating those conversations with your team.
There's always going to be judgment. We're always judging and we're always making assumptions of what the other person did and why they did them. But bring them more into the conversation as that's not the only way of looking at something (e.g., "This is how I experienced the conversation with the client"). Then, you're able to sit in that conversation and delve deeper into it (e.g., "Given that, how would we take it forward? Is there anything we need to adjust? Anything we need to change?").
You'll even start noticing what it takes: intention. That's where awareness comes back in. You have to be intentional about creating those spaces where you're challenging your own point of view and how you're being perceived. Be willing to take yourself on and hear what's actually happening to the people around you.
Does culture affect your self-awareness?
You're from Chile. Do you find that location or belief systems that might be ingrained in culture can adjust the way that leadership works? Is it generally the same or is it vastly different when you go to a different landscape?
Lucy: I think bringing in the cultural aspect is always critical. I know that there are things that I can expect from clients in Chile that are different from how it would unravel with a client in Australia. For example, in Chile, there's that Latin side, so we're more flexible around time; things will run overtime and everyone's okay with that. In Australia, time and how we manage time are very different. It's so much easier to hold people accountable for arriving on time. Bringing in those little cultural distinctions to how I deal with clients and how you have conversations with people is really important.
I've done some work in Sydney, Brisbane, and a bit further up in the Sunshine Coast. Everyone in Brisbane is comfortable with the speed at which I normally talk. I go up the Sunshine Coast, and they looked at me as if I wasn't speaking English. They're telling me to slow down, but I got to get stuff done. I guess that's just ingrained in me.
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Lucy: Being able to notice that is something that you bring into how you interact and how you manage your own time and what you might be missing out on. It's not as if it's the best way or there's a bad way of doing it. It's just noticing that if that's something you bring to the table when you're in a meeting and even when you go on holiday, you'll be missing out on things. It's probably okay if you're doing business, but if you're on a holiday, you want to be able to choose to be different with your time.
My holidays are definitely normally high impact, low stay. I'll see everything that I can possibly see in the shortest amount of time. I may not get to smell the roses, which is I guess what you're saying there. I'm too busy running from A to B to get everything crammed in.
Time and the way that you manage time is important, but the way that you manage problems can be equally important, and that comes down to leadership decisions in the way that you set up the ethos of the business. A client that we used to work with had a machine that they had maintained for quite some time. The maintenance costs $300 to $400 every quarter. They were told they need to maintain this machine every three months; it was critical to their business because it was the only machine that they had that built their products. They didn't...and that machine failed. It was costing them $10,000 an hour to get that machine back up and running. What are the lessons that can be learnt from that?
Lucy: I take that back to awareness, and I connect it with responsibility. If we go to awareness, it's part of the business that the manager or leader was looking away from. He probably knew it had to be done, but he chose to ignore it. That's the opposite of awareness—ignore. What are the things that you look away from in your business and then you become negligent about it?
If you didn't know, you should have known. The cost to that business and the people that the manager was leading was great. That's where the responsibility as a leader or as a manager comes in—being on top of how you relate to self-awareness, how you relate to what you know to be true, and what you're not even looking at because it can cost you $10,000 or a lot more, such as one of the members of your team leaving because you haven't had the right conversations with them at about the right thing at the right time because you are unaware of what's going on.
If the team is looking at the way that you're solving a problem by ignoring it, surely that speaks about the way that you're managing the team. If there's a problem the team brought up, it's very likely that you're also going to ignore it, and the team may not necessarily have the respect that they deserve.
How can a leader be more self-aware?
What would be the way for leaders to make sure that they are becoming consciously aware of how they can impact the situation in a positive way, as opposed to going on a downward spiral with the whole team standing around doing nothing in situations such as in our example in which the machine is being fixed? How can a leader become more self-aware and kick some bad habits?
Lucy: It goes back to the intention. If you own a business and you lead people who rely on you, then your responsibility is around putting in place structures that keep you checking in with yourself—what are the things that you're not looking at in your business?
For example, I'm part of the Alternative Board, and I sit with a board of directors where everyone has different experiences. I bring in my own problems and I get to discuss them with them.
But the main thing that I get out of it is that I become aware of their problems that I may not have been looking into in my business. For example, there's someone from the insurance industry, and the examples and the stories that he brings in keep me on my toes.
Surround yourself with people who will support you and help you to identify your blind spots. That's exactly what I do with clients, and that's why so many business owners out there are working with coaches. As a leadership coach, I hold up a mirror for them and ask questions that will guide them to look into what's going on in their business, their team, and their life so that they can identify the root causes of their problems.
Let's hold up the mirror, and I'll hold you accountable to keep holding the mirror up even if it's uncomfortable and you're so tempted to look away that you're going to be taking action around the things that are critical for your business and leadership.
It struck a note with me. I know that I've been guilty of it. I've got an engineering background and I'm heavily systematised with the things and the way that I do things. I can't just do something right then and there; I need to make sure that every single system, process, and everything is perfect. I have to have 98% planning and 2% execution.
For instance, people hate cold calling, public speaking, and going to networking events. I said I've got to lose weight to be the image that I want to be looking at myself for people to look at me and respect me as a healthy person because then I'm running a healthy business. I thought I had to have a perfect system, a script, to know exactly what I need to say whenever I'm calling up someone. But I know deep down, you just probably call up someone and see what happens.
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Lucy: What is stopping you from doing where you're not exploring what's possible because it's not perfect yet? How do you know if it's even going to work or not before you take that first step?
It doesn't need to be perfect, you just go and explore. It's bringing in this curiosity to go and find out, move that way, and then readjust if it works or if it doesn't work instead of having it all together.
I'll be honest, sometimes the train has left the station after I finished making it. There's no point. I've got all this trouble and now it's no longer relevant.
Lucy: It is knowing your pitfall. How do you take action and become responsible about knowing that it's going to get in the way for you?
Being self-aware and making sure that I'm in check. If I'm spending more than a certain amount of time on a certain task, I ask if this is actually the most efficient way that I should be doing this or if this is what I should be doing right now.
In 2007, I started the business. It's only 2010 when I got a bookkeeper. I've done bookkeeping for three years. I didn't want to do it, and I just ignored it. I was just negligent to it. "No, I'm not going to do it. I don't know how to do it."
Lucy: It's a great example. What it cost you was your peace of mind.
It took up a great amount of mental real estate. It was taxing.
Lucy: The peace of mind is something that really suffers when you're being negligent around something that you know you should be looking at but you're looking away.
It's like when you have to get an assignment in or some piece of work, and you do absolutely everything but that until the day before it's due. You cram it all in, hand it in and think it could have been so much better if you did it a couple of weeks before. But a couple of weeks before, you're finding every excuse—you mow the lawn again, tidy the house, etc.—but those are just avoidance tactics to not do what you actually need to do.
Lucy: And you come up with all the right stories to keep you exactly where you are. The thing is it's very hard to interrupt your own stuff. An example is when you're talking to other business owners and they tell you about how they're doing something and you realise that's obvious and then you ask yourself why you haven't thought of it. It's because we're on our own heads. So surrounding yourself with the people that are going to challenge the way you think, the way you view the world, gives you more possibilities of action.
The Alternative Board
The Alternative Board is really cool. I think it's good that you can have people that have just started in business or that have been in business for 40 years and you're all sitting down together and you're hearing from different walks of life. I guess the experience is really important. If you've got a business that's sending over a million dollars, is that different in the way that you should be reflecting? Is this something you need to keep in check over time, or is it once you've got a skill that you've learnt, like riding a bike, you carry it with you forever?
Lucy: I've been working with coaches around my self-awareness and then I became a coach in 2015, which was when I started understanding all of this world of coaching. I noticed that whatever the challenge I'm facing at that moment, that's what I need to deal with and become aware of and understand my own story and how I'm getting myself stuck in certain things. You get over that, and then maybe a year later you're facing something else.
Whatever I'm doing, if it isn't bringing me the results that I want, I'm going to take myself on and find someone who is going to take me out of my comfort zone to have a breakthrough.
I've been building my business for the last year and a half, and what's critical is surrounding myself with those people who make me really uncomfortable because they ask me questions that I'm not willing to ask myself. It may be because I'm not aware of them, so I can't even think of the question. Sometimes, it's because I can see it lurking around but I thought that's just too hard, so I just won't look at it.
Visit the Alternative Board
I think surrounding yourself with people that are going to be keeping you accountable is huge. Having my own business and not having a partner in the business means I'm the one who's making the decisions, whether it be right or wrong. I'm either having the ship sail full of wind or the ship is sinking, and I know exactly whose fault it is every time. Things like the Alternative Board are really cool because it gives you that flexibility to have the accountability but also still run the business.
Lucy: We're not human doing. We're human being, so go one level deeper and ask who you're being around it. When you are talking about wanting to have everything perfect, for me, I go straight into vulnerability. Can you be with vulnerability, with not knowing, with not understanding how you're going to be perceived if you don't have it all handled? Go to the being, not only the doing.
Accountability will just keep you in the doing, and it's not only about that.
As an ontological coach, I work with the being profile. It's a way of looking at yourself that you don't normally get to because it's not in the behaviours. It's not in the doing. It's actually in who you're being. It takes you to a level that is quite confronting because you get to stand in front of a mirror and the first score that it will give you is your awareness score. That is, what's your relationship to awareness? And given that, what's the effectiveness you have in life? Any business owners out there who want to take themselves on and see something that they may not be looking into can give me a call.
Get in touch with Lucy Faulconer!
It can't hurt. It's a process. It's only going to make you better in business for all the right reasons. Situations like the $10,000 an hour machine that went down could be avoided if you become better at understanding where you need to be focusing your energy and time and if you become more conscious about what it is that you're doing instead of just ignoring things.
Lucy: Whatever you're not looking at as a leader, you're going to be passing on to your team. That's going to become culture.
Recommended Book: The Bean Book
Is there a book or anything that has really impacted you and brought you to where you are now?
Lucy: The one I'm reading is called The Bean Book. It talks about the ontological perspective. That's pretty heavy reading. If you're looking at something that will just challenge you, I follow and absolutely love Renee Brown. She speaks about courageous leadership, vulnerability and courage, and how we bring that into business.
What does freedom mean to you?
What is business freedom to you?
Lucy: I have three children, so I love the thought that I can manage my own time so I can be around my children when I choose to be and still build a business. I'm truly passionate about it, and I know the contribution that these conversations can bring to people's fulfilment in life and actually what they are up to in life. If I can contribute in any way to making businesses better, that's the business that I want to create.
You're making people's mindsets better, so you're going to make their families better. It's going to make their time on Earth better.
Lucy: The first one that I'm taking on is myself, constantly making sure that I can build it and be responsible with how I want to build it.
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redpajama_set_name: RedPajamaCommonCrawl


Sicily \s(i)-ci-ly\ as a girl's name (also used as boy's name Sicily). Place name: large island off Italy. Many Italian immigrants to America have their roots in Sicily.
Sicily has 3 variant forms: Sicilia, Sicillia and Sicilly.
Baby names that sound like Sicily are Cicily and Sicili.


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Dire State Pennsylvania
Home/Post, Uncategorized/Dire State Pennsylvania
Dire States tour rolled into State College Pennsylvania not before hitting turbulence that shook Mrs. Martin as we passed over a hell road. The Big Road I-84 at Port Jervis is nearly destroyed. Pavement is beyond rough. This where the Big Road crosses over the Delaware River.
I-99 in PA. Driving into the sunset. How did I-99 get here? As the numeric order of the Interstate System goes this Big Road should be to the East of I-95. Not here in coal country. That would put I-99 in the Atlantic Ocean. Politics messes with logic too often.
By Dan McNichol|2017-07-31T21:03:28+00:00October 8th, 2013|Post, Uncategorized|Comments Off on Dire State Pennsylvania
About the Author: Dan McNichol
Dan McNichol is a number-one bestselling author and an award-winning journalist. His published books, articles, thought-leadership papers and speaking events focus on mega construction projects in the United States and The Peoples Republic of China. McNichol recently contributed to a front page story in The New York Times titled, "Trump-Sized Idea for a New President: Build Stuff". The American Society of Civil Engineers (ASCE) / Boston Chapter named McNichol as one of nation's outstanding journalists in 2014 and again in 2003. McNichol contributes to worldwide media outlets including: The New York Times, Engineering News Record (ENR), ABC World News, CBS News, CNN, Fox News, British Broadcasting Corporation (BBC) network, China Central Television (CCTV), TV Tokyo, MSNBC and PBS's The NewsHour, National Geographic Channel, Discovery Channel, History Channel. McNichol is a frequent voice on National Public Radio (NPR). ENR Magazine recently tapped McNichol as the magazine's national correspondent for a cross country tour. McNichol and Aileen Cho, ENR's senior transportation editor, drove in a 1949 Hudson Commodore with the tagline, "America's infrastructure is as old, rusty and energy defunct as our original Detroit lead-sled." The journalists wrote ENR print and online cover stories about the nation's ailing infrastructure. A former White House appointee, McNichol served the President on US policy issues surrounding transportation and infrastructure between 1991-1993. McNichol has worked in official capacities on the nation's largest infrastructure projects: California High Speed Rail (2017), San Francisco-Oakland Bay Bridge Replacement (2013) and The Big Dig, a.k.a. The Central Artery / Third Harbor Tunnel Project (2000).
The Dire States Tour, Dan McNichol
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10 Ideas For Trump's $1 Trillion Infrastructure Plan
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text:
People of Medieval Scotland
> Máel Bethad or Macbeth Bere, lord of Liberton
You can cite this record using this snippet: PoMS, no. 383 (https://www.poms.ac.uk/record/person/383/; accessed 22 January 2020)
Máel Bethad or Macbeth Bere, lord of Liberton
Medieval Name
Máel Bethad / Mac Bethad
Modern Gaelic Name
Maol Beatha / Mac Beatha
Floruits
Related Place
Grantor Beneficiary relationships
» Gephi Visualisation
Total number of associated factoids: 17
Transaction factoids (7) Possession factoids (4) Witnesses factoids (6)
Listing items 1 to 7, page 1 of 1
unavailable Gift of teinds and customary services due from living and dead of Leadburn Grantor 1/4/74 (Chrs. David I, no. 147)
14 Jun. 1140 Gift of Clerkington (ELO) Perambulator Denis, prior of Scone; Duncan (I), earl of Fife (d.1154); Edward, son of Siward, constable; Geoffrey, abbot of Dunfermline (d.1154); Gregory, bishop of Dunkeld (d.1169); Hugh de Moreville (I) (d.1162); John, bishop of Glasgow (d.1147); Leod, abb of Brechin; Malise (I), earl of Strathearn (d.1141×); Ranulf Soulis, king's butler (d.1165×72); Robert de Sigillo; Robert, bishop of St Andrews (d.1159); Roger, nepos of Bishop Robert of St Andrews; Roger, prior of Dunfermline 1/4/38 (Chrs. David I, no. 86)
14 Jun. 1140 Gift of Clerkington (ELO) with other revenue Perambulator Denis, prior of Scone; Duncan (I), earl of Fife (d.1154); Edward, son of Siward, constable; Geoffrey, abbot of Dunfermline (d.1154); Gregory, bishop of Dunkeld (d.1169); Hugh de Moreville (I) (d.1162); John, bishop of Glasgow (d.1147); Leod, abb of Brechin; Malise (I), earl of Strathearn (d.1141×); Ranulf Soulis, king's butler (d.1165×72); Robert de Sigillo; Robert, bishop of St Andrews (d.1159); Roger, nepos of Bishop Robert of St Andrews; Roger, prior of Dunfermline 1/4/39 (Chrs. David I, no. 87)
1141 X 12 Jun. 1152 Grant of the land of Clerkington, perambulated by William of Graham, and other land and revenue in Haddington Perambulator Anselm, nepos of Bishop John; Edmund, son of Aymer; Ingram, bishop of Glasgow (d.1174); William Maule (12C) 3/3/8 (Chrs. David I, no. 116)
1166 X 9 Aug. 1170 Renewal of land in Liberton (MLO) and Leadburn (Penicuik, PEB) Previous landholder David Oliphant (12C); Jordan of Ord; Nicholas of Roxburgh, chancellor (d.1171?); Philip de Valognes, chamberlain (d.1215); Richard Comyn (d.c.1179); Richard, chaplain (TRW); Waltheof, earl of Dunbar (d.1182); William Dolpene (Dolfin) 1/6/44 (RRS, ii, no. 59)
1185 X 1189 Succession of land in Liberton held by Mael Bethad/ Macbeth and land of Leadburn (MLO) Previous landholder David, earl of Huntingdon (d.1219); Richard de Prebenda, bishop of Dunkeld (d.1210); Robert of London (d.1225); Robert, archdeacon of Glasgow (d.1222); Walter Oliphant (I), justice; William Hay (I), lord of Errol (d.c.1201); William Lindsay (II) (d.c.1205); William Malveisin, bishop of St Andrews (d.1238) 1/6/242 (RRS, ii, no. 268)
1192 X 7 Aug. 1205 Grant of 2 oxgangs in Liberton and other land (MLO) Previous landholder A. of Edinburgh; Gregory, son of Geoffrey the sheriff; Ralph, abbot of Jedburgh (d.1205); Ranulf (II) Soulis (d.1207); Richard Hangdevil 3/384/3 (Holy. Lib., App. II, no. 2)
1166 X 9 Aug. 1170 Liberton Holder (possession) 1/6/44 (RRS, ii, no. 59)
1185 X 1189 House in Liberton (MLO) Holder (possession) 1/6/243 (RRS, ii, no. 269)
1185 X 1189 Land in Liberton Holder (possession) 1/6/242 (RRS, ii, no. 268)
1192 X 7 Aug. 1205 Land of Malbeth in Liberton (MLO) Holder (possession) 3/384/3 (Holy. Lib., App. II, no. 2)
unavailable Agreement between Holyrood Abbey and Kelso 1/5/24 (RRS, i, no. 131)
unavailable Agreement between Alwin, abbot of Holyrood, and Arnold, abbot of Kelso, over the Crag of Duddingston in Edinburgh 1/6/48 (RRS, ii, no. 63)
23 April 1124 X 1139 Gift of land below Edinburgh Castle 1/4/35 (Chrs. David I, no. 71)
1138 X 24 August 1147 Gift of Traverlen (Duddingston, MLO) and the Crag (Arthur's Seat, MLO) 3/3/2 (Chrs. David I, no. 70)
1141 X 24 August 1147 Gift of 52 acres of land in Dalkeith (MLO) in exchange for Rhuchale; and a grant of revenue 1/4/58 (Chrs. David I, no. 125)
1141 X 1150 Gift of Ruchale (MLO) 1/4/57 (Chrs. David I, no. 124)


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from django.test import TestCase
from django.contrib.auth.models import User
from robocrm.models import RoboUser

class RoboUserLabelTests(TestCase):

  def test_get_label_superuser_admin(self):
    """
    Should be able to get label through admin interface.
    """

    password = 'test'
    user = User.objects.create_superuser(username="bstrysko", email="test@gmail.com", password=password)
    robouser = RoboUser.objects.create(user=user)

    self.assertTrue(self.client.login(username=user.username, password=password))

    response = self.client.get("/admin/auth/user/{}/tools/create_robouser_label/".format(robouser.user.id))
    self.assertEqual(response.status_code, 200)

redpajama_set_name: RedPajamaGithub


text:
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Kids With Concussions Should Not Rest So Long
Pete Strom
Study Finds That Long Rest After Concussion Not Good for Kids
In a contradiction of findings in January last year, a new study finds that resting for a longer period after a concussion injury is actually not good for children.
The new study recommends only one to two days of rest at home before children who suffered a concussion should return to normal activities, including school work and physical activity. Experts who took part in the study said that was the amount of time for concussion symptoms to begin resolving.
The study used a randomized trial of patients between the ages of 11 and 22. Some of the patients were prescribed strict rest for 5 days at an emergency department, while another group were told to rest at home for one to two days until concussion symptoms began to lessen. The patients who rested longer reported more concussion symptoms at the end of their rest period than the group who rested only a day or two.
Although the study did not offer more specific pediatric guidelines for concussion treatment, experts involved did suggest that "cocoon therapy" – in which the concussion patient lies in a dark room for multiple days – does not benefit young people with mild traumatic brain injury, or concussion.
"More isn't always better," said Dr. Christopher Giza, a professor of pediatric neurology at Mattel Children's Hospital at the University of California, Los Angeles, who was not involved in the research. He added, "There was no advantage to prolonged rest."
"There are potential adverse consequences if you over-restrict activity without respect to individual symptoms," said Dr. Gerard Gioia, chief of pediatric neuropsychology at Children's National Medical Center in Washington, who was also not involved with the study.
"If you are restricting them beyond what they need," Dr. Gioia said, "they start to get worried and think, 'I can handle it, but I'm not being allowed.' Then you might see mood changes or anxiety."
The study also suggested that patients who were treated more carefully and prescribed more rest often saw themselves as sicker, and were therefore more likely to self-report lasting symptoms. Dr. William Meehan, who was involved in a larger childhood concussion study published last year, wrote the accompanying commentary with this recent study, and disagrees with the findings.
Meehan co-authored a study last year which found that, for many children, it was enough to cut back on homework or other mental exercises for 3 to 5 days after a concussion. "Then you can gradually reintroduce them to cognitive activity. They should do as much as they can without exacerbating their symptoms."
After anyone suffers a concussion, it is important to pay attention to symptoms and get rest to help heal the brain. This is particularly important in children and young adults, because their brains are still forming.
The Strom Law Firm Can Help with Personal Injury Cases Related to Concussions and TBI
If your child received a concussion or traumatic brain injury (TBI) as a result of negligence on the part of the school or sports league, you may have a personal injury case. The attorneys at Strom Law, LLC can help. We offer free consultations to help get you on the road to recovery, so contact us today. 803.252.4800.
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Battered, Bruised and Scarred: Prisoners, Accommodation and Reintegration
By Nicki Petrou
This article is part of our February theme, which focuses on one of the great silences in the human rights conversation in Australia: Prisoners' Rights. Read our Editorial for more on this theme.
There was scarring covering her arms, her legs and some on her face. Her lips were swollen. Burns to her arms, possibly from cigarettes, were visible. Chunks of flesh had been ripped from her forearm to the extent that you could almost see the bone. It appeared like an old wound that had made some effort to heal.
She had come to see us about her victim's compensation claim. I asked her if the scarring and injuries to her arms were from the domestic violence she had been exposed to for years. She said it was from self-harm.
I suspect there were older scars beneath the surface, and of course the ones I could not see.
Her memory sometimes hazy, her eyes blood-shot. Was this from the medication?
This was the first time that we had met Adele (not her real name). It was during our regular visit to the prison that she came to speak to us about some of the horrors that she had experienced. She had been self-medicating for years, and was probably in prison for some drunken related offence.
Adele is not alone. Whilst women form the lowest prison population, they tend to be incarcerated for more minor offences, namely drug and alcohol-related infringements, than their male counterparts. Of course there are some exceptions. However, through our regular outreach to Darwin Correctional Centre, it sometimes becomes difficult to distinguish the victims from the offenders. We hear the long stories of their complex lives and journey to prison. Sometimes these women are in for harming others, mostly their partners, where they have retaliated through violence.
There are many women in prison that have experienced sexual, physical or child abuse or all three during their lives. In Australian prisons, a significant number of women have reported some form of abuse during their lifetime. It is estimated that 1 in 3 women in Australia will have experienced an unwanted sexual experience by the time they are 18 years of age. Further, it is estimated that one in five women have experienced sexual violence since the age of 15. These rates are expected to be much higher for women in prison. In fact, prison can sometimes be the first time that these women are able to access the many and diverse services that they need, and that their mental health and medical conditions are diagnosed.
Without this most basic need being met, it is difficult for clients to look meaningfully at fundamentals such as settling into a job.
These rates are higher again for Indigenous women compared to non-Indigenous women. In the NT Indigenous women make up approximately 83 per cent of the female prison population. Indigenous women are also more likely to be seriously injured than non-Indigenous women, and ten times more likely to be victims of homicide.
Sadly, Adele is fairly typical of women in prison: a thirty-something year old woman, a mother, a sister, a daughter, an aunt, at one time someone's wife and lover, and maybe even grandmother. Whilst the female prison population is relatively low in the Northern Territory (NT) as compared to some other parts of the country, these women are more likely to have experienced some of the most horrendous conditions. Then, through a path that often involves homelessness, they enter prison.
This may get worse upon exiting prison, where without suitable accommodation and support, they find themselves homeless-again! Article 5 of the Universal Declaration of Human Rights states that: "Everyone has the right to a standard of living adequate for the health and well-being of himself and of his family, including food, clothing, housing and medical care and necessary social services…"
This is not a luxury, but a basic human right. You do not lose your basic human rights just because you have committed a crime and then been sent to prison. Unfortunately, prisoners are a group that don't always inspire public sympathy or compassion. It's as if once you have fallen to this way of life, there is no way back or forward, there's no way out.
Yet these women could be someone we know, someone we love, or it could have been us. It's not a thought that we wish to contemplate. It's too foreign to imagine the violence, the prison.
Re-integration
In early 2010, the Prisoners Through-care Network was established in Darwin, to address the reintegration issues of prisoners. From this, evolved the Prisoners Reintegration Accommodation Working Group in 2010, in response to the particular severity of homelessness in the NT (the NT has the highest rate of homelessness in Australia with a rate of 272 per 10,000 people compared to the national rate of 53 per 10,000 people according to the 2006 Counting the Homeless Report). Suitable accommodation is pivotal to any person's successful reintegration within the community, and essential for any person striving for an adequate standard of life.
The Prisoner's Reintegration Working Group, which comprises the Top End Women's Legal Service Inc (TEWLS), The Darwin Community Legal Service (DCLS), the North Australian Aboriginal Justice Agency (NAAJA), Mission Australia, NT Shelter and now FORWAARD (Foundation of Rehabilitation With Aboriginal Alcohol Related Difficulties), often discuss their frustration with the difficulty of locating suitable accommodation for clients once they exit prison.
Both Mission Australia and NAAJA have been specifically funded to provide a prison through-care program. They operate slightly differently, but essentially have the same aim. Recently, NAAJA's Through-care program reached its second year. In it's media release Samantha Taylor-Hunt explained that its program:
"… aims to help clients with the key issues that will be facing them upon their release. This might include things like housing, employment, counseling, re-linking them with their family and Centrelink. We hope that giving our clients support upon release will help them get their life back on track."
Juveniles in Prison
In addition, NAAJA provides a much-needed Through-Care program to juveniles in Detention at the Don Dale Juvenile Detention Centre in Darwin. TEWLS together with FORWAARD also offers ongoing drug, alcohol & tobacco education to the youth at Don Dale. FORWAARD is also instrumental in trying to deliver the same program to as many high schools as possible. It's important to start early. The old adage that 'prevention is better than the cure' holds true here.
The impact of incarceration on young offenders cannot be understated. But what do you do when for some their crimes are so terrible? How do you find the balance that is called justice, which is the role of the judiciary? This can mean so many things to different people. However, as Terry Byrnes from NAAJA Indigenous Through-care has pointed out, the fact remains that:
"Detention for juveniles is particularly injurious as the punishment of incarceration is heightened by the vulnerability of youth. Often the young person's background is such that schooling and normal socialisation is conspicuously absent. Through-care's aim is to give these young people a chance to reform their lives so that their early mistakes are just that and not a blueprint for their future. Through-care and Don Dale have worked together to make the young person's time in detention one that is not solely characterised by loss."
Homelessness after prison
Sending someone to prison isn't the end of the story. NAAJA has recently reported that:
"Housing remains the most pressing systemic issue facing our clients following their release from custody. Homelessness in the greater Darwin area is at a critical point. Our experience is that it is easier to obtain employment than to put a roof over your head. Without this most basic need being met, it is difficult for clients to look meaningfully at fundamentals such as settling into a job and working towards the goals and priorities, which will have a lasting impact on their lives."
There are just so many challenges you need to deal with, and considerations. A report prepared by and for the Prisoner Reintegration Accommodation Working Group in 2010 assessing the accommodation issues in the NT, identified that "in the Northern Territory, access to housing is particularly difficult. The NT has unique homelessness and accommodation issues…" due to its vast landscape and "…sparseness of its population centres"… and "the existence of remote Aboriginal communities."
It has been well documented that a large proportion of people enter prison from a state of homelessness. This percentage increases when they exit prison. Therefore, as Katherine Martyres explained in "Getting Out and Surviving", "improving transitional support for prisoners from custody to community is a key element in the plan to reduce reoffending". That is because the best way to reduce the risk of re-offending is to provide "a safe home, a stable job and strong community and family ties."
Sometimes, your mind simply boggles at the magnitude of not only the problem, but also the solution itself. It requires the concerted and co-ordinated effort of many Government and non-Government services, the community, family and friends, and the person themselves. It requires the commitment of many.
Any lasting change will take time. It is not possible to undo or to heal years of trauma, or a history of problems and bad decisions in the short term. It requires longer-term solutions, funding and commitment.
Unfortunately, for Adele and others, the journey ahead is long and tenuous. We hope however, that they turn that corner, and that there will be no looking back.
Nicki Petrou is the Managing Solicitor of the Top End Women's Legal Service Inc. This article was written by her on behalf of the Prisoners Reintegration Accommodation Working Group.
Crime Health Housing & homelessness Indigenous People Women
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Home » Programming » What is Objective-C and what is used for
What is Objective-C and what is used for
hen we talk about Objective-C, those who are not familiar with this topic will probably not understand much, in this article we will try to explain all about related to Objective-C.
What is Objective-C
Objective-C is an object-oriented programming language created as a superset of C to implement an object model similar to Smalltalk. It was originally created by Brad Cox and the StepStone corporation in 1980. In 1988 it was adopted as the programming language of NEXTSTEP and in 1992 was released under license GPL for the compiler GCC. It is currently used as the main programming language for Mac OS X, iOS and GNUstep, in addition, swift.
History Of Objective-C Language
In the early 1980s, the software was developed using structured programming. Structured programming was established to help divide the programs into smaller parts, making development easier when the application became very large. However, as problems continued to grow over time, structured programming became complex given the disorder of some programmers to invoke instructions repetitively, leading to spaghetti code and hindering the reuse of code.
Many saw that object-oriented programming would be the solution to the problem. In fact, Smalltalk already solved many of these problems: some of the most complex systems in the world worked thanks to Smalltalk. But Smalltalk used a virtual machine, which required a lot of memory for that time, and it was too slow.
Objective-C was created primarily by Brad Cox and Tom Love in the early '80s at his company Stepstone. Both were initiated in Smalltalk while they were in the Programming Technology Center of ITT in 1981. Cox was interested in problems of reuse in software development. He realized that a language like Smalltalk would be essential in building powerful development environments for developers at ITI Corporation. Cox started modifying the C compiler to add some of the capabilities of Smalltalk. Soon he had an extension to add object-oriented programming to C which he called "OOPC" ( Object-Oriented Programming in C). Love meanwhile, was hired by Schlumberger Research in 1982 and had the opportunity to acquire the first copy of Smalltalk-80, which influenced his style as a programmer.
To demonstrate that real progress was made, Cox showed that to make truly interchangeable software components, only small changes to existing tools were needed. Specifically, they needed to support objects flexibly, come with a set of libraries that were usable, and allow the code (and any resources needed by the code) to be packaged in a multiplatform format.
Cox and Love then founded a new company, Productivity Products International (PPI), to market their product, which was an Objective-C compiler with a set of powerful libraries.
In 1986, Cox published the main description of Objective-C in its original form in the book Object-Oriented Programming, An Evolutionary Approach. Although he was careful to point out that there are many reuse problems that do not depend on language, Objective-C was often compared in detail with other languages
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what is c++ used for | Basic guide for beginner | Freestudy4u November 15, 2019 at 7:57 am
[…] What is Objective-C and what is used for […]
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[…] What is Objective-C […]
What is Swift Programming Language | Freestudy4u November 15, 2019 at 1:01 pm
[…] to integrate with the Cocoa and Cocoa Touch Frameworks, you can use any library programmed in Objective- C and call functions of C. It is also possible to develop code in Swift compatible with Objective-C […]
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What is Rapid Personal Transformation (RPT)?
Rapid Personal Transformation therapy is an advanced version of Reference Point Therapy founded by the International Business Coach, Spiritual Master Simon Rose. RPT is said to be a purely conversational therapy also known as talking therapy and hence does not involve any medical treatment or religious/spiritual views. It is considered highly effective for its long-lasting results.
Rapid Personal Transformation Therapy is an all in one technique because it helps you overcome all types of issues and illnesses be it mental, emotional, spiritual or physical. RPT is not only an extremely helpful technique to overcome past traumas, old emotions and mental as well as physical blocks but also is an excellent talking based tool for personal development and growth.
How does Rapid Personal Transformation work?
Rapid Personal Transformation Therapy is the life work of Simone Rose who developed these exceptional techniques with the help of neurologists, geneticists, psychologists and spiritual healers. Therefore, it involves all types of sciences and psychological concepts resulting in an overall wellbeing of the client.
The most impressive fact of a Rapid Personal Transformation Therapy session is that you do not have to spend weeks, months or years to achieve a balanced and healthy state of being. The name of this therapy itself suggests that the expected changes are rapid. It is fast, safe and long lasting at the same time.
How will Rapid Personal Transformation benefit me?
1- It will help you boost your confidence level and improves your communication skills in public.
2- It will help you create successful personal as well as professional relationships.
3- It can release past traumas irrespective of how old they are.
4- will give crystal clear guidance for your career and life goals.
5- It is extremely helpful in healing mental physical as well as sexual abuses.
6- It can also help you quit smoking and other addictions.
7- Helps to fight with all types of anxiety, stress and, depression.
Ready to book an online Rapid Personal Transformation session?


In this paper, dynamic performance of a transformerless cascaded PWM static synchronous shunt compensator (STATCOM) based on a novel control scheme is investigated for bus voltage regulation in a 6.6kV distribution system. The transformerless STATCOM consists of a thirteen-level cascaded H-bridge inverter, in which each voltage source H-bridge inverter should be equipped with a floating and isolated capacitor without any power source. The proposed control algorithm uses instantaneous p-q power theory in an innovative way that devotes itself not only to meet the reactive power demand but also to balance the dc link voltages at the same time. DC link voltage balancing control consists of two main parts: cluster and individual balancing. The control algorithm based on a phase shifted carrier modulation strategy has no restriction on the number of cascaded voltage source H-bridge inverters. Comprehensive simulations are presented in MATLAB/ SIMULINK environment for validating the performance of proposed transformerless STATCOM.
 B. Singh, V. S. Kadagala, "A new configuration of two-level 48-pulse VSCs based STATCOM for voltage regulation," Electr. Power Syst. Res., vol. 82, no. 1, pp. 11-17, 2012.
 B. Singh, B. Singh, A. Chandra, K. Al-Haddad, "Digital implementation of an advanced static compensator for voltage profile improvement, power-factor correction and balancing of unbalanced reactive loads," Electr. Power Syst. Res., vol. 54, no. 2, pp. 101-111, May 2000.
 N. Bigdeli, E. Ghanbaryan, K. Afshar, "Low frequency oscillations suppression via cpso based damping controller," J. Oper. Autom. Power Eng., vol. 1, no. 2, pp. 22-32, 2013.
 H. Shayeghi, A. Ghasemi, "FACTS devices allocation using a novel dedicated improved PSO for optimal operation of power system," J. Oper. Autom. Power Eng., vol. 1, no. 1, pp. 124-135, 2013.
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