text:
NFL, players' union agree to suspend COVID-19 protocols, citing decreasing spread
The NFL and NFL Players Association have suspended all leaguewide COVID-19 protocols effective immediately, pausing two years of largely successful efforts to play through the pandemic.
Teams received a memo Thursday morning detailing the decision, which was "based on current encouraging trends regarding the prevalence and severity" of the coronavirus.
Many of the league's most severe protocols had been dropped by the end of the 2021 season, including mandatory testing for asymptomatic players and staff, requirements to wear contact tracing devices and distancing limitations in weight rooms and cafeterias.
There is no football activity underway at club facilities at this point in the offseason, and the earliest it can begin is April 4 for teams that have hired new coaches. But Thursday's change will still affect coaches and other staff members who are attending this week's scouting combine in Indianapolis or who work year-round in local markets. Those employees will no longer face surveillance testing, regardless of vaccination status, or mask requirements.
Teams can choose to impose their own mask policies if desired, and the memo does leave open the possibility of reverting to a level of protocols if circumstances warrant.
"Should there be a reason to reimpose aspects of the protocols or to take other measures," the memo notes, "we will work closely with clubs, the NFLPA and our respective experts, and local, state and federal public health officials to continue to safeguard the health of the NFL community."
Teams are still required to comply with any state and local public health regulations.
The pandemic forced the NFL to cancel its 2020 offseason training and preseason, but it has played all scheduled regular-season and playoff games since. That included an expansion of the postseason in 2020 and the regular season in 2021.
In some cases, the NFL's work on COVID-19 informed decisions by the Centers for Disease Control and Prevention and other public health institutions. The NFL finished the 2021 season with vaccination rates of 95% for players and nearly 100% for other football staff members.
The Forbidden Love of Batman and Catwoman
Amityville Horror Goes to Outer Space in Bizarre Trailer
A Celebrity Cruises Family Affair – Brothers Named Co-Captains Of Celebrity Cruises' New Ship
A Celebrity Cruises Family Affair – Brothers Named Co-Captains Of Celebrity Cruises' New Ship 26/01/2023


Telus has 3 main devices for Mobile Internet.
Mobile Internet Key: USB device for one device. LTE speeds. Fixed rate and Flex data plans available. Not recommended for home use.
Mobile Hotspot: LTE speeds, wireless device that has a strong internal battery that charges like a phone. Also has a cord to leave it plugged in. Poor cell service at your farm or acreage? Move it around poor-service areas to find an area that catches a strong signal then connect up to 10 wireless devices to it. External antennas are also available for this device. Fixed rate and Flex data plans available. Not recommended for home use.
Smart Hub: A robust solution for both business and rural internet customers. Connect up to 15 devices to it. 4G with fallback to 3G speeds. External antennas are available for this device. Fixed rate and Flex data plans available. Specialized Rural Internet Plans available in approved areas that include large data buckets (50GB, 250GB and 500GB).


The show's title, fittingly, was "Boulevard Chanel."
The silhouette was relaxed and—true to the collection's theme—had a wearable, real-life vibe. There were slouchy, working women power suits in tweed; long, billowy trench-style jackets, and wide-leg cropped pants in plaid.
The bags came emblazoned with snappy, feminist statements; the shoes were fancy but walkable and low-heeled.
Giselle, Cara Delevingne, Lindsey Wixson, Georgia May Jagger, Charlotte Free, Joan Smalls, and Kendall Jenner walked the show. Would you expect anything less from Chanel?
To accentuate their personalities, famed hairstylist Sam McKnight created individual hair looks for each of the models.
Afterward, Cara Delevingne and Kendall Jenner made a mad dash through the throngs of paparazzi and fans waiting outside the show. Looks like Cara kept a few souvenirs!


Due to the low price, the Nokia 1800 arises as one dough phone. But as a result, the Nokia can take beginners 1800 nerves.
It's a word: Nokia wants to 34 euros for his 1800, in free trade there are the simple cell phone again to a few euros cheaper. At such a price, it destroys much even in the event of a Fehlkaufs. And a unit with meager facilities can be so not so hard to use. There is something in the theory, but also a simple phone can have problems.
The 1800 is especially the compact housing for easy handling in the way. There is little space available for keyboard and display. The buttons are on top of that not noticeably separated, this applies particularly to the combination of phone keys and soft keys below the display, that change their function depending on the menu item. Also on display is closely. The colored display of 128 x 160 pixels displays partly very small fonts, for better readability it is advisable to choose a solid color background in the settings.
Nokia seems certainly on a large display of fonts to create value, quite consistently but not resolved. Example main menu: here, the nine entries at a glance are visibly represented with icons. The meaning of the icons is not entirely clear who, find top left of the display the Declaration. She is however very small and is on top of that, some very far away from the marked icon. After all, there's a simple solution here: the menu allows to switch to list view, then, the greatest problems are solved. Experienced cell phone users have no problems with the 1800 and in the settings menu, the operation can be quite optimized, but the mobile newcomer must get there first.
The laboratory then shows the experience of Nokia. The 1800 features a very good endurance and superior sound. However, there are phones that can sound louder. Whoever hears it slightly worse, the phone could be too low. The reception is in order. So, the Nokia does not do justice the special needs of older Mobilfunkeinsteiger, using her cell phone and want to tune. Who wants to have it especially cheap, should deal with small buttons and some small print. Otherwise, the really cheap device in the episode can cost lots of nerves.


When you or a loved one has suffered serious and catastrophic personal injury, your life can change in ways you can't even imagine. Whether your family member suffered a brain injury, spinal cord injury, has lost a limb or has temporary or permanent paralysis, you will need significant compensation to cover your losses, from wages and income to medical expenses to the costs of modifying your home to accommodate their condition. You want an experienced and aggressive personal injury attorney to help you get full and fair compensation for all your losses.
At Sackstein Sackstein & Lee, LLP, we have fought for the rights of personal injury victims in New York City and Long Island since 1952. We know the devastating affect a personal injury can have on every aspect of your life. We will use our experience, knowledge, skill and resources to help you get maximum compensation for all your losses, including wages and income, medical expenses, and physical pain and suffering. Our clients know that we will dedicate all our efforts and energy to getting the results you need. We will take the time to learn all the details of your injury, so that we can address all your needs and identify all your options.
We provide comprehensive counsel to people who have suffered serious and catastrophic injury, preparing and filing all necessary documents throughout the process and aggressively advocating for you in the discovery of evidence, as well as settlement efforts and trial. We will be your voice with insurers as well, fighting to get all the benefits you deserve.
We also represent surviving family members who have lost a loved one because of an accidental or wrongful death.
We take all serious and catastrophic injury claims on a contingency basis. We won't charge legal fees unless we get money for your injuries. The expenses involved in your case will be due at the conclusion of proceedings.
We offer a free initial consultation to every client. Contact us online or call our office in Garden City at 516-248-2234 or in Flushing – Queens, Brooklyn or Bronx at 718-539-3100. We can also be reached toll free at 888-519-6400. Our phones are answered 24 hours a day, seven days a week. We will come to the hospital or to your home to meet with you, if necessary. We have offices in Queens, Brooklyn, Bronx and Nassau counties.


text:
macOS High Sierra (версия 10.13) — это версия macOS 2017 года от Apple Inc. для компьютеров Macintosh. Он фокусируется на улучшении функциональности, представленной в macOS Sierra, включая обновления для Фото, Safari и т. д. Это обновление было объявлено на WWDC 2017 5 июня 2017 года. Выпуск релиза состоялся 25 сентября 2017 года.

Описание
Новая версия операционной системы была представлена в июне 2017 года, и получила название High Sierra. Полноценный запуск macOS High Sierra состоится осенью в рамках бесплатного обновления через Mac App Store. В новой версии ОС была существенно модернизирована файловая система Apple (APFS); усилена система обеспечения сохранности данных в случае перебоев в электроснабжении или системных сбоев, а также добавлена новая встроенная технология шифрования данных для защиты информации. Также, есть встроенная система поддержки видеоформата HEVC (H.265), есть API для Metal 2 — технология, поддерживающая возможности машинного обучения, используемые в распознавании речи, компьютерном зрении и других областях.

Важным новшеством является технология поддержки виртуальной реальности; функция Intelligent Tracking Prevention, работающая на основе искусственного интеллекта, обнаруживает и удаляет данные, по которым рекламодатели отслеживают пользователей в Сети. Голосовой помощник Siri получил более естественный и выразительный голос.

Файловая система Apple (APFS) является файловой системой по умолчанию в macOS High Sierra. Предыдущие версии ОС поставлялись с HFS+.

Представлена Metal 2, графическая библиотека от Apple для Mac и iOS, с функцией виртуальной реальности.

MacOS High Sierra также включает поддержку H.265, как в аппаратной так и в программной реализации. Аппаратная поддержка доступна только в новейших Macintosh.

Поддерживаемые компьютеры
 Модели iMac, выпущенные в конце 2009 г. или позже
 Модели MacBook, выпущенные в конце 2009 г. или позже
 Модели MacBook Pro, выпущенные в середине 2010 г. или позже
 Модели MacBook Air, выпущенные в конце 2010 г. или позже
 Модели Mac mini, выпущенные в середине 2010 г. или позже
 Модели Mac Pro, выпущенные в середине 2010 г. или позже
 iMac Pro

Существует обходной путь установки macOS High Sierra на некоторых компьютерах Mac, которые более не поддерживаются.

Аппаратное ускорение HEVC требует компьютеры с шестым поколением процессоров Intel или новее:
 Модели iMac с диагональю 27 дюймов, выпущенные в конце 2015 или позже, а также с диагональю 21.5 дюймов, выпущенные в середине 2017 или позже
 Модели MacBook, выпущенные в начале 2016 г. или позже
 Модели MacBook Pro, выпущенные в середине 2016 г. или позже
 iMac Pro

Поддержка внешнего графического процессора требует интерфейс Thunderbolt 3 в компьютере Mac:
 Модели MacBook Pro, выпущенные в конце 2016 г. или позже
 Модели iMac, выпущенные в середине 2017 г. или позже
 iMac Pro

См. также
 macOS

Примечания

Ссылки
 https://web.archive.org/web/20170605211508/https://www.apple.com/macos/high-sierra-preview/

Apple
MacOS

redpajama_set_name: RedPajamaWikipedia


A major consideration when buying new patio doors is the material, and in today's market, there are so many options that inexperienced homeowners may find comparing options overwhelming. If you happen to be in the same situation, let us share how to choose the material for your patio door.
The key to finding the right material is focusing on specific qualities, regardless of how popular the material is or how much it costs. Start with the following qualities.
Strength and durability – Patio doors are mostly made of glass and therefore needs strong and durable frames that can hold the glass panels without straining from the weight.
Resistance to weather changes – Patio doors are exposed to outside weather, so the frames should be able to keep its shape without warping or cracking. This can be achieved through specialty coatings or cladding.
Long lifespan – A patio door replacement is a significant investment, so a long life span should always be factored in. A good warranty coverage helps extend your patio doors' life, but better if the frame material has a naturally long service life to begin with.
Low maintenance – If you find yourself having to put off cleaning your exterior because you simply didn't have the time, make sure you choose materials that require minimal maintenance.
Insulation – Patio doors are essentially large openings, and without a proper seal and insulation, you may end up with higher energy bills due to heat loss.
With traditional materials, you'd have to make compromises to get as close as possible to the patio door frame that you want. Fortunately, our patio door frames give you all the above features without compromise, giving you more freedom with choosing what finish you want. Our stainable exterior wood finishes are protected by a urethane layer, while other options feature a rigid vinyl sheath for less maintenance. Our patio door frames are comparable in performance to the Fibrex® material used on our replacement windows.
For further guidance on choosing the right material for your patio doors, our consultants can help you with your choice. Call Renewal by Andersen of Houston today at (281) 547-6177 or fill out our contact form to schedule your free estimate. We serve Spring, TX and nearby areas in Texas.


The award-winning Taylor Guitars Road Show is coming to PMT Stores near you this year!
This year Marc Seal, a Southern California based guitarist, will be hosting the Taylor Road Shows. Marc is internationally renowned for his high level of musical accomplishments, fluid style and progressive rock sensibilities. Having previously worked with Marc Tremonti, Myles Kennedy, Jason Mraz, Mike Keneally, and Keith Wyatt to name a few, he promises to host some fantastic events at PMT Stores.
Also at the Taylor guitar shows, you can experience Taylor's new V-Class bracing, test-drive Taylor's latest guitar models, consult with Taylor's experts to find the perfect guitar and get free goodies including TaylorWare gear and Anti-Rust Elixir Strings. There will also be special Road Show pricing on Taylor models and one lucky attendee could be going home with a Taylor Academy 12e guitar!
So don't hesitate, book your free tickets for the Taylor Guitar Road Show now!
The events are free, however, you must book your tickets via Eventbrite as there are limited spaces available.
Date & Time: Monday 1st October, 7:00PM.
Venue: PMT Manchester, Red Rose Centre, Regent Road, Manchester, M5 3GR. View Store Info.
Date & Time: Tuesday 2nd October, 7:00PM.
Venue: PMT Birmingham, 136 Lawley Middleway, Birmingham, B4 7XX. View Store Info.


text:
MEDILINK-GLOBAL (ASIA) PTE LTD (MEDILINK-GLOBAL) is a Singapore incorporated company that primarily conducts businesses in Third Party Administration (TPA) and providing Healthcare Claims Management solution to Insurance companies, Corporate Organizations and Hospitals. The company renders its services and technology solutions to major organizations such as Great Eastern Life Assurance (Malaysia) Berhad, ING Insurance Berhad (which was acquired by AIA), Allianz Life Insurance Malaysia Berhad, Etiqa Life Insurance Berhad and Tenaga Nasional Berhad in Malaysia; The Great Eastern Life Assurance Company Limited in Singapore and New Frontier Group International Limited in China.
Its wholly owned subsidiary company in Malaysia, MEDILINKGLOBAL (M) SDN BHD, commenced its TPA business operation in Malaysia in the Year 1999 when it rolled out its services and systems to support the claims administration of the SIHAT MALAYSIA program, the first initiative of the Malaysian insurance industry players which collaboratively designed and distributed a common Medical Insurance product to the market. In Year 2001, the company secured a TPA service contract with Aetna Universal Insurance Bhd, which was later acquired by ING. MEDILINK-GLOBAL continued to serve ING Insurance Berhad until the Year 2016 after which ING was acquired and fully integrated into AIA Berhad Malaysia.
MEDILINK-GLOBAL also had the opportunity to serve AXA AFFIN General Insurance Berhad and AXA AFFIN Life Insurance Berhad for several years before these clients decided to "in-source" its Claims Administration Services to its associate company which operates TPA services.
MEDILINK-GLOBAL is currently active in the employee benefits management market, serving more than 500 companies in Malaysia.
The TPA business model and operation was replicated in Indonesia in the Year 2004 which operated under PT Administrasi Medika, which was later acquired by the government-owned Telkom Indonesia in recent year.
MEDILINK-GLOBAL expanded its TPA business to China in the Year 2007 under the brand name, MEDILINK-GLOBAL CHINA. This entity was later acquired by an Insurtech company; Nanyan Group. in the Year 2019.
Both the Indonesian and Chinese entities are today's leading TPA Service providers in their respective markets.
In the Year 2021, MEDILINK-GLOBAL initiated a joint venture with a business conglomerate, UGI Group, in Bangladesh to establish a TPA Operation. This newly set up TPA entity, called Medilink-Global Bangladesh Limited, is currently in the process of onboarding members of an Insurance Company whilst building its network of healthcare providers in the country.
In Malaysia, MEDILINK-GLOBAL operates a "24 by 7" Contact Centre, based in Kuala Lumpur to support an established network of more than 2,000 healthcare providers comprising GP Clinics, Specialist Clinics, Dental Clinics, Private Medical Centers and Private Hospitals in providing claims administration services to insurance companies and corporate organizations. Through its affiliated network of Assistance Companies, MEDILINK-GLOBAL is also supporting some global clients by rendering Guarantee of Payment (GOP) services for their members who seek emergency as well as elective medical treatments in various countries.
Since its inception, MEDILINK-GLOBAL has developed a highly competent and experienced team of experts with strong domain knowledge and a successful track record in designing, customizing and implementing healthcare claims systems and technologies in diverse markets which offer complex and sophisticated healthcare plans/benefit programs. MEDILINK-GLOBAL's core competency is primarily founded and grounded on our ability in understanding and addressing pain points in an increasingly complex healthcare benefits eco-system, highly demanding regulatory environment and spiraling healthcare costs.
As a technology-driven TPA company, MEDILINK-GLOBAL has developed and owned the patent of several software including its Electronic Claims Clearing System (ECCS), MEDIBRIDGE and Integrated Clinic Management System (ICMS).
ECCS is a complete suite of highly customized application software designed for healthcare claims processing and healthcare data management. This software manages databases of Healthcare Payors and its members including their Healthcare Plans, Coverage, Benefits, Limits and Exclusions for various coverages and healthcare plans. The wealth of data generated by the ECCS, which runs on the Oracle Database platform, supply vital information for the Insurance Companies, Self- Insured corporations and TPAs to manage their healthcare claims in an efficient and effective manner. Medical-related data is managed with the highest standards of security privacy and confidentiality. ECCS is well recognized in the insurance industries; it has been licensed to and successfully implemented for several insurance companies and organizations.
The MEDIBRIDGE is a workflow management system that resides within the highly secured Healthcare Provider environment to facilitate the Front Office/Business Office and Physicians in managing the various types of Letter of Guarantee (LOG) requests for In-Patient and Out-Patient claims. It streamlines the internal process flow whilst achieving a full digitalization of its workflow and data flow for better operational efficiency. Acting as a data bridge between the Healthcare Provider Information systems (HIS) and/or Electronic Medical Record (EMR) systems with external Healthcare Payors Systems, MEDIBRIDGE enables Healthcare Providers to connect with multiple Healthcare Payors Systems under a single platform, thereby eliminating the requirement for multiple portals' login. This is achieved by way of calling the web API and methods published by the Healthcare Payors.
The ICMS is a full suite of tools designed to provide medical practice management for any outpatient healthcare setting. The system automates many of the clinic routines including the digitization of medical records and information. This includes registering patients, medical records, medical billing, drug inventory control and even managing staff schedules. The ICMS plays a strategic role in MEDILINK-GLOBAL's digital claims management ecosystem for patient's eligibility verification and medical claims submission processes to healthcare payors.

redpajama_set_name: RedPajamaCommonCrawl


text:
Alan Bartlett "Al" Shepard, Jr. () a fost primul astronaut american, (Contraamiral, USN), ofițer și aviator naval, pilot de încercare, ulterior om de afaceri. Ca unul dintre membrii grupului Mercury Seven al NASA în 1961, Shepard a devenit primul american (și al doilea om după Iuri Gagarin) care a călătorit în spațiu. Acest zbor Mercury a fost conceput pentru a ieși în spațiu, dar nu a ajuns pe orbită. Zece ani mai târziu, la vârsta de 47 ani și fiind cel mai vechi astronaut din cadrul programului, Shepard a comandat misiunea Apollo 14, pilotând sonda de aterizare mai exacte a  misiunilor Apollo. El a devenit al cincea și cea mai în vârstă persoană care a pășit pe Lună și singurul astronaut din Mercury Seven care a pășit pe Lună. În timpul misiunii, el a lovit două mingi de golf pe suprafața Lunii.

Acestea au fost singurele două zboruri spațiale ale sale, deoarece și-a întrerupt activitatea timp de cinci ani (1964-1969), în timpul programelor Mercury și Gemini din cauza faptului că a suferit de sindromul Ménière, o boală a urechii interne care a fost corectată chirurgical înainte de zborul său pe Lună. Shepard a îndeplinit funcția de șef al Oficiului Astronautic în perioada noiembrie 1963 - iulie 1969 (perioada aproximativă a șederii sale la sol) și din iunie 1971 - 1 august 1974 (de la ultimul său zbor și până la retragere). El a fost promovat de la gradul de căpitan la cel de contraamiral în 25 august 1971. El s-a retras din United States Navy și NASA în 1974.

După ce a părăsit NASA, a devenit un om de afaceri de succes. A murit de leucemie la 21 iulie 1998, cu cinci săptămâni înainte de moartea soției sale cu care era căsătorit de 53 de ani.

Galerie

Cărți

Referințe

Note

Legături externe

Official NASA biography for 40th Anniversary of Mercury 7
Official NASA short biography
"Alan B. Shepard Jr. Is Dead at 74; First American to Travel in Space" Obituary by John Noble Wilford, The New York Times, 23 iulie 1998
Alan Shepard – The Daily Telegraph obituary, 23 iulie 1998
 – slideshow by Life magazine
Iven C. Kincheloe Awards
About Alan Shepard
Shepard at Spaceacts
Shepard at Encyclopedia of Science
Alan Shepard at the Internet Movie Database
Alan Shepard  at the National Aviation Hall of Fame
Shepard at International Space Hall of Fame
Astronautix biography of Alan Shepard
Spacefacts biography of Alan Shepard

Nașteri în 1923
Nașteri pe 18 noiembrie
Decese în 1998
Decese pe 21 iulie
Astronauți americani
Aviatori americani
Ingineri americani
Oameni care au pășit pe Lună


was established in Singapore in 1993. Since then, it has evolved to become one of the leading manufacturers and suppliers of marine, water treatment, industrial, and speciality chemicals in the Asia-Pacific region.
In combination with our worldwide network, our team of experienced, dedicated staff work to provide our clients with the right chemicals for the right job, every time.
Over the years, our extensive experience and deep knowledge of the industry have allowed us to fully satisfy the demands and requirements of our customers around the world.
Our research and development team constantly strive to improve and create new products in order to meet the norms and standards of the international community. Our extensive marine product portfolio was developed to meet every need of our international customers.
In addition to our product offerings, our team's expertise, experience and strong product and industry knowledge enable us to provide a wide range of value-added services. Our customers benefit from numerous cost-effective solutions provided by the company.
Apex Chemicals has been ISO-certified for more than 17 years. The company has also attained NSF approvals and the prestigious IMO approvals for tank cleaning chemicals.
We pride ourselves on supplying high-quality chemicals with a track record of excellent performance.
We offer a complete range of chemicals for fuel oil treatment, boilers, heaters, scale, rust removal, corrosion treatment, water treatment, cleaning and testing.
All of our chemical products are developed to meet ISO 9001 standards, with rigorous environmental management systems in place throughout the production and delivery processes.


Goal is to show what iter 8 has to offer.
This entry was posted in Game Development on July 31, 2011 by arrmaytey.
Plan is to create a new video as well. Hope you enjoy, attempt to conquer the nearby asteroid base and let me know how it goes. As the game becomes more "game like" I'll need more and more feedback. For example it took me about 30 minutes to capture the base. But how long does it take a new player? Is there an obvious way to cheat? Is there some parts that are confusing? Some that don't make sense? What's fun? What's frustrating? Any and all feedback/criticism will be greatly appreciated.
Here's a small video of some neat stuff. Before missiles were single colored ugly models (my work). Now they are sleek looking and textured (artist – Edocsil). Players may not take much notice of them (in light of all the other things going on), but to me they are amazing! The missile trails also got a tweak, before they were yellow turning to orange, now they are a bit "smokier" they start off white and end up mostly translutent to give the visual effect of fading smoke.
Also in the video is the new "rock" frigate (also modeled and textured by Edocsil). I love how bizzare it is, I don't know if any other game has such a strange looking (but cool!) vessel.
This entry was posted in Game Updates on July 25, 2011 by arrmaytey.
It is interesting how different things actually play out than what you put into the game as code and logic.
I found and fixed a bug – stations couldn't be destroyed. I don't know how long this bug was in effect, since the enemy now builds stations this bug became apparent after I ordered the Command ship to destroy a defense station of the base I was assaulting. Speaking of stations, I recently changed the health points of stations that were being built, I made them start at 0 and increase as the station was being built (prior they started with max health even 1 second into their existance). Meaning that in theory the player could destroy the station as it was being built and not yet operational. The Command ship was firing all its guns and missiles and did put a dent in the station but couldn't destroy it (the health generation was overwhelmed the damage), so I need to change this process and stop the station's health growth if it is under fire. Otherwise the situation is a bit silly.
Minor bug regarding ships wanting to return to a friendly base, instead they should patrol the enemy base until the player commands them otherwise.
The base's crew generation (it is a percentage based one) was far greater than the rate of boarding ships I was sending so I need to stop the increase of population if the station is being boarded, plus put a max on population growth instead of making it a straight percentage only deal.
I also plan on putting in different ways that the player could hurt the base's crew, for example a station that shoots torpedos (or even meteors, why not eh?) at other far away stations and bases, if shot at a base it would kill 5% of the station's occupants (meaning that this torpedo station alone wouldn't be enough to destroy an enemy). Plus the torpedos will have low health so that defensive stations will have a chance to destroy them. And with the city stations I mentioned, base assaults will become much more interesting. I think this will more strategy and fun to the game! Very excited about the future.
This entry was posted in Game Development, Game Updates on July 24, 2011 by arrmaytey.
Once iter 8 is released, I'll need more feedback from players, see what their impressions are. The closer we get to "alpha" stage and beyond, the more game like this project becomes the more feedback I will need. I'll have to scour the web for willing participants.
This entry was posted in Game Updates on July 23, 2011 by arrmaytey.
Iter 7 feels a bit sparse, my intention for it was to showcase the trading ship changes, but since I disabled "colonizing" other bases trading ships don't have anybody to trade with. I already put in the code to capture bases into iter 8.
The process goes like this: player builds a ship, ship uses 50 crew. Ship docks at either neutral or enemy asteroid base. If neutral player takes control of asteroid base. If enemy base, the crew of the ship of 50 attack the base's crew. At first the attackers would lose a static number of 5 "troops" per round, this felt very odd, so I made this a random number between 2 and 5. The defenders lose a base number of 5 crew each round, and then an additional 0 to 10 crew, giving it a bit of a randomized feel, but also making it in favor of the attackers.
Another aspect that I'm working is some common RTS elements, in past iterations I had a "enemy" object that just spawned shisp based on a timer, after a spawn the "budget" of ships would increase up to a maximum value. These ships would pop in instantly, and wouldn't be linked to any asteroid base, wouldn't take up any resouces of crew. Because I wanted this to be linked to asteroid bases (to make the enemy less of a cheater, more obeying the laws of the game that the player has to obey), I changed it so that asteroid bases queue up ships to be built, then once a pre-determined number of ships are built the base checks whether there are enemies nearby, if not then it orders the built ships to attack the player's base.
Next up: having bases build stations, defensive, shipyards, etc.
This entry was posted in Game Updates on July 13, 2011 by arrmaytey.


Will you accept loose bottles and cans?
The pickers often travel on foot, so they need refundables to be packaged in a sturdy plastic bag.
What if the pickup doesn't happen?
We try to work with both your schedule and the pickers' schedule the best we can, but sometimes things come up. If your pickup doesn't happen within your confirmed time and date, please email pickd@calgarycan.ca and our coordinator will arrange a new pickup time at your convenience.
Why do you ask about the amount of glass I have?
Pickers often travel on foot and too much glass will make it more difficult for them to transport their pickup. If we have an idea of how much glass is in your pickup in advance, we can try to accommodate it.
What if my neighbours don't want me to invite bottle pickers into their community?
We recommend that you ask them to reflect on where their fear is coming from. There are over 1000 bottle pickers in Calgary and they are an extremely diverse group of people and they all pick for different reasons. At the end of the day, pickers are providing a service that improves our environment while contributing to the local economy and while their job might look different than yours, they are working hard and should be respected for it.
Whether you have a blue bin or not, by participating in this project, you will be supporting informal recycling in this city while also helping to reduce the number of refundables that get sent to Calgary area landfills every year.
Why don't you accept evening pickup requests?
Bottle depots aren't open at night, and it's difficult for many pickers to store their refundables overnight.
Where does the money from my refundables go?
All proceeds from refundables will go to directly to the picker that picks them up from your location.
Why isn't the service available to those that live outside of the downtown/beltline area?
PICK'd is still in its infancy and in order to make sure the program runs smoothly, we decided to stick to an area that is often frequented by pickers. We hope to expand in the future and service a larger area of the city.


Interested in Department of Geography, Environment, and Spatial Sciences? Admissions officers are waiting to hear from you!
Michigan State University / Department of Geography, Environment, and Spatial Sciences is located in East Lansing, MI.


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Jabiru J170 je ultralahko športno letalo avstralskega proizvajalca Jabiru Aircraft. Letalo se prodaja že sestavljeno ali pa v kitu in za sestavljanje doma.  Grajen je večinoma iz kompozitnih materialov.

J170 je uporablja trup od Jabiru J160, krilo pa od Jabiru J430. Krilo je nameščeno na vrhu trupa in uporablja podporne palice. Na koncih kril ima majhne winglete. Pristajalno podvozje tipa tricikel je fiksno. Poganja ga štirivaljni 85 KM Jabiru 2200. Največja gros teža je 600 kg.

Specifikacije(J170)

Reference

Zunanje povezave

Letala Jabiru
Ultralahka letala
Doma zgrajena letala


GeneratePress 2.2.2 is a minor release with various small bug fixes.
generatepress.woff2 still exists, but it's a tiny file – it isn't really a problem. We'll be introducing an inline SVG option in 2.3 which will remove the icon font if you choose to use it.
Tom, I did not want you to get bored with this file. You are a very good person. And I am very glad I bought your theme. I like it completely, I just want to make the theme even better.
God blease you. And thank you very much. You are awesome.
Thank you Tom. Great support to you.
Hi Tom, I have an old version of Generate Press that has been customized, and I had a friend help me several years ago with the css. My current version is 1.2.4–and I need to update it but fear losing all the customization and formatting I have in place. What I've done is copy all the GP Hooks that are currently in place and copied the Custom CSS as well. If I update to the current version of the theme, how badly will it mess up the appearance of my website? Thanks in advance for your help!
Did you make any changes to the core theme files? The files in wp-content/themes/generatepress? If not, you should be fine to update.
If changes were made to the core theme files, those changes will be lost.
Things like Hooks and custom CSS (if added in a child theme or Customizer/plugin) won't be lost.


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Don't Automatically Accept Automatic Emergency Braking
All the riders remounted, and the race persevered, in step with Cyclingnews, but this wasn't the first report of a crash due to AEB. A Mercedes-Benz race director's automobile automatically braked itself to a forestall in a February 2018 Abu Dhabi event, and a rider suffered a concussion and whiplash as a result
I fear we're having another airbag moment here, wherein early examples of the technology are not prepared for mainstream consumers. While the hassle with new airbags turned into that they frequently inflated with an excessive amount of force for smaller, shorter drivers and the front passengers, the trouble with AEB structures is that they've doubtlessly unintended effects when everything else on the street does no longer have AEB. My non-public experiences with AEB has satisfied me that the generation will not be entirely safe until the massive majority of motor motors have, at the least, SAE Level four autonomy.
Most, if not all new vehicles prepared with AEB come with a defeat switch, and I assume that once the one's injuries, motorbike race governing our bodies will guarantee that lead-car drivers discover wherein those switches are located. But as our Marc Noordeloos recently referred to in his column, traction- and stability-manipulate defeat switches are tough to find in lots of automobiles, in particular for the form of the motive force who never even fiddles with their automatic-headlamp switches. If Consumer Reports genuinely desires to make motors safer, the mag needs to pass after any manufacturer that buries defeat switches in a touchscreen menu. I'm going to make that part of my pre-drive routine for each new model I get into.
An eye-opener on the risks of AEB got here currently when I turned into driving again from our Automobile All-Stars competition in California. I was on my way to Los Angeles International Airport—every other subject matter on which I shouldn't get started—in an Infiniti QX50, generally retaining up with visitors flowing at a mild charge.
This is not to single out the Infiniti—its AEB is engineered just like any other automaker's, and they're all similarly effective, that's the supply of the technology's problem. I become zipping down the 5, as they like to name it in SoCal, and while I attempt to bypass most effective within the passing lane, this is hard to do continually in most of the U.S. And pretty a lot impossible in California. I can most straightforward avoid passing within the rightmost lane, in which I'd chance to reduce off an automobile trying to flow over for an exit ramp. After all, there are plenty of drivers who insist on the use of the passing lane even as making their telephone calls and sending texts.
In this instance, I went to move from the left lane to the center and lower back once more to be able to pass a rolling phone sales space in my authentic lane and then another slower vehicle inside the center lane. I might have approximately three automobile lengths of the buffer in advance and in the back of as I moved again to the left. You can bet what came about.
This becomes no longer a few banzai threading of a needle; as noted, there has been masses of area among the nearer SUV in the left lane and the one further in advance inside the center lane. But after I got past the left-lane bandit and started to transport left, the center-lane vehicle seemingly braked all at once, triggering the SUV's AEB as I changed into getting back into the left lane.
My brake lights genuinely lit for a break up-2d as I changed lanes. I didn't see whether or not the left-lane occupant hit the brakes (she or he become probably too busy on a name to word), and fortunately, my brakes speedy disengaged as soon as my Infiniti's nostril pointed to the left of the center-lane car. But if I had been making it a better cut between the two vehicles, I could have been rear-ended.
Mexico actions into fourth location in car exports
Blogger Tips How to Make Dairy-Free Dressings!


Well Everyone i was thinking..about which anime would be a balanced anime for you, a perfect blend of different genres , Which had an impact like "Oh man ! This is just Dope" Well i know theirs a lot like Bleach, naruto and Some legendarty Titles but what is a perfect blend for you ??
Well Last SAO movie Was also 🔥 and judging from previous seasons this season is also going to be a bang.


I have this command from the question Can automation service to get the parent folder path? but it has spaces in it.
This is exactly what I wanted except that it has spaces and it needs to have %20 instead of the spaces in the file path.
Could someone show me how I would edit the shell script below to replace these spaces with %20?
toTheClipboard="File Path: file://$1 Parent Folder: file://$(dirname "$1")" pbcopy<<<"$toTheClipboard"
You can pipe to sed 's/ /%20/g' to replace spaces with %20.
toTheClipboard="File Path: file://$(echo $1 | sed 's/ /%20/g') Parent Folder: file://$(dirname "$1" | sed 's/ /%20/g')" pbcopy<<<"$toTheClipboard"
Not the answer you're looking for? Browse other questions tagged automator spaces .
Can automation service to get the parent folder path?
ffmpeg working from command line in Terminal but not in an Automator shell script!
How to adjust a script that works in the Terminal but fails in Automator?


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Home > Editor's Pick > Escapee suspect re-arrested in Kakamega
Escapee suspect re-arrested in Kakamega
KNA August 12, 2020 August 12, 2020 Editor's Pick, News, Security, Uasin Gishu 0
The Uasin Gishu County Police Commander, Johnstone Ipara. Photo by KNA.
A notorious criminal who escaped from Langas Police Station under unclear circumstances two weeks ago has been rearrested.
The 26-year old suspect who was being held in connection with various criminal offences was arrested in Shinyalu of Kakamega County following a tip-off from members of the public.
Humphrey Shilisia who is linked to rape and robbery with violence in various estates in Eldoret town and its environs was handed over to Eldoret Police after being smoked out from his hideout.
The Uasin Gishu County Police Commander (CPC), Johnstone Ipara said after receiving information from the public that the suspect was hiding in one of his relatives' home in Shinyalu, police from Eldoret engaged their counterparts from Kakamega County to ensure the suspect was nabbed.
"We managed to re-arrest him after being in hiding for two weeks following his dramatic escape from Langas police station in Uasin Gishu County," said Ipara.
The CPC said the suspect will be arraigned in court to face charges in connection with the crimes he is reported to have committed.
He added that the suspect whom he described as dangerous was being detained at the Central police station pending his arraignment in court to face various criminal charges among them robbery with violence and rape
A police officer attached to Langas police station was arrested following the escape of the culprit under his watch on suspicion that the escape was an inside job.
His escape sparked angry protests from hundreds of Kapseret residents as they demanded the arrest and prosecution of the police officer who was on duty during the dramatic escape.
By Kiptanui Cherono
CPCHumphrey ShilisiaJohnstone Iparanotorious criminalrape suspect
A borehole to provide residents access to clean and reliable water
County to establish a Rescue Centre
County government initiates mapping out of unapproved structures
AAK Launches Status of the Built Environment report 2021
Leaders urged to seek advice before calling for referendum


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2023 Aston Martin Rapide Design, Price, And Features
New Model Aston Martin Rapide is a high-performance sports car that was first introduced in 1993. The Rapide has a 5.9-liter V12 engine that produces 463 horsepower and 412 pound-feet of torque. This engine allows the Rapide to reach speeds of up to 200 mph and accelerate from 0 to 60 mph in just 4.2 seconds. TheRapide also features a six-speed manual transmission and all-wheel drive.
New Aston Martin Rapide is available in two different body styles: coupe and convertible. The coupe features a sleek, aerodynamic design while the convertible has a more traditional, luxurious look. Both body styles come standard with an extensive list of amenities, including leather seats, air conditioning, power windows, and doors, alloy wheels, and a CD player.
Aston Martin Rapide Features:
Aston Martin Rapide interior is a high-performance sports car that was released in early 2018. It has a V12 engine, all-wheel drive, and a top speed of over 20 miles per hour. The Rapide is designed to be luxurious and fast, and it features a number of innovative features that set it apart from other sports cars.
One of the most unique features of the Rapide is its carbon fiber body. This allows the car to have a low weight and high performance, which is important because it makes the Rapide extremely agile and responsive. Additionally, the all-wheel drive system ensures that it can handle difficult terrain with ease.
Overall, new Aston is an impressive car that offers luxury and performance alike.
Aston Martin Rapide Design:
Aston Martin Rapide engine is one of the most unique cars on the market. The design is sleek and modern with a slightly retro feel. The car has a low center of gravity which makes it very stable and easy to drive. The interior is luxurious with soft leather seats and a great sound system. The engine is powerful and fast, making this an excellent choice for those who need a luxury car that can also get them from point A to point B quickly.
Aston Martin Rapide Performance:
Aston Martin Rapide top speed is one of the most powerful and fastest cars on the market. It is able to reach speeds up to 200 mph which makes it one of the quickest cars around. The car was designed with speed in mind and it shows with its impressive performance.
Aston Martin Rapide is powered by a 6.0 liter V12 engine that delivers 466 horsepower and 443 pound-feet of torque. This allows the car to reach speeds quickly and effortlessly. The V12 also provides great fuel economy, making the Rapide a great choice for those who care about their environmental footprint.
new Aston also features a number of cutting-edge technologies that make it one of the most advanced cars on the market. For example, the car features an active rear spoiler that can be adjusted in response to changes in terrain or speed.
Aston Martin Rapide price
Aston Martin Rapide price is one of the most expensive cars on the market. The car starts at $295,000. This may seem like a lot to some, but considering the detail and craftsmanship that went into this car, it's well worth the price tag. The Rapide is a sleek and luxurious sports car that offers drivers an excellent driving experience. It has a V8 engine that produces 571 horsepower and 457 lb-ft of torque. This allows the car to accelerate quickly and smoothly down the road. The interior of the Rapide is equally as luxurious as the exterior. There are soft leather seats that offer great comfort, as well as a variety of climate control options to keep passengers comfortable all year long. New Martin Rapide is perfect for those who want an elite driving experience without having to spend an obscene amount of money.
Aston Martin Rapide for sale is a unique and exciting car. It was first introduced in 2013, and it has quickly become one of the company's most popular models. The Rapide has a sleek design that is sure to turn heads, as well as excellent performance. This luxury sports car is able to reach speeds of up to 200 mph, making it a great choice for those who are looking for an adrenaline-pumping experience. Additionally, the New Martin Rapide comes with a variety of features that make it an attractive option for those who want to enjoy the finer things in life. For example, the car comes equipped with a number of luxurious amenities such as air conditioning and leather seats. As a result, the Aston Martin Rapide is perfect for anyone looking for a luxurious car that can provide them with an enjoyable driving experience.
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What role will insurance companies play in the "public option"?
Both the Senate and House versions of the proposed "public option" require that corporations with expertise in health insurance "administer" the "option." This fact received no attention until October 24 when the Washington Post reported that the "option" would "likely" be run by insurance companies. Several bloggers attempted to assure readers that this news was nothing to be concerned about. They asserted that Medicare has always contracted with insurance companies to process claims, and then leaped to the conclusion that the role of insurance companies within the "option" will be no more significant than it is within Medicare.
But this conclusion is clearly wrong if the Senate version of the "option" becomes law, and almost certainly wrong if the House version becomes law. This conclusion rests on the widespread belief that the "option" will "look like Medicare," which is not accurate. The most important differences between Medicare and the "option" are size and the environment within which the programs will function. While Medicare enrolls 15 percent of the population, the "option" is projected to enroll somewhere between zero and 2 percent. While Medicare is a single-payer system, the "option" will function within a multiple-payer environment.
These two differences, plus provisions in the Democrats' legislation authorizing the federal government to hire private corporations to administer the "option," create a high risk that insurance companies and other types of corporations will play a role in the "option" that greatly exceeds the limited role they play in the traditional Medicare program. Private-sector firms will probably play a role within the "option" that closely resembles the role that defense contractors play in the production of weapons for the Pentagon. Just as Northrop Grumman, for example, carries out all tasks necessary to create a fighter plane, so private corporations (not public employees) will carry out all tasks necessary to create the "option" health insurance programs. Carrying out virtually all of the tasks necessary to establish and maintain "option" health insurance plans is obviously very different from, and more significant than, merely processing claims.
To comprehend the more dominant role insurance companies will almost certainly play within the "option" we must first disabuse ourselves of the myth that the "option" will "look like Medicare." Although leaders of the "option" movement have vigorously promoted that claim, the claim has been demonstrably false since at least June when Democrats introduced legislation that would create tiny "option" programs that would, according to Congressional Budget Office estimates, insure no more than 10 million Americans.
Once we have determined that the "option" will be tiny, we must then ask whether a tiny "option" can be implemented as easily as Medicare was in 1966. Using just our commonsense and a rudimentary knowledge of the health insurance industry, it becomes obvious the answer is, No, a tiny "option" cannot be implemented as quickly and easily as Medicare was. Unlike Medicare, which was implemented at the national level using a few relatively inexpensive methods (such as press conferences and a public education campaign), the "option" will have to be implemented on a market-by-market basis. The "option" program will have to create one "option" program or plan for the California Bay Area market, another for the upstate New York market, and so on.
Of course, stating that the "option" will consist of numerous local plans and will, therefore, be harder to implement than Medicare was, sheds no light on whether public employees or private corporations will create and run those plans. For information on that issue, we must turn to the Democrats' legislation. According to bills written by the Senate Health, Education, Labor and Pensions (HELP) Committee and by the House leadership (HR 3962), the Secretary of Health and Human Services will be authorized to contract with corporations "for the purpose of performing administrative functions … with respect to the public health insurance option" (as HR 3962 puts it; the HELP Committee's bill uses nearly identical language). How we interpret the phrase "administrative functions" depends on our understanding of what has to be done to create the "option" program.
To sum up: The tasks required to implement a small "option" are quite different from the tasks required to implement Medicare; the Democrats' legislation indicates these tasks will be carried out by insurance companies and corporations with similar expertise. When we piece these facts together, we must conclude that private-sector corporations will very likely play a much greater role in the "public option" than they do in Medicare.
On Saturday, October 24, the Washington Post published an article which said in passing that the "public option" will be run by insurance companies. "The public option would effectively be just another insurance plan offered on the open market," said the article. "It would likely be administered by a private insurance provider, charging premiums and copayments like any other policy." To my knowledge, that is the first time any media outlet or blog, with the exception of the blog maintained by Physicians for a National Health Program, has warned the public that the "public option" will be run by private corporations, not public employees.
Within hours of this article's publication, blogger John Byrne at "the raw story" reported that insurance companies will run the "option." Byrne quoted the Washington Post article and three paragraphs from one of two papers I wrote on this issue. Byrne's piece generated a minor ruckus in the liberal blogosphere. By Sunday October 25, a half dozen other blogs had posted it, and hundreds of visitors to these blogs had posted comments.
Calm down everyone – let's unknot those drawers. Private insurance companies have been running the Medicare system for years and years. They are called fiscal Intermediaries. …Please let's all understand the way Medicare works before going off.
…. Medicare is already administered through private insurance companies and it works very well. Those companies already have the systems set up for tracking and billing and they do the Medicare administration for a minimal cost.
These comments are mistaken. Their authors have been seduced by the "option" campaign's constant comparison of the "option" to Medicare. The comparison to Medicare leads the unsuspecting to think the "option" will be a uniform program, administered directly by public employees, like the traditional Medicare program, that is, a program with no insurance companies parked between the federal government and the doctors and hospitals that treat Medicare beneficiaries. It leads the unsuspecting to think that public employees will create and directly administer the "option" and that the role of corporations in the "option" will be limited to the role they play in the traditional Medicare program, which is to process claims.
But Hacker's description of the "option" bears no resemblance to the "option" in either the Senate Health, Education, Labor and Pensions (HELP) Committee or the House bill (it used to be HR 3200, now it is HR 3962). The "options" in these bills will not resemble the traditional Medicare program but will in fact consist of numerous insurance programs (or plans) functioning at the level of individual insurance markets, that is, at the level of states and regions within states. Once you understand this, you begin to grasp what it means to say that private corporations will "administer" the "option" program. You begin to comprehend the possibility that the multiple local "option" programs might actually be owned by, or administered by, privately owned corporations, possibly health insurance companies. You begin to understand, in short, that the role of corporations in the "option" could be much more substantial than that of a mere claims processor.
To offer an analogy, the role of private corporations in the "option" will probably resemble the role that Northrop Grumman, Boeing and other defense contractors play in the production of fighter planes for the Pentagon. Through contracts with these corporations, the Pentagon sets the terms under which contractors are supposed to produce the planes, but the actual production of the planes is done entirely by private corporations. If and when the "option" program as it is now described in legislation pending in Congress is implemented, private-sector control in that program will almost certainly resemble the private-sector control of the production of military hardware for the Pentagon far more than it will resemble the level of private-sector involvement in the traditional Medicare program.
Prior to last spring, the possibility that private corporations might play a dominant role in the "option" was not obvious. But some time during the spring, and by no later than June, it did become obvious, at least to those with eyes to see. Last spring Democrats took the large original "option" proposal and shrank it down to a tiny program.
As I have explained elsewhere, the original version of the "option" proposed by Hacker and endorsed by advocates of the "option" was huge. Hacker and others predicted it would enroll 130 million non-elderly Americans, or about half of the non-elderly population. It was reasonable to predict that a public program of that size would either possess many of the features of Medicare, including its uniform benefits, or would soon acquire those features as it grew bigger at the expense of the insurance industry. It was reasonable to predict it would grow bigger because its huge size would give it the advantage of lower overhead and lower provider costs and, therefore, lower premiums.
But after the Democrats released their draft legislation in June, it was apparent they had no intention of enacting an "option" program as large as the one Hacker originally proposed. The Democrats' bills eliminated all but one of the features of Hacker's original version of the "option" that would have guaranteed enormous size. The features the Democrats struck from Hacker's original model included the requirements that the "option" be open to all non-elderly Americans, that the "option" automatically enroll all uninsured people and all Medicaid recipients prior to the commencement of operations, and that only enrollees in the "option" get subsidies to offset the cost of the "option's" premiums.
the new House version of HR 3200 (HR 3962) released by Speaker Nancy Pelosi on October 29 will enroll just 6 million people.
By no later than July, then, representatives of the "option" campaign had no excuses for comparing the "option" to the traditional Medicare program. That didn't stop them from doing so, however. Hence the great confusion among members of the public, the media, pollsters, and even members of Congress about what the Democrats' proposed "option" is and, therefore, the role corporations will play in its creation and administration.
When we knew for sure the "option" was going to be tiny, commonsense and a rudimentary knowledge of the health insurance industry should have told us the "option" would not be a uniform program like the traditional Medicare program but would instead be broken up into dozens or hundreds of individual programs or insurance companies, each serving a particular health insurance market, for example, California's Bay Area or upstate New York. Commonsense would not necessarily have told us that these multiple insurance programs or companies would be run by private corporations. They could just as easily (and for less money) be run by the federal government.
In this section I want to discuss the Democrats' proposed "option" as if we know only three things about it: (1) it must compete with private health insurance companies to sell health insurance to the non-elderly; (2) unlike the Medicare program, which was given 100 percent of the elderly to insure and thus began with a huge pre-enrolled pool of people, the "option" will instead be guaranteed zero enrollees on its first day of operations and will have to compete with the insurance industry for every customer it eventually enrolls; and (3) the "option" is expected to perform on a "level playing field," that is, it is given no advantages over Aetna and its other private-sector competitors (such as subsidies to its enrollees to purchase the "option's" product that people who buy insurance company policies don't get).
Commonsense tells us that this version of the "option" will not resemble Medicare, either in the manner in which it must be implemented or in its final structure. If the "option" really were like Medicare and was given 100 percent of all Americans in a large age bracket, say all kids up to age 19 or all adults age 50 to 64, we would have every reason to predict the "option" would spring up as quickly as Medicare did and flourish as Medicare has. We would also have every reason to think the establishment of such an "option" would be relatively easy. The primary task that would need to be carried out by such an "option" would be to announce its existence with press conferences and an advertising campaign like the one that preceded the establishment of Medicare Part D (the drug program). These activities, easily executed out of one office in Washington DC, would, largely by themselves, achieve nearly universal enrollment of the eligible population and educate doctors and hospitals about how to participate in the new program.
Because this hypothetical version of the "option" would quickly enroll virtually all of the eligible population (Medicare accomplished that task within 11 months), it would have little or no problem inducing clinics and hospitals everywhere to accept "option"-insured patients even if it paid providers at rates below those paid by the insurance industry. It would have little or no trouble because very few providers would want to turn away so many patients and so much revenue. Commonsense tells us this would be true across the country (not just in some parts of the country) because the distribution of any given age bracket is roughly the same across the country.
Medicare's history confirms this commonsense analysis. No law requires doctors and hospitals to accept Medicare patients, and yet virtually all doctors and hospitals have accepted Medicare patients routinely since Medicare began operations on July 1, 1966 even though Medicare has paid providers 20 percent less, on average, than the insurance industry has (the actual difference between Medicare and insurance industry reimbursement rates has varied over time and by region).
On the other hand, commonsense suggests a very different outcome if the "option" starts out as a program separate from Medicare and is guaranteed none or few of the advantages that Hacker specified for his original version of the "option," including a large enrollment prior to the first day of operations. Commonsense tells us that if the "option" is instead forced to begin operations without a single enrollee, and must compete on a level playing field with existing insurance companies to recruit whatever enrollees it eventually does get, the "option's" growth pattern will be quite different from Medicare's.
And here we come to my main point: The major difference between an "option" that really does resemble Medicare and the little one proposed by Democrats is that the little Democratic "option" can't be rolled out all at once at the national level. Rather, it must be implemented at the local level market by market – in the Bay Area market, in the upstate New York market, in the Chicago market, in the Iron Range-Duluth market, in the Fort Worth-Dallas market, and so on.
A small "option" must be implemented market by market because wholesale activities at the national level – like press conferences and a public education campaign – no longer accomplish, by themselves, the two fundamental tasks that any successful insurance program must accomplish – the enrollment of a sufficient number of people, and achieving some assurance (formal or informal) that a sufficient number of providers are ready and willing to treat those people. For the tiny "option" promoted by the Democrats, those tasks can be accomplished, if at all, by a work plan that (1) goes beyond mere press conferences and advertising that is (2) conducted at the local level.
Once we accept the fact that the Democrats' "option" will have to be built market by market, an obvious question arises: Won't the "option" program or insurance company we build in one market differ in important ways from the ones we build in other markets? The answer to this question is, Yes, the "options" could vary by premium levels, benefits covered, level of out-of-pocket payments (this will be true even if the final "option" legislation sets minimum benefit and out-of-pocket levels), degree to which patient choice of provider is limited, or all of the above.
For those who aren't familiar with the insurance industry, let me elaborate briefly. Health care markets, and therefore health insurance markets, are local. With the exception of prescription drugs and medical equipment, the great majority of medical expenditures are for services provided by health care professionals to people who live near them, that is, within their market area. The fact that most health insurance companies are multi-state or national doesn't change the fact that the success of any given insurance company depends primarily on how it performs in the local markets in which it attempts to compete. Since at least the advent of managed care, the performance of insurance companies in a particular market has depended first and foremost on its size.
The reason insurance companies do not attempt to penetrate all markets is that there are barriers to market entry that are expensive to overcome and, in some markets, impossible to overcome. One of the most important market-entry barriers, possibly the most important, is the level of concentration within the insurance market. A market in which, for example, two insurance companies insure 80 percent of the population will, other things being equal, be harder to break into than a market in which the largest two insurance companies insure only 20 percent of the population. The level of concentration within the clinic and hospital sectors will also have some bearing on how difficult market entry will be.
A third important factor affecting the ease of market entry is the extent to which managed care has taken over the market. In markets where managed care practices are widely used, insurers typically limit patient choice of provider. Insurance companies do this because it allows them to funnel a large number of patients to relatively few providers, and this in turn augments their power to extract discounts from providers and to induce providers to cooperate with the insurance company's efforts to deny services to patients. Both of these advantages – paying providers less and paying for fewer services – obviously help the insurer keep its premiums down.
in those markets, establishing a new insurance company that can quickly get its premiums down near or below those of the dominant insurers is very, very difficult. On the other hand, in markets where, say, 20 insurance companies each enroll 5 percent of the population and those insurers make limited use of managed-care tactics, entry and long-term survival by new competitors is less difficult.
To sum up: If we know only that the proposed "option" (1) is expected to compete with insurance companies, (2) will be small, and (3) won't be given advantages that insurers don't get, we can predict the "option" will have to be built market by market. We can predict, conversely, that such an "option" cannot be implemented with the simpler and less expensive national-level activities that would suffice to implement a large "option" that truly did resemble Medicare. Exactly how small the "option" has to be before we can predict it must be implemented market by market is not clear. But it seems safe to say that the little zero-to-six-million-enrollee "option" proposed by the Democrats falls far below the critical mass required for a publicly financed health insurance program to be implemented with the relatively simple tools with which Medicare was implemented.
Finally, if we reach the conclusion that the Democrats' "option" must be implemented market by market, then we must also reach the conclusion that the locally implemented "options" will look different from one another. Why? Because the market-entry barriers they will have to overcome will differ from market to market. Such an "option" will be "national" only in the sense that the federal government will be financing the attempt by the "option" program to break into every market in the US, and in the sense that the federal government will set some minimum criteria (such as minimum benefit levels) that "option" programs must meet in each market.
Reaching the conclusion that the "option" program will have to be implemented market by market does not necessarily mean individual local "option" programs will be created by or run by private firms. One could imagine Congress passing a law that requires "option" programs to be created and run by public employees.
* All five reports by the Congressional Budget Office to members of Congress about the impact of the "option" on the uninsured rate and on federal spending issued between July and September as well as CBO's latest (October 29) report on the "option" in the House bill.
On October 27, I attempted to induce Jason Rosenbaum, a blogger for HCAN, to explain how the Democrats' "option" would be implemented. I posted a question to Rosenbaum on an article he wrote for the Firedoglake Website in which he called Sen. Reid's announcement the previous day (that the Senate version of the "reform" bill would contain an "option") "a huge victory." My question, which is presented in an appendix to this post, laid out my best guess as to how an "option" plan could come into existence plus several questions about aspects of my scenario. Rosenbaum declined to discuss my question. "Sorry Kip, not interested," was the extent of his reply.
Thus, the only documents available to the public at this date that shed light on the extent to which private corporations will create and run the "option" program are the Democrats' "reform" bills – the Senate HELP Committee bill and HR 3200, now HR 3962. As I have noted in previously posted papers, both bills clearly authorize the Secretary of the Department of Health and Human Services (the official in charge of implementing the "option" in both bills) to hire private-sector insurance companies and other types of corporations "for the purpose of performing administrative functions … with respect to the public health insurance option" (as HR 3962 puts it at page 212; the HELP Committee bill uses identical language but substitutes "with respect to the community health insurance option"). Both bills state that these "administrative functions" include at minimum the claims-processing functions now carried out by insurance companies for Medicare. Both bills, especially the Senate bill, clearly imply that the administrative functions that will need to be carried out to create the "option" will go way beyond mere claims processing. However, neither bill explains what these non-claims-processing tasks will be.
In my view it is reasonable to infer that the non-claims-processing functions will be all those tasks necessary to create and run "option" programs in every market in the US. I said above that the Senate HELP Committee bill is especially clear about this. That's because it not only explicitly acknowledges that the "option" will consist of numerous "community option" programs, but because it limits the use of the start-up funds to loans to the "contracting administrators" (the Senate HELP Committee's name for the corporations the Secretary may contract with). There is, in other words, no language in the "option" section of the Senate HELP bill that gives the Secretary money to hire more public employees to carry out the task of creating "option" insurance programs. The Secretary's only choice is to outsource all the tasks necessary to create "option" programs market by market to private sector corporations, most of which will probably be insurance companies.
Using our commonsense and a few basic bits of information about the Democrats' "option," we can deduce that the "option" will not be uniform like Medicare, but will be a smorgasbord of local plans. When we consult the Democrats' legislation, it becomes apparent – in the case of the Senate bill, obvious – that the "option" will be created and possibly run by insurance companies and other corporations.
Once we establish that the "option" will consist of multiple local plans, then it becomes obvious the contracting administrators will have to set those up. What's not obvious, but what seems inevitable, is that (a) the contracting administrators will hire non-public-employees to staff the local plans and (b) the contracting administrators will either eventually retire from the scene and leave those plans in private hands (in which case we can say the local "options" are privately owned and run) or the contracting administrators will continue to play some ownership or supervisory role indefinitely (in which case it would be accurate to say the contracting administrators not only created the local "options" but ran them thereafter).
Thanks in large part to the bait-and-switch tactic employed by the leaders of the "public option" movement, the high probability that the "option" will be a balkanized program created and run by insurance companies is not obvious to the public. The constant description of the "option" as "like Medicare" and "available to all Americans" has created widespread confusion about every aspect of the "option," including how big it will be, whether it will be uniform like Medicare or balkanized into dozens or hundreds of local programs, and who will create it. Given this confusion, I definitely understand why some people thought Byrne's article overstated the role insurance companies will play in the "option." But that doesn't excuse them. The movement for universal health insurance does not need ditto-heads. We need well informed people capable of playing a role in improving, not diminishing, public understanding of the Democrats' "reform" legislation.
I want to stress that the issue of whether the Democrats' tiny "option" is run by public employees or private corporations is secondary to the question of whether the "option" will work as advertised, in particular, whether it will be big enough, efficient enough, and sufficiently immune to adverse selection to seize substantial market share from the insurance industry and force its premiums down. The important issue is the impact the small size of the Democrats' option will have on its ability to keep its administrative costs and provider reimbursement rates down. The use of private firms to create the numerous "community insurance option" programs will probably add to the total administrative cost of setting up the "option" program, but those additional costs pale in comparison to the higher administrative costs created by the need to build the "option" program on a retail basis, that is, market by market, rather than on a wholesale basis.
Most importantly, if the Democrats' feeble "option" is used as a fig leaf by liberal members of Congress to throw hundreds of billions of dollars per decade at the insurance industry, and if the "option" fails to have any effect on the insurance industry, serious damage will be inflicted on Americans, both as patients and as premium- and tax-payers. Those who wish to alleviate human suffering in all its forms will care little whether the "option" failed under the guidance of public employees or insurance companies.
Nevertheless, this issue of whether corporations will play a significant role in the "option" is an important one because truthful reporting about it helps educate Americans, including those Americans who hold seats in Congress, about what the "option" is and isn't. Right now the Democrats' "option" looks like a tiny little program that will hire insurance companies to create little privately run insurance companies from scratch on a market by market basis. It is extremely unlikely that if pollsters asked Americans what they thought of this version of the "option" that a majority would say they like it. It's hard to believe a majority of the membership of Congress would vote for it.
Could you walk us through the process by which the Department of Health and Human Services will set up an "option" plan in any given market, say Boston, under the Senate health bill, HR 3200, or HCAN's blueprint? Here's the scenario I believe will occur under both the Senate HELP bill and HR 3200 assuming the "option" actually survives.
* Beginning in 2013, the Secretary of HHS contracts with a "contracting administrator," that is, a corporation such as Blue Cross Blue Shield, to set up an "option" plan in Boston. The Secretary also loans Blue Cross several hundred million dollars to carry out all the tasks necessary to set up an "option" plan.
* Blue Cross then hires 80-100 people to create an insurance company to serve Boston. These people do the things you'd expect people to do to create a new insurance company, including making cold calls on clinics and hospitals to see if they'd be interested in accepting "option"-insured patients at Medicare rates plus 5% (or about 15% below the insurance industry average).
Question: Do you anticipate that Blue Cross will at some point ask clinics and hospitals to sign contracts with Blue Cross indicating their commitment to be part of the Boston "option" network? Or will contracts be unnecessary?
* After six months of making numerous cold calls, Blue Cross succeeds somehow in inducing a sufficient number of clinics and hospitals to agree to accept "option" enrollees. Now Blue Cross incorporates the Boston Public Option Plan (BPOP) and hires 80 people to staff BPOP.
Question: Does Blue Cross exit the scene now, or do you anticipate Blue Cross will continue to serve as an advisor to BPOP? Obviously, Blue Cross, if it does retire from the project, has to leave in place a contract with BPOP that at minimum ensures BPOP will repay the loan that Blue Cross got from the Secretary of HHS.
* BPOP/Blue Cross now begins advertising heavily and making cold calls on employers seeking to induce tens of thousands of Boston residents to pay their premiums to BPOP in the event that these people are eligible to shop in the MA exchange.
Question: How many people will have to enroll in BPOP in order for BPOP to have sufficient leverage over local providers to get them to accept reimbursement rates even with or below the rates paid by Aetna et al. in the Boston area? I'm not looking for precision, just some evidence that you or someone you know in the "option" movement has thought about this.
* Let's assume BPOP solves the chicken-and-egg problem of trying to assemble a critical mass of providers and enrollees roughly simultaneously. BPOP formally opens for business. BPOP makes enough money within the next 8 to 9 years that it can repay to Blue Cross the loan it got from the Sec or HHS. Blue Cross in turn repays HHS.
Is this the process you envision?
Kip Sullivan is a member of the steering committee of the Minnesota chapter of Physicians for a National Health Program. He is the author of The Health Care Mess (AuthorHouse, 2006).


text:
Yes, Mr. Brown, It *Is* Fake Outrage
Another attempt from WorldNetDaily to push dishonest right-wing narratives about schools came in a Oct. 27 column by Michael Brown, under the headline "No, Mr. Obama, this is not 'fake outrage'":
Former President Obama made a terrible mistake when he said earlier this week in Virginia, "We don't have time to be wasted on these phony trumped-up culture wars, this fake outrage, the right-wing media's peddles to juice their ratings."
Mr. Obama, the culture wars are anything but trumped-up, the outrage is quite real, and this is hardly a right-wing publicity stunt to generate ratings. Quite the contrary.
The people of Virginia – more specifically, the parents of Virginia – and the nation are saying enough is enough. You do not mess with their children.
Mr. Obama, was the Loudoun County, Virginia, school board "just trying to keep [the] kids safe" when they hid the fact that a girl had been raped in the girls' room by a boy wearing a skirt?
And was it their zeal to keep the kids safe that moved them to allow males to use the girls' bathroom based solely on a boy's preference? Really?
As we've documented when the Media Research Center tried to exploit the issue, that sexual assault was much more complicated than the transphobic Brown would have you believe. The boy and girl had previously had sexual relations before in this very same bathroom, and this encounter began with the girl inviting the boy to the bathroom for sex; the girl withdrew consent, the boy wouldn't stop, and that's when it became a sexual assault. Also, the assault occurred well before the Loudoun County schol district started discussions about transgender rights for stiudents, so the assault had absolutely no connection with it.
Brtown concluded:
For many years now, I have been saying that the left will overplay its hand, resulting in a cultural pushback. Be assured that the pushback is very real – not trumped up, not fake and not the creation of right-wing news media. Let the parents lead the way!
Ah, but it very much was the creation of right-wing media. Why? Because they wanted a Republican, Glenn Youngkin, to be elected governor of Virginia, and hyping hot-button culture-war issues was considered the best way to do that. Curiously, Brown made no mention of this race in the context of these issues being hyped, outside of a reference to Terry McAuliffe that didn't even mention that he was the Democratic candidate for governor against Youngkin.
As we've also noted, the fact that right-wing media largely abandonded the story after it served its purpose by getting Youngkin elected more demonstrates how fake that outrage was.
Indeed, Brown cheered how the culture wars got Youngkin elected in his Nov. 3 column, insisting that it showed "the culture wars are real, and parents have said enough is enough. Whether the issue was the dangerous, radical transgender agenda in children's schools ... or a destructive, overemphasis on racism in school curricula ... it appears that the voters spoke on these issues too." He went on to gloat that "it appears that the shocking news that the rape of a Loudoun County teenage girl in the girls' bathroom by a boy wearing a skirt was covered up by the local school board drew a sharp response from many parents. (And remember: the apparent cover-up was in the specific context of supporting transgender extremism in the schools.)"
So, yes, the culture wars were manufactured here to get a Republican elected. But Brown will never admit that truth, because his livelihbood of hating LGBT people depends on those culture wars looking as organic as he can make them. And part of that manufactured culture-war outrage is loudly insisting that it isn't being manufactured.
Posted by Terry K. at 6:27 PM EST


text:
Q: What is the meaning of each part of this luminoth command? I am trying to train on a dataset using luminosity. However, as my computer has a poor GPU I am planning to use glcoud. It seems that luminoth has gcloud integration according to the doc(https://media.readthedocs.org/pdf/luminoth/latest/luminoth.pdf).
Here is what I have done.

*

*Create a Google Cloud project.

*Install Google Cloud SDK on your machine.

*gcloud auth login

*Enable the following APIs:
• Compute Engine
• Cloud Machine Learning Engine
• Google Cloud Storage
I did it through the webconsole.

Now here is where I am stuck.
5. Upload your dataset's TFRecord files to a Cloud Storage bucket:
 the command for this is;
gsutil -o GSUtil:parallel_composite_upload_threshold=150M cp -r /path/to/dataset/˓→tfrecords gs://your_bucket/path

I have the tfrecords file in my local drive and the data that I need to train on. However, I am not sure what each command in gsutil is trying to say. For /path/to/dataset/ do I simply input the directory my data is in? And I have uploaded the files to a bucket. Do I simply provide the path for it?
Additionally, I am currently getting
does not have permission to access project (or it may not exist)

Apologies if this may be a stupid question.

redpajama_set_name: RedPajamaStackExchange


text:
add_circle Register
Document from CIS Legislation database © 2003-2020 SojuzPravoInform LLC
JOINT ORDER OF THE ATTORNEY-GENERAL OF THE REPUBLIC OF KAZAKHSTAN AND MINISTER OF FINANCE OF THE REPUBLIC OF KAZAKHSTAN
of February 21, 2017 No. 18, on February 22, 2017 No. 127
About approval of Rules and the bases of obtaining by authorized body on financial monitoring from information exchange system of law enforcement, special state and other agencies of information necessary for counteraction of legalization (washing) of income gained in the criminal way and to terrorism financing
(as amended on 05-11-2019)
For the purpose of realization of Item 5 of article 16-2 of the Law of the Republic of Kazakhstan of December 22, 2003 "About the state legal statistics and special accounting" PRIKAZYVAYEM:
1. Approve the enclosed Rules and the bases of obtaining by authorized body on financial monitoring from information exchange system of law enforcement, special state and other agencies of information necessary for counteraction of legalization (washing) of income gained in the criminal way and to terrorism financing.
2. To provide to committee on legal statistics and special accounting of the Prosecutor General's Office of the Republic of Kazakhstan:
1) state registration of this joint order in the Ministry of Justice of the Republic of Kazakhstan;
2) within ten calendar days from the date of state registration of this joint order the direction it the copy in the Republican state company on the right of economic maintaining "The republican center of legal information" of the Ministry of Justice of the Republic of Kazakhstan for official publication in Reference control bank of regulatory legal acts of the Republic of Kazakhstan;
3) placement of this joint order on official Internet resource of the Prosecutor General's Office of the Republic of Kazakhstan and the Ministry of Finance of the Republic of Kazakhstan.
3. To impose control of execution of this joint order on chairmen of Committee on legal statistics and special accounting of the Prosecutor General's Office of the Republic of Kazakhstan and Committee on financial monitoring of the Ministry of Finance of the Republic of Kazakhstan.
4. This joint order becomes effective after ten calendar days after day of its first official publication.
Attorney-General of the Republic of Kazakhstan
__________ Zh. Asanov
Minister of Finance of the Republic of Kazakhstan
_________ B. Sultanov
No. 18, No. 127 are approved on February 22, 2017 by the joint Order of the Attorney-General of the Republic of Kazakhstan and the Minister of Finance of the Republic of Kazakhstan of February 21, 2017
Rules and the bases of obtaining by authorized body on financial monitoring from information exchange system of law enforcement, special state and other agencies of information necessary for counteraction of legalization (washing) of income gained in the criminal way and to terrorism financing
Chapter 1. General provisions
1. These rules of obtaining by authorized body on financial monitoring from information exchange system of law enforcement, special state and other agencies of information necessary for counteraction of legalization (washing) of income gained in the criminal way and to terrorism financing (further - Rules) determine procedure and the bases of receipt of information from information exchange system of law enforcement, special state bodies and other bodies (further - SIO PSO) employees of authorized body by financial monitoring (further - users).
Chapter 2. Procedure for receipt of information from SIO PSO
2. The user, according to Item 1 of article 16-1 of the Law of the Republic of Kazakhstan of December 22, 2003 "About the state legal statistics and special accounting" acquires right of access to services according to appendix 1 to these rules.
3. The user sends to the operator of SIO PSO - to Committee on legal statistics and special accounting of the Prosecutor General's Office of the Republic of Kazakhstan (further - KPSISU) the request for the organization of access to SIO PSO (further - the request) in form, according to appendix 2 to these rules.
The request goes the user in electronic form through the SIO PSO portal.
The request is signed by the EDS of the user with attachment of the scanned its copy signed on paper with own hand and the head of authorized body on financial monitoring the confirmed seal.
4. The representative of SIO PSO who is responsible for operability of system (further - the administrator) checks the request and within a day from the date of receipt of request registers the user in SIO PSO, or directs the motivated refusal in registration signed by means of the digital signature of National certification center (further - the EDS of NUTs) registered in KPSISU by means of the SIO PSO portal. The operator of SIO PSO does not register and does not provide to the user access to SIO PSO if the data specified in the request are incomplete.
5. Registration is performed according to the list of cast of SIO PSO on the bases, according to appendix 3 to these rules (further - the List).
6. In case of dismissal, the user with own hand signs on paper the request for blocking and sends through the SIO PSO portal its scanned version signed to own EDSs of NUTs.
The SIO PSO administrator in case of receipt of the request from the official of authorized body on financial monitoring on blocking of the user Sistema without delay blocks access for this user.
7. For receipt of information condition is availability at the user of SIO PSO of the basis, and also registration in SIO PSO according to the List.
8. Use of SIO PSO is possible in case of observance of the requirements to users and personal computers stated in annex 4 to these rules.
9. In case of primary entrance the user signs means of the EDS of NUTs the Agreement on rights to use of SIO PSO on form according to appendix 5 to these rules. The signed agreement and signature date are fixed in SIO PSO.
10. Work in SIO PSO begins with passing by the user of SIO PSO of the procedure of authentication which is performed by means of the EDS of NUTs of the user.
11. The user of SIO PSO who successfully underwent authentication and in the presence of the signed agreement electronically gets access to SIO PSO, and possibility of sending request on services available to it.
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text:
Q: Firefox issue with position absolute inside an item with display: table-cell I have 3 li's that I am trying to line up horizontally and then position a span inside each of the li's.
The spans get positioned correctly in Chrome but are well outside the boundary of the li's in Firefox.
http://jsfiddle.net/brendan_rice/mPnCh/1/
Can anyone help please?

Step 1Create Something

Once you have created Something Else you can Create Final Thing

Step 2Create Something Else

Once you have created Something Else you can Create Final Thing

Step 3Create Final Thing

Once you have created Something Else you can Create Final Thing

CSS
body{
padding-top: 300px;
}
#blank-slate-steps {
    background-color: #E8E8E8;
    bottom: 0;
    font-family: OpenSansCondensedBold,sans-serif;
    text-align: center;
    width: 100%;
}
#blank-slate-steps li {
    display: table-cell;
    max-width: 300px;
    padding: 40px;
    position: relative;
    width: 300px;
}
#blank-slate-steps h3 {
    font-size: 1.6em;
    margin-bottom: 0.6em;
}
#blank-slate-steps h3 em {
    color: #878787;
    float: left;
    font-size: 0.8em;
    font-style: normal;
    margin-bottom: 4px;
    text-transform: uppercase;
    width: 100%;
}
#blank-slate-steps li.second span {
    background: red url("../images/sprite/icons-grey-38.png") no-repeat scroll 0 -56px transparent;
    height: 37px;
    width: 36px;
}
#blank-slate-steps span {
background-color: red;
    display: block;
    height: 20px;
    left: -10px;
    position: absolute;
    top: 50px;
    width: 20px;
}

A: use position relative for blank-slate-steps div.
#blank-slate-steps {
    background-color: #E8E8E8;
    bottom: 0;
    font-family: OpenSansCondensedBold,sans-serif;
    text-align: center;
    width: 100%;
    position: relative;
}

A: Ok, I've made it work, you can do it like this : fiddle
Explanation: What I did was, I used position: relative; for #blank-slate-steps and than used position: relative; again for div and wrapped the
 content inside it
HTML

Step 1Create Something

Once you have created Something Else you can Create Final Thing

Step 2Create Something Else

Once you have created Something Else you can Create Final Thing

Step 3Create Final Thing

Once you have created Something Else you can Create Final Thing

CSS
body{
    padding-top: 300px;
}
#blank-slate-steps {
    background-color: #E8E8E8;
    bottom: 0;
    font-family: OpenSansCondensedBold,sans-serif;
    text-align: center;
    width: 100%;
    position: relative;
}
#blank-slate-steps li {
    display: table-cell;
    max-width: 300px;
    padding: 40px;
    width: 300px;
}
#blank-slate-steps h3 {
    font-size: 1.6em;
    margin-bottom: 0.6em;
}
#blank-slate-steps h3 em {
    color: #878787;
    float: left;
    font-size: 0.8em;
    font-style: normal;
    margin-bottom: 4px;
    text-transform: uppercase;
    width: 100%;
}
#blank-slate-steps li.second span {
    background: red url("../images/sprite/icons-grey-38.png") no-repeat scroll 0 -56px transparent;
    height: 37px;
    width: 36px;
}
#blank-slate-steps span {
    background-color: red;
    display: block;
    height: 20px;
    left: -10px;
    position: absolute;
    top: 50px;
    width: 20px;
}

A: Try to put your span in first like that:

Step 2Create Something Else

Once you have created Something Else you can Create Final Thing

and put the span in position:relative and float:left


text:
Q: Getting error during FB api connection During connection I am getting an error. At this site. When I press Log in and then agree getting error

An uncaught Exception was encountered
Type: FacebookApiException
Message: An active access token must be used to query information
  about the current user.
Filename:
  /data/www/iflyge/iflybase.com/application/libraries/base_facebook.php
Line Number: 1340
Backtrace:
File:
  /data/www/iflyge/iflybase.com/application/libraries/base_facebook.php
  Line: 911 Function: throwAPIException
File:
  /data/www/iflyge/iflybase.com/application/libraries/base_facebook.php
  Line: 687 Function: call_user_func_array
File: /data/www/iflyge/iflybase.com/application/controllers/Fb.php
  Line: 435 Function: api
File: /data/www/iflyge/iflybase.com/index.php Line: 316 Function:
  require_once

Any Idea how can I solve this problem? Similar script works well with other web-sites