text:
package start

import (
	"k8s.io/apimachinery/pkg/runtime"
	"k8s.io/apimachinery/pkg/runtime/schema"
	"k8s.io/client-go/rest"
	cmapp "k8s.io/kubernetes/cmd/kube-controller-manager/app"
	cmappoptions "k8s.io/kubernetes/cmd/kube-controller-manager/app/options"
	kexternalinformers "k8s.io/kubernetes/pkg/client/informers/informers_generated/externalversions"
	"k8s.io/kubernetes/pkg/cloudprovider"
	"k8s.io/kubernetes/pkg/controller"

	configapi "github.com/openshift/origin/pkg/cmd/server/api"
	"github.com/openshift/origin/pkg/cmd/server/bootstrappolicy"
	origincontrollers "github.com/openshift/origin/pkg/cmd/server/origin/controller"
)

func getControllerContext(options configapi.MasterConfig, controllerManagerOptions *cmappoptions.CMServer, cloudProvider cloudprovider.Interface, informers *informers, stopCh <-chan struct{}) (origincontrollers.ControllerContext, error) {
	loopbackConfig, _, kubeExternal, _, _, err := getAllClients(options)
	if err != nil {
		return origincontrollers.ControllerContext{}, err
	}
	// divide up the QPS since it re-used separately for every client
	// TODO, eventually make this configurable individually in some way.
	if loopbackConfig.QPS > 0 {
		loopbackConfig.QPS = loopbackConfig.QPS/10 + 1
	}
	if loopbackConfig.Burst > 0 {
		loopbackConfig.Burst = loopbackConfig.Burst/10 + 1
	}

	rootClientBuilder := controller.SimpleControllerClientBuilder{
		ClientConfig: loopbackConfig,
	}

	availableResources, err := cmapp.GetAvailableResources(rootClientBuilder)
	if err != nil {
		return origincontrollers.ControllerContext{}, err
	}

	openshiftControllerContext := origincontrollers.ControllerContext{
		KubeControllerContext: cmapp.ControllerContext{
			ClientBuilder: controller.SAControllerClientBuilder{
				ClientConfig:         rest.AnonymousClientConfig(loopbackConfig),
				CoreClient:           kubeExternal.Core(),
				AuthenticationClient: kubeExternal.Authentication(),
				Namespace:            "kube-system",
			},
			InformerFactory: genericInformers{
				SharedInformerFactory: informers.GetExternalKubeInformers(),
				generic: []GenericResourceInformer{
					// use our existing internal informers to satisfy the generic informer requests (which don't require strong
					// types).
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.appInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.authorizationInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.buildInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.imageInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.quotaInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.securityInformers.ForResource(resource)
					}),
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.templateInformers.ForResource(resource)
					}),
					informers.externalKubeInformers,
					genericInternalResourceInformerFunc(func(resource schema.GroupVersionResource) (kexternalinformers.GenericInformer, error) {
						return informers.internalKubeInformers.ForResource(resource)
					}),
				},
				bias: map[schema.GroupVersionResource]schema.GroupVersionResource{
					{Group: "rbac.authorization.k8s.io", Resource: "rolebindings", Version: "v1beta1"}:        {Group: "rbac.authorization.k8s.io", Resource: "rolebindings", Version: runtime.APIVersionInternal},
					{Group: "rbac.authorization.k8s.io", Resource: "clusterrolebindings", Version: "v1beta1"}: {Group: "rbac.authorization.k8s.io", Resource: "clusterrolebindings", Version: runtime.APIVersionInternal},
					{Group: "rbac.authorization.k8s.io", Resource: "roles", Version: "v1beta1"}:               {Group: "rbac.authorization.k8s.io", Resource: "roles", Version: runtime.APIVersionInternal},
					{Group: "rbac.authorization.k8s.io", Resource: "clusterroles", Version: "v1beta1"}:        {Group: "rbac.authorization.k8s.io", Resource: "clusterroles", Version: runtime.APIVersionInternal},
					{Group: "", Resource: "securitycontextconstraints", Version: "v1"}:                        {Group: "", Resource: "securitycontextconstraints", Version: runtime.APIVersionInternal},
				},
			},
			Options:            *controllerManagerOptions,
			AvailableResources: availableResources,
			Cloud:              cloudProvider,
			Stop:               stopCh,
		},
		ClientBuilder: origincontrollers.OpenshiftControllerClientBuilder{
			ControllerClientBuilder: controller.SAControllerClientBuilder{
				ClientConfig:         rest.AnonymousClientConfig(loopbackConfig),
				CoreClient:           kubeExternal.Core(),
				AuthenticationClient: kubeExternal.Authentication(),
				Namespace:            bootstrappolicy.DefaultOpenShiftInfraNamespace,
			},
		},
		InternalKubeInformers:  informers.internalKubeInformers,
		ExternalKubeInformers:  informers.externalKubeInformers,
		AppInformers:           informers.appInformers,
		AuthorizationInformers: informers.authorizationInformers,
		BuildInformers:         informers.buildInformers,
		ImageInformers:         informers.imageInformers,
		QuotaInformers:         informers.quotaInformers,
		SecurityInformers:      informers.securityInformers,
		TemplateInformers:      informers.templateInformers,
		Stop:                   stopCh,
	}

	return openshiftControllerContext, nil
}

redpajama_set_name: RedPajamaGithub


text:
Q: How to get executable's full target triple as a compile-time constant without using a build script? I'm writing a Cargo helper command that needs to know the default target triple used by Rust/Cargo (which I presume is the same as host's target triple). Ideally it should be a compile-time constant.
There's ARCH constant, but it's not a full triple. For example, it doesn't distinguish between soft float and hard float ARM ABIs.
env!("TARGET") would be ideal, but it's set only for build scripts, and not the lib/bin targets. I could pass it on to the lib with build.rs and dynamic source code generation (writing the value to an .rs file in OUT_DIR), but it seems like a heavy hack just to get one string that the compiler has to know anyway.
Is there a more straightforward way to get the current target triple in lib/bin target built with Cargo?

A: Build scripts print some additional output to a file so you can not be sure that build script only printed output of $TARGET.
Instead, try something like this in build.rs:
fn main() {
    println!(
        "cargo:rustc-env=TARGET={}",
        std::env::var("TARGET").unwrap()
    );
}

This will fetch the value of the $TARGET environment variable in the build script and set it so it will be accessible when the program is started.
In my main.rs:
const TARGET: &str = env!("TARGET");

Now I can access the target triplet in my program. If you are using this technique, you'll only read the value of theTARGET environment variable and nothing else.

A: I don't think this is exposed other than through a build script. A concise way to get the target triple without "dynamic source code generation" would be, in build.rs:
fn main() {
    print!("{}", std::env::var("TARGET").unwrap());
}

and in src/main.rs:
const TARGET: &str = include_str!(concat!(env!("OUT_DIR"), "/../output"));

fn main() {
    println!("target = {:?}", TARGET);
}

A: If you just want to know which target is installed, run: rustup target list --installed

redpajama_set_name: RedPajamaStackExchange


text:
Afghan supreme leader orders full implementation of sharia law
in World News, Asia, Mobile Home, Newsletter
Public executions and amputations some of the punishments for crimes including adultery and theft
Haibatullah Akhundzada is quoted as telling judges to 'examine the files of thieves, kidnappers and seditionists' and implement sharia law. Photograph: AFP/Getty Images
https://www.theguardian.com-Agence France-Presse in Kabul
Afghanistan's supreme leader has ordered judges to fully implement aspects of Islamic law that include public executions, stonings, floggings and the amputation of limbs for thieves, the Taliban's chief spokesman said.
Zabihullah Mujahid tweeted on Sunday that the "obligatory" command by Haibatullah Akhundzada came after the secretive leader met with a group of judges.
Akhundzada, who has not been filmed or photographed in public since the Taliban returned to power in August last year, rules by decree from Kandahar, the movement's birthplace and spiritual heartland.
The Taliban promised a softer version of the harsh rule that characterised their first stint in power, from 1996-2001, but have gradually clamped down on rights and freedoms.
"Carefully examine the files of thieves, kidnappers and seditionists," Mujahid quoted Akhundzada as saying. Those files in which all the sharia [Islamic law] conditions of hudud and qisas have been fulfilled, you are obliged to implement. This is the ruling of sharia, and my command, which is obligatory."
Mujahid was not available on Monday to expand on his tweet.
Hudud refers to offences for which, under Islamic law, certain types of punishment are mandated, while qisas translates as "retaliation in kind" – effectively an eye for an eye.
Hudud crimes include adultery – and falsely accusing someone of it – drinking alcohol, theft, kidnapping and highway robbery, apostasy and rebellion.
Qisas covers murder and deliberate injury, among other things, but also allows for the families of victims to accept compensation in lieu of punishment.
Islamic scholars say crimes leading to hudud punishment require a very high degree of proof, including – in the case of adultery – confession, or being witnessed by four adult male Muslims.
Women in particular have seen hard-won rights evaporate in the past 15 months, and they are increasingly being squeezed out of public life.
Most female government workers have lost their jobs – or are being paid a pittance to stay at home – while women are also barred from travelling without a male relative and must cover up with a burqa or hijab when out of the home.
In the past week, the Taliban also banned women from entering parks, funfairs, gyms and public baths.
Stella Assange: 'Corrupting the System at Every Level'
Three killed in shooting at University of Virginia

redpajama_set_name: RedPajamaCommonCrawl


Whenever you trying to lodge an FIR, you must provide a detailed description of the incident. This will help the law makers (police) trace easily.
Subject: Theft of my bike.
I beg to report the theft of my bike from the State Bank of India, R. K Puram. It was a new Bajaj pulsar of Black colour No. SH …….. It was purchased from Bajaj Auto Service Store on April 23, 2005. The original receipt is enclosed herewith as proof of my ownership.
The bike was lost today between 10.25 am and 10.45 am. I had gone into the bank to deposit some cash. I had locked my bike . I had kept it inside the compound. There was a lot of rush on the bank. When I came back after twenty minutes my bike was nowhere to be seen. I made enquiries from the tea stall and other vendors. All my efforts to trace the bike have failed.
I, therefore, request you to get the bike traced and restore it to me.


With the recent price drop of the Xbox 360 in Europe, Microsoft saw a sales increase of 40% over the weekend in the UK. This is good news for retailers who are hoping the purchasing of 360s carry on through the Easter shopping season. An Xbox 360 as an Easter present? Apparently I was born in the wrong country to the wrong parents because all I ever got was a basket of candy and new dress to wear to church.
Also of note in recent UK console sales is the surge in customers purchasing a PS2.
Good news for gamers all around, whether you have a Sony or a Micrisoft console, the less expensive the console the happier the gamer – which is all that matters anyway. No word on which of the three different 360 units sold the most.
Read the full report on: GamesIndustry.biz.


text:
United States General news Coronavirus Infectious diseases Diseases and conditions Health Lung disease 2019-2020 Coronavirus pandemic Higher education Education Social affairs Disease outbreaks Public health College sororities Collegiate organizations Social groups and organizations College fraternities
GVSU students ordered to stay in place for 2 weeks
ALLENDALE, Mich. (AP) — Students at Grand Valley State University were ordered Wednesday to hunker down for two weeks due to a spike in coronavirus cases linked to the western Michigan campus.
There have been more than 600 cases of COVID-19 among students since Aug. 23, with the majority among students living off campus, Ottawa County health officials said.
The move came a few days after a similar order was issued to students living in fraternities, sororities and seven large rental properties near Michigan State University.
The stay-in-place order for GVSU starts Thursday. Students must stick to their on-campus or off-campus residence unless attending classes, exercising, getting food, seeking health care or working at an essential job.
Students cannot return to their home community unless there's an emergency. GVSU has 23,500 students.
"GVSU student interaction with the broader community greatly increases the risk of community disease spread which may result in serious illness or death," said Dr. Paul Heidel, the county's medical director.
"We need students to take the ... order seriously and be vigilant to help stop the spread of COVID-19," Heidel said.
GVSU athletes can practice sports if a doctor is present, though the health department is "strongly" discouraging it.
Nick Moran, editor-in-chief of the campus newspaper, the Grand Valley Lanthorn, said students are wondering how the restrictions will be enforced.
"When you have a campus community, it's hard to open a window and not hear music or students moving house to house, socializing at night, like you would in any other year," Moran said.
GVSU President Philomena Mantella said in-person classes won't change.
"The order is really focused on those areas where students congregate socially and it really kind of acknowledges that we're not seeing the transmission in our university facilities, busing, the kinds of places that you may also look for the virus to be at levels that are high," Mantella said.


Below is a video of Cameron Diaz talking about her experiences while filming The Box. The director, Richard Kelly, is currently MTV Movies special blogger and wrote a post about working with Cameron. Check out a few quotes below, and read the entire blog here. So psyched for the movie!
Cameron is very observant and thoughtful – she thinks long and hard before she makes any important decisions. It was clear that she knew exactly what she was doing every step of the way. She never once complained about a single thing during a long, emotional shoot in sub-arctic blizzard conditions.
I feel fortunate to have worked with both Cameron and Drew, who are consummate professionals — these are two of the most successful and well-adjusted women I know . . . incredibly supportive, kind and appreciative of everyone on the set and around them.
I know I'm biased as the filmmaker behind the movie, but Cameron's performance in "The Box" is extraordinary. I can't wait for people to witness her transformation into Norma Lewis.
Read the entire blog post!


Bhramari is the Sanskrit word for bee. Pranayam is the practice of controlling the prana or the life force in your body through breathing. The pranayama is called so because it gets you humming like a bee during exhalation. The mouth is shut during the exhalation and the sound is made using the throat.
Like all the pranayama techniques, Bhramari Pranayama helps you relax. Add to it the vibrations from the humming made by the throat and you have a winning combination that calms and soothes the mind.
Sit in a pose that is comfortable for you- padmasana, ardha padmasana or vajrasana.
Make sure that your spine is straight and your shoulders are stretched out. Do not slouch while doing this pranayama.
Now open up your hands and gently plug your ears with your index finger. Make a sound and you should be able to feel the vibration on your fingertips. An alternate way of doing this is to use your thumbs to close your ears and placing the index finger on your forehead, just above your eyebrows. The middle and the ring fingers rest on your closed eyes.
Breathe in deeply. Do not force yourself to overdo it or expand your chest or abdomen. But focus on getting in more air than your regular breathing pattern.
Now exhale slowly, keeping the mouth closed.
Make a low humming sound from your throat while you breathe out.
You should be able to feel the vibrations of the humming on your fingers.
Gently release your hands and rest them on the knees. This is one round of Bhramari pranayama. About 5-10 times a day is an ideal number of times that this must be repeated.
Always do it on empty stomach, in the morning or the evening.
It helps calm the body and mind, both from the breathing and the vibrations produced by the humming.
Helps in alleviating blood pressure.
The pranayama helps in improving metabolism in the body and consequently helps you lose weight.
It increases the amount of oxygen that reaches the system as a result of which the body functions with more energy and vitality.
It balances the amount of hormones that are secreted in the body. It releases serotonin which helps in uplifting your mood.
It is known to prevent headaches and is also effective against migraine.
On regularly performing Bhramari pranayama, conditions such as asthma and other respiratory disorders can be controlled.
It can help cure insomnia. Do this in the evening every day to soothe your nerves and you are sure to get a good night's sleep.
Pregnant women can practice Bhramari Pranayama since it is known to ease childbirth.
Over a period of time, doing this pranayama helps improve your concentration levels and memory.
Goes without saying that get into a habit of spending ten minutes every day to do Bhramari Pranayama for a calmer and quieter mind.


We offer comprehensive educational, therapeutic, and habilitative programs for children and adults.
Educational programs we utilize at the Children's Center.
See what other parents have to say about The Children's Center.
Contact us or schedule a tour of our facilities.
Our center's unique full service approach offers families of children with autism and related disabilities a variety of programs year round. These services are individualized to meet the changing needs of children and families across the valley.
Watch Executive Director, Kent Rideout, as he talks about The Children's Center's unique approach to student success on Sonoran Living.


Recently, KingofHowTo.com published a series of consumer news features that put penny auction websites under the microscope. In response to one particular article, we were contacted by SkoreIt.com Chief Operating Officer Joe Crivello. Despite numerous online reviews complaining about a supposed SkoreIt scam, Crivello insists his company is honest with its customers. Before you spend a single cent at any bidding fee auction, you should know all sides of the story.
Recently, some powerful organizations decided to speak out about the potential pitfalls associated with bidding fee auction websites. The Federal Trade Commission, Better Business Bureau and AARP have all issued reports warning consumers about these so-called bargain websites. According to each organization, many of these companies use shady tricks to scam users; however, Crivello says these warnings do not apply to SkoreIt.com.
Despite Crivello's statement, the fact is that the FTC, BBB and AARP have warned that most consumers tend to lose money when they participate at penny auctions. According to the FTC, because bidders are forced to pay for the right to bid, they lose money even if they don't win the auction. Additionally, the FTC states that even winning bidders often end up paying more for an item than they expected.
Is SkoreIt All that Different?
The FTC has warned consumers that many penny auction websites use automated software known as "bots" or "shills" which make bids on behalf of the company. According to Crivello, his company does not employ this type of strategy, and he says all SkoreIt.com employees are contractually bound to never place bids on any company auction.
Recently, QuiBids underwent a third-party audit performed by Grant Thornton, which determined the company did not use shills; however, according to Crivello, his company has not taken similar measures to prove that every auction is fair.
"SkoreIt has not conducted an audit with Grant Thornton, although we are evaluating that and similar options for continuing to demonstrate our commitment to the fairness of our auctions," he said.
Many consumers are attracted to penny auctions, because they represent a form of high-risk, high-reward entertainment. That said, consumers should be wary of companies that might use unscrupulous strategies to encourage bidder failure. According to Crivello, consumers shouldn't be worried about a SkoreIt scam, because it's in his company's best interest to provide a positive experience to its users.
Ultimately, without third-party audits, consumers have no way of knowing which penny auction is truly on the up-and-up. Until Crivello's company invests in this sort of in-house investigation, users will either have to take the CEO's word or choose to spend their money elsewhere.


back to X, the X server crashes.
Steps to Reproduce: Start X, then press Ctrl-Alt-F1, then press Ctrl-Alt-F7.
presses, although Alt-SysRq-B does cause the system to reboot.
Expected results: The X session ought to resume normally.
log (captured using a serial console).
hence not found by the X server.
According to the xorg.conf and the i810 man pages, there is no "HWCursor"
to vt1, after switching to vt1, and after switching back to vt7.
Initial part of the log, before I switched back to a VT.
Middle section of Xorg.0.log, from after I switched back to a VT.
The problem doesn't occur under Fedora 8.  Closing the bug.


Breast augmentation surgery involves the use of implants to change the size and shape of a woman's breasts. During this interactive procedure, you will discover some of the reasons why woman may decide to get implants and other alternatives to saline implants. In addition, you will learn about the risks of breast implants and the types of breast implants. Our method today will use saline filled implants, and you will learn how the implants are inserted, how the saline is injected into the pouches, and how the implants are adjusted for the best appearance. Then you will help stitch up the incisions and learn about breast implant recovery. Go ahead and scrub in so we can get started now!


text:
https://stage.edge.org/memberbio/stuart_firestein
Stuart Firestein
Professor and Chair, Department of Biological Sciences, Columbia University; Fellow, AAAS
Dr. STUART FIRESTEIN is the Chair of Columbia University's Department of Biological Sciences where he and his colleagues study the vertebrate olfactory system, possibly the best chemical detector on the face of the planet. His laboratory seeks to answer that fundamental human question: How do I smell?
Dedicated to promoting the accessibility of science to a public audience, Firestein serves as an advisor for the Alfred P. Sloan Foundation's program for the Public Understanding of Science. Recently he was awarded the 2011 Lenfest Distinguished Columbia Faculty Award for excellence in scholarship and teaching. He is also a Fellow of the AAAS.
He is the author of Ignorance, How it drives Science and Failure: Why Science Is So Successful.
Ignorance: How It Drives Science
By Stuart Firestein
Failure: Why Science Is So Successful
2017 - WHAT SCIENTIFIC TERM OR CONCEPT OUGHT TO BE MORE WIDELY...
2016 - WHAT DO YOU CONSIDER THE MOST INTERESTING RECENT [...
Fundamentally Newsworthy
2011 - WHAT SCIENTIFIC CONCEPT WOULD IMPROVE EVERYBODY'S...
What is your Question from SciFoo 2013?
Tyler Cowen, Joseph "Yossi" Vardi, Carl Page, Fiery Cushman, Lee Smolin, Linda Stone, Paul Davies, Paul J. Steinhardt, Peter Norvig, Richard Potts, Steve Fuller, Stuart Firestein [6.27.13]
ASK A SCIFOO QUESTION?
On the Road [ 6.27.13 ]
Stuart Firestein faculty page
Stuart Firestein website


I've been a brand ambassador for Fujifilm Canada for quite awhile now. Was it 2012? I think it was. Those early days were the Wild West, just a handful of us chatting on the phone, sharing our thoughts with Billy Luong about cameras, the lenses we wanted to see in the pipeline, testing stuff in the field and providing feedback. I miss those early years of camaraderie between just a few Canadian photographers. Most of all, I miss the feeling of contributing to something that was new and bold and full of promise. We were there at the creation—it's a feeling we'll never get back.
Over the years I've had my doubts at times, about the way the program was managed—or rather, not managed. Guidelines weren't always clear. At some point it felt more about numbers, about adding as many photographers as possible. I felt this was diluting the whole point of the project—regardless of my place in it. But in the end this was all background noise: I was shooting these cameras because I liked them, because they were the right tool for me. Period. The program itself was never the goal.
But I want to make one detail very, very clear in light of recent...let's call them allegations: I have NEVER said or posted anything at the request of Fujifilm or as part of some sort of contractual engagement. No one at Fujifilm Canada has EVER forced me to write a review, to push this or that piece of gear. Ever. Even when I've had exclusive access and it would've made perfect sense for them to ask something in return: sometimes I did and sometimes I didn't; it's always been up to me. It's been this way from day one and nothing has changed through any new requirements that I know of. When I give talks sponsored by the company, I get carte blanche on content. In fact, they've always encouraged me to make these about photography, not products. I don't receive a set of talking points.
I'm under no obligation to use the X-photographers logo as part of my business identity, or to share and redistribute Fujifilm content through social media. Do I sometimes do any of this on my own? Sure. Are we encouraged to do it when we can? Yes. The same way I'm encouraged to share about say...the SNAP Photo Festival in the UK next year (it should be quite a bit of fun). But it's always on my own terms and nothing has changed in this regard. There's no coercion. I've done corporate and promotional work for Fujifilm, seen images appear in various ads—all things for which I've been compensated. I've also purchased quite a bit of gear from them as well. Yes, I did say purchased.
Now, am I tainted in any way? Do I have a positive bias towards the company's products because of my relationship with them? Of course I do. I'd never pretend otherwise. We're all human here. I get to see the work that goes into creating these products, to share concerns and ideas. I get to glimpse behind the wizard's curtain and peek into the future. I've had (too much) beer with managers, designers and engineers...there's a personal aspect to this relationship at this point in my life. But 1) I've never hidden this fact from anyone and 2) I'm not a product reviewer, so who cares? I'm a guy who takes pictures for a living and takes pictures in his off-time and takes pictures when everyone else has pretty much stopped taking pictures. I enjoy sharing, so I do. I was sharing back in my Nikon days—and I sure as hell wasn't a Nikon Ambassador.
The day I start singing the praises of a system I don't actually use? That's the day I should quit altogether. I won't be a photographer at that point—I'll be a promoter and a fake. Until then...life goes on.


Hello everyone! I hope you are having a smashing day! I am because I've been invited to take part in a really cool blog tour in March. Today, I want to share the book cover and blurb with you and I hope you get as excited about it as I do! Tune back in March to discover my full thoughts on The Blameless Dead.
In the dying days of World War Two, Pavel Romasko and his Red Army colleagues pick their way through the carnage and detritus of a dying Berlin. Stumbling upon the smoking remains of a Nazi bunker, they find something inside that eclipses the horror of even the worst excesses in the city above them.
The Blameless Dead is an epic, compelling, edge-of-the-seat drama that sweeps the reader from twentieth century Europe to modern-day New York, taking in some of the most important events of modern history and exposing them in honest and unflinching terms. Part murder-mystery, part historical novel and shot through with adrenalin-pumping action, this novel superbly demonstrates that, while the hostilities may cease and the peace be signed, the horror that is war is never really over.
Great! I've a review coming in the new year if you want to learn more.
I have to admit it's one of the eras I like more. I've a few more historical fiction books coming this year that you might like instead.
Gorgeous cover. This sounds like a fantastic read – looking forward to hearing your thoughts.
Thanks! I can't wait to read it myself!
I can't wait to read the book! I'll have the review up in March.
It's a book I'm very much looking forward to myself!
this is such a unique cover!!


BattleBots Arena - Tombstone Battles Witch Doctor!
Battle! Alyse and I battle at the end of the video, so stay watching until then! As I took this out of the box, my excitement grew as I was setting it up and getting ready to play! I was looking forward to this set. It has been out for awhile, but I remember the original Tweet from Hexbug from last year and back then I wanted to give this set a try. It is one of the funnest toys to play. I like the quality and functionality of the BattleBots. It really did remind me of the show and they are built really well.
I played this for days after the video and was looking for the other two BOTS that are available for this series. One day I will add them to this set and then I can switch up the BattleBots.


text:
Where Faith and Politics Meet
Charisma News :
Latest News (Home)
Back to Charisma News
FRC Speaker: These Are the Devastating Consequences of Abandoning Truth
⇑ back to "Events"
12:30PM EDT 7/31/2017	 Bob Eschliman
Riots on college campuses, like those that happened at the University of California-Berkeley earlier this year, are the devastating consequences of abandoning truth, Oklahoma Wesleyan University President Dr. Everett Piper says in a speech he will give Tuesday at Family Research Council headquarters in Washington, D.C. (Reuters photo)
The United States of America is not a gigantic daycare charged with ensuring the needs of every resident are met, but somehow the nation born of "Give me liberty, or give me death!" has become the nation of "Take care of me, please."
Oklahoma Wesleyan University President Dr. Everett Piper has become known for his passionate defense of intellectual freedom on college campuses, which were once bastions of free speech, but have more recently become inundated with oftentimes conflicting speech codes that ultimately stifle the free exchange of ideas. Piper advocates tirelessly for cultural courage grounded in the conservation of time-tested truths, and is the 2016 recipient of the Jeane Kirkpatrick Award for Academic Freedom.
"His commentary on religion, education and politics challenges the intolerant tolerance of today's academic community," the Family Research Council declared in a recent press release announcing a speech he will give at noon EDT Tuesday. "Dr. Piper is the author of Why I Am a Liberal, and Other Conservative Ideas and the viral op-ed titled 'This is Not a Daycare, It's a University.' His op-eds are routinely featured in local and national news outlets and he serves as a regular guest on talk-radio across the nation."
Click here to register to hear Piper's speech.
Related topics: College | Family Research Council | Free Speech | Liberals | Violence


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InterConnect 2017 Wrap-Up: Cognitive, Cloud, Quantum and Curiosity
by Joe Sepi on April 4, 2017 in Community, Events
Well, that was amazing. IBM InterConnect 2017 wrapped up about a week ago. I am still trying to parse all the knowledge and insights I...
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Video of the Week: Pushing Forward with Node
by Dave Whiteley on February 28, 2017 in Node core, Node DevOps
The StrongLoop and IBM team attended Node Interactive in Austin, Texas in 2016. While there, we chatted with developers about all sorts of topics about...
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The StrongLoop and IBM team were fortunate enough to interview some of the developers at Node Interactive in Austin, Texas near the end of 2016....
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ABI stable module API for Node.js
by mhdawson on February 16, 2017 in Uncategorized
The ABI stable module API for Node.js (NAPI) is an effort to provide a stable API for native add-on modules across releases. This should result...
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Node Interactive – Reflections on the last year
by mhdawson on November 28, 2016 in Community updates
With Node Interactive US just around the corner I was thinking back to the the first Node Interactive in Portland just under a year ago....
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LinuxOne, PPC, AIX and z/Os support in the Node.js community – More binaries available
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LinuxOne, PPC, AIX and z/Os support in the Node.js community
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Node.js community binaries available for Linux on Power big and little endian
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Cob is an earthen building material. It closely resembles adobe and mudbrick. You can use cob to build ovens, homes and fences. Though working with cob is time consuming, a well built fence will last for decades. The cob-working process falls into three stages: laying a foundation, mixing the cob, and constructing the fence.
Cob is built from clay, sand and straw.
Select the fence site. The more level it is, the easier your task will be.
Dig the fence line. Create a ditch at least six inches deep and six inches wide.
Your goal is to remove the loose topsoil and hit the harder earth underneath. The wider your foundation, the sturdier your fence will be.
Tamp the ditch. Make the soil hard, flat and level.
Lay two to three inches of gravel in the ditch. This will provide drainage and deter erosion.
Gather large, flat stones that will fit your ditch. Each stone should be larger than your hand.
Layer the stones in your ditch. Put the heaviest rocks on the bottom layer.
Fit the remainder together like a puzzle. You want the rock foundation to be as tight as possible.
It should be at least three inches above the soil.
Test your foundation by standing on it and rocking. If the stones wobble, they're not sturdy enough.
Reconfigure them. Remember that the more tightly you layer them, the sturdier they'll be.
Place clay in a bucket of water. Let it soak overnight.
Lay a tarp on the ground. Select a flat piece of your yard with few rocks, twigs or other objects that might jab your bare feet.
Mix equal portions of sand and clay. Use just enough to create a hand-sized brick.
Place the ingredients on the tarp and use your hands and bare feet to mix. Flip the mixture by pulling up an edge the tarp.
Flip it regularly to ensure an even mix.
Add straw to the mix. Do not use hay.
Your goal is to have just enough straw that it adds structural support, but not so much that it visibly overpowers the clay. If you can see clean straw, then you've added too much.
Wait for the mix to dry. This could take an hour.
If the brick cracks, then you need more sand in your mix. If sand flakes off the surface, then you need more clay.
Adjust your mixture and try again. Once you've found the perfect ratio, then you're ready to start building the fence.
Mortar the foundation with cob. Use a trowel to fill in the foundation's holes and cracks.
Once you're done, cover the foundation with a tarp and wait a day for it to dry.
Moisten the cob the next morning. Cover it again and wait another day.
Do this for a week. This process will solidify the foundation.
Place a three-inch layer of cob on top of the foundation. Walk back and forth across the cob to compress it into the stone.
Add another three-inch layer and repeat until the cob starts to bulge at the side. This is your cue to let the cob dry.
Grab a stick and puncture three-inch deep holes along the top of the fence. Space the holes three inches apart from each other.
Place a tarp over the fence and wait a day for the cob to dry.
Uncover the fence the next morning. Add another three inches of cob.
Walk along the fence to compress the cob. Alternatively, place your palms on the cob and lean into it.
Continue doing this until the fence is at its desired height.
Trim the sides of your fence with a machete. Ideally, the fence will taper upwards, so that it is thickest at the base and thinnest at the top.
A six-foot fence should taper four inches. Once it's trimmed, your fence is ready.


text:
La Centrale d'enregistrement et d'analyse pour la sûreté de l'information, en allemand , abrégé en MELANI ou Melani est un organisme gouvernemental suisse actif dans le domaine de la cybersécurité de 2004 à 2020.

Elle s'occupe de conseiller les entreprises et les particuliers afin de prévenir et de gérer les dangers liés aux nouvelles technologies. En 2020, elle est intégrée au nouveau Centre national pour la cybersécurité (NSCS).

Historique
Considéré comme stratégique depuis 2001, le lancement de Melani a été plusieurs fois retardé. Avalisé sur le principe en  par le Conseil fédéral, il été d'abord prévu au début 2004, mais a finalement été reporté à octobre de la même année, pour atteindre un fonctionnement effectif au  . A suivi une période d'évaluation de deux ans, jusqu'en 2007 où la centrale a été définitivement confirmée dans ses fonctions.

Une étude de l'EPFZ relève en 2010 que la centrale, bien qu'effectuant ses tâches avec brio, est parvenue à ses limites car ses partenaires du « cercle privé » lui demandent des informations inaccessibles ailleurs ; en conséquence, sans augmentation de ses moyens, elle ne pourra poursuivre ses but initiaux. Il relève aussi que Melani est insuffisamment financée par rapport à ses équivalents internationaux.

En 2012, le Conseil fédéral approuve la Stratégie nationale de protection de la Suisse contre les cyberrisques (SNPC). Celle-ci créé un organe de coordination en matière de cyberdéfense, organe qui est rattaché à Melani. La centrale voit donc ses tâches et ses ressources augmenter.

Fin , une source transmet à la centrale plus de  noms d'utilisateurs et mots de passe volés ; cette dernière met en place un outil de contrôle à destination de la population.

Le , l'ordonnance sur les cyberrisques entre en vigueur, et Melani est intégrée au nouveau Centre national pour la cybersécurité (NSCS).

Tâches
La centrale est principalement chargée de la protection des infrastructures critiques de la Suisse, en particulier celles exposées aux risques informatiques. Elle cherche à prévenir ces risques en effectuant un dépistage précoce et à limiter les dégâts et l'interruption des services en cas d'attaque. Elle apporte à ses partenaires privés des informations qui ne peuvent provenir que de sources étatiques, comme le contre-espionnage, les résultats des CERTs ou les autorités de poursuite pénale. Elle se concentre plus sur les techniques utilisées par les cyberpirates, afin dégager des contre-mesures, que la lutte effective contre les assaillants. En tant que responsable de la CERT suisse, elle est membre de  et de la communauté européenne des CERTs ().

Melani, en dépassement du mandat initial du Conseil fédéral, propose aussi son soutien aux entreprises non critiques et aux citoyens. Elle les informe sur les mesures de prévention à prendre et la façon de réagir à des attaques. Elle récolte également des renseignements issus de ces sources.

Organisation
Melani est issu d'une collaboration entre le Département fédéral des finances (DFF) et le Département fédéral de la défense, de la protection de la population et des sports (DDPS), représenté par le Service de renseignement de la Confédération (SRC). Le DFF s'occupe de la direction stratégique via l'Unité de pilotage informatique de la Confédération et le SRC gère l'aspect opératif, via l'Operation Information Center (OIC). Ce dernier s'occupe de  la communication avec les services de renseignements à l'étranger et de maintenir un réseau international. Melani gère aussi la Computer emergency response team de la Suisse, GovCERT.ch, pour l'analyse technique de malwares.

Ce regroupement permet d'optimiser le travail et de diminuer les coûts de fonctionnement de la centrale. Le budget et le nombre de collaborateurs est maintenu secret pour ne pas révéler la force d'action de l'organisation. Ses effectifs ont presque doublé en dix ans de fonctionnement.

La centrale divise ses groupes d'intérêts en deux cercles : le « cercle fermé », qui fait partie de ses buts originaires, comporte des entreprises et des exploitants d'infrastructure critiques, qui sont particulièrement liées aux technologies de l'information : administration publique, finances, chimie et pharmacie, approvisionnement en énergie, santé, industrie, télécommunications, transports et logistique, assurances. Ce cercle comporte une centaine d'entreprises.

Le « cercle ouvert » quant à lui comprend les citoyens et les entreprises suisses n'exploitant pas d'infrastructure critique. Il ne fait pas partie du mandat original de Melani, mais met à disposition des autres entreprises et citoyens des informations et moyens de prévention : une infolettre en cas de menace, un formulaire d'annonce ou encore un rapport semestriel sur la sécurité en Suisse.

Notes et références

Annexes

Articles connexes
 Computer emergency response team

Liens externes

Computer Emergency Response Team
Défense et sécurité en Suisse

redpajama_set_name: RedPajamaWikipedia


text:
VIEW ALL THE LEADERS
Posted on May, at 21,
Stephanie Handelson, CEO of Harmony Senior Services
Meet Stephanie Handelson, CEO of Harmony Senior Services, a subsidiary of Roanoke, Virgina-based real estate developer Smith/Packett. With a career that began in food and beverage operations and quickly led to rising the ranks at Sunrise Senior Living, Handelson then served for several years in leadership positions with Benchmark Senior Living, most recently having served as chief operating officer.
Spotlight on Technology
Do you think the adult child is demanding more technology in today's communities?
Stephanie: I think they will be. As a matter of fact, what's really interesting is that I'm seeing more and more, not only independent living residents, but assisted living residents having iPads in their walkers. It's amazing because they'll show you pictures of their grandchildren. We offer computer classes and they're really well attended.
What are some of the important types of technology that you think operators need to be investing in?
Stephanie: I really think that security is an important function. I like the security systems that have GPS for both the residents and the staff. Actually Benchmark invested in it. [The provider can track] which rooms [residents] use and how often they're going places. It's a good way for us to demonstrate to the families what we are providing for them. And God forbid somebody walks out the door, we can immediately find them. But that's one of the ways we found out which rooms in the building were being used and which weren't.
Now tasked with driving operations for Harmony, which currently has 21 communities and 10 more under construction, Handelson is focused on guiding the company's growth in a calculated and manageable way. We sat down with Handelson to learn about her top lessons learned at Sunrise, why "heart" is the key to working in the senior housing industry and why mission must prevail in the mission-margin equation for today's owners and operators.
Senior Housing News: Tell me about how you got into senior living.
Stephanie Handelson: That's a really long story! In 1999 I was actually working in food and beverage. I was a general manager for Ruby Tuesday's, and the hours were really tough with two small kids. I saw this advertisement for Sunrise looking for a general manager for a brand new building in Lynbrook, Long Island. So I applied. Nine interviews later with Tiffany [Tomasso] and Paul [Klaassen] … I finally got the role and I started, in a construction trailer. The rest is history. I stayed with Sunrise for 10 years, opened that building, did a few turnarounds …
Were you the executive director?
I was the ED. And then became a regional operator and then VP, SVP, and when I left I had two hundred properties [in my territory] from Maine to Florida.
In 2009, Tom Grape from Benchmark, who I've known through the years, asked me to come join them as the COO and president. So I did.
I worked with Benchmark for seven and a half years and have now just joined Harmony as their CEO.
What attracted you to the Sunrise job? Did you know anything about senior living at that time?
I did not know anything about senior living. I actually thought it was going to be a bed and breakfast. And it's a very heavy sales experience, which I did have. I have my degree in hotel and restaurant management, but an associate degree in sales, so I was really excited about the opportunity. Once I got to know Tiffany and Paul and Terry Klaassen, it was an easy transition.
What was it like to come up through the ranks at Sunrise?
It was excellent — probably the best learning experience I've ever had. I was fortunate enough that Tiffany took me under her wing very early on in the process.
So how did Tom recruit you to Benchmark?
I knew Tom from all the industry conferences, and when Tiffany announced that she was going to be separating from Sunrise, Tom gave me a shout. It was a good time to move on.
What are some of the things you learned at Sunrise?
I think one of the best things I learned at Sunrise is you have to have the heart to do this work. It's more than just the capital. It's more than the real estate. You really have to have the heart to do this work, and finding people who have it is hard.
We've had a lot of very good regional folks and EDs who have had MBAs, and I have an MBA too, but it doesn't make me good at caring for people. Tiffany really instilled in [me] that there's a very strong culture of: The resident comes first.
Did you know you had that "heart" when you joined Sunrise?
No, I didn't. My first snowstorm as an executive director, when I had staff that couldn't show up for work, I really had to think long and hard. Did I really want this responsibility of caring for seniors? And I did. It's actually really fun.
What attracted you to your current role with Harmony?
The growth. I'm very excited. It's an interesting platform. [Harmony's parent company] Smith/Packett has been around for 35 years, and they own Wessex Capital, so they actually drive their own capital. Less than four years ago they had about seven Harmony properties and today we have 21 — of which 10 are in lease-up. We have five more opening before year's end, and next year.
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James Coughlin and Wendy Nowokunski, Northbridge Cos.
Read more August 16, 2018
Brian Jurutka, President and CEO, NIC
Tell me about that process of making the move to Harmony.
I was doing consulting, and we had just moved from Boston back down to Florida. I was really excited to be back in my house and taking a break.
[A head hunter called about the opportunity] and I didn't think I wanted to move again. Then they called me back about two months later, and I had the opportunity to speak with [Smith/Packett principal] Hunter Smith, and I said I'd come in for an interview. If you're going to pick somewhere, Charleston is not a bad place. I met with Hunter and his dad, Jim Smith. And they just won me over. They have a really interesting model because they own all three of the businesses. There isn't a lot of pressure from the outside, which is a good thing today. So much of the industry has changed [toward being] really capital-driven and I think [some people] forget about what we really do. At Sunrise, when we started chasing the quarterly earnings call, we didn't make the best decisions. It was pretty clear that I wasn't going to work for a publicly traded company.
How did they pitch you to join? Were you nervous that you didn't know who they were?
I was a little nervous. It was really funny; they got my name from a few of the capital partners who said that I was the right person to do what they needed to do. The growth is really, really extensive, and it's fast-paced, and they really don't have the solid platform that Sunrise did. So I bring a lot to the table for them as far as setting up the platform in the appropriate way. And I also attract good talent.
What was the first thing you did on your first day?
Day one was just getting the lay of the land. I have only been there since January 2, so it's very, very new. But I'm very excited. The owners have a really good way about them, and I've been very honest about what we need and they've been very open to making sure I get whatever I need.
What are some of the things you're implementing?
A new care structure, for one. I think that people are becoming more and more sensitive to the cost of the real estate when they're looking at senior housing options, and what we have put in place is a way to keep the rent attractive and then we have tiered pricing for care.
Whether they get the care from me or a home care provider, they need the care. The real estate, not so much. We have a care platform that has five different levels to it, where we can cover the full gamut, which is really exciting and creates attractive price points. If you think about home care as an example, with a minimum four-hour contract at $25 an hour, that's $100 [per] day.
We're able to provide our care levels at less than that price point.
I love that our buildings are IL, AL, and memory care, so we have the full continuum from a rental standpoint. We're taking a very strong focus on the associates. This talent pool is very, very tight. Because everybody is building, there is a lot of supply, and some people are kind of jumping ship. We are working to button down what really is important to [the associates]. Everybody thinks it's money [that retains people], but money is not always the first thing.
How are you going to attract millennials?
Flexible work schedules really seem to be something that they like. And this industry does not take advantage of that as much as we should. One of the things we're thinking about is how we move people to a Tuesday through Saturday or Sunday through Thursday schedule, so they have a day off during the week. We're looking [at] four 10-hour days, and things we think they want. We should have some better answers [after we set up a working group].
We've started to see a lot of occupancy pressure coming from the NIC data. Do you think it's as bad as some people might say?
I think [it depends] on what market you're in and what the competition looks like. Development has been very heavily focused on standalone memory care and AL memory care. I think our product line gives us a little bit of a competitive edge. And our price point does, too.
Where would you consider Harmony to be on the price scale?
I would say we're mid-market.
Everyone likes to say they're mid-market…
But you know what? They're really not. That's one of the things that everybody wants: that five percent group. The next group of people who are coming don't have the same [means]. We are serving the richest generation right now. Baby boomers have less money. Many of them have big mortgages. They put kids through college. They have champagne tastes and beer budgets.
We are serving the richest generation right now. Baby boomers have less money. Many of them have big mortgages. They put kids through college. They have champagne tastes and beer budgets.
What are some of the differences between Harmony and Benchmark?
Benchmark was absolutely a top-tier premier provider that goes for that five percent. Our buildings are beautiful, but they don't have all the bells and whistles that Benchmark had.
Going from high-end providers like Sunrise and Benchmark, what attracted you to the more mid-market opportunity? Was it because that market has a bigger population to serve?
If you can keep your price point below $50,000 a year, I think that you will have a much bigger audience.
Do you think you can still deliver a pretty good resident experience at that middle tier?
I think we can. Harmony is focused on our activity platform, which is, bar none, the best I've seen. The young lady who's running it from the corporate office used to work for the cruise lines.
It's not as complicated as we make it out to be. One of the interesting things after doing this for 20 years is that in a lot of the buildings that I've built in my lifetime, so many of the common spaces are never used; they're just for show. What we're trying to do is make the buildings the right size and have the right amenities, without wasting space.
With your background, did you ever think about starting your own operating company?
I did, and I guess I'm just too old, to be honest. One of the things that was really interesting is that I thought I was going be able to do consulting part-time. And it just didn't end up that way. I was really, really busy, and it was nice. It was a choice: "Do I want to stay in the game or is it time?" Twenty years in the same industry is a long time. I'm happy. But I have an expiration date.
When's your expiration date?
Did you give Harmony a road map?
Yes. And I think it will be in a good, strong position.
How many communities do you want to have in five years?
I think we'll have close to 60.
Do you think senior living scales at all?
I think it scales to a degree. Larger providers have demonstrated that's not always the case. I think what happens is there becomes too much space between the actual consumer and the decision-makers, and that's never a good thing.
Where do you think the upper limit is on the size of a company?
[Around] 100 [communities]. If you think about Brookdale, they acquired a lot of properties and Emeritus had acquired a lot of properties, so they actually had multiple brands within that Brookdale umbrella. If you want to have that kind of scale, that could work if you had separated the brands into sub brands. Even with our company I'm starting to look at that. Every market is different, and we need to make sure we're responding to the markets appropriately. We shouldn't be building the same thing in a top-tier A market that we're building in a C market. I think that's where we lose our way. As an industry, [sometimes we try to create a] repeatable performance with systems in place across the board from a branding perspective. But at the end of the day, it's market-driven.
Stephanie Handelson, CEO, Harmony Senior Services
Do you think you want to come out with a high-end brand for Harmony?
I think we could be like Marriott and Courtyard. There's nothing wrong with Courtyard.
What are some of the hard decisions the industry has to make right now?
There needs to be more alignment between capital and operator. And what I mean by that is 10 years ago, you were probably getting mid to high 20s on a return, and we should all be happy with 18.
The fight for $15 an hour, workman's comp., benefits… all of those have grown almost double digits in costs. And we haven't been able to grow double digits in revenue. So something has to give somewhere. In any other place, with 18 to 20 percent returns, you'd be pretty happy.
The fight for $15 an hour, workman's comp., benefits… all of those have grown almost double digits in costs. And we haven't been able to grow double digits in revenue. So something has to give somewhere.
We're starting to see the REITs put a lot more pressure on operators right now, and It seems like we're starting to see what used to be like.
But it's a solid industry. I think the supply came in a just little before its time. It's all going to work itself out. It's just going to be a little bit of time before that happens.
Do you think there's a lot of pain coming?
I think there's a little bit more pain coming before it gets better. I think this year is going to be a really tough year for everyone. There is still a lot of supply coming in. I also believe some of the pricing that's out there in the market, it's not helping anybody. It's not helping the industry.
With all these new communities coming onto the market, how do you think operators need to set themselves apart?
I personally believe our biggest competitive advantages are people. And people aren't really buying the bricks and sticks. They're buying how we make them feel. If you think about Disney, it's very similar to our business where the end user and the decision maker or the buyer are two different people. Kids love Disney, but the parents are the ones making the decisions.
They're doing it for their kids. With us, it's the same thing. We're serving the resident who we have to take care of. But the adult child is generally the decision maker. So how do we bridge that gap by serving two constituents and pleasing both of them? What's important to one is not always important to the other.
So how are you doing that?
A lot of discovery and a lot of listening, a little bit less talking and really understanding why are they making their decision for Mom. What's really important? It might be medication management as an example, and getting that nurse involved really early on so there's a relationship between the adult child and the nurse, which I think is important. [That resident and family] may not be as concerned about activities, as an example.
It's really personalizing the relationship with the right people.
We've seen a big boom in ancillary services. Do you think that's the future of services?
I think people are making a choice either to provide it themselves or partner and the industry is going to have to pick:
Do they want to play in the health care arena or not? If they want to stay on the hospitality side, that's fine, but I don't think they're going to be able to play in the middle.
Where do you want to play?
Actually we tend to play on the lighter side on the acuity scale. We have a much bigger IL inventory then we do for AL and memory care.
During your senior housing career what's the biggest challenge you have faced?
It's always finding good talent. Industry talent keeps getting recycled and as we continue to get more sophisticated, now before I hire somebody, if they've been in the industry, I go and pull their last survey. Surveys are online now, and I don't want to pick up a problem.
What's been your personal biggest challenge that you faced from a career standpoint?
Building for the sake of building and growth for the sake of growth is something that I struggle with. I really believe that when you hang your shingle in this industry, you have to be committed to the people and to the product that you're delivering — and executing on that belief that the family is really putting so much trust and faith in you regardless of how big the company is.
So when we're chasing earnings and other things, it makes it very challenging. The hardest thing is finding partners that really believe in what we're doing. It's a constant battle of walking "mission and margin, mission and margin" all day long. With so many new entrants into the marketplace, some of them haven't had the mission piece and that's really not a part of their equation.
With so many new entrants into the marketplace, some of them haven't had the mission piece and that's really not a part of their equation.
What's the biggest risk you've taken in your career?
Probably leaving Sunrise and going to Benchmark.
Tell me why.
Sunrise gave me my start in the industry. I had come from a different industry. I come from hospitality and actually, I started in the airport. I worked in sales and other areas, which is very different from this customer-centric industry. Sunrise gave me my first shot and I had 10 great years there. I loved who I worked for. When you look at the people who were with Sunrise in those early days, most of them are very successful.
And I think it's because it was a great place to work. Having to make that break after 10 years was really hard. Any new company that you go to is different. Not that one is better and one is worse, it's just different.
The way you described Sunrise sounds like a breakup that you didn't want to necessarily go through.
Exactly. But the opportunity was too great. I knew that in order for me to achieve the rest of my goals, I had to make a move. It was very hard. But more importantly, I felt that Benchmark was a great landing place. Tom was a great partner. He was unbelievably fair. At the end of the day, I did seven and a half years of good work there and they have a scalable platform and they're going to continue to grow and do the things that they do. And it was a great time in my life as well.
By shnleader
Chris Winkle, CEO, Sunrise Senior Living
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Artist and creator of Emily the Strange, Rob Reger, and I revisit the art of creating the perfect mixtape. Then we agree that Mad Libs are way more interesting when we choose gross, 12-year-old-boy-style words. And, of course, there's cat chat about Rob's cats, Country Boy and Flash.


text:
← Letter launching campaign to stop Communion in the hand, November 10, 1972. By Monsignor Vincent Foy
Novalis, Kung and Truth. By Monsignor Vincent Foy →
Book Review of Fr. Philip S. Kaufman's "Why You Can Disagree and Remain a Faithful Catholic".
Posted on February 10, 2014 by www.msgrfoy.com
Father Kaufman, a Benedictine monk, did immense harm through his defense of dissent from basic Catholic teachings. He went on lecture tours, including one in Canada, promoting his grave errors. This review was written at the request of Father Paul Marx, also a Benedictine, founder of the great Human Life International movement. It appeared in the Homiletic and Pastoral Review of February 1991. In shorter form it was reprinted in the Catholic Register February 22, 1992.
Book review of "Why you can disagree and remain a faithful Catholic" by Philip S. Kaufman (Myer Stone Books, 2012 South Yost Avenue, Bloomington, Ind., 47403, 1989, PB $9.95)
John Cardinal Krol accurately said: "The Conciliar Decrees on Ecumenism (n.l.), on Mission Activity (n.6) and the Apostolic Exhortation on Evangelization 9 (n.77) clearly state that divisions among Christians contradict the will of Christ, scandalize the world, damage the work of preaching the gospel to every creature and deprive many people of access to the faith" (Preface to: Symposium on the Magisterium: A Positive Statement, Daughters of St. Paul, 1978).
Why You Can Disagree and Remain a Faithful Catholic by Fr. Philip Kaufman, a Jewish convert, gives us one more divisive, scandalous and damaging attack on the Church's magisterium, the teaching authority given her by Christ. It belongs to the genre of "Faithful Dissent" by Charles Curran. It has no imprimatur but the laudatory Foreward by Richard A. McCormick, tells us much about that Jesuit theologian. So does Fr. Andrew Greeley in recommending the book.
The author, born in 1911, has been a Benedictine monk for nearly 50 years. Until his recent retirement he taught adult education at St. John's Abbey, Collegeville, Minn. He has been spreading his dissent in articles for a long time, e.g., "Abortion: Catholic Pluralism and the Potential for Dialogue," Cross Currents, Spring 1987, pp 78- 86.
Following the pattern of most dissenting theologians these past twenty some years, the focus of attack is Humanae Vitae (HV). This is followed by an assault on the indissolubility of marriage and a call for democracy in the Church. The shoddy scholarship is shot through with prejudice.
The first two chapters set the stage for the attack on HV. The author assigns himself a supra-magisterial position from which he passes judgment on popes and councils while showing a slavish respect for dissenting theologians. He sees in infallibility and infallible definitions an obstacle to ecumenism. He quotes Msgr. Lambruschini, who released HV to the world, to support the view that the encyclical is not an infallible statement. He rejects Msgr. Lambruschini when the latter says one cannot have a probable opinion against the encyclical.
Kaufman's argument is ably answered by Bishop Austin Vaughan: "We are in a period when many writers regard any teaching that is not infallibly defined as neither certain nor binding. This view is not just opposed to the words of the Second Vatican Council (Lumen Gentium n. 25) but to the very reason why Christ put a magisterium in the Church in the first place" (Christian Faith in a Neo-pagan Society, Northeast Books, 1981, p.7).
The main assault on HV comes in Chapters 3 to 6. The author accepts Greeley's statistical argument as though sin were a justification for the abolition of the commandments. He is incensed that Pope Paul VI rejected the majority opinion of the Birth Control Commission. John Cardinal Heenan, Pro-President of the Commission, wrote: "No member of the Commission thought that we could resolve the problem by a majority vote – It was always understood that the decision must be by him alone (the Pope) as Christ's Vicar" (Catholic Mind, Sept. 1968, p. 6).
Kaufman is in error charging that in HV the Pope ignored significant development in the teaching on marriage at Vatican II. At Vatican II the Pope reserved to himself the decision on problems concerning contraception. In his warped historical analysis the author forgets that "no Catholic writer before 1963 had asserted that the general prohibition of contraception was wrong" (Contraception by John T. Noonan, Jr., Harvard University Press, 1965, p. 512).
The final attack is on the grounds that the teaching of HV has not been "received" by many theologians, bishops' conferences and people. That is tragic but the nonreception is due largely to the theologians' dissent. It has been pointed out that when the faithful were taught the Church's doctrine by all, without compromise, and were given high spiritual motivation, the great majority rejected contraception even in times of great economic hardship (cf. Allan C. Carlson, "The Fertility Gap: The Need for a Profamily Agenda," This World Review, Summer. 1989).
Chapters 6 and 7 are a vicious attack on family life by calling for the right to divorce and remarry. Vatican II calls divorce a plague and tells us that the sacrament of marriage ought never to be profaned by adultery or divorce (Gaudium et Spes, par. 49). It is beyond doubt that the Church has taught the intrinsic indissolubility of marriage with the firmness and unanimity required for the exercise of the infallibility of the ordinary magisterium (cf. Catholic Sexual Ethics, Lawler, Boyle and May, Our Sunday Visitor, 1985, p. 116).
Chapter 8 calls for democracy in the Church through the election of bishops. We are given as a foundation for this proposal a number of historical and theological errors. Among these: "Before the eleventh century the Church was a collegial group of local churches making up the universal Church." We are told that Vatican II taught that "infallibility of Pope and bishops has meaning only in the context of the fundamental infallibility of the Church as a whole." It is an article of faith that the Supreme Pontiff has universal, ordinary, supreme and complete jurisdiction over the whole Church (Vatian I; Denzinger, 1831). It is the Pope's prerogative to decide how bishops are appointed.
In the final chapter Kaufman indulges in an orgy of neo-Modernism and liberal Protestantism. He embraces the heresy that sacred power and the mandate for exercising it come to the hierarchy not directly from Christ but from the people.
In the Kaufman paradigm the laity should have a decisive, not merely consultative voice in the Church. Intercommunion should be allowed. Anglican and Lutheran orders should be recognized. In regard to other denominations, "a strong case exists for the real presence of Christ in Eucharistic celebrations." In a united Church of the future, " democracy and pluralism will be essential." The only voice that will be trusted, he says, will relish a diversity of "probable opinions." So much for Christ's coming "to bear witness to the truth" (John 18:37).
The author of this book is deeply confused. He has no love for the Church, his Mother and Teacher. He talks of the "official Church," "Roman Church," institutional Church," "curial Church," as though there were more than one Church of Christ. He advocates the kind of contradictory pluralism condemned by Pope Paul VI (Exhortation on Reconciliation, Dec. 8, 1974). "Respect for the Magisterium is a constitutive element of theological method" (Paul VI to French bishops, June 20, 1977). Scholars need the guidance of the magisterium as much as anyone else.
When it comes to Natural Family Planning (NFP) Kaufman is more than confused – he is totally ignorant. Virtually every study he cites or refers to is suspect. He betrays no understanding of the old pioneer, Model T Rhythm (which was as effective as the condom and diaphragm of that time) and the latest Ovulation and Symptothermal Methods). When properly taught to and practiced by a motivated couple, these are as effective as any means of birth control short of sterilization – yes, more effective than the abortifacient pill. Kaufman's ignorance about the menstrual cycle and NFP is compounded when he quotes a male practitioner complaining about three weeks of abstinence; the average is 8 – 9 days! (p. 39)
Similarly, Kaufman is totally unaware of the bad psychic and physical effects of contraception and the abortifacient character of the Pill and IUD. He also completely ignores the now admitted fierce failure rates of contraception. Ten years ago the British Medical Journal maintained that more women die of all means of birth control than any one single disease (15 Sept. 1979; cf. also Journal of the American Medical Association, No. 247:20 28 May 1982). Likewise is he totally unaware that widespread contraception has led to massive sterilization and abortion in every country, to say nothing of non-replacement birthrates, the spread of V.D., the increase of divorce, and other evils.
Again, Kaufman buys the overpopulation myth (p. 29). He needs to read the books of Drs. Julian Simon and Jacqueline Kasun. Incredibly, Kaufman mentions the maverick Mill Hill Fr. Arthur McCormick as " an important authority on demographic questions."
The shortage of priests he attributes "largely" to the Church's maintaining "the ecclesiastical discipline of celibacy"; he implies ordaining women might be the solution. Not surprisingly, he embraces the discredited seamless garment theory.
St. Thomas Aquinas, talking about the philosophers of antiquity, said that even the humble old lady who accepts the teaching of the Magisterium is far more enlightened by God than were the pre-Christian men of genius (cf. commentary on the Apostles' Creed, art.1). With equal certainty it can be said that the humbles Catholic of our times, accepting the teaching of the Church, is more enlightened on the Truth of God and the Way to him than are all the sad dissenters.
Msgr. Vincent Foy
Published in Homiletic and Pastoral Review, February 1991. In shorter form, this book review was reprinted in the Catholic Register, February 22, 1992.
This entry was posted in ORTHODOXY and tagged contraception, dissent, Encyclical Humanae Vitae, Gaudiium et Spes, Lumen Gentium, magisterium, Orthodoxy, Philip S. Kaufman, St. Thomas Aquinas, Truth. Bookmark the permalink.