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Q: Haproxy + netty: Way to prevent exceptions on connection reset? We're using haproxy in front of a netty-3.6-run backend. We are handling a huge number of connections, some of which can be longstanding.
Now the problem is that when haproxy closes a connection for means of rebalancing, it does so by sending a tcp-RST. When the sun.nio.ch-class employed by netty sees this, it throws an IOException: "Connection reset by peer".
Trace:
sun.nio.ch.FileDispatcherImpl.read0(Native Method):1 in ""
sun.nio.ch.SocketDispatcher.read(SocketDispatcher.java:39):1 in ""
sun.nio.ch.IOUtil.readIntoNativeBuffer(IOUtil.java:225):1 in ""
sun.nio.ch.IOUtil.read(IOUtil.java:193):1 in ""
sun.nio.ch.SocketChannelImpl.read(SocketChannelImpl.java:375):1 in ""
org.jboss.netty.channel.socket.nio.NioWorker.read(NioWorker.java:64):1 in ""
org.jboss.netty.channel.socket.nio.AbstractNioWorker.process(AbstractNioWorker.java:109):1 in ""
org.jboss.netty.channel.socket.nio.AbstractNioSelector.run(AbstractNioSelector.java:312):1 in ""
org.jboss.netty.channel.socket.nio.AbstractNioWorker.run(AbstractNioWorker.java:90):1 in ""
org.jboss.netty.channel.socket.nio.NioWorker.run(NioWorker.java:178):1 in ""
java.util.concurrent.ThreadPoolExecutor.runWorker(ThreadPoolExecutor.java:1145):1 in ""
java.util.concurrent.ThreadPoolExecutor$Worker.run(ThreadPoolExecutor.java:615):1 in ""
java.lang.Thread.run(Thread.java:724):1 in ""

This causes the following problems per configuration:

option http-pretend-keepalive

This is what works best (as haproxy seems to close most connections with a FIN rather than RST), but still produces about 3 exceptions per server per second. Also, it effectively neuters loadbalancing, because some incoming connections are very longstanding whith very high throughput: with pretend-keepalive, they never get rebalanced to another server by haproxy.

option http-keep-alive

Since our backend expects keep-alive connections to really be kept alive (and hence does not close them on its own), this setting amounts to every connection eventually netting one exception, which in turn crashes our servers. We tried adding prefer-last-server, but it doesn't help much.

option http-server-close

This should theoretically work for both proper loadbalancing and no exceptions. However, it seems that after our backend-servers respond, there is a race as to which side sends its RST first: haproxy or our registered ChannelFutureListener.CLOSE. In practice, we still get too many exceptions and our servers crash.
Interestingly, the exceptions generally get more, the more workers we supply our channels with. I guess it speeds up reading more than writing.
Anyways, I've read up on the different channel- and socketoptions in netty as well as haproxy for a while now and didn't really find anything that sounded like a solution (or worked when I tried it).

A: The Tomcat Nio-handler just does:
} catch (java.net.SocketException e) {
    // SocketExceptions are normal
    Http11NioProtocol.log.debug
        (sm.getString
         ("http11protocol.proto.socketexception.debug"), e);

} catch (java.io.IOException e) {
    // IOExceptions are normal
    Http11NioProtocol.log.debug

        (sm.getString
         ("http11protocol.proto.ioexception.debug"), e);

}

So it seems like the initial throw by the internal sun-classes (sun.nio.ch.FileDispatcherImpl) really is inevitable unless you reimplement them yourself.

A: Note : As per my understanding, You don't have to worry about Connection Reset Exception's, unless you've a Connection Pooling at your end with Keep-Alive Connections.
I faced a similar issue with lots of Connection Reset (RST) (It used to be 5-20times in a window of 10seconds, based on load) while using HAProxy for our services. This is how I fixed it.
We had a system where connections are always kept-alive (keep-alive is always true at HTTP connection level. i.e., Once a connection is established, we reuse this connection from HTTP Connection pool for subsequent calls instead of creating new ones.)
Now, As per my debugging in Code and TCP Dump I found RST's were thrown from HAProxy in below scenario's

*

*When HAProxy's timeout client  or timeout server had reached, on an Idle Connection.
This configuration was set as 60seconds for us. Since we have a pool of connections, when the load on server decreases it would result in some of these connections not getting used for a minute. So these connection's were then closed by HAProxy using a RST Signal.

*When HAProxy's option prefer-last-server was not set.
As per the Docs:

The real use is for keep-alive connections sent to servers. When this
  option is used, haproxy will try to reuse the same connection that is
  attached to the server instead of rebalancing to another server,
  causing a close of the connection.

Since this was not set, everytime a connection was re-used from the pool, HAProxy used to Close this connection using RST Signal and create a new one to a different server (As our Load Balancer was set to round-robin). This was messing up and rendering the entire Connection Pooling useless.
So the Configuration that worked Fine:

*

*option prefer-last-server : So existing Connections to a server will be re-used.
Note: This will NOT cause the Load balancer to use previous server over new server for a new connection. The decision making for new connections is always based on the load balancing algorithm. This option is only for an existing connection which was already alive between a client and a server.
When I tested with this option, new connection was still going to a server2 even though the connection before this was sent to server1.

*balance leastconn : With Round robin and Keep-Alive, there could be skewing of connections to a single server. (Say there are just 2 servers and when One server goes down due to deployment, then all new connections will start going to the other server. So even when server2 comes up, round-robin would still allocate new requests one to server1 and one to server2 alternatively. In spite of server1 having a lot of connections at its end. So the Server's load is never exactly Balanced.).

*Setting HAProxy's timeout client  or timeout server to 10minutes. This increased amount of time our connections could stay idle.

*Implemented an IdleConnectionMonitor : With the timeout being set to 10m, the chances of RST from HAProxy was reduced but not eliminated. To remove it completely, we added a IdleConnectionMonitor which was responsible for closing connections which was idle for more than 9Minutes.

With these configurations, we could

*

*Eliminate the Connection Reset

*Get Connection Pooling working

*Ensured the load balancing happens evenly across Servers no matter what time they start.

Hope this helps!!

A: Try with

*

*option http-tunnel

*no option redispatch

not sure of the redispatch, but http-tunnel fixed the issue on our end.

A: 'Connecton reset by peer' is usually caused by writing to a connection that had already been closed by the other end. That causes the peer to send an RST. But it almost certainly had already sent a FIN. I would re-examine your assumptions here. Very few applications deliberately send RSTs. What you are most probably encountering is an application protocol error. If that's unavoidable,so is the ECONNRESET.

A: As of haproxy 1.5 it now sends FIN (FIN,ACK) to the backend server whereas harpoxy 1.4 used to send a RST. That will probably help in this scenario.
If it can find this documented I will add the link...


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Phood
Phood Raises $2M in Seed Funding to Fight Food Waste
Phood, the New York City-based startup that uses a combination of weight scales, computer vision and AI to help foodservice operators reduce food waste, announced today that it has raised a $2 million Seed round of financing. The round was led by New Stack Ventures and Story Ventures. This brings the total amount raised by Phood to $2.1 million.
Phood's technology helps foodservice companies better understand and optimize how their food is being used. As we wrote earlier this year about the company:
There are three parts to the Phood system: a scale, a camera and a software backend. Food is placed on the scale either before going into a dish (to see how much is being used to make meals) or afterwards (to see how much waste is being generated). There's a camera mounted above the scale that uses AI to automatically identify what each food item is.
The company's system also connects with a restaurant's POS and inventory management software to track what particular items are being used and who supplied them. So, if a cafeteria ends up with a lot of extra brussel sprouts, Phood tells the manager to adjust the business's purchasing.
On its face, food waste is a huge problem because it means food has been, well, wasted instead of consumed, especially during a time when there are so many in need. Food waste is also an acute problem for restaurants, which already operated under thin margins coming into the pandemic. Now with dining rooms going through a second round of closures, restaurants need to get the most out of every dollar spent and literally can't afford to let food go to waste.
Thankfully, there are a host of companies fighting the good fight against food waste all along the supply chain. Both Winnow and LeanPath offer similar services like Phood's to help restaurants manage their food usage and inventory. Restaurant supplier Choco recently held a pop-up event in L.A. challenging chefs to come up with foods based on by-products. And earlier this month the nonprofit ReFed launched a $10 million fundraising campaign to help fund projects that reduce waste in the supply chain.
If you want to learn more about the problem of food waste, and what companies are doing to combat it, check The Consumer Food Waste Innovation Report over at our Spoon Plus membership service.
Phood Fights Food Waste with Scales, Computer Vision and AI
With the pandemic still raging, restaurants are struggling to stay in business. One way restaurants can help stave off permanent closure is to make sure whatever money they have now is being spent properly and not going to waste. One way to do that is to measure the food being used in meals… and the food going to waste.
Phood is a company that uses a combination of scales, computer vision and artificial intelligence (AI) to help restaurants, cafeterias and other eateries better understand and optimize how their food inventory is being used.
Phood's system also integrates with a restaurant's existing POS and inventory management software to track how much of a particular item is being used and who supplied it. Based on that information, restaurants can then realign both production and ordering to reduce waste. So if a cafeteria or restaurant winds up with too many leftover mixed vegetables, that point is highlighted in a Phood dashboard so the manager can take appropriate action (make less or order more).
On its website, Phood claims that its solution can help reduce food waste by 42 percent. I spoke with Phood Founder, Luc Dang, by phone this week and he said Phood can provide a cost savings of 8 – 10 percent. In the thin margin world of restaurants, those savings can go a long way.
Phood, which began using computer vision and AI in its product last year and has raised $100,000 in seed funding, isn't the only company fighting food waste in this manner. Winnow, which raised $12 million last year, uses a similar scale, computer vision and AI approach. LeanPath does much the same thing to help change behavior in the kitchen (e.g., less wasteful chopping of veggies or trimming of meat).
During these unpredictable times when the future of just about every eatery hangs in the balance, using a tool like Phood could not only help close down food waste, but also play its part in helping keep restaurants open.

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This is a true story. Some general context: when a Chapter 13 bankruptcy is dismissed for whatever reason (usually because the client can't make his payments), things get nasty with the courts in a hurry. The trustee (The bankruptcy judge) objects to the plan being kept alive, files a motion to dismiss the case, and the case ends up bankruptcy dismissed and stress level escalates. That's bad for a whole bunch of reasons.
I had a couple become my client after two failed Chapter 13 cases by another attorney After review of their previous case, it became apparent that the previous attorney greatly understated the client's expenses AND their income. This attorney had used a fictional amount for the client's mortgage (an imaginary "modified" mortgage obligation) and had completely disregarded their second mortgage, maybe thinking he could do a "lien strip." There really is no telling why this all happened, but it was bad.
These mistakes resulted in a Chapter 13 plan payment that the clients could not afford. Every month they got farther and farther behind, hopelessly trying to keep up with an impossible budget. They never really knew why this Chapter 13 was so hard for them. After all, the numbers should have added up, right? They just knew every month they fell more and more behind. This unrealistic plan (s) resulted in the ultimate demise of their Chapter 13 cases. Their very stressful situation, which could have been resolved correctly without the financial contortions they were asked to endure, instead took years.
When their case was reviewed it was discovered just how poorly they had been served so far in their ill-fated Chapter 13 proceedings. One failed case wasn't bad enough. Their then-counsel managed to get the first case dismissed, only to re-file a second Chapter 13 that was just as badly constructed as the first one. The clients, relying on their instinct to trust the professional, followed his instructions. As a result, they suffered sleepless nights and needless anxiety. Re-analyzing their numbers from scratch, we were confident we could justify a Chapter 7, and we filed it. The case was ultimately successful but, "here is the rest of the story".
Without notice from the bank and unbeknownst to the clients or to us, the clients' home was sold at a foreclosure auction two (2) days prior to the filing of their Chapter 7. Because of the two failed Chapter 13 cases, they would not have had the protection of the "automatic stay" when our Chapter 7 was filed, so technically the bank hadn't done anything wrong.
Disappointment would be a serious understatement of the clients' reaction to the news. Stress levels were high because this significantly changed their financial picture. This suddenly made the conversion to a Chapter 13 an unpleasant probability. I knew at that point we were in for a fight. In fact, the United States Trustee pushed hard for a conversion on the basis that the clients were no longer obligated to make the mortgage payment. I argued that the client was still obligated to make the mortgage payment up until title was transferred to the new owner, thus the mortgage payment should still be considered. Getting the mortgage considered meant that this nice couple's Chapter 7 filing could be salvaged so they could be over all this stress.
We dug in for a protracted battle with the U.S. Trustee on the legal arguments but, fortunately, an alternative strategy with more certain odds of success presented itself. I like a certainty a lot better than I do novelty in my practice, so I switched gears. I got the clients the discharge which had so long eluded them.
Maybe I should start with, "If you're told you belong in a Chapter 13, get a second opinion." I've lost count of the clients who have sat across the desk from me and said,"Paul, we've already been to three attorneys. They all told us we have to be in Chapter 13. But we wanted to hear what you have to say." Nine out of ten of those clients has been qualified for a Chapter 7, and actually obtained a better result than in Chapter 13. Ask whether your attorney guarantees his / her work. I know lawyers are paranoid about guaranteeing anything. It's also fair to say that if you really must be in Chapter 13, it's admittedly much harder for any lawyer to pin down what the final deal is that you'll make with the trustee. Some haggling often goes on, and one has to allow room for that. But some things CAN be guaranteed.
Pick up the phone and give us a call. Paul knows that calling about filing bankruptcy is hard. No one really wants to. When you call, you will get an appointment time that is convenient for you to meet with Paul. Paul thoroughly believes his clients deserve to have answers.


The sound of banjo strums, banging drums and clinking wine glasses filled Tooth & Nail Winery in Paso Robles as music lovers gathered for Central Coast Music Con March 18.
Music Con was not a music festival; the free event was geared toward people interested in learning more about the music industry on the Central Coast. Music Con had a business exposition, educational workshops, jam sessions, and local band merchandise to connect the local music industry. Every genre was represented at the event, from bluegrass to rock.
Four student-run groups represented Cal Poly at the event: KCPR, Respect the Funk, Kappa Kappa Psi, and SubSessions.
KCPR DJ Everett Fitzpatrick said it's important that students show up in the local music industry to showcase their new ideas and creations.
Kappa Kappa Psi, Cal Poly's band fraternity, ran a "musical petting zoo," where children had the opportunity try out different musical instruments. This is the second year the fraternity has attended the event. Cimo, a Cal Poly alum, was happy to see a large student presence at the event. This was not the case the first time they held Music Con. This year, the third time around, Cimo said students accounted for a "good chunk" of the effort at the event.
Growing; unconventional; promising. When asked to describe the music scene San Luis Obispo in one word, these words came to students' minds.
Cimo said there are over 150 local bands on the Central Coast. That number continues to grow as students collaborate with musicians in the community.
Physics freshman and Kappa Kappa Psi member Chance Potter said the music scene in San Luis Obispo has allowed him to grow as an artist this past year.


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Q: Android SharedPreferences Limit I am searching for the maximum Android SharedPreferences key, value pairs but cannot find any good answer. Secondly, I want to ask that if I have a key what is its String value limit. How many character can put into it. If I need a choice for a value change frequently, should I use SQLite or SharedPreferences.
 Please refer me some good resources.
Yours,

A: All shared prefs are stored in /data/data/[package name]/shared_prefs/[app name].xml, so i think there's no limit based on aechitecture.
I don't know practical limit but i think it's enough for you..
Check Shared Preference for your reference.
 should I use SQLite or SharedPreferences.

It is far better to use SQLite if you need to store values that will changes periodically.
Also you can store more amount of data..

A: Following Android Developer reference it seems like key, value and node name have each a max value defined.
If you have to change many related key pairs, I'd recommend creating a simple SQLite database, but if you are using only a few pairs maybe SharedPreferences is not a bad and quick solution.

A: SharedPreferences are for quickly storing values like single strings, settings, flags, etc. The SQLite Database can do the same but is a little more heavy duty, think storing tables of information like customer data with multiple properties and being able to search (the Query in SQL).
So the answer is, "it depends" on what that "something" is you want to store? If it's a user setting then the SharedPreferences is quick and easy. If it's a set of records then the SQLite Database may make more sense.

A: As for the key size limit: I believe it is just the max size of a String. Also it is answered here: Shared Preferences - max length of a single value
The max key/value pairs limit: usingShared preferences these values are stored in .xml files as stated in the answer above, and you can have multiple .xml sharePreference files. The size limit I suppose is limited by the size of your app or the storage space available on the device using your app.
If your preference values change frequently, I would consider using local variables to keep track of current preference set, maybe a global singleton class. And save changes to disk before app is destroyed/closed. If you don't like this idea then try using SharedPreferences, but be sure to use the SharedPreferences.Editor.apply() instead of SharedPreferences.Editor.commit() to save preferences (apply saves to disk asynchronously, commit saves synchronously).

redpajama_set_name: RedPajamaStackExchange


text:
September 29, 2012	News	Tweet
Madonna's MDNA continues to climb on the Billboard 200 and Dance/Electronic charts
Madonna's MDNA album continues to climb on the Billboard Top 200 Albums after it reentered the tally a week ago, owed to sales generated by the buzz of her MDNA Tour reaching the U.S.
This week, MDNA jumps to #94 (+46) with 5,000 sold. The bulk of those sales came from CDs sold via either Internet retailers like Amazon.com, through mail order or at the venues where her MDNA concerts were held. Most of those sales seem to be sparked by her tour stops along the east coast, in cities like Boston, New York and Atlantic City.
For example, while "MDNA" is the No. 94 selling album overall on the Billboard 200 (reflecting across the entire U.S.), it was actually the No. 21-selling set in Boston and the No. 29-seller in New York City.
MDNA is also the greatest gainer of the week on the Dance/Electronic Albums and jumps from last week's #7 to the #3!
Source: Billboard
Madonna attends Quavo concert in Tel Aviv [16 May 2019 – Pictures]
Maluma releases new song "Soltera" featuring Madonna
Madame X: Promo Goodies, Pre-order Links, Details and more…


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A "choice" moment
Posted on 2nd July 2018 by Camilla
Tina MacVeigh
A review of Judith Orr, Abortion Wars: The Fight for Reproductive Rights (Policy Press, 2017), £12.99
Abortion is as old as womanhood. Throughout history, abortion has been a necessary and accepted part of women's lives. However, rights to abortion have been hard fought. Despite significant advances in the legalisation and provision of abortion services, barriers and obstacles still exist that often make it extremely difficult for women to access that care.
Women won the right to vote, the right to work, the right to own property, so why are we still talking about abortion and reproductive rights in the 21st century? Why can't free contraception and abortion care be made available to all women, regardless of income, ethnicity or socio-economic status? Why does class define what access we have to healthcare and reproductive services? How can we truly have full bodily autonomy and exercise real choice when faced with poverty, homelessness, racism and discrimination?
These are some of the questions Judith Orr addresses in her book Abortion Wars by exploring both current debates about abortion rights and age-old issues of human desire, sexual pleasure and unwanted pregnancies. Orr sets the context for these debates in the current global struggles. Globally, feminism is having a moment—and it is an important one.
In some countries, hard won rights are under attack from conservative political forces. In others, huge pressure is being exerted on governments to introduce major changes. Donald Trump's ascendancy in the United States has put right wing populist politics on the world stage. His contempt for women's rights in general and their reproductive rights in particular is evident and ominous, but not unique. Conservative ideas have also gained ground in Poland, France, Spain and the UK. In the US, cuts to funding affect the provision of abortion services, while in Britain attempts are being made to introduce laws that, although they would not make abortion illegal, would likely introduce incremental and sometimes hidden barriers to abortion. But alongside the growth of these ideas there is growing a mood of global resistance. Women are saying they aren't wombs, they are people before they are mothers and they are sick of their bodies being used as political footballs. And while it is poorer and younger women who are hit the hardest, women all over the world face condemnation, discrimination and punishment as long as abortion is not completely free, safe and legal.
Orr looks in detail at the UK and US models, at the history of the fight to win abortion rights and the contemporary challenges to these rights. These are important discussions, illustrating the threat of hidden and unforeseen changes to legislation which undermine access and care. Likewise she highlights how sinister attacks on abortion clinics in the US are putting the wellbeing (and is some cases the lives) of both clients and healthcare professionals at risk. Understanding the challenges in the context of the UK and US serves as a roadmap as much for those defending as those fighting for abortion and reproductive rights.
A look at the recent victory for abortion rights in Ireland perhaps best illustrates the timeliness and relevance of Orr's book. On Friday 25 May 2018, people in Ireland voted overwhelmingly to remove the 8th Amendment from the Irish Constitution. In a wonderfully fitting reversal of history, 66 percent voted to remove the Amendment—67 percent had voted to insert it in 1983. Women in Ireland have lived under the shadow of the 8th Amendment for 35 years. Not only did it constitute an effective ban on abortion for any reason, equating as it did the life of the unborn to the life of the woman, it also embodied decades of state and church shaming and criminalisation of women.
For all of these 35 years, grassroots feminist movements have campaigned for contraception, for abortion, for the right to information about abortion, for the right to travel to other countries to have an abortion while it was still illegal in Ireland. Of course, the conservative government in Ireland took centre stage in claiming this victory, despite the fact that it voted in a 14-year jail sentence for women who procured or took abortion pills in 2014, and despite the fact that as recently as September 2017 Ireland's Taoiseach (prime minister) Leo Varadkar publicly stated reservations about the introduction of abortion legislation.
It is worth remembering that it was on the shoulders of this grassroots movement that this victory was won. In the years following Savita Halappanavar's death in October 2012, tens of thousands of women and men poured into the streets on demonstrations and strikes seeking change. Halappanavar, an Indian dentist living in Ireland, had presented to Galway University Hospital. At 17 weeks of pregnancy, she suffered a miscarriage. Despite repeated demands for a termination, she was denied one on the grounds of hospital ethos (Catholic) as a fetal heartbeat was still evident. Decisions by doctors in these situations were clouded by a lack of clarity surrounding a 14-year prison sentence, all because the right to life of the unborn was deemed by the 8th Amendment to have equal status to that of the woman. Savita naturally aborted three days after being admitted to hospital but died four days later from a sepsis that was too out of control to regulate. Savita, so full of life, so excited about a much-wanted pregnancy, died unnecessarily.
After her death, the demand of the revived and exploding pro-choice movement was Repeal of the 8th Amendment. "Repeal" became a powerful symbol for women's liberation and the right of women to bodily autonomy. Once the referendum was announced in January 2018, ordinary women all over the country set up local Repeal groups and organised in their communities and workplaces. Many of them had never been politically active before. Brave women who had travelled for abortions or couples who had travelled for medical reasons broke the silence by speaking out and telling their horrific stories and exposing the reality of exporting the Irish problem of crisis pregnancies overseas. These peoples' stories took back the conversation from the lawmakers, politicians and religious leaders.
This is what defeated the conservative bigots, the might of the church institution, the monied pro-life campaigners (most of their funds came from the US), the Orange Order and the alt-right. It was people power. Importantly, it was young people power. In an interivew with Orr for the "Voices from the Frontline" section of the book, Irish activist Sinéad Kennedy estimates that 18 to 25 year olds make up 85 percent of the Repeal movement in Ireland. They drove a movement that manifested in a vote that transcended demography, geography, gender and class. What a victory!
But what does this victory mean? It means that the Irish parliament, the Dáil, will legislate for new rules on abortion—likely to include abortion without restriction in the first 12 weeks of pregnancy. At the moment abortion is only available when a woman's life is at serious risk, and women still face up to 14 years in prison for trying to get an abortion.
Ireland's stunning referendum victory will make it harder to continue to deny women in Northern Ireland basic rights and represents a beacon of hope for women all over the world, particularly in countries where highly repressive regimes exist and others such as Poland and the US where there have been attempts to roll back on rights gained through grassroots struggle. However, while Irish women have earned the right to reproductive healthcare and abortion at home, women still face many barriers to having real bodily autonomy and choice.
There is still homelessness, there is still a gender pay gap, there are barriers to health and to childcare, to education, barriers to providing us with real choice. We continue to be under-represented in social, economic and cultural life. On the wings of this victory for people power, the fight must begin for quality healthcare where women are able to access abortion services on demand. Activists will need to fight the state tooth and nail for proper investment into women's hospitals, sexual health clinics and specialised abortion services. We also have to continue the fight for an Ireland that gives women a real right to choose, the right to choose to have a family as well as not to continue a pregnancy. And we must take this struggle to the North of Ireland where a battle too is being waged and where our victory will now make it ever more difficult for the Tory government to deny abortion rights to our sisters there.
This is exactly the direction Orr points us to—a call to arms to engage in the struggle for real abortion rights through decriminalisation, wholesale provision by the public healthcare system of woman-led reproductive care, including access to abortion and socio-economic equality. This book should be read by any and all activists involved in the struggle for abortion rights for all women.
Rights gained through decades of struggle continue to be attacked by rabid anti-abortion groups. Highly conservative forces are gaining political momentum and they are determined to retrench women's reproductive rights. Orr quite clearly sets out what is at stake. In those countries where conservative forces have gained political momentum, there is a threat not only to women's reproductive rights and services, but also to the very fabric of our socio economic realm. Access to abortion is still affected by class, and the class struggle is at the heart of the abortion rights movement. There is no doubt that conservatives in power will attack not just reproductive rights, but housing rights, health and education rights and the right to a job. Those on the left must locate themselves at the very heart of the resistance to any attacks on abortion rights, and they must also make the case for and mobilise to defend against conservative attacks on our standard of living.
In countries such as Ireland, where abortion rights are being won for the first time, this book clearly sets out the risks of how the appearance of a legalised system can be deceptive. Economic, geographic and bureaucratic barriers will still serve to prevent full free, safe and legal access to abortion and reproductive services for many women, especially working class and minority groups. In these countries advocates and activists must hold their ground and fight hard for legislation that takes account of potentially discriminatory barriers.
New legislation will face the same battleground as the old. It must not criminalise and it must not discriminate. It must be accessible for all and delivered in a state-funded healthcare system, fully removed of any influence by the church. It must be accompanied by the provision of sex education, an openness and honesty about sexuality and sex for pleasure, and free contraception. And most of all, it must trust women to make the right choice for themselves. This is a healthcare issue that should not be subject to the vagaries of electoral politics.
The most important message of Orr's book is a warning to women everywhere. This is an important moment in the struggle for equality. But it is one of many moments in what will be a permanent struggle, an abortion war as the title suggests. Women's rights will always be under attack from conservative forces. They want to control society by controlling women's lives and our bodies. We must stay organised and united and in solidarity with women all over the globe. Our fight for and defence of reproductive rights must include the struggle for real choice. For if we have won real choice we have secured our rights to an income, housing, education, childcare and healthcare. And our brothers will have won this, for they are in the struggle too. And as the song says, the rising of the women means the rising of us all.
Tina MacVeigh is a People Before Profit Councillor on Dublin City Council. She is a community worker and activist and long-standing member of the Irish Socialist Workers Party (now the Socialist Workers Network). In addition to campaigning for a woman's right to choose, she campaigns for housing rights and is one of the founders of the National Homeless and Housing Coalition.
Book reviews abortion rights, Ireland
Revolutionaries and trade unions: a reply to Mark O'Brien
Rural rebellion


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We're very honoured to welcome global dance floor devotee & humble hard worker, Anthony Naples to the Good Morning commune! And more importantly, extremely blessed to be sharing his second full-length album with you all.
Originally conceived as a D.J. mixtape - dedicated to his friends and times spent with them in the morning after hours (or pre-party build up)....."Take Me With You"quickly morphed into a soft-focused meditation on all things warm and intangible.....reflecting on that lingering feeling one gets when walking away from the ones they love.
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BASRA, Iraq, March 2 - The five spindly towers, each 325 feet tall, were silent, with no flames burning at their collapsed and blackened tips. But Abdul Raof Ibraheem, production manager at this huge propane and butane plant, knew very well what could happen if, say, a military helicopter were to fly over.
"Any spark," Mr. Ibraheem said, motioning with his hands. "Explode."
The plant spews out invisible, odorless but extremely flammable waste gases because officials do not want to shut down the damaged equipment for repairs. Properly functioning, the plant would burn off those gases in flares at the top of the towers. But if engineers tried lighting the damaged tips now, they could blow up the entire complex.
"Of course," Mr. Ibraheem said sheepishly, "it's dangerous."
Iraq is facing enormous pressure to convert its rich oil inheritance into a measure of comfort and prosperity. Despite having 100 billion to 200 billion barrels of oil reserves, the third most in the world by some estimates, Iraq still must import half its gasoline and thousands of tons of heating fuel, cooking gas and other refined products.
And with the petroleum sector crumbling, Iraqi officials must soon decide whether to invest in time-consuming repairs and upgrades, or try to extract everything they can from the creaky equipment, as Saddam Hussein did. It is a tricky decision: Because the rebuilding effort is financed from oil revenues, shutting down the system for desperately needed repairs cuts back on the money available for further repairs.
A journey last month to a number of the vital organs in Iraq's critical but often derelict southern petroleum industry -- wells, pipelines, pumping stations, ports and plants for things like heating fuel -- underscored how difficult those decisions are likely to be. It showed as well the depths of the industry's distress after decades of neglect, the looting and sabotage that followed the United States-led invasion in 2003, and continuing attacks by insurgents.
About $3 billion has been set aside for the Ministry of Oil, the minister, Thamir Ghadhban, said in a recent interview. But the final level of financing depends on revenues, which in turn depend almost entirely on the security situation.
Losses due to sabotage exceeded $6 billion last year, cutting revenues by nearly a third, Mr. Ghadhban said. The pace of attacks has dropped recently in the south but continues unabated in the north. Saboteurs struck again in the north in late February, setting ablaze a pipeline that funnels oil to Kirkuk.
Washington has set aside $1.7 billion for Iraq's oil industry, although up to 40 percent of that money is projected to go for overhead costs, including security, said Julian O'Connell, a manager at the Project and Contracting Office, which is administering the program.
Given the political pressures and the conflict between the competing needs for repairs and production, it is not surprising that many here are calling for an all-out push to extract as much crude as possible.
"Any extra barrel for this country, I encourage it, providing the interests of the Iraqis are kept," said Jabbar A.H. al-Ueibi, director general of the government-owned South Oil Company. "We should work day and night to increase our production."
The plants and refineries that turn those barrels into usable products will have to ramp up at the same time. Twenty-three months after the American-led invasion and the looting that followed, for example, the damaged heating-fuel plant has still achieved only about a third of the production level of the last days of Mr. Hussein's rule, when the plant put out 3,000 tons a day of the fuel, liquid petroleum gas.
The postwar destruction at many petroleum installations like that fuel plant went beyond simple looting, said Jim Humphries, a project manager at Kellogg, Brown & Root, the Halliburton subsidiary that won the contract to do the oil work.
"This is sabotage," said Mr. Humphries, pointing to one gutted control-room panel at the plant. "This was somebody trying to do the most damage in the least amount of time."
Shortfalls like the ones caused by such damage force Iraq, in spite of its vast oil reserves, into the irksome position of having to import enormous quantities of refined products.
The shortfalls are compounded by government subsidies that keep prices absurdly low. Gasoline, for example, costs about 5 cents a gallon for people who are willing to wait in lines for hours at gas stations, which like the rest of the petroleum industry are government-owned. The black-market price in Baghdad ranges from 50 cents in normal times to nearly $2 during a nationwide fuel crisis in January.
Those prices encourage both overconsumption and the smuggling of fuel to neighboring countries, Mr. Ghadhban said. The only solution, he said, is to privatize much of the industry and let fuel prices rise to market values. At the same time, he would like to soften the blow to ordinary Iraqis by temporarily giving them ration cards like those they receive for food.
Only the capital generated by market prices will attract foreign investors who can further modernize the industry, Mr. Ghadhban said. As a side benefit, he said, some of the ancient gas stations defacing the Iraqi streetscape may be superceded by new ones built by Iraqi entrepreneurs.
"When I say gas stations," Mr. Ghadhban said, sounding weary of the government-run installations himself, "I mean modern gas stations with a car wash, a small supermarket. It doesn't need a ministry to run a petrol station."
The plan is likely to be seen as strong medicine by Iraqis, who have become accustomed to gasoline that is cheaper than bottled water. But some think that the influential Mr. Ghadhban, if he remains in the new government -- or his successor, if he doesn't -- will be able to pull off the restructuring even as Iraq grapples with all the other problems besetting the oil industry.
"I believe they can do it," said Mr. O'Connell of the contracting office. "They don't have to take it right up to extreme price right away, but they have to start reducing the subsidy."
But that is a regulatory issue, solvable with the stroke of a pen. A drive though the back roads threading the oil fields around Basra is an eye-opening introduction to other, more daunting challenges. Dotting the landscape are towering flames and black plumes of smoke so thick that they look like oil-well fires. Seen up close, just one of the flames, writhing and billowing and corkscrewing at least 100 feet above a stubby vertical pipe rising from the ground, could be a sentinel at the entrance to hell.
The flames rise from gas-oil separation plants, which are designed to remove gases that are dissolved in freshly extracted crude oil before it is shipped to refineries, power plants and export terminals. In most oil-producing countries those gases are captured and turned into usable products. But in Iraq, where there is still little room for such niceties, most of the gases are simply burned.
"Yeah, it makes you want to cry," said Alton Braudaway, an engineer in plant services with Kellogg, which arranged a tour of some of the southern oil sites for two reporters and a photographer, and which has been repairing and refurbishing many of the sites.
The practice is exorbitantly wasteful and environmentally damaging, but issues like those mean little in Iraq, Mr. Braudaway said. "When it comes down to, 'Do they shut down their plants?', they're going to put the smoke in the sky," he said, "because they need the oil."
If the gas is not going to be used to create petroleum products, Mr. Braudaway said, it would normally be reinjected to keep the pressure up as oil is extracted, insuring a longer life for the wells.
At one "cluster pump" station with a new computerized control system that the American money had purchased, the water appeared to be flowing normally when a group of visitors arrived, although one major pump had broken down minutes before.
At another pumping station, which moves crude through one of two critically important pipelines for export from platforms in the Persian Gulf, the equipment was oil-encrusted and generally could have used a coat of paint, but it seemed to be functioning.
The problems with the liquefied gas plant, though, immediately caught the attention of the Kellogg engineers as they drove up in a convoy of sport utility vehicles. "It is very dangerous," Mr. Humphries said of the gas streaming from the broken towers. "You're just pushing it off into the atmosphere."
Mr. Ibraheem, the production manager, said the British military, which has responsibility for the south of Iraq, had been warned not to fly in the area. And as he began to lead a tour through the plant, he asked a photographer not to use his flash. "Camera makes sparks," Mr. Ibraheem said.
The tour passed without incident, but as the visitors were leaving, they encountered five big metal cylinders lying on the ground next to a road. It turned out they were new tips for the towers that the plant had been storing since before the war.
But the new plant managers had not been able to find the huge cranes that would be needed to put the tips in place. Now the engineers are hoping to install them by May.
Standing next to the replacements was Hassan Monsour Fadher, a retired safety manager at the plant. When asked how the tips would work, Mr. Fadher demurred and said, chuckling: "You are giving me exam."
Then he lighted a cigarette and took a couple of long drags.


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Why LeaveLogic
Case studies + White papers
Redefining workplace culture through employee leave software
We are a team of leave specialists, problem-solvers, engineers and parents with a singular mission: to help people plan and navigate life's most important events with the most dynamic employee leave software.
Redefining workplace culture through technology
We are a team of leave specialists, problem-solvers, engineers and parents with a singular mission: to help people plan and navigate life's most important events.
Benefits leader with over a century of
expertise meets cutting edge innovation
Backed by one of the biggest names in the insurance business,
with flexibility to innovate and operate independently.
LeaveLogic was established in 2015 and acquired in 2018 by Unum Group, an international leader in benefit solutions and the largest domestic disability insurer. LeaveLogic operates independently in the market and also provides an integrated leave and disability solution partnered with Unum.
Benefits leader with over a century of expertise meets cutting edge innovation
Backed by one of the biggest names in the insurance business, with flexibility to innovate and operate independently.
LeaveLogic was established in 2015 and acquired in 2018 by Unum Group, an international leader in benefit solutions and largest domestic disability insurer. LeaveLogic operates independently in the market and also provides an integrated leave and disability solution partnered with Unum.
Driven to humanize leaves with technology.
LeaveLogic was founded on personal experiences with taking leaves, with a shared goal to normalize
and humanize leaves in the workplace by enabling people and employers with technology
ANNA STEFFENEY
MIYUKI IWAHASHI
JUSTIN ALFORD
CYNTHIA MARIAS
MADDY ARVOLD
HEAD OF CONTENT & BUILD
HEAD OF BUSINESS DEV & SALES
Driven to humanize leaves with technology.
LeaveLogic was founded on personal experiences with taking leaves, with a shared goal to normalize and humanize leaves in the workplace by enabling people and employers with technology.
HEAD BUSINESS DEV & SALES
We are driven by our core values
Happy: Bring passion and positivity to work everyday, from new leave laws to new babies.
Human: Guided by human experiences, this is the core of our business, product design and relationships.
Honest: Dedicated to being a trusted partner when navigating all things leave management.
Humble: Great progress requires contributions from our community of customers, users, partners, team whose valuable feedback enable us to continue to invest in the future
Helpful: Design with needs of users and customers, supported by our helpful team
Hungry: Bring a drive to innovate and continuously enhance the leave program experience.
and why they joined LeaveLogic
LeaveLogic in the news
Check out the latest news, announcements, releases and how LeaveLogic continues to innovate employee leave software.
Featured Blog
New Look, Same Mission
LeaveLogic is excited to bring forward a new and refreshed look to our brand that aligns with what we do best: simplify and empower organizations and their employees.
LeaveLogic, Inc. copyright 2021
ANNA STEFFENEY FOUNDER
Anna is a passionate entrepreneur focused on improving the experience and lives of working families. Anna is recognized as a thought leader in parental leave policies and has been profiled in television, print media, including a TedTalk and participating in the White House Summit on Working Families. She held several international corporate leadership roles in finance and technology. "After the birth of my two children—one born in Europe, the second born in the United States—the glaring difference in parental leave policies prompted the idea of LeaveLogic. This is where technology has a huge role to play in making family leave normal in the workplace."
Miyuki leads the company as it continues to innovate its platform that empowers employees, managers and HR teams. She brings a passion for advancing the future of work and life for employees and families, with experience helping companies reinvent the leave experience through policy and program design. Miyuki has a background leading finance, operations, public policy, HR and performance improvement. "In a landscape of ever-evolving leave laws, employers and employees are struggling to keep up at times when it matters most. Hearing the most pressing challenges facing HR teams and employees today, drives LeaveLogic's collective desire and mission to simplify the leave experience and empower people and organizations."
Justin is a technology leader and visionary, with enterprise software expertise and SaaS business leadership. He has built complex systems to support bold and ambitious public policies, including work on Healthcare.gov , consulting with enterprise organizations to scale strategic technical infrastructure. "Over the life of my career and having my own children, the intersection of technology and policy is enabling organizations to solve for the most complex problems. It is exciting to be at the forefront of designing and innovating new solutions that reinvent a new experience for leaves."
Cynthia brings 15 years in the corporate wellness industry, serving forward thinking customers with innovative technology and supportive programs. She builds strong client service teams in fast-growing, entrepreneurial organizations and focuses on making her customers successful in every step of their journey. She has a Master's in Organizational Development.
"Supporting employees with the unexpected demands of their personal lives is the next level in retaining top talent and creating a thriving culture. I'm dedicated to creating great experiences for employers who are in the pursuit of positively impacting the lives of their people."
Maddy leads content and build, leading the next generation tools for content creation and configuration. Driven by her graduate work focused on manager education, she is passionate about empowering managers support to employees through parental leave and return to work. She is an expert in regulatory policy and corporate benefits design, with over 20 years in HR and technology.
"My passion is to tackle the challenges and advocate for the benefits of building a diverse workforce. I believe that my work with LeaveLogic helps organizations create an inclusive culture that supports employees at work and at home, to meet the challenges of the 21st century."
HEAD BUSINESS DEVELOPMENT
& SALES
Steve partners with a wide variety of organizations and technology providers to create and launch new solutions to market. He brings a balanced perspective, with over 20 years of insurance benefits expertise and designing go-to-market strategies for new employer benefit products.
"The needs of employers and employees are dynamic and ever-changing, and so are the complexities often associated with an employee's life event. I am passionate about being part of the solution that simplifies the leave experience for thousands of families each day, and I'm inspired to enable thousands – no, millions! – more to transform their experience."


Several dozen people showed up at The Nashville Fairgrounds Tuesday for a community workshop regarding the future of the fairgrounds.
The goal behind the workshops, which began two weeks ago, is to educate the community while getting feedback from residents as the fairground looks to undergo a major transformation in the coming years.
Most notably, the MLS soccer stadium is proposed to be built at the fairgrounds. Currently, construction on the fair park, which includes green space and walking trails, is underway.
A handful of people at Tuesday's workshop wore red t-shirts with "Anit-MLS" written on them.
Tuesday's workshop, however, was not a public forum but a presentation of what's being planned. The master plan includes civic spaces, plazas, a soccer stadium, vender space and several pedestrian friendly areas to and from nearby neighborhoods.
Next, the master plan will head to the Fair Board for consideration on June, 12. Officials will look at rezoning options through September with anticipated actions by the Fair Board, Sports Authority and Metro Council between July and October.
Stay with News Channel 5 as this story develops.


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Russian President Vladimir Putin is ready to meet with North Korean leader Kim Jong Un "at an early date", the North's state media reported Wednesday, amid a rapid diplomatic thaw on the peninsula.
In his daily briefing for journalists on Wednesday, Kremlin spokesman Dmitry Peskov confirmed Putin sent the telegram in which he "stressed his desire and readiness to establish a dialogue."
Asked about a possible meeting between the two leaders in Vladivostok, Peskov said the economic forum is "open for all the leaders of the region" but added that Moscow has "so far" not received confirmation from Pyongyang that Kim Jong Un will attend.


Friday, Feb. 22, 4:00 p.m. – 5:30 p.m.
When 19-year-old musician Johnny Earle picked up the nickname Johnny Cupcakes, he had no idea it would lead to starting a tee-shirt shop that resembles an old-fashioned bakery.
Seventeen years later, the Johnny Cupcakes brand inspires intense loyalty from its young-adult consumers, to the point where they line up around the block to plunk down $36 for a tee-shirt, and many sport tattoos with the signature cupcake-and-crossbones design.
He's been featured in business media including The Wall Street Journal, The New York Times, Forbes, NPR, Inc. Magazine, Bloomberg TV, among others, and was named the top young innovator by BusinessWeek.
Earle's high-energy CAMEX presentation will explore where to find inspiration to reinvent your campus store, and how to build brand loyalty by creating memorable experiences for your customers. For an idea of what to expect, take a look at his entertaining 2015 TEDx Talk.
Earle will talk about his entrepreneurial journey at the Opening Session and Keynote on Friday afternoon, Feb. 22, which kicks off CAMEX 2019. This ticketed event, sponsored by G-Shock, is included in all registrations except Trade Show Only. Badges will be scanned for entry.
Discover innovative content from our well-rounded industry thought leaders. Sessions include small group discussions to adapt information and make real-world use of concepts learned.
Zontee Hou is a passionate advisor and teacher of communications. She's the founder of Brooklyn-based agency Media Volery and co-lead of consulting for Convince & Convert, founded by industry leader Jay Baer.
She brings more than a decade of experience in the marketing industry to her work, and has garnered multiple awards including several PR News Platinum Awards and a Forrester Groundswell Award. In 2017, she was named one of TopRank's most influential women of content marketing, and she's been a judge for the Content Marketing Awards for three years running.
Zontee is also a faculty lecturer at Columbia University, bringing her unique ability to draw connections between marketing methodology and business goals to students as well as clients. In a previous life, Zontee was also a podcaster, a crafts & hobbies personality, and has been seen on PBS and the Martha Stewart Show.
Clint! Runge is Co-Founder and Managing Director of Archrival, a fun-loving creative agency that goes against the grain to makes brands relevant with youth culture. Clint! and team light the fires for clients such as Red Bull, Adidas, Hollister, YETI and a starting squad of athletes and entertainers. A pop-culture connoisseur, his work blends youth trends with playful, surprising experiences that get the buzz buzzing.
While he's the kind of guy who likes Diet Mountain Dew and card tricks, his saving grace is that he does great creative. He's won as many awards as he's had all-nighters, collecting an obnoxious amount of fake gold statues from the industry's top shows. Most frightening of all, Runge taught creative strategy at the University of Nebraska for 15 years.
Josh Bolick is the Scholarly Communication Librarian at the University of Kansas Libraries' David Shulenburger Office of Scholarly Communication & Copyright. In addition to supporting traditional scholarly communication programs at KU, he leads KU Libraries' OER initiatives, including the management of a $100K grant program. He also chairs a university-level Textbook Working Group, which is charged with advancing OER and other textbook affordability initiatives to increase access and student success.
Josh is a presenter for the Open Textbook Network (OTN), an OER Research Fellow with the Open Education Group, and co-PI on an Institute for Museum and Library Services grant supporting the creation of OER for training library school students on scholarly communication topics, including open education, copyright, and Creative Commons licensing. Josh holds a bachelor's degree from the University of North Carolina Wilmington and a masters in library and information studies from Florida State University.
Kathleen Hayes is a 25 year veteran in the Ed Tech Industry, currently serving as Director of Institutional Sales for Vital Source. Prior to VitalSource, Hayes was most recently VP of Sales at zyBooks, a digital publisher of STEM resources for higher education. Most of you know her as Verba's first hire and head of Sales. Hayes has always been a strong advocate for affordability and continues to create pathways for bookstores to be thought leaders on campus, not only around affordability, but also around any and all digital development initiatives at the institutional level.
Frank Catalano is an independent tech industry analyst, consultant, and widely published author. He currently advises edtech companies on strategy and is a regular contributor to the tech news site GeekWire. Frank has been a tech and edtech company executive, serving in senior roles for Pearson, West Corporation (SchoolMessenger), ProExam and others.
He also is a long-time columnist and podcast host for Geekwire, covering and commenting on tech trends in education, pop culture, and the arts, and analyzing the convergence of media and digital technology. He's written science fiction, Dummies books, and at one point was a broadcast news reporter and anchor.
DeeAnn Ivie, Open Education Coordinator, leads the Adopt a Free Textbook grant program and facilitates outreach to partners in support of the initiative. DeeAnn also provides research and teaching support for social sciences faculty and tailors library sessions and tutorials for classes, integrating active learning, group work, and flipped instruction. DeeAnn earned her Master of Science in Library and Information Science from the University of North Texas.
Meredith is the Public Lead for Creative Commons USA. She manages the day-to-day operations of the organization and maintains the core legal guidance around Creative Commons licenses. Meredith is currently working with libraries and archivists on a project to define best practices in fair use specific to those communities. Additionally, Meredith serves as the Assistant Director for Academic Programs at the Program on Information Justice and Intellectual Property at American University's Washington College of Law, where her work includes research and advocacy on open access to federally funded research, flexible limitations and exceptions to copyright, and the public interest in intellectual property law.
Jessica Zavolas, Consultant at WSL Strategic Retail, manages custom consulting projects for clients in the Beauty, Retail, Food, Home, and Entertainment sectors. Her experience includes working in merchandising strategy and development at retailers such as NY & Company, Victoria's Secret, and most recently PINK. Jessica brings expert skills in merchandise planning, trend analysis, and trend forecasting to her consulting work. Passionate about the shopper and keen on spotting new innovations and trends, she holds a BA from the State University of New York at Stony Brook and a Masters through FIT's prestigious CFMM program.


There is a fragile moment between the time you face an unforeseen life event and when you decide how you are going to move forward.
The future you were heading towards no longer exists.
Unfortunately, in this moment some people decide to hold onto the previous vision of their future and end up in a prolonged funk thinking about what might have been. With nothing left to live for these people will often make decisions that go against the same values they held prior to this defining moment. They may even search for ways to numb their feelings with drugs, alcohol, or other abusive behaviors and spiral further away from leading full lives.
This moment can be harnessed to reset the vision of what you want to get out of your life and be used to propel you into a future with more personal accomplishment that you could have ever predicted. Once you accept that the previous vision of your future will never be the same, you will be ready to move on in a constructive manner.
You are no longer concerned about the future you are heading towards because you know it could be gone in an instant.
Instead of living in the future or in the past, you are living in the moment making decisions based on what's most important for you and those you care about most.
Speaking from personal experience, prior to my cancer diagnosis I was chasing someone else's dream of what a future was supposed to look like based on what my peers, classmates, and society in general dictated. Shortly after my diagnosis, after a walk with my Mom through a forest preserve near my house, I decided that I was going to use my cancer journey to learn as much as possible about myself and transform my life into one that was in line with my values and beliefs.
And man is it awesome.
Unforeseen life events can be devastating or they can be transformational.
Besides eating, breathing, and sleeping (maybe…), what is something you've done for the past 365 days in a row?
Back on February 9, 2011, I began writing Daily Lift Tips on my Twitter account (@LiftLiving) as a way to translate some of the lessons I was learning as I transitioned onto a path that will lead me towards more fulfillment in my life.
Originally, I set out to "simplify some of my thoughts and insights on ways to Lift your life" (read my original post HERE), but as the year wore on I realized that this quest to find a Daily Lift Tip made me more aware of the lessons that were right in front of me all along. Only instead of passing by some of these gems on my old path towards a concept of success that was defined by my peers, generations before us, and an evolving society, I was in tune to the inspiration I'd always searching for and it was in my own daily life!
DLT#71: "It's not what you don't have, it's what you can't live without."
DLT#103: "Making big changes in life is like potty training. You will have accidents, but ultimately you're sitting on a new throne."
DLT#350: "When there are clouds over your mood, know that the sun is shining above them."
With the exception of DLT#195 and DLT #216, all of the Daily Lift Tips were original thoughts of mine based on an experience or concept that struck me during the day. While the process of finding inspiration in my daily life and translating it to my Twitter account was sometimes stressful and at the 11th hour, for the most part it was very therapeutic and challenged me to create something new every day (DLT#312...).
I want to thank everyone that Liked / Favorited / Re-Tweeted / Commented on Daily Lift Tips I created over the past year. Knowing that something I was learning in my life resonated with what others were going through in their lives gives me the energy and confirmation that translating inspirational and motivational concepts is something I want to continue to pursue.
DLT#3: "Take time to celebrate your accomplishments. Even if it's a random donut break, you've earned it!"


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Tag: HCE technology
First contactless mobile payments in India to be launched by ICICI Bank
BWild | March 18, 2016
The financial institution claims that it has chosen NFC technology in order to enhance transaction security.
ICICI Bank has recently announced that it will be offering the first contactless mobile payments service in India, after having looked into the various options and decided that NFC technology is the best way to keep transaction data safe throughout the process.
This will make it possible for consumers with one of their credit or debit cards to pay using a smartphone.
Of course, this will require that consumers who want to use the contactless mobile payments will need to shop at a store or restaurant with an NFC reader terminal. At the moment, they are in the vast minority in India. Still, the bank has decided that this is the best way to ensure that consumers keep their sensitive data safe throughout the transaction process, which is what drove them to make this choice. Users of the bank's Pockets app and who have the right type of device will be eligible to use this service.
This represents the first time that Host Card Emulation (HCE) technology is used for contactless mobile payments in India.
The HCE tech makes it possible for consumers to be able to use their smartphones as a kind of virtual card so that payments can be made without having to bring the actual plastic credit and banking cards into the shop. The cards compatible with this service are those that have been issued by ICICI Bank, including debit, Visa and MasterCard.
The virtual credit and debit card data is stored in the secure cloud server from the bank. Just as the service requires a merchant's point of sale to include an NFC reader, it also means that shoppers who want to use these mobile payments will also need to have NFC technology enabled phones. Most smartphones in India do not have this tech, at the moment, which means that there will likely be quite a limited user base upon the initial launch of this service.
Contactless mobile payments using NFC technology are growing in popularity among smartphone wallet companies around the world, including tech, credit card and other financial giants. Among the most well known are Apple Pay and Android Pay.
Mobile payments using HCE tested in New Zealand by Westpac
JT | July 29, 2014
The Australian bank is the first bank in New Zealand to try out Host Card Emulation (HCE) m-payments.
According to Westpac, it is utilizing Carta Worldwide's HCE technology for its three month NFC-enabled mobile payments trial in New Zealand, and the payments systems is compatible exclusively with Android smartphones equipped with the most recent software updates.
Westpac hopes to launch a digital wallet in the country.
Shane Howell, the chief product officer of Westpac said that the trial is the initial steps toward a fully digital wallet in the country and that they expect their mobile wallet will be available to customers in early 2015.
Howell stated that "We already use our smartphones to organize so many aspects of our lives, so using them to make payments is just a natural extension of this." He added that the three month test is only the "first of four key components we are looking to develop that will make up a digital wallet for Westpac customers."
He explained that there are additional components that the financial institution is considering incorporating into its digital wallet, such as loyalty programs and public transit transport cards. It is even considering a form of ID, such as a driver's license. Howell said that what Westpac is working toward achieving is a "true digital wallet experience" that is easy for customers to use and that is safe.
Mobile payments security is an essential feature of the digital wallet.
Westpac developed the mobile wallet in a partnership it made with Carta Worldwide, a company known for global payments innovation. The Australian bank has said that for its digital wallet, security is key.
Rui Mendes, Carta's chief technology officer said that with Carta's advanced and layered security, every single mobile transaction that is made is protected. HCE allows for secure mobile transactions that are compatible with contactless terminals. The company's cloud-based solution is equally as secure as using plastic cards because of its data security advancements and its app features, such as mobile PIN.
The three month mobile payments trial involves a selection of 40 Westpac customers and employees across New Zealand.


On its 16th iteration, ZoukOut was yet another raging outing, with a neat, diverse line-up along with stage designs that have elevated ZoukOut's mastery of the ultimate multi-sensory night beach party.
Attracting 41,000 revelers at Siloso Beach, Sentosa, it was, in many ways, a dance music lover's perfect way to cap off a very volatile year, which includes Zouk's shift to Clarke Quay, away from its iconic location at Jiak Kim Street.
This year's line-up was absolutely no slouch — in the face of gargantuan music festival Ultra Singapore making its full debut this year, ZoukOut were able to pull out an array of A-listers: there were the EDM usual suspects Martin Garrix, Hardwell and Zedd, but the diversity carried on with relentless hip-hop producer TOKiMONSTA, electro-house mastermind KSHMR, indie dance DJ RAC, Lost Frequencies, Snakehips along with an expertly-curated selection of Singaporean acts that featured Haan, Cherry Chan, Intriguant, MMXJ, Kaye, DuriO and more.


The Music minor is for those students who desire to enhance their foundational understanding of music. Students opting for the Music minor typically aspire to integrate music into their intended profession.
This minor encourages the study of music alongside the other liberal arts in order to provide students with a more diverse background and education.
All students pursuing a minor in Music must be accepted into the School of Music by passing a performance audition on your primary instrument/voice-part.


The University of North Carolina System has appointed a new chief information officer to oversee the information technology needs of its 17 campuses, and the new hire told EdScoop he will focus primarily on data modernization and cybersecurity.
Keith Werner will be the system's chief information officer and vice president for information technology, UNC System President Margaret Spellings recently announced. Jim Ptaszynski also has been hired as the system's vice president for digital learning.
Werner, who once served as the state government's CIO, said he has already identified his top priorities for the UNC System: modernization and security.
Werner will supervise IT policies and standards, information security, enterprise business systems, applications development, IT infrastructure and operations, networking and communications and software licensing, according to a statement.
Werner moved to the public sector in 2013 when he became the CIO of the North Carolina Department of Environmental Quality, and in 2015 was named the state CIO. After reorganizing that department, he was asked to resign when Democrat Roy Cooper became governor in 2016.
With multiple U.S. universities counting themselves among the victims of global cyberattacks and data breaches in the last year, security is also heavy on Werner's mind as he steps into the new role.
"No IT organization is going to be talking about priorities without mentioning that, so that's going to be, obviously, a big initiative for us moving forward," he said.


text:
Q: SQL XML Multiple Elements Per Row I have a setup as follows:
TableA - ID, PolicyReference, PolicyNumber

TableB - ID, Drivers, DOB, Sex

A record is inserted into TableA that has a UNIQUE ID, the Policy Reference and the Policy Number of that policy.
Each 'Policy' can then have multiple drivers on that policy, in TableB the ID is UNIQUE and is the JOIN between TableA and TableB, now I have written my SELECT XML query perfectly fine up until this point because when I don't include TableB it returns 1 row for each record, however when I include TableB if there is more than 1 driver this messes it up.
Below is the sample XML I currenly return from 1 row:
<PCNewBusiness>
<PolicyNumber>999999999</PolicyNumber>
<StartDate>2016-10-17T00:00:002017-10-17T00:00:00</StartDate>
<Premium>
  <NetAmount>100.00</NetAmount>
  <IPT>10.00</IPT>
</Premium>
<Fee>
  <NetAmount>50.00</NetAmount>
  <IPT>0</IPT>
</Fee>
<Policyholder>
  <PolicyholderType>
    <PrivateIndividual>
      <Name>
        <Title>Mr</Title>
        <FirstNames>Bob</FirstNames>
        <LastName>Test</LastName>
      </Name>
      <DateOfBirth>1985-12-03T00:00:00</DateOfBirth>
      <MaritalStatus>Single</MaritalStatus>
      <Sex>Male</Sex>
    </PrivateIndividual>
  </PolicyholderType>
  <Contact>Mr Bob Test</Contact>
  <Address>
    <Address1>This</Address1>
    <Address2>Test</Address2>
    <Address3>Address</Address3>
    <Address4>Is Fake</Address4>
    <Postcode>BB2 1AB</Postcode>
  </Address>
  <Phone>07777777777</Phone>
  <Email>mytestaccount@gmail.com</Email>
</Policyholder>
<Cover>
  <CoverType>Comprehensive</CoverType>
  <PolicyExcess>600</PolicyExcess>
  <NoClaimsBonusYears>9</NoClaimsBonusYears>
  <NCBOtherVehicle>0</NCBOtherVehicle>
  <Use>Class1</Use>
</Cover>

Now when I join TableB it returns the the above information but twice, I know this is because the join on the ID recognised there is 2 rows returned in TableB because there are 2 drivers.
This would be my EXPECTED output when joining TableB.
<Cover>
    <CoverType>Comprehensive</CoverType>
    <PolicyExcess>600</PolicyExcess>
    <NoClaimsBonusYears>9</NoClaimsBonusYears>
    <NCBOtherVehicle>0</NCBOtherVehicle>
    <Use>Class1</Use>
</Cover>
<Drivers>
    <Driver>
        <RelationshipToPolicyholder>Policyholder</RelationshipToPolicyholder>
        <Name>
            <Title>Mr</Title>
            <FirstNames>Bob</FirstNames>
            <LastName>Test</LastName>
        </Name>
        <DateOfBirth>1972-07-14</DateOfBirth>
        <LicenceType>FullUK</LicenceType>
        <PeriodLicenceHeld>MoreThanFiveYears</PeriodLicenceHeld>
        <HomeAddress>
            <Address1>Another Test</Address1>
            <Address2>Address</Address2>
            <Address3>Thats Fake</Address3>
            <Postcode>AA1 1ZZ</Postcode>
        </HomeAddress>
        <PeriodResident>MoreThanFiveYears</PeriodResident>
        <VehicleUseFrequency>Daily</VehicleUseFrequency>
        <HasUseOfOtherVehicle>false</HasUseOfOtherVehicle>
        <MainOccupation>Software Engineer</MainOccupation>
        <HasCriminalConvictions>1</HasCriminalConvictions>
    </Driver>
    <Driver>
        <RelationshipToPolicyholder>Spouse</RelationshipToPolicyholder>
        <Name>
            <Title>Mrs</Title>
            <FirstNames>Jill</FirstNames>
            <LastName>Test</LastName>
        </Name>
        <DateOfBirth>1972-07-14</DateOfBirth>
        <LicenceType>FullUK</LicenceType>
        <PeriodLicenceHeld>MoreThanFiveYears</PeriodLicenceHeld>
        <HomeAddress>
            <Address1>Another</Address1>
            <Address2>Test</Address2>
            <Address3>Address</Address3>
            <Postcode>BB1 1BZ</Postcode>
        </HomeAddress>
        <PeriodResident>MoreThanFiveYears</PeriodResident>
        <VehicleUseFrequency>Daily</VehicleUseFrequency>
        <HasUseOfOtherVehicle>false</HasUseOfOtherVehicle>
        <MainOccupation>Housewife</MainOccupation>
        <HasCriminalConvictions>1</HasCriminalConvictions>
    </Driver>
</Drivers>

So essentially I want to return 1 row of data but when I join TableB I need to use the data from the 2 rows in TableB to populate everything between the 'Drivers' Element.
Anymore information needed please fire away.
UPDATE
My present SELECT query as requested.
SELECT  ROW_NUMBER() OVER ( ORDER BY ( SELECT   NULL
                                 ) ) AS "PolicyRecordNumber",
    sub.Polno AS "PCNewBusiness/PolicyNumber",
    sub.[Inception Date] AS "PCNewBusiness/StartDate",
    sub.[Renewal Date] AS "PCNewBusiness/StartDate",
    sub.PremXIPT AS "PCNewBusiness/Premium/NetAmount",
    sub.PremIPT AS "PCNewBusiness/Premium/IPT",
    sub.FeeXIPT AS "PCNewBusiness/Fee/NetAmount",
    sub.FeeIPT AS "PCNewBusiness/Fee/IPT",
    ph.Title AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/Name/Title",
    ph.Firstname AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/Name/FirstNames",
    ph.Surname AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/Name/LastName",
    ph.DateOfBirth AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/DateOfBirth",
    ph.MaritalStatus AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/MaritalStatus",
    ph.Sex AS "PCNewBusiness/Policyholder/PolicyholderType/PrivateIndividual/Sex" ,
    ph.Contact AS "PCNewBusiness/Policyholder/Contact",
    ph.Addr1 AS "PCNewBusiness/Policyholder/Address/Address1",
    ph.Addr2 AS "PCNewBusiness/Policyholder/Address/Address2",
    ph.Addr3 AS "PCNewBusiness/Policyholder/Address/Address3",
    ph.Addr4 AS "PCNewBusiness/Policyholder/Address/Address4",
    ph.Pcode AS "PCNewBusiness/Policyholder/Address/Postcode",
    ISNULL(ph.Tel,ph.Tel2) AS "PCNewBusiness/Policyholder/Phone",
    ph.Email AS "PCNewBusiness/Policyholder/Email",
    cov.Cover AS "PCNewBusiness/Cover/CoverType",
    cov.Excess AS "PCNewBusiness/Cover/PolicyExcess",
    cov.NCBYears AS "PCNewBusiness/Cover/NoClaimsBonusYears",
    cov.NCBOtherVeh AS "PCNewBusiness/Cover/NCBOtherVehicle",
    cov.ClassOfUse AS "PCNewBusiness/Cover/Use",
    --dri.RelationshipToPH AS "PCNewBusiness/Drivers/Driver/RelationshipToPolicyHolder",
    --dri.Drivertitle AS "PCNewBusiness/Drivers/Driver/Title" ,
    --dri.FirstName AS "PCNewBusiness/Drivers/Driver/FirstNames" ,
    --dri.Surname AS "PCNewBusiness/Drivers/Driver/LastName"
    veh.Make AS "PCNewBusiness/Vehicles/Vehicle/Make",
    veh.Model AS "PCNewBusiness/Vehicles/Vehicle/Model",
    veh.Reg AS "PCNewBusiness/Vehicles/Vehicle/RegistrationNumber",
    veh.Body AS "PCNewBusiness/Vehicles/Vehicle/BodyType",
    veh.Parking AS "PCNewBusiness/Vehicles/Vehicle/LocationWhenNotInUse",
    '' AS "PCNewBusiness/Vehicles/Vehicle/AnnualMileage",
    veh.YearMade AS "PCNewBusiness/Vehicles/Vehicle/YearOfManufacture",
    veh.Engine_size AS "PCNewBusiness/Vehicles/Vehicle/EngineSizeCc",
    veh.Purchasedate AS "PCNewBusiness/Vehicles/Vehicle/PurchaseDate",
    veh.Value AS "PCNewBusiness/Vehicles/Vehicle/PurchasePrice",
    veh.Value1 AS "PCNewBusiness/Vehicles/Vehicle/EstimatedValue",
    veh.Seats AS "PCNewBusiness/Vehicles/Vehicle/NumberOfSeats",
    veh.RightHandDrive AS "PCNewBusiness/Vehicles/Vehicle/RightHandDrive",
    veh.Fuel AS "PCNewBusiness/Vehicles/Vehicle/FuelType"
FROM    dbo.Submissions sub
    LEFT OUTER JOIN dbo.PolicyHolder ph ON ph.ID = sub.ID
    LEFT OUTER JOIN dbo.Cover cov ON cov.ID = sub.ID
    --LEFT OUTER JOIN dbo.Drivers dri ON dri.ID = sub.ID
    LEFT OUTER JOIN dbo.Vehicle veh ON veh.ID = sub.ID
    --LEFT OUTER JOIN dbo.Convictions con ON con.ID = sub.ID
    --LEFT OUTER JOIN dbo.Claims cla ON cla.ID = sub.ID
    --LEFT OUTER JOIN dbo.Medical med ON med.ID = sub.ID
WHERE sub.[Transaction] = 'New Business' AND sub.[Ledger Date] >= dbo.Today()-7
FOR     XML PATH('Policy')

UPDATE 2
OK I have progress I entered in a sub-query for my 'Drivers' Select like below:
   cov.Cover AS "PCNewBusiness/Cover/CoverType" ,
    cov.Excess AS "PCNewBusiness/Cover/PolicyExcess" ,
    cov.NCBYears AS "PCNewBusiness/Cover/NoClaimsBonusYears" ,
    cov.NCBOtherVeh AS "PCNewBusiness/Cover/NCBOtherVehicle" ,
    cov.ClassOfUse AS "PCNewBusiness/Cover/Use" ,
    ( SELECT    dri1.ID ,
                RelationshipToPH ,
                dri1.FirstName ,
                dri1.Surname
      FROM      dbo.Drivers dri1
                INNER JOIN dbo.Submissions sub1 ON sub1.ID = dri1.ID
    FOR
      XML PATH('Driver') ,
          TYPE
    ) AS "PCNewBusiness/Drivers"

This returns the Drivers in the place I need them to HOWEVER, the subquery is pulling through EVERY row in the 'Drivers' table instead of the relevant rows for each driver for that UNIQUE ID.
See below:
    <Cover>
  <CoverType>Comprehensive</CoverType>
  <PolicyExcess>600</PolicyExcess>
  <NoClaimsBonusYears>4</NoClaimsBonusYears>
  <NCBOtherVehicle>0</NCBOtherVehicle>
  <Use>Class1</Use>
</Cover>
<Drivers>
  <Driver>
    <ID>1</ID>
    <RelationshipToPH>Policyholder</RelationshipToPH>
    <FirstName>John</FirstName>
    <Surname>Doe</Surname>
  </Driver>
  <Driver>
    <ID>2</ID>
    <RelationshipToPH>Commonlaw Spouse</RelationshipToPH>
    <FirstName>Bob</FirstName>
    <Surname>Test</Surname>
  </Driver>
  <Driver>
    <ID>2</ID>
    <RelationshipToPH>Policyholder</RelationshipToPH>
    <FirstName>Jill</FirstName>
    <Surname>Test</Surname>
  </Driver>
  <Driver>
    <ID>3</ID>
    <RelationshipToPH>Policyholder</RelationshipToPH>
    <FirstName>Jane</FirstName>
    <Surname>Gowe</Surname>
  </Driver>
  <Driver>
    <ID>4</ID>
    <RelationshipToPH>Policyholder</RelationshipToPH>
    <FirstName>Dave</FirstName>
    <Surname>Grace</Surname>
  </Driver>

My first row should only return the 2 Drivers with ID "2" for example.

A: your own update 2 was exactly the thing I wanted to suggest you...
Now I think the rest is easy:
Change the JOIN of your sub-select to a simple WHERE:
(SELECT    dri1.ID ,
            RelationshipToPH ,
            dri1.FirstName ,
            dri1.Surname
  FROM      dbo.Drivers dri
  WHERE dri.ID=sub.ID
FOR
  XML PATH('Driver') ,
      TYPE
) AS "PCNewBusiness/Drivers",


text:
DotaMapper
=====

CS 467 Social Visualization Project
---------------------------------------------
## Overview
There is a lot of cool game data, but not many cool visualizations about them. We think both gamers and game designers will get much more useful information through visualizing game statistics.

Furthermore, professional gamers rely on 1) tournaments and 2) replay streams for income. The latter is the only steady source. Therefore, professional gamers need to know which games are entertaining, which are successful, and why.

Our map takes DotA2 replays and algorithmically generates a map that will allow gamers to visualize what makes a match successful and entertaining through various maps. Our audience is specific to advanced players with a deeper understanding of the game.

## People
+ Anne McLaughlin
+ Faizaan Mahmud
+ Xuefeng Zhu
+ Teddy Marszalek

## Web application(Part1)
For the web application, we demonstrate two visualizations. The demo can be find at http://xuefeng-zhu.github.io/DotaMapper/part1/#/main

The first visualization we are trying to show how kill/death ratio (a ratio often used to represent a player's individual skill; a higher ratio indicates more skill) will influence the viewers vote for the match. User can just provide matchID and then click "Visualize". For example, 613379400 as matchID. The page will switch the visualization, and at bottom, the user can provide extra matchID to add more data the graph. We write the code to fetch data from steamAPI, process them, and use [Google Chart](https://google-developers.appspot.com/chart/) to draw the scatter plot.

The second visualization we show how gold can influence a player's performance in the game. Gold is used to buy items that can make or break a game, so this is measuring generally how items affect performance.
User can just provide matchID and then click "Visualize". For example, 613379400 as matchID. We write the code to fetch data from steamAPI, process them, and use [D3Plus](http://d3plus.org/) to draw the treemap.

If you want to run the application offline, just go to the application folder in terminal and then run "python -m SimpleHTTPServer" Then visit localhost:8000

Since the Steam API has cross domain restriction, we also write a server side code to wrap arround it. The code is available [here](https://github.com/Xuefeng-Zhu/DotaMapper-server)

## Static page(Part2)
This is an example of how the above statistics and visualizations can be shown on the in-game map. The web application could be extended to generate a map like this for any matchID.

Sample outputs of the code can be seen in the "Sample Maps" folder. One map is a visualization of a single game, and the other is a visualization of nearly 3000 games aggregated to one map.

Green dots are players on the Radiant team (in the lower left corner) and red dots are players on the Dire team (in the upper right corner). "Rank" is calculated by considering their xp/min and gold/min. Players with high rank are further along one of the three "lanes". Players with heroes that tend to be top, bottom or middle are placed in those lanes. "Size" is calculated with the kill-death-ratio, with larger circles denoting lots of kills and few deaths.

The 2000games sample shows that people with very low kd-ratios also have low rank, since they are tiny circles that are closer to the base. People with high kd-ratios have higher rank. One Dire player had a high enough rank that they were in the Radiant base. In general, however, our visualization shows a nice approximate correlation between kd-ratio and rank.

In the 1game sample, the Dire team won. While a glance shows that both teams had a similar rank on average, the larger size (high kd-ratio) of the Dire player in the top lane likely allowed the team to "snowball" (a term used to denote the point that a game dramatically shifts in favor of a certain team with little hope of it shifting back) to victory.

This map was implemented by crawling for replay files and using the Steam API to parse them. A standard in-game map was used in conjunction with Java code to create a coordinate system, calculate size and rank, as well as to plot the players.

redpajama_set_name: RedPajamaGithub


I would love to wear exactly this outfit (maybe not two sets of earrings, but the rest) for my dinner date this evening! However, one teeny tiny problem is that I don't know which make either the dress or the shoes are so if anyone else knows I'd love to hear! Tonight I am going to the Mintleaf for Indian food which will be my first ever experience with an Indian restaurant! Wish me luck! I bought the tastecard the other day on a free one month trial which gives you discounts in zillions of restaurant throughout England! It's great! I would definitely recommend it to anyone who loves a great meal out! I wish you all a pleasant evevning – dining in or out!
Metallic Jacket by Zara, Blouse by Warhouse, Skirt by Marlene Birger, Shoes by Topshop, Necklace and Earrings by Asos.
Happy Valentines Day everyone! I thought my Valetines Day was going to be today, however, it is moving day for my loved one. So he will be busy moving until late this evening and I do not care for stressful dinners! So we decided that this is our pre-valentines day and that tomorrow is our proper Valentines Day! Sounds good to me! As long as I get one Valentines Day I'm Happy! Anyone else have anything special planned? Please do tell!