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tv Discussion Focuses on the National Security Council CSPAN January 6, 2017 8:38pm-9:45pm EST
than twice. and no person who has held the office of president or acted as president for more than two years of a term, to which some other person was elected president shall be elected to the office of the president more than once. >> for a complete american history tv schedule, go to c-span.org. ♪ >> the presidential inauguration of donald trump is friday, january 20th. c-span will have live coverage of all the day's events and ceremonies. watch live on c-span and c-span.org and listen live on the free c-span radio app. next, a discussion about the role of the national security
council and how it could change in the trump white house. this hour-long forum for wednesday was hosted by the council on foreign relations in washington, d.c. >> good morning. i see lots of familiar faces up this early. thank you. welcome to today's council on foreign relations meeting on reforming the national security council. i'd also like to welcome the members around the country and the world listening via live
stream. i'm karen deyoung and write about security for the "washington post." we're fortunate to have today as our speakers, three people who have personal and academic experience in the national security sphere and specifically how the national security council operates. ambassador robert blackwell join us via video in new york where he is a henry kissinger senior fellow for u.s. foreign policy. he's worked multiple times on nsc staffs, mostly as deputy for strategic planning under george w. bush. as you can see in his lengthy biography in the program, ambassador blackwell had a long and distinguished career as ada didn't ma diplomat and paperwork and every area of foreign policy. bombing in charge after more than four years as the obama
administration's ambassador to nato. before his government service he was a senior fellow at brookings institution where he specialized in american foreign policy and the transatlantic relationship. matt destler teaching frp ing policy at the university of maryland and held senior research positions at some of our most distinguished think ta tanks. he has authored a lot of books including ambassador dalder here today. in the shadow of our office is a combination of a decade of work they did together including the compilation of oral histories of officials who served on the nsc staff and related agencies as presidents from jfk and george w. bush. the book is an historical analysis of security advisors who served those presidents, what they did and how they did it and recommendations for how
he role should be undertaken, work invaluable from my position and probably many of yours. with that, let's get started. as you know, this session is on the record. we'll talk for a bid among ourselves and then we'll open the floor to questions. our title today is reforming the nsc. that assumes that it needs reform. i have to say the need to change the way it operates as a new administration takes over is not in of itself a new concept. under jimmy carter some thought the national security advisor was too powerful. under ronald reagan it was seen as too organized and too operati operational, too weak under george w. bush and too big and powerful under barack obama. i'd like to start with ambassador blackwell. you worked for a number of securely councils and preside presidents. what makes for a good national security an adviser and effective nsc?
>> good morning, everybody. good to be with you. many in washington would see the model for national security as adviser as brent sco co-- skros scowcroft. i worked for brent. he has to have a close relationship with the president and has to have a temperament congenial to the president. he doesn't necessarihy have to know the president when he takes his position as national security advisor. curio curiously, henry kissinger had one 5 minute meeting with richard nixon at a cocktail party before he was offered the job. but he certainly over time has to have that relationship. second, and of course we assume, he has to be very smart.
second, it's a big management job because getting before the president decisions he needs to make and then being sure the decisions he makes are implem t implemented is a big management job. some of the nsc advisors who haven't done all that well haven't because they concentr e concentrated on their substantive advice to the president at the expense of their management role. third, this may even be the most important, he has to have a temperament, a non dis-pu t taitious temperament, if i have to put it like that because he or she needs to instinctively needs to be fair-minded prese presenting options to the president. of course, the president, at least in my experience, will usually ask the nsc advisor, what do you think? that's after the nsc advisor at
best, this was certainly brent, would present to the president in a fair-minded way, the various options that various members of the cabinet supported. just to conclude, this is a very tough and challenging job. it's because of that, that i suppose two-thirds of the national security advisors, since the kennedy years, have actually failed in their job and have been replaced or quit. >> in addition to the personality of the national security advisor, obviously the structure is very important. one of the first things every administration has done in the last half century is to produce a document right at the beginning, talking about how national security policy making will be structured, how the process is going to work. i know you participated in that process for president obama. i wonder if you could talk a little bit how that works and
how important it is. >> in part, in order to do the job in the way that bob has described it, you need to have a process and an organization that facilitates that, particularly that last point, the ability to understand what other people and other agencies think and then how to present what they think in an objective and trust fulfilling manner to the president. over the course of the last 50 years, the way in which that process has been put together has changed, except that since brent scowcroft in 1989, actually coming out of a commission report that he chaired as a result of the iran contra affair, we've had a relatively similar kind of structure, a structure where you have a principals committee chaired by the national security advisor and whose members are all the members of the national
security council minus the president and sometimes the vice president. so you have the senior cabinet figures coming together on a regular basis, chaired by the president's national security advisor. you then have the deputies committee, number twos and sometimes number threes depe depending which department you're talking about trying to manage the process almost on a day-to-day basis and is the crisis management facilitator. third, you have, this is whewhere it changes from administration to administration you have the assistant secretary level int interagency working groups which get renamed under every president because that's the president's prerogative. currently, the interagency policy committees, ipcs sometimes get chaired by departments and sometimes get chaired by the nsc. there's always a big fight about that issue on whether a
department gets to chair it. over time, the reality is because the central mechanism is in the white house, it tends to be chaired by the nsc. even in the obama administration where initially there was, in what was it called psd 1, the first memorandum by the president laid out the int interagency process. there was some thought being given at the state department either chairing or co-chairing some of the regional ipcs, that's never happened, pretty much abandoned pretty early on for one simple reason, the assistant secretaries supposed to chair those meetings aren't actually confirmed six, seven months into an administration so somebody has to do the job and the person the nsc will be there on day one because they don't have to be there on day one.
in every administration the question is, do we have the same process or do we have a different process of interagency management? i would suggest that's one part that does not need reform. it can work. there's a question about how many meetings you do and how frequently they are and how you run them actually less a process or organizational one but more a process question. then, there is the larger issue we may want to get into later, what is the companies thetence covers versus the others out there whether international issues, homeland terror issues and intersecurity issues. that is an issue right now being debated within the trump transition team. >> bob and ivo have done an admirable job of developing the national security advisor and
has persisted the last 30 years now, 1986, 1987. but, of course, driving a lot of this and sometimes distorting it of the role of the president and relationship of the president to the national security adviser we have a book to to rem to look at that. what i will say there is enormously from president to president and it defeat the dreams reformers. at the beginning of the obama administration there was amount of verment in the national process improse reports with multity hundred page reports wherein big structure a lot of people want to return to the way presidentize hour ran the nsc
ran the administration. the the problem was general jones -- obama had interest in this. however, the president did not. the president and jones never hit it off in the hence, he represented gem jones, he represented and ad mired president but they never hit it over in terning of day-to-day management policy relationship. the people who worked for obama for the a long time, semi-jumped into the vacuum who is essentially did a lot of the national security adviser job until that was change. so you find episodes where the structure is one way. and the personal relationship doesn't work out and therefore they get, since the president is dominant, we are all
particularly rising that right now, with unusual president about take off, but the point i would make is for every president there are ied yoe sin kre sis, different style press conference and they shape how process operates. >> before we go to the specification of what's happening now, i want to talk about the size of the nsc staff, skoe scoff said it's 50 people and it's about right. it's doubled since then to the point you have over 400 people working in the nsc staff in the obama white house. many of those were not policy people. this administration has said it's work to make it smaeler
congress has moved in the legislation to mandate some argument of whether they have power to do that. they have done it in legislation but it d k not be more than 200 people. how important is that does size dictate function or does function dictate size. does it make a big difference? >> on the very top handful of issues problem not much. because those are handled by the president and the chief people,s deputy secretary so forth. what it matters on a lot of other issues. if you have a couple hundred policy people which obama had until end of the administration, most of them never see the president except maybe to shake his hand when they're hire or fired. most of them don't have any
relationship with the national security adviser but they have mandate to work in the policy area and they are aggressive people entrusted to making a difference so they control what's going global. as a result you have increase difficulty of people the agencies being able to take initiative and lead and connect effectively with the national security adviser but because there's only one national security adviser one president, one cabinet member it creates a bottleneck. they are good people. they are active, they care. they come to government because they want to make a difference. in that sense, a large number is the enemy of the good, the sko kroft idea, we wrote a piece in
2000 which we said we think 40 to 50 is about right. that did not include homeland security if you add that, it's get bigger. with under w bush and under barack obama. it's gotten bigger. ivo may want to speak to recent changes. >> first the idea that congress should legislate presidential shaf in the white house they may or may not be allowed to do it but it is not wise things to do it. president should be able to choose how he some day shape get advise from the people that she or sheet want to get advise from. it's not for congress to decide. number one. two, in terms of policy staff, as you written, the national security council under susan rice has for the first time
sense brent, said let's look at what's right size of this originals. has have taken a look at how many people they need and have cut staff dramatically particularly on the policy side. it's now under the soon to be mandate of two hundred policy professional staff. they have tried to figure out how to streamline the process by which decisions are made including the principals meeting which were over taking the day-to-day responsibilities of principles and deputy around the department. third point, just to echo max last point, the more busy you have on and the core thought that everybody should wake up with from the national security adviser to the lowest policy
person is is what i am concerned about something the president ought to be or is interested in. don't worry about it if the answer is no. you have a entire bureaucracy that exist to worry about what the president should worry about. staff should worry about the things that president is or should be underscore should be concerned about. when you have 50, 60, 75, maybe it a 100 people, you have enough to cover that broad range of issues the caveat with how big policy is. does it include domestic home hand security disaster response policy, the larger of the remit of the nsc that's larger the
staff would be. that's the key the president needs to make early on in the administration. >> bob you have seen this from inside from several administration. what's you're view about the size function dictating size what difference does it make from the inside? >> when you first say i agree which what has been said in every respect. i observe it doesn't seem to be a relationship between the size of the nsc staff and the quality of the policy that the president is following. it may be an inverse relationship. but, if we think of the lake great duke new stat president gets organization they want and so this president will get kind of organization he wants through his national security adviser
and whether that errors on the sighs of large or small doesn't matter all that much as long as it's reasonable. i don't think 400 is reasonable. because it has the affect as my colleagues have said of getting nsc staffers "on behalf of the president involved in policy that have no president would be interesting in. so i think about 100 is right. it could be a little more a little less, but certainly not as large as it has been in recent administrations. >> we don't know a lot about what president-elect trump wants from his national security staff what we do know is that he has already changed the structure swla at least we know that from a appointments that have been made not because there's been any structural document release but he has apparently revived
separate homeland security council, he hassle elevated economic council and he pointed heads of all of these in the white house all of whom report directly to him. all of them have staffs. so i wonder what you think about what that says about how smoothly the system is going to run, what his interests are, and how he intends to pursue them through the white house? >> on the issue of homeland security council, it exist in the obama administration, the council which is a group of people that meets at the principal level and pleat meet
with the president. we don't know yet whether the appointment, as a new homeland assi assistant to the president it's same tight as lisa monaco has today. >> doesn't see report -- no, she reports directly to the president. they abolish homeland security staff and merged it. are we going to have a separate staff dealing with homeland terror and cybersecurity staff under cio in the white house today. that we don't know. but we don't know how that's going to happen. the larger point is exactly you're point that on the big issues dealing with international affairs r ranging from home land security through national security through economic affairs and trade we have going to have four individuals who are all in the
white house directly reporting to the president. the question is who is going to coordinate the coordinators. these are four people coordinating various parts of the government then they have to coordinate within themselves because strangely enough, foreign economic policy and trade policy are not that different and many national security involve both trade et cetera, the coronation of the coronation within the recipe for more staff because who is going to coordinate the coordinator and recipe for potential conflict. everything we know about donald trump management he seems to like that. he wants to have different people coming forward with different points of view. he creating a white house organization that will do that in spades. we have not talked about the domestic staff and the chief of staff side.
he has lot of people reporting directly to him that will make decision. >> the president's create organization to signal priority. where every president since nixon have had white house staff that have dealt with issues outside of nsc. willy announce he was going to create and did create national economic council nec with is parallel to the nsc because had it bob are you bin was a strong affective leader of that. it became an kons kwenal entity. so then you have these three then you have obama you saw
adviser, as ivo pointed out the staff, there's a dilemma here as a defender of the separate staff ideally you would like to have everything under national security adviser they have not responded adequately to the economic addenda. because of that, it is tend to be negligented it it moved to other people because politics and congress and industry, and that pushed that way so you had a -- i think the biggest redundancy is the combination of the national trade council those after ramp there. trump does it because he want to revolutionize trade policy. because ivo suggest is going to
be either one of these adviser establish clear privacy and the other defers or alternatively there's chaos. >> bob, you mention that it was important for the national security adviser not to be dispennation was the word you have used. assume for the moment that that the national security adviser has primacy among the interest that we're talking about interpretation of national court. general flynn, very distinguished officer throughout his military career, former head of the defense intelligence agencies where he ran into problem with the pentagon and the white house, some concerns have been raised he does have a reputation for being disputationous and someone focus
three his career has notice been on a wide range of national security issues, how do you think his characterics fit idea as you described it earlier? >> i don't want to speak to that because i never met the man so i don't know washington reputations or formed in different ways so i don't want to get -- i do want to though to reinforce something that's been said about national security adviser and economic issues just -- i may be not priet about this i was sitting here thinking has there ever been serious economist who has been security adviser but ross cow would call. they tend to be national security types, general, admiral, or people like condi
rice who spent her career on east west and soviet issues so forth. that downgrades the economic dimension. now matt bun di's deputy was francis who was distinguished economist from harvard but there's not economist who is not deputy either. having a separate structure given the preoccupation of this preside president-elect's with economic slish having that structure makes sense. on the broad issue of temerment we have to see what i am confident having watched myself dozen national security adviser successful and unsuccessful
close-up, disperation in trouble because sooner or later the cabinet members beginning with the secretary of state will be in having one-on-one meeting with the president saying we have a problem here. in most cases if the president has to choose between secretary of state and national security adviser they choose the secretary of state. so weal where'e'll see. this is experiment that's about to occur we'll see how it turns out. >> who are used to running their own shows, so it -- you can see the possibility of conflict on that level. i want to -- >> just two points on what bob just -- one, the only person with economic background other
than walt ross stou is sandy who did trade law. but he was one of those very broad people. i would agree fundamentally with the negligent of big economic trades issues by the national trade security issue. the way this has been resolved the key person doing economic affairs nec is do have reports to nsc, mike fer man was stronger powerful person in that position, he was under obama and he was deputy in the nec and merged that. one other point on temptment how to think about it, as bob said, the key characteristics you want is someone who is create a trust
within his cabinet counter parts particularly within the secretary defense minute to minute basis to the president. the national security adviser sees president every hour on the hour at the begengs of the day and at the end of the day. they need to know that their views are going to be presented fairly and openly and they need to trust that. the moment this breaks down is the moment the system break down. i done know if it's two third within 50 years but it happen way too often. it was brent's skill to be able to be very very close to the president, closer than any other national security adviser.
he writes mem roir with the president. that's going to be key to success. >> when ivo and i were doing our project, we organized roundtable, what the big point he said, he said when you become national security visor you have to spend first year, year and a half establishing trust. you have it to get the -- you have to get so the cabinet people believe in you. otherwise they are going to go around you and you'll have a big conflict like kissing ger l with roger and vans or different administration, it's notice go to work. what ivo and i used our book from david abshire a long time veteran was a expert on that
said trust is the coin of the realm. you have -- organization good policy. and george h. bush administration was wonderful administration. was not such a para gone and problems arose from that. >> i want to ask the members to join with the questions to remind you first of all, community is "on the record" and i'll call on you and wait on the microphone if you can state your name and your affiliation i done have to ask you to limit yourself to one question to get as many as possible. yes, back there. >> cam carry at the brookings
institution on the government study formally at the commerce department. i want to pick up on the theme of how you integrate economic issues into the security council process. i did a paper at brookings last fall which addressing that question, drawing particularly on the experience of the disclosure and the response to that which was initially treated as a national security issues but had enormous reverberations beyond that. one of the things to look at is the composition of the national security council of the obama administration psd one say if economic international economic slirks are on the agenda then
the adviser for international economic affairs, secretary of treasury, other advisers are at the table. but the proposal you change that default so ordinarily those people are at the table unless the issues are not on the table. the presumption is things have some impact on those issues. and i think the notion that economic councils are a solution is certainly important but you still need to integrate those issues. so i wonder if you would comment more on how you make sure that economic agencies, advisers have visibility into what's going on but may have impact on issues that may the not be seen by it's
people that make up the nsc. >> who wants to take that. >> one thing that the clinton administration did when it established nec was to have a staffer of people who had worked for both nec and nsc in charge of the economic issues at staff level you had sbel grags. then in the george w. bush they el elevated that to the deputy assistian so this helps to sbel grate at staff level. it doesn't fully solve the problem but it's a useful step, and as ivo pointed out, mike pro man played the role strongly in the first obama administration. >> can i chime in.
that is important issue raised. especially in an era ge yoe around the world china, others are using economics for geopolitical purposes. most secretaries of the treasury are not enthusiastic about involving their agency in the process. therefore don't come to those meetings unless their colleagues become interested in treasury issues. my experience was it was heard to get the secretary of the treasury over to the white house for issues for the reason i said. >> just to am fly what bob said,
it is the question whether she show up. and at certain moment the invitation -- there's a lot of meetings they don't think their expertise is important so it gets downgraded to who shows up and ultimately nobody shows up. >> the deputy. oftentimes there were to many meetings at the white house the level went down overtime. >> i have a question about the nsc staff coronation function. the staff's primary function is staffing the president and pushing the president's priority but they have to coordinate the government. you made the point if the president doesn't care about d, staff shouldn't worry about it. the president doesn't need to care about a coordinated government. and there's a tendency perhaps
in the republican administration in particular i started when the moved nsc staff in 2001, let's hire strong staff secretary you cannot do that. we have a government that is has got to coordinate with each other. cia has got to coordinate with staf and defense. we saw what happened in the bush administration has got to coordinate with other. they have to be justice have to coordinate with government. the brob is there can be too much coronation if every single thing done by every department is sent to the nsc hatch it's what drives people crazy. what the is appropriate level of coronation across government that the nsc staff should do which goes on kbe low the
president's eye level? >> so that's an excellent question it's key driver why staff gets larger in the white house because the opposition is the only place that ask and does coordinate. i think it's time to ask the question whether that's in fact true. like others in this building, i was an ambassador and i coordinated by definition because as chief you have every one from every different agency. part of your coordinating function and it used to be the case it's not coronation something new we didn't have do in the 1960s, but it used to be the case that a assistant secretary from powerful people in the state department or justice department, did much of that coronation at that level. i think we want to go back it seems to me to a system where
political appointees who are senate confirmed so they stand at a higher level have pour power to do the job. the idea that it can only happen in the white house lead you to 2, 3, 400 staff folks. you want to have many as it's happening. the only person who can coordinate interagency process is somebody sitting in the white house is wrong. there's no reason why the assistant secretary from europe can't coordinate russia policy with folks including the white house but go to the state department and strange idea from the white house to the state department it's equally far from the coming as from the white house to the state department. just think about that.
so you can do coronation in a different way. >> what you have to do if if you do if that way is informal group effort include defense person, intelligence person, may include economic person depending on the issue who are conjennal with one another. they will work together and realize -- administration have not been able to establish effective and formal coronation at the cabinet level tend to be more effective than establishing it at the assistant secretary level. >> you have to give somebody n convening authority. you mentioned about, ipc, the obama administration in their directive had a pa graph saying ipc will not be interagency headed by a department they will
be in the white house headed by a person in the staff. the control from the white house was in their heads from the start. >> in part because it tries to answer john's question of coronation, the only person who doesn't have a stake in this is in the white house and they are every this the only person to convene and control. i'm not sure that's true. >> if they don't if there's no coronation, then you hit -- then you throw it back into the hency written process. it doesn't get coordinated in many cases. it dose in country often. >> job if when you immediate need to. >> i'm andrea chris kronian at
the university. where are strategies made, or is the concept inak kro nisic. >> bob you want to take that one. >> when i look at the white house, last time in george w. bush administration i was deputy adviser for strategic planning and so i started out as condi had asked to try to do that and the secretary of sate colin powell said forget it. there's going to be any strategic planning generated out of the white house it will come from the agencies and presented to the white house and it can amalgamate envoy to iraq because our policy in iraq is such a
mess and i spent an extra year in baghdad. i'm pretty skeptical of strategic planning being generated by small nsc staff separate from the national security adviser himself. the best example of strategic planning is henry kissinger that was basely out of the nix on's and kissinger's head. we'll see whether this national security adviser has that capacity. but i don't think it's generated upward toll any significant extent by the nsc staff.
>> when the henry kissinger was made national security adviser, he invited bob to do long-term planning, he treated cos good with the up most respect, and os good was more or less he was irrelevant. there was no -- i think the reason is a process it's hard to overcome. issues come -- the national security adviser gets his or hear leverage from the day-to-day issues managing them for the president. these are urgent if you have a president involved, that issues drive. nixon administration was
impressive agencies being able to move -- it came from nixon and kissing jers -- notify from staff. not from institution procedures. >> to bob's earlier comment, policy from different agencies present it to the present if you can give example of when that process worked well. what was policy you feel was executed both from the beginning toward the end. >> this good book on this by the way, on how we got to date, so after it truly disaster, tony lead process where he asked different agencies to come up with their best idea how to
resolve it, it was state department effort and defense effort mem yor it was nsc effort and those different efforts were put together in a series of meetings and series of discussion with the department over a number of days that lead to a strategy for trying to get the issues resolved one way or the another and the one way or the either through negotiation or through with drawing the un troops and lifting the arms embargo and striking air power. using the military means in order to get the process going. that lead to date and then lead to the implementation of the post period. it ended the war that was in
1996, 1995. it's now 2006. while situation in boss ya is not different from what it was in 1995, one things is different, nobody is killing each other. and that's sense it was remarkable successful process run out of failure. which is usually what things happen. the surgery iraq surgery is other good example. how do we get new ideas together. that's when the national security adviser whether they play the rolls right become if you twant to do strategist or planner in order to resolve particular issue in case of boz ya it had to be resolved before 1996 election in the case of iraq that it wasn't working
eating up everything going on in a domestic policy. >> steve played a crucial role-playing that. >> absolutely. >> in 1989. through september of 1990, when germany was unified under in nato that was one not that was born out of failure it was born out of utterly unanticipated event which was gosh chof and loseening of europe and the consequences and the president and brent, in the sfring of 1989 seeing the events created the policy of going as fast as one
could toward unification and involving gosh chauf in that process. it was tri lateral endefer of bush, cole and gorbokhauh, if you go back to say what i think at least in the case i'm familiar with, which is the one i just mentioned it was because of the trust and baker and chen knee and present and the president worked their way through tactical disagreements without a bump. and that's what it takes to
implement the kind of policy and examples we have been using and we'll see if the trump administration is capable of that. >> one other things, that trust went down levels of the administration. you have bob working with the kim and others and that team equally trustworthy and worked as well. it's bring interagency process and trust downs through level of the government that is critical. >> that's one of the problem with the george w. bush in the first term where you had entity went down with people defending period of time sides. >> the obama administration has it exists that level goes down
quite far. there's always competition, there's different views, but people work together at various different level when that happens things can move. >> we have five more minutes. let try to get into two or three more questions. in the back. >> hiem campbell from google could you comment on dynamic on cyber entity within nsc or cyber experts within the europe directorate. >> who wants to take that. >> this as a larger issue. the competent in government is not in the white house it isn't. you can't have all the of the expert in the white house if you do you'll take all of the department that's where the
expertise lie. it's true for everything. so the people that you want in the white house are the people who know where the expertise is. ask can bring it to bear in the decision-making process. if it you bring it into the white house then it become u.s. government, why bother. it's constant tension, belief only way to coordinate is to have expertise. that lends to growing staff. it's availability to think where in government is expertise how to bring it to bear in the decision-making process and let them implement it. the question that brent put it every morning when i wake up i look in the mirror say how can i have one less person.
that's the right question. >> the question you raise is a basic dilemma of government. it depends on the nature of the issue if you predominantly -- if each issue with china is trade issues you give that issue to the economic people if they are more security then you give it to the china people. so it's not automatic or easy. i think cyber with be an example which in principal is a functional, it doesn't mean you have to pull everything up into white house which can create a mess. >> good morning. do you have a view of the role of the u.s. mission how that out to be coordinated position
essentially created another poll of u.s. foreign policy making as functional matter i would be greatful for your views. >> i think the un ambassador should report to the secretary of sate like every other ambassador and that's where it belongs it should be an instrument of american policy. so i would move it into the direction of resbintegrating it back into it. you would have loved to have been cabinet member, i done d think either of us would have been as effective as opposed to people part of the state defense apparatus so the idea that the
un ambassador has a separate standing i know my great friends and colleagues woody agree but i edo grief sbel grating itting back into the place where it belong which is the state department is -- here here. >> if you look at the history and starting with james kill patrick, i think they wanted to have her and her feelviews in t cabinet, that it allows president to have another woman in the cabinet. i think that's -- something that's. >> i'm for women for secretary of state. that's way to solve it.
>> yes. >> as we're talking about downsizing the nsc i have a question about whether you believe human rights belong whether it belong in the nsc. one of the ways we have participated in that's there's consultation, robly lots and lots of consultation on many issues, can you talk about what happened to the ability to integrate civil society into policy making process and where you believe human rights belong if at all with nsc? >> it tends abuse taken by national government there's strong press state department has affective organization dealing with human rights how do you make that a cross the blind
wean the function and concern of the human rights and country relationship which has multiple interests i done don't know there's a clear answer if if the president is concerned about human rights and l to give it priority and to advertise the priority that would make difference. but creating specialize office does not make a difference. >> this came up in jimmy carter administration where president carter was preoccupied with human rights during the campaign setup a special office in the white house on that subject but discovered that he had essentially two different policy toward everyone country one of the secretary of sate one of the human rights person on his own staff after a while the human rights apparent left position was downgrade but you u that
brings to the final point about coronation which is fm you're not careful you're going any administration faces the danger of having several policy at at the same time being articulate to our governments and that gets back to the crucial function of the nsc adviser to try to be sure on behalf of the president that the president's policy has the president has decided is implement and there's only one. i was in the reagan administration and especially in the early years on any given monday there were four or five policy on any particular issues being pursued by various agencies of the u.s. government. and we were until colin powell took over as national security
adviser this is crucial and hard to do. >> that's a good note to end. thank you all so much for being here. thank you to our panelist. >> my pleasure. [ applause ] .
battle to repeal and replace the nation's health care law. reporter simon mottly talk about his article look at program offering college eastern saturday morning. join the discussion. c-span video student document is underway and people are under work sharing share experiences with us through twitter.
it's not too late to ep terrify our deadline january 20, 2017, in your documentary tell us what's most urgent. grade sixth through 12th. the remaining cash money will be award and shared between 150 stubt and 53 teachers more more information contest rules go to republic side student cam.org. this week end city tour, will explore the live of san
diego. we'll here the story of bicycles left along the boarder, in the book the coyote's bike and rise of boarder line empire. >> a long that i went do after that had a pile of bicycles from the state park to the gol mez place right down here there's a county park and other ranges and the people of the valley were collected these bicycles that were abandoned by migrants. then on c-span 3 we'll hear how u.s. historian. >> she was a grand new ship of a large and new design and so the navy put had you through she
made numerous deployments. in 1954 it was decide she need today transfer to the pacific in 1955 she made an epic voyage because she was too large to pass through the pan na canal cay cross the indian ocean and entering the pacific from the west. sunday afternoon on 2:00 p.m. on c-span 3. working with the affiliate and visiting cities across the country. >> flex a discussion about military cooperation between us and japan and shared interest. the hudson institute hosted the panel, technology andan
Discussion Focuses on the National Security Council
CSPAN January 6, 2017 8:38pm-9:45pm EST
Foreign policy analysts talked about the role of the National Security Council and organizational changes that may occur during the Trump administration. Speakers included former Deputy National Security Adviser Robert Blackwill who served under President George W. Bush and former NATO ambassador Ivo Daalder who was European Affairs Director on the NSC during the Clinton administration.
Sponsor: Council on Foreign Relations
Brent 6, Nsc 6, George W. Bush 6, Obama Administration 6, Washington 4, Nec 4, Obama 4, Blackwell 3, Kissinger 3, Europe 3, China 3, Un 3, Iraq 2, Barack Obama 2, Ipc 2, Coronation 2, Nato 2, Jimmy Carter 2, Henry Kissinger 2, Colin Powell 2
Uploaded by TV Archive on January 7, 2017


text:
Q: How to properly use s3 to deliver and store files in a web application? So we are planning to move static content to s3 for operational reasons. I just want to understand where to place s3 in the workflow of handling a request.

*

*If website requires an image, should the request hit our service first which would fetch the image from s3 (reverse-proxy) or should client directly request the file.

*How to hide file names ,pathnames and manage permissions in request for file?

*Same questions applicable for uploading new content.

*Handle s3 quota and parallel requests

A: I was going to comment, but this turned into a full answer instead...

*

*Either. If your assets are public, the lowest-weight method is to just request them from a public S3 bucket. If they're not, though, it's probably easiest to use Cloudfront rather than rolling-your-own auth around S3 requests.

*You can make it look like your asset A.jpeg in S3.yourBucket/A.jpeg is at yourWebsite.com/A.jpeg using Cloudfront. If you want to also obscure the filename A, you need to use e.g. API gateway to serve you the file without revealing anything about it to your front end. If it were me, I wouldn't bother.

*Unless you absolutely have to, don't let users upload to the same bucket that other users download from. There are several approaches to uploads depending on the use-case. Pre-signed URL's are good for one-time use. You can also just provide the user with AWS credentials that are allowed to write-only to the upload bucket, by using Cognito.

*There's no S3 quota. You get charged for reads and writes. For a simple site, these charges will be tiny. If you're worried, you can use Cloudfront to rate-limit your users. You can also use API Gateway to create limits for individual users. S3 is extremely parallelizable.

redpajama_set_name: RedPajamaStackExchange


For sale 1967 Triumph Tiger 650 thats in very good shape for the year. Motor was rebuilt a few years back with hardly any miles on it since the rebuild. It has a new mikuni carb, tires have little use on them and the seat is new. The bike starts within a couple of kicks and the transmission shifts the way it should.


text:
Home/Views/Columnists/Creep of the Week/Creep of the Week: Donald Trump
Creep of the Week: Donald Trump
DAnne WitkowskiMay 29, 2017
As Benjamin Franklin was leaving the Constitutional Convention of 1787 somebody asked him what kind of government the U.S. was going to have. "A republic," he replied. "If you can keep it."
And for over 200 years we've managed to do that. Our Republic is still standing. It hasn't been easy. In fact, at times it's downright ugly. But we have ideals, damn it, and we keep trying to get it right.
But are we honestly even trying anymore?
Ever since the election of Donald Trump I've heard Franklin's voice in my head saying, "If you can keep it" over and over. (For the record, Franklin's voice sounds exactly like radio DJ Alan Almond, a voice that used to terrify me as a child.)
Trump's on a rampage and he's leaving democratic norms crumbling in his wake. Meanwhile, Republicans, who have the majority in the House and Senate, are just standing by and watching. Actually, they're helping him do it by not doing their jobs.
The fact of the matter is, we have never had a president this dangerously ignorant before. This contemptuous of the Constitution. This petty and gross.
But here we are.
Some people say that Trump makes them miss George W. Bush and, furthermore, maybe we were wrong to criticize Bush so much. I disagree. Bush was a terrible president. He sent us to war based on lies. He appointed right-wing yahoos to his cabinet and the federal bench. He supported amending the Constitution to deny same-sex couples the right to marry.
Was he better than Trump? Well, yes. But that's a low bar. Trump is the worst. So much progress made by Obama is being walked backwards: LGBTQ rights, environmental protections, voting rights, criminal sentencing reform, expanded access to health insurance, even encouraging kids to eat vegetables. It's painful to watch.
Most painful of all is watching as all of the parts that work to "keep" the Republic are torn apart and flung here and there like an exploding cartoon cuckoo clock.
Except this isn't a cartoon. But Trump is certainly a caricature. He's a clownish buffoon who has been nothing but honest about himself with the American people. Yes, he lies about everything, even things that are easily disproved with a quick Google search, but his lying is part of his honesty about who he is. "I'm a liar!" he screams. "I care only about myself! I shouldn't be trusted. I'm a terrible person." He's been telling us for decades.
Yet he was elected anyway.
And now? A lot depends on the Republicans in Congress who have already shown that they're more than happy to kiss Trump's ass if it gets them closer to giving tax cuts to the wealthy and taking away health care from the poor. I'm not holding my breath.
Many people have their sights set on the 2018 midterms, hoping for a Democratic wave to take the Republicans out and put grown ups in charge. I hope for that, too.
But I worry that Democrats think that Trump's abysmal reign is going to do all of the work for them. It won't. Millions of people voted for this man even after he told us, showed us even, that he was unfit. The Democrats have their work cut out for them.
A man who hears "If you can keep it" as a dare instead of a warning is a lunatic, not a leader. Lunatics can be entertaining, but they can also be dangerous. We are not obligated to let Trump lead our Republic off a cliff. In fact, in a functioning Republic we are obligated to stop him. So I guess this is the test. I sure hope we pass.
Creep of the Week: One Million Moms
Randy Garber
Creep of the Week: Michael Brown
Creep of the Week: Kevin Swanson

redpajama_set_name: RedPajamaCommonCrawl


"A Whole New World" is a song from Disney's 1992 animated feature film Aladdin, with music by Alan Menken and lyrics by Tim Rice. The song is a ballad between the primary characters Aladdin and Jasmine about the new world they are going to discover together while riding on Aladdin's magic carpet. The original version was sung by Brad Kane and Lea Salonga during the film. They also performed the song in their characters at the 65th Academy Awards, where it won Academy Award for Best Original Song as well as the first and only Disney song to win a Grammy Award for Song of the Year at the 36th Annual Grammy Awards. In 2014, Adam Jacobs and Courtney Reed performed the song as Aladdin and Jasmine in the film's Broadway adaptation.
A single version of the song was previously released that year and was performed by Peabo Bryson and Regina Belle. This version is played in the movie's end credits and is referred on the soundtrack as "Aladdin's Theme". This version peaked at number one on the Billboard Hot 100 chart on March 6, 1993, replacing Whitney Houston's "I Will Always Love You", which had spent a then record 14 weeks at the top of the chart. It went gold and sold 600,000 copies domestically. The track peaked at number 12 in the UK Singles Chart in 1992. The song is the first and only song from a Disney animated film to top the Billboard Hot 100. The single version was later included on Belle's studio album Passion (1993) and on Bryson's studio album Through the Fire (1994). The Latin American rendition of the song, "Un Mundo Ideal", by Ricardo Montaner and Michelle received airplay throughout Latin America. This rendition was later included on Montaner's greatest hits album Éxitos y... Algo Más (1993).
A Whole New World is the fifth studio album released by Australian singer-songwriter Peter Andre, in conjunction with his then-wife Katie Price.
After being dropped from East West Records, Andre began recording songs with his then current wife, Katie Price, in their private recording studio in Surrey. Andre planned to keep the songs as private recordings, and had decided to change his focus from the music industry to his family. However, several of the songs were leaked onto the internet in 2006. Andre was later contacted by Sony BMG who perceived an interest in releasing the recordings as an album. The album was officially released on 27 November 2006. The album was certified Gold in the UK, awarded for 100,000 copies of the album being shipped to stores. However, 40,000 copies were later found rotting in a barn in Hertfordshire, returned by stores after they found them impossible to sell . Only the title track was released as a single from the album, on 11 December 2006. Due to poor sales and no promotion, Andre and Price were dropped from the label.


Please contact us on these web sites, and social networks for any information or question about IPT training.
* The inventor of IPT® was a skillful surgeon in Obstetrics gynecology and urology.
* He first injected himself with insulin in 1930, as an experiment to cure him from a lifelong gastrointestinal illness that almost killed him.
* In 1930, he cured his first patient from syphilis using IPT®.
* His work at the San Diego Naval Hospital earned him an article on the April 10th 1944 edition of TIME Magazine.
* In 1946 he successfully treated, for the very first time, a cancer patient, achieving full remission.
HISTORICAL NOTE: Back in those days, oncology was an inexistent specialty in medicine. The first research done on nitrogen mustard for the treatment of leukemia was done in the USA by the year 1946.
Dr. Sidney Farber, from the School of Medicine in Harvard applied methotrexate and folic acid on a patient with Leukemia and achieved his remission.
At that time, Dr. Farber was criticized and ridiculed for this attempt. Years after, he was given credit for being the creator of chemotherapy.
* During Dr. Donato's medical trajectory with IPT®, he too was criticized and ridiculed for his idea. Even his two descendants, Dr.Donato Jr. and Son, where subject to that rejection, for bringing forth a treatment that was unheard of but proved to have good medical response.
* Back in those days, curing gastric ulcers with something other than surgery was seen as "quackery", Donato cured this condition using IPT®, bismuth and sulfa salts. He was criticized by the medical society, stating that no such thing could be cured just using a syringe. By 1991 the bacteria H.Pylori was then discovered to be the cause of most of the gastric ulcers.
* Donato used insulin before lunch every day, for the rest of his life, and enjoyed good health. He was a non-diabetic.
CONCLUSION: Every distinguished inventor who brought new ideas and methods to those commonly known, has been rejected and criticized by colleagues and public at that time. Only continuous proof of efficiency and MUCH MUCH TIME, will come to prove his success and acceptance. Just because it is unheard of, doesn't mean it's untrue or inefficient. IPT® has also suffered this kind of rejection, till this very day. Yet for over 80 years of existence, anecdotal testimonies show that it has persistently proven to cure many illnesses and medical conditions, in a non-traditional way.
How very easy it is to proclaim your self a "medical critic" and think you can rule a lifetime legacy as "quackery". These ignorant "critics" do a couple of Google searches, a few hour research on an 8-decade tradition and actually believe they are experts in the theme.
Quackery Coward Jonathan Jones, come out!
See Why you should be treated with IPT/IPTLD.


text:
#include "stdafx.h"

#include "StringUtils.h"

#include <stdio.h>
#include <resource.h>
#include <REST.h>

#define SERVERKEY "SERVER"
#define PORTKEY "PORT"
#define UIDKEY "UID"
#define PWDKEY "PWD"
#define PROJECTKEY "PROJECT"

#define BUFFERSIZE 256

#define INITFILE "ODBC.INI"
#define INSTINIFILE "ODBCINST.INI"

#define DRIVER_NAME "KylinODBCDriver"
#define DRIVER_DEFAULT_LOCATION "C:\\Program Files (x86)\\kylinolap\\KylinODBCDriver\\driver.dll"

#define PROTOCOL_HTTPS "https"
#define PROTOCOL_HTTP "http"
#define PROTOCOL_SEP "://"
#define PORT_HTTPS_DEFAULT "443"
#define PORT_HTTP_DEFAULT "80"

static char currentDSN[BUFFERSIZE];

static const char* supportedProtocols[] = { PROTOCOL_HTTPS, PROTOCOL_HTTP };
static const char* defaultPorts[] = { PORT_HTTPS_DEFAULT, PORT_HTTP_DEFAULT };

static int GetValueFromODBCINI ( char* section, char* key, char* defaultValue, char* buffer, int bufferSize,
                                 char* initFileName )
{
    return SQLGetPrivateProfileString ( section, key, defaultValue, buffer, bufferSize, initFileName );
}

static BOOL SetValueInODBCINI ( char* section, char* key, char* newValue, char* initFileName )
{
    return SQLWritePrivateProfileString ( section, key, newValue, initFileName );
}

static BOOL AddDSN ( char* dsnName )
{
    return SQLWritePrivateProfileString ( "ODBC Data Sources", dsnName, "KylinODBCDriver", INITFILE );
}

static BOOL RemoveDSN ( char* dsnName )
{
    BOOL temp = true;
    temp = SQLWritePrivateProfileString ( dsnName, NULL, NULL, INITFILE );
    return SQLWritePrivateProfileString ( "ODBC Data Sources", dsnName, NULL, INITFILE ) && temp;
}

void SetCurrentDSN ( char* connStr, char* logFunc )
{
    currentDSN[0] = '\0';
    Word pairCount = 0;
    Word index = 0;
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "%s  : lparam: %s", logFunc, connStr ) );
    ODBCKV* pKV = NULL;

    if ( connStr == NULL || CvtStrToKeyValues ( connStr, -1, &pairCount, &pKV ) != GOOD )
    {
        __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "%s: failed to parse the attribute string %s", logFunc, connStr ) );
    }

    else
    {
        if ( FindInKeyValues ( "DSN", NULL, pKV, pairCount, &index ) != true )
        {
            __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "%s: failed to find the DSN attribute in %s", logFunc, connStr ) );
        }

        else
        {
            strcpy ( currentDSN, pKV[index] . value );
            __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "%s: success to set the currentDSN: %s", logFunc, currentDSN ) );
        }

        FreeGenODBCKeyValues ( pKV, pairCount );
        delete[] pKV;
    }
}

static eGoodBad LoadODBCINIDataToDlgDSNCfg2 ( HWND hDlg )
{
    BOOL x;
    char buffer[BUFFERSIZE];

    // precaution
    if ( !hDlg )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "LoadODBCINIDataToDlgDSNCfg2 - Bad params: hDlg is NULL" ) );
        return BAD;
    }

    // DSN name
    x = SetDlgItemText ( hDlg, IDC_DSNNAME, currentDSN );

    if ( !x )
    {
        return BAD;
    }

    // server name/IP and protocol
    GetValueFromODBCINI ( currentDSN, SERVERKEY, "", buffer, BUFFERSIZE, INITFILE );

    int protocol = 0;
    int hostOffset = 0;
    if ( buffer[0] == 'h' && buffer[1] == 't' && buffer[2] == 't' && buffer[3] == 'p' )
    {
        if ( buffer[4] == ':' && buffer[5] == '/' && buffer[6] == '/' )
        {
            protocol = 1;
            hostOffset = 7;
        }
        else if ( buffer[4] == 's' && buffer[5] == ':' && buffer[6] == '/' && buffer[7] == '/' )
        {
            hostOffset = 8;
        }
    }
    HWND hwndCombo = GetDlgItem ( hDlg, IDC_PROTOCOL );
    SendMessage ( hwndCombo, CB_SETCURSEL, protocol, 0 );

    strcpy ( buffer, buffer + hostOffset );
    x = SetDlgItemText ( hDlg, IDC_SERVER, buffer );
    if ( !x )
    {
        return BAD;
    }

    // server port
    char* defaultPort = PORT_HTTPS_DEFAULT;
    if ( protocol == 1 )
    {
        defaultPort = PORT_HTTP_DEFAULT;
    }
    GetValueFromODBCINI ( currentDSN, PORTKEY, defaultPort, buffer, BUFFERSIZE, INITFILE );

    int portTemp = atoi ( buffer );
    if ( portTemp == 0 )
    {
        portTemp = atoi ( defaultPort );
    }

    x = SetDlgItemInt ( hDlg, IDC_PORT, portTemp, FALSE );

    if ( !x )
    {
        return BAD;
    }

    // user name
    GetValueFromODBCINI ( currentDSN, UIDKEY, "", buffer, BUFFERSIZE, INITFILE );
    x = SetDlgItemText ( hDlg, IDC_UID, buffer );

    if ( !x )
    {
        return BAD;
    }

    // password
    GetValueFromODBCINI ( currentDSN, PWDKEY, "", buffer, BUFFERSIZE, INITFILE );
    x = SetDlgItemText ( hDlg, IDC_PWD, buffer );

    if ( !x )
    {
        return BAD;
    }

    return GOOD;
}

static eGoodBad RetriveDlgData ( HWND hDlg, char* newDSN, char* serverStr, char* uidStr, char* pwdStr, long* port )
{
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "Start retrieving the configs..." ) );
    Long x;

    if ( !hDlg )
    {
        __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "RetriveDlgData - Bad params: hDlg is NULL" ) );
        return BAD;
    }

    x = SendDlgItemMessage ( hDlg, IDC_DSNNAME, EM_LINELENGTH, 0, 0 ); // get text from dialog

    if ( x > 0 )
    {
        GetDlgItemText ( hDlg, IDC_DSNNAME, newDSN, BUFFERSIZE ); // get text from dialog
    }

    else
    {
        newDSN[0] = '\0';
    }

    ////// server name/IP
    // get length of input text

    x = SendDlgItemMessage ( hDlg, IDC_SERVER, EM_LINELENGTH, 0, 0 );
    if ( x > 0 )
    {
        char serverStrBuf[BUFFERSIZE - 8];
        GetDlgItemText ( hDlg, IDC_SERVER, serverStrBuf, BUFFERSIZE ); // get text from dialog

        HWND hwndCombo = GetDlgItem ( hDlg, IDC_PROTOCOL );
        int ItemIndex = SendMessage ( hwndCombo, ( UINT ) CB_GETCURSEL, ( WPARAM ) 0, ( LPARAM ) 0 );
        strcpy ( serverStr, supportedProtocols[ItemIndex] );
        strcat ( serverStr, PROTOCOL_SEP );
        strcat ( serverStr, serverStrBuf );
    }
    else
    {
        serverStr[0] = '\0';
    }
    /////  Port
    // get value
    *port = GetDlgItemInt ( hDlg, IDC_PORT, NULL, FALSE );

    ////// User name
    // get length
    x = SendDlgItemMessage ( hDlg, IDC_UID, EM_LINELENGTH, 0, 0 );

    if ( x > 0 )
    {
        // allocate space
        GetDlgItemText ( hDlg, IDC_UID, uidStr, BUFFERSIZE );
    }

    else
    {
        uidStr[0] = '\0';
    }

    ////// Password
    // get length
    x = SendDlgItemMessage ( hDlg, IDC_PWD, EM_LINELENGTH, 0, 0 );

    if ( x > 0 )
    {
        GetDlgItemText ( hDlg, IDC_PWD, pwdStr, BUFFERSIZE );
    }

    else
    {
        pwdStr[0] = '\0';
    }

    trimwhitespace ( newDSN );
    trimwhitespace ( serverStr );
    trimwhitespace ( uidStr );
    trimwhitespace ( pwdStr );

    if ( strlen ( newDSN ) == 0 )
    {
        __ODBCPopMsg ( "DSN name cannot be empty" );
        return BAD;
    }

    if ( strlen ( serverStr ) == 0 )
    {
        __ODBCPopMsg ( "Server cannot be empty" );
        return BAD;
    }

    if ( strlen ( uidStr ) == 0 )
    {
        __ODBCPopMsg ( "Username cannot be empty" );
        return BAD;
    }

    if ( strlen ( pwdStr ) == 0 )
    {
        __ODBCPopMsg ( "Password cannot be empty" );
        return BAD;
    }

    if ( port == 0 )
    {
        __ODBCPopMsg ( "Port cannot be 0" );
        return BAD;
    }

    return GOOD;
}

static pODBCConn createConn ()
{
    pODBCConn conn;
    // allocate a conn
    conn = new ODBCConn;
    // clear the conn attributes
    memset ( conn, 0, sizeof ( ODBCConn) );
    // set the handle signature
    ( ( pODBCConn ) conn ) -> Sign = SQL_HANDLE_DBC;
    // default values
    ( ( pODBCConn ) conn ) -> AccessMode = SQL_MODE_READ_ONLY;
    ( ( pODBCConn ) conn ) -> AutoIPD = SQL_FALSE;
    ( ( pODBCConn ) conn ) -> AsyncEnable = SQL_ASYNC_ENABLE_OFF;
    ( ( pODBCConn ) conn ) -> AutoCommit = SQL_AUTOCOMMIT_ON;
    ( ( pODBCConn ) conn ) -> TimeOut = 0;
    ( ( pODBCConn ) conn ) -> LoginTimeOut = 0;
    ( ( pODBCConn ) conn ) -> MetaDataID = SQL_FALSE;
    ( ( pODBCConn ) conn ) -> ODBCCursors = SQL_CUR_USE_DRIVER;
    ( ( pODBCConn ) conn ) -> Window = NULL;
    ( ( pODBCConn ) conn ) -> TxnIsolation = 0;
    ( ( pODBCConn ) conn ) -> MaxRows = 0;
    ( ( pODBCConn ) conn ) -> QueryTimeout = 0;
    ( ( pODBCConn ) conn ) -> Server = new char[BUFFERSIZE];
    ( ( pODBCConn ) conn ) -> UserName = new char[BUFFERSIZE];
    ( ( pODBCConn ) conn ) -> Password = new char[BUFFERSIZE];
    ( ( pODBCConn ) conn ) -> Project = new char[BUFFERSIZE];
    return conn;
}

static eGoodBad testGetMetadata ( char* serverStr, char* uidStr, char* pwdStr, long port, char* project )
{
    pODBCConn conn = createConn ();
    strcpy ( ( ( pODBCConn ) conn ) -> Server, serverStr );
    strcpy ( ( ( pODBCConn ) conn ) -> UserName, uidStr );
    strcpy ( ( ( pODBCConn ) conn ) -> Password, pwdStr );
    strcpy ( ( ( pODBCConn ) conn ) -> Project, project );
    ( ( pODBCConn ) conn ) -> ServerPort = port;
    RETCODE ret = TryFetchMetadata ( conn );
    _SQLFreeDiag ( _DIAGCONN ( conn ) );
    // disconnect
    _SQLDisconnect ( conn );
    // now free the structure itself
    delete conn;

    if ( ret == SQL_ERROR )
    {
        //validation of data & other prompts goes here
        __ODBCPopMsg ( "Username/Password not authorized, or server out of service." );
        return BAD;
    }

    return GOOD;
}

static eGoodBad testConnection ( char* serverStr, char* uidStr, char* pwdStr, long port )
{
    pODBCConn conn = createConn ();
    strcpy ( ( ( pODBCConn ) conn ) -> Server, serverStr );
    strcpy ( ( ( pODBCConn ) conn ) -> UserName, uidStr );
    strcpy ( ( ( pODBCConn ) conn ) -> Password, pwdStr );
    ( ( pODBCConn ) conn ) -> ServerPort = port;
    RETCODE ret = TryAuthenticate ( conn );
    _SQLFreeDiag ( _DIAGCONN ( conn ) );
    // disconnect
    _SQLDisconnect ( conn );
    // now free the structure itself
    delete conn;

    if ( ret == SQL_ERROR )
    {
        //validation of data & other prompts goes here
        __ODBCPopMsg ( "Username/Password not authorized, or server out of service." );
        return BAD;
    }

    return GOOD;
}

static eGoodBad SaveConfigToODBCINI ( char* newDSN, char* serverStr, char* uidStr, char* pwdStr, long port,
                                      char* projectStr )
{
    char portStrBuffer[BUFFERSIZE];
    SetValueInODBCINI ( newDSN, SERVERKEY, serverStr, INITFILE );
    SetValueInODBCINI ( newDSN, PORTKEY, _itoa ( port, portStrBuffer, 10 ), INITFILE );
    SetValueInODBCINI ( newDSN, UIDKEY, uidStr, INITFILE );
    SetValueInODBCINI ( newDSN, PWDKEY, pwdStr, INITFILE );
    SetValueInODBCINI ( newDSN, PROJECTKEY, projectStr, INITFILE );

    //If a new dsn name comes, add a new entry in regedit
    if ( _stricmp ( newDSN, currentDSN ) != 0 )
    {
        AddDSN ( newDSN );

        //it is a dsn renaming
        if ( strlen ( currentDSN ) != 0 )
        {
            RemoveDSN ( currentDSN );
        }
    }

    strcpy ( currentDSN, newDSN );
    char temp[BUFFERSIZE];
    GetValueFromODBCINI ( DRIVER_NAME, "Driver", DRIVER_DEFAULT_LOCATION, temp, BUFFERSIZE, INSTINIFILE );
    SetValueInODBCINI ( currentDSN, "Driver", temp, INITFILE );
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "Finish saving the configurations to ODBC INI" ) );
    return GOOD;
}

static eGoodBad RetriveDlgDataToODBCINI ( HWND hDlg, bool onlyTest )
{
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "Start retrieving the configurations to ODBC INI" ) );
    Long x, port;
    char newDSN[BUFFERSIZE];
    char serverStr[BUFFERSIZE];
    char uidStr[BUFFERSIZE];
    char pwdStr[BUFFERSIZE];
    char portStrBuffer[BUFFERSIZE];

    if ( !hDlg )
    {
        __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "RetriveDlgDataToODBCINI - Bad params: hDlg is NULL" ) );
        return BAD;
    }

    x = SendDlgItemMessage ( hDlg, IDC_DSNNAME, EM_LINELENGTH, 0, 0 ); // get text from dialog

    if ( x > 0 )
    {
        GetDlgItemText ( hDlg, IDC_DSNNAME, newDSN, BUFFERSIZE ); // get text from dialog
    }

    else
    {
        newDSN[0] = '\0';
    }

    ////// server name/IP
    // get length of input text
    x = SendDlgItemMessage ( hDlg, IDC_SERVER, EM_LINELENGTH, 0, 0 );

    if ( x > 0 )
    {
        GetDlgItemText ( hDlg, IDC_SERVER, serverStr, BUFFERSIZE ); // get text from dialog
    }

    else
    {
        serverStr[0] = '\0';
    }

    /////  Port
    // get value
    port = GetDlgItemInt ( hDlg, IDC_PORT, NULL, FALSE );
    ////// User name
    // get length
    x = SendDlgItemMessage ( hDlg, IDC_UID, EM_LINELENGTH, 0, 0 );

    if ( x > 0 )
    {
        // allocate space
        GetDlgItemText ( hDlg, IDC_UID, uidStr, BUFFERSIZE );
    }

    else
    {
        uidStr[0] = '\0';
    }

    ////// Password
    // get length
    x = SendDlgItemMessage ( hDlg, IDC_PWD, EM_LINELENGTH, 0, 0 );

    if ( x > 0 )
    {
        GetDlgItemText ( hDlg, IDC_PWD, pwdStr, BUFFERSIZE );
    }

    else
    {
        pwdStr[0] = '\0';
    }

    trimwhitespace ( newDSN );
    trimwhitespace ( serverStr );
    trimwhitespace ( uidStr );
    trimwhitespace ( pwdStr );

    if ( strlen ( newDSN ) == 0 )
    {
        __ODBCPopMsg ( "DSN name cannot be empty" );
        return BAD;
    }

    if ( strlen ( serverStr ) == 0 )
    {
        __ODBCPopMsg ( "Server cannot be empty" );
        return BAD;
    }

    if ( strlen ( uidStr ) == 0 )
    {
        __ODBCPopMsg ( "Username cannot be empty" );
        return BAD;
    }

    if ( strlen ( pwdStr ) == 0 )
    {
        __ODBCPopMsg ( "Password cannot be empty" );
        return BAD;
    }

    if ( port == 0 )
    {
        __ODBCPopMsg ( "Port cannot be 0" );
        return BAD;
    }

    if ( onlyTest )
    {
        pODBCConn conn;
        // allocate a conn
        conn = new ODBCConn;
        // clear the conn attributes
        memset ( conn, 0, sizeof ( ODBCConn) );
        // set the handle signature
        ( ( pODBCConn ) conn ) -> Sign = SQL_HANDLE_DBC;
        // default values
        ( ( pODBCConn ) conn ) -> AccessMode = SQL_MODE_READ_ONLY;
        ( ( pODBCConn ) conn ) -> AutoIPD = SQL_FALSE;
        ( ( pODBCConn ) conn ) -> AsyncEnable = SQL_ASYNC_ENABLE_OFF;
        ( ( pODBCConn ) conn ) -> AutoCommit = SQL_AUTOCOMMIT_ON;
        ( ( pODBCConn ) conn ) -> TimeOut = 0;
        ( ( pODBCConn ) conn ) -> LoginTimeOut = 0;
        ( ( pODBCConn ) conn ) -> MetaDataID = SQL_FALSE;
        ( ( pODBCConn ) conn ) -> ODBCCursors = SQL_CUR_USE_DRIVER;
        ( ( pODBCConn ) conn ) -> Window = NULL;
        ( ( pODBCConn ) conn ) -> TxnIsolation = 0;
        ( ( pODBCConn ) conn ) -> MaxRows = 0;
        ( ( pODBCConn ) conn ) -> QueryTimeout = 0;
        ( ( pODBCConn ) conn ) -> Server = new char[BUFFERSIZE];
        ( ( pODBCConn ) conn ) -> UserName = new char[BUFFERSIZE];
        ( ( pODBCConn ) conn ) -> Password = new char[BUFFERSIZE];
        strcpy ( ( ( pODBCConn ) conn ) -> Server, serverStr );
        strcpy ( ( ( pODBCConn ) conn ) -> UserName, uidStr );
        strcpy ( ( ( pODBCConn ) conn ) -> Password, pwdStr );
        ( ( pODBCConn ) conn ) -> ServerPort = port;
        RETCODE ret = TryAuthenticate ( conn );
        _SQLFreeDiag ( _DIAGCONN ( conn ) );
        // disconnect
        _SQLDisconnect ( conn );
        // now free the structure itself
        delete conn;

        if ( ret == SQL_ERROR )
        {
            //validation of data & other prompts goes here
            __ODBCPopMsg ( "Username/Password not authorized, or server out of service." );
            return BAD;
        }

        return GOOD;
    }

    SetValueInODBCINI ( newDSN, SERVERKEY, serverStr, INITFILE );
    SetValueInODBCINI ( newDSN, PORTKEY, _itoa ( port, portStrBuffer, 10 ), INITFILE );
    SetValueInODBCINI ( newDSN, UIDKEY, uidStr, INITFILE );
    SetValueInODBCINI ( newDSN, PWDKEY, pwdStr, INITFILE );

    //If a new dsn name comes, add a new entry in regedit
    if ( _stricmp ( newDSN, currentDSN ) != 0 )
    {
        AddDSN ( newDSN );

        //it is a dsn renaming
        if ( strlen ( currentDSN ) != 0 )
        {
            RemoveDSN ( currentDSN );
        }
    }

    strcpy ( currentDSN, newDSN );
    char temp[BUFFERSIZE];
    GetValueFromODBCINI ( DRIVER_NAME, "Driver", DRIVER_DEFAULT_LOCATION, temp, BUFFERSIZE, INSTINIFILE );
    SetValueInODBCINI ( currentDSN, "Driver", temp, INITFILE );
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "Finish saving the configurations to ODBC INI" ) );
    return GOOD;
}

eGoodBad LoadODBCINIDataToConn ( pODBCConn pConn )
{
    Long x;
    char buffer[BUFFERSIZE];
    int c;

    // note
    // no error handling is currently being done for
    // GetDlgItemText/GetDlgItemInt/SetConnProp
    // generally should not be a problem

    // precaution
    if ( !pConn )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "GetDataFromDlgDSNCfg1 - Bad params: pConn is NULL" ) );
        return BAD;
    }

    ////// server name/IP
    c = GetValueFromODBCINI ( currentDSN, SERVERKEY, "", buffer, BUFFERSIZE, INITFILE );

    if ( c <= 0 )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "Please config the Kylin DSN in odbcad.exe before using it." ) );
        return BAD;
    }

    // set value in struct
    SetConnProp ( pConn, CONN_PROP_SERVER, buffer );
    /////  Port
    c = GetValueFromODBCINI ( currentDSN, PORTKEY, "", buffer, BUFFERSIZE, INITFILE );

    if ( c <= 0 )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "Please config the Kylin DSN in odbcad.exe before using it." ) );
        return BAD;
    }

    x = atoi ( buffer );
    // set value in struct
    SetConnProp ( pConn, CONN_PROP_PORT, &x );
    ////// User name
    c = GetValueFromODBCINI ( currentDSN, UIDKEY, "", buffer, BUFFERSIZE, INITFILE );

    if ( c <= 0 )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "Please config the Kylin DSN in odbcad.exe before using it." ) );
        return BAD;
    }

    // set value in struct
    SetConnProp ( pConn, CONN_PROP_UID, buffer );
    ////// Password
    c = GetValueFromODBCINI ( currentDSN, PWDKEY, "", buffer, BUFFERSIZE, INITFILE );

    if ( c <= 0 )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "Please config the Kylin DSN in odbcad.exe before using it." ) );
        return BAD;
    }

    // set value in struct
    SetConnProp ( pConn, CONN_PROP_PWD, buffer );
    ////// Project
    c = GetValueFromODBCINI ( currentDSN, PROJECTKEY, "", buffer, BUFFERSIZE, INITFILE );

    if ( c <= 0 )
    {
        __ODBCPOPMSG ( _ODBCPopMsg ( "Please config the Kylin DSN in odbcad.exe before using it." ) );
        return BAD;
    }

    // set value in struct
    SetConnProp ( pConn, CONN_PROP_PROJECT, buffer );
    return GOOD;
}

INT_PTR CALLBACK DlgDSNCfg2Proc ( HWND hDlg, UINT uMsg, WPARAM wParam, LPARAM lParam )
{
    char* attributes = ( char* ) lParam;
    Long port;
    char newDSN[BUFFERSIZE];
    char serverStr[BUFFERSIZE];
    char uidStr[BUFFERSIZE];
    char pwdStr[BUFFERSIZE];

    switch ( uMsg )
    {
        case WM_INITDIALOG :
        {
            // init protocol list

            HWND hwndCombo = GetDlgItem ( hDlg, IDC_PROTOCOL );
            SendMessage ( hwndCombo, CB_ADDSTRING, 0, reinterpret_cast <LPARAM> ( ( LPCTSTR )supportedProtocols[0] ) );
            SendMessage ( hwndCombo, CB_ADDSTRING, 0, reinterpret_cast <LPARAM> ( ( LPCTSTR )supportedProtocols[1] ) );
            SendMessage ( hwndCombo, CB_SETCURSEL, 0, 0 );

            SetCurrentDSN ( attributes, "DlgDSNCfg2Proc" );
            // store the structure for future use
            SetWindowLongPtr ( hDlg, DWLP_USER, lParam );

            // initialize the dialog with data from REGEDIT
            if ( LoadODBCINIDataToDlgDSNCfg2 ( hDlg ) != GOOD )
            {
                return false;
            }

            // set focus automatically
            return TRUE;
        }
        case WM_COMMAND :
            switch ( LOWORD ( wParam ) )
            {
                case IDC_PROTOCOL :
                {
                    switch ( HIWORD ( wParam ) )
                    {
                        case CBN_SELCHANGE :
                        {
                            HWND hwndCombo = GetDlgItem ( hDlg, IDC_PROTOCOL );
                            int portIndex = SendMessage ( hwndCombo, ( UINT ) CB_GETCURSEL, ( WPARAM ) 0, ( LPARAM ) 0 );
                            if ( SetDlgItemText ( hDlg, IDC_PORT, defaultPorts[portIndex] ) )
                            {
                                return TRUE;
                            }

                            return FALSE;
                        }
                        default :
                            break;
                    }
                    break;
                }
                case IDC_BTEST :
                {
                    if ( RetriveDlgData ( hDlg, newDSN, serverStr, uidStr, pwdStr, &port ) == GOOD )
                    {
                        if ( testConnection ( serverStr, uidStr, pwdStr, port ) == GOOD )
                        {
                            HWND hwndCombo = GetDlgItem ( hDlg, IDC_COMBO1 );
                            HWND hwndOK = GetDlgItem ( hDlg, IDOK );
                            //passed verification
                            EnableWindow ( hwndCombo, TRUE );

                            try
                            {
                                std::vector <string> projects;
                                restListProjects ( serverStr, port, uidStr, pwdStr, projects );

                                // reload project list
                                SendMessage ( hwndCombo, CB_RESETCONTENT, 0, 0 );
                                for ( unsigned int i = 0; i < projects . size (); ++i )
                                {
                                    SendMessage ( hwndCombo, ( UINT ) CB_ADDSTRING, ( WPARAM ) 0, ( LPARAM ) projects . at ( i ) . c_str () );
                                }

                                SendMessage ( hwndCombo, CB_SETCURSEL, ( WPARAM ) 0, ( LPARAM ) 0 );
                            }

                            catch ( exception& e )
                            {
                                stringstream ss;
                                ss << "Getting project list failed with error: " << e . what ();
                                __ODBCPopMsg ( ss . str () . c_str () );
                                return FALSE;
                            }

                            EnableWindow ( hwndOK, TRUE );
                            return TRUE;
                        }

                        else
                        {
                            __ODBCPopMsg ( "Connection failed." );
                        }
                    }

                    else
                    {
                        __ODBCLOG ( _ODBCLogMsg ( LogLevel_INFO, "RetriveDlgData failed." ));
                    }

                    return FALSE;
                }

                case IDOK :
                {
                    HWND hwndCombo = GetDlgItem ( hDlg, IDC_COMBO1 );
                    int ItemIndex = SendMessage ( ( HWND ) hwndCombo, ( UINT ) CB_GETCURSEL,
                                                  ( WPARAM ) 0, ( LPARAM ) 0 );
                    TCHAR projectName[256];
                    ( TCHAR ) SendMessage ( ( HWND ) hwndCombo, ( UINT ) CB_GETLBTEXT,
                                            ( WPARAM ) ItemIndex, ( LPARAM ) projectName );

                    if ( RetriveDlgData ( hDlg, newDSN, serverStr, uidStr, pwdStr, &port ) == GOOD )
                    {
                        if ( testGetMetadata ( serverStr, uidStr, pwdStr, port, projectName ) == GOOD )
                        {
                            SaveConfigToODBCINI ( newDSN, serverStr, uidStr, pwdStr, port, projectName );
                            EndDialog ( hDlg, wParam );
                            return TRUE;
                        }
                    }

                    return FALSE;
                }

                case IDCANCEL :
                    // indicate end with control id as return value
                    EndDialog ( hDlg, wParam );
                    return TRUE;
            }
    }

    return FALSE;
}

BOOL INSTAPI ConfigDSN ( HWND hwndParent, WORD fRequest, LPCSTR lpszDriver, LPCSTR lpszAttributes )
{
    __ODBCLOG ( _ODBCLogMsg ( LogLevel_DEBUG, "ConfigDSN %s is called %s, the fRequest is: %d", lpszDriver, lpszAttributes,
        fRequest ) );

    if ( fRequest == ODBC_REMOVE_DSN )
    {
        SetCurrentDSN ( ( char* ) lpszAttributes, "ConfigDSN" );

        if ( strlen ( currentDSN ) <= 0 )
        {
            __ODBCPOPMSG ( _ODBCPopMsg ( "The DSN name is not defined in the connection string!" ) );
            return false;
        }

        BOOL ret = TRUE;
        ret = RemoveDSN ( currentDSN );

        if ( !ret )
        {
            __ODBCPOPMSG ( _ODBCPopMsg ( "The DSN is not found, removal failed!" ) );
            return false;
        }

        return true;
    }

    //else is ODBC_CONFIG_DSN or ODBC_ADD_DSN
    int i;
    i = DialogBoxParam ( ghInstDLL, MAKEINTRESOURCE ( IDD_DSN_CFG2 ), NULL, DlgDSNCfg2Proc, ( LPARAM ) lpszAttributes );

    // check status
    switch ( i )
    {
        case IDOK :
            __ODBCLOG ( _ODBCLogMsg ( LogLevel_INFO, "User click OK button on DSN config" ) );
            return true; // complete

        default :
            __ODBCLOG ( _ODBCLogMsg ( LogLevel_INFO, "User click Cancel button on DSN config" ) );
            return false; // user-cancelled
    }

    return true;
}

redpajama_set_name: RedPajamaGithub


text:
Secret Fifa deal ruined England World Cup bid
David Brown and Oliver Kay
England's bid team never had a chance, Fifa has admittedAnthony Devlin
England's bid to host the football World Cup in 2018 was always doomed because of a secret deal to award the tournament to Russia, the disgraced head of Fifa admitted yesterday.
Sepp Blatter said that an agreement was reached before David Cameron and Prince William attended the vote in December 2010 to select the hosts, Russia's state news agency reported.
MPs called yesterday for the Football Association to demand the repayment by Fifa of taxpayers' money used to help to fund the £21 million bid. The FA said that its lawyers were reviewing whether the vote had been "fixed".
Mr Blatter's reported comments will be seized on by investigators in the United States and Switzerland who are examining allegations of corruption in World Cup bids…


text:
Home Theater 101
The Bonus View
BONUS VIEW
'I Am Not Your Negro' Bound for Blu-ray
Posted Mon Mar 20, 2017 at 12:00 PM PDT by Steven Cohen
The documentary film is coming to Blu-ray in May.
In an early announcement to retailers, Magnolia is preparing I Am Not Your Negro for Blu-ray on May 2.
In 1979, James Baldwin wrote a letter to his literary agent describing his next project, "Remember This House." The book was to be a revolutionary, personal account of the lives and successive assassinations of three of his close friends – Medgar Evers, Malcolm X and Martin Luther King, Jr. At the time of Baldwin's death in 1987, he left behind only thirty completed pages of his manuscript. Now, in his incendiary new documentary, master filmmaker Raoul Peck (Sometimes In April) envisions the book Baldwin never finished. The result is a radical, up-to-the-minute examination of race in America, using Baldwin's original words and flood of rich archival material. I Am Not Your Negro is a journey into black history that connects the past of the Civil Rights movement to the present of #BlackLivesMatter. It is a film that questions black representation in Hollywood and beyond. And, ultimately, by confronting the deeper connections between the lives and assassination of these three leaders, Baldwin and Peck have produced a work that challenges the very definition of what America stands for.
Specs and supplements have not been announced yet.
Suggested list price for the Blu-ray is $29.98.
You can find the latest specs for 'I Am Not Your Negro' linked from our Blu-ray Release Schedule where it's indexed under May 2.
Order the Blu-ray
See what people are saying about this story in our forums area, or check out other recent discussions.
Discs mentioned in this article: (Click for specs and reviews)
I Am Not Your Negro (Blu-ray)
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text:
By Varsity Team
Community Marketing is Like Football: It Takes Strategy and Tactics to Win
Grown Up Advertising is authored by our creative director and industry veteran Stephen Gordet, and covers the do's and don'ts of talking to the mature market.
One of the most difficult aspects of retirement community marketing is that no one wants your product. Have you ever heard anyone say, "I can't wait until I'm old enough and infirm enough to move into a retirement community!"? Probably not.
Most seniors begin to consider a senior living community after a medical event such as a fall or serious illness, or a life-changing situation like the death of a spouse or a sudden inability to maintain a home.
Every sale involves an attitude change. Prospects need to be convinced that the move to a retirement community will allow them to not just be safe, but to experience a fulfilling and rewarding life. We need prospects to come out to the community on multiple occasions, experience the social opportunities, enjoy the meals, and envision for themselves the possibilities of a fulfilling life there.
This can only happen over time, which is why our on-staff sales consultant, Maura Richards, tells us that it takes an average of 20 "intimate touches" to actually close a sale. So when we develop advertising, we incorporate not only branding, but also event marketing to get prospects out to the community as frequently as possible, along with special offers to create a sense of urgency.
Please take a look at the ad above that we created for Covenant Village of Florida. Our strategy is reflected in the branding. Based on our research, we knew that strongly faith-oriented individuals would be most attracted to this community. We wanted to target them, but not to the exclusion of others. The "covenant" language and concept that we developed did just that.
Then we added tactics: We promoted frequent on-site events that were of particular interest to seniors, getting them out to this beautiful community. Finally, we developed urgency through strong calls to action emphasizing the limited number of apartments and special move-in offers.
We implemented our plan through print, direct mail, paid search, specialized Web landing pages, and strong public relations and earned media components.
The result: We met and exceeded occupancy goals. Our success proves that, as in football, a correctly focused strategy and perfectly executed tactics give you a winning game. Contact us if you're interested in receiving a full case study for more detail.
MARKETING INSIGHT: A perfectly crafted strategy isn't enough. Carefully consider what is tactically necessary to close the sale.
Infographic: A Media-Hungry Mature Market Shifts Their Appetite
"Next Generations" Still Think Communities are Unprepared for the Aging Tidal Wave
Close Grandparent and Adult Grandchild Bond is Good for Mental Health


All vehicles changing ownership whether from dealer to buyer or between seller and buyer must be registered with the DMV and you must buy the locally required car insurance.
If you are moving to Florida as a potential resident, the law looks for evidence you are setting down roots. If you begin work or place a child in a local school, you have ten days within which to change your car insurance cover and register the vehicle(s) with the DMV.
All the DMV services are under pressure so, before you go into the local office for any purpose, make sure you know exactly what the requirements are. Make an appointment whenever possible. Otherwise be prepared to wait.
Some 14 million Florida residents already drive and, every year, not less than 800,000 new drivers have been registered. Many are new to driving.
• Young adults aged between 15 and 17 must complete the introductory Drug, Alcohol, Traffic Awareness (DATA) course. All Florida Driver's Association traffic schools and High School Driver Members run approved courses. The course is also available online.
• The young driver must pass the DMV written test which currently has forty questions to answer. Both the driving schools and high schools run courses to help you prepare for the tests which are held by appointment at your local DMV office. The standards are reasonably strict and quite a high percentage fail the test at the first attempt.
This gives the new driver twelve months to practice his or her driving under the supervision of an adult who must always be sitting in the front passenger seat. As a learner, you are not allowed to drive on your own. If performance is adequate after twelve months, you can take the behind-the-wheel driving test. If successful, a full driver's license is issued. Once you reach the magic age of 18, you can apply for a full license directly. But all adults as new drivers must go through the DATA course to get a better understanding of the dangers of alcohol and substance abuse as a driver.
Because the state has such a high percentage of drivers over the age of 55, it has invested quite heavily in education and defensive driving courses to help keep people independent and mobile. Once you reach the age of 80, you must apply to renew your license in person, pass a vision test, and may have to sit a written test. The Florida Safety Resource Center develops new skills and, if you are considered no longer fit to drive, advises on how to get around without a car. If you do give up the privilege of driving, Florida Grand Driver offers independent advice to the family.


Morgan Llywelyn's Bard: The Odyssey of the Irish is the tale of the coming of the Irish to Ireland, and of the men and women who made that emerald isle their own.
Amergin, chief bard and druid of the tribe of Milesios, lives in a world without poetry. In bleak Iberia, his people would rather do battle than make great art, and Amergin can only dream of a home free from bloodshed. All this changes when Amergin's new servant, a shipwright named Sakkar, tells him of Ierne, a green and fertile land to the north.
Joined by his warlike brothers and tribe, Amergin leads his people across the seas to their new home. But when they arrive on Ierne, they are confronted by a mysterious people who will one day fuel legend and myths: the Tuatha D Danann, people of the Goddess Danu. Amergin and his tribe decide to fight for their adopted country, touching off a conflict that will change the face of Ireland forever.


text:
er et japansk firma, der tidligere udviklede og udgav computerspil, hvilket de er mest kendt for. Efter at være blevet slået sammen med Bandai i september 2005, blev de to firmaers spiludvikling flyttet til Namco Bandai Games den 31. marts 2006 . Namco Ltd. blev genetableret for at fortsætte den indenlandske drift af videospil-arkader og forlystelsesparker. Firmaets hovedkvarter ligger i Ōta, Tokyo.

Namco var en af de førende selskaber gennem videospil arkadernes gyldne periode. Pac-Man, deres bedst kendte titel, blev det bedst sælgende arkadespil nogensinde og populært verden over.

De har også produceret Galaga og Time Crisis, samt serien Soul som inkluderer Soul Edge/Blade, Soulcalibur, Soulcalibur II, Soulcalibur III, Soulcalibur IV, Soulcalibur V og Soulcalibur VI.

Eksterne henvisninger

 Namco Ltd.
 Namco America
 Namco Cybertainment
 Wonderpark
 Namco Operations Europe

Referencer

Computerspilsvirksomheder fra Japan

redpajama_set_name: RedPajamaWikipedia


text:
Apply Now1300 363 864StaffStudentsMyLOLibraryWebmail
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StaffStudentsMyLOLibraryWebmail
Scoring a new path at the Hedberg
Music students film scoring with a live orchestra from concept to completion
Collaborating, rehearsing, performing and recording can all take place in a single day at the Hedberg.
Our second year Bachelor of Music students were the first to do just that. Specialising in either Commercial Music Creation, Music Technology, or Classical Music Performance, they had the opportunity to collaborate on a final body of work in the new Recital Hall and recording studio.
The collaboration was led by Dr Matt Boden, who is a lecturer in Contemporary Music and the coordinator for Commercial Music Creation at the Hedberg. The project focused on making music for film.
"During the course of the year, we've gone through orchestration techniques and composition techniques. Through the whole process we've gone from figuring out what's happening to picture and getting it into a sequencer, using virtual instruments first to score. From there once we're happy with the sound, we create scores and parts and print it all out, ready to put on the stand for the players." explains Dr Boden.
Recently out of their 2020 isolation, our Orchestral music students saw and heard our Commercial Music Creation students' work for the first time. They were then tasked with performing and recording the pieces live. Composed for commercial film, the intent was to provide a real-world experience of the process of scoring a film. The result was greater than the sum of its parts – a true team effort from music students of a wide variety of backgrounds and skill sets.
The exciting and nerve-wracking part of this collaboration is that the players haven't seen the music before the day, which is normal in the film industry.
says Dr Boden
Orchestral music students performing the commercial music creation students' work.
As part of the orchestra, Keelie Mckenzie was one of the students assigned this task. In her second year as a Bachelor of Music student, she performs as an Oboist.
She says: "A lot of people don't know what an Oboe is, but they have definitely heard it. In every movie you watch, when there is something romantic or sad happening, there's generally an Oboe solo in the background."
It's pretty cool because we haven't done this before; playing with the click-track and having the film up on the screen. It's a really different experience from what we normally get to do in classical.
"It's really different recording instead of doing a concert. It requires different preparation, in that the results are permanent. It's also been really exciting being in the recital hall."
Commercial music creation students recording the orchestral music students performance of their work.
These kinds of collaborations, with the opportunity to put learning into practice, working with other musicians and specialisations, are a focus of the practical aspects of the curriculum developed for the Hedberg. The space has been designed to support large-scale projects, and whole-of-site AV connectivity on a grand scale.
Kenny King one of the Commercial Music Creation students, who had his music recorded by the Orchestra, says: "These facilities are wicked. The control room and studio we've been using are outstanding. I'm really looking forward to milking as much as I can out of this place."
"The takes we've been getting so far are sounding really good and clean, so hopefully we can sub out the sample instruments and use the real live players."
With one year left of their degrees and looking to the future, Kenny says that many of these recordings will form demo reels.
It's all about developing a portfolio as an independent composer, orchestrator or all-rounder.
The Hedberg, Hobart.
If you're interested in learning more about our Bachelor of Music program, you can learn more here.
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Conservatorium students score well in film
Students get the chance to compose and perform music for a new film.
Bringing an Australian accent to the birthplace of jazz
In New York City, the epicentre of jazz, Joshua Dunn's musical background from Tasmania has made him stand out.
The real cost of ocean acidification
A challenge for science, governments, and communities.
Dark Mofo 2015 – students immersed in an award winning festival
Here's a snapshot of the projects we were involved in for the 2015 festival.
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Latest from Students
AMC Student Investigates Offshore Renewable Energy in Tasmania
Ocean Engineering Student investigates Tasmania's Offshore Renewable Energy Capability through Blue Economy Honours Project.
Moving ahead with a career in rail track
For recent graduate Jessica Fallico, a new qualification in rail track engineering turned an interest into a career specialisation.
Family matters in business
Twins Rishini and Reshane have come from one beautiful island to study in another.
An exciting journey towards a new career
"I am a lifelong learner, and I enjoy setting off on adventures and learning journeys!" - Ishara Love
We acknowledge the palawa and pakana people upon whose lands the University of Tasmania stands.
Authorised by the Executive Director, Marketing and Communications 05 May, 2016 © University of Tasmania, Australia. ABN 30 764 374 782. CRICOS Provider Code 00586B


As people migrated westward to settle in Canada, the work of scripture distribution also moved westward. Alberta officially became a Canadian Bible Society district in 1908 (just three years after Alberta became a province). In 1918 it was determined that Alberta could best be served with two districts – one in southern Alberta based in Calgary and one for northern Alberta based in Edmonton. For almost 100 years the scripture distribution needs in Alberta were met through these two districts.
Officially, 2015 saw the formation and official designation of what is now known as the Greater Alberta District. This new designation incorporates the southeast portion of British Columbia (tied to Calgary commerce) and the northeast portion of British Columbia (tied to Grande Prairie commerce) into the Greater Alberta District.
The twelve members of the Greater Alberta District Board represent eight denominational groups and live in six communities beyond Calgary and Edmonton. In order to accommodate the geography of the Greater Alberta District the board meets bi-monthly in Red Deer.
Each year at the Greater Alberta District Annual General Meeting individuals are nominated and elected to serve on the District Board.
Over the last several years, scripture distribution has become the major ministry priority. Currently there are over 120 ministry partners in the Greater Alberta District. These are the frontline individuals who see scriptures distributed and lives transformed. Specifically in Calgary, there are more than 40 local congregations who collectively are conducting English as a Second Language classes for new Canadians. Other ministry partners are church camps, the Salvation Army, Pregnancy Care Centre, rescue missions, mission to Aboriginal Canadians, and more.
In addition, scriptures are made available to chaplains who serve our military, prison ministry and hospitals. Hebrew and Greek scriptures are annually distributed to Seminary and Bible College students in 12 schools.
We are most grateful for those who support the distribution efforts of the district through their generous donations.


Today is my first day of being a member of GC Forums! My name is Melissa and I'm 28 years old. I live in Eastern Pennsylvania with my grandparents. I've loved Sailor Moon ever since I first saw the DiC version as a kid, and was instantly hooked! I became a fan of the series right then and there and have been one ever since.
Mystery, Haine, Batgirl, Artemis, Sailor Saturn, NaoUranus, Aztnara, Starchild, Yukine, Celest, Sailor Venus.
Welcome to the forums Star Dancer! I love your user name BTW I'm sure you will love it here with us all!
Oh and yet another question - are you familiar with SeraMyus ?
I'm sure you'll love it here! Have a great time!
I hope that you'll enjoy your time here. Let me tell you, I just started two days ago and I love it here!
Everyone's really friendly and super helpful!
Hello! Welcome to the GCF!
Welcome! Sailor Moon is my favorite as well ^^ Nice to have you here!!
1) I used to roleplay a LOT online when I was younger, but not anymore.
2) I've heard of SeraMyus but never actually seen one.
If you ever feel like you'd be interested in role-playing on our forum, we'd gladly have you here !
And thank you it's a huge honor for me that you have bookmarked my blog and follow it!