text:
Q: Passing variables in python to another web platform I have a code which requires to pass the latency, upspeed, dlspeed to another web site to display. Right now the code is as below
import datetime
import os
import sys
import shutil
import webbrowser
import tempfile
import subprocess
import json
import urllib.request
import statistics
import pymysql
import pymysql.cursors

IPERF3_WIN_PATH = "data/iperf3.exe"
HTML_TEMPLATE_PATH = "data/template.html"

IPERF3_HOST = "127.0.0.1"
RESULT_UPLOAD_URL = "UPLOAD URL"
RESULT_VIEW_URL = "VIEW URL"

def resource_path(relative_path):
""" Get absolute path to resource, works for dev and for PyInstaller
    This is to get a path which will work with pyinstaller
"""
try:
    # PyInstaller creates a temp folder and stores path in
    # _MEIPASS
    base_path = sys._MEIPASS
except Exception:
    base_path = os.path.abspath(".")
return os.path.join(base_path, relative_path)

def ping(ip, tries):
""" Ping "ip" using the windows ping commmand
    Return the average ping as a int
"""
res = 0
try:
    output = subprocess.check_output(
        ["ping", "-n", str(tries), ip]).decode("utf-8")
    res = int(output.split(" = ")[-1].split("ms")[0])
except subprocess.CalledProcessError:
    input("Press Enter to Continue...")
    sys.exit("Error while trying to ping the server, exiting")
else:
    return res

def copyIperf3Exec():
""" On OSX :
    Copy the iperf3 binary to a tmp file,
    make it executable and return his path
    This is to avoid many bundle related problems
    On Windows, just return the package path """
return resource_path(IPERF3_WIN_PATH)

def get_iperf3_download():
""" Return the output of the iperf3 cli as a python dict """
ipf3_tmp = copyIperf3Exec()
try:
    output = subprocess.check_output([ipf3_tmp,
                                      "-c", IPERF3_HOST,
                                      "-J",
                                      "-P", "16",
                                      "-w", "710000",
                                      "-R"])
    res_string = output.decode("utf-8")
except subprocess.CalledProcessError:
    input("Press Enter to Continue...")
    sys.exit("Problem while doing the test, please try again later")
else:
    return json.loads(res_string)

def get_iperf3_upload():
""" Return the output of the iperf3 cli as a python dict """
ipf3_tmp = copyIperf3Exec()
try:
    output = subprocess.check_output([ipf3_tmp,
                                      "-c", IPERF3_HOST,
                                      "-J",
                                      "-P", "10",
                                      "-w", "710000"])
    res_string = output.decode("utf-8")
except subprocess.CalledProcessError:
    input("Press Enter to Continue...")
    sys.exit("Error while doing the upload test, please try again later")
else:
    return json.loads(res_string)

def get_userinfos():
""" Get the 3 informations to be presented to the user
( ip, upload speed, download speed )
Return a Dictionary
"""

show_start_msg(0)  # 0% Progress bar
avg_latency = ping(IPERF3_HOST, 5)
u_json = get_iperf3_upload()

show_start_msg(1)  # 40%
d_json = get_iperf3_download()

show_start_msg(2)  # 80%
ip = getip_apify()

u_bits_per_second = u_json['end']['sum_received']['bits_per_second']
d_bits_per_second = d_json['end']['sum_received']['bits_per_second']

u_testtime = u_json['end']['sum_received']['seconds']
d_testtime = d_json['end']['sum_received']['seconds']

u_testdate = u_json["start"]["timestamp"]["timesecs"]
d_testdate = d_json["start"]["timestamp"]["timesecs"]

res = {
    'ip': ip,
    'latency': avg_latency,
    'upspeed': u_bits_per_second,
    'dlspeed': d_bits_per_second,
    'upspeedtime': u_testtime,
    'dlspeedtime': d_testtime,
    'upspeeddate': u_testdate,
    'dlspeeddate': d_testdate
}

return res

def sendToDB(infos):
# Connect to the database
connection = pymysql.connect(host='127.0.0.1',
                             user='testclient',
                             password='password',
                             db='speed',
                             charset='utf8mb4',
                             cursorclass=pymysql.cursors.DictCursor)
try:
    with connection.cursor() as cursor:
        # Create a new record
        def stp_date(stp):
            return datetime.datetime.fromtimestamp(stp).strftime(
                '%Y-%m-%d %H:%M:%S')

        sql = ("INSERT INTO `speedlog`"
               "(`externalIP`, `uploadspeed`, `uploadspeedtime`,"
               "`uploadspeeddate`, `downloadspeed`, `downloadspeedtime`,"
               "`downloadspeeddate`, `latency`)"
               "VALUES (%s, %s, %s, %s, %s, %s, %s, %s)")
        cursor.execute(sql,
                       (infos["ip"],
                        str(int(infos["upspeed"])),
                        str("{0:.2f}".format(infos["upspeedtime"])),
                        stp_date(infos["upspeeddate"]),
                        str(int(infos["dlspeed"])),
                        str("{0:.2f}".format(infos["dlspeedtime"])),
                        stp_date(infos["dlspeeddate"]),
                        str(int(infos["latency"]))))

    # connection is not autocommit by
    # default. So you must commit to save
    # your changes.
    connection.commit()
finally:
    connection.close()
    return

def getip_apify():
res = urllib.request.urlopen("http://api.ipify.org")
raw_ip = res.read()
return raw_ip.decode('utf-8')

def prepare_template(templatePath, infos):
""" Load an html located at templatePath and replace the necessary text
with the associated values from the iPerf3 infos
Return a string
"""
f_template = open(templatePath)
s_template = f_template.read()
f_template.close()
mod_template = s_template.replace("avglatency", str(int(infos['latency'])))
mod_template = mod_template.replace(
    "upspeed", str("{0:.3f}".format(infos['upspeed']/(1000*1000*1000))))
mod_template = mod_template.replace(
    "dlspeed", str("{0:.3f}".format(infos['dlspeed']/(1000*1000*1000))))
return mod_template

def str_to_tempHtml(str):
""" Write "str" in an .html temporary file
And return his path
"""
data = bytes(str, "utf-8")
tmp = tempfile.NamedTemporaryFile(suffix=".html", delete=False)
tmp.write(data)
tmp.flush()
return tmp.name

def show_start_msg(progress):
if sys.platform.startswith('darwin'):
    unused = os.system('clear')
elif sys.platform.startswith('win32'):
    unused = os.system('cls')
print("="*70)
print("Speed Testing for 10G Network \n")
print("Powered by iPerf3")
print("="*70)
if progress == -1:
    input("Press Enter to Continue...\n")
    return
else:
    print("Press Enter to Continue...\n")
    print("Testing in progress")
    if progress == 0:
        print("[" + " "*68 + "]" + " 0%")
    elif progress == 1:
        print("[" + "#" * 27 + " " * 41 + "]" + " 40%")
    elif progress == 2:
        print("[" + "#" * 54 + " " * 14 + "]" + " 80%")
    elif progress == 3:
        print("[" + "#"*68 + "]" + " 100%")
        print("Completed")

if __name__ == '__main__':
show_start_msg(-1)
infos = get_userinfos()
sendToDB(infos)
show_start_msg(3)  # 100% Complete
data = { "key":"Jasdkjfhsda349*lio34sdfFdslaPisdf",
         "download":"2048000",
         "upload":"2048000",
         "latency":"10"}
req = urllib.request.Request(RESULT_UPLOAD_URL, json.dumps(data).encode(
    'ascii'))
req.add_header('Content-Type', 'application/json')
resp = urllib.request.urlopen(req).read().decode('ascii')
resp = resp.replace('\'', '"')
webbrowser.open(RESULT_VIEW_URL.format(json.loads(resp)['test_id']))
input("Press Enter to Continue...")

My latency, upspeed and dlspeed variables are stored as infos, and later sent over to the DB for recording via sendtoDB(infos).
The next part is to also pass these sets of variables to another web using RESTful, which in the data, the first attribute "key" is the REST key for authentication, followed by the rest of the values like latency, downloadspeed and uploadspeed. However, you can see that in the data, all the 3 variables are hard-coded value instead of the values derived from the test, which is latency, upspeedand dlspeed.
How can I modify the code to get these attributes instead of the hardcoded ones?

A: You have a method that returns this dictionary...
res = {
    'ip': ip,
    'latency': avg_latency,
    'upspeed': u_bits_per_second,
    'dlspeed': d_bits_per_second,
    'upspeedtime': u_testtime,
    'dlspeedtime': d_testtime,
    'upspeeddate': u_testdate,
    'dlspeeddate': d_testdate
}

And it is called infos, so use it
data = { "key":"xxxxxxxx",
     "download":infos['dlspeed']
     "upload":infos['upspeed'],
     "latency":infos['latency']}


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text:
Massive iceberg breaks off Antarctica – but it's normal
Two-metre sea level rise 'plausible' by 2100 - study
Witnessing the effects of global warming in person
Greenhouse gases surge to record in 2018, exceeding 10-year average - UN
Ocean heat hits record high, UN says
The Great Game over the Arctic: Geopolitics from the North Pole to Syria
'Up to 50%' of medicines in Africa's Sahel region are fake or substandard
World 'dangerously unprepared' for future disasters — IFRC
Voice tool 'misused' as deepfakes flood web forum, AI company says
The iceberg, dubbed D28, broke away from the Amery ice shelf between September 24 and 25, according to observations from European and American satellites. It measures 1,582 square kilometres and contains 315 billion tonnes of ice.
(FILES) This file photograph shows a NASA image released on December 20, 2017, and taken November 29, 2017, by Operation IceBridge during a flight to Victoria Land, shows an iceberg floating in Antarctica's McMurdo Sound. (AFP)
A more than 1,580 square kilometres iceberg broke off Antarctica in recent days, but the event is part of a normal cycle and is not related to climate change, scientists say.
The iceberg, dubbed D28, broke away from the Amery ice shelf between September 24 and 25, according to observations from European and American satellites.
It measures 1,582 square kilometres, according to the European Copernicus program.
It is about 210 metres (yards) thick and contains 315 billion tonnes of ice, American glaciologist Helen Amanda Fricker said.
The figures are huge, but iceberg production is part of the normal cycle of ice shelves, which are an extension of the ice cap, she said.
"Ice shelves have to lose mass because they gain mass. They want to stay the same size," said Fricker, a professor at the Scripps Institution of Oceanography at the University of California.
The gain in mass comes from snow falling on the continent and glaciers that move slowly toward the shore.
The east of Antarctica – where D28 broke off – is different from the west of the continent and Greenland, which are rapidly warming due to climate change.
"It's really important that the public doesn't get confused and think that this is climate change," Fricker said.
An iceberg that was three times larger broke off Antarctica two years ago, she said, causing panic at the time.
"It's a fine line because we definitely don't want people to think that climate change isn't happening," Fricker added.
China's Baidu to challenge Microsoft with its own ChatGPT-style bot
US nuclear strike chief seeks cancer review of missile launch officers

redpajama_set_name: RedPajamaCommonCrawl


text:
Diablos Rojos del México
The Diablos Rojos del Mexico (English: Mexico City Red Devils) are a Triple-A Minor League Baseball team of the Mexican League based in Mexico City, Mexico. The team was founded in 1940 by Salvador Lutteroth and Ernesto Carmona. They have won sixteen league championships, including back-to-back championships three times, and several more division championships. The team has an affiliate, the Diablos de Hermosillo of the Liga Norte de Mexico. 20,233-capacity Estadio Alfredo Harp Helú is their home.
Cap insignia
Liga Mexicana de Beisbol (Zona Sur)
Estadio Alfredo Harp Helú
League championships
16 (1956, 1964, 1968, 1973, 1974, 1976, 1981, 1985, 1987, 1988, 1994, 1999, 2002, 2003, 2008, 2014)
Division championships
22 (1970, 1977, 1991, 1995, 1996, 1997, 2000, 2001, 1973, 1974, 1976, 1981, 1985, 1987, 1988, 1994, 1999, 2002, 2003, 2008, 2011, 2014)
Former name(s)
Rojos del México
Former ballparks
Parque del Seguro Social
Foro Sol
Estadio Fray Nano
Fundación Alfredo Harp Helú
Victor Bojorquez
Jorge Alum Kahwagi[1]
www.diablos.com.mx
1940sEdit
Team jersey from c. 1945 at the Baseball Hall of Fame
The Reds of Mexico, as they were known at first, were founded in 1940 by Salvador Lutteroth and the famous manager Ernesto Carmona. The Reds greatest rival was the best team in the league that season, the Blues of Veracruz. During the first two seasons, they remained one of the top teams, in second place, but after this and up until 1945, they fell far behind in the standings. In 1946 and 1947, they repeated as runners-up again. The last two campaigns of the decade passed unnoticed.
During the 1942 season, on April 23, the Reds were losing 13–7 in the ninth and final inning, until the Capital players began to fight back, scoring another 7 runs and beating their rivals, it was this moment Basilio 'Brujo' Rosell exclaimed that "these Reds play like devils," giving the team their nickname.
Mediocrity was a characteristic of the team during the first half of the decade. It was not until 1955 when El Mexico, as called by the media, would become a dominant team in the league, finishing behind only the Tigres Capitalinos and Tecolotes de Nuevo Laredo that season. It was also this year when Parque del Seguro Social (Social Security Park), with a capacity of 30,000, was opened, with an inaugural match between the Mexico Diablos and the Monterrey Sultanes, with an 18–14 victory for the Diablos.
The following season, 1956, the Diablos hired Cuban Lázaro Salazar as manager. With him, the red team finally got their first pennant, beating their crosstown nemesis, the Tigers Capitalinos, who finished second. After that, for the third time in their history, El Mexico finished as runner up in back to back years, 1957 and 1958.
The team was sold to a group of shareholders in the early 1960s. The 1963 team finished in second place. Under manager Tomás Herrera, the Diablos won their second league title by defeating the Tigers in the championship game in 1964. In 1966, the team had a great season finale, but could not defeat their bi-championship rival Tigers. The campaign of 1968 began with a preseason exhibition game against Major League Baseball's New York Yankees, who were defeated by Mexico. The team capped off the season by winning their third title over the Veracruz Red Eagles.
Beginning in the 1970 season, the Mexican League used the format of two zones, North and South, and the champion would be determined in a play-off. Mexico won the 1970 North title, but lost in the final series against the Red Eagles of Veracruz by 4 games to 2.
In 1972, the team was sold again, this time to a group led by Angel Vazquez. The team won on three of the four seasons between 1973 and 1976, defeating the Saraperos de Saltillo (1973) and the Vaqueros Unión Laguna (1974 and 1976) in the championship series. Cananea Reyes was the Reds' manager in 1974. In 1977, they could not repeat as champions and lost in the final series to Nuevo Laredo. In 1978 and 1979, the quality of the team's play declined so much that they failed to reach playoffs in 1979, something that had not happened since the creation of the league's playoff system.
The team was acquired by Chara and Roberto Mansur in 1980. The Diablos won their seventh pennant against the Reynosa Broncos in 1981. The team claimed the league championship again in 1985 against Nuevo Laredo, although the manager, Cananea Reyes, not could be with the team for several days due to poor health. In 1987 and 1988, the Reds won back-to-back championships. In 1987, with a star player Nelson Barrera, they defeated Nuevo Laredos in the final series. Their 1988 title came against Saltillo.
Reyes stepped down as manager following a cancer diagnosis, so Ramón Montoya took the responsibility to lead the Devils on tour in 1991. They made it to the finals, but lost to Monterrey in seven games. By 1992, the Devils, with Montoya as their manager, reached the playoffs again, but lost to the rival Tigers. In 1994, Mexico, with Marco Antonio Vazquez as manager, won the rematch, defeating Monterrey in game seven at Social Security Park to win their eleventh championship.
The next three seasons, with Vazquez as manager, were bitter in that the team managed to reach the finals, but lost every time. They were defeated by the Sultans in 1995 (4–0) and 1996 (4–1), and in 1997 by the Capitalinos Tigers in 5 games. In 1998, the Devils came back to the finals, but lost to the Guerreros de Oaxaca.
The 1999 season began with news that the Diablos would leave Social Security Park which was being demolished to build Delta Square, a modern shopping center. The team won the league championship in their final year at the stadium.
The Diablos and the Tigers moved to the Foro Sol stadium, a building designed primarily for major events like concerts, but also with a configuration for baseball. In the first year, the Diablos lost to the Tigers in five games. In 2001, they lost to the Tigers in six games. Things changed in the next two years. In the final series of 2002, the Tigers reached the fifth game with a 3–1 lead over Mexico. In the sixth game a home run ended up deciding the game for the Reds, forcing a final game seven, which was won by the Devils, giving them their 13th pennant under the leadership of Dominican Bernie Tatis. This title was dedicated to the memories of owner Chara Mansur and player Nelson Barrera who had died that season.
Mexico returned to the playoffs the next season, defeating the Tigers in five games. The title was dedicated to the memory of the beloved batboy who remained with the team for many years, Antonio 'El Abuelo' Mora. The 2004 and 2005 campaigns were difficult for the team, but they managed to qualify for the playoffs. In 2005, they celebrated their 65th anniversary, and decided to play only Mexican players. In 2008, they returned to fielding foreign-born players as well. In the 2006, the team won first place in the South, but were defeated by the Yucatán Lions in the seventh game of the first playoff series at home.
In the 2007 season, Mexico was again in first place in the Southern Zone, but were eliminated from the playoffs by Yucatán. Daniel Fernandez was appointed as manager in 2008. This season, Mexico was first in the South Zone. In the final playoff series, played against the Sultans of Monterrey, the Rojos won in five games. For the 2009 season, Daniel Fernandez continued managing and reached the playoffs, where they faced the Vaqueros Laguna. The Diablos managed to overcome the disadvantage in the series to force a seventh game, but they were eliminated.
Months before the start of the 2010 season Daniel Fernandez was relieved of command of the Puerto Rican team for the manager Max Oliveras "Mako". In celebration of the team's 70th anniversary, the Correos de México, the national postal service of Mexico, issued three stamps commemorating team players are: José Luis Sandoval, Miguel Ojeda, and Robert Saucedo. The National Lottery of Mexico issued tickets with team badge and image of a player. The 2010 team experienced problems with the pitching staff and several players were injured during the first half of the season. But for the second half the team managed to reach first place in the Northern Zone. During the first playoff round, they faced the Saraperos of Saltillo. The Rojos led the series, 3 games to 1, but after falling in the fifth game which was a no-hitter, the Coahuilans came from behind to win the series and eliminate Mexico.
In 2012, the Diblos Rojos faced Major League Baseball's Texas Rangers in an exhibition game at Rangers Ballpark in Arlington. The Rojos previously played an exhibition game against the Rangers in 1974 when they were managed by Billy Martin and the Reds were managed by Benjamin "Cananea" Reyes. Texas won the 1974 game.
RivalriesEdit
The Diablos have a long-standing rivalry with the Tigres de Quintana Roo, who previously played in Mexico City but now play in Cancún. That rivalry was shown in the 2011 Serie del Rey.
StadiumsEdit
In 2019, the Diablos moved into their new stadium, the Estadio Alfredo Harp Helú, located in the Magdalena Mixhuca Sports City.[2]. The club previously played in the Estadio Fray Nano, a 5,200-capacity ballpark in Mexico City, from 2015 to 2018. From 2000 to 2014, they played at Foro Sol (English: Sun Forum), a sports and concert venue built in 1993 in the Autódromo Hermanos Rodríguez in eastern Mexico City.[3] From 1940 to 1999, the Diablos played home games at Parque del Seguro Social (English: Social Security Park).
RosterEdit
Diablos Rojos del México roster
Players Coaches/Other
30 Octavio Acosta
58 Fabian Cota
51 Andrew Faulkner
48 Edwin Fierro
56 Matt Gage
44 Patrick Johnson
37 Arturo López
39 Ulises Lopez
46 Rogelio Martinez
75 David Reyes
24 Juan Robles
62 Gonzalo Sanudo
54 Grant Sides
19 Armando Araiza
50 Eduardo Revilla
5 Ricardo Valenzuela
29 Japhet Amador
13 Emmanuel Avila
8 Jorge Cantú
72 Kevin Medrano
0 Brandon Phillips
18 Alex Valdez
23 David Vidal
36 Jesus Fabela
2 Carlos Figueroa
6 Daniel Jimenez
4 Ivan Terrazas
40 Victor Bojorquez
63 Jesus Alfredo Arredondo
54 Jose Luis Garcia
9 José Macías
22 Luis Fernando Mendez
19 Gerardo Sanchez
7-day injured list
# Rehab assignment
∞ Reserve list
‡ Restricted list
§ Suspended list
† Temporary inactive list
Roster updated July 16, 2019
→ More rosters: MiLB • Mexican League
Retired numbersEdit
Salomé Barojas
1981–1996 Nelson Barrera
3B / BD
1977–2002 Lázaro Salazar
1956–1957 Alfredo Ortiz
1963–1984 Héctor Espino
1981 Antonio Mora
Batboy
?–2003 Ramón Montoya
1962–1983 Cananea Reyes
1974–1991 José Luis Sandoval
^ [1] Archived June 26, 2012, at the Wayback Machine
^ "New baseball stadium set to open in Mexico City". Mexico News Daily. 2019-03-11. Retrieved 2019-03-22.
^ "Stadiums in Mexico :: Central Mexico". World Stadiums. Archived from the original on 2011-06-05. Retrieved 2014-03-14.
Official website ‹See Tfd›(in Spanish)
Retrieved from "https://en.wikipedia.org/w/index.php?title=Diablos_Rojos_del_México&oldid=898257629"


It appears that Michael Mulgrew has won the UFT election by a wide margin. While I personally voted ICE/TJC, I offer my congratulations to the Unity crew. It would appear that the membership wants to get behind Mulgrew at this difficult time, and I hope he justifies the mandate he has been given.
Hopefully, this outpouring of support will strengthen Mulgrew in the upcoming battle against the demands of the state in the RttT battle. This should also strengthen his resolve in our continuing contract dispute with the city.
Mulgrew is now duly elected, and out of Randi's shadow. He can either follow in her footsteps or work to take back public education from the billionaires who hope to see it fail. I hope he chooses the latter course.


These next questions are about health care received during the 2 weeks outlined in red on that calendar.
b. Who received this care? Mark "DR Visit" box in person's column.
d. How many times did -- receive this care during that period?
3a. (Besides the time(s) you already told me about) During those 2 weeks, did anyone in the family get any medical advice, prescriptions or test results over the phone from a doctor, nurse, or anyone working with or for a medical doctor?
b. Who was the phone call about? Mark "Phone call" box in person's column.
c. Were there any calls about anyone else?
d. How many telephone calls were made about --?
Add numbers in 1, 2d, and 3d for each person. Record total number of visits and calls in "2-WK. DV" box in Item C1.
Refer to C1, "2-WK. DV" box.
1a. On what (other) date(s) during those 2 weeks did --see or talk to a medical doctor, nurse or doctor's assistant?
b. On what (other) date(s) during those 2 weeks did anyone see or talk to a medical doctor, nurse, or doctor's assistant about --?
c. Were there any other visits or calls during that period? Make necessary corrections to 2-Wk. DV box in C1.
2. Where did -- receive health care on (date in 1), at a doctor's office, clinic, hospital, some other place, or was this a telephone call?
If doctor's office: Was this office in a hospital?
If hospital: Was it the outpatient clinic or the emergency room?
If clinic: Was it at a hospital outpatient clinic, a company clinic, a public health clinic, or some other kind of clinic?
Ask 3b if under 14.
3a. Did -- actually talk to a medical doctor?
b. Did anyone actually talk to a medical doctor about --?
c. What type of medical person or assistant was talked to?
d. Does the (entry in 3c) work with or for one doctor or than one doctor?
e. For this [visit/call] what kind of doctor was the (entry in 3c) working with or for -- a general practitioner or a specialist?
f. Is that doctor a general practitioner or a specialist?
g. What kind of specialist?
Ask 4b if under 14.
4a. For what condition did -- see or talk to the [doctor/(entry in 3c)] on (date in 1)? Mark first appropriate box.
b. For what condition did anyone see or talk to the [doctor/(entry in 3c)] on (date in 1)? Mark first appropriate box.
c. Was a condition found as a result of the [test(s)/examination]?
d. Was this [test/examination] because of a specific condition -- had?
e. During the past 2 weeks was -- sick because of her pregnancy?
f. What was the matter?
g. During this [visit/call] was the doctor/(entry in 3c)] talked to about any (other) condition?
h. What was the condition?
Mark box if "Telephone" in 2.
5a. Did -- have any kind of surgery or operation during this visit, including bone settings and stitches?
b. What was the name of the surgery or operation? If name of operation not known, describe what was done.
c. Was there any other surgery or operation during this visit?


text:
GDG Los Angeles
Fri, Apr 1, 2022, 2:00 PM (PDT)
In honor of International Women's Day, on March 8, we will host a virtual IWD North America Summit on April 1st. The event will bring together thriving women in tech and allies for four hours of talks and workshops from all over the world.
International Women's Day (IWD) occurs on March 8th every year. It marks a moment to celebrate and provide visibility for the incredible contributions of women around the world and is a call to action for accelerating gender parity.
IWD is Women Techmakers annual event campaign where our community hosts events all around the world during the months of March and April in celebration of this moment. From big summits to smaller, intimate gatherings, IWD is a time to host events that create connections, educate and inspire, and recognize that we still have a ways to go to close the gender gap.
Sabri Hammad
Global Lead, Learning Concierge Service
Danielle Cox
Ardley
Senior Software Engineer (Flutter)
Sabri Hammad has 20 years of experience in leading presales, business development, architecture, digital transformation, and professional services organizations. Currently working in Google Cloud where he leads a team that supports customers through their digital transformations by enabling robust training and enablement plans. Throughout his career and personal experience he has always challenged himself to expand his perspective and advocate for under represented groups. Efforts have included sponsoring multiple events for Autism Awareness, Women in Technology, Accessibility Innovation, Diversity in the Workplace, Computer Science Engineering Week for Title IV K-12 Institutions, etc.
A lifelong learner, currently enrolled in Harvard Business School in addition to his current passion of learning American Sign Language. Outside of the office he volunteers for Habitat for Humanity, Northern Virginia Food Pantry, and has done international relief work for United Muslims Relief and Islamic Relief.
Known as the #flutterfly, Danielle is a @Flutterdev advocate and developer with over 10 years of experience.
Mariam Hussein
Binary Stream Software Solutions
Digital Specialist
Mariam is a technology & diversity evangelist who's been in the technology space for 7+ years. She started her career in talent consulting and overtime transitioned into product marketing. Her digital skills are backed by certifications from MIT, Google, and IBM.
Mariam truly believes in the notion 'Empowered women, empower others' and her personal goal is to support 5000 women entrepreneurs, artists, and professionals in 2022. She champions several fem-led initiatives like Pakistani Women in Computing (PWiC), Young Women in Business Canada, and Women of Influence Canada to advocate for diversity and women leadership. Mariam is a certified coach for #IamRemarkable with an average workshop score of 4.8/5 and a Google WTM Ambassador for North America.
Get in touch: https://www.linkedin.com/in/mariamhussain
Friday, Apr 1
Marsha Swallow
TargetClose
Application Developer / Programmer
Riddhi Patel
Full Stack Developer / Python Developer, MS Computer Science Candidate
Justine Nugent
Eversight
A coding bootcamp graduate, when she's not hard up work as a startup technical project manager, Marsha is involved in the developer community both as a Google Developer Groups Organizer for Los Angeles, and also as a Google Women Techmakers Ambassador.
Her motto? Motivated by changing lives through technology. Learning new things everyday.
Emily has a background in social work and technology, making her uniquely qualified to translate and liaise between two groups with very different terminology and perspectives. She's heavily involved in the developer community as a Women Techmakers Ambassador - Culver City, CA; Los Angeles, CA; Columbia, SC & Twin Cities, MN Chapters and as GDG Organizer - Culver City, CA; Los Angeles, CA; Columbia, SC & Twin Cities, MN Chapters.
Emily intends to grow in her knowledge of information technology, application support, application development, and operations management.
Riddhi is a Software Developer, an Anchor, a Painter, a Guitarist, a Food Blogger and loves reading books.Computers have always allured her right from childhood - Riddhi was just 11 years old when I encountered coding. As a kid, apart from physical games, Riddhi loved playing logical games such as chess and solving puzzles which helped increase my analytical thinking ability. The strong foundation of coding in C spurred my interest in the fascinating world of Computers and also encouraged me to pursue Computer Engineering for my undergraduate study.
Riddhi is one of the core-team members of Google Developers Group (GDG) Baroda and Women Techmakers Baroda, and now supports GDG and WTM from Los Angeles where she attends University of Southern California for her Master's in Computer Science.
Riddhi's friends call her an opportunist. She loves to try different things around me, explore different domains and it is my curious mind that has led me to success in so many different challenges. As an ex-hockey player, Riddhi learned what it takes to be a team player. She desires to be a team-leader in the future, where she can put the collective skills of the team together in order to develop user-friendly and technically sound products. In the future, she ses herself having a research position in academia where I can contribute to the understanding of human intelligence and learning.
Justine is an experienced Product Manager and passionate advocate for diversity and wellness in the workplace. She firmly believes in the power of one's mindset to enable 10x contribution - and she's made a career out of creating 10x results through her uplifting style and ultra-fast agile decision making.
At Eversight, Justine is the Product Manager for 2 AI-based revenue performance products for brands and retailers: Retail Promotion Optimization and CPG Offer Innovation.
Outside of work, Justine has volunteered in the tech community since 2018 as a Google Women Techmakers Ambassador and Google Developer Group Co-Organizer, focusing on AI and Cloud Technologies. Justine is also a speaker on Ethical & Effective AI Product Management, most recently at ProductCamp Global 2021.
When she's not working, you'll most likely find her in the great outdoors - Justine loves skiing, rafting, kayaking, and hiking with her 75lb. Labradoodle, Wallace.
Get in touch: https://www.linkedin.com/in/justinenugent/
MK Partners, Inc.
Senior Application Developer
Mariam Hussain
Binary Stream
Women Techmakers Ambassador
Univeristy of Southern California
Jason Jones
GDG LA Team Member
TargetClose is a rapid development and testing service with full microsite and landing page creation capabilities.


text:
LINKS TO MAPS
Central Map ..... Initial Map ..... USA Map ..... Australian Map ..... International Map ..... Corporate Practices Map..... (to print)
Home Page ... Corporate Practices ... (US Corporate page) ... (Australia)
The many extracts on these pages are from copyright material. they are owned by the reference given or its owner. They are reproduced here for educational purposes and to stimulate public debate about the provision of health and aged care. I consider this to be "fair use" in the common interest. They should not be reproduced for commercial purposes. The material is selective and I have not included denials and explanations. I am not claiming that all of the allegations are true. The intention is to show the general thrust of corporate practices as well as the nature and extent of any allegations made. I have made my comments on the basis that there is some substance to the reports but I am dependent on their accuracy.
PERFORMANCE OF CORPORATE GROUPS
Profit versus Care
This page gives an overview of the way in which the pressures for profit have impacted on care in the various sectors of the US and Australian health care marketplaces.
Conscience and Probity
The US Marketplace
Market response to economic pressures
What about the not for profit groups?
In any profit based organisation profits and care compete directly for the available dollar. There is therefore a conflict of conscience and when resources are limited the conflict becomes much more acute. Most modern funding systems place a cap on fees paid for care. Managed care is particularly ruthless in restricting funding. Because funding is limited and must be stretched, profit always comes at the cost of care which could have been provided. Pressures to generate ever larger profits are pressures to reduce or manipulate care.
For profit corporations enter the market in order to generate profits and they feel that they are entitled to take profit from the system. This is why they are there. The stronger the market pressures for profit the greater the pressure on the profit/care conscience decision. In a strongly competitive share market survival depends on the generation of large profits in order to grow and resist hostile takeovers. While the permutations and combinations are infinite the broad generalisation that profit and acceptable care are inversely related seems to have validity. This is what a sensible assessment of the situation would predict.
Those able to ignore their consciences succeed at the expense of those who can't. The system selects for the very worst sort of people - those we would consider to lack probity. Of interest are the patterns of thought they develop and the explanations they use to justify their practices.
Our society considers that the providers of health care should be people who can be trusted to behave in a socially responsible way even under pressure - to put the care of patients ahead of other personal considerations. We use the old fashioned term "fit and proper". This is why the probity provisions in Australia's licensing regulations have become so important and why their erosion by corporate and political forces is so disturbing.
This page examines the way the different sectors of the corporate industry responded to this situation. It addresses the extent to which business executives were able to compromise their consciences. It shows how profit impacted on care and how treatment decisions were made in the board room.
Policies and practices:- Nursing homes differ from hospitals in that the most important factor in care is the quality and quantity of nursing. This is also the major cost. Any attempt to cut costs must be made by reducing nursing. Therapies on the other hand were provided in nursing homes on a fee per service basis. Therapists increased profits.
The patterns of thought which developed in nursing home corporations are best reflected in a very assertive interview given by Sun Healthcare's Andrew Turner in 1996. He claimed that there was plenty of fat in the system and that nursing home care could be provided more efficiently by cutting the fat. He referred specifically to nursing care. This would have been music to politician's ears as this was what they wanted to hear and it came from the chairman of one of the most successful aged care companies - an acknowledged expert. The corporate groups enjoyed strong political support. They were seen as "reforming" the system using "market principles".
The corporate nursing home industry across the USA had already been reducing the number of staff and replacing trained staff with nursing aids for a number of years. A 1994 study which gave an early warning of problems in corporate homes when compared with not for profit homes was ridiculed and attacked. Sun and other groups including Vencor and Integrated Health Services followed this path. Those who failed to do so would not have survived on Wall Street.
Because of the profits which could be generated these companies also specialised in therapies and recruited therapists from around the world including Australia. There was it appeared an enormous demand for therapies of various sorts in nursing homes. They made money.
The Nursing Home Scandal:- Repeated warnings by nursing groups who described falling standards were considered to be due to self interest. They were ignored. Since mid 1997 there has been a progressively growing scandal as dreadful standards of basic nursing care have been exposed across the USA. These have been primarily in homes run by publicly listed corporate chains. Investigations in several states have revealed a pattern of performance. Not for profit groups persistently perform best. Market listed for profit companies consistently performed very poorly. Privately owned companies were very variable, some performed well and others very poorly. It does not require a degree in sociology to relate this to the market pressures on these three groups which I describe in another page.
The Market and Clinical Decisions:- There have been a number of fraud investigations relating to the misuse of therapies and Sun Healthcare was a prime target. These were clearly difficult to prosecute and were abandoned. Instead the government changed the funding for therapies including the cost of therapies in an increased nursing home reimbursement and so capping expenditure. There was no additional money in therapies. Like nurses therapists became an additional cost.
The demand for therapies miraculously vanished and many thousands of therapists were fired. There was a glut of therapists and their salaries fell. This is one of the best examples of the way in which the market and not clinical condition decides the care which patients receive. Decisions about care are made in board rooms not at the bedside. Dave Lindorff described this in his book "Marketplace Medicine" in the late 1980's. He was ignored.
Instability of market listed companies - impact on care:- A large profit stream built on exploiting the therapies, fraud and drastically reduced nursing services enabled these companies to raise massive loans to fuel their growth. By doing so they secured market dominance and market support. When the profit stream was reduced they were unable to service their loans and by 2000 five of the largest companies have entered Chapter 11 bankruptcy. Others were struggling. Shares which once traded for US $20-40 traded between 5 and 10 cents. The consequences of these intense market pressures can only be guessed at. Correspondence which has become public reveals that federal and state regulators were alarmed and oversight of nursing homes was stepped up.
Nursing homes are a good illustration of the corporate process:- The nursing homes are a good example because the treatment is readily grouped into two streams and the market is readily analysed. Because a single factor, nursing is all important for care the consequences of cost cutting are more readily apparent. Different aspects of the aged care market are discussed in more detail on this www site.
CLICK HERE -- to go to more information about Nursing Homes
CLICK HERE -- to get more information about Sun Healthcare
CLICK HERE -- for much more about Andrews Turner's views on nursing home care
Getting Information
The patterns in the rest of the health care market are more difficult to analyse because the diseases treated are more diverse and the care is dependent on multiple factors. There are a variety of different specialties and specialty hospitals. Cost cutting is more widely spread and has multiple different consequences. The development of managed care during the 1990's has further compounded the problem in evaluation. Corporations control the information so that objective assessments are based on fairly crude government surveillance data.
In general the data follows a similar pattern to that in aged care. It indicates that responses and treatment decisions have been influenced by marketplace pressures in predictable ways. Similar patterns have been shown in care. Because Tenet/NME was the subject of multiple fraud and patient care actions and because its practices generated so much revulsion many documents were leaked and many spoke out. It entered Australia and was eventually forced out. Large numbers of documents reveal its practices and its corporate culture. These were obtained by citizens in Australia in order to force the company out. There is sufficient documentation from other corporations to show that similar patterns of thinking and conduct were industry wide and that they have persisted despite the massive fraud settlements made by Tenet/NME in 1994.
Analysing the hospital health care marketplace
In examining the health care marketplace it is important to understand the historical paths it has followed and the overlapping types of care as the market dynamics are different. The dynamics of the corporate provider era overlap with the later managed care era. Corporatised market listed health care roughly follows 10 year cycles. Each lasted only long enough for its problems to appear.
Corporations control and retain hard data and fully objective measurement is therefore hard to come by. There is however a wealth of material available about the last two decades from which solid conclusions can be drawn about the way market pressures operate. Graeme Samuel from Australia's National Competition Council, speaking to the World Bank claimed that his model is crucially different to the US system. My assessment is that the differences are minor. The pressures which Samuel claims are central to its success are exactly those marketplace forces which have caused the problems in the USA.
1970's:- The 1970's were the years of general hospital expansion. There were many allegations of excess charging and fraud but no investigations and little concrete evidence. The FBI were aware of fraud but did not have the resources to investigate. The major professional colleges were powerful and they exerted tight control over their members and the care provided. A visiting professor from a Humana run teaching hospital explained to me in the early 1980's that it was necessary to watch corporate managers all the time. The moment he turned his back nursing staff were cut. The profession was cohesive and patient care it seems was generally maintained. Government responded to the fraud by introducing Diagnostic Related Groups (DRG) funding.
1980's:- The 1980's were the years of expansion into specialty hospitals where profits were not constrained by DRG's. Patients were exploited, misused and abused for profit. There was massive fraud. Professional Associations in these specialty areas were less cohesive. Many doctors entered into golden handcuff contracts effectively selling the use of their medical degrees to corporate interests. It was very competitive and the majority of the corporate groups owning specialty hospitals indulged in these practices. Decisions affecting care were made in the board room. Once again patterns of thought had been developed to make these disturbing practices not only legitimate but desirable. Large numbers of citizens, even children were conned into admitting themselves to psychiatric hospitals, substance abuse facilities and rehabilitation units where they were kept for prolonged periods and exploited for profit.
CLICK HERE -- for a description and analysis of this conduct in the 1980's
1990's:- The 1990's saw the development of managed care. This was an attempt by the market to correct the excesses of the profit generating 1970's and 1980's. Managed care essentially attempts to correct these excesses by setting up a system of purchasers (Health Maintenance Organisations - HMOs) which make their money by restricting care. They use contracts to screw down pressure on the providers of care and reduce costs. Corporate providers and doctors are their prime targets. They make more money by denying and restricting care. This system introduced much stronger competitive pressures and increased the forces acting on the profit versus care conscience decision. Vast numbers who needed care were denied it. US citizens were outraged but a citizens movement to secure a patients bill of rights was frustrated by corporate political influence and only marginal changes were secured.
Not for profit and academic institutions were, because of their primary mission of care and their modes of operation unable to compete in this new marketplace. They were soon in trouble and had to sell up. As a consequence community assets were bought up at fire sale prices. Aggressive market companies bought them up so rapidly that this was known as Pacman activity. Governments were forced to step in and protect community assets.
CLICK HERE -- for more information about managed care
CLICK HERE --- for more information specifically about Columbia/HCA's PACMAN activity
CLICK HERE --- for more information specifically about Tenet Healthcare's PACMAN activity
The 1990 era during which providers were squeezed by purchasers was also characterised by massive fraud in general hospitals and in laboratory services. Because Columbia/HCA, the prime offender attempted to enter Australia and was repulsed we have good information on the general hospital fraud and only limited information on the laboratory fraud. SmithKline Beecham and Quest Diagnostics, two of the groups who were implicated in the laboratory fraud operate in Australia.
Columbia/HCA's marketplace thinking is also well documented. Its Macmedicine approach was modeled on Macdonald's and on Walmart. Its aggressive marketing, business and legal practices disrupted the entire health care service. Charitable services to the poor were terminated. Needed clinical services which were not profitable were closed. Valuable community services and possessions were lost. Staffing was cut. The quality of care was inferior to that provided by the not for profit hospitals which could not compete and were taken over. Decisions were made in the board room in the interest of the company's profits rather than the good of the local communities. Services to the community were truncated in order to serve the interests of Columbia/HCA. There are reports of poor care at some hospitals.
CLICK HERE --- for a web page devoted to problems in care at Columbia/HCA facilities
The 10 years starting in 2000 got off with a bang. The success of HealthSouth, the giant rehabilitation company was found to be based on a US $4 billion accounting fraud. Tenet Healthcare found a loophole in the DRG system. If it treated complex diseases and very sick patients it could charge much more than the DRG system allowed. It specifically targeted these sicker high risk patients including cardiac, spinal and joint surgery. The reports suggest that it did not spend the money on the staff needed to care for these patients. The nurses were soon up in arms producing reports to show how staff were being cut and standards were being compromised. Reports of failures in sterilisation and of excessively high infection rates started to appear. The bubble finally burst when it was discovered that doctors in at least one Tenet hospital were doing high risk cardiac procedures and bypass surgery on patients who did not need this treatment, many of them with normal hearts. Vast profits were generated in this way.
CLICK HERE -- to explore this fraud.
His report is understood to contain a scorecard comparing successful nursing homes that have undergone restructuring to ensure their survival with weaker performers hindered by inefficient management
Professor Hogan, an economic rationalist, believes charity and good management can coexist and has designed reforms aimed at reducing the industry's dependence on commonwealth funding. New Demands for aged care bonds. The Australian March 2, 2004
In 1997 the government privatised the aged care system, a measure which was extremely unpopular. It created such an outcry that the harsh economic measures were softened. That the community's anxiety was well founded was revealed in the scandal which erupted in February 2000. Nursing homes across the country were shown to be indulging in unacceptable cost cutting so that there was wide spread neglect. Some even cut the costs of food to the extent that patients were not being properly fed. In another instance a scabies outbreak was treated with paraffin baths instead of more expensive medical applications. Several patients sustained chemical burns.
The government appointed an economic rationalist to review aged care. His solution, more economic rationalism is to be released in 2004. The press reports do not say how care was recorded on his score cards (see above) and how efficient restructured compared with what he described as inefficient and unrestructured. Nor do the reports indicate how care is to be protected from the further economic pressures introduced.
CLICK HERE -- for more information about aged care in Australia
In 2000 Mayne brought in corporate whiz, Peter Smedley to fix its struggling health care business. Smedley fired experienced health care managers appointing economic managers in their place and establishing a commercial model of health care. He immediately set about reducing costs by reducing nursing levels and deskilling. As these measures impacted adversely on care doctors started to speak out. They took their patients to safer hospitals. Mayne's profits plummeted and Smedley departed in 2002. Smedley had not learned from the US experience, and the insights of Califano. He did not have control of the doctors incomes. His predecessor Barry Catchlove and Health minister Michael Wooldridge had failed in their attempts to bind the doctors interests to those of the corporation through contracts. Smedley tried to do it without them.
The solution to Mayne's new problems was a typical market solution, the sale of the hospitals to bankers and venture capitalists. These were people with an even stronger focus on profits and an even stronger incentive program. They are likely to find some way of linking doctors interests to those of the company. Their US experience in health care will tell them that this is essential for market success.
CLICK HERE for more about Mayne Health and Smedley.
General practice is the one area where Australian doctors were weak and where they gave way. The real profits from General Practice lay in the doctors' referrals and not in the care which they provided. Corporations bought up doctors practices for excessively large sums. They paid for the practices with inflated shares which soon fell in value. As a consequence doctors were left with a financial stake in the business, so binding them to the corporate mission. To produce a large profit from general practice it would be necessary to increase both the turnover and the referrals from the general practice. Neither makes for good care or an empathic service. Companies which adopted the economic model of care more closely, were profitable but they earned criticism from the medical profession and from the Health Insurance Commission for the way they did this. The quotes below refer to Primary Health in Australia.
Listed two years ago, Primary is now considered something of a model, and its stock has skyrocketed, taking market capitalisation to about $400 million.
Confidential reports, prepared by a panel of doctors nominated by the profession and appointed by the Federal Health Minister, identified a range of problems including inadequate medical records and poor clinical input. In the mid-1990s, the Health Insurance Commission "counselled'' a large group of doctors at Bateman's medical centres over concern they were seeing high numbers of patients Big Business Targets GPs In National Buying Spree, Australian Financial Review 23 May 2000
"A lot of people talk about [rationalisation] and wring their hands but we're going to do it," he (MD Primary Health Dr.Bateman) said. The Primary Vote Shaky, Australian Financial Review July 4, 1998
" The medical practice management company (Primary Health) has been something of a market darling over the year, with its shares having gained 245 per cent since new year, closing 10cents stronger at $5.35 yesterday. Australian Financial Review December 1, 1999
Announcing the acquisition of a pathology company last year, Bateman told the ASX that part of his company's plan was to enhance the "operating profit per patient''
While Primary Health Care is enthusiastically endorsed by market analysts, there are questions about some aspects of the way medicine has been practised within Bateman's empire which has been built over more than a decade. In fact, several of the company's top earning doctors have been involved in a long running legal battle with the health authorities over the way they practise medicine. The battle has been fought out through both internal watchdog hearings involving the Canberra-based Professional Services Review, and Federal Court cases.
The Australian Financial Review has discovered that: In 1997, in secret hearings in front of their peers, three GPs practising at centres run by Bateman were found to have practised "inappropriately''.
In the mid-1990s, the Health Insurance Commission "counselled'' a large group of doctors at Bateman's medical centres over concern they were seeing high numbers of patients.
A contract offered by one of Bateman's companies to GPs, while affirming clinical autonomy, explicitly requires doctors to promote the interests of the company a contract described by one GP leader as "coercive''. The contract also specified that patient records belonged to the company, rather than the doctor. A doctor who spent six years working at one of Primary Health Care's key medical centres and recently left after a dispute over money, told The Australian Financial Review that in his view "ever since corporatisation has taken place, what has happened is the objective of any medical centre is the bottom line''. Speaking generally about medical centres, Dr Deepak Malhotra said it was his view that "increased turnover, increased pathology, increased radiology, these are the things that make money ... ''.
But while the watchdogs may have concerns, the market has nothing but adulation. The company's share price has almost quadrupled from $1.50 to $5.50 in just two years.
Indeed, further clauses of the contracts supplied by Bateman state "the doctor must use his best endeavours to promote the interests and welfare of the company's business and must, subject to the preceding clause, diligently observe all the lawful directions of the company given at any time ... '', and further, ``the doctor must support on appropriate occasions, by word of mouth and appropriate referrals, the medial and paramedical services available at the premises''. Big Business Targets GPs In National Buying Spree, Australian Financial Review 23 May 2000
CLICK HERE -- for more information about General Practice Corporatisation in Australia
Events in the health care marketplace in the USA give an indication of the response of the market to adverse economic factors and the instability which this creates for patients and their care. I have described how intense competition and the demands of the market for a large profit stream caused companies to behave imprudently, stretching themselves in order to survive and resist a takeover. They had to manipulate care to succeed. These excesses have been followed by collapse into scandal and fraud allegations with large losses. These in turn have put even greater pressure on care. Companies have recovered spectacularly by continuing with the same or similar practices leading to the next scandal in the cycle (see Tenet Healthcare).
When changes were made to Medicare to stop rorting many companies could not cope with this. The most profoundly affected have been aged care corporations but other health care groups including managed care have found themselves in difficulties. Several large aged care corporations were threatened with bankruptcy - at least five entered Chapter 11 protection and some did not emerge from this. There has been a national outcry about the standards of care of for profit nursing home corporations, particularly those traded on Wall Street. An analysis of death certificates suggests that thousands have suffered needlessly and died prematurely. This analysis is confirmed by government investigations.
US State and federal governments were alarmed at the prospect of care deteriorating further as a result of the financial pressures, and of suddenly having to assume responsibility for hundreds of nursing homes if they went under. They no longer had the expertise or the staff to do so. They fell over backwards to assist corporate criminals threatened by bankruptcy, reducing fines to little more than tokens in order to keep villains in business. In 1999 politicians loosened up the funding to ensure that the companies survived.
The share prices of companies like Columbia/HCA and Tenet/NME plunged during 1997-9. Managed care shares also plummeted at this time but recovered after the citizens revolt was subverted by corporate might. Tenet shares plummeted in October 2002 when it was once again embroiled in scandal. Columbia/HCA, now renamed HCA did well for a while but in 2003/4 it has been affected by the general disenchantment centred around Tenet's aggressive surgery for profit scandal.
CLICK HERE -- to go to the main page about US corporate practices
Not for profit nursing home groups performed better economically under the funding pressures introduced by Medicare changes in 1997. They were concerned with care rather than profit and growth. They did not have large loans. Reports from across the USA show that they maintained superior standards of care. These not for profit nursing home groups which previously struggled to compete survived the change in funding but were soon under corporate pressure when the purse strings were loosened a few years later.
Not for profit hospital groups have been forced to adopt many of the competitive practices of the corporate marketplace in order to survive. They do seem to have kept their eye on their mission. Studies now indicate that not for profit hospitals serve the community better, are less costly, have fewer complications and a lower mortality rate. This focus on service increases costs and does not help them to compete. The market model fails in health and these groups soon become takeover targets. They are "restructured" by the new corporate owners in order to make them profitable.
Home Page ... Corporate Practices ... (US Corporate page) ... (Australia) ... Map ... to print.
This page created April 2000 by Michael Wynne
Sections rewritten and additions made February 2004


Largest by impression mobile advertising marketplace AdMob has revealed that it has served more than 5 billion targeted mobile ads since its launch in December 2006. The 5 billionth ad served was on 1 August for Electronic Arts' 'NCAA Football' game.
The AdMob Marketplace has grown, the company says, with the addition of new mobile websites and new advertisers and the organic growth in usage of the mobile Internet. AdMob adds that it served over 1 billion ads in July alone.
The company says the top markets by ads served are the US (45% of all impressions), followed by South Africa, the UK, India, Germany, Australia, and Israel. The top handsets used to access the ads are Nokia (33%), Motorola (14%), Samsung (12%), Sony Ericsson (12%), and Sanyo (5%).
"AdMob's growth is a testament to the growth of the mobile Internet and proof that advertising business models are viable in mobile," says AdMob CEO Omar Hamoui. Well done to the team at Admob and its a sign of approval that mobile advertising is definitely heading for big time sooner that expected. 1 billion ads in one month is a great testament and I m certain that they will achieve the next billion in lesser time.


text:
Q: How to control checkbox in dat.gui? I am using dat.gui to provide an interface for an application to control the scene similar to the following example:
http://workshop.chromeexperiments.com/examples/gui/#1--Basic-Usage
Problem:
I need to add an action to the checkbox and another action to the text (display Outline) next to the checkbox.

For example, there is a text in the scene. When I click the checkbox, it must show/Hide the text and when I click the "displayOutline" it must zoom in to the text. However, in the above link, when you click the text or the checkbox, one action is happened. I cannot add different actions to the text and checkbox.
Code:
var folder1 = gui.addFolder('Basement');
folder1.add( parameters, 'visible' ).name('Lot 1');
var spans = document.getElementsByTagName('span');
for (var i = 0, l = spans.length; i < l; i++){
    var text = spans[i].textContent || spans[i].innerText;
    if (text == "displayOutline")
        {
        var checkbox = spans[i].nextSibling.firstChild;
        checkbox.addEventListener('click', function(event){
        // Do something with the checkbox
        alert("checked");
        });
    }
}

Question:
How can I add different actions to the checkbox and the text next to the checkbox?
Thank you for your help.

A: Well, you want to hack dat.gui so you should, um, hack it. Look at the generated tags. There is a tag that looks like this:
displayOutline

So retrieve that element, and add a click handler to it. This is in addition to the handler you already added. Your handler will still be called when the label is clicked, but the new handler will only be called when the label is clicked. So you'll need to add some sort of flag to prevent your checkBox click handler from executing when only the label is clicked.
var spans = document.getElementsByTagName('span');
var _labelClickHandlerCalled = false;
for (var i = 0, l = spans.length; i < l; i++){
    var text = spans[i].textContent || spans[i].innerText;
    if (text == "displayOutline")
    {
        spans[i].addEventListener('click', function(event){
          _labelClickHandlerCalled = true;
          console.log("label checked");
        });
        var checkbox = spans[i].nextSibling.firstChild;
        checkbox.addEventListener('click', function(event){
          if (_labelClickHandlerCalled) {
            _labelClickHandlerCalled = false;
            return;
          }
          console.log("checkbox checked");
        });
    }
}

It ain't pretty, but it works.

redpajama_set_name: RedPajamaStackExchange


text:
ipasvicomo » Electronic » Back 2 Basics / Red Eemer - A Little Sumthin' / Trust
Back 2 Basics
A Little Sumthin' / Trust
MP1 AUD MMF VQF DTS MPC AU
Back 2 Basics / Red Eemer - A Little Sumthin' / Trust album download
Back 2 Basics Drum n Bass 2003
A –Back 2 Basics A Little Sumthin'
B –Red Eemer Trust
Album Maxwell's Urban Hang Suite. Sumthin' Sumthin' Lyrics. If it's cool we can do a little sumthin' sumthin' Let me groove with you So we can kick a little sumthin' sumthin'. Even though she pays me no attention All I wanna show is my affection Lose myself inside her ebony But she ain't even checking me so. If its cool we can do a little sumthin' sumthin' Let me groove with you So we can kick a little sumthin' sumthin'
A Little Sumthin', Trust. Caution! All audio materials of Back 2 Basics are presented solely for information.
Back II da Basics is the fifth album by American recording artist Ginuwine. Released by Epic Records on November 15, 2005 in the United States, production for the album originally began in July 2003. Although Ginuwine initially revealed that he was planning to team with longtime contributor Timbaland on the entirety of the album, their collaboration failed to materialize due to scheduling conflicts.
Real Name: Jason Ball. is a remix of. Oh Yeah by Fallen Angels (1994).
A Lil Sumthin' Sumthin'. 01. A Lil Somethin' Somethin' (08:26). 02. One For Brownie (04:36). I will be playing tracks from your album from time to time on Sunday nights. I know my listeners will love it. tiagofm on 11/28/14 at 12:34PM. Very good (and useful). 03. bwardmusic on 02/22/18 at 12:54AM the individual composer names.
Wind forward to 2014 and a new album is here. Built on Askins' usual electronic foundations, the sound has diversified to include more explicit nods to classic acid, house, and even kraut influences, creating a more individual sound out of the blend of these source materials with his well documented understanding of the techno template. Get it on the format techno was made for, pure, 160gm vinyl. Includes unlimited streaming of Back 2 Basics via the free Bandcamp app, plus high-quality download in MP3, FLAC and more. ships out within 2 days.
Old School inspired Freestyle Party.
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YANGON, Myanmar | September 03, 2020
First Ever Analysis for Southeast Asia Documents 64 Exceptional and Diverse Ecosystems in Myanmar
A team led by WCS and Myanmar's Ministry of Natural Resources and Environmental Conservation, along with James Cook University, University of New South Wales and IUCN have completed the first IUCN Red List assessment for ecosystems in Southeast Asia, identifying 64 individual ecosystems types for Myanmar.
MANDALAY, Myanmar | August 25, 2020
PHOTO RELEASE: The Turtle that Almost Went Extinct, Now Ready for Its Close-up
The Wildlife Conservation Society (WCS) and Turtle Survival Alliance (TSA) released a series of images showing hatchling Burmese roofed turtles (Batagur trivittata) – considered one of the most endangered turtles in the world.
YANGON, Myanmar | May 22, 2020
Isolated Female Burmese Roofed Turtle Surprises Conservationists by Laying Fertile Eggs
Conservationists from the Wildlife Conservation Society (WCS) and Turtle Survival Alliance (TSA) in Myanmar have announced that this year for the first time, an isolated female Burmese roofed turtle living far upstream on the Chindwin River who has never been known to produce fertile eggs, deposited a clutch of 19 eggs, 14 of which hatched earlier this month.
RANGON, Myanmar | June 04, 2019
Frogs Find Refuge in Elephant Tracks
Frogs need elephants. That's what a new WCS-led study says that looked at the role of water-filled elephant tracks in providing predator-free breeding grounds and pathways connecting frog populations.
YANGON, Myanmar | December 03, 2018
WCS Myanmar Program Celebrates 25th Anniversary
The WCS Myanmar Program released a video celebrating its 25th year of conservation.Watch the video here.
YANGON, Myanmar | October 16, 2018
Myanmar Establishes New Protected Area For Critically Endangered Irrawaddy Dolphin
Working in collaboration with Myanmar's Department of Fisheries (DoF), WCS has announced the creation of a new protected area for a population of critically endangered Irrawaddy dolphins (Orcaella brevirostris) living in the Ayeyawady River of central Myanmar. The new 100-kilometer (62 mile) zone will serve as an extension to an existing protected area established in 2005 between the towns of Mingun and Kyauk Myaung which established in collaboration between DoF and WCS. Said Saw Htun, Dep...
Star Tortoise Makes Meteoric Comeback
October 11, 2017 – The Burmese star tortoise (Geochelone platynota), a medium-sized tortoise found only in Myanmar's central dry zone, has been brought back from the brink of extinction thanks to an aggressive captive-breeding effort spearheaded by a team of conservationists and government partners.
Government of Myanmar Unveils New Plan To Protect Marine Wildlife and Resources
BALI (February 23-24, 2017) – The Government of Myanmar and WCS (Wildlife Conservation Society) announced today a comprehensive plan to protect the country's diverse fisheries and marine life—including dolphins, sea turtles, and other species—and other marine resources.
Little Tortoise, Big Range
January 24, 2017 – WCS scientists have discovered the impressed tortoise (Manouria impressa) in the Hukaung Valley Wildlife Sanctuary in northern Myanmar, some 528 miles from its known range in that country. The researchers reported their finding in the latest issue of the journal Asian Herpetological Research
Endangered Tiger Killed in Myanmar Came from Thailand
MARCH 9, 2016 - Experts from the Wildlife Conservation Society (WCS) say that a tiger killed on Feb 25th in Myanmar came from a protected area in neighboring Thailand that currently hosts between 60 and 70 tigers.
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Provided here is the official LPIMC Declaration and Bylaws.
The Lancaster Pennsylvania Independent Media Center ("LPIMC") is an alternative not-for profit (non-commercialized) amplifier for civilian media and community action in and surrounding the Susquehanna Valley Region. We hereby declare that the media should be for the people, by the people.
The LPIMC believes well organized and empowered communities are much more effective in determining their own fates than any state or non-government organization. It is also our view that an increasingly profit-driven and centralized corporate media is contrary to the common good and the founding principles of Democracy; therefore, our primary goal as an organization is enabling people to have increased access to information, information technologies and enhanced control over their personal lives and its determinants through an inclusive and sustainable democratic civilian-styled media infrastructure.
The LPIMC utilizes media for grassroots-style organizing and information sharing. We give illumination to unique local celebrations, festivals and other happenings. LPIMC also offers a forum for media reform and the amplification of eclectic public perspectives on the continuum of issues and injustices that are important to the community in some way, especially those that threaten the dignity and wellbeing of individuals and populations, affect or disregard the common good, or have been marginalized, distorted and otherwise ignored entirely by the mainstream media.
LPIMC is committed to growing a civic multi-media network that is locally focused, decentralized, sustained by community volunteers, regionally and globally connected, culturally diverse and founded upon egalitarian principles of decision-making and organization. We believe civilian journalism, while helping to set the stage for the advancement of socio-political consciousness, critical thinking and an increased awareness of eclectic viewpoints on important issues, will also have a long-term positive impact on the wellbeing of our community.
a. The LPIMC logo is a derivative of the original ((( i ))) IMC logo.
b. The LPIMC logo is a hand-held antique lantern.
c. The lantern represents education, wisdom, enlightenment, informed dissent and the illumination of injustice.
The fiscal year for the LPIMC ends March 20th and begins March 21st.
The LPIMC fiscal sponsor is The New Society Educational Foundation (NSEF), a nonprofit, tax-exempt 501©3 public foundation, P.O. Box 30947 • Philadelphia, PA 19104-0947.
The Lancaster Pennsylvania Independent Media Center is a non-profit participatory media organization. Our vision is to broaden the spectrum of public knowledge, literacy and equality through the illumination of important issues as well as work with communities, schools and non-profit organizations to create a more equitable society.
LPIMC advocates free expression within the context of egalitarian values; the decommercialization of information; informed dissent through participatory forms of civilian journalism and independent media making; and focusing on issues and celebrations of local importance, and injustices wherever they occur.
e. Work to develop a local decentralized network that is respectful of local communities and traditions and empowers individuals and groups to develop their own voice.
m. Assist individuals and communities in a way that can increase the capability to adapt and cope with rapidly changing environments and technologies.
a. LPIMC makes decisions via a structured egalitarian decision making process based on consensus.
b. The LPIMC reserves the right to use more flexible egalitarian decision making processes as long as they are: 1. non-authoritarian, and; 2. participatory and inclusive to all.
A Spokes Council is generally called for whenever there are large gatherings with several groups represented. The alternative forms of consensus can be used or invoked depending on the level of contention in a given meeting.
a. Consensus by default is a method of decision-making used in place of a more structured consensus process on Internet lists for decisions that will not have long term consequences nor threaten the future of the group, such as with promoting features on the Editorial list.
b. When consensus by default is used list members have 24 hours to respond once a proposal is submitted to the list.
c. No response up or down mean consensus by default.
d. More than two list members who post to the list in agreement means the proposal will move to consensus sooner than 24 hours.
e. If there is one block or stated concern the proposal must either be discussed by the list members for re-proposal or withdrawn if the concern cannot be adequately addressed.
a. The Spokes Council is generally used for larger gatherings, the annual reviewing processes, or regional IMC gatherings, and is the preferred method of organizational decision-making during times of fluctuation or internal strife within the organization.
b. The LPIMC Spokes Council consists of Coordinators and working group representatives.
c. The LPIMC reserves the right to invoke the Spokes Council whenever it deems necessary.
a. A quorum is a minimum number of LPIMC participants needed for consensus votes that will have lasting consequences for the organization.
b. A quorum equals 51 percent.
a. Any active member of the General Assembly can invoke the Spokes Council or another alternative decision-making format prior to the beginning of facilitated meetings.
b. It is incumbent upon invoking members to present sound reasoning, along with at least two consenting LPIMC active members.
The LPIMC General Assembly is composed of working groups, affiliate representatives and elected officers (coordinators and the treasurer).
a. The LPIMC is composed of specialized teams called working groups.
b. Each working group has a particular set of roles and tasks necessary for the sustainability of the organization and must be represented during the General Assembly and the LPIMC Spokes Council.
a. Coordinators are LPIMC representatives elected by General Assembly or Spokes Council.
b. Coordinators perform roles and tasks necessary to the sustainability of the organization.
c. Any active LPIMC member can become a Coordinator.
a.	LPIMC can affiliate with other local non-profit, non-commercial independent media or non-profit organizations dedicated and in some way related to participatory media, community building or media justice.
b.	Affiliates can participate in the formal consensus decision-making process but cannot block a proposal.
a.	A fellowship relationship is much broader than affiliations and can also include private businesses, local government and non-profits not necessarily dedicated to media production or justice.
b.	Fellowships cannot participate in formal consensus process.
a.	Internship with the LPIMC is a partnership with local schools, universities and qualifying non-profits.
b.	Interns, like all LPIMC members, are classified under volunteer status and are therefore not paid for their fieldwork experience.
a. Working groups function autonomously within the organization.
b. Working groups can decide to use other non-authoritarian decision-making processes as long as the group agrees.
Working groups should have a clear statement of purpose.
Working groups should assess their practices and documents on a regular basis.
a. Anyone can join a working group.
b. Joining a working group does not require prior approval.
a. Working group members will rotate who will represent the group during the LPIMC General Assembly, Spokes Council or regional, national and global IMC communications.
b. Working group members acting as representatives must act in the collective interests of their group, rather than their own subjective viewpoints.
At least two working group members must actively moderate the working group listserve.
b. Must establish a basic communication infrastructure.
c. Must fulfill a specific need that is not being met by current working groups.
d. Must have and be able to maintain a minimum of at least five active members.
e. Must obtain consensus approval during the general LPIMC meetings within the basic protocol for consensus.
a. Fill out the membership form.
b. Join a working group and/or listserve.
c. Attend at least one meeting a month and/or be active in discussions via working group lists.
a. LPIMC respects the rights of individual members to act as representatives of the organization within the community.
b. All individuals acting as representatives are expected to respect the autonomous rights of other LPIMC members by honoring the tradition of transparency and openness when reporting back to working groups and the General Assembly.
Section 3. IMCN Principles of Unity.
a. The LPIMC agreed "in spirit" to the IMCN Principles of Unity (POU).
a. The LPIMC has agreed to the Global IMC Membership Criteria Form.
a.	Alternative memberships are made through collaboration between prospective members and the coordinators.
b.	Examples of circumstances that may permit alternative membership includes disability, chronic illness, injury or restricted mobility.
LPIMC is not associated with any one particular cultural group, political movement, private or non-profit organization, religion, gender, government, political party or political figure.
a. Editorial guidelines have been established in order to preserve free expression while simultaneously protecting the dignity of contributors and members.
b. The Editorial Working Group is responsible for enforcing, maintaining and re-evaluating editorial guidelines.
Each working group list should have a clear protocol sent to subscribers with information about the list, how to post, where to unsubscribe and the basic norms and protocols for posting to the list.
Unless otherwise stated by the author, all LPIMC content is free for non-commercial re-use, re-print, and re-broadcast, on the net and elsewhere. Opinions are those of the contributors and are not necessarily endorsed by LPIMC.
a.	Elected Officers (Coordinators) discuss the use of general finances for the sustainability of the organization.
b.	The Treasurer's primary role is managing the LPIMC account, holding the checkbook, signing checks and making sure monthly LPIMC expenses are paid on time and accounted for. S/he must also report the status of the LPIMC finances to the group during General Assembly or Spokes Council meetings.
c.	The appropriation of funds to working groups and projects beyond previous allowances requires a consensus vote of the General Assembly, Spokes Council, or in special cases (such as between meetings) the Coordinators.
d.	Finances must be discussed in full detail during the General Assembly or Spokes Council meetings.
All changes to the Charter and Bylaws must be approved from the General Assembly or Spokes Council by consensus.
The dissolution of the LPIMC, its working groups, elected officers, Charter, etc. requires a unanimous approval from the General Assembly or Spokes Council.
Indybudsmen: When there are forms of interpersonal or inter-group conflicts that formal consensus can not resolve, such as conflicts between individuals, a person who is not connection to the issues or individuals at hand, and sometimes even not directly involved with LPIMC, should be selected to mediate the conflict.
a.	The coordinators must initiate annual reviews of the functional procedures of the organization with respect to the bylaws.
b.	This process is meant to preserve the integrity of the organization, protect the common good, and determine the level of consistency between daily activities and the bylaws.
LPIMC membership is open to all who agree to the basic Indymedia and LPIMC precepts without regard to race, color, age, gender, religion, political views, sexual orientation, national and ethnic origin, disability and veteran's status.
a.	The Coordinators can, with good cause, assume all responsibilities for the organization, including temporarily suspending the General Assembly and making important decisions for the organization during periods of crisis, such as the initial start-up phase, phases of re-organization or other periods of crisis, such as low volunteer participation and other unforeseeable situations in the future..
b.	The Coordinators must remain accountable to the organization and its members at all times and must be guided by the decision-making format outlined in Article III, Section 1.
The provisional governance of the Coordinators can and must be rescinded once the minimum requirements for the General Assembly have been met.


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Brother of Algeria's Bouteflika, 2 ex-spy bosses arrested: security source
Yahoo – AFP, May 4, 2019
Said Bouteflika (centre), brother of Algeria's ex-president Abdelaziz Bouteflika,
pictured in 2012 (AFP Photo/FAROUK BATICHE)
Algiers (AFP) - Said Bouteflika, the powerful brother of deposed Algerian president Abdelaziz Bouteflika, was arrested Saturday along with two former intelligence chiefs, a security source told AFP.
General Mohamed Mediene, known as Toufik, who headed the secret service for 25 years and former intelligence coordinator Athmane Tartag were the two spy chiefs arrested, the source said, asking not to be named.
The security source did not provide a reason for the arrests.
There was no immediate comment from Algeria's police or army, despite efforts by AFP to reach them.
Said Bouteflika was seen as the guiding hand behind the rule of his ailing brother Abdelaziz, who resigned on April 2 following pressure from the military in the face of huge street protests.
The president's brother was frequently cited in the past as a likely successor as head of state.
He had exerted increasing influence behind the scenes, as the former president was rarely seen in public after a stroke in 2013.
Mediene headed the all-powerful DRS intelligence agency, until Bouteflika fired him and then dismantled the institution in 2016.
Algeria's army chief Ahmed Gaid Salah has in recent weeks accused Mediene of being involved in a plot against Algeria.
In mid-April he gave what he called "a final warning" to the former DRS chief whom he accused of conspiring to "hinder solutions to ending the crisis" in the protest-hit country.
Salah had helped Abdelaziz Bouteflika to neuter the DRS, which was long considered a "state within a state".
Tartag -- described by Algerian media as close to the former president's brother -- was fired just after Bouteflika's resignation.
Salah has spoken of a meeting attended by "known individuals, the identity of whom will be revealed at the right time, that sought to lead a virulent media campaign across various media and on social networks against the army."
According to Algerian media, this meeting was attended by Mediene, Tartag and Said Bouteflika.
Mediene said "I have never met, whether it be a single time, this person from the security forces who was cited as taking part in this pseudo-meeting, since I left my position" heading the DRS.
Algeria's former defence minister Khaled Nezzar meanwhile has recently claimed that Said Bouteflika wanted to declare a state of emergency and had considered firing Salah, ahead of the president's resignation.
Demonstrations are ongoing in the North African country, with people pouring onto the streets for the 11th consecutive week on Friday, to demand the resignation of regime insiders and the establishment of transitional institutions.
Labels: Algeria, Dictatorship, Integrity - Ethical, Protests, Secret Services, Society, Truthful and Transparent
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