Sight is a function of the eyes; vision is a function of the heart. Some people have eyes to see, but they have no vision. Faith is the ability to see farther than your natural eyes can look. Vision makes the unseen visible and the unknown possible. It is the bridge between the present and the future; without it, we perish or go unrestrained. The vision includes perimeters. When you understand your calling, you will know that every good idea is not a God idea. There are some things and some people that you will need to avoid when you are clear on vision. If you want to be wise, you've got to walk with the wise. And you have to walk with the visionaries if you want to have a clear vision.
Vision is seeing the ultimate purpose of God for your life. Often were so determined to do our own thing we head down the wrong path; that will always bring us to a Damascus Road experience. Remember Paul, a man who thought he was doing the work of God, but in reality was opposing Gods work? What got him on track? His encounter with God on the Damascus Road.
God has a vision for each of us. He that hath begun a good work in you will complete it until the day of Jesus Christ (Philippians 1:6). Jeremiah 29:11 says, For I know the plans I have for you, declares the Lord, plans to prosper you and not to harm you; plans to give you hope and a future. Vision gives us a clear sense of purpose and direction. What is it that you want to do with your life? As believers in Christ, we should have a vision beyond where we are right now. It doesn't matter how old you are: you should have a vision for tomorrow.
Vision helps us to set meaningful goals and keep things in perspective. It helps us to avoid being defined by circumstances and people's opinions. People will try to define and limit you. Don't allow it. Stop believing the negative things people say. See yourself as God sees you as a citizen of the Kingdom, seated together in heavenly places in Christ Jesus. Stop seeing yourself as broken, busted and disgusted! If that's all you can see in your future, then that's all you will ever have.
There is much that we can learn from the prophet Habakkuk. He was discouraged with the nation of Israel. The people were double-minded, walking with God one day and turning their backs on Him the next. Habakkuk went to God about it, and the Lord gave him a vision. He needed that vision to bring him hope and purpose. Sometimes we need the same!
1) Pray: If you don't know what your vision is, get in touch with God. Talk to your Creator. Proverbs 20:5 says, The purposes of a person heart are deep waters, but one who has insight draws them out. Proverbs 19:20-21, says, Many is the plans and purposes of a person's heart, but its the Lords purpose that prevails. You might think you're headed in one direction, but God says, I've got a different plan for you. So get quiet before the Lord. God doesn't want you to live aimlessly. He will teach you and show you the way to go if you let Him (Psalm 32:8).
2) Identify your passion: Habakkuk 2:1 says, I will stand my watch and set myself on the rampart and watch and see what He will say to me. Vision is often birthed out of a burden God places on our hearts or from a personal experience or particular problem. Some people see a problem and discover they have a passion to resolve that problem. What are you passionate about? Godly passion is the key to discovering your vision. Standing watch has to do with being intensely attentive; it also involves separation from crowds, people, and distractions. Why is this necessary? Because your vision is uncommon. You are uncommon!
3) Write the vision: If it was important to God that Habakkuk write out the vision and make it plain (v.2), then you should do it as well. Remember, out of sight, out of mind. And if it's out of mind, you're not doing anything about it. At first, your vision might not make a lot of sense to you, but write down what you see and hear. A vision that is not written will be a vision that is soon forgotten. A written vision gives you something that you can look at, pray over and declare. Writing your vision is an expression of your faith.
4) Run with the vision: Habakkuk was told to run with the vision, not run from it (v.2). Some people get a vision, then get scared and back off. But if God has given you a vision, He wants you to run with it. Your vision must be your constant focus. You must wake up in the morning with it and dream about it at night. Your activities must be in line with the vision to which God has called you. But be aware: If God has called you in one direction and you're moving in another, then you need to get on track with the vision. Live for it every day. Vision + Action = Realization.
5) Rest in Gods timing: This is the most difficult, yet most important thing to do! Though it tarries, wait for it, because it will surely come… (v.3). God's timing and ways are rarely the same as ours. Waiting on God can be quite challenging because we're impatient. We want things now; however, our lives must line up with Gods desires in His timing. We must be careful not to allow impatience to lead us astray like it did with Abraham and Sarah. Isaac was in the mind of God. But Abraham and Sarah, given the impatience that is often born out of delay, said, Maybe God wants us to help Him out. So they schemed and planned, and as a result, they produced Ishmael. Whenever we allow impatience to take the lead, it will produce Ishmaels in our lives, too.
6) Don't give up: Wait for your vision to unfold. It will manifest. Wait without murmuring or complaining. While you wait, serve faithfully in the Kingdom. Often your vision will unfold in stages. Everything doesn't happen overnight. One door leads to other open doors. Be sensitive, and you'll be in the right place at the right time. Don't hang out with people who aren't going anywhere. If you do, you'll end up in the same place nowhere! Instead, get with people who can speak into your life, encourage you, help you set the stage, and figure out some strategy they will help you to get where you need to go!
7) Live by faith: …but the just shall live by faith (v.4). We must live our faith and live by faith. That's the Christian edict. We find in Scripture that we live, walk and stand by faith. When God gives you a vision, it will be God-sized! If it requires finances that you don't have, God will supply them; wherever God guides you, He will provide for you. Faith without works is dead. Remember, the blessing is in the doing, according to James 1:25. Keep this in mind, my friend, as you go ahead in life to fulfill your vision.
Hi, my name is MaryEllen Tribby and I am here to today to ask you a really important question. Have you ever wondered why some people simply have it all?
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Sun, sand, an iPhone in your hand. If this is your idea of vacation, something's wrong with this picture. Sad as it is, staying plugged in — and even working — on holiday is the new norm. For most of us, whether poolside or at the beach, or tucked away in a tent or a cruise cabin, our smartphones, laptops and tablets are always faithfully by our side or in our hands. We don't know when to quit.
Um, hello. Wake up, not-so-happy camper. In case you forgot, the whole point of taking time off of work is to recharge your mind, body and soul — not your godforsaken glowing gadgets. They don't call it digital detox for nothing. By now you should know that you have to disconnect to reconnect.
When we do temporarily kick the tech addiction and unplug on holiday — c'mon, you can do it — we return to the office refreshed, relaxed and ready to tackle, yep, more work. When we don't, medical and mental health professionals warn that we're not doing a body good. And they're right: We suffer from poor concentration, shoddy sleep patterns, eye irritation, sloppy posture and…let's just stop there for now. Not to mention how dorky we look zombie-ing out on our phones when we should be soaking up the sights and engaging in good, old lowercase "f" facetime with our travel mates.
Facebook, Twitter and Instagram can wait, but your health and wellbeing can't.


There is an economic development battle going on in the United States among regions that, on its surface, is about who can attract vital businesses and the educated workforce those businesses seek. But if you look deeper, this battle is really about which regions, and even smaller communities, can develop a rich set of quality of life amenities that today's "mobile consumer" is seeking. In many cases, this economic challenge is existential for our nation's smaller cities and towns.
These communities, many in the middle of the country in the rust and corn belts, are struggling to establish relevancy in today's knowledge and global economy. Yet, the most innovative of them are using their own unique assets to develop quality of life approaches to stake out their place in the market. Today's businesses, in their efforts to attract and retain highly skilled and motivated workers, are attracted to communities that are strengthening their appeal to a discerning labor force that demands more from the places where they live than a paycheck and a house. However intuitive this seems, this thinking is still beyond the practical reach of many communities.
Bruce Katz of the Brookings Institution says rustbelt communities must reinvent themselves to survive . But they must do it by "focusing on the fundamentals." "They have to use their geographical advantages and build as much as possible on "anchor" institutions such as universities and hospitals." In other words, identify, improve, and leverage their existing resources.
It is somewhat surprising that many struggling communities continue to follow a traditional community and economic development path in the face of increasing evidence that developing quality of life assets is becoming a 'must-have' for a community's successful reinvention. Many talk a good "quality of life" game, but touting quality of life is not enough. Businesses today and the talented workforce they seek aren't buying the old economic development sales pitch, "Hey we've got a railroad, come live and work here!" Today's regional economic development efforts have to start with the question: "Is our community truly a great place to live?" Leaders must deal honestly with the answer to that question and get to work on efforts to develop a dense network of quality of life infrastructure on the ground. Ultimately, the goal is to create a vibrant environment and a brand that can drive both community pride and an attractive regional brand.
Even if they have economic development initiatives in place, many of these struggling communities have economic development plans that focus on work-only efforts, as apparently they believe that the live and play elements aren't really important in achieving their goals. Or, they don't fully appreciate the cause and effect that community vibrancy and culture has on the psyche, morale and downright attractiveness that translates into people retention, business growth, and changing the game in their communities. To many, economic development is all about the next factory, tech start-up, or big box retailer coming to town…and yes, that's part of the picture…but the real challenge is what conditions must be put in place for a community to truly reinvent itself?
As it becomes more difficult to attract business and population from elsewhere, communities must learn how to leverage their existing or potential assets in ways that can help them change their culture in order to break out of old patterns and begin to develop human resources and grow businesses at the grassroots. As the economic environment becomes even more competitive and the industrial recruitment pie grows smaller, communities have to rely on themselves and their own assets for future growth.
While there are an abundance of quality of life strategies that communities can choose to pursue, the development of an integrated active living culture is showing great promise as an effort that can be transformational for struggling communities. The real beauty of an active culture development initiative is the fact that change, innovation, and growth can come from within the community and is not dependent or subservient to the machinations of the corporate industrial market. Every community can't attract an auto plant, but each can build their own active lifestyle culture that can act as a catalyst for grassroots growth.
Ironically, many of the elements that make up a healthy, vibrant community today are anathema to traditional big-box, corporate focused economic development. What most upwardly mobile Americans are looking for today is local, handmade, natural, green, and active. These are places with cultures that feel welcoming and are easy to brand and differentiate from other places. They are not the miles of strip malls, fast food, and even the "lifestyle" centers. They are indeed places that exhibit unique urban design and regional character in architecture, retail, entertainment and outdoor recreation and in the community's overall approach to land planning and usages. Communities striving to compete must break out and blaze a different trail.
That trend continues for the top twenty growth states with 18 of the 20 being in the west or south. Why is that germane to this discussion? Because, for the most part, those same states have the highest quantities of conserved public land, much of it in the form of federal and state parks, conservation and recreation areas. Conservation equals access and access is the opportunity to recreate close to home. For millions of Americans, this represents quality of life.
If you look around the country and examine the characteristics of the most vibrant growing regions, the first thing that sticks out is their access to the outdoors. Most of the communities that are known, or emerging, as great places to live are blessed with significant portions of near-by conserved lands. It's not a coincidence that eight of the top ten percentage in growth states in the last five years are also in the top ten states with the most federally held land, and all are in the top 20 growth states. These states are blessed with thousands of acres of National parks and monuments, US Forests and Bureau of Land Management areas. These lands, many in close proximity to major metropolitan areas, provide great opportunity for recreation access for locals and tourists alike. They are becoming more and more a place where people are moving to live, work, play, and retire. Places like Salt Lake City, Denver, Boise, Portland and Seattle are all located in a sea of public lands that drive local quality of life. And, while federal ownership is most prominent in the west, southern states also have significant federal holdings. Following the spine of the southern Appalachians, communities from Washington DC, south to Richmond, Knoxville, Asheville and Chattanooga, are all benefiting from proximity to terrain conserved by the federal government in the form of national parks, Tennessee Valley Authority projects, parkways, and US Forests. In addition to federally held lands, the nature rich states also hold significant acreage in state and local parks, forests, and conservation areas which add to their advantage.
Conversely, eight of ten states with the lowest percentage of land held in conservation by federal state and local authorities are located in the middle of the country, and rank in the bottom half of states by percentage of population growth since 2010 .
But, while the west and Appalachian south enjoy land conservation advantages, many Midwestern communities are taking action on their own. They are creating conservancies, conservation districts, land trusts and other public-private partnerships (P3s) to conserve land and connect people to the outdoors. This has the ability to change how residents view their own communities and how others view them.
So how does conservation and good land stewardship support community qualify of life and economic development where leaders are savvy enough to invest in and promote it smartly? In just one example, the Outdoor Industry Association found that in rural western counties with more than 30 percent of their land under federal protection increased jobs at a rate four times faster than rural counties with no federally protected lands .
To illustrate the link between conserved lands, the active culture that access to land engenders, and the development that is attracted to those active cultures, let's look at one of the more obvious examples of how conservation drives recreation, leisure, tourism, economic impact and investment in a community: the Colorado mountain town. Skiing and land conservation are inexorably linked. In the early days, the Forest Service worked with mountain communities to develop access to skiable lands and then later to develop ski area infrastructure including roads, lodges, etc. Today, in places like Aspen, Vail, and Breckenridge, we see the culmination of almost 80 years of ski area community and economic development driven by the existence of US Forest Service land conservation. There is no better example of an outdoor driven destination than a Colorado ski town.
In fact, the State of Colorado, as a whole, recognizes this as well, and along with the States of Utah and Washington has opened outdoor industry offices to leverage and grow their advantages in the outdoor market cluster. These three states understand that where there is great outdoor access, there is or can be a dense ecosystem of outdoor gear designers, manufacturers, and retailers supporting and growing the outdoor economy.
The outdoor industry has not missed the gaze of the federal government; recently the Senate passed the Recreation Economic Contributions Act, which requires the Commerce Department to include the outdoor recreation industry in the Federal government's Gross Domestic Product (GDP) calculations. The outdoor industry's inclusion in GDP will change the calculus of public land uses and initiate a growing understanding of the $700 billion outdoor recreation industry's economic impact…mostly due to the opportunity to recreate on public land at all levels.
So how do we take the lesson of these naturally blessed regions in the west and south and use it in rural towns and rust belt cities across the Midwest? Much of it is about changing the attitude of residents and leaders in a way that creates excitement, engagement and an environment to try new things. The initial challenge in many of these communities is the negative outlook and inferiority complexes that exist in the community…a sense that change and the good things they see happening elsewhere can't happen there. Breaking down and overcoming this negative thinking is an incremental process based on small wins. Linking small progress over time in context to a bigger vision, allows a community to build confidence and create new collaborative processes and networks that are essential to meaningful change.
In the beginning, it's really a matter of stepping back and assessing what components of active culture are present in your community today, and what kind of land based conservation (or urban brownfield reclamation) is in place or could be possible in your area. People can't be active without a place to be active. These places can become gathering spots and the people using them can become a community's first activists. As with all planning, assessment is key. Understanding and identifying assets and potential assets that a plan and a vision can be built on is the first step.
Much of the success we see in rust and corn belt communities is not just about land conservation, but about leveraging the negative for the positive. Community design that encourages and allows active recreation close to home…everyone's home is key. It really takes rethinking how the community is designed and how people move around in it.
While the rust and corn belt will never be Colorado, there are great examples across the middle of the country of communities using their lakes, rivers, wooded terrain and even abandoned railroad corridors and urban brownfields to create fun places to recreate that is exciting to their residents and changing how others view them.
But conserving land, building a greenway or restoring a tired park isn't the end…it's the beginning. There has to be a larger vision and a connected strategy that integrates and builds on assets and engages, excites and mobilizes citizenry.
In Dayton, a local conservation agency launched a major outdoor recreation initiative billing Dayton as the Outdoor Adventure Capital of the Midwest. Many laughed, but not long after beginning the effort, it became the centerpiece of a plan to revitalize downtown Dayton, using that early vision as an outdoor destination was a motivator and a guide to make their downtown revitalization happen. But, more importantly, the accumulating successes encouraged residents and leaders to do more, which in turn created bigger wins and an excitement about Dayton's potential.
This kind of active visioning can help build an integrated initiative, that can help develop a broad set of active lifestyle elements necessary for culture shift. This interdependence of elements points to the need for communities to integrate their community and economic development efforts into one seamless strategy that mobilizes the community toward a set of comprehensive goals, rather than a set of independent actions.
As the foundations of the initiative are put in place and small wins accumulate, community excitement rises and the culture gains strength. Young residents may decide to stay and get involved. Retention begins to be a reality. Typically we see a growth in local initiatives and organization focused on leveraging and pushing progress, if a strong framework has been built. As things progress, attraction begins to happen. The people that decided to stay open businesses; the word spreads and others seek out the rising community.
So the real key to community reinvention and the foundation of a great community brand is the local culture. Culture is the character of the community – it makes it open or closed to new ideas, a collaborative or difficult environment in which to work. Most importantly, when strong active cultures exist in the community, there is an environment that makes positive thinking and action possible. In the end, your community's culture is your brand, like it or not. In case after case, the impetuous for community change is about getting people out of their houses, into the streets, parks, and trails doing active healthy things and into the cafes and breweries afterward. It is a catalyst for community change. It is a beginning.
Across the heartland many communities are working hard to integrate traditional community and economic development efforts with the development of active lifestyle cultures. These strategies that make communities more livable and attractive are becoming crucial components of long-term efforts to enhance competitiveness. They are a vital bridge to the new economy these communities are striving to reach.
Community sustainability, land and water conservation, green infrastructure, local foods/urban farming, share and maker markets, important bike/pedestrian friendly urban design, access to the outdoors and outdoor recreation are the core tactics that make up an emerging active culture. These initiatives can be a community's introduction into thinking about community resiliency. In this broader context, community resiliency becomes a multi faceted goal to achieve a state where natural, economic, and cultural assets are in balance for the benefit of the larger community and environment.
Challenges remain, as these cultures, while potentially transformational, can lack diverse participation and is only the beginning of a community's transformation. Funding can be especially challenging in some areas where state and local governments do not have a tradition or ability to fund cultural and quality of life initiatives. However, quality of life efforts are typically less expensive than other forms of pubic works and much can be achieved through volunteers. Active culture development is as much an attitude and brand adjustment as it is economic development. In my experience, establishing a climate of change is critical for emerging communities to turn the corner towards positive growth and development. A transformed culture is a signal to itself and to the world that this community has shed its traditional skin and is ready to join the ranks of the innovative and progressive.


text:
Blagoveshchensk
Yuzhno-Sakhalinsk
Petropavlovsk-
Information Analytical Agency
"East of Russia"
The Republic of Buryatia Irkutsk Region
Amur Region Trans-Baikal Territory The Republic of Sakha (Yakutia)
Jewish Autonomous Region Magadan region Primorsky Krai Sakhalin Region Khabarovsk Krai
Kamchatka Chukotka
News January 16 2021
03:00 Coronavirus in the Far East: information on the morning of January 16
Primorsky Krai	12:38 Power engineers optimize power supply in Nadezhdinsky district of Primorye
10:50 VTB has started accepting applications for soft loans for business
Magadan region	10:35 Coronavirus restrictions extended until January 29 in Kolyma
The Republic of Buryatia	10:05 The decree on the resignation of the government was signed by the head of Buryatia
The Republic of Buryatia	09:30 A seven million grant was won by a volunteer from Buryatia
Trans-Baikal Territory	09:05 Former mayor of Chita Oleg Kuznetsov sent to jail
Sakhalin Region	08:30 The idea with badges instead of masks was criticized in the State Duma
Jewish Autonomous Region	08:05 Passenger bus Birobidzhan-Khabarovsk got into a triple accident
Sakhalin Region	07:47 Badges for Sakhalin residents vaccinated against coronavirus will protect against counterfeiting
07:30 23 deaths in Norway after coronavirus vaccine
The Republic of Buryatia	07:01 In Buryatia, 156 people get sick with COVID-19
06:36 VTB has increased the number and volume of mortgage loans in the Far East
Irkutsk Region	05:59 Another 261 residents of the Irkutsk region have contracted a coronavirus infection.
05:27 Two Far Eastern regions are among the top most wooded areas in Russia
Amur Region	05:00 The start of transportation on the pontoon bridge on the border of China and Russia is postponed
Primorsky Krai	04:38 In Primorye, customs seized a large batch of counterfeit instruments
Kamchatka	04:30 A military man stole money from the Ministry of Defense and fled from Kamchatka abroad
04:00 The Russian government approved the parameters for the reduction of the state apparatus
03:30 New CEO of KRDV appointed in the Far East
Media News2
HOME Regions Primorsky Krai 17.01.2020
This text is translated into Russian by google automatic human level neural machine.
EastRussia is not responsible for any mistakes in the translated text. Sorry for the inconvinience.
Please refer to the text in Russian as a source.
Vladivostok rakes the garbage mountains
Reform of municipal waste management "decorated" Primorye residents with New Year holidays
A new form of handling municipal solid waste (MSW) was launched in Primorye with a "slip", most of all went to the regional center. Since the few companies selected by the regional operator did not work well, Vladivostok is still scooping up the garbage accumulated during the holidays from the mountains.
Photo: vlc.ru
False start reform
Entire "garbage wars" often flared up in Primorye before - representatives of local administrations, municipal and commercial enterprises specializing in the export of MSW, and management companies participated in them in different regions. We found out who, to whom, and at what tariffs should pay, as a result, ordinary residents suffered. The situation was complicated by the practical lack of specialized landfills for the collection of solid waste and law enforcement interventions.
More recently, garbage collection was carried out on the basis of direct agreements between management companies and collection companies. Since January 1, a new form of MSW handling has been operating in the region - this function was taken over by the regional operator - the regional enterprise Primorsky Ecological Operator. It is interesting that, in fact, it is the Vladivostok Municipal Unitary Enterprise "Spetszavod No. 1", which in the summer passed into the regional property.
Previously, all contractual relations with the former MSW removal agents (13 companies) were terminated. As a result of the tenders, contracts were signed between new transport companies with the Primorsky Ecological Operator. Now only four companies are engaged in garbage disposal in Vladivostok: LLC "Clean Service NSC" (Frunzensky District), LLC "Clean City" and "Gorod N" (Soviet and Pervorechensky Districts) and LLC Dal-Eco (Pervomaisky and Leninsky Districts) ... It was "Dal-Eco", which assumed the greatest obligations, was subjected to a demonstrative flogging for the unsatisfactory state of the entrusted territory in early January.
Prosecutors of the Pervomaisky and Leninsky districts of Vladivostok made submissions to the head of Dal-Eco LLC and the director of the Primorsky Ecological Operator state unitary enterprise. In addition, the prosecutor's office initiated the initiation of cases of administrative offenses, both against the regional operator and Dal-Eco. For the sake of justice, it is worth noting that complaints about non-garbage collection also came from the cities of Ussuriysk and Nakhodka, and in Lesozavodsk, as in Vladivostok, they have already revealed violations. In total, prosecutors discovered about 200 facts when organizations for a long time did not take measures to remove waste.
The Governor of Primorye Oleg Kozhemyako promised negligent carriers major troubles: monetary fines and recalculation in January receipts. Also, the fined transport workers were promised that they would leave the garbage transportation market, or, at least, make room on it. The head of Vladivostok, Oleg Gumenyuk, self-critically declared the city an unsanitary zone and took a week for himself and the Primorsky Ecological Operator State Unitary Enterprise to save the city from garbage collapse.
The situation was partially influenced by the holidays (many drivers of garbage trucks "forgot" to go to work on January 1), and there are always a lot of "holiday" wastes for the New Year. In addition, on the eve of the holidays in Vladivostok there was heavy snow.
"As a resident of Vladivostok, I note that many passages in the center of Vladivostok were not cleared of snow at the beginning of January and travel through it was difficult," says Vladimir Bespalov, deputy of the Legislative Assembly of the Primorsky Territory. - Naturally, it was hard for trucks to work. Indeed, the trash cans were full on January 8th. Now the rubble is slowly being raked. "
According to the deputy of the Legislative Assembly Artyom Samsonov, whose district includes the Leninsky district of Vladivostok, companies with which they entered into a new agreement cannot cope.
"I think the reason is that in identifying agents, certain commercial interests were defended in parallel. Moreover, some of the companies that used to take out the garbage are now going bankrupt. They simply will not be allowed into the landfill, TKO will be accepted only from those indicated by the operator, "says Artem Samsonov.
Director General of Dal-Eco LLC Elena Kozhushko urged not to succumb to emotions. In her opinion, the situation is not critical.
"I don't think that there is some kind of our fault, rather, a combination of certain factors played. I understand and fully support the Vladivostok people. I live not in the area of the city where we work, but there were failures as well. Now the situation is leveling out, we are working with the regional operator and the city administration, and we support each other. Huge accumulations of garbage are no longer observed. The nuances that we saw are fixable. It seems to me that the hype was created more by the waste management reform itself that they had been waiting for so long, "said Elena Kozhushko.
And about. Director of the Primorsky Ecological Operator State Unitary Enterprise, Alexei Borisov, said that the first analysis of the causes of the communal collapse showed that there was enough transport for organizations - the problem is the competent construction of a logistics system and routing of these areas.
"Everything had to be done gradually," said deputy Artem Samsonov. - Collect information from all UK and Homeowners Associations - who takes out the garbage from them. The regional operator to conclude contracts for 2020 with the same companies. Then to figure out who works better or worse, maybe slowly change. I was at meetings held in the regional administration on the eve of the reform. The officials absolutely did not understand what they were doing. "
Mayor Oleg Gumenyuk at the meeting on January 14 promised that a new waste management system will be developed and blamed the regional operator.
"It is quite obvious that the launched reform turned out to be a profanation," the head of Vladivostok said. - The regoperator and the regional ministry of housing and communal services will analyze and propose a new scheme. In the meantime, we have to save the city. To do this, I ask the management companies and homeowners associations to contact their old carriers and ask them to conclude direct contracts with the Primorsky Ecological Operator. You cannot do without your help. Garbage removal, as well as the acceptance of solid waste at the landfill on Kholmistaya Street, will be carried out free of charge. "
According to him, the municipal enterprise "Central" will also help with the technology. Over the next week, Vladivostok should clear it of debris, after which it will be possible to raise the question of compliance with the positions held by the heads of the Primorsky Ecological Operator.
"I am a supporter of the fact that the structure should be historically formed under the Soviet regime," Vladimir Bespalov points out. "In each of the five districts of Vladivostok there are administrative-territorial administrations, with them we need departments that are responsible for the removal of MSW - they would already manage separate residential areas of 10-15 houses and determine the contractors for garbage removal."
According to the falsified agent of KSUE "Primorsky Ecological Operator", "work on mistakes" is being carried out so that a similar situation would not occur in the next New Year.
"Maybe, new parking rules will be developed during the year," offers Elena Kozhushko. - The Leninsky district is specific, old, there are no garbage chutes, there are a lot of container sites. It may be necessary to relocate container sites to areas that make access difficult. It should be borne in mind that an ordinary truck and specialized equipment are two different things. When turning containers over, free space is required not only for the dimensions of the machine, but also for the installation that picks up the container. Given the narrow streets, parked cars, weather conditions, it's even impossible to drive, all the more so. Of course, we have equipment with rear loading, but the dimensions are slightly different, and may not go everywhere. There are also small cars, but they collect garbage mainly in intra-quarter driveways, from garbage bins. We have enough equipment. Our fleet consists of 36 cars, and 12 are new. In addition, we attracted additional equipment. On the night of January 15, 33 pieces of equipment worked out, during the day 30 routes were reached. Yes, the housing estate we serve is huge, but this requires logistics and schedules. We all built, calculated. I would like to point out that it is quickly impossible to rebuild the schedule. If we couldn't arrive at 10 in the morning, because, say, a car is parked near the tank, then we'll finish the route and only then return. Sometimes it takes more time than usual, because traffic jams in Vladivostok are not always predictable. "
The ex-head of Vladivostok, Yuri Kopylov, who has a house in the suburbs, said he was puzzled: where to put the garbage, although in small quantities, but accumulating? Previously, one of the private transport companies was engaged in this, now there is nobody. According to Kopylov, the suburbs of Vladivostok are threatened with a return to a state where all roadsides and driveways were polluted with municipal waste.
By the way, for residents of the private sector, the tariff is approximately twice as high as for residents of apartment buildings. There is still no clarity on how it will be collected, since no one is formally registered in many suburban buildings, but in reality people live there, and garbage will have to be thrown out somewhere.
"Now there will be problems with New Year trees," said deputy Artem Samsonov. - This is not household rubbish, but bulky, the regional operator does not take out such. Accordingly, the Criminal Code and the HOA must conclude separate agreements for the removal of large garbage. In 2019, the HOA, where I live, had an agreement with a company that took out everything in a row - both large and large garbage. Now the carrier is leaving the market. "The rates for the export of ordinary garbage have increased many times, plus, we need to look with whom to conclude an agreement on the export of bulky garbage?"
About 770 thousand tons of municipal solid waste are collected annually in the Primorsky Territory. There are no more garbage processing plants and sorting centers: in recent years, the waste incineration plant in Vladivostok has been closed, landfills at the entrance to Artem and Gornostaya have gone into reclamation. A large proportion of the region's waste flows to a relatively new landfill on Kholmistaya in Vladivostok, only a small part is sorted and processed.
The removal of MSW is a profitable business, because at a tariff of 80 rubles per month per person, not even taking into account the even greater expenses of residents of private houses and the waste of enterprises and organizations, Primorsky will pay about two billion rubles to the regional operator for the year.
The "garbage reform" was designed to launch the liquidation of spontaneous landfills and make waste management in the region legally transparent, but in reality, tariffs for garbage collection tripled, and the situation with the transportation of solid waste did not get any better.
Tags: garbage reform TCR garbage collapse Vladivostok Primorye
Text: Konstantin Mikhailov
January 17: current information on coronavirus in the Far East
Digest of regional events and latest statistics
Trans-Baikal Territory Escape from the trash
Transbaikalia may be late again with reform on municipal waste management
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Primorsky Krai "Even where punished, people will litter"
The head of the project "Island of Dreams" Natalia Yakunina - about eco-volunteers and education
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redpajama_set_name: RedPajamaCommonCrawl


Be mesmerized by the fascination of Step, the masculinely charming magnetizer by Niro Granite. Designed exclusively for outdoor application, Step takes a page out of the distinctive natural limestone that evokes the sense of dominance and sophistication. Step is obtainable in structured surface with a spectacular thickness of 20mm to create an outdoor environment with character and candour. Present in an extensive variation of two stunning dusky colours, Step is the ultimate manifestation of superiority marking it completely, and uniquely different.


text:
Cloud Raising Dragon Cub App
ird Cub flew around her and rubbed her forehead.
The little black dragon flew in, swept them a glance, went to the corner of the bed alone and squatted down.
He looked a little out of place, a red and a green dragon cub huddled in the same nest.
Fifth Cub wondered, [What's wrong with him?]
Third Cub licked his paw, [I don't know.]
After another long wait, Ning Chu came back.
He rubbed the dragon cubs' heads one by one, took his clothes and went to take a bath first.
The little black dragon straightened his tail when he touched it, but Ning Chu didn't notice.
When it was late at night and Ning Chu and the dragon cubs were asleep, the little black dragon got up quietly.
He approached Ning Chu and squatted on the pillow looking down at him.
After confirming the meaning of the word 'couple', Wuuth's first reaction was anger.
It was the turn of those irrelevant people to ask such private questions? Then he realized that the "couple" they were talking about had another concern for himself.
They were asking if Ning Chu and he were a couple.
He wasn't sure why they were asking, but Ning Chu was now a human, and he was a dragon…
Human looks didn't fit the dragon's aesthetics, and Ning Chu didn't have hard scales, sharp claws, much less horns or wings.
Wuuth began to uncontrollably imagine what Ning Chu would look like if he became a dragon.
The scales would be a lighter color like silver and white, as beautiful as his current skin, perhaps with a pair of small antlers, teal pupils like transparent amber in the sunlight, and a soft purring voice.
The little black dragon was restless and walked around to the other side of the pillow and continued to look at the sleeping Ning Chu, looking down and sniffing the scent in his hair.
In fact… he felt that Ning Chu's human form was good-looking.
But Ning Chu wasn't a dragon, he was a human, would he think he looked good in human form?
In the next instant, Wuuth changed back to his human form and appeared on the narrow bed.
Ning Chu seemed to notice, frowning and moving, but Wuuth released a wisp of black smoke enveloping the tip of Ning Chu's nose, the marks between his brows smoothed out and he fell into a deep sleep again.
Third Cub looked up, turned over, rested one side of the dragon wing on Fifth Cub and went back to sleep.
The bed was a single bed, and Wuuth was crammed into it, having to be careful not to crush Ning Chu, but also not to make a sound that would alert the other person in the dormroom.
He propped himself up on Ning Chu's side and reached out to touch the side of his face.
It's not a scaly touch, it's… Soft? It had the illusion that a little pressure would leave a red mark.
When the warmth of his nose hit Wuuth's hand, he suddenly regained consciousness and withdrew his hand.
What was he doing now?
Wuuth's mind was in turmoil as he took one last look at Ning Chu, turned back into a hatchling and flew out of the curtain of his bed to the balcony for a cold breeze.
The next morning, waking up with no idea of what happened last night, Ning Chu yawned as he got up to wash up.
Today he would also go outside and wondered if Wuuth would still be waiting for him at the gate.
After what happened yesterday, Ning Chu was a little embarrassed and squirmy, but if Wuuth didn't bring it up, he wouldn't care too much.
It's just a rumor, they're open and honest, so it can't be true.
Ning Chu packed up his things and took Third Cub out, and when he arrived at the school gate, he didn't see Wuuth's figure.
He was slightly disappointed and planned to leave alone, but he had just taken two steps when someone called out to him from behind.
"Hugh."
Ning Chu turned around and Wuuth was walking towards him.
It seemed he was just a little late today and had no intention of avoiding Ning Chu.
Wuuth approached, he deliberately collected his emotions, so his eyes were calm, "Let's go."
In the town near the Nuba River, another wave of Church people came.
They blocked the news, and no one was allowed near the area where the magic dragon had appeared.
Several men with magic wands and wearing silver magic robes searched along the woods.
"It was indeed a fire dragon," one man had a small disc in his hand with a pointer pointing to red, "and there are still remnants of its magical element here."
He walked around with the disk, capturing the orientation and trajectory of the fire element in the air.
When he came to the edge of the woods, he pointed to a direction in the distance, "Go look over there."
The woods weren't large, and several people continued to search around, not letting go of a single clue.
When they passed another place, the pointer turned again and stopped at the location of fire magic.
"Huh?" The man was surprised, "There's one here?"
He continued to walk around the area, confirming that the Scarlet Flame Dragon had also appeared nearby, but looking at the direction of the magic element extension… Did it come back once more?
Soon, the people sent to search far away also came back.
"There are a few traces of unusual dragons passing over there, but no fire dragons were found."
The leader of the group said "hmm" and looked around.
If he was right, the fire dragon had led a few dragons away, but separated from them halfway and turned back.
But all the students and mercenaries present yesterday claimed to have seen the fire dragon only once.
No, not even seen, they only heard a dragon roar.
And the two people who actually saw the fire dragon appear with their own eyes left long ago.
"A bit interesting," the leader put away the disc and instructed his subordinates, "Let's go back first."
The Problematic Prince
Paradigm Parasite


text:
Q: .exe written by python with a tkinter gui, can get input but closed automatically before i close window strong textfirst, I am new to StackOverflow.
the program can run in IDE perfectly. I used pyinstaller to transfer it to exe. I find before I get the result showed in the main UI, even I didn't close the window, it will exit automatically.
what I do in the program is, it gets input and does data processing at the background, writes the result to excel file and shows the summary in the main UI like picture. Now on Windows10, it wouldn't get show the summary, just exits, but the excel file is correct.
So I need some help with it.
class MainUI(tk.Tk):
def __init__(self):
    super().__init__()
    self.title('Checkout Tool V1.0 -- by Bo Kuang')
    self.geometry('852x800')
    self.continue_signal = False
    ...read file
    self.BlankLine = tk.Label(self, text='       ', width=1, height=1)
    self.CreatePage()
    self.menuCounter = 0
    self.runHit = False
def CreatePage(self):
    image = Image.open('Welcome.PNG')
    photo = ImageTk.PhotoImage(image, master=self)
    label_i = tk.Label(self, image=photo)
    label_i.image = photo
    label_i.pack(side='top')
    FirstLine = tk.Label()
    FirstLine.pack()
    RemindLine = tk.Label()
    RemindLine.pack()

    RunBotton = tk.Button(self, text='Run', command=self.RunConfig)
    RunBotton.pack()
def RunConfig(self):
    if self.runHit == False:
        self.runHit = True
        confirm_click = tk.messagebox.askyesno('')
            for i in range(int( 18/2)):
                tk.Label(self, text=item[i]).place(x=200 ,y=340+40*i)
                urlLabel = tk.Label(self, text=display_result_list[i])
                urlLabel.place(x=350 ,y=340+40*i)
class RunUI(tk.Toplevel):
def __init__(self):
    super().__init__()
    self.title('Input parameter window')
    self.geometry('426x240')
    tk.Label(self, text=).place(x=10, y=10)
    self.diev = tk.StringVar()
    self.diev.set('Decimal')
    tk.Label(self, text='DIE stack').place(x=10, y=80)
    entry_die_value = tk.Entry(self, textvariable=self.diev)
    entry_die_value.place(x=150, y=80)

    self.bind("<Return>", lambda x:self.ok())
    ContinueButton = tk.Button(self, text='OK', height=1, command=self.ok)
    ContinueButton.place(x=180, y=185)
def ok(self):
     if self.para20v.get() not in ...:
         if int(self.diev.get(), 16) not in [1, 2, 4, 8, 16]:
             self.continue_signalv = False
             tk.messagebox.showwarning()
             self.deiconify()
         elif int(self.cev.get(), 16) not in [1, 2, 4]:
            self.continue_signalv = False
            tk.messagebox.showwarning()
            self.deiconify()
         else:
             self.continue_signalv = True
             self.result_list = [...]
             tk.messagebox.showinfo ()
             self.destroy()
 app = MainUI()
 app.mainloop()
 print('CLOSED')

A: i fixed this problem. it seems like plot.close() imported from matplotlib closes the GUI process, so i use Figure instead of plot, it works well.
But i don't konw why it didn't occur in Spyder IDE

redpajama_set_name: RedPajamaStackExchange


Set up your domains MX records to connect to your Ecenica email service.
Learn how to point your Ecenica domain to your Wix website. Covers updating your Name servers and pointing your domain using Wix IP addresses.
Connect your Ecenica domain name to your Wix website using our recommended pointing option. Guides you through creating the DNS records using our free DNS tools.
Step by step instructions for linking your Ecenica domain to your Shopify website.
Step by step instructions for linking your Ecenica domain to your Big Cartel website.
Unfortunately existing domain names cannot be renamed after registration, but you can register a new domain.
Learn how-to add a CNAME DNS record to your Ecenica domain name.
How-to edit DNS CNAME records for your Ecenica domain name.
Discover how to add TXT DNS records to your domain name.
Find out why your domain has been suspended and how to verify your email address and reactivate your domain.
Why do I get spam email after registering a domain name?
Discover why you sometimes receive more spam email after registering a new .com domain name.
You can transfer a .co.uk, .uk, .org.uk, .ltd.uk and .me.uk domain names away from Ecenica as long as the domain name has been registered for at least 60 days.
Can you put me in contact with the domain owner so I can buy their domain?
Can you send me the registrant's contact details for a domain registered with you.
Learn how to transfer your domain names from Gandi to Ecenica. We include steps for unlocking your domain, updating an IPS Tag (.uk domains) and obtaining an EPP code (Domain Auth Code).
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What is the maximum and minimum TTL value I can use for DNS records?
The maximum Time to live (TTL) value you can assign for a DNS entry is 2147483647 seconds. The minimum Time to live (TTL) value you can assign for a DNS entry is 300, equal to 5 mins.
Learn how to register a domain with Ecenica.
Learn how to transfer your domain names from Heart Internet to Ecenica. We include steps for unlocking your domain, updating an IPS Tag (.uk domains) and obtaining an EPP code (Domain Auth Code).


I' be been doing training for Indonesia government staff, private company and also start up company. I also help some start up company to run business ini Jakarta in human resource area and operation. If you want to have some advice regarding Indonesia rule and business, I can help you and guide you.


Congratulations to all the junior tennis players in Wisconsin District that participated in USTA Junior Team Tennis throughout the summer.	It was a wonderful season of competitive and enjoyable tennis filled with friendship, camaraderie and good sportsmanship.
Good luck to all the players and winning teams that will be participating in the Sectional Championships in Indianapolis, August 8-10.


text:
SportsNet LA 2019 Dodgers Spring Training TV Schedule
Jay L. Clendenin-Los Angeles Times
Dodgers News: Clayton Kershaw Attempting To Balance Stubbornness & Remaining 'Open-Minded' As Spring Training Begins
With Los Angeles Dodgers pitchers and catchers reporting to Camelback Ranch, SportsNet LA announced their comprehensive 2019 Spring Training broadcast schedule, which calls for 20 of the team's games to be televised.
Included in that is live coverage of Dodgers' Cactus League games every Saturday and Sunday, which features matchups with the Chicago White Sox, Arizona Diamondbacks, Seattle Mariners and Milwaukee Brewers, among others.
SportsNet LA will also broadcast all three games of the annual exhibition Freeway Series from March 24-26. The network's coverage Spring Training will consist of "Access SportsNet: Dodgers," showcasing all the latest Dodgers news, highlights and exclusive interviews with players, coaches and staff throughout camp.
"Access SportsNet: Dodgers" will again be hosted by John Hartung and Alanna Rizzo, and feature analysis from Orel Hershiser, Nomar Garciaparra, Jerry Hairston Jr. and Ned Colletti. Rizzo is onsite at Camelback Ranch, where she will provide daily analysis, special reports and exclusive interviews.
Additionally, SportsNet LA's signature series, "Backstage: Dodgers," will again take fans behind the scenes with their favorite team throughout Spring Training. The series debuts with a special one-hour episode on Thursday, March 28 at 5:00 p.m. PT.
Game telecasts will be called by multiple broadcast teams, led by Joe Davis and Hershiser. Newcomer Tim Neverett will call a select number of games on both television and radio alongside Colletti, Garciaparra and Rick Monday.
Neverett served as the play-by-play voice of the Boston Red Sox for the past three seasons following a seven-year stint as the radio and television play-by-play announcer for the Pittsburgh Pirates.
SportsNet LA begins their 2019 Dodgers Spring Training coverage with "Access SportsNet: Dodgers" on Tuesday, Feb. 12 at 7 p.m. PT. SportsNet LA's live Spring Training game coverage will begin Saturday, Feb. 23 at 12:05 p.m. for the matchup against the White Sox.
SportsNet LA previously announced plans to simulcast 10 regular-season games on KTLA 5.
Complete SportsNet LA 2019 Dodgers Spring Training TV schedule included below.
Saturday Feb. 23 12:05 p.m. @ White Sox Camelback Ranch
Sunday Feb. 24 12:05 p.m. vs. Angels Camelback Ranch
Friday March 1 5:05 p.m. vs. Padres Camelback Ranch
Saturday March 2 12:10 p.m. @ Diamondbacks
Sunday March 3 12:05 p.m. vs. Rangers Camelback Ranch
Wednesday March 6 6:05 p.m. vs. Indians Camelback Ranch
Friday March 8 6:05 p.m. vs. Royals Camelback Ranch
Saturday March 9 12:05 p.m. vs. Mariners Camelback Ranch
Sunday March 10 1:10 p.m. @ Rockies Scottsdale
Wednesday March 13 7:05 p.m. vs. White Sox Camelback Ranch
Friday March 15 6:05 p.m. @ Reds Goodyear
Saturday March 16 1:05 p.m. @ White Sox Camelback Ranch
Sunday March 17 1:05 p.m. vs. Brewers Camelback Ranch
Monday March 18 7:05 p.m. @ Rangers Surprise
Tuesday March 19 7:05 p.m. vs. Indians Camelback Ranch
Wednesday March 20 7:05 p.m. @ Cubs Mesa
Saturday March 23 12:05 p.m. vs. White Sox Camelback Ranch
Sunday March 24 6:07 p.m. @ Angels Anaheim Stadium
Monday March 25 7:07 p.m. @ Angels Anaheim Stadium
Tuesday March 26 7:07 p.m. vs. Angels Dodger Stadium


A few of us got together to celebrate Alicia's birthday recently so naturally the cameras came out. Then this happened.
If you've ever wondered what a blogger Christmas card would look like, now you know.
Haha, best blogger Xmas card I've ever seen! You girls all look SO very adorable!! <3 Hope you're gearing up for the holidays and enjoying yourself, lovey. Can't wait to see you soon. A dinner with the boys or another photo date would be perf!!
Aww adorable to see all of you ladies together! I can recognise four lovely familiar faces and that makes me so happy, looks like you ladies have a blast!
It looks like you all had a great time!!
Obviously you girls had a lot of fun together!!! Happy holidays!


jun 5, 2018: 1:45 p.m. - 2:45 p.m.
With so many breakthroughs in a short period of time, it is no wonder cancer is the darling of immunotherapy. From checkpoint inhibitors to game-changing T-cell therapy, cancer has been the impetus for numerous immunological advancements.
Progress has also been made in non-oncology immunotherapy in disease areas such as allergy, autoimmunity including rheumatoid arthritis, diabetes, celiac disease, and even infections. What insights can be shared from non-oncology approaches to immune modulation and vice versa? What has been learned and employed in oncology that has advanced the field? This panel will explore the valuable lessons from the pioneers focused on harnessing the body's own immune system to eradicate disease.


text:
Военное насилие — всё многообразие форм применения военной силы для принудительного воздействия на реального или потенциального противника с целью решения политических задач.

В качестве субъекта, который реализует военное насилие могут выступать самые разнообразные социальные образования: государства, их отдельные структуры и коалиции, общности людей, политические партии и движения, террористические и даже уголовные группировки (см. бандитизм). Вектор приложения военного насилия может иметь как внутреннюю, так и внешнюю направленность.

Целями военного насилия могут быть как реализация своих агрессивных или захватнических интересов, насаждение отношений господства и подчинения, так и защита национального суверенитета, отражение внешней военной экспансии и т. п. Как правило, использование военного насилия во внешней политике может быть осуществлено в формах вооружённой агрессии, военной блокады, интервенции, террористических акций и т. п. Во внутренней политике военное насилие связано с переломными периодами в жизни общества, когда обостряется конкуренция при борьбе за власть, что может спровоцировать радикальные элементы на военные мятежи, вооружённые восстания, перевороты, а правительство прибегает к мерам репрессивного, контрповстанческого и антитеррористического характера.

Примечания

Ссылки

Военная терминология
Военная наука
Военная политика

redpajama_set_name: RedPajamaWikipedia


text:
In marketing, a company's value proposition is the full mix of benefits or economic value which it promises to deliver to the current and future customers (i.e., a market segment) who will buy their products and/or services. It is part of a company's overall marketing strategy which differentiates its brand and fully positions it in the market. A value proposition can apply to an entire organization, or parts thereof, or customer accounts, or products or services.

A value proposition can be written as a business or marketing statement (called a "positioning statement") which summarizes why a consumer should buy a product or use a service. A compellingly worded positioning statement has the potential to convince a prospective consumer that a particular product or service the company offers will add more value or better solve a problem (i.e. the "pain-point") for them than other similar offerings will, thus turning them into a paying client. The positioning statement usually contains references to which sector the company is operating in, what products or services they are selling, who are its target clients and which points differentiate it from other brands and make its product or service a superior choice for those clients. It is usually communicated to the customers via the company's website and other advertising and marketing materials.

Creating a value proposition is a part of the overall business strategy of a company. Kaplan and Norton say "Strategy is based on a differentiated customer value proposition. Satisfying customers is the source of sustainable value creation." Developing a value proposition is based on a review and analysis of the benefits, costs, and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. It is also a positioning of value, where Value = Benefits − Cost (cost includes economic risk).

Viewed from the perspective of two dimensions of performance (quality) and price, there are usually five value propositions upon which companies can position their products or services. Firstly, they can offer the best performing product or service and charge a high price for it (more for more). Secondly, a company can offer a product of a very high performance (compared to the market leader) but at a previous price (more for the same). Thirdly, a company can offer a product with the same existing performance for a lower price (same for less). Fourthly, a company can offer lower quality, worse-performing products for a certain class of customers who have lower performance or quality requirements than the average consumer, but do it at a much lower price (less for much less) Finally, a company can offer better performing product for a lower price than before (more for less), which is ambitious and hard to achieve, as offering more quality usually requires an increase in production cost.

Conversely, a customer's value proposition is the perceived subjective value, satisfaction or usefulness of a product or service (based on its differentiating features and its personal and social values for the customer) delivered to and experienced by the customer when they acquire it. It is the net positive subjective difference between the total benefits they obtain from it and the sum of monetary cost and non-monetary sacrifices (relative benefits offered by other alternative competitive products) which they have to give up in return. However, often there is a discrepancy between what the company thinks about its value proposition and what the clients think it is.

A company's value propositions can evolve, whereby values can add up over time. For example, Apple's value proposition contains a mix of three values. Originally, in the 1980s, it communicated that its products are creative, elegant and "cool" and thus different from the status quo ("Think different"). Then in the first two decades of the 21st century, it communicated its second value of providing the customers with a reliable, smooth, hassle-free user experience within its ecosystem ("Tech that works"). In the 2020s, Apple's latest differentiating value is the protection of its client's privacy ("Your data is safe with us").

Overview
A value proposition is a statement which identifies clear, measurable and
demonstrable benefits consumers get when buying a particular product or service. It should convince consumers that this product or service is better than others on the market. This proposition can lead to a competitive advantage when consumers pick that particular product or service over other competitors because they perceive greater value.

The phrase "value proposition" (VP) is credited to Michael Lanning and Edward Michaels, who first used the term in a 1988 staff paper for the consulting firm McKinsey and co. In the paper, which was titled "a business is a value delivery system", the authors define value proposition as "a clear, simple statement of the benefits, both tangible and intangible, that the company will provide, along with the approximate price it will charge each customer segment for those benefits". In a modern, clear-cut definition, Labeaux defines a value proposition as a statement that clearly identifies what benefits a customer will receive by purchasing a particular product or service from a vendor. According to Hassan, however, there is no specific definition for value proposition.

Creating and delivering value proposition is a significant issue that marketing planners need to consider in planning strategies. Value propositions vary across industries and across different market segments within an industry. Capon and Hulbert linked the success of firms in the marketplace to the value provided to customers. They introduced a principle of customer value, with customer insights driving the company's marketing activities. Customer value should also drive investment and production decisions, because customers perceive value on the benefits of the product or service they receive. Consequently, as the environment changes, and the customer experience and their desires change, the value they seek changes. As a result, companies are pressured to invest more resources in marketing research; allowing them to gain deep customer insights and, thus, improve value proposition.

Consumers are always looking around for the best possible deal at the best quality and how these products or services will contribute to their success.  The value proposition is the promise that the business will give the consumer to assure best possible value.  The value proposition is a creative statement that depicts the unique selling point. Without this statement you lose an opportunity to tell consumers why they should pick you over competitors. An important goal in a business is to convince customers that they are getting many more benefits. Coming from a customer's perspective, buyers are not only asking how this product is different to one they may already be using, but what value this product or service may have.  Customers are looking for answers that may improve or replace products or services. Customers will never buy a product or service if they don't feel like they are receiving the best possible deal. Therefore, the value proposition is important to businesses and their success.

The value proposition is to differentiate the brand from competitors. To understand and get an idea about the value proposition it is important to analyze the business through the marketing mix: identifying what the product or service is, the price of the product or service, where this will be sold, and how this product or service will be promoted. Identifying these key questions helps clarify and make the value proposition more obvious. Another strategy that has been used to help process learning and growth of a business is the balanced scorecard. This concept was developed by Robert Kaplan and David Norton in 1990, to help communicate value proposition in a way that businesses can understand. The maps create a visual representation of the businesses objectives and goals so it becomes more approachable. Through these theories the proposition becomes more obvious and displays to consumers why this product or service is so special to the market.  Once businesses determine what makes this item or service so exceptional compared to competitors, it can begin to guide a business more clearly. This can lead to marketing concepts and ideas.  The value proposition helps the business understand what their primary focus and goals are within the business and help to understand the consumer's needs.

When creating a value proposition it is important to think about these key questions: What is the product or service? Who is the target market? What value does the product or service provide? How is this different from competitors? Many businesses that can answer these will have a relatively strong value proposition as they know how their product or service differentiates from competitors.  But it is more than just understanding and recognising what makes them different; it is about creating a statement that engages customers to purchase goods or service. There are many benefits that the value proposition can have on a business. These benefits include a strong differentiation between the company and its competitors, increase in quantity, better operations efficiency and increase in revenue. By also creating a more personal and honest relationship with consumers through the value proposition also gives them another reason to choose you.  These benefits will help the business grow and succeed in the market.

Value-focused enterprise model
Creating a value-focused enterprise (VFE) requires a fundamental rethink of the way things are organized and managed. This is at the heart of the business strategy and implementation. These customers demand, and are willing to pay for, a sales effort that creates new value and provides additional benefits outside of the product. Using this model, you are able to plan the business on the basis of value to be delivered.
 Value-centered strategic intent: Where do you intend the organization to be in the foreseeable future and what principles will guide the journey?
 Value proposition: What is the Value Proposition (market, Value experience, Offerings, Benefits, Alternatives and Differentiation and Proof) and how is it congruent with the Strategic Intent?
 Value-focused operating model: What are the 'How' factors (organization, process and so on) for the operationalization of the Value Proposition to achieve the strategic Intent?
 Value-creation-based management and execution: How will you execute and manage all of this to ensure maximum Value Delivery.

The value cycle
Value proposition is by definition what the company offer differs from its competitors and explains why the customers buy from the company. Furthermore, it defines the relationship between: the performance attributes of products or services, the fulfillment of the needs of particular customers and the total cost. Osterwalder and Pigneur state that the value proposition must be studied through its entire value life cycle. Value elements can be created in each of the five stages of the value life cycle. These stages are: value creation, value appropriation, value consumption, value renewal and value transfer:

 Value creation: The value creation can be best described as a set of interdependent activities that add value for the customers to the company products and services. The traditional view of the value creation process doesn't allow customers to take part in feeling the value. Marketing and research and development are mainly responsible for adding value at this stage based on historic data and observation. However, in modern times, the customers of several companies are included in this stage. Nowadays the stage of value creation is the essential point of any business. Creating value for customers helps the company to sell its products or services, while at the same time it makes the investors happy. Moreover, as the value for the customers increases, the revenues together with the stock prices of the company increase. This guarantees the future access to capital that can be used for future investments and creating even greater value for the customers.
 There are three main components in value creation network:
 Key partners: The companies use the resources, knowledge and capabilities of their partners. The most important partners that a company can have are the owners, employees, suppliers, the government, education institutions, etc.
 Key activities are the activities that needed to be done in order to create a value proposition for the customers from the available resources. It shows all of the crucial activities and links between the company and its partners that are necessary to create value for the customers.
 Key activities can be divided as:
 Internal key activities are the activities that are made inside the organisation
 External key activities are the relations between the organisation and its partners
 Key resources are the main assets that are needed in the process of adding value to the product or process for the customers.
 Value appropriation: value can be created in this stage by developing, improving and facilitating customers' buying experience. This can be done in two steps. The first step is improving how transactions are made. In this step, companies are trying to facilitate buying for customers. An example for this can be Amazon.com's one click buying which allows customers to make a purchase using one click. Facilitating purchases of expensive goods can include innovative price negotiation mechanisms, contract management, convenient billing and payment or attractive financing mechanisms.  The second step is improving fulfillment. For some companies, this step is very important and they adjust their whole value proposition to fulfillment.
 Value consumption: This is core to the value proposition. At this stage, customers see and feel the value through the actual use of the product or the service. Value is maximized when value proposition's aspects match the customer's needs.
 Value renewal: In some cases, it is possible to renew value during or after its consumption when value is used up, becomes obsolescent, is dysfunctional or when it expires. Value renewal also includes steadily updating value, where by adding new features to existing value preposition customer value is increased.
 Value transfer: At the last stage of the value cycle, there is a possibility that a customer transfers the acquired value after its consumption. Reason for this might be loss of value in value proposition, or because transfer of value will result in higher benefits for the customer.

Value status
Perceived value and willingness to pay are correlated. Customers are willing to pay in several circumstances, a few examples being; when they are faced with different offers, when they are in a partnership with the supplier, when the need to buy is urgent, when there aren't any substitutes, and when there is a high positive relationship between the value perceived and the price. Companies must choose the best pricing strategy to deliver value for both the customer and corporate perception. Capon & Hulbert introduced some factors that a firm must consider before making pricing decisions. Some of these factors include:
 Perceived substitutes: differentiation on offers and prices compared to competitors.
 Unique value: customers weigh the benefits and features of the product and perceive these benefits as a unique value provided solely by the organization.
 Price/Quality: firms should consider that customers will seek to have a positive price/quality relationship for a product to make a purchase decision.

Zeithaml studied three consumer defined values: Low price, Quality and value for money, and Features. The study concluded that perceived value is the customer's overall assessment of the utility of a product based on perceptions of what is received and what is given. Some Customers may see value in cheap prices, and other may see value in volume obtained.

The startup literature acknowledges that value is created from providing a solution to a problem. But in The Value Mix, de Ternay argues that value is above all perceived and therefore creating value also depends on addressing human emotions.

Innovation

It is believed by Lindic and Marques that value proposition is a significant catalyst for customer focused innovation. Kambil and Baragheh claim innovation is a phenomenon that requires a multidisciplinary approach for analysis due to its sheer complexity. Fields such as strategic management, organisational science, and information systems marketing are central to this analysis.

Lindic used the example of Amazon.com; the transformation from an online bookstore to one of the world's most important online shopping services. Amazon.com has evolved through diversification from their struggling brand prior to the internet bubble burst in 2000, allowing for a great example for analysis and explanation of the potential innovation resulting from value proposition.

Amazon also represents the so-called new economy yet at the same time it shares many characteristics with traditional companies. In fact, offline activities represent 70 percent of its core business. As a result, we are able to identify innovations which are common in both traditional and new economy companies.

 included features like the possibility to search among books based on not only book titles, but also keywords spread throughout the content, reducing the consumers time and energy for finding their desired item. Another  was the patented "one-click" feature, allowing customers to efficiently purchase goods without having to repeatedly submit their payment and shipping information. All of these minor adjustments over time were the result of developing value proposition, ultimately leading to the success that Amazon.com is today.

Lindic has developed a PERFA framework to evaluate this concept of value proposition in regards to innovation. Meticulously matching innovations' effects on customers with existing definitions found in the existing literature led to the following five elements that altogether represent a complete overview of all value propositions generated by innovations at Amazon.com. These are Performance (P), Ease of use (E), Reliability (R), Flexibility (F), and affectivity (A).

Bonner states that the performances of innovations or new goods or services offered to customers is a result of a superior company's offering in terms of quality, technical performance, features and ability to meet customer needs and demands. This perspective emphasises innovation as a generator of performance in a customer-oriented way.

Ease of use refers to the degree to which a person believes that using a particular system or product will be effort-free (e.g. the ease of search and acquisition, usability, personalisation, service, and support). All else being equal, a feature or application perceived as easier to use than another is more likely to be accepted by users, according to Wang. In Tornatzky and Klein's meta-analysis of the relationship between the characteristics of an innovation and its adoption, they found compatibility, relative advantage, and complexity have the most consistent significant relationships across a broad range of innovation types. Complexity is defined as "the degree to which an innovation is perceived as relatively difficult to understand and use".  Therefore, the easier it is to use an innovative application or feature, the more likely it is to be accepted by the user. Consequently, ease of use reduces the cost included in the value proposition equation and increases its value.

Reliability is defined as "the ability to perform the promised service dependably and accurately" according to Pitt. Raaij and Pruyn similarly perceive reliability as the ability of a product to deliver according to its specifications. Innovation may, therefore, add to the value proposition for customers by performing in accordance with the standard set for products and services.

Flexibility is perceived as necessary in order to maintain the fit of an organisation and a changing environment. It describes a firm's ability to reallocate and reconfigure its organisational resources, processes and strategies as a response to environmental changes. In other words, flexibility is materialised through the dynamic capabilities of a company which enable it to integrate, build and reconfigure internal and external competencies in order to face rapidly changing environments.

Affectivity addresses the feelings or emotions associated with working with a company or using its products and services. Atken states it is highly correlated with a sense of belonging to a certain group or class. It is also correlated with the concept of co-branding, where a brand or company may be associated with the attributes of the product or benefits derived from it. Such a brand generates emotions and feelings among its customers.

Kambil argues that the value proposition concept is too vague to be useful for innovation; however, Lindic and Marques' research indicates that if systematically decomposed, the value proposition holds a vital role in the innovation process.

It is customers who decide whether or not to purchase a certain product; therefore, innovations should be based on what customers truly value. A value-focused approach requires managers to rethink their perspective on innovation by placing themselves in the customer's shoes. In doing so, managers are able to identify key factors among the five perspectives of PERFA and make better decisions when deciding what to innovate so as to improve value proposition for their customers.

Strategy and marketing
Businesses can use the value proposition to not only target customers, but partners, employees and suppliers. The creative statement should be able to persuade other businesses to create an alliance, which will be helpful in the long run. Joining up with another business can be a very powerful strategy. When businesses align their strengths seem to stand out, and their weaknesses become less noticeable. This makes their products and services stand out to consumers. Creating an alliance with another firm can increase a businesses brand awareness; create a larger customer base, new insights on products and access to new technologies to improve how the business runs. This strategy creates a competitive advantage over other competitors.

The value proposition should be able to influence new employees or motivate existing employees to support the businesses goals and plans. Employees can improve the business client base and build a stronger relationship. Treating employees well, by offering bonuses or special deals they are more likely to take on more responsibility and promote the business they work for. This alliance within the business can promote products or services through word of mouth or social media. The employee's positive attitude towards workforce and products will interest new customers.

Suppliers should want to supply the business with products or items needed for the service by their thoughtful and creative statement. Businesses can increase their chances of the products they want and when they want it.  By thinking of a well-constructed well-thought-out value proposition it can lead to a very successful business. This can lead to possible alliances with suppliers that will support and help the firm with supplies and products that are needed to help improve the position of the business.

See also
 Customer value proposition
 Employee value proposition
 Value added

Footnotes

References

Kambil, A., Ginsberg, A. and Bloch, M. (1996), "Re-inventing value propositions", Working Paper IS-96-21, New York University, New York, NY.
Barnes, C., Blake, H. and Pinder, D. (2009), Creating and Delivering Your Value Proposition: Managing Customer Experience for Profit, Kogan Page, London
Wang, W.T. and Wang, C.C. (2009), "An empirical study of instructor adoption of web-based learning systems", Computers & Education, Vol. 53 No. 3, pp. 761–74.
Van Raaij, W.F. and Pruyn, A.T. (1998), "Customer control and evaluation of service validity and reliability", Psychology and Marketing, Vol. 15 No. 8, pp. 811–32
Pitt, L.F., Watson, R.T. and Kavan, C.B. (1995), "Service quality: a measure of information systems effectiveness", MIS Quarterly, Vol. 19 No. 2, pp. 173–87.
Atkin, D. (2004), The Culting of Brands: When Customers Become True Believers, Portfolio, New York, NY.
Tornatzky, L.G. and Klein, K.J. (1982), "Innovation characteristics and innovation adoption-implementation: a meta-analysis of findings", IEEE Transactions on Engineering Management, Vol. 29 No. 1, pp. 28–45.
Capon, N., & Hulbert, J. (2007). Managing Marketing in the 21st Century: Developing & Implementing the Market Strategy. Wessex, Inc.
Hassan, A. (2012), "The Value Proposition Concept in Marketing: How Customers Perceive the Value Delivered by Firms", International Journal of Marketing Studies, Vol. 4, No. 3.
Osterwalder, A. & Pigneur, Y. (2003), "Modeling Value Propositions in e-business", ICEC '03 Proceedings of the 5th international conference on Electronic Commerce, pp 429–436
Zeithaml, V. (1988). "Consumer Perceptions of Price, Quality, and Value: A Means-end Model and Synthesis of Evidence". Journal of Marketing 52 (3). American Marketing Association: 2–22. doi:10.2307/1251446.

Business terms
Strategic management


text:
Q: ASP.NET MVC C# - Display class property names instead of the property names from JSON I'm having difficulty after I Deserialize the JSON object I am getting from an API using JsonPropertyAttribute
I successfully get the value from the JSON object
{
    "property name": "property value"
}

but my problem is, instead of the class property display like so:
{
    "propertyName": "property value"
}

I only see the property names from JSON that I was fetching:
{
    "property name": "property value"
}

Is there an easy way to make it display the property name of the class object instead of the ones from JSON that I fetched?
EDIT:
Here is how the class looks:
public class JsonObjectDto {
    [JsonProperty(PropertyName = "property name")]
    public string propertyName { get; set; }
}

And I do something similar to this example:
public class HomeController : Controller {
    public ActionResult Index() {
        string jsonResponseString = "{\"property name\":\"property value\"}";
        JsonObjectDto result = JsonConvert.Deserialize<JsonObjectDto>(jsonResponseString);

        if(result != null) {
            return Ok(result);
        }
        throw new Exception("fetch response error");
    }
}

I am hoping to achieve to the response is to make it like this output:
{
    "propertyName": "property value"
}

A: Simply Remove JsonProperty from class and Before Deserializing Object Replace "property name" with "propertyname"
    public ActionResult Index()
    {
        string jsonResponseString = "{\"property name\":\"property value\"}";
        jsonResponseString=jsonResponseString.Replace("property name","propertyName");
        JsonObjectDto result = JsonConvert.Deserialize<JsonObjectDto>(jsonResponseString);
                if(result != null) {
            return Ok(result);
        }
        throw new Exception("fetch response error");
    }


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Situated in a tranquil tropical setting in Kailua-Kona, the Wyndham Mauna Loa Village awaits your arrival with spacious accommodations. Moreover, it offers amazing amenities that include six outdoor swimming pools, six hot tubs, eleven tennis courts, laundry facilities, children's activities, barbecue grilling station and parking. ------------------------------------------------------------------------------------------- Save Up to 15% on Resort Suites! Plan your next getaway with Wyndham® Extra Holidays and save! Call 1-800-989-6901 and mention code AFFIL to book your next trip now or BOOK ONLINE. Book and travel by December 31, 2019. A two-night minimum stay is required. Offer based on availability and subject to change. Valid for new reservations only. Not valid with other promotional offers. Blackout dates and other restrictions may apply.


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A track where participants work with established professionals in the fashion industry from concept to fabrication. Together they work to overcome everyday challenges in manufacturing, printing, product placement, and so on.** NOTE: This component is being developed in concert with the High Tech Development Corporation of Hawaii (HTDC) and is handled under a separate RFP.
Graduate Fellows of the Creative Lab Hawaii – Fashion Immersive are, Alexander Propios, Amanda Watkins, Brooke Lynn Hauguel, Chanterelle Chantara, Christopher Ching, Emiko Miyazawa, Jana Lam, Lizzy Chitamitre, Napali Souza, Phillip Han, and Sanna Myers.


It is our owner to introduce the 6th volume - issue (1) of EJARS. This volume comprises 7 articles in restoration and archaeological fields. These articles are 4 in the Restoration field, 2 articles in Egyptology & 1 in Islamic Archaeology field.


text:
Train delays: To tell or not to tell
PHOTO: THE STRAITS TIMES
Rail operators are required to inform passengers of a delay only if it exceeds 10 minutes, and some commuters are displeased
Linette Heng
I have been told that I am a lucky commuter, because I have been caught in only one train delay in recent years.
It happened on the morning of Sept 19 - I was in a long but orderly queue to get on the train at Eunos MRT station when I heard an announcement over the speakers to expect a 10-minute delay because of a track fault between Pasir Ris and Tanah Merah stations.
I guess I was also "lucky" to have been caught in a delay that was not too serious - it did not warrant any notifications on rail operator SMRT's social media pages or the Land Transport Authority's (LTA) My Transport app. But many tech-savvy commuters affected felt that SMRT's online silence was deafening.
In response to queries, an LTA spokesman told The New Paper on Tuesday that rail operators are required to inform passengers of a delay only if it exceeds 10 minutes.
"Besides regular announcements within stations and on board trains, updated information is also disseminated through other channels, such as mainstream media and social media, for greater outreach if the delay worsens," she added.
A recent study by Singapore Management University (SMU), which found a sharp fall in commuters' satisfaction with train services this year, noted that sufficiency of train arrival information and accuracy of information had a positive impact on the quality of service.
SMRT isolates Tuas West Extension for a month
Seven more commuters seek treatment after Joo Koon train collision
Injured passenger in Joo Koon MRT collision: 'I was in a lot of pain'
Software glitch caused second train to misjudge distance: SMRT
Mr Chen Yongchang, head of research and consulting at the Institute of Service Excellence at SMU, said: "When these expectations are not sufficiently met or are unavailable, dissatisfaction may arise and, in certain circumstances, lead to negative word of mouth."
It did not help that most commuters that day probably experienced a delay longer than the 10-minute extra travelling time promised.
Rail experts said the extra travelling time announced will probably apply only to passengers on the "first train" that resumes normal service, but there is usually a chain effect on subsequent trains and stations.
Singapore Institute of Technology assistant professor Zhou Yi listed the factors that make it difficult to estimate the duration of a delay:
l To rectify a fault, trains may be stopped, and restarting the train takes time.
l When service resumes, the interval between trains might also be longer than usual as the operator may implement temporary speed restrictions for safety.
l In the meantime, the number of passengers entering the stations will increase, and trains will have to stay longer at each station to allow everyone to board.
National University of Singapore transport researcher Lee Der-Horng thinks that the rail operators should "exaggerate" the extra travelling time. They can also indicate a range of the duration of the delay, which will be different depending on the station, he added.
He said: "It is important that commuters know how to interpret the extra travelling time and make plans accordingly."
Prof Zhou thinks that the operators should also realise the importance of human interaction during a train delay, such as well-trained staff at the stations to provide information.
An intelligent transport system could also be developed to suggest alternative routes.
PRecious Communications managing director Lars Voedisch, who specialises in social media and crisis management, conceded that the operators are "between a rock and hard place" when it comes to announcing travel delays.
Like the transport experts, he pointed out that broadcasting shorter travel delays online might not necessarily change the travel plans of the many people who rely heavily on the trains.
But he added that transparency is the best policy, saying: "The operator will get scathing comments regardless of whether they announce the delay, but a 10-minute delay could still be significant for some passengers."
smrtTRAINSLand Transport Authority
linheng@sph.com.sg
Read articles by Linette Heng


Omega Blogger – All About Omega Watches » John F. Kennedy – Inauguration Omega for Sale Soon?
John F. Kennedy – Inauguration Omega for Sale Soon?
WASHINGTON, June 15 /PRNewswire/ — Thousands of documents, artifacts and other items related to President John F. Kennedy and Jacqueline Bouvier Kennedy may be sold to the public under terms of a settlement agreement reached today between the National Archives (NARA), Caroline Kennedy and Jacquelyn E. White, the widow of Kennedy memorabilia collector Robert L. White.
An Omega watch worn by JFK at his inauguration, January 20, 1961.
This entry was posted on Sunday, June 19th, 2005 at 4:31 pm	and is filed under Uncategorized.


See how NextLabs Rights Management extends your Teamcenter data security model to persistently protect and control your sensitive data outside of Teamcenter on any device anywhere.
Azure RMS: What is Information Rights Management (IRM)?
This video demonstrates the easy to use yet powerful enterprise digital rights management (EDRM / DRM) (aka information rights management (IRM) features) in Vaultize.
Fasoo Enterprise DRM은 지속적인 암호화, 정교한 사용자 권한 제어, 실시간 모니터링을 통해 외부위협 또는 내부자에 의한 데이터 유출을 방지합니다.


text:
Home > Division of Research > Research Days Posters 2022 > 94
Research Days Posters 2022
"Oh, We're Just Talking": Operationalizing a Contemporary Dating Phenomenon
Leora Wasserman, Binghamton University--SUNY
Samantha Tomasi, Binghamton University--SUNY
Emma Immediato, Binghamton University--SUNY
Gianna Deni, Binghamton University--SUNY
Jennifer Ranaldo, Binghamton University--SUNY
"Just talking" is a new cultural phenomenon among emerging adults. The term seems to imply a relationship intentionally left without a label; however, it has yet to be explored by researchers. Guided by prior research indicating that this phase may lack labels, commitment, and exclusivity, this study attempted to define "just talking" as an intentionally ambiguous preliminary dating phase that lacks definitional consensus, since there is general disagreement on what it means when someone says that they are "just talking" to someone else. Through recruitment of 37 (Men: 13, Women: 22, Gender diverse: 2) college-aged students, a qualitative analysis was conducted through men-only, women-only, and mixed-gender focus groups. Focus group facilitators used a semi-structured interview guide designed to explore the progression, communication tactics, and intimacies of "just talking." Focus groups were conducted via Zoom and recorded. The researchers analyzed transcripts from the focus groups into themes and codes meant to capture the essence of the "just talking" stage. Results indicate that the term "just talking" represents a relationship stage that is not yet a relationship but differs from a "hookup". It is often more related to an emotional and intimate connection gained through daily communication than a casual physical encounter (hookup), more aligned with the traditional theme of courtship and less with college students' adaption of hooking up without attachment.
Wasserman, Leora; Tomasi, Samantha; Immediato, Emma; Deni, Gianna; and Ranaldo, Jennifer, ""Oh, We're Just Talking": Operationalizing a Contemporary Dating Phenomenon" (2022). Research Days Posters 2022. 94.
https://orb.binghamton.edu/research_days_posters_2022/94
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Posted on 27th November 2018 at 10:52 am.
Laurie Nicholson, of Shildon, not only got her wheelchair positioned to capture the sculpture at the best angle but also waited for the perfect moment as the sun dropped to take her shot.
Laurie, 19, was one of a number of second year level 3 Darlington College students on the University of Arts London art and design course who took up a challenge laid down by Darlington Rotary Club.
Chair of Darlington Rotary Club's youth services committee Sue Campbell said: "With Darlington Building Society covering the print costs all the proceeds will go back into the local community to support charitable causes.
The other students whose images were chosen for the final calendar were Aidan Eames, Lucy Siddique, Nicole Adams, Zoe Thorburn, Holly Tate, Caitlin Smith, and, with two images each, James Peacock, Lewis Hardy and Jordan Ormerod.
Their work included images of the River Skerne, South Park, Mechanics' Institute, Bank Top Station, Broken Scar and the Hippodrome.
Darlington College tutor Eric Walsh said: "Students study photography as part of their course, which also includes graphics and design.
Also on the judging panel were Rotarians chief executive of Citizens' Advice Bureau Neeraj Sharma, print specialist Tony Marshall and photographer Derek Risbey.
Calendars can be obtained from Darlington College, Darlington Building Society branches or by contacting Darlington Rotary Club on 07973 367004 or through the Rotary Facebook page.