A Ning network for dealing with student media CMS issues.
Megan's coverage of last week's Next Newsroom conference re: the future of college media.
Alumni profile on H & O featuring a classic music video, audio of interviews, slideshow, etc. One-off WordPress page fits well into the CMS and makes for great SEO.
Student paper at Ohio State tweeting headlines. I'd love to see some human-written notes in here as well.
A student newspaper site migrates from College Publisher to WordPress.
Feb 28 – March 2, 2008. I don't know much about it, but if you're planning to show up, let me know, talk me into coming, etc.


In the autumn of 1968, Jim O'Neill was finally in the place where he knew he was meant to be. One week week after his graduation from Notre Dame University, he had lost his father to colon cancer. Now, a year later, he was beginning his second year at Boston College Law School. For the first time in his young life, he could finally see a future for himself. He had come to love the law and was beginning to see it as his life's calling. He was sure of this now, after all the years of youthful uncertainty and testing. But he had arrived at this firm conviction in unsettling times. The war raging in Vietnam threatened to tear apart all the plans he had made.
The year had opened with the surprising Tet Offensive against American forces in Vietnam. A photograph of a South Vietnamese general administering summary punishment by shooting a Vietcong prisoner in the head made the front page of newspapers across America. A U.S. Army Major seemed to summarize the war itself when he described an operation where "It became necessary to destroy the town to save it." In succeeding weeks, Martin Luther King was assassinated, Robert Kennedy was shot dead, and anti-war demonstrators were brutalized by police in the streets of Chicago.
But it was a decision made in February of that year by the Johnson Administration that would shake Jim's world most directly: automatic draft deferments for graduate and professional school students were summarily abolished. All through that discouraging Spring and summer, Jim had tried to get his draft board to use the discretion they were still allowed to defer students already enrolled in post-graduate work so they could complete their studies.
In June, Jim received notice that he was reclassified '1-A' and reported for a pre-induction physical. All through that turbulent summer he considered the few choices that remained open to him. He talked about his options with friends and with his big sister who had just graduated from law school. He considered fleeing to Canada with a friend who faced the same circumstances.
At 5:00 a.m. in the icy dark of a January morning, Jim and a dozen other area recruits were met at the bus station by an earnest group from the local Salvation Army who showered them with items they thought the recruits could use — toothpaste, soap, a sewing kit, medicine for indigestion. In two hours, the busload of young men arrived at a military processing center in Boston. They were greeted by a sergeant who immediately confiscated all the Salvation Army offerings — gifts never to be seen again.
In short order the recruits were examined, tested and finally ushered into a hall where they were made to stand in rows. Then somebody ordered them to step up to a line and raise their right hands. Before they knew it, they were solemnly swearing to support and defend the US Constitution against all enemies, to obey the orders of the President of the United States and the orders of the officers that were appointed over them. From that moment on, their lives were changed completely; they had joined the United States Army in a time of war.
That afternoon the inductees were bussed to the airport and put on a plane bound for South Carolina. They were headed to Fort Jackson to undergo more processing and testing. Arriving in the middle of the night, they were treated to a "shakedown;" everything they had brought with them was inspected. Jim had packed Dostoyevsky's The Brothers Karamazov. A bull-dog of a drill sergeant picked it up, shoved it in Jim's face, and shouted, "No f___ books in the Army!" " I hope you get a chance to read it," Jim thought, but said nothing. He knew when to keep his mouth shut, but also when to speak up.
It was when they were drawing blood from the recruits for the troops in Vietnam that he mentioned to the soldier working on him that he had been trained as a lab tech. That led to casual conversations with other lab techs who encouraged him to apply for a specialist's position. They told him that if he were an Army lab tech, he could count on getting a hospital-based position and was pretty much guaranteed that he wouldn't go to Vietnam.
Two years as an army lab tech sounded alright to Jim. He'd be doing something useful and be drawing on past training and experience. Since high school he had worked summers and weekends in a job his physician father had found him in a small hospital lab and emergency room. So, Jim decided that on every aptitude test he was given, he would do the best he could to leave the impression that making him a medical technician was the best thing the military could do with him.
Jim would have no regrets over the answer he gave that morning. The more he saw of the army from a grunt's point of view, the more he gained a grudging respect for it. The army, Jim could see, did a good job of pulling people together — people like himself who didn't want to be there in the first place. They could get an incredibly diverse group of guys to work together for a common purpose.
Jim realized very quickly that you don't talk politics with your drill sergeant. The 'non-coms' didn't care a fig what your personal opinions were or what you thought of them. But they did want you and the entire company to succeed. The problem was never really the Army for Jim, it was the war the Army was training him to fight.
All through the three months of basic training at Fort Gordon, Georgia, the non-commissioned officers, whose motto was 'make 'em miserable,' treated the recruits with a kind of benevolent meanness. After basic, however, things got easier. In the Spring of 1969, Private 2nd Class O'Neill shipped out to Fort Sill, Oklahoma. Fort Sill was a fairly humane place where the Army's quirky, unofficial ways were visibly on parade.
One morning a Staff Sergeant addressed Jim's platoon before giving out guard duty assignments. Noting that several of the men were from the eastern US, he asked, "Who's the governor of Massachusetts?" Only Jim could come up with the right answer, the newly-elected Hon. Francis W. Sargent. "What's your weapon's serial number, soldier?" the sergeant asked. Jim responded, "1-2-7-4-5-9-8." "O.K., O'Neill, no more guard duty for you. Report to the Colonel." It seems that the colonel needed a new morning orderly and wanted someone he could hold a conversation with.
As the weeks and months passed, Jim began to think this wasn't so bad a way to spend a war: serving as a Colonel's orderly, training as a lab tech Specialist, having no guard duty and precious little KP. In October, 1969 Jim's unit was assigned to collect blood for the forces in Vietnam. Since it was "Moratorium Day," across the US and around the world, someone had the bright idea to attract more blood donors by decorating the lab with peace signs and "end the war" slogans. Everyone was delighted the number of donors was so high until some Major walked in and shut the whole operation down, shouting that he would have the American citizenship taken away of everyone who was involved.
Soon after arriving at the Fort, Jim discovered a friend from college, 'big ears' Bill Giles who was assigned to the Personnel Office and seemed to have inside information. He, and everyone else Jim spoke with assured him that he'd be given a permanent assignment as lab tech at Fort Sill. Jim believed that, too, until the December morning the black-painted busses of the First Cavalry Division rolled up and parked beside the assembly field for the first formation of the day. This was Custer's outfit, and one of the most active units in the Vietnam war.
The arrival of the "First Team's" iron-colored busses wasn't something Jim was really worried about. Since he had arrived at Fort Sills, the First Cavalry had shown up every few weeks and claimed new recruits for the infantry. The platoon sergeant would read out the names, which were always called in alphabetical order, and Jim would watch his fellow soldiers walk slowly to the busses and be taken away.
But that morning, Jim was the first to be called out. When he heard his name, he ran to the first bus in line and said to the sergeant standing at the door, "There 's gotta be a mistake! You don't want me! I'm not infantry, I'm a lab tech!" The sergeant looked down at his clipboard and asked, "Are you Corporal Walter James O'Neill, serial number 6-1-7-3-2-5-8-0?" Jim replied that he was. The sergeant said that there must be some good reason that his name was at the top of the list. They stared in silence at each other for a moment and then Jim asked, "Do they have hospitals in the First Cavalry?" "Oh, yeah, sure," he replied. "Get in. You're going to Jungle School!" Jim had been 'leveraged' — recruited to replace a lab tech who had been killed or wounded, or who had overdosed on drugs in Vietnam.
The first thing the Army did when Jim arrived in Oakland was to take away whatever they had given him, replacing it with a new set of gear. He was issued ripstop jungle fatigues, new boots — everything was switched out, right down to new jungle-green boxer shorts. In the second week of January, 1970, Jim found himself sitting on a plane at Travis Air Force Base, on his way to war.
That was when everything got quiet. The grim prospect of the twelve months ahead for the war-bound recruits suddenly became very real. When the plane doors opened, the soldiers felt the first blast of hot, humid air that would always mean 'Vietnam' for Jim. Several buses took them on the short ride to army headquarters at Long Binh. 'LBJ,' as everyone called it, 'Long Binh Junction,' was a spiffy slice of Americana at the center of a war zone —- the last time any of them would see the likes of an Olympic-size swimming pool, a golf driving range, a university extension school and a variety of night clubs for the next twelve months.
For the newly-arrived soldiers, Long Binh was essentially a holding operation. The Army was replacing soldiers and everyone was expected to report in the ninety degree heat three or four times a day until you were called out for your permanent assignment. For Jim, the wait wasn't long. He was given five days of jungle training that involved rappelling off walls, learning to fire an M60 machine gun and an M79 grenade launcher and acquiring more gear, 'web gear' — ammo pouches, a gas mask, a first aid kit.
This was the 'sour deal' that soldiers about to be sent into combat were offered in Vietnam — immediate relief, but with long-term consequences. Some guys fell for the Faustian bargain; there was no guarantee that they wouldn't be right back in the fray in a few months' time. Jim was not about to spend a day longer than he had to in Vietnam. The next morning he hitched a ride on a C-130 transport plane heading north to Phuoc Vinh. As he sat on the canvas seat for the short ride, he realized he couldn't avoid it any longer: he was about to come face-to-face with war. With unexpected kindness, the co-pilot helped Jim with his gear as he climbed down from the plane and looked out for the first time on "combat forward," Phuoc Vinh military base.
"That's all the time I need," Jim thought. He went immediately to the base lab and introduced himself to a wary fellow from Florida named Robin, the lab specialist. Jim found out pretty quickly that Robin considered himself the only lab tech that Phuoc Vinh needed. When you were the only specialist assigned to a lab, you didn't have to stand guard or report for other duties. If there were more than one, the techs had to play soldier in addition to their lab work. Understandably Robin wasn't very welcoming, but, as he and Jim were talking, the medical officer on duty showed up and started questioning Jim about working in a lab. Robin, too, began peppering him with questions about the work, testing his knowledge and assessing his past experience.
Later that evening at dinner, Jim got the word. "We've decided to keep you in Phuoc Vinh," the medical officer told him. Jim really didn't know one place from another at that point, but he hadn't yet seen any Viet Cong where he was. He figured the lab that you know must beat whatever lay waiting for him at end of that scheduled helicopter ride. He fell asleep that night, grateful the staff at this lab were willing to take a chance on him. He knew his mission. Here he would buckle down, do the work, get through the time and get back home.
He awoke to the sounds of "Good Morning Vietnaaaaam!" blaring from the compound speakers. As he looked out from the guard towers on his first full day at Phuoc Vinh, he could see how this place had once been a tourist destination in colonial times. On each succeeding day he would would make it a point to notice something or someone that was especially winsome — reminders that Vietnam was once, and might still be again, a peaceful, beautiful place.
But war had scarred Phuoc Vinh's natural beauty. Every make-shift building was bunkered half-way up with sand bags. During the day, music blared constantly from the the compound's speakers. Helicopters were landing and taking off everywhere you looked. Some were armed; others were 'dust-offs,' the airborne ambulances that delivered the wounded, the dying and the dead to Phuoc Vinh.
The 'hooch' that Jim would call home for the next several months was nothing more than a shack with mosquito netting and empty ammo kegs for furniture. He slept on an iron cot with his M-16 always near at hand. There was no plumbing, only tanked-in water. There was no functional refrigeration and he had to buy a fan at the PX to get even a little relief from the ever-present and oppressive heat. "Hooch maids," native women hired by the GI's, came in each morning to make the bed, do the soldiers' laundry and even clean their weapons.
Shortly after Jim arrived on the scene, the 31st Engineer Battalion completed a swimming pool with canvas and metal pipes. Despite the crippling heat, Jim noticed, nobody wanted to go swimming there. The engineers complained that nobody was using their well-built creation, but the next afternoon the pool was blown up by enemy rockets.
But some of the work was very much worth accomplishing. As part of the medical staff, the lab techs ran a daily clinic for the GI's and the local population, the Montagnards, the Degar, indigenous people of Vietnam's Central Highlands. Often considered 'savages' by the Vietnamese, they cooperated with the Americans against the Viet Cong. In the lab, Jim and Robin worked alongside two Degar women, Rand and 'Snow White,' both competent, multi-lingual technicians who turned out to be loyal friends. On several occasions they urged the Americans not to venture beyond the 'green line' after dark because the Viet Cong were expected in the area. Almost always their warnings proved accurate.
His duties at the Lab and Medical Aid Bunker made for compassionate work, and Jim gave himself to it. He became proficient at dressing wounds, setting fractures, inserting catheters — even delivering babies! The greatest medical threat to the GI's was venereal disease, and Jim treated a lot of it. More than one in four soldiers were infected. He also cared for the hookers from the local houses of prostitution who came to the clinic to get cleaned up. Jim found them to be a sophisticated group of women who could speak several languages. Both they and their American soldier partners suffered mostly from gonorrhea.
Jim soon discovered that there was very little Army 'chicken crap' at the field lab and infirmary. The doctors had all been drafted and most professed strong anti-war sentiments. The post's commanding officer, Major Boose, had been a medic in the Korean War and often worked alongside the rest of them in the infirmary. No one ever wore a full uniform; most of the time they walked around in surgical smocks or cut-off fatigues. Off-duty, everyone wore pants and nothing else in the crippling heat.
There was one other facet of his duties that at first fascinated and then alarmed Jim — the medical team's efforts to fight malaria. Every Wednesday he collected urine from the troops to see if everyone was taking their quinine. He saw that compliance was spotty because the quinine pills distributed to the troops simply masked the symptoms of the illness. Many GI's preferred to take their chances with the illness because they knew that if they contracted malaria, it meant an automatic six weeks' Rest and Recreation at the at the Army's 6th Convalescent Center at Cam Ranh Bay. But Jim knew from his civilian work in a lab that if you're bitten by a mosquito bearing the falciparum malaria strain — the predominant type in tropical areas like Vietnam — the disease will attack the brain and can lead to a horrible death. The lab at Phuoc Vinh, however, didn't have the intense magnification equipment needed to detect this strain so that it could be detected and vigorously treated at an early stage. Jim asked his medical officer for permission to return to Long Binh to requisition and bring back what was required.
When he returned with the goods, he was praised by the whole medical team. Jim minimized what he had done, saying, "I just wanted to see the lab function the way it ought to have all along." His superiors thought it was more than that. They told Jim that he was promoted to Specialist E-5, the equivalent to a sergeant, making him a non-commissioned officer. "Can I turn it down?" he queried. "Why?" they wondered. "Being a non-com isn't good for my reputation with the guys," he answered. They told him he couldn't decline the promotion. "Well, could we keep it quiet?" he asked.
It was in mid-March, 1970 that the sky began to fall in on Phuoc Vinh. It arrived in the form of a direct rocket attack on the base by the Viet Cong. The first attack came one night when Jim was walking alone back to his hooch after going off duty. Suddenly the sky lit up with radiant white flashes. Loud cracks and deafening explosions sounded from every side. Trained to take refuge in any one of the fully bunkered shelters, Jim dove into the first one he came to. The noise of the explosions grew in intensity. The blackness of the night alternated with the brilliance of the rockets' light. He thought it strange that nobody else seemed to be in the bunker. By the rockets' glare Jim began to look around. Suddenly he realized why he was so alone. He had taken shelter in the compound's ammunition dump!
Every time the rockets fell — the attacks took place, on average, every five to six days — Jim would be faced with some of the most intense work he had ever known. It was his job to manage the triage process at the Medical Aid Bunker, a heavily fortified and air conditioned facility that enabled the medical team to keep going through a prolonged attack. The first priority was to cut off the clothes of the injured and get blood into them. No one worried about getting the blood type right. It didn't really matter because all they had on hand was expired O-Positive which they just gave to everybody. After starting all the IV's, Jim, in the company of an Army doc, helped to decide who would get treatment inside the bunker.
They were equipped to handle seven or eight wounded soldiers at a time and then send them out on dusters to the Army hospitals. Often there were forty or fifty critically injured cases who needed immediate treatment. He had to look at the men lying on stretchers outside the bunker and decide, "you've got a chance, you probably don't." Everybody knew the rule, but Jim had to deal with its implications more intensely than anyone: if you make it inside the bunker, you'll live; if you don't, you're dead.
On one of his first nights at the Aid Bunker, one of the doctors asked Jim to reach inside a critically wounded soldier's chest cavity to help him with a procedure. Jim kept talking to the still-conscious GI, assuring him he was going to be OK. The doctor looked down and told him to stop: "Jim, he's dead. Tag him and bag him and let's keep going. There are others we need to help so they can make it." The worst cases were those with multiple, complex injuries. One night the medical team had to treat an entire village hit with napalm. Every week, it seemed, a soldier with multiple frag wounds would die in Jim's arms.
Along with the wounded bodies were the broken spirits. One afternoon Jim heard some shouting just outside the lab. He went out to investigate and watched as the battalion psychiatrist spoke to a young soldier who had just returned from a bloody combat encounter. The young man had pulled the pin of a live grenade and was threatening to do damage to himself and whoever else might be nearby. Jim watched as the doctor continued to talk to the soldier in calm but urgent tones. He cautiously moved ever closer to the distraught young man and finally asked him to hand over the grenade. The soldier gave the live explosive to the doctor who carefully reinserted the firing pin. "Just another day in this crazy, punishing war," Jim thought.
Perhaps the lowest point of the war for Jim came, not in Vietnam, but in Cambodia. One night in early May the sky around Phuoc Vin lit up with helicopters. President Nixon had given orders to invade neutral Cambodia and Jim's unit was selected to set up a base camp. Jim reminded the officers in charge that he hadn't received the advanced training needed for that kind of work and they let him out of the first contingent. He would come with the second wave, instead.
Word of the Kent and Jackson State massacres reached Vietnam just before Jim and the rest of the medical personnel left for Cambodia. Everyone felt resentful that they were being sent on a useless mission with a questionable mandate while guys who had signed up with the National Guard to avoid going to Vietnam were killing protesting students on American campuses. To add sorrow to concern, during the few days Jim and the medical team were in Cambodia, Phuoc Vinh was getting pounded by increased rocket and mortar attacks.
By September, 1970, Jim had become a 'short-timer,' a 'double-digit midget' with less than 100 days to go. Toward the end of the month he was told he had become eligible for an "early out." That made him 'so short he couldn't reach the top of his bunk.' All that was left was to hang on, try not get himself killed, get on that 'freedom bird,' and go home.
On October 6, 1970 Jim pulled his last night-time guard duty. He lay in the sweltering heat of a bee-hive bunker with snakes and giant bugs for company. He listened to the constant thumping of the choppers, the machine gun fire in the middle distance. The only thing he could smell was gunpowder. He heard the whoosh of rockets overhead and the roar of mortars exploding around him. He had come this far; he prayed that he wouldn't be among those bleeding from frag wounds tonight, lying outside the Medical Aid Bunker, desperately hoping to make it inside. It was his last night in Vietnam.
Thirteen days later on a crisp New England morning Jim walked back into a Boston College Law School classroom and sat down at the same desk that he had given up to go to war. He opened his Trusts and Estates textbook to the required page and found that the class was at the same place he left off in 1968. He felt like nothing had changed but he knew, of course, that everything had. For one thing, he had done it. He had done what he had to do. He had proved to himself and whoever else might be interested that he was no coward.
There was one other thing he had to do. It concerned the dozens of Brookline parking tickets he had accumulated from the days just before he was drafted. He gathered them up, put on his army fatigues and field jacket and got a friend to push him in a borrowed wheelchair to the Brookline District Courthouse. He was wheeled into the clerk's office and told the woman behind the counter that he had come back from Vietnam to pay his parking fines. She looked at him sitting there and said, "Son, forget about these. They're taken care of!" He rolled out of the courthouse and, two blocks later, stood up and pushed the wheelchair the rest of the way home!
Jim had come home, but he never changed his opinion of the war. "It was just as wrong when I came home as when I went," he would tell his family and friends. And he told them something else: "Every day that isn't Vietnam is going to be a good day." That was how Jim O'Neill understood and lived the rest of his life, as a husband and father, as a friend to many, no matter who they were, as a First Assistant District Attorney, as a Trial Court Judge, as Presiding Justice of the District Court and as a profoundly influential mentor in the state judicial system until the day he died from colon cancer on September 5, 2015.
You and Elizabeth have my sincerest sympathies. Losing such a close family member is heart rending and I am sure it will take you time to get back into your routines. My thoughts are with you.
"A painful reminder of the horrors of war. !! How does a Mother survive knowing just "a little of what one's son is enduring" ?
A powerful story Edward. The Vietnam War also had a huge impact on Australia – my cousin was conscripted in 1968. For me this essay gave a real insight on how it must have been for so many young men, trying to 'get through' the horrifying reality' of war. I am so sorry for your loss.
Edward: Beautiful tribute to a man of admirable integrity . Your writing flowed so easily as you pulled me deeper into Jim's remarkable journey. I couldn't stop until I reached the end of this compelling story. Thanks for sharing this.
After reading your essay, I googled the name. The following line from his obituary is what impressed and touched me so much.
"He taught those around him to understand the difference between genuine evil and human frailty." My goodness, what a wonderful testament about a person, particularly a judge. And some of the notes of condolence were so beautifully written.
Edward, what a reminder of what war does – mentally/physically. I was in high school during Vietnam but so opposed it. I still have the dog tags of my soldier – Lt. Com. William Tshudy. I pray for all soldiers and what they have to endure. My condolences to you for losing such a wonderful friend.
It was my very great honor to work with Judge O'Neill; he was the presiding district court judge when I would cover as court psychologist every few weeks in Barnstable. He always was unfailingly courteous and respectful, and made you feel that your work and your word was of greatest value to the court. He also made sure that every attorney, defendant, family member and court official felt the same way. Thank you so much for sharing this story, and my deepest sympathy to Elizabeth LaStaiti (another wise and thoughtful judge) and the rest of your family.
Thank you for writing this and sharing it. We'll miss him for a long time.


Funny how we forget this! I know at times I've forgotten how many people have helped me in my success. When I pause to think I realize how little I sometimes did. Some of my biggest successes, I was almost passive in comparison. It was literally handed to me by a friend, colleague or family. My part was living up to my commitments and earning intimacy in my relationships with them.
Keith is adamant that there is no "solely business" relationship. He distinguishes between an intimate relationship and a relationship that is not intimate. Both are personal. Taking the time to learn about a person's problems, needs, interests, you become a part of their life and you earn their trust. We're assuming you didn't learn this by stalking them!
Be transparent and share your passions and interests. Keith insists on being vulnerable with your clients and contacts. The principle of reciprocity is triggered and they feel more willing to share theirs. Despite some fears of exposing weakness, Keith insists that it eliminates prejudgments. If you're authentic they can still choose not to like you, but they will trust you. We trust what is predictable, and an open person is predictable – even if rude.
My stepfather was brutally honest and many people did not like to be around him because he could insult them as easily as he could inspire them. Like him or not, they all trusted him and his friends were friends for life.
4. Be Generous and Give – Don't keep score.
"Intimacy comes from giving without keeping score. Everyone knows when scores are being tallied and most don't like it." Keith also warns about the generosity of not allowing others to help you.
I see this playing itself out on the internet in a scale that is unprecedented: chronic spamming and broadcasting from a red ocean of marketers, all working on an ultra short sales cycle. It's a numbers game for them! Many people that started out with generosity give up too soon. They feel taken advantage of, and soon revert back to highly transactional behavior. If you go back to number 1, my statement of passively receiving success was a direct result of not keeping score.
In 5 years, we will care less about your professional specialty or education. We will care more about who are you playing with and who wants to play with you.
Right now it could not look more like the exact opposite. Try getting an interview today if your resume/cv does not match the exact description of the job. No chance to even meet anyone and try to explain what you can do for them or why you're the best candidate.
A whole new paradigm is evolving at record pace parallel to the highly mechanistic one based upon past education and easily quantifiable work experiences. One based upon your abilities that are not yet easily quantifiable. The best measures today are your social capital, or as I like saying, who wants to play with you?
In the latter paradigm, you have transcended locality and a mechanistic definition of yourself. I am no longer the bilingual media lawyer from NBC Universal and Georgetown. I am Jorge Colon, and like that Verizon commercial, and my network! But it's even more than that: I'm Jorge Colon and the diverse experiences and values of my lifetime and those of my network.
For now, many of us define our professional ability by our niche. That's great. But we know that we're not one dimensional. It's as if we must leave the totality of ourselves outside work. In some cases that may not be a bad thing either! But we're the sum total of all our experiences in our life. We're also the sum total of our access to all our network's experiences, and those that want to collaborate with us. There is not an actual market for this experience today. It was actually considered a huge distraction from your highly mechanistic job performance.
Tomorrow, if you don't have that collaborative network, if you can't bring all your experiences and values to your work, you're doomed to stay in the highly mechanistic world and definition of yourself. I say doomed not because you can't make money or even enjoy that style of life, but that it's a declining paradigm. You will find yourself struggling to merely survive and continue earning as computers and outsourcing perform better for less.
Let's take the movie The Blind Side as an imperfect but dramatic example of a currency not easily quantifiable nor previously considered – but crucial.
The main character, Micahel Oher, now a Ravens offensive lineman, is quite large and exceptionally fast. This alone gets him in the door for that position. Like a law degree and passing the bar. But it was another quality, that was identified when he was supposedly tested as a child, that determined he had extraordinary levels of protective instinct. But how do you quantify that and how do you use that in a team? The movie tries to show that it is exactly the trait that made him incredibly valuable. A player others want to play with because he will protect his team and his quarterback at emotional levels probably unavailable to equally large and fast players. On his team, you know he literally has your back – and he's as fast as he is huge!
That's the same argument I'm making about lawyers and professionals in 5 years. You don't need to be tested. You need to know yourself enough to know all your skills, values and share them openly.
Who are you playing with, and who wants to play with you?


Fire tinder added as the 8th inner strand to standard 550 nylon paracord. The 8th strand is color coded, waterproof, and is easy to ignite. When you need the fire tinder, remove the inner strands, light just like any fire tinder and build your fire. After the inner strands are used, the outer shell can be reused like before, for lanyards, keychains, zipper pulls, or emergency lashing. 100 ft. length.


text:
SRM tools improve storage planning and deployment
Storage administrators are struggling to identify their storage resources and utilize those resources to their best potential. Storage resource management (SRM) tools have emerged to help administrators understand their evolving storage landscape, optimize utilization and performance, automate some of the most routine and error-prone management processes, and make informed decisions about future storage expenditures. This article explains the essential concepts of SRM tools, highlights notable SRM products and offers a series of helpful acquisition and implementation guidelines.
How much storage does your main disk array provide right now? How much of that total storage is being used? Which applications are your biggest storage consumers? If you don't have an immediate answer to these questions, you're certainly not alone.
Storage administrators are struggling to identify their storage resources and utilize those resources to their best potential. Storage resource management (SRM) tools have emerged to help administrators understand their evolving storage landscape, optimize utilization and performance, automate some of the most routine and error-prone management processes, and make informed decisions about future storage expenditures. "Imagine driving your car without a fuel gauge. You would stop every day to get gas for fear of running out on a deserted highway," says Brian Babuneau, analyst at the Enterprise Strategy Group (ESG) in Milford, Mass. "The same thing happens in IT. Storage capacity was blindly purchased for fear of running out of capacity." This article explains the essential concepts of SRM tools, highlights notable SRM products and offers a series of helpful acquisition and implementation guidelines.
Understanding SRM tools
The deployment of SRM tools is being driven by the need to know; what storage is available, how it's used, who is using it and how much it costs. SRM tools analyze the relationship between storage and the applications using that storage -- monitoring the capacity in each storage subsystem, the amount allocated to each application and the capacity actually being utilized by an application or server. Analytical results are then reported to the storage administrator who can make informed choices about storage issues, like utilization, capacity planning and storage budgeting.
SRM tools vendors
CA (Vantage)
Creekpath (Acuity Suite)
EMC (StorageScope)
Hewlett-Packard (StorageEssentials)
MonoSphere (Storage Horizon)
Onaro (SANscreen)
Signiant (Mobilize)
Softek (Storage Manager)
Symantec (Command Central)
Underutilized storage capacity can be reallocated to reduce wasted capacity, and applications that are nearing their capacity limit can receive additional capacity. This saves capital by eliminating unneeded storage purchases and heads off potential performance problems -- and service level violations -- as storage runs out. By knowing the amount of storage utilized by each user, an SRM tool can also provide chargeback information that allows the storage provider, or IT department, to charge for the storage in use.
Analysts say that SRM tools share common attributes, often installing agents or other data collection methods on application and database servers, and using switch and storage system application programming interfaces (API) to gather information about the storage environment. Accumulated information is then sent back to the SRM application where it is stored, processed and presented.
It's important to note that SRM tools can vary dramatically in the way they collect information and the details they provide on capacity and usage. Tools also vary in the interoperability of servers, databases, operating systems, storage switches and storage subsystems. However, the use of storage management standards, like SMI-S, allows for greater heterogeneity by gathering details from a much wider range of devices. SRM products are also sometimes categorized by their range of capabilities. "There are several SRM tools that focus on primary storage, tracking all aspects of servers through storage," Babineau says. "Others track backup resources."
Dealing with limitations
While SRM tools are increasingly popular, the diversity of tools and their range of capabilities often impose limitations that any adopter should be aware of. First, analysts warn against SRM products that only report on storage -- SRM should help an administrator take action. "IT organizations are constantly fighting fires and often do not have the luxury of time to sit down and really do the analysis of an SRM [report]," says Phil Goodwin, president of Diogenes Analytical Laboratories Inc. in Eire, Colo. The best SRM tools can identify elements that demand action. For example, an SRM report might indicate that an Oracle database is using 200 GB, but it's far more valuable for an administrator to see that the database only has 50 GB of allocated space remaining, and an upgrade should be scheduled within the next 30 days.
SRM tools that lack process management should also be avoided. For example, there can be a significant delay between the time when a user requires more storage and the point where additional storage is considered, approved, installed and provisioned. "It is that process that is the inhibitor of productivity," Goodwin says. "The better SRM tools are those that do take process management and process automation into account." Some SRM providers, like CreekPath Systems and MonoSphere Inc., are automating provisioning and other tasks.
Performance is another issue with SRM tools. The agents or other data collection mechanisms at work on servers can potentially impose performance bottlenecks. This may be particularly important in busy transactional storage environments, or with other time-critical storage tasks, such as backups or replication. It's often worthwhile to evaluate an SRM tool in a lab environment, or deploy the tool incrementally across an organization and measure any impact on performance.
Vendors and product selection
SRM tools can vary in their complexity, capability and cost. Consequently, storage administrators should carefully evaluate tools to match the feature set against an organization's specific SRM needs. For example, it's easy to implement products that discover and report on storage and infrastructure. But such tools are often inadequate for today's enterprise, which depends on increased automation to reduce direct IT labor for important tasks, like storage provisioning, backup and recovery, and problem solving.
"People want tools that can help them take action," Goodwin says. "It's nice to know that my storage is growing at 40% per year, but so what?" Today, it is the recommendations, the guidance and the metrics provided by SRM tools that help users make the most informed decisions. "It's got to bridge that gap between getting information and taking action," Goodwin says.
Analysts generally agree that tools should be noninvasive in the environment. Agentless SRM tools are typically easier to maintain because there is no concern about agent software updates or compatibility with host systems. There is also a clear mandate for storage management standardization with SMI-S. "ESG suggests working with vendors that maximize SMI-S standards which limits the invasive collection of data," Babineau says.
The cost of some SRM tools is usually justified by the resulting savings in IT labor over time, but Greg Schulz, founder and senior analyst at the StorageIO Group in Stillwater, Minn., goes even further, suggesting that SRM benefits may be dramatic enough to cover acquisition and deployment costs quickly. "You can go out there and hit some 'low-lying fruit' to, if not totally fund it, help build a business case for acquiring something more sophisticated," he says.
SRM tools make a strong showing
Symantec Corp.'s Veritas CommandCentral Storage product offers visibility and control across heterogeneous storage environments, touting features, like capacity management, centralized monitoring, application mapping and active management of storage components. "I think they have done a very nice job focusing on the 20% of the functions used 80% of the time," Goodwin says, noting good deployability, push technology, easy setup and policy configuration -- all implemented without the assistance of professional services.
The CA Inc. Vantage product emphasizes centralized management of critical storage resources and capacity planning, along with extensive reporting and report distribution capabilities. Vantage supports tape and direct attached storage products in the user's infrastructure. Goodwin sees Vantage as one of the most capable and robust SRM tools available, though its complexity can make deployment difficult. "It tends to be a heavyweight application, and it does require professional services to implement," Goodwin says.
Continue to page 2 for more SRM product discussion and guidelines
SRM tools improve storage planning and deployment – ComputerWeekly.com
CA makes its SRM more virtualization-friendly – SearchStorage
Tools for mainframe storage management – SearchITChannel
AnilSingh - 17 Feb 2014 1:56 AM
Awesome Idea for SRM...........

redpajama_set_name: RedPajamaCommonCrawl


text:
Text Messages Prevent Deaths by Elephants in India
An elephant early warning system saves lives in Tamil Nadu.
WATCH: A text-messaging system alerts people in rural Valparai, India, to the presence of elephants.
ByBrian Clark HowardNational Geographic
In India, millions of people live alongside Asian elephants. Generally, they interact peacefully. But sometimes encounters can turn deadly.
The stakes are particularly high in the southeastern Indian state of Tamil Nadu. Between 1994 and 2013, 41 people there lost their lives in encounters with elephants. But now, new technology is helping prevent such deaths: An early warning system texts residents if elephants are near.
The system is good for elephants, too, says M. Ananda Kumar, a scientist with the Nature Conservation Foundation in Valparai, Tamil Nadu. Although elephants are legally protected in India, that hasn't stopped people from retaliating after loved ones are trampled or houses are damaged.
In the last 18 months, there have been no reported injuries or deaths from elephants, and Kumar credits the warning system for this.
We spoke with Kumar about the program, which he helped develop with the Nature Conservation Foundation.
How did your team come up with the idea for an elephant early warning system?
When we looked at all the human fatalities due to elephants, one thing that came up prominently was most people were unaware of the presence of the elephants.
During the daytime there is a lot of activity in the tea plantations that dominate the landscape, so the elephants are stuck in forest fragments. Night is the only time when they can move from one patch to another. But that's when people are often walking back to their homes from town.
At first we started informing people directly that there were elephants in the area, so they could be careful. But that was very tiring. So in 2006, we started putting information about elephants on the local TV channel. We wanted to reach even more people, so we started gathering phone numbers in 2011. Slowly people have been seeing the benefits of the alerts, and now we have 3,800 numbers in our database.
When someone signs up for the text alert we also collect information on where they live, so we can let them know when there are elephants in their area. But it's not just about one-way communication between us and people. We want to build a network, in which people talk to each other [about where elephants are].
For those with phones that don't support Tamil, the local language, or have screens too small to read texts, they can listen to a voice message. We are also installing systems in buses that broadcast warnings through speakers when elephants are seen nearby. Many accidents happen when people are walking from the bus stop to their home. And in 28 areas with poor visibility we have set up bright lights that flash when elephants are nearby, in order to warn people.
Once someone learns that elephants are close, what do they do?
It works in multiple ways. People can go inside. Or if a person is outside and is traveling to his residence, he or she can take extra precautions. They can avoid going through areas with poor visibility or ask someone to go with them. If people don't know where elephants are they will keep walking and it might be too late by the time they see the animals.
Based on our messages, the local range office can also send teams out to protect people and property.
You've said elephants don't threaten tea plantations, but do they threaten other plantings or buildings?
Yes, elephants cause damage to buildings and houses. Most of the damage happens on the kitchen side, because they are looking for something in there to eat, such as salt or rice.
Most of the homes in the area are owned by the tea companies, which provide them for their workers. So the companies handle any repairs. They also receive our alerts and have teams dedicated to preventing interactions, because an elephant knocking down someone's house is not a pleasant thing.
Have people tried other methods of repelling elephants, such as dogs?
People keep their dogs inside their house because of danger. Leopards pick up dogs. And if a dog barks at an elephant it will charge.
Have the alerts changed how people view elephants?
In the past, when someone died [due to an elephant interaction] people started blaming the animals, instead of the circumstance. But now people are getting to know elephants better and learning how to avoid coming into contact with them. That gives them confidence that elephants are not there to kill people. People are more afraid of what they don't know.
In the past, after elephants caused deaths, people striked against the government, demanding they do something about them. Now people tell us the elephants should be left alone, because the messages are working.
Follow Brian Clark Howard on Twitter and Google+.


I started out studying Electrical Engineering and Commerce before discovering my true calling – looking after people's teeth!
I am passionate about all aspects of dentistry but I especially enjoy seeing a broken down, worn, tired mouth and transforming it into a youthful, natural, beautiful smile. I also enjoy treating medical conditions that have a dental aspect that may have been undiagnosed – pain in the jaw joints, headaches, sleep disorders, mouth breathing and crowded teeth.
I really feel I can make a difference in our patients lives for the better, whether it is releiving them of pain, giving them the confidence to smile again, or saving a tooth that a patient though could not be saved.
I believe that I am not just treating teeth, I'm treating a person who has hopes, fears, feelings and desires. I will do all I can to make you feel comfortable and safe. I will take the time to listen to your concerns, explain what is happening in your mouth and what we have to do to fix it and I will not pressure you to do your treatment until you are ready.
I graduated from Sydney Uni in 2003 with honours. Since then I have attended numerous continuing education courses on cosmetic dentistry, invisalign, myofunctional treatment, sleep disorders, TMD disorders and implant courses.
I am happily married to a wife who thinks she is the real boss. I have a young son elliot who is also the boss and an upcoming baby who we call the intruder #2. My other passions are travelling, reading and soccer. So far we have been to Las Vegas, New york, hawaii, LA, Canada, Thailand, Malaysia, Greek islands, Paris, Barcelona, Dubai, Singapore. Tell me about your next trip and odds are we will be there too.


text:
using Databind.Binding.Attributes;
using System;
using System.Collections.Generic;
using System.Data;
using System.Data.SqlClient;
using System.Linq;
using System.Reflection;

namespace Databind.Binding
{
    public static partial class DataBinder
    {

        private static (PropertyInfo Info, Func<T, object> Get, Action<T, object> Set, PropertyBind PropertyBindAttribute) GetTargetProperty<T>(String name) where T:new()
        {
            var modelBindAttribute = Instance<T>.ModelBindAttribute;

            if (modelBindAttribute != null)
            {
                return Instance<T>.Properties.Where(p =>
                (p.Value.PropertyBindAttribute != null && p.Value.PropertyBindAttribute.ColumnName.Equals(name, modelBindAttribute.StringComparison)) ||
                (modelBindAttribute.AutoMap && p.Key.Equals(name, modelBindAttribute.StringComparison))
                ).Select(p => p.Value).FirstOrDefault();
            }
            else
            {
                return Instance<T>.Properties.Where(p => p.Value.PropertyBindAttribute != null && p.Value.PropertyBindAttribute.ColumnName == name).Select(p => p.Value).FirstOrDefault();
            }
        }

        #region Single instance binding

        /// <summary>
        /// Bind DataRow to class instance of type T
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataRow">Source DataRow instance to bind from</param>
        /// <returns>Class instance of type T</returns>
        public static T BindModel<T>(DataRow dataRow) where T : class, new()
        {
            T target = Instance<T>.New();

            if (dataRow.Table != null)
            {
                foreach (DataColumn column in dataRow.Table.Columns)
                {

                    var objectProperty = GetTargetProperty<T>(column.ColumnName);
                    if (!objectProperty.Equals(Instance<T>.DefaultInstanceValue))
                    {
                        var dataValue = dataRow[column.ColumnName];
                        objectProperty.Set(target, DBNull.Value.Equals(dataValue) ? null : dataValue);
                    }
                }
            }

            return target;
        }

        /// <summary>
        /// Bind DataTable to class instance of type T
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataTable">Source DataTable instance to bind from</param>
        /// <returns>Class instance of type T</returns>
        public static T BindModel<T>(DataTable dataTable) where T : class, new()
        {
            if (dataTable != null && dataTable.Rows.Count > 0)
            {
                return BindModel<T>(dataTable.Rows[0]);
            }
            return null;
        }

        /// <summary>
        /// Returns object T for first row of the tableindex table in dataSet
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataSet">DataSet instance to bind from</param>
        /// <param name="tableIndex">Table index from DataSet instance to bind first row from</param>
        /// <returns>Class instance of type T</returns>
        public static T BindModel<T>(DataSet dataSet, int tableIndex = 0) where T : class, new()
        {
            if (dataSet.Tables.Count > 0 && dataSet.Tables[0].Rows.Count > 0)
            {
                return BindModel<T>(dataSet.Tables[0].Rows[0]);
            }
            return null;
        }

        /// <summary>
        /// Returns object T for first row of the table named as tableName in dataSet
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataSet">DataSet instance to bind from</param>
        /// <param name="tableName">Table name from DataSet instance to bind first row from</param>
        /// <returns>Class instance of type T</returns>
        public static T BindModel<T>(DataSet dataSet, string tableName) where T : class, new()
        {
            if (dataSet.Tables.Count > 0 && dataSet.Tables[tableName].Rows.Count > 0)
            {
                return BindModel<T>(dataSet.Tables[tableName].Rows[0]);
            }
            return null;
        }

        /// <summary>
        /// Bind SqlDataReader to class instance of type T
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataReader">Source SqlDataReader instance to bind from</param>
        /// <returns>Class instance of type T</returns>
        public static T BindModel<T>(SqlDataReader dataReader) where T : class, new()
        {
            var models = BindModels<T>(dataReader, true);
            if (models != null && models.Any())
            {
                return models.Single();
            }
            else
            {
                return null;
            }
        }

        /// <summary>
        /// Bind instance of type I to class instance of type O
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <typeparam name="O">Source instance type to bind from</typeparam>
        /// <param name="input">Class instance of type I to bind from</param>
        /// <returns>Class instance of type O</returns>
        public static O BindModel<I, O>(I input)
            where I : class, new()
            where O : class, new()
        {
            var output = Instance<O>.New(); //new O();
            var inputType = input.GetType();

            foreach (var propInfo in Instance<I>.Properties)
            {
                var outputProp = GetTargetProperty<O>(propInfo.Key);
                if (!outputProp.Equals(Instance<O>.DefaultInstanceValue))
                {
                    outputProp.Set(output, Instance<I>.Get(input, propInfo.Key));
                }
            }
            return output;
        }

        #endregion

        #region Multiple instance binding

        /// <summary>
        /// Returns multiple class instances of type T from SqlDataReader
        /// </summary>
        /// <typeparam name="T">Target IEnumerable of type T to bind to</typeparam>
        /// <param name="dataReader">Source SqlDataReader instance to bind from</param>
        /// <returns>IEnumerable of type T</returns>
        public static IEnumerable<T> BindModels<T>(SqlDataReader dataReader, bool takeFirstOnly = false) where T : class, new()
        {

            if (dataReader.HasRows)
            {
                while (dataReader.Read())
                {
                    T item = Instance<T>.New();

                    for (int columnIndex = 0; columnIndex < dataReader.FieldCount; columnIndex++)
                    {
                        var objectProperty = GetTargetProperty<T>(dataReader.GetName(columnIndex));
                        if (!objectProperty.Equals(Instance<T>.DefaultInstanceValue))
                        {
                            var dataValue = dataReader.GetValue(columnIndex);
                            objectProperty.Set(item, DBNull.Value.Equals(dataValue) ? null : dataValue);
                        }
                    }

                    yield return item;

                    if (takeFirstOnly)
                    {
                        break;
                    }

                }
            }
            if (!dataReader.IsClosed)
            {
                dataReader.Close();
            }
        }

        /// <summary>
        /// Returns multiple class instances of type T from DataTable
        /// </summary>
        /// <typeparam name="T">Target IEnumerable of type T to bind to</typeparam>
        /// <param name="dataTable">Source DataTable instance to bind from</param>
        /// <returns>IEnumerable of type T</returns>
        public static IEnumerable<T> BindModels<T>(DataTable dataTable) where T : class, new()
        {
            if (dataTable != null && dataTable.Rows.Count > 0)
            {
                foreach (DataRow row in dataTable.Rows)
                {
                    yield return BindModel<T>(row);
                }
            }
        }

        /// <summary>
        /// Returns multiple class instances of type T from DataSet instance
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataSet">Source DataSet instance to bind from</param>
        /// <param name="tableIndex">Index of the DataTable in DataSet to bind from</param>
        /// <returns>IEnumerable of type T</returns>
        public static IEnumerable<T> BindModels<T>(DataSet dataSet, int tableIndex = 0) where T : class, new()
        {
            if (dataSet != null && dataSet.Tables.Count - 1 > tableIndex)
            {
                return BindModels<T>(dataSet.Tables[tableIndex]);
            }
            return null;
        }

        /// <summary>
        /// Returns multiple class instances of type T from DataSet instance
        /// </summary>
        /// <typeparam name="T">Target instance type to bind to</typeparam>
        /// <param name="dataSet">Source DataSet instance to bind from</param>
        /// <param name="tableName">Name of the DataTable in DataSet to bind from</param>
        /// <returns>IEnumerable of type T</returns>
        public static IEnumerable<T> BindModels<T>(DataSet dataSet, string tableName) where T : class, new()
        {
            if (dataSet != null && dataSet.Tables[tableName] != null)
            {
                return BindModels<T>(dataSet.Tables[tableName]);
            }
            return null;
        }

        /// <summary>
        /// Returns multiple class instances of type O from IEnumeerable of type I
        /// </summary>
        /// <typeparam name="I">Target IEnumerable of type I to bind from</typeparam>
        /// <typeparam name="O">Target IEnumerable of type O to bind to</typeparam>
        /// <param name="inputs">IEnumerable of type I to bind from</param>
        /// <returns>IEnumerable of type O</returns>
        public static IEnumerable<O> BindModels<I, O>(IEnumerable<I> inputs)
            where I : class, new()
            where O : class, new()
        {
            foreach (I input in inputs)
            {
                yield return BindModel<I, O>(input);
            }
        }

        #endregion
    }
}

redpajama_set_name: RedPajamaGithub


Markham has been partnering with state, city and county agencies since the 1970's, constructing over 2500 lane miles of roadway in Arizona. Our experience competing in the hard bid as well as the alternative delivery procurement methods ensures that the agencies we partner with get their best value. Our team brings value add alternatives to every project ensuring the final project is within budget and schedule.


text:
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Principal Investigator (m/f/d) in Cancer Cell Biology
Research group:
Cancer Cell Biology / Solid Tumors
We are looking for a Principal Investigator (m/f/d) in Cancer Cell Biology/Solid Tumors to establish a competitive independent research group embedded in the multidisciplinary and collaborative environment of the CCRI, which provides many opportunities for interaction with other research groups and institutions. Specific areas of interest include (but are not limited to) organoids/canceroids, cancer precision medicine, cancer genomics and metabolism, tumor microenvironment, cancer signalling pathways and stem cells.
As a Principal Investigator at the CCRI, you strengthen our excellent research team, which focuses on the development and research of innovative approaches for the treatment of childhood cancer. This position offers a unique opportunity to actively contribute to a multidisciplinary competence center for pediatric oncology.
As a Principal Investigator, you will
Lead a competitive independent research group
Develop and extend your ambitious scientific ideas and perform innovative medically-inspired research
Use state-of-the-art approaches to tackle current challenges in pediatric cancer research
Participate actively and further develop our processes of selecting excellent postdoctoral fellows and PhD candidates, teaching activities and supervising junior staff
Participate in regular institute meetings and our weekly scientific seminars
Apply for competitive third party funding
Cooperate closely with institutes in close proximity, jointly constituting the biomedical research hub of Vienna
Maintain a close cooperation between our research institute and the St. Anna Children's hospital
PhD-level (or equivalent) with postdoctoral research experience and a track record of scientific excellence documented by publication and funding track records
Scientific excellence of an independent research program in the area of cancer cell biology with a potential for clinical translation
Enthusiastic about developing your ambitious ideas and perform innovative medically-inspired independent research
Proactive team player who enjoys working across disciplines and within an international team of excellent scientists
Excellent management skills, high social competence and organizational skills
Initial five-year contract with the perspective of extension and assessment for tenure
Opportunity to become part of the CCRI faculty, lively scientific exchange and collaborations, and access to a broad national and international network of scientific and clinical collaborations
Competitive startup package including a fully equipped laboratory, your Principal Investigator salary, a budget for consumables, facility services in-house and through our collaborating institutes within Vienna, and travel
Access to a state-of-the-art infrastructure environment
Support in formulating your most competitive grant ideas (including ERC), and securing additional renowned national and international third-party funding
A meaningful, inspiring, and international environment in an outstanding working atmosphere
Flexible working hours, healthy discounted lunch opportunities and other benefits
Great location in the center of Vienna, a capital of biomedical research in Europe with excellent quality of life
Help with relocation and support in setting up familial infrastructure (e.g. childcare)
The St. Anna Children's Cancer Research Institute (CCRI), located in the center of Vienna, the world's most livable city and one of Europe's most important places for biomedical research and life sciences, is an international and multidisciplinary competence center striving to improve treatment of children and adolescents with cancer by connecting translational and clinical research with open-minded exploration of basic disease mechanisms. Through close cooperation between clinic and research, the CCRI provides an ideal environment for cutting-edge research and its translation into clinical practice. To achieve our ultimate goal of advancing the well-being of patients, the CCRI constantly pushes scientific boundaries and strongly promotes close collaboration and exchange with external institutions like the Medical University of Vienna, CeMM Research Center for Molecular Medicine of the Austrian Academy of Sciences, the Institute of Molecular Biotechnology of the Austrian Academy of Sciences (IMBA) and the Institute of Molecular Pathology (IMP).
The CCRI is an equal opportunity employer. We value diversity and are committed to providing a work environment of mutual respect to everyone without regard to ethnicity, religion, national origin, age, gender identity or expression, disability, or any other characteristic protected by applicable laws, regulations and ordinances.
Find more information here: https://science.ccri.at/ or https://kinderkrebsforschung.at/.
We are looking forward to your application! The application deadline ends on 24th of January 2022. Applications should contain the following documents:
Curriculum Vitae (including full publication list)
List of up to five most important publications with a short comment explaining the relevance of the paper and your contribution
Funding track record and /or funding plan
Names and contact details of at least three references
Synopsis of your research interests and planned research program including how you and CCRI could mutually profit from each other


Sounds like electronics wise, wiring harness, MAF, ECU, speed sensor and perhaps the TB are different from ATX to MTX? I've read that the TPS is different as well so its easier to just swap entire TB's between the ATX and MTX car. I am very interested in this swap as my 16y/o son just bought a '96 with 170k that runs great and has cold a/c looks good, quite clean but reverse just died. Luckily he only paid $250 for it and I have a shop and lift and am thinking about making a more permanent solution to the weak transmissions in these cars.


Their training, however, does not end just with getting some work experience. These psychologists in the making also need to pass an examination and receive a license from the locality or region in which they wish to practice. Such laws exist to provide licenses to only those persons who meet the qualifications required to be a practicing licensed psychologist. After receiving one, the psychologist must then also continuously update themselves of the changing trends or emergence of new treatments, etc., in their area of expertise to ensure their work consistently remains efficient. Moreover, another reason you may need to trust the guidance of a psychologist is prevalence of a code of ethics that is enforced upon them and under whose limits they must remain.
For example, one such rule is that the interaction or discussions that takes place between a client and his or her psychologist is strictly confidential and cannot leave the four walls of the room. No third party can or should be allowed access to the files of the client. Else, it would have a negative impact to the patient's well-being and may hinder in the path of healing oneself. The very first task of a psychologist is to gain the absolute trust of the client and if for some reason, there is a leak of information, not only is the trust broken but also the credibility of the psychologist may be tarnished.
Psychologists either practice in their own established private clinic or in collaboration with a group of other fellow health care professionals.
Today, you can find a psychologist in a multitude of settings and not just in clinics and hospitals. Nearly every educational institute hires a psychologist who can help students who may need to find a way to cope with issues such as studies or peer-pressure. Taking this one level higher, you could also find one as a core member of a team of experts who oversee the well-being of, say, football players.
We always encourage to choose one of our members, yet there are a number of ways by which you could get in touch with a psychologist – either via the Internet or by word of mouth.
You can go online and search for a psychologist in your local area then you can read references on many online reputation sites such as RateMD, Yelp, etc. It is extremely simple and only a few clicks of a mouse button does the trick.
If you are unable to find a suitable one on the Internet, another, and the most simple, way is to ask around. You may then be connected to a psychologist who has already treated someone you know. Or perhaps, a person in your social circle is bound to know of a psychologist or could just provide you with a lead that may seem vague. Nevertheless, it is a start! Normally, another medical professional like a doctor knows of one and would be able to provide you with a referral. You could even go to any local health center and inquire there.
Ultimately, your own will to better yourself and overcome the hurdles in your life would provide an incentive that would give you the perseverance to find the right psychologist who will help you in your goal.
Before deciding that you definitely want the help of a psychologist, you must keep certain points in mind. Other than one-on-one interaction, many psychologists provide group sessions wherein you can either opt to attend them with your family members or with other random strangers who are in seek of help as well. From the get go, it is important you realize what exactly you wish to achieve: do you want your depression to go away, your panic attacks to stop, or alleviate yourself from an eating disorder? It would prove beneficial if you start jotting down your goals on a sheet of paper so that it constantly acts as a reminder whenever you wish to motivate yourself.
Other than these, there are other various aspects that must be taken into account as well. Would the sessions be easy on your pocket or would you have to resort to health insurances or benefit programs given by the company for which you work? Moreover, supposing the psychologist you have contacted happens to live about an hour's drive from your home, are you willing to travel all the way and how many times a week or month can you make the time to attend these sessions?
Once you have taken all of the above into consideration, take the final step you feel is best for you.


When we moved here five years ago, one of the charming features of the neighborhood was a huge garden maintained by an elderly Italian neighbor who owns several adjoining properties. Mike grew squash, and tomatoes, and beans, and corn; you'd see him every afternoon in his overalls, toting tools, and heading off to work in the garden.
Sadly, Mike began to suffer from dementia two years ago, and could no longer maintain the garden. Mike's family has since sold some of their property, including the garden lot and an adjoining rental house. The garden's new owners are former neighbors who now live East of the mountains; they've invited a few other neighbors to use the garden. But this year no one is growing much in it, and the lower section has gone to seed.
My friend Nilos and I were out walking Thursday and spotted a small cherry tree in back of the garden, filled with ripe cherries. We asked some of the neighbors about it, and they said we were welcome to pick the cherries. They'd tried them and found them to be rather sour.
Of course they were sour! They're Montmorency cherries, also known as old-fashioned pie cherries, which are available at only one or two Seattle farmers' markets, one or two weeks of the year. They're incredibly fragile, losing their bright red, translucent color and turning to a darker shade just an hour or two after you pick them. They need to be cooked, brandied, or otherwise preserved immediately.
With a ratio of 4 cups cherries to 1 cup sugar, the pie is perfect. Anita tells me that the thickener is the pie filling enhancer from The Baker's Catalog. [CORRECTION: the filling is Signature Secrets] And she did a butter crust, far more delicate than anything I'd have been likely to attempt.
Cherry pie made with old-fashioned pie cherries was my dad's favorite dessert. He and my mom had difficulty finding canned sour cherries when they moved to Florida, so I'd ship them cans of Oregon pie cherries. Since "real cherry" pie is such a family tradition, I called my mom tonight and invited her over to enjoy some pie tomorrow afternoon.
And I'm taking some pie over to Mike and his wife. That cherry tree was the only fruit tree in his garden, so he must have planted it because he liked those particular cherries. I figure that even if he doesn't remember the tree, he'll still enjoy the pie.
The one you mentioned has other ingredients that I didn't want--and I'm not sure it's the same thickener anyway.
Last year a house on my block sat empty waiting for a buyer. The pie cherry tree in the front yard of the house produced massivea mounts of cherries. The nighbors warned me they were sour. I said I know they are sour, they're pie cherries! No body else knew what to do with them. I made fruit leather rather then frustrate myself making a pie crust.
Now the house is occupied so I bought a pie cherry tree in a pot and just planted it two weeks ago, it is alreay blooming. So maybe I will get fruit this year. The new occupants of the house have told me I am welcome to all the cherries when they come because they don't like sour cherries.
It's not only easy to make, it's very forgiving and easy to handle -- won't get leathery while you are rolling and cutting.


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Folk Polyphony Goes Viral
About the Journal Editorial Team Submissions Subscriptions Privacy Statement
Vol. 46 No. 1 (2019), Articles
Folk Polyphony Goes Viral: Televised Singing Competitions and the Play of Authenticity in the Republic of Georgia
Matthew E. Knight
Knight, M. E. (2019). Folk Polyphony Goes Viral: Televised Singing Competitions and the Play of Authenticity in the Republic of Georgia. MUSICultures, 46(1), 128–152. Retrieved from https://journals.lib.unb.ca/index.php/MC/article/view/29350
Televised talent competitions have become a global phenomenon, and Georgia is no exception. While such programs usually feature pop-rock repertoire that is often sung in English, numerous performances of traditional folk polyphony have been featured on shows like Georgia's Got Talent. I examine three diverse case studies, unpacking what each one reveals about the contested understandings of authenticity, heritage, tradition, and folk music in Georgia today, particularly in relation to gender. Debates over the definitions of these terms often mask struggles over power relations at varying scales.
The author retains copyright over the work.
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The author may post a pre-print or post-print version of the work (see definitions below) on a personal website for up to twelve months after the work is published in MUSICultures. After twelve months, the pre-print version must be replaced with the published version.
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For permission to reprint or translate material from MUSICultures, please contact Heather Sparling, General Editor of MUSICultures (heather_sparling@cbu.ca).


2 very spacious two-bedroomed apartments in the centre of Lerwick. See www.kingharald.co.uk for more details and up-to-date availability.
These modern two-bedroomed apartments are magnificently spacious and are beautifully furnished. Ideally situated in the heart of Lerwick, in a quiet one-way street with restricted views over the picturesque Breiwick Bay. Only a five minute walk from Lerwick's historical town centre and harbour. You enjoy far more freedom and space than a guesthouse or hotel can offer. It's just like being at home - only better. Every week your apartment will be cleaned leaving you to enjoy a relaxing stay and allowing you to make the most of your visit.
Welcome pack on arrival. Tea, coffee, milk and biscuits. Check-in 2pm. Check-out 11am.


North Coast Community Transport cover all regions of the Causeway Coast & Glens council area and the Ballymena and surrounding areas of Mid and East Antrim council.
Limavady is situated in the North West of Northern Ireland, bordering on Lough Foyle at its northern extremity. It is part of Causeway Coast & Glens borough council area. The area of operation consists of two main towns, Limavady and Dungiven. It also encompasses the ten rural wards of Magilligan, Aghanloo, Forest, Upper Glenshane, Feeny, Highlands, Glack, Greysteel, Ballykelly anf Roeside. The area has a total population of 31,855 living in a rural area of 58,635 hectares. The population density is 55 persons per sq. km., significantly lower than the Northern Ireland average of 125 persons per sq. km. Limavady has the fifth lowest rate of population density in Northern Ireland. The population in Limavady is predominantly rural, with the rural community representing approximately 63% of the population.
Coleraine, part of Causeway Coast & Glens council area has a population of approximately 60,000 with half of the residents living in rural areas. Disposable income is well above the Northern Ireland average. Coleraine is the main town of the world famous Causeway Coast, which attracts over two million visitors per year, spending in excess of £37 million. Coleraine is situated at the lowest bridgeable point of the River Bann, where the river is a quarter of a mile wide. Coleraine is the major commercial centre in the North West of Northern Ireland and has been designated as a major growth area in the Northern Ireland Development Strategy. Rural areas include the smaller towns of Kilrea, Garvagh, Portrush and Portstewart.
Ballymoney Borough covers 161 sq miles (41,700 hectares) and is predominantly rural in character. The town of Ballymoney is its administrative, commercial and educational centre, and there are a number of small villages in the rural hinterland. The Borough lies within the Antrim Coast and Glens Area of Outstanding Natural Beauty and also the Lower Bann valley, which forms part of the Borough's western boundary. The area's population has grown from 26,894 in 2001 to 29,741 in 2007 with one-third of the population of the borough living near or within the town of Ballymoney. The current population represents 1.7% of the population of Northern Ireland and since 2001 the borough has enjoyed a constant population growth rate of 1.7% per annum, (this rose to 1.8% 2006-2007), as a result of both positive natural change and a net inward migration to the borough.
Moyle area is an entirely rural area with a population of 24,000. It has a population density of 0.24 persons per hectare, compared with the Northern Ireland average of 1.11 per hectare. Therefore, viable public transport in the Moyle area is most difficult. Moyle covers a large geographical area from Glenarm in the east to Bushmills in the west of the area. The area is characterised by Glens in the east and rolling countryside beyond the Glens to the west. The geographical area is large stretching over 600 square miles and includes 70 miles of coastline.
The Borough, encompassing the five main urban settlements, Ahoghill, Broughshane, Cullybackey, Portglenone and Ballymena Town itself, together with several villages and hamlets, covers approximately 200 square miles, and has a central location within Northern Ireland. Ballymena is situated in County Antrim, where over half of the Borough's total population of around 60,000 live in the actual town of Ballymena, The Antrim Coast and Giants Causeway bound the borough to the North, to the east by Slemish Mountain and Glens, to the west the River Bann and to the south by Lough Neagh. It is therefore also well placed to act as both a commuting and a holiday base.


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La Voie Frisonne () est un ancien itinéraire longeant la Mer du Nord qui depuis le Moyen âge reliait Oldenbourg à Esens. Cette véritable route d'invasion était empruntée non seulement par les armées, mais aussi les pèlerins et les marchands. Elle était défendue par une série de châteaux.

Le nom sert aujourd'hui à désigner le réseau de véloroutes aménagé par 28 associations municipales, et dont les emblèmes sont une  hallebarde et une roue de charrue. La Voie Frisonne ne fait pas encore partie du réseau des voies vertes régionales Weser-Ems des Wiehengebirge.

Source

Voir également
  La Voie Frisonne sur le site du magazine « Nordwestreise »
  La « Voie Frisonne » sur le site fédéral des voies vertes allemandes
  La Voie Frisonne sur le site de la communauté urbaine de Frideburg (cartes à télécharger)

Aménagement cyclable en Allemagne
Route commerciale
Histoire économique de l'Allemagne
Basse-Saxe

redpajama_set_name: RedPajamaWikipedia


The Institute of International Banking Law & Practice (IIBLP) will hold a 2-day conference this October in New York. The 2015 Americas Standby & Guarantee Forum will be held on October 15 and the 2015 Americas Letter of Credit Law Summit will take place on October 16. M&S partners Michael Evan Avidon and Paul M. Roder will speak about trends and issues in the letter of credit the industry over the 2-day span as they join other prominent panelists and attendees including banking and finance professionals, practicing attorneys, academics and others.
The October 15 event concentrates on bank guarantees and standby letters of credit and various issues that arise in practice and law. Focusing on concerns confronting today's practitioner, the program will include lessons from recent court cases and tips for drafting sound bank guarantees and standby letters of credit.
The October 16 event brings together top legal minds in the field together with bankers to discuss recent court cases and legal interpretations that affect letter of credit and bank guarantee practice. It will be most beneficial for lawyers working for firms or banks, as well as bankers and corporate letter of credit users with an active interest in banking law.


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Queen's Gazette | Queen's University
Alumni Review
Queen's Gazette
Gazette PDF
Queen's in the News
Queen's Alumni Review
Learn how Queen's is planning for our safe return to campus.
Provost clarifies Limestone Queen's pathway admission policies
A recent newspaper report regarding admission standards for international students incorrectly suggested that Queen's had lowered standards for participants of the Limestone Queen's Pathway. Craig Leroux, Senior Communications Officer, spoke with with Alan Harrison, Provost and Vice-Principal (Academic) for clarification.
Craig Leroux: What is the Limestone Queen's pathway?
Alan Harrison: It is a new initiative between the Limestone District School Board and Queen's that provides high achieving international students with the opportunity to be pre-evaluated for Queen's Bachelor of Arts (BA) program and to complete their high school studies in Kingston through the Limestone District School Board.
CL: Does Queen's lower admission standards for pathway participants?
AH: Participants must meet all of the university's academic and language requirements and deadlines in order to obtain an offer of admission. Students entering the pathway are not given a "conditional offer of admission to Queen's." They are pre-evaluated for the Queen's BA program. Anyone who takes part in the program is required to follow the normal admissions process and apply to Queen's through the Ontario Universities Application Centre, and meet the same academic and language proficiency requirements as everyone else.
Provost Alan Harrison
CL: Is the pathway an "easy way" into Queen's?
AH: The pathway targets students who would be competitive for admissions at top universities. It is actually a very demanding program, with participants having to complete Grade 12 in English in a new curriculum while performing at a high academic level. They also have to write the Ontario Secondary School Literacy Test, which is a requirement for earning the Ontario Secondary School Diploma, and successfully complete intensive English language training at both LDSB and Queen's.
CL: Does the pathway ensure students are prepared for university?
AH: Queen's is committed to supporting the success of all students, including international students. The pathway provides a highly supportive environment and its aim is to ensure that students are prepared for success in university. And we hope they choose Queen's. In addition to the language training, they are immersed into the local culture and Queen's and LDSB provide many other supports to ensure a smooth and successful transition.
CL: Does Queen's actively recruit for the pathway?
AH: No. Queen's is a partner in the program but the LDSB does its own recruiting. However, attracting international students is a priority for Queen's and Principal Daniel Woolf. Attracting international students to campus promotes cultural awareness and enriches the student learning experience for everyone. The university's aim is to double the proportion of international undergraduates to 10 per cent.
Tags: Internationalization|Student Learning Experience
A glimpse of the world
Speaking the world's language
Queen's announces joint program with Tongji University
International search for expertise leads to Queen's
Supporting the 'chance of a lifetime'
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Edward Burtynsky to collaborate with Queen's on unique work of public art
Early career chemist earns Ontario's Polanyi Prize
Narrowing the gap in health care access
Queen's remembers Art Cockfield
Six Canada Research Chairs announced for Queen's
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On-campus academic activities cancelled today due to weather
Review of Teaching and Learning at Queen's
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HomeAng Probinsyano
Joaquin's Death in "FPJ's Ang Probinsyano" Introduces New Characters
byRunner Rocky - Saturday, May 27, 2017
The country's number one primetime series "FPJ's Ang Probinsyano" brought explosive surprises to viewers with the heart-pounding death of Joaquin (Arjo Atayde) and the show's introduction of its newest cast, keeping its spot as the most watched program in the country.
After drawing more viewers versus the premiere of its rival program last Monday (May 22), "FPJ's Ang Probinsyano" continued to rule primetime last Tuesday (May 23) and Wednesday (May 24), as it scored national TV ratings of 43.3% and 42.7%, respectively, compared to "Mulawin vs. Ravena" that only got 20.6% and 21.1%, according to data from Kantar Media.
Now that Cardo (Coco) had avenged his twin brother's death, he will face a new chapter in his life and is set to meet new characters that will add action and give enduring lessons to households every night.
Watch out for some of the biggest names in the industry, led by Filipino action movie icon Lito Lapid, with his son and respected action star Mark Lapid, and multi-awarded actor and "Heneral Luna" lead star John Arcilla who will keep viewers hooked on their TV screens.
Seasoned actresses and "Till I Met You" stars Pokwang and Angel Aquino, meanwhile, are set to reunite on television in new roles that will showcase their acting prowess. Singer and OPM icon Mitch Valdez will also prove she has the acting chops as she joins the cast of the series.
"It's Showtime" host Jhong Hilario also brings more action to the series, along with Gawad Urian awardee and returning Kapamilya Sid Lucero.
From their last team up in "Dugong Buhay," Ejay Falcon and Yam Concepcion will once again grace the small screen to dabble in action with award-winning indie actor Ronwaldo Martin.
Watch out for the newest chapter of the number one teleserye "FPJ's Ang Probinsyano," weeknights on ABS-CBN and on ABS-CBN HD (SkyCable Ch 167). Viewers can also catch up on the program's past episodes via iWanTV.com and skyondemand.com.ph for Sky subscribers. 05/27/2017 (TV Series Craze)
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Tags Ang Probinsyano Arjo Atayde Coco Martin FPJ's Ang Probinsyano FPJ's Ang Probinsyano Episodes Primetime Bida TV Series Episodes Yassi Pressman
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To convince businesses, and society in general, of the importance of breaking down the barriers that make entry into the workplace more problematic for people in difficult social situations.
Development of the 'En realidad no tiene gracia' concept and campaign, with the collaboration of popular humorists such as Forges, Gomaespuma, Flo, etc. Specifically oriented toward the organisations target population, as well as society as a whole.
We have participated in the campaign 'En realidad no tiene gracia' in blog publishing and managing your online community.
Since the area of innovation have been organized and energized five tables dialog between business and technical / os employment of the entity in different territorial assemblies.
41,000 visits to the web site in 12 months.
A 52.94% share of the sustainability, communication and social action sector.
Over 50 million media hits.
96 vignettes presented by members of the public.