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Press ReleaseSocial Justice
MFP Condemns Pakistani Taliban Attack on School as Savage and Cowardly
Muslim4peace
MONROE – Muslims for Peace strongly condemned the Pakistani Taliban's attack on a school in the Pakistani city of Peshawar Tuesday, which left more than 125 students dead.
MFP Director, Zain Ali said Muslims for Peace gives its condolences to Pakistanis and the families of the victims. He stressed the importance of "international collaboration on counterterrorism, as it is considered a global phenomenon targeting security and stability all over the world.
"My heart goes out to everyone who lost their loved ones today. We share their pain and offer our deepest condolences," Ali said.
Muslims for Peace, Board of Director, Hasan Ali also condemned the attack, describing it as "an utterly despicable and incomprehensibly vicious attack on defenseless children.
"I strongly condemn killing of innocent children. It is inhumane, un-Islamic and barbaric," Ali said in a statement.
Ali added that "everyone should unite to combat this savage extremism.
"We call on the government of Pakistan to secure all religious minorities within its borders. This cowardly un-Islamic act is a slap in the face to Pakistan's rich communal history,"
"We pray Allah safeguards all who peaceably assemble everywhere. The time has come for the government of Pakistan to lift its blinders and do the right thing for a change." Leaders around the world, including the Pakistani Nobel laureate Malala Yousafzai, strongly condemned the gun-and-bomb attack on the Peshawar school that left more than 100 people, most of them children of military personnel.
Yousafzai, who at age 17, became the youngest Nobel Peace Prize winner ever in 2014, and was herself shot by the Pakistani Taliban in 2011 for promoting female education, said she was heartbroken.
"I am heartbroken by this senseless and cold-blooded act of terror in Peshawar that is unfolding before us," she said in a statement."Innocent children in their school have no place in horror such as this. I condemn these atrocious and cowardly acts, and stand united with the government and armed forces of Pakistan whose efforts so far to address this horrific event are commendable," she said. "I, along with millions of others around the world, mourn these children, my brothers and sisters – but we will never be defeated," she added.
Indian child rights activist, Kailash Satyarthi, who shared the 2014 Nobel with Yousafzai, termed the attack as "one of the darkest days of humanity.
"My heart bleeds for the bereaved families. One of the darkest days of humanity," Satyarthi tweeted."These are all our children who've been murdered today. My prayers and condolences are with the families," he said."Children are the first casualty of violence and war. It is time we all came together and put a stop to this violence."
U.S. ambassador to Pakistan Richard Olson also said, "The United States strongly condemns senseless and inhumane attacks on innocent students and educators, and stands in solidarity with the people of Pakistan, and all who fight the menace of terrorism."
U.S. President Barack Obama pledged continued support for the Pakistan government's efforts "to combat terrorism and extremism and to promote peace and stability in the region."
"By targeting students and teachers in this heinous attack, terrorists have once again shown their depravity," Obama said in the statement released by the White House.
U.S. Secretary of State John Kerry said the Pakistani Taliban attack had angered the world.
"The news of the brazen murder of more than 120 innocent students in Peshawar is devastating," he told reporters. "This morning, wherever you live, rich communal history,wherever you are, those are our children and this is the world's loss. This act of terror angers and shakes all people of conscience … the perpetrators must be brought to justice."
Hasan Ali, Board Member
Muslims for Peace, Inc.
P.O. Box 6262, Monroe, NJ 08831
Email: pr@muslims4peace.org
https://muslims4peace.org
Muslims4peace believes achieving significant impact in the community occurs when every member of the organization defines their unique role in catalyzing positive change.
Our growth and success is made possible by the support of our network. A network that consists of individuals all driven by the very same factor – the ability to bring about a change in the world around them. Our events, whether they may be faith-based or community service opportunities or even political activism, are methods in which we can portray our ideas to the world and bring about a sense of awareness and understanding. For this, we need your never-ending support.
A monetary donation of any amount will help drive us forward to continue setting and achieving goals of unimaginable heights. We want you to join the MFP family for without your support, we would not have accomplished all that we have in the past.
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We are confident that the quality of our merchandise will meet, if not exceed, your expectations. If you are unsatisfied with a purchase, simply bring back the item within 30 days of purchase. All returns must be accompanied by a cash register receipt for an exchange or refund.
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Forest Holidays - perfect for holidays with Grandparents.
With one in four grandparents taking a break with their grandchildren, we've sifted through the best of our extensive travel offerings for the top recommendations for grandparent holidays, with or without the parents and across the different budgets. We hope the list will prove helpful both to those who've already holidayed with their grandkids and for those thinking of dipping a toe in the waters of multi-generational family breaks.
Self-catering properties from which to explore the Lake District, at exclusive discounts to our newsletter subscribers.
Situated within National Trust land, this family glamping site is perfectly located for exploring The Cotswolds.


text:
KYLS-FM (95.9 FM, "Froggy 96") is a radio station broadcasting a new country music format. Licensed to Ironton, Missouri, United States, the station is currently owned by Dockins Communications, Inc and features programming from Fox News Radio.

History
The Federal Communications Commission issued a construction permit for the station to Dockins Communications, Inc. on October 19, 1983. The station was assigned the call letters KYLS on December 5, 1983, and received its license to cover on September 24, 1984. On August 11, 1997, the station changed its call sign to the current KYLS-FM. The station's license is assigned to Dockins.

References

External links

Dockins Broadcast Group Website

YLS-FM
Country radio stations in the United States
Radio stations established in 1984

redpajama_set_name: RedPajamaWikipedia


text:
Bill Rabinovitch
Reads about the Discovery of Tatooine
Bill Rabinovitch earned an engineering degree from Worcester Polytechnic Institute, and was working for NASA on the discovery of quasars, when he decided to leave science to pursue his dream of becoming an artist. This eventually led him to digital art, and he entered the Metaverse as an avatar at the invitation of Quat Gallery, which offered to exhibit his digital art in their virtual gallery, and provide him with a virtual studio in which to work,
Previous chapters showed him exploring this virtual world, but we join him here as he reads a news story which will radically change his virtual life. (Warning: later chapters contain some adult material.)
A newspaper publishes a report that Tatooine has been found.
When he reads about this discovery,
Rabinovitch is at first surprised.
Then he becomes inspired.
"I've got to talk to Merlin!"
He heads for the Quat Gallery office,
and speaks to the receptionist.
"Hi Mr. Rabionovitch. I loved your show at The Church of Art!"
"Thanks. Please call me Bill. What's your name?"
"Fantasy Dreamscape, I just started working here recently."
"Good to meet you. I need to speak to Merlin."
Merlin overhears him.
"Come right in Bill. What can I do for you?"
"I would like a new FTL Warp ship to go to the exoplanet Tatooine."
"Bill, you can't be serious!"
"Even if it were possible to travel there at Warp 10...,"
"It would take years to get there, and even if you made it there, Tatooine is a notorious hive of scum and villainy you might never return from. This project is much too risky!"
"I've always been willing to take risks for my art."
"This is different. You'd be risking your life. "
"I can't agree to back this."
"Please, I feel this absolutely necessary...
"In part because I need to prove to myself I haven't lost my edge. That I'm able to leave the luxury you offer behind to pursue my artistic vision."
"But mostly because I feel I need to learn to use the Force to take my art to the next level, since otherwise I don't see how I can overcome the corruption in the art world."
"I'm not going to be responsible for sending you to your death. I refuse to back this wild plan," insists Merlin.
Rabinovitch retorts, "I feel I have to do this no matter the risk. This is too important to let you stop me. If you won't back the project, I'll find someone who will! You can have back the jet, the yacht, and the Porsche."
Rabinovitch turns to go.
"Wait!" Merlin relents, "I suppose if I don't fund it..." .
"Gagosian will, and you'll go risk your life anyway."
"At least if I'm behind it,"
"I can insure you take some precautions."
"Thanks Merlin, you won't regret it."
"I'll send back sketches as I travel..."
"so it won't be a total loss to you,"
"even if I don't return."
"I'm more worried about you than my investment."
"Why don't you speak to Father Flash?"
"Rumor has it, he has some Jedi connections. He might be able to suggest the safest way for you to travel."
"OK, good idea."
"I'll go over there right now."
"Oh, and I meant to tell you..."
"I really like your new receptionist."
"Oh, you mean Fantasy? Yes, she's the best droid I ever hired. She's a really advanced model. She can even appreciate art, and has many other talents unusual in a droid. A lot of people are fooled into thinking she's human. You should invite her to your studio to view your new work. I think you'll be really surprised at how human she seems."
Note: You have entered this story at chapter 5. You can go forward to follow Bill's adventures in the next chapter, or you can go back to the first chapter to see how he arrived at this point in the story.

redpajama_set_name: RedPajamaCommonCrawl


oh wow .. just checking in to wish you a nice weekend. i am hanging in there, thanks for asking. the summary of my visit to a spine specialist was basically here are some new meds, new exercises and these things take time. new meds helping? i think so but not sure anymore. a little tired of hearing myself talk about pain though - come on ursula get over it!
driving my daughter over to a pal's house. beautiful weather. she plays a song on her phone she listens to literally 20 times in a row she loves it that much. i recognize the song from 1977 - she is almost the same age i was when i liked the song. E.L.O.'s mr. blue sky. it's chunky and fun and hopeful and hearing her sing along makes my heart hurt. i'm so glad she's at this age where you do that and i know the feeling she is feeling i think - more than that - i know the bloody song and how it makes you feel when you're a tween girl!
❤ here's hoping the new meds and exercises help! Nerve pain is so cruddy.
I love the image of your workspace overflowing with gorgeous fabric and your beautiful daughter singing and connecting with you.


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This Lithium Recycler Sees Big Growth From EV Demand, Biden Support
By Christiana Sciaudone
Investing.com — It's early days, but with electric vehicle production and demand set to boom, we're going to need a lot of lithium. And recycling it has become a U.S. priority.
That's good news for lithium-ion battery recycler Li-Cycle, which is going public by merging with a special purpose acquisition company in the coming weeks.
While the recycling pickings are relatively light for now — including scrap manufacturing and cell phone batteries — Li-Cycle is preparing to become a leader in the space, distinguishing itself by employing environmentally-friendly processes that generate no waste water.
"It's going to be a large, core part of the ecosystem for EVs," said Chief Executive Officer Ajay Kochhar, also a co-founder alongside Tim Johnston, who is the chairman of the company, in a video interview earlier this month.
Lithium is a critical component of the batteries that power electric vehicles, and mining it comes with a high environmental cost. To meet the coming need, we're going to need copious amounts to reduce reliance on fossil fuels.
In the near-term, passenger electric vehicle sales are expected to rise from 2.1 million in 2020 to 14 million in 2025, according to Bloomberg New Energy Finance. The long-term should be even more favorable as carmakers increasingly turn away from internal combustion engines. And the environmental toll associated with mining lithium is leading governments and companies to focus on recycling. Mines in the U.S. face regulatory hurdles and environmental opposition, and President Joe Biden has made it a priority to focus on domestic recycling, including the possibility of direct investment in projects and government funds, Reuters reported earlier this month.
Li-Cycle processes battery manufacturing scrap and end-of-life batteries to recover raw materials, including lithium carbonate, cobalt sulfate and nickel sulfate, that can be delivered back to the battery production supply chain. Unlike the traditional revenue model for recycling that relies primarily on waste or tipping fees, Li-Cycle generates revenue from sales of the raw materials it produces. The company recovers up to 95% of the mass of raw materials found in lithium-ion batteries and battery scrap, compared to what it believes to be a 50% traditional industry average.
The Canadian company is set to reverse merge with Peridot Acquisition Corp (NYSE:PDAC_u), itself sponsored by Carnelian Energy Capital, in a deal that is likely to close in July. Proceeds of about $300 million will go to fund expansion. Eventually, they plan to have 20 strategically located global facilities and four hubs.
Johnston and Kochhar met at Hatch Consulting where they worked on lithium projects, and noted the difficulty in sustaining growth without a solid recycling scheme. That prompted them to establish Li-Cycle about five years ago.
The company has 118 employees and is growing by the week, Kochhar said. It has 51 battery supply customers, and says its costs are lower than in the traditional process, driving margins higher. He said there are 211 battery mega factories in the pipeline today, versus three in 2013.
Li-Cycle's process recovers more material and ends up with almost zero solid waste, Johnston said.
Among the challenges is to correctly prioritize as the market evolves, to scale up amid growing demand with the right people in the right places, Kochhar said.
"It's all around execution at this point in time," Johnston said.
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Is there anything that rattles Tory Burch? On Wednesday, the designer sat down with CNN's Alina Cho to chat style, business, and of course, that ongoing lawsuit with her ex-husband, in front of an audience of industry VIPs, WWD is reporting. But if you were hoping for any digs or gaffes--which other designers seem so fond of doling out--you'll be sorely disappointed. Burch remains as unflappable as ever.
Is there anything that rattles Tory Burch?
On Wednesday, the designer sat down with CNN's Alina Cho to chat style, business, and of course, that ongoing lawsuit with her ex-husband, in front of an audience of industry VIPs, WWD is reporting. But if you were hoping for any digs or gaffes--which other designers seem so fond of doling out--you'll be sorely disappointed. Burch remains as unflappable as ever.
"At the end of the day, my priority is with my business and my children. I have six children with Chris that he and I care about and that's what I think about. But also [there is] my team that I look at and I think this is extraordinary what we have built together. My focus is finding a solution and hopefully we will get there and then we will be better for it at the end."
Seriously, could you think of a more diplomatic answer?
Other tidbits to come out of the talk are that Tory will launch 35 more stores next year--one of them in Dubai--and that she plans to launch a sport line "in the near future."
As for taking her company public, Tory said, "it's not going to happen anytime soon. I am personally not ready to be a public [chief executive officer]. Privacy [is what I would lose]."
Though she added, "I am not saying exactly that one day it won't happen but for now it's not in the cards."


text:
Business & Developmentby Fern Shen and Mark Reutter12:38 pmSep 14, 20110
Seven lessons learned from yesterday's primary
The real winner in this record-low-turnout election? A fellow named Stat S. Quo.
Above: Jubilant after a decisive primary victory, Baltimore Mayor Stephanie Rawlings-Blake celebrated with political mentor, U.S. Rep. Elijah Cummings.
1. Too many challengers means the incumbents, even lame ones, have an edge.
Exhibit A: the 12th District. It was lousy with good candidates who worked the streets hard (especially Odette Ramos), but they split up the vote, leaving Carl Stokes to win by a comfortable margin. Likewise, the crowded field of challengers in the 9th District (including John Bullock, Abigail Breiseth, Michael Johnson and Chris Taylor) collectively earned more than 3,000 votes. That allowed incumbent William "Pete" Welch (widely-derided son of the previous incumbent) to hold his council seat by winning just 1,655 votes, or 35% of the total.
Same way in the mayor's race. Otis Rolley III likes to tell how he ignored the people who advised him to "wait his turn," but perhaps, ahem, they were right? Would "City Council President Rolley" have been in a better position to take on Mayor Stephanie Rawlings-Blake next time around? And would Jody Landers, working for Rolley as his deputy responsible for the all-important Board of Estimates agenda, have had a chance to implement his innovative tax strategies?
2. City voters need some kind of inducement to come to the polls.
Please withhold your gift card jokes. If we can't hand out iPads, key lime pies or lottery tickets after voters press the button, let's at least schedule the city races during a statewide or national election. These off-year elections are straight out of the Voter Suppression Handbook, but they come in handy for politicians from the D.C. suburbs, such as Maryland Senate President Thomas V. Mike Miller Jr. of Prince George's County, who have historically opposed letting pesky Baltimore voters get involved in statewide races. City pols also like off-year-elections since they mean no statewide candidates competing with them as they solicit campaign contributions.
3. Politicians will drive truckloads of cash right through the state's campaign finance loopholes.
The Brew found tens of thousands of dollars of campaign contributions flowing to incumbents from developers, lawyers and others who do business with the city, all skirting the rule limiting donations to $4,000. Maryland's campaign finance website is a thicket of entries showing checks that candidates have accepted from "ABC LLC" whose address is "PO Box 123," with no name given. There are states – like New Jersey, scarcely the poster child for good government – that require more disclosure.
Ashley Mathes and Sierra Adams handed out fliers for Councilman Pete Welch yesterday, even though they said they don't live in his district. (Photo by Fern Shen)
4. Sorry, you cool Canton kids: politics in Baltimore is still pretty "old school."
Rolley may have dominated the Twitterverse, but Rawlings-Blake (and the incumbency-fueled Democratic political machine) rule the cosmos that still matters here: fundraising and vote-getting. Rolley's tech community backers perhaps made too much of the role of that social media, data-mining, etc., played in last year's upset of State's Attorney Patricia Jessamy. The successful challenger, Gregg Bernstein, had something more primitive going for him – support from a popular police chief and an electorate seething with anger over the Stephen Pitcairn murder.
5. Provincialism is a plus around here.
Mayor Rawlings-Blake read it right when she emphasized her local roots. She ran a radio ad tagging her opponents – Sen. Catherine Pugh's from Philadelphia and Rolley's from Jersey – as, gasp, "out-of-town." Even the star power of entertainer Bill Cosby, who stumped for Rolley, was unable to break through this B-more bias. Cosby doesn't have a ring from City or Poly either!
6. For an incumbent, getting booted out is tricky, but not impossible.
Living outside your district, like Rochelle "Rikki" Spector, isn't enough to prompt voters to show you the door. (Spector lives with her boyfriend at Harbor East in the 1st District, while representing the 5th District in far northwest Baltimore.) Sitting on your hands while your district withers away (the aforementioned Pete Welch) may cause constituent grumbles, but doesn't get you bumped off the public payroll.
The one exception: incumbent Belinda K. Conaway, who lost her 7th District seat yesterday to Nick Mosby, and who apparently took one homestead tax credit too many. (Note to others on the council with similar skeletons in their closets: if blogger Adam Meister calls you on it, do not file a $21 million defamation suit against him that you're going to have to drop.)
The "SRB-mobile" parked outside her victory party at Baltimore Soundstage last night. (Photo by Mark Reutter)
7. The record low turnout means the real winner was a fellow named Stat S. Quo.
Even the winners should pause amid their champagne toasts for a bit of introspection, as they contemplate how little they excited the electorate. It now looks like about 20% of registered Democratic voters voted in the primary, compared to 28% in 2007 and 34% in 2003. That skimpy turnout means Rawlings-Blake's "mandate" is really very small. Work out the math: She won 52% of one-fifth of the electorate. That's a whopping 10.4% of the registered voters' vote!
Also well-advised to take a hard look in the mirror: City Council members like Warren Branch (13th), who woke up safe this morning based on a tiny total (1,713 votes) and teeny-weeny victory margin (he had just 15 more votes than political newcomer Shannon Sneed). So, too, Council Vice-President Edward Reisinger, in whose 10th District about 85% of those eligible to vote stayed home. (The district's total vote count was a breathtakingly low 2,461.)
Of course, if all they care about is keeping their jobs, then the electorate's torpor serves the status quo fine.
Postscript: What About These "Indifferent" Voters?
There will be – and should be – finger-pointing at voters as well, for failing to show up and losing their prerogative to gripe.
People once died to bring the right to vote to all citizens. Yesterday you couldn't give that right away. Still, it's not hard to see why people are disillusioned with a political system that does little to include them. Even more disturbing is the gulf between the world that Baltimore's political leaders and their financial backers inhabit and the one where regular people live.
The latter are not living in an artist's rendering of a mixed-use development along the waterfront. More often than not, they're living amid blocks of boarded-up houses facing endemic crime and crushing joblessness (as the mayoral candidates who parachuted into Lexington Market were reminded Monday).
Government leaders will say they're trying to bridge that gap, and most will mean it when they say it. But until they do a better job of matching deeds with words, only a small minority of Baltimoreans will find the voting process worth their time.
Notices and a mural at a polling place in Baltimore's Reservoir Hill. (Photo by Fern Shen)
PoliticsNov 18, 2021
Marilyn Mosby is holding a fundraiser this evening while her fate is up in the air
"Hope all my peeps can make it," Mosby writes as the race for her seat heats up and a separate online fund raises money for her and her City Council president husband's legal defense in federal probe.
PoliticsMay 20, 2021
Votes to override Scott's veto of security deposit bill disappear
Enough Council members have changed position on the measure that, unless Mosby flips some back, a vote to overturn the mayor's veto would fail.


The Tarcoles River is located along Route 34 between Orotina and Jaco. This is a route that nearly all travelers take on the way to the Central Pacific beach areas. The river is famous the enormous American Crocodiles that live in it below the bridge. On any given day, one can stop and look down to see a dozen or more of these goliaths!
Tours are available on the Tarcoles River via riverboat. This is an excellent way to get up close to the wildlife. The river is also home to a large population of waterfowl and iguanas can be seen on the banks as well.
Visitors should be vigilant if parking and walking on to the bridge to observe the crocs as this area is well known for car break-ins.


It is not only fresh graduates and non-English speakers who make grammatical mistakes. In fact, professionals in offices, including journalists, commit certain errors over and over again.
'Anyways', 'prepone' and 'cope up', all come to mind.
The problem is that many bloopers become accepted socially and feature in our day-to-day interactions. Every time someone copies an error without consulting a dictionary, the problem gets worse.
People use this expression without knowing its meaning. 'Simpleton' does not mean 'simple'; it means 'idiot'.
Correct: He is a simple man.
Wrong: Each individual data tells a different story.
Correct: Each individual datum tells a different story.
Even authors make this mistake. They see 'he' and immediately use the singular form. But, because 'he' is part of a group, you use the plural verb.
Wrong: I came an hour back.
When we indicate the past, instead of 'back', we must use 'ago'.
Correct: I came an hour ago.
Wrong: She has went to the store.
Many people do not know the conjugation of English verbs. With the verb 'to go', the conjugation is: 'go, went, gone'. You say 'go' in the present, 'went' in the past, and 'gone' in the past participle. Past participle is used only with auxiliary verbs like 'have' or 'has'.
Correct: She has gone to the store.
Jayakumar Pillai sent an additional five bloopers, including one you've got to read to believe!
People and children are plural by themselves. Do not add an 's' to either of these words.
Correct: People and children do not listen.
Wrong: Even after a laps of three months, I was still granted a visa.
The word here is 'lapse', to denote passage of time. 'Lap' means either the flat area between one's stomach and knees (the child slept on my lap) or the circuit of a track/race course (the event had total 12 laps, but he got out in the second lap itself).
Correct: Even after a lapse of three months, I was still granted a visa.
Wrong: The branch manager is out of order.
Correct: The branch manager is out of office.
'He' is singular, so the verb is singular as well, 'has'.
Correct: He has no sense.
I don't even know where to begin. What I do know is that brevity is important.
1) Never expect things to happen..
struggle and make them happen.
2) If a drop of water falls in lake there is no identity.But if it falls on a leaf of lotus it shine like a pearl.so choose the best place where you would shine..
8) "Even the word 'IMPOSSIBLE' says 'I M POSSIBLE' "
9) Effort is important, but knowing where to make an effort in your life makes all the difference.
Never take some one for granted,Hold every person Close to your Heart because you might wake up one day and realise that you have lost a diamond while you were too busy collecting stones." Remember this always in life.


Welcome to my Web page. I have been working at Kaiser Permanente since 2007. Joining this organization has given me the freedom and independence to treat my members with high-quality care.
I grew up in Los Angeles and went to UC Berkeley, where I earned a degree in English literature. I volunteered for East Bay Hospice for two years, and I loved the patient contact. However, I wanted to do more. So, I decided to become a doctor. I went to UC San Diego for medical school. I completed my residency in internal medicine at Scripps Mercy Hospital and was a chief resident there for a year as well.
My practice works as a partnership between you, my office staff, and me. As a team, we can work together to keep you healthy and to diagnose and treat illness as it appears. Communication is key.
I thrive by walking every night for about 45 minutes.


Glass kiln forming workshops based in Staffordshire with contemporary glass artist Naomi Jacques.
Kln carving - bas-relief in glass - textures, and impressions.
Jewellery - small makes, ideal for giving it a go or making a special someone a special gift.


The school was constructed with the funding from the World Bank project in the year 1991. In 1993, the construction was completed and the school started to function as a full fledged lower secondary school with classes ranging from 4 to 8. At that time, the school received students from all over the country. The school gradually began to phase out classes 4, 5, and 6. By 1998, the school phased out class 6 and upgraded itself to middle secondary level in the year 2002. The first batch of class X students passed out in 2003 with very good results.


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blog.frederique.harmsze.nl my world of work and user experiences
Cloudy upgrade finished, here comes the sun
Filed under: Office365 — Tags: sharepoint online, upgrade — frederique @ 17:57
It took us a while to prepare for the upgrade of our SharePoint Online 2010 to 2013, but we made it! We dealt with the customizations, tested everything beforehand, planned in detail, and then performed the upgrade over a weekend. Again, not all smooth sailing. But now we are surfing Wave15 with its shining new possibilities.
Develop wave15 versions of customizations and test everything
As I mentioned in a previous post, we had to develop Wave15 equivalents of customizations, in particular the masterpage, the styling , some site templates, and a couple of webparts.
We tested everything first in our development and then our testing environment. These are separate domains in the cloud, so they are environments that need to be upgraded in their own right. Fortunately, Microsoft had upgraded these for us before they upgraded the production environment.
The testing environment has a good copy of the portal, but it does not contain a copy of all team sites that populate the production environment. We had set up examples of business solutions that were configured in the front-end: workflows using standard sharepoint functionality and SharePoint Designer, special views including conditional formatting and structured forms set up in SharePoint Designer, managed metadata navigation, custom page lay-outs, publishing pages with text and images, content query web parts, note boards, video web parts,…
So to check what would happen to the real life sites, we tested evaluation copies of the production sites. By the way: these evaluation copies are only available for a month, which is not that much if you are busy and have a lot of sites to test…
Involve the business
In the environment of this multinational client, the intranet team is responsible for the framework, but team site owners are responsible for their own sites. They can use the standard SharePoint options to change the configuration of their sites. As they know their sites better than anyone else, they are most suited to check if their sites survive the upgrade. And in any case, 200 eyes see more than 2…
So over a month before the upgrade, we asked all site owners to check the evaluation copy of their site, pointing them to an article with the main differences that they should be aware of. We had taken the other users off the evaluation copies, to avoid confusing the audience at large. Only the site owners could test them, plus the colleagues they decided to involve.
In the week before the upgrade, we warned them that the sites would be unavailable during the upgrade weekend, asking them to discuss it with their users. And that we would need them to check their sites after the upgrade was finished.
We also notified all users two days before the upgrade.
We approached the owners of known "special attention" sites in person and with more emphasis: sites with complex business solutions, like custom workflows, and/or site that impact the business heavily, because they are used a lot in people's daily work. We had meetings with the owners of sites that looked like they might break. And we made appointments with some key owners, that they would test their sites during the upgrade weekend, so that there would be no surprises in these important sites when the first users arrived Monday morning.
After the upgrade was finished, we notified all users and specifically all site owners. And again these "special attention" sites and their owners received that special attention. Quite a few users and owners needed additional explanations or had some issues. They could contact the intranet team for that, so that kept us busy for the week or two after the upgrade.
Plan the upgrade in detail
We wanted to reduce the risks as much as possible, so we planned the upgrade itself in full detail, with a lot of testing.
Investigate the risks and mitigations: once you do the upgrade, there is no way to roll back to the old version.
Fall back scenario in case the first checks are disastrous: don't push the upgrade button if we know it breaks the site collection, but reschedule for the next weekend.
In case the portal breaks, prepare a very basic "homepage" that would link to the key applications outside of the intranet. If the other site collections were still working, this page would also link to those team sites.
Microsoft was confident that the actual content could not get lost; as a last resort we could get it from a back-up they make.
Prepare e-mail messages to warn users of any disaster.
Export our own lists and libraries, that we use to manage this project, to get offline emergency copies.
Plan the upgrade tasks and set up lists and views to facilitate them: when to upgrade the site collections, deploy the customisations, test the result, communicate to stakeholders
Prioritised the testcases, to make sure we checked during the upgrade weekend everything that could cause major upheaval if it would not work on Monday morning: the homepage, reading news, the basic functionality of team sites. We had about 200 testcases to perform the tests systematically and we had seen in our test environment that it would be too much work for one weekend. The testcases with lower priority could be tested in the days after the upgrade weekend.
Plan the time: during the weekend, starting after office hours on Friday. We compromised with the Brazilian site owners, whose office hours ended after our starting time. We knew the upgrade and the subsequent tests would take time, and we wanted to have that time without interfering too much with the business.
Plan the upgrade order of the site collections: it does not matter much according to Microsoft.
The MySites need to be upgraded first, but they were already upgraded when Microsoft flipped the switch.
The Content Type Hub and the Search collections needed to be upgraded before the customizations could be rolled out, so they were scheduled first.
The key portal site collections and examples of collections of each team site type were scheduled next.
The site collections with key Brazilian sites were scheduled last.
Schedule of the participants, which team members, technical specialists, Microsoft contacts would be involved at what times and how to contact them.
Finish all tests and fixes on the test environment in time, so that everything is stable.
Communicate to the site owners and users, when they cannot use the intranet because of this scheduled maintenance, what we expect of them with regards to testing, and what they should do if they have questions or issues.
List all "special attention sites" and the appointments we made with which owners, with quick links to open them.
List all "special attention elements" that were broken in evaluation copies and that were not available in the test environment, so that we can check them more thoroughly (with quick links to examples of pages with such elements).
Earlier on day the upgrade was started
Check and clean up before the upgrade of key functionality. Just making sure the evolving platform hadn't broken anything important before we started with the upgrade, so that we would not blame the upgrade for coincidental issues. Clean up hidden web parts on the homepage, to keep the upgrade of such an important page as simple as possible.
Set up tests like starting workflow instances, for which we wanted to double-check that a running workflow would keep running. For the one workflow solution that was broken in the evaluation copy, we exported all relevant information, to make sure nothing would get lost.
During the upgrade session
A temporary portal homepage switched on at 18:00 on Friday, informing any user who would still visit the intranet, that it was being upgraded.
Site collections upgraded and customizations deployed in batches, their status administered in the list of site collections
Upgraded site collections tested, first the basics, to see if the upgrade has "landed", at all and then the high priority test cases.Administer the result in the lists.
Check the priorised "special attention sites" and inform the site owners, taking into account the appointments we made with particular site owners who would test during the weekend
Check the "special attention elements"
So how did it work out in that upgrade weekend?
Most of the upgrade went smoothly and as planned…. except for the very first step: when we clicked the upgrade button, the site collections got stuck in 'waiting to upgrade'. It took us 24 hours to get beyond that first step. After that, we rolled on at top speed, so that were were finished before everybody's Monday morning, even for the Australian users.
The first site collections we tried to upgrade, got stuck at 'waiting to upgrade'. We have a couple of completely standard out-of-the-box team site collections, so we tried those after the problem arose, but no luck there either.
Stuck at 'waiting for upgrade'
We had to ask Microsoft Support to get these upgrades going. In the end, they solved the problem by upgrading the sites from the back-end: the same upgrade functionality, but started from a script instead of the regular button.
We had some issues getting through to the appropriate Microsoft support engineers, because of a mix-up with the Premier support service id-number. Note to self: next time, check the support quick reference card as thoroughly as SharePoint itself, so that we can fix any misunderstandings beforehand.
Once the upgrade started rolling, we saw the following:
The upgrade time of a site collection mostly depends on the number of sites it contains: mostly it takes less than half a minute per site. But that still adds up to hours, if you have almost 800 sites and subsites in almost 30 site collections.
When the upgrade starts on a site collection, it really cannot be reached for a minute or so. : the user get the message "Sorry, something went wrong".
For a very short time at the beginning, the upgrading site is really unavailable
After that, you see the Microsoft masterpage appear and you can navigate through the upgraded site collection root. The pink bar at the top warns you "We're doing work to improve the site. Please bear with us if you experience temporary delays or glitches"
During the upgrade: "We're doing work to improve the site. Please bear with us if you experience temporary delays or glitches"
There you can monitor the upgrade status page: the same page where you clicked the upgrade button.
When the upgrade is finished, you can see that here. You can also see how long the upgrade took and if there were any errors. Attached to this page is a log file of the upgrade and – if there were any errors – a log file of the errors.
Note: we did not get any errors during the upgrade of the site collections. The customisations only resulted in warnings, that were included in the Log File.
Summary of the upgrade status
And after the site collections were upgraded, the customisations were rolled out, the high priority test cases performed, the key sites checked, the owners notified… everything nice and smooth. So in the end, all our preparations did pay off.
Ok, we are still working in the Cloud. But now I am not suggesting that this cloud could burst ; this is the cloud of the silver lining and even the sun-kissed, fluffy white cloud floating in the blue sky. Here comes the sun!
Update on our cloudy upgrade
Filed under: Office365,SharePoint — Tags: sharepoint online, upgrade — frederique @ 23:32
We are starting to surf wave15. Since my previous post, we are taking big steps towards the upgrade of the SharePoint Online, although it still is not all smooth sailing. A summary of what we have seen so far.
Microsoft announcements
Microsoft sent us e-mails that got more and more specific:
Preliminary: A few months before the upgrade, when the timeline was not final yet, Microsoft announced the upgrade, sketching the procedure and providing links to further information. We did not think that their statement that we did not have to prepare anything would apply to our rather complex implementation, and we were right about that.
Preliminary announcement
In 4 weeks: a month before the upgrade, we received an announcement that also explained how we could ask them to postpone our upgrade via the administration pages, and a button to try the upgrade with a small group of users.
The upgrade date: Two weeks before the Microsoft upgrade we received the exact date when the upgrade would start.
Confirmation: After the Microsoft upgrade was finished (the next day), we received a confirmation.
You can postpone once
If the proposed date does not suit you, you can postpone it for at least a month via a button on the portal administration pages. You can only postpone one time, then you have to go with the flow. We did not postpone, because we wanted to get the upgrade as soon as possible.
Preparations to the upgrade below decks
Although we were upgraded by the end of June, the underlying software was already upgraded to wave15 by the end of March, as I described in a previous post. This broke some functionality at that time, but fortunately Microsoft repaired it soon afterwards. The advantage was that these features were wave15-ready after that, so that they did not cause any new issues in the next steps of the upgrade.
Ready for upgrade: Microsoft flips the switch
Microsoft flipped the switch on our environment end of June. The environment was ready for upgrade from then on, but the upgrade was not implemented on the front-end. The site collection owner can do that themselves, per site collection. I am very happy with that, because now we can flip the front-end switch when we are really ready.
The site collection owners see a pink bar at the top of each page: "Experience all that SharePoint 2013 has to offer. Start now or Remind me later". Innocent users, including site owners, do not see this message. Only site collection owner have permission to perform the upgrade and only they see the message. So there is no risk of an over-eager site owner accidentally upgrading anything.
Check the health of your sites
On the site collection administration page, there is an option 'Site collection health checks'. This generates a report of the elements that could cause problems.
I am very happy with the option to Try a demo upgrade. That provides you with an evaluation copy of a site collection, where you can check what happens to sites in general and complex and important real-life sites in particular. It is a upgraded copy of the site collection, so it is not exactly the same as upgrading the site collection itself. But it does give you a good idea of the upgrade result.
Upgrade or try a demo
Note: These evaluation copies have the same permissions as the original sites in the collection. I do not want innocent users to start working accidentally on the evaluation copies, so I have taken them out of the copies of real life sites. Otherwise they could enter the site via the search result by mistake.
These evaluation site collections are not visible in the site collection overview of the portal administration. You can find them, once they have been created, via the same 'try a demo'. But the address of the copy is easily guessed from the original url:
https://ourcompany.sharepoint.com/sites/collection/ becomes
https://ourcompany.sharepoint.com/sites/collection-eval/
The copies remain available for a months and then they are automatically deleted. They are not synchronized in any way to the original site after they have been created. So make very sure that you use them only for experimenting and testing and not for any ongoing work.
Note: I received some of the evaluation copies within the hour, others within the two day limit. But a bunch of them got stuck and I had to ask Microsoft to provision them via a service request. So I was very happy I had requested them at an early stage.
Evalation copy
Upgrade the site collections
The owners need to upgrade their site collections within three months after Microsoft has made the upgrade available, otherwise the front-end will be upgraded automatically. The owner just need to push one button 'Upgrade this Site Collection'.
But if your collection needs any specific settings or support files to work properly, you will have to do those right after you push that button. That is why we wait until we are sure we have caught all key issues and we will communicate to the users that they will not be able to use the intranet for a couple of hours.
Microsoft recommends to upgrade the 'MySite' first. And actually, they already set this in motion when they flipped their switch: we have the new MyProfile since the end of June, although the rest is still the "old" version. Users who already had a MySite (we didn't have many yet), each had to upgrade their own MySite – otherwise others could not see their profile and not open it via the people search.
Communication and training
The users will get new options, but they also need to know how the classics work in the new interface. We will explain, especially to the site owners, how it will work after the upgrade.
We are testing the upgrade in a separate environment and in evaluation copies. Here we found that many things kept working properly. But not everything.
Custom master pages disappear
When we upgrade a site collection, our own masterpage dropped out and we fell back to a standaard Microsoft master page; Microsoft had already warned for it, as many things now work in a different way. So we created a new version of the master page, with associated styles and script
The old site templates cannot be used
Site templates created for SharePoint Online 2010 are invisible and unusable in SharePoint Online 2013. This applies to programmed templates as well as templates that were created using the option 'save site as template'. So we are recreating those.
Some pages don't work
Pages that are not stored properly in a library and pages that have some problem in the page layout don't work anymore. So we have to save these pages separately. Fortunately we have seen this error only for a few kinds of pages.
Sorry, something went wrong
Most settings keep working
The site navigation, for example, and list settings like choice fields and versioning survive the upgrade. This also applies to the views in web parts on pages, even if they have been enriched in SharePoint Designer with conditional, for instance. We haven't had problems with content types either after we had survived the issues in the preliminary preparations that caused us to republish a lot of custom content types.
It is the custom web part, as a species, that is endangered: some keep working, others don't. We have also had a few issues with the presentation of standard content query web parts: groupings were no longer displayed in several columns, following the web part settings, but in one column.
Workflows keep working
We have several advanced workflows created in SharePoint Designer 2010. They already were unstable, but the "half-way upgraded" situation that we are in now, between Microsoft making the upgrade available and us implementing it on the front-end, seems to destabilize them even further. But apart from that, it looks like the workflows keep working.
In order to take advantage of the new possibilities, of the new workflow engine, I will have to rebuild the workflows. Unfortunately I cannot do that yet, because the 2013 workflow option has been disabled in SharePoint Designer, pending the upgrade.
So at his time, we are testing and fixing things, and starting to explain to the site owners how their sites will work. Working on it…
Cloudy upgrade
We are working in the cloud, in SharePoint Online. And our cloud is about to be upgraded to wave 15, i.e. 'SharePoint 2013 Online'. We have not heard an exact date yet, but rumour has it that we'll be upgraded in June.
This system of cloud upgrades is new to me. In other cases, we had to get into the server and do everything ourselves. Now Microsoft does all the upgrade work. And we need to find out what we should do to move along with it:
Test if all our configurations keep working or if anything breaks
List the changes in the interface and functionality that we'll need to explain to the site owners or other users
Check which spiffy and useful new features we want to promote to our users
Prepare our communication and update our help content.
This week, we have already seen the first stages of that upgrade: below decks, the installation is already version 15. At least, when I check https://ourcompanyname.sharepoint.com/_vti_pvt/service.cnf
I see vti_extenderversion:SR|15.0.0.4454
Unfortunately, this change did cause some problems on the front end:
The Note Board does not work anymore
My old comments are still visible in My Profile, but they are not displayed with the News article or Team Site home page where I had entered the comment in the Note Board
Metadata have dropped out of some places
Some Content Query Web Parts have lost the metadata in the Presentation section. And our own page layouts have lost the metadata in the property fields.
I cannot edit SharePoint Designer workflows anymore.
My SharePoint Designer still works for things like conditional formatting, but I can an error message when I try to edit a workflow. I should move to SharePoint Designer 2013 for that, even months before the official upgrade.
MyQuickLinks.aspx has disappeared
We use the old MyQuickLinks to manage our team site favourites, but now we get a 'page cannot be found' error.
Over the coming days, we'll see if Microsoft will tweak the system or if we can do something to fix these problems.
In any cases, if you are managing a SharePoint Online environment, I recommend you keep an eye on it. We will definitely do that.
frederique.harmsze.nl
I work for
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New world of work


Fujifilm officially released Instax Square camera SQ6 newest. This camera is somewhat unique, because it brings a box-shaped print, exactly the image format on Instagram. Previously, Fujifilm has also released a similar camera called SQ10.
But the camera was released in 2017 was different, because classified as a hybrid with digital and analog capabilities as well. As reported by from PetaPixel , Wednesday (16/05/2018), Instax Square SQ6 is a completely analog instant camera. The photos are printed on square paper, with no digital files at all.
In terms of specifications, the Japanese company is equip Instax Square SQ6 with flash system that can automatically take into account the brightness of the room, then set the shutter (from 1.6 seconds to 1/400 sec). This system works to make the exposure of light in the subject and the background can be equally appropriate, even in dim conditions.
Users can also embed additional color filters on the flash to create a certain feel. The color choices are orange, purple and green. Then, there is also a selfie mode that will automatically adjust the focus and brightness when you want to take a picture of yourself.
As with any other Instax series, there is a small mirror embedded in the lens snout for this selfie purpose. In addition Instax Square SQ6 has been equipped with timer features, double exposure mode that can unite two images into a single photo, macro photo to photograph the subject from rarely very close, as well as landscape mode to photograph the scene.
There are also 0.4 inverted Galilean viewfinders with target spots, + – 2/3 Exposure Value, and LED screens. The camera operates using the power of two CR2 lithium batteries. Users can start getting Instax Square SQ6 on May 25, 2018. Fujifilm offer it approximately 130 US dollars with a variety of color choices Pearl White, Blush Gold, and Graphite Gray.


One of the most intriguing research challenges in legged locomotion is robot performance on compliant terrains. The foot-terrain interaction is usually tackled by disregarding some of the affects of ground deformation, like permanent deformation and compaction, restricting application to stiff terrains. In the case of fast dynamic walking, it is reasonable to consider the stance phase as an impact between the toe and the ground. In principle, such impacts can be modeled via three methods: the steremechanical theory method, which does not take into account the entire impact phase but considers it as a discontinuity, the Finite Element Method (FEM), which is computationally demanding and difficult to use online, and the compliant/viscoelastic approach, which seems more appropriate, as different terrains can be described by lumped parameter models with suitable properties.
Therefore, in our work, an impact dynamics model is developed, employing a viscoplastic extension of viscoelastic impact models, and used to study the performance of a monopedal robot. The model of the robot incorporates the description of the foot-terrain interaction, in order to describe the effects of terrain compliance. At the same time, a novel controller immune to ground energy dissipation is developed, which does not require knowledge of ground parameters. The controller adapts to terrain changes quickly and successfully tackles the problems arising during impacts, controlling the hopping height and speed with a single actuator. Simulation results demonstrate the validity of the developed analysis, which is also extended to pronking quadrupedal robots.
V. Vasilopoulos, I.S. Paraskevas, E.G. Papadopoulos (2018). Monopod Hopping on Compliant Terrains. In Robotics and Autonomous Systems.
V. Vasilopoulos, K. Machairas, E.G. Papadopoulos (2016). Quadruped Pronking on Compliant Terrains Using a Reaction Wheel. In ICRA 2016.
V. Vasilopoulos, I.S. Paraskevas, E.G. Papadopoulos (2015). Control and Energy Considerations for a Hopping Monopod on Rough Compliant Terrains. In ICRA 2015.
V. Vasilopoulos, I.S. Paraskevas, E.G. Papadopoulos (2015). Monopod Hopping on Rough Planetary Environments. In ASTRA 2015.
V. Vasilopoulos, I.S. Paraskevas, E.G. Papadopoulos (2014). Compliant Terrain Legged Locomotion Using a Viscoplastic Approach. In IROS 2014.


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FELICIANA
ZACHARY, LA
FELICIANA is a ZACHARY, LA-based, NCUA-insured credit union dating back to 1960. Regulatory filings show the credit union having $24.3 million in assets, as of December 31, 2017.
With 8 full-time employees, the credit union has amassed loans and leases worth $15.1 million. FELICIANA's 2,163 members currently have $19.2 million in shares with the credit union.
Overall, Bankrate believes that, as of December 31, 2017, FELICIANA exhibited a superior condition, earning a full 5 stars for safety and soundness. Keep reading for a breakdown of how the credit union did on the three major criteria Bankrate used to score American credit unions on safety and soundness.
Capital acts as a bulwark against losses and provides protection for members during periods of financial trouble for the credit union. Therefore, a credit union's level of capital is an important measurement of its financial strength. When it comes to safety and soundness, more capital is preferred.
FELICIANA exceeded the national average of 15.65 points on our test to measure capital adequacy, receiving a score of 30 out of a possible 30 points.
FELICIANA had a capitalization ratio of 30.00 percent in our test, better than the average for all credit unions, an indication that it could be more resilient in a crisis than its peers.
Bankrate uses this test to determine the impact of troubled assets, such as past-due loans, on the credit union's capitalization and allocated loan loss reserves.
Having a large number of these types of assets may eventually require a credit union to use capital to cover losses, decreasing its equity cushion. Many of those assets are also likely to be in non-accrual status and no longer earning interest for the credit union, resulting in depressed earnings and potentially more risk of a future failure.
On Bankrate's asset quality test, FELICIANA scored 40 out of a possible 40 points, exceeding the national average of 38.09 points.
A below-average ratio of problem assets of 0.00 percent in our test was potentially indicative of superior financial strength compared to other credit unions.
How successful a credit union is at earning money affects its safety and soundness. A credit union can retain its earnings, boosting its capital cushion, or put them to work addressing problematic loans, potentially making the credit union more resilient in times of trouble. Credit unions that are losing money, however, are less able to do those things.
FELICIANA scored 4 out of a possible 30 on Bankrate's test of earnings, less than the national average of 10.11.
One sign that the credit union is running ahead of its peers in this area was its earnings ratio of 0.00 percent in our test, better than the average for all credit unions.


A path to your authentic self!
What is your energetic blueprint?
How to navigate through life?
How to take correct decisions?
How you interact with others?
– Solar Return Analysis – on your birthday. It is advisory that the analysis is done approximately 3 months before the birth date. It is an excellent way to see what personal, enivornmental and educational themes will be showing up for you in the upcoming year and how these may influence you. The analysis will help you become more aware and not be driven by psychological distortions.
– Saturn Return Analysis – around 28-30 years of age. This analysis can be greatly beneficial especially for beings with 6th line in the profile (3/6, 4/6, 6/2 and 6/3) since it marks a majour shift in your life process and perspective for the next 20 years.
Prerequisite: Foundation Analysis and experimenting for at least 3 years prior.
– Uranus Opposition Analysis– around 38-44 years of age marks a splitting of your life process and perspective (except for 6th line beings in their profile). This analysis will prepare you for the upcoming themes that will begin to show themselves and give you greater awareness.
– Kiron Return Analysis – around 48-50 years of age. This analysis can be incredibly beneficial as it marks the beginning of the most profound evolutionary stage in one's development. Around the age of 50 we reach our fullest potential. The fruit is ripe and our purpose can be fullfilled hence we live authentically as ourselves. This is especially important analysis for 6th line beings in their profile since it marks the second majour shift in your life process and perspective.
This option is for anyone who would like ongoing support after having a Foundation Analysis or any other kind of deeper analysis. Guidance will be offered and based on questions regarding specifics of your design. Special discount is available for multiple session purchases.
If you liked this publication, please share it with your friends or like our page.
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There are a lot of headset options to choose from - at last count we carried over a hundred models from six manufacturers, including our own brand, the Executive Pro Series. The following is a list of tools and questions to help you make an informed headset decision that best meets your needs.
Use the handy Headsets.com Headset Finder below to find a selection of the best headsets to suit your needs. Whether you're looking for a wireless office headset from brands such as Sennheiser or Jabra or a corded headset for your home phone from Plantronics or AT&T, you'll find what you need by using this tool.
To quickly jump to a headset just tell us how you'll use your new headset then choose the type you're looking for.
If you'd like to know more about how headsets can benefit you at work or at home, visit our Benefits of Headsets page.
In addition to hundreds of headsets, there are also a multitude of cords and connectors. Visit our Cords and Connectors page for more information.
We have a range of popular brands. Our Plantronics headsets are one of the most bought. Read about our staff's favorite headsets here!
Visit our Site Map to get a quick glance at everything we offer on our website.
Call one of our knowledgeable headsets experts at 1-800-HEADSETS (1-800-432-3738), available Mon-Fri 6:00-4:30 Pacific Time.
By asking yourself the simple questions below you should be able to narrow down your search to just a few models.
Do you work in a noisy work environment?
Consider the Binaural styles and a noise-canceling microphone for noisy offices. These will greatly increase your ability to give "total caller focus".
Do you miss calls when your away from you're desk?
Look into wireless headsets. They not only give you the ability to be hands-free and wire-free, but when paired with a handset lifter allows you to wirelessly answer calls away from your desk!
Do you wear a hat or have a hairstyle that would impede a headband?
Try an on-the-ear model or the behind-the-neck model to avoid tangling the cord when taking off the headset.
On-the-ear models are easiest to take off and put on. The In-the-Ear models are probably inappropriate as they require a few moments to fit comfortably.
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Check how other Customers have rated the durability of each headset - all our units come with a full one year replacement warranty, and we offer FREE Shipping and Returns.
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text:
Palaeosepsis chauliobrechma är en tvåvingeart som beskrevs av Silva 1993. Palaeosepsis chauliobrechma ingår i släktet Palaeosepsis och familjen svängflugor.

Artens utbredningsområde är Ecuador. Inga underarter finns listade i Catalogue of Life.

Källor

Svängflugor
chauliobrechma


text:
12.39 PM Friday, 27 January 2023
UAE ranks second in tourists flow to Switzerland
Published Friday, February 19, 2016
The Swiss Tourism Board in the Gulf Cooperation Council (GCC), has said the UAE has been ranked second in the list of GCC tourists flow to Switzerland.
In its statement, the Swiss Tourism office in Dubai, said the Schengen visa waiver for Emiratis has contributed to increasing the number of Emirati tourists to Switzerland.
It also pointed out that the decision contributed to brisk tourist movement between the two countries as travelling becomes more convenient for tourists, businesspersons and others.
Exempting the UAE citizens from the Schengen Visa requirements has resulted positively at all economic, social and tourist levels, and increased the trade and investment between the UAE and the EU 'Schengen zone. ''
This successful step achieved by the UAE diplomacy, has consolidated the UAE's status at international level, and strengthened the UAE- EU relations.


text:
Why AkkenCloud?
At AkkenCloud, our mission is to provide technology that will simplify running a staffing and recruiting agency.
Giridhar Akkineni
Chief Executive Officer and Chief Architect
Giridhar Akkineni is both a staffing industry entrepreneur and veteran. Before founding AkkenCloud in 2002, Akkineni owned interWorldnet, an IT staffing firm based in Connecticut. Prior to interWorldnet, Akkineni owned businesses in the information technology, transport, manufacturing, and retail industries. As the Chief Architect of the AkkenCloud platform, he has been relentless in his pursuit of innovation, building the staffing and recruiting industry's only true all in one, enterprise SaaS system. He holds a Masters Degree in Computer Science from the University of Bridgeport in Bridgeport, CT. He lives in Nashua, NH with his wife and two children and is an avid fan of Formula 1 Racing.
Giridhar Akkineni Contributed To:
Matt Gallagher
Executive VP of Sales
Matt Gallagher has a proven track record for bringing together staffing firms and technology solutions for over 20 Years. Matt has worked with companies such as VCG (BOND/e-Recruit), TempWorks Software and Avionte Software for 10 yrs. His years of working in the staffing industry translate into an understanding of the unique operational pains that staffing firms face. Matt's passion for building relationships compliment his incredible talent for consulting with staffing professionals to bring them technologies and solutions that will alleviate inefficiencies and maximize profit. He has a Bachelor of Arts Degree in Interpersonal Communications/Sales/Marketing from Bowling Green State University in Bowling Green, OH. Matt lives in Woodstock, GA with his wife and kids and enjoys boating and the outdoors.
Prakash Akkineni
Vice President Engineering
Prakash Akkineni has more than two decades of experience in software development, information technology, and engineering management. Prakash joined AkkenCloud over ten years ago from Videojet, a Danaher company. As a technology expert, he was responsible for consolidating numerous systems to increase efficiencies of companies and help them to become more profitable. Prakash manages our US and India based research and development teams. Prakash has a Masters in Computer Science from Wayne State University in Detroit, MI. He, his wife, daughter and son live in Nashua, NH and can be seen playing cricket whenever he can find the time.
David Priddle
David Priddle has many years of experience helping companies to implement technology to improve its business process. As the former VP/COO of an IT Staffing and Recruiting firm, he understands what it takes to be successful in that industry. The focus of his professional experience is in setting realistic software implementation expectations and managing cross-functional and multi-locational teams. He earned his BS in Computer Science from Boston College and an MBA from Babson College. He is an online adjunct instructor in the Masters of Project and Program Management curriculum for Brandeis University. He resides in Pepperell, MA with his wife and enjoys spending time with his family and friends and traveling to areas with tropical climates.
Gerren Kopcinski
Gerren is a CPA with twenty two years experience in finance and accounting both in the public and private sectors. He is a graduate of Nichols College in Dudley, MA and earned his MBA from Assumption College in Worcester, MA. Gerren has recently served as the Corporate Controller for Blue Cod Technologies from 2010 to 2016 before joining AkkenCloud. He is a family man. His wife of twenty years, Jennifer, and their three children occupy most of his time away from work. He is also actively involved in several community and fraternal organizations.
AkkuSearch
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Burden Management
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AkkenCloud is the most comprehensive, enterprise, cloud-based platform available for staffing and recruiting agencies, built to streamline front office, middle office, and back office workflow. With the use of the AkkenCloud platform, customers have seen an increase in efficiency, placements, and profitability. Managing over 14.8 million candidates and 33,000 users within one platform, the size and success of AkkenCloud customers continue to grow daily.
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The ecclesia or ekklesia (Greek: ἐκκλησία) was the principal assembly of the democracy of ancient Athens. It was the popular assembly, open to all male citizens as soon as they qualified for citizenship. In 594 BC, Solon allowed all Athenian citizens to participate, regardless of class, even the thetes. The assembly was responsible for declaring war, military strategy and electing the strategoi and other officials. It was responsible for nominating and electing magistrates, thus indirectly electing the members of the Areopagus. It had the final say on legislation and the right to call magistrates to account after their year of office. A typical meeting of the Assembly probably contained around 6000 people, out of a total citizen population of 30,000–60,000. It would have been difficult, however, for non-wealthy people outside the urban center of Athens to attend until payments for attendance were introduced in the 390s. It originally met once every month, but later met three or four times per month. The agenda for the ekklesia was established by the Boule, the popular council. Votes were taken by a show of hands, counting of stones and voting using broken pottery.
A quorum of 6,000 members was required sometimes to do business. The ecclesia elected by lot annually the Boule. Some of their power under Solon was delegated to the Court by Pericles in his reforms.
In ancient Greece an ekklesiasterion was a building specifically built for the purpose of holding the supreme meetings of the ecclesia. Like many other cities Athens did not have an ekklesiasterion. Instead, the regular meetings of the assembly were held on the Pnyx and two annual meetings took place in the Theater of Dionysus. Around 300 BC the meetings of the ekklesia were moved to the theater. The meetings of the assembly could attract large audiences: 6,000 citizens might have attended in Athens during the fifth century BC.
A police force of 300 Scythian slaves carried red ochre-stained ropes to induce the citizens who loitered in the agora of Athens to attend the meetings of the assembly. Anyone with red-stained clothes who was not in the meeting was liable to a penalty.
^ Hansen & Fischer-Hansen 1994, p. 51–53.
^ Osborne 2008, p. 206.
^ Moore 1975, p. 279.
Hansen, Mogens Herman; Fischer-Hansen, Tobias (1994), "Political Architecture in Archaic and Classical Greek Poleis", in Whitehead, David (ed.), From Political Architecture to Stephanus Byzantius: Sources for the Ancient Greek Polis, Historia: Einzelschriften, vol. 87, Stuttgart: Franz Steiner Verlag, pp. 23–90, ISBN 978-3-515-06572-6 .
Moore, J. M., ed. (1975), Aristotle and Xenophon on Democracy and Oligarchy, Berkeley and Los Angeles, California: University of California Press, ISBN 978-0-520-02909-5 .
Osborne, Robin, ed. (2008), The World of Athens: An Introduction to Classical Athenian Culture, Cambridge, United Kingdom: Cambridge University Press, ISBN 978-0-521-69853-5 .
Sinclair, R. K. (1991), Democracy and participation in Athens, Cambridge, United Kingdom: Cambridge University Press, ISBN 978-0-521-42389-2 .


text:
home Pending Reactors, U Construction of two new Iranian nuclear plants going well, atomic chief says
Construction of two new Iranian nuclear plants going well, atomic chief says
Ali Akbar Salehi, head of Islamic Republic's Atomic Energy Organization, says work on $8.5-billion power station project 'moving ahead in an excellent manner'
Construction of two new nuclear plants in the southern Iranian city of Bushehr, home to the country's only current working nuclear power station, is on schedule and going to plan, the Islamic Republic's atomic chief said on Monday.
Ali Akbar Salehi, head of the Atomic Energy Organization of Iran, said on Monday that the latest additions to its nuclear portfolio were "moving ahead in an excellent manner," according to Iranian media reports.
"I was in Bushehr two or three days ago and the Bushehr 2 and Bushehr 3 power plants are being constructed," Salehi reportedly said at a cabinet meeting in Tehran.
The project, which will cost more than $8.5 billion and is being built with Russian assistance, is expected to go online by 2026.
Iran's sole operational nuclear reactor, also built with Russian assistance, currently produces 1,000 megawatts of electricity. The new plants will produce an additional 1,057 megawatts.
Western nations do not view the Bushehr plant as a proliferation risk because Russia supplies the fuel for the reactor and takes away spent fuel that could otherwise be used to make weapons-grade plutonium.
Earlier this year, Salehi said that Iran had deceived nuclear inspectors by quietly purchasing replacement parts for its Arak nuclear reactor while it was conducting negotiations for an international agreement under which it knew it would be required to destroy the original components.
Salehi recalled that during talks for the so-called Joint Comprehensive Plan of Action, the 2015 deal that lifted sanctions on Iran in return for it dismantling the weapons-capable parts of its nuclear program, Iranian Supreme Leader Ali Khamenei warned his country's negotiators that he expected Western parties to renege on the agreement.
"When our team was in the midst of the negotiations, we knew that [the Westerners] would ultimately renege on their promises," Salehi said. "The leader [Khamenei] warned us that they were violators of agreements. We had to act wisely. Not only did we avoid destroying the bridges that we had built, but we also built new bridges that would enable us to go back faster if needed."
US President Donald Trump pulled out of the nuclear deal in May last year but the other signatories — Britain, France, Germany, Russia, China and Iran — have all agreed to try to keep the pact alive on their own. Trump insists the original agreement did not go far enough in curbing Iran's nuclear weapons ambitions and wants to renegotiate the JCPOA with stricter terms. In the meantime Washington has imposed heavy sanctions on Iran that could weaken the ability of the remaining parties to maintain the deal.
Last month Salehi said Iran has begun "preliminary activities for designing" a modern process for 20-percent uranium enrichment. Restarting enrichment at that level would mean Iran had withdrawn from the 2015 nuclear deal.
Tehran has in the past warned that if the remaining parties are not able to keep up the trade and financial benefits the deal provided, it will also pull out and restart controversial parts of its nuclear program.
Source: The Times of Israel


text:
The reserve is located on the north side of Redwood Springs subdivision on Willowview Drive.
There are multiple walking access points along Willowview Drive but no formal car park. Parking is on the roadside.
Take the 125 bus Redwood/Westlake; nearest bus stop is at Grimseys Road or Farquhars Rd. Find up to date information on metro info(external link).
There are no toilets at this reserve. The nearest are located in Murchison Park, less than five minutes drive away.
There a number of tables available for picnicking.
Dogs allowed off leash but under effective control in the reserve.
They are prohibited from being on and within one metre of the playground.
Find more parks you can visit with your dog.
Active springs
One of the best examples of active springs can be seen in the Styx River Esplanade Reserve. The spring bubbles up in a pool about three metres wide, sit awhile on the tiered seating and relax to the tranquil sound of bubbling water. A feature has been made of the pool with a sculptural canopy reflecting flax fronds waving in the wind.
A large playground and picnic area is near the east end of the reserve.
The wooden playground boasts a double flying fox, multi-play structure, roundabout, balancing logs, rope bridge, swings and more.
There is also stony and smooth tracks looping the playground for biking or running around.
The Styx Esplanade Reserve forms a section of a much larger green corridor associated with the Styx River. The long term goal is to create a walkway from source to sea, connecting the Styx sites.
This stretch of river holds two aquatic habitats; the main river with its strong flows and the gentle spring-heads adjacent. With these varied habitats, the biodiversity in the area is high. The main river is home to longfin and shortfin eels, common bullies and brown trout. The shallow springs house a number of native snails and crustaceans.
Native plants in the area include ferns, sedges, rushes, pohuehue vine and cabbage trees. There are also two locally rare species - a fern (Blechnum chambersii) and a carex (Carex maorica).
There are around 34 species of bird that use the corridor for living and breeding, at least half of which are native species such as the South Island fantail, NZ scaup, pukeko and white faced heron.
The Styx Living Laboratory Trust(external link) monitors, researches and helps to develop Styx sites. Get involved in environmental monitoring(external link).
Bookable spaces
There are two bookable picnic spaces at the Styx River Esplanade Reserve.
To help you make your booking you can:
find out about booking fees
take a look at the map to choose your preferred spot.
When you're ready to check availability and make a booking, contact us.
Please be aware that if you are arranging a publicly advertised gathering of more than 50 people you may need an event permit.
Map of bookable areas [PDF, 1020 KB]
A walking track follows along the river's edge from the playground to the springs area, past ponds and through native plantings.
Allow approximately 30 minutes to explore and return.


text:
Q: Storing text in android studio using shared preferences? I'm trying to store a user's submitted name with a button click to be retrieved and used in another activity. Currently I'm getting an error that I haven't been able to resolve and any help would be appreciated.
The error is Cannot resolve method 'getSharedPreferences(java.lang.String, int)'
Here's my code
package net.androidbootcamp.gamecompanion;

import android.app.Activity;
import android.content.Context;
import android.content.Intent;
import android.content.SharedPreferences;
import android.preference.PreferenceManager;
import android.support.v7.app.AppCompatActivity;
import android.os.Bundle;
import android.view.View;
import android.widget.Button;
import android.widget.EditText;
import android.widget.Toast;

import java.text.DecimalFormat;

import static android.app.PendingIntent.getActivity;
import static android.content.Context.MODE_PRIVATE;

public class SettingsActivity extends AppCompatActivity {

public static final String MyPREFERENCES = "MyPrefs" ;
public static final String Name = "nameKey";
SharedPreferences sharedpreferences;

@Override
protected void onCreate(Bundle savedInstanceState) {

    final EditText enterName1 = (EditText) findViewById(R.id.enterName1);
    final EditText enterName2 = (EditText) findViewById(R.id.enterName2);

    Button btnOK = (Button) findViewById(R.id.btnOK);
    sharedpreferences = getSharedPreferences(MyPREFERENCES, Context.MODE_PRIVATE);

    btnOK.setOnClickListener(new View.OnClickListener() {
        public void onClick(View v) {
            String n  = enterName1.getText().toString();
            SharedPreferences.Editor editor = sharedpreferences.edit();
            editor.putString(Name, n);
            editor.commit();

          //  Toast.makeText(SettingsActivity.this, "Player name set!", Toast.LENGTH_LONG).show();

        }
        });

}

}

A: SharedPreferences shredpreferences=getApplicationContext().getSharedPreferences(MyPREFERENCES,Context.MODE_PRIVATE);

A: You need to call getSharedPreferences() on a Context.
So, change
sharedpreferences = getSharedPreferences(MyPREFERENCES, Context.MODE_PRIVATE);

To
sharedpreferences = this.getSharedPreferences(MyPREFERENCES, Context.MODE_PRIVATE);

redpajama_set_name: RedPajamaStackExchange


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text:
$5.5 Million Paid to Disabled Driver
A Hazlet, NJ man was turning left into his driveway when he was suddenly struck by a commercial pick-up truck driven by an employee of a water delivery company.
The accident exacerbated the man's pre-existing back condition. Pain flared following the accident, which led to multiple surgeries, including spinal decompression with fusion of his back and the implantation of a dorsal column stimulator to relieve his pain. Additionally, the victim suffered nerve damage to both of his elbows due to the use of a walker following his back surgery, resulting in multiple ulnar release surgeries on his elbows. He was repeatedly hospitalized for complications and treatment all related to the accident.
Mr. Maggs and Mr. McDermott represented their client and worked closely with him through his lengthy treatment. The Firm helped him navigate through the complicated medical and legal channels to ensure his legal rights were protected. After years of litigation, Mr. Maggs and Mr. McDermott reached a settlement for their client of $5.5 million with the water delivery company.
According to the client, "Mr. Maggs and Mr. McDermott helped me put my life back together and got me back on my feet. For that, I am eternally grateful."
For more information on the Personal Injury Practice at Maggs McDermott & DiCicco, click here.


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How To Build A Pallet Fence YouTubeMay wood plastic composite 2x2 for sale Thank you for this video I m inspired and will make a front yard fence out of pallets these next few days.


1. What is the difference between peak and off-peak minutes?
2. How do I make an International Long Distance call?
3. How can I contact customer service?
4. Where can I find out the details about a plan?
6. What happens if I dont talk for a whole minute or drop a call?
7. What do I do when my account is suspended?
8. What do I do when my account is deactivated?
9. Can I remove or add voicemail to my account?
10. How do I use my voicemail?
11. Can I block or unblock text messaging from my account?
12. Can I change my mobile number?
13. What do I do if I lose my phone?
14. How long does it take my phone to be delivered in the mail?
15. How do I log into my account online?
16. Can I keep my number?
"All calls made during peak hours (see Rate Plan details), Monday through Friday are considered peak or anytime minutes. All other times are considered off-peak, or Nights and Weekends."
"To place an International call, simply press and hold the 9 key down for one touch access or dial 1-866-339-9011 before dialing your International number. Instead of entering a PIN as with a typical prepaid calling card, our International calling system recognizes your mobile number and automatically accesses your account. "
"You can reach customer service 24 hours a day by calling 1-866-624-3948. Someone should respond immediately during normal business hours. You can also get answers online at anytime by logging into your account with your username and password. "
"You can log into your account online or call customer service at 1-866-624-3948. Online payment methods include Visa, MasterCard, Discover or Debit Card (must have Visa or MasterCard logo and the CVV number located on the back)."
"If you prefer, you can also activate the convenient Autopay feature. With this feature turned on, we will automatically charge your credit card when you need more airtime. If you do not have the Autopay feature turned on log into your account online or call customer service at 1-866-912-3948."
"All calls are rounded up to the next minute. For example, if you talk for 1 minute and 30 seconds, you will be charged for 2 minutes."
"Dropping calls is unfortunate, but it does happen. You will only be charged for any airtime you used while the connection was active, and there is no extra charge after the call ends. If it happens often, please contact customer service for assistance."
"If your plan is suspended, you may be out of peak minutes, have a balance owing on your account or your plan has expired. To restore service contact customer service at 1-866-624-3948."
You can reactivate your phone online or contact customer service. A reactivation fee may be applied. Any balance due from your old account will be attached to your new account and minutes are deducted to cover those fees. You will be assigned a new mobile number.
"You can add or remove voicemail at anytime, at no charge, by contacting customer service at 1-866-624-3948 ."
"To set up your voicemail dial your mobile number and press * at the greeting. The system will prompt you to select a 4-10 digit security code and record a greeting. Please keep your security code in a safe place. If you require your voicemail to be reset, all saved voicemails will be lost."
"You can listen to your voicemail by holding the 1-touch access key, dialing your mobile number or pressing the button on your phone keypad which displays an envelope icon (if available). Follow the voicemail prompts of the automated system. To listen to your voicemail calling from another phone please call your mobile number and press the * key during the greeting. After you enter your security code, simply follow the automated instructions."
"You can block or add text messaging at anytime, at no charge, by contacting customer service."
"You can change you mobile number anytime by logging into your account online and selecting Update Mobile Number / ESN or contacting customer service. There is a $2.00 fee for changing your number in the same area code and a $7.00 fee for a new area code. Once your mobile number has been changed, the new number must be programmed into you phone before you can make and receive calls."
"If your phone has been lost or stolen, you can report it missing by calling customer service at 1-866-624-3948 ."
"All orders placed online may take between 3-10 days for delivery. Most orders placed before 3 PM PST, Monday through Friday, will be shipped on the same day. Orders placed after 3 PM or over the weekend will be shipped on the next business day. If you do not receive your phone within 10 days, please contact customer service for assistance and a tracking number. Note: Express Overnight Shipping orders should be received within 24 hours from shipment to most destinations."
Go to the home page of this website and enter your username and password. Your username and password can be found on your original receipt in the customer information section.
Most active numbers can be ported. Please contact a 011Mobile representative at 1-866-912-3948 for details.