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Community Development Innovation Review
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The Mental Health Imperative: Learning from History and Innovating Forward
Author(s): Benjamin F. Miller and Tyler Norris, Well Being Trust
Mental health is one of the most important, yet often siloed aspects of health. While 1 in 5 people will experience a mental health disorder in their lifetime,1 and all of us are impacted to some degree, mental health is consistently left on the sidelines when the nation looks to redesign the health care system and increase community well-being. Yet outside of health care delivery, our communities present the most important factors and conditions that both prohibit and enable good mental health and well-being.2 Simply put, where we live can have a more substantial impact on our mental health and well-being than access to clinical care.3 For people to reach their fullest potential, leaders from all sectors must recognize that the current course of policy and investments in our nation is not leading us in a direction that lands at the desired destination. For example, it is projected that 2 million lives will be lost over the next decade, a 100 percent increase over the last decade, due to drugs, alcohol, and suicide4—lives lost due to despair, loneliness, and isolation5—it is the time put into action evidence-based community solutions to change this trajectory.6 To chart a successful path forward, policymakers and community leaders must take a systems lens and provide thoughtful leadership, strategic community investment, and a comprehensive vision of health that includes mental, emotional, and social health.
Like many other health conditions, mental health can play a role in how people cope with stress or manage day to day activities. The causes of mental health are multifaceted and include combinations of biology, life experience, or family history.7 The World Health Organization rightly includes mental health as one component of their definition of health: "Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity."8 Yet, when other health care experts discuss the issues, they tend to focus on a continuum of services often associated with mental health.9 For the purpose of this article, we will use a variation from the United States Department of Health and Human Services that describes mental health as being inclusive of emotional, psychological, and social well-being, which can directly affect the ways people think, feel, and act.10 This definition clearly points to the central role that upstream social factors play in promoting mental health, demonstrating the important opportunity for the community development field to become a core partner in the work.
According to the National Institutes for Mental health, in 2016, 44.7 million adults in the United States were living with a mental illness, including serious mental illness.11 This breaks down to one in five for any mental illness and one in 25 for serious mental illness. Compared to type II diabetes (9.4 percent of the population in 2015 or 30 million people) or cancer (38 percent diagnosed at some point their lifetime), mental illness is a common health condition most people will experience either directly or indirectly. While mental health disorders can and do affect people of all ages and stages of life, symptoms of many common mental health disorders emerge in early adolescence and teenage years, with some emerging as early as 11 years old (in the case of behavioral disorders) and six years old (anxiety disorders).12 One study examined a national sample of adolescents, finding that approximately one out of every four or five would meet criteria for a mental health disorder with severe impairment across their lifetime.13 That mental health disorders arise at such young ages highlights the need—and opportunity—to address mental health issues early, before any problems become more severe. Identifying and treating mental health problems early in life can not only delay further onset of symptoms for the individual, but also minimize family and community disruption.14
A fractured history
Fragmentation in health care has made addressing mental health disorders challenging.15 Driven by the ongoing separation of mental health from the rest of health care, people and families are forced to work harder to get the care they need. Historically, mental health in the United States has been kept apart from physical health in almost every conceivable way possible. There have been separate mechanisms to finance mental health,16 train mental health clinicians,17 and deliver mental health care.18 The first major piece of federal mental health legislation, the Community Mental Health Act signed by President John F. Kennedy in 1963, was intended to create 1,500 new community mental health centers to bring people with mental illness out of state psychiatric hospitals and back into the community. The reasons for this legislation were sound—the state hospitals were often understaffed, underfunded, and criticized for their poor conditions and patients' rights violations—but the consequences were unintended. The dollars that were intended to go to community mental health never truly materialized, creating an underfunded and often inadequate system of care.19 And, unfortunately, health care and communities were not ready for an entirely separate system of care. But this was only one piece of a much larger mental health puzzle.
Further exacerbating the problem, "traditional" health care never truly embraced mental health, but rather kept it as distinct and different. This in part was due to the longstanding historical structures that had been in place, but also because of how communities responded when issues around mental health were raised. Stigma—a reluctance to talk about or work on anything related to mental health, due to pervasive cultural beliefs of mental illness as a character flaw or weakness20—kept mental health isolated.21 This stigma persists quite heavily still today, and, in many ways, is worsened by the structures society has placed around mental health. As a separate system grew around mental health and substance use disorders, both medical professionals and the broader community, which includes those who have mental health needs, have come to accept that mental health care is isolated from "traditional" health care, reinforcing the societal stigma around mental illness. From things as simple as showing up to a primary care physician and being told that they needed to seek help for their depression elsewhere, to coming forward to work colleagues only to be treated as if something was wrong with them, both the separation of health care and pervasive stigma made accessing mental health care incredibly difficult. These barriers add to the challenges low-income communities already face with access and affordability and help explain why people are not seeking care when they may need it most.22
Current context: The cost
Between 2015-2016, 142,000 lives were lost to drugs, alcohol, or suicide. Depression remains the worldwide leading cause of disability, costing the United States about $210 billion a year.23 Despite the prevalence of depression, primary care practices in the country only screen for depression around four percent of the time.24 Even if they do screen, a further two-thirds of primary care physicians could not get their patients access to mental health or substance use services.25 It comes as no surprise, then, that only 4 in 9 people who need mental health services received care, and 1 in 10 people with an identified substance use disorder received needed treatment at a specialty facility in 2016.26 Lack of treatment is one piece of ever-rising costs, but the cost of chronic disease in combination with mental health problems is also a significant cost driver.27 These data, and the broader argument for integration, are in part why actuaries estimate the value and benefit of integrating care, i.e., bringing mental health and medical care together, to be in the billions for both public and private payers.28 Not only is there a value proposition naturally built into promoting population level mental health, there are also profound societal benefits that require a broader system lens to understand.
A way forward: Systems lens
One of the most common misperceptions about health care is that there is a system. As Hamilton Moses and his co-authors described, "US health care is not a system, as it is neither coordinated by a central entity nor governed by individuals and institutions that interact in predictable ways."29 Thus, efforts to address mental health problems with new solutions must begin by acknowledging the fundamental need to develop a coordinated system that is able to be responsive to innovation and the growing evidence base of what works.
Intentionally investing in health requires a more comprehensive understanding of what matters for health and bringing together multiple sectors simultaneously to do their part in creating outcomes. From a clinical perspective, perhaps one of the most promising first steps is to create a true system of care that can identify need, provide treatment, coordinate care across those providing treatment, measure outcomes, and follow up. The current "system" (or lack thereof) typically addresses one of these elements, drastically mitigating any impact.30 From a community perspective, this is about connecting all the dots—and treating health as a byproduct of community conditions, not simply a care intervention. To be effective, communities must tie together more seamlessly—the multiple sectors who often do not see their work as directly impacting health outcomes. Further, defragmenting the silos across community (e.g. housing, transportation, education, early childhood, job creation), can create an environment where upstream and downstream factors are addressed simultaneously.31 This requires thoughtful dose-sufficient investment with a systems lens and, most importantly, strategic leadership focused on creating and sustaining the conditions for intergenerational well-being.32
A way forward: Leadership
There have been numerous publications on the evidence behind how leadership hastens social change.33 Like the "community quarterbacks" David Erickson and others have written about, leaders in the arena of mental health and well-being need to be able to look across a wide field: physical and mental, clinical and community.34 Leaders from across the health continuum need to understand that while a fully functioning and integrated health "system" may not exist, the many issues they face are taking place in a larger, interconnected web—a "field of fields"—that includes factors outside the traditional bounds of health. And they need to rise to that challenge.
A first step to achieve a more fully realized vision for health is to connect mental health and well-being with community development. This step begins with a vision for health that does not isolate mental health and treat it as somehow different, but rather, fully embraces it as central to health. It will then require leaders who are willing to work to achieve that vision, regardless of the challenges they face.35
Leaders throughout our communities should embrace a systems lens and align practices, policies, and investments with what research demonstrates is best for overall well-being, which includes the community development field's collective efforts. Businesses, banks, community-based organizations, universities, civic groups, places of worship—a community's institutions—must work to align their internal practices around mental health and well-being, just as local, state, and federal policymakers look to align their public policies. And finally, investors across asset classes must align their investments into programs and initiatives that can help create the community conditions for mental health and well-being. We each inherited someone else's legacy—this is about leaving behind our legacy—one that has prioritized community and well-being.
A way forward: Strategic community investment
Public health practitioners have long advocated for communities to address not just the health care people receive, but also the underlying conditions that create health: healthy environments; good education; access to fresh, healthy foods; quality affordable housing; economic opportunity; and strong social connections, among others. The very same conditions underlie mental health. Furthermore, most health disparities–including mental health disparities–are often rooted in social and economic differences.36 To truly address issues of mental health on a population level, including mental health disparities, leaders everywhere must tackle the roots of these issues: community conditions. For example, there is a direct relationship between employment and health, with every 1 percent increase in unemployment being directly related to a 3.6 percent increase in drug overdose deaths per 100,000.37 And, where someone lives and who they live with has a direct impact on their mental health,38 and some of these issues are exacerbated by rural and urban variables. One study found rates of depression significantly higher in rural areas compared to urban areas (6.1 percent to 5.2 percent, respectively).39
The built environment also positively and negatively impacts mental health.40 Access to transportation and mental health clinicians is incredibly important—larger distances to mental health providers can lead to an increase in disparities for mental health.41 And, while these examples of community conditions are critical to helping achieve optimal health and well-being, health care has been relatively slow to pursue strategies that invest in these sectors.
Change is coming: Shifting the balance of power from health care to community
Health care's business model is in the midst of a disruption. When the dominant health policy of the land requires improved outcomes, decreased cost, and enhanced patient experiences,42 this is not business as usual—it forces decades-old business practices to shift with the current policies. The dominant model of health care is shifting from volume-based encounters (how many people did you see?) to value based arrangements (did they get better?).43 But despite this progress in the financing of health care, we are watching life expectancy drop for the second year in a row.44 In addition, data show how we are furthering the gaps in health disparities with drug overdose rates as just one example.45 For our nation to solve some of these crises, to close disparity gaps and increase our life expectancy, we must collectively move beyond health care programs to a broader lens focused on community.
The current opioid crisis provides a good illustration. While, on the surface, the opioid crisis appears to be emergent, it is actually the third opioid epidemic the country has faced.46 Each time the nation faced these crises, policy makers missed the mark. The nation's fractured take on health, separating mental health from physical health and even more broadly community from health care, has had substantial repercussions and only added to the current predicament. In fact, it is this antiquated view of the mind and the body and of the social determinants of health that keeps us from moving forward.
Just as the problem the country faces around mental health and substance use did not appear overnight, neither will the solutions appear through a few new programs or initiatives. In times like these, when people are dying at an unprecedented rate, the nation must thoughtfully consider whether we want to invest once more in programs that address the symptoms or finally support true systems-level change that addresses the current crisis while simultaneously preparing our communities and the nation to prevent the next one.47 Improving health in the United States requires policymakers and civic leaders to fundamentally rethink how they define and invest in health.
Let's begin to see mental health and well-being for what it is—an essential part of our health—and design and invest in a system around it that meets the needs of our families and communities. This requires us all to adopt a systems lens and provide thoughtful leadership, strategic community investment, and vision for health.
Benjamin F. Miller,
PsyD is the Chief Strategy Officer for Well Being Trust, a national foundation committed to advancing the mental, social and spiritual health of the nation. He oversees the foundation's portfolio ensuring alignment across partners, overall strategy and direction, and connection of the work to advance policy. The end goal is to help advance the national movement around mental health and well-being. Prior to joining Well Being Trust, Dr. Miller spent eight years as an Associate Professor in the Department of Family Medicine at the University of Colorado School of Medicine where he was the founding Director of the Eugene S. Farley, Jr. Health Policy Center.
Tyler Norris,
MDiv, is Chief Executive of Well Being Trust. Over the past three decades, Tyler has shaped health and development initiatives in hundreds of communities in the U.S. and around the world. He has an extensive background as a social entrepreneur and trusted advisor to philanthropies, health systems, government agencies and collaborative partnerships working to improve the health of people and places. Immediately prior to becoming the first chief executive of Well Being Trust, Tyler served as vice president, Total Health at Kaiser Permanente, where he led "anchor institution" work, applying all organizational assets to impact the economic, social and environmental determinants of health. He has served as a board member and/or advisor to the Convergence Partnership; Enterprise Community Partners; Active Living by Design; and the YMCA of the USA.
1. Steel Z, Marnane C, Iranpour C, et al. The global prevalence of common mental disorders: a systematic review and meta-analysis 1980–2013. International Journal of Epidemiology. 2014;43(2):476-493.
2. Robinson LR, Holbrook JR, Bitsko RH, et al. Differences in Health Care, Family, and Community Factors Associated with Mental, Behavioral, and Developmental Disorders Among Children Aged 2–8 Years in Rural and Urban Areas — United States, 2011–2012. MMWR Surveillance Summer 2017: Centers for Disease Control and Prevention 2017.
3. Robert Wood Johnson Foundation. Does where you live affect how long you will live? 2017; https://www.rwjf.org/en/library/interactives/whereyouliveaffectshowlongyoulive.html. Accessed September 1, 2018.
4. Segal LM, De Biasi A, Mueller J, May K, Warren M. Pain in the Nation: The drug, alcohol, and suicide crises and the need for a national resilience strategy Trust for America's Health 2017.
5. Case A, Deaton A. Mortality and Morbidity in the 21st Century Brookings Institute;2017.
6. Auerbach J, Miller BF. Deaths of Despair and Building a National Resilience Strategy. Journal of Public Health Management and Practice. 2018; 24(4):297-300.
7. United States Department of Health and Human Services. What is mental health? 2018; https://www.mentalhealth.gov/basics/what-is-mental-health. Accessed August 3, 2018, 2018.
8. World Health Organization. Mental health: A state of well-being. 2018; http://www.who.int/features/factfiles/mental_health/en/. Accessed August 1, 2018, 2018.
9. Miller BF, Gilchrist EC, Ross KM, Wong SL, Green LA. Creating a Culture of Whole Health: Recommendations for Integrating Behavioral Health and Primary Care. Eugene S. Farley, Jr. Health Policy Center, University of Colorado School of Medicine 2016.
10. United States Department of Health and Human Services. What is mental health? 2018; https://www.mentalhealth.gov/basics/what-is-mental-health. Accessed August 3, 2018, 2018.
11. National Institute of Mental Health. Mental Illness. 2018; https://www.nimh.nih.gov/health/statistics/mental-illness.shtml. Accessed August, 3 2018, 2018.
12. Merikangas KR, He J, Burstein M, et al. Lifetime Prevalence of Mental Disorders in US Adolescents: Results from the National Comorbidity Study-Adolescent Supplement (NCS-A). Journal of the American Academy of Child and Adolescent Psychiatry. 2010;49(10):980-989.
14. Press NA. National Research Council (US) and Institute of Medicine (US) Committee on the Prevention of Mental Disorders and Substance Abuse Among Children, Youth, and Young Adults: Research Advances and Promising Interventions. https://www.ncbi.nlm.nih.gov/books/NBK32775/ 2009.
15. Miller BF. When Frontline Practice Innovations Are Ahead of the Health Policy Community: The Example of Behavioral Health and Primary Care Integration. The Journal of the American Board of Family Medicine. 2015; 28(Supplement 1):S98-S101.
16. Hubley SH, Miller BF. Implications of Healthcare Payment Reform for Clinical Psychologists in Medical Settings. Journal of Clinical Psychology in Medical Settings. 2016; 23(1):3-10. Kathol RG, Butler M, McAlpine DD, Kane RL. Barriers to Physical and Mental Condition Integrated Service Delivery. Psychosom Med. 2010;72(6):511-518. Miller BF, Ross KM, Davis MM, Melek SP, Kathol R, Gordon P. Payment Reform in the Patient-Centered Medical Home: Enabling and Sustaining Integrated Behavioral Health Care. American Psychologist 2017;72(1):55-68.
17. Blount A, ed Integrated primary care: The future of medical and mental health collaboration. New York: Norton; 1998. Blount A, Miller BF. Addressing the workforce crisis in integrated primary care. Journal of Clinical Psychology in Medical Settings. 2009;16:113-119.
18. Miller BF. When Frontline Practice Innovations Are Ahead of the Health Policy Community: The Example of Behavioral Health and Primary Care Integration. The Journal of the American Board of Family Medicine. 2015;28(Supplement 1):S98-S101. Blount A, Bayona J. Toward a system of integrated primary care. Families Systems Medicine. 1994;12:171-182.
19. Hubley SH, Miller BF. The History of Fragmentation and the Promise of Integration: A Primer on Behavioral Health and Primary Care In: Maruish M, ed. New York: Taylor and Francis; 2017.
20. Nakane Y, Jorm AF, Yoshioka K, Christensen H, Nakane H, Griffiths KM. Public beliefs about causes and risk factors for mental disorders: a comparison of Japan and Australia. BMC psychiatry. 2005;5:33-33.
21. Goldberg DS. On Stigma & Health. The Journal of Law, Medicine & Ethics. 2017;45(4):475-483.
22. Cunningham PJ. Beyond parity: Primary Care Physicians' Perspectives on Access to Mental Health Care. Health Affairs. 2009;28(3):w490–w501. VanderWielen LM, Gilchrist EC, Nowels MA, Petterson SM, Rust G, Miller BF. Not Near Enough: Racial and Ethnic Disparities in Access to Nearby Behavioral Health Care and Primary Care. Journal of health care for the poor and underserved. 2015;26(3):1032-1047. Young RA, DeVoe JE. Who Will Have Health Insurance in the Future? An Updated Projection. The Annals of Family Medicine. 2012;10(2):156-162.
23. Greenberg PE, Fournier AA, Sisitsky T, Pike CT, Kessler RC. The economic burden of adults with major depressive disorder in the United States (2005 and 2010). J Clin Psychiatry. 2015;76(2):155-162.
24. Ayse Akincigil, Elizabeth B. Matthews. National Rates and Patterns of Depression Screening in Primary Care: Results From 2012 and 2013. Psychiatric Services. 2017;68(7):660-666.
25. Cunningham PJ. Beyond parity: Primary Care Physicians' Perspectives on Access to Mental Health Care. Health Affairs. 2009;28(3):w490–w501.
26. Segal LM, De Biasi A, Mueller J, May K, Warren M. Pain in the Nation: The drug, alcohol, and suicide crises and the need for a national resilience strategy Trust for America's Health 2017.
27. Kathol RG, deGruy F, Rollman BL. Value-Based Financially Sustainable Behavioral Health Components in Patient-Centered Medical Homes. The Annals of Family Medicine. 2014;12(2):172-175.
28. Melek S, Norris D. Chronic conditions and comorbid psychological disorders. Milliman 2008. Melek SP, Norris DT, Paulus J. Economic Impact of Integrated Medical-Behavioral Healthcare: Implications for Psychiatry 2015.
29. Moses H, III, Matheson DM, et al. The anatomy of health care in the united states. JAMA. 2013;310(18):1947-1964.
30. Institute of Medicine. Crossing the quality chasm: A new health system for the 21st century. Washington, D.C.: National Academy Press;2001.
31. Federal Reserve Bank of San Francisco. Building on what works: Cross-sector community development, Community Development Investment Review 12, no. 1, 2017.
32. Well Being Trust. Well Being Legacy. 2018; https://www.wellbeinglegacy.org/. Accessed July 29, 2018. Mclean J, Norris T. Building a Market for Health: Achieving Community Outcomes Through a Total Health Business Model. In: Federal Reserve Bank of San Francisco, ed. What Matters: Investing in Results to Build Strong, Vibrant Communities. Federal Reserve Bank of San Francisco and Nonprofit Finance Fund; 2017.
33. Flores AL, Risley K, Quintana K. Developing a Public Health Pipeline: Key Components of a Public Health Leadership Program. Prev Med Community Health, 2018. Petrie DA, Swanson RC. The mental demands of leadership in complex adaptive systems. Health Manage Forum, 2018.
35. Petrie DA, Swanson RC. The mental demands of leadership in complex adaptive systems. Health Manage Forum. 2018.
36. Woolf SH, Braveman P. Where Health Disparities Begin: The Role Of Social And Economic Determinants—And Why Current Policies May Make Matters Worse. Health Affairs. 2011;30(10):1852-1859.
37. Hollingsworth A, Ruhm CJ, Simon K. Macroeconomic conditions and opioid abuse. Journal of Health Economics. 2017;56:222-233.
38. Moxham L. Where you live and who live with matters: Housing and mental health, Journal of Prevention & Intervention in the Community 2016;44(4):247-257.
39. Probst JC, Laditka SB, Moore CG, Harun N, Powell MP, Baxley EG. Rural-urban differences in depression prevalence: implications for family medicine. Fam Med. 2006;38(9):653-660.
40. Evans GW. The built environment and mental health. Journal of Urban Health. 2003;80(4):536-555.
41. VanderWielen LM, Gilchrist EC, Nowels MA, Petterson SM, Rust G, Miller BF. Not Near Enough: Racial and Ethnic Disparities in Access to Nearby Behavioral Health Care and Primary Care. Journal of health care for the poor and underserved. 2015;26(3):1032-1047.
42. Berwick DM, Nolan TW, Whittington J. The Triple Aim: Care, Health, and Cost. Health Affairs. 2008;27(3):759-769.
43. Miller BF, Ross KM, Davis MM, Melek SP, Kathol R, Gordon P. Payment Reform in the Patient-Centered Medical Home: Enabling and Sustaining Integrated Behavioral Health Care. American Psychologist 2017;72(1):55-68.
44. United States Department of Health and Human Services: Centers for Disease Control and Prevention. Mortality in the United States, 2016. NCHS Data Brief. 2017(293).
46. Matthews DB. Un-burying the lead: Public health tools are the key to beating the opioid epidemic Brookings Institute: USC-Brookings Schaeffer Initiative for Health Policy 2018.
47. Auerbach J, Miller BF. Deaths of Despair and Building a National Resilience Strategy. Journal of Public Health Management and Practice. 2018;24(4):297-300.
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As many CISOs will tell you, IT security today is all about protecting data, not data centers. This data-centric view is largely a product of data moving to the cloud and mobile and it's so relevant today that Gartner focuses on this in their latest research on protecting data in the cloud. In their latest report, Gartner identified 4 pillars companies must address to protect their information: visibility, compliance, threat detection, and data security. With the average company uploading more data to the cloud every day, and 21% of files uploaded to file sharing services containing sensitive data, the stakes for securing data couldn't be higher.
Ensure that sensitive data is encrypted using known good algorithms or tokenized before entering the cloud service via a configurable data security policy.
Ensure that robust authentication procedures are defined and enforced, including central credential store usage, certificates, and multi-factor authentication.
Support encryption key management via a hardware security module (HSM).
Prevent data from being lost within cloud services when the owner is de-provisioned.
Ensure functionality within cloud services is maintained when data within those services is encrypted or tokenized so that the value of the services can be fully realized.
Ensure that data loss prevention and e-discovery are available for cloud services, just as they are for on-premise systems today.
Which cloud services encrypt data at rest and provide multi-factor authentication?
What are the compliance certifications of the services employees are using?
Which of our cloud services undergo regular penetration testing?
Which of our cloud services have been compromised in the last week, month, year?
Which data should be encrypted in which cloud services?
How do we encrypt data while maintaining required functionality within cloud services?
How do we encrypt data while controlling our own encryption keys?
How do we enforce access policies based on user, device, and location?
Some cloud services have security capabilities that far-exceed most corporate data centers. However, with over 12,000 cloud services available today, there is a large variation in the security capabilities offered. The good news is that an increasing number of cloud services are investing in security, but a larger number still do not offer even basic security features. Only 17% of cloud services provide multi-factor authentication, only 5% are ISO 27001 certified and only 11% encrypt data at rest. For this reason, it is important to look at the risk of services individually and enable risk-based policies on acceptable usage.
In services with high levels of built in security, users and their devices can often be the weakest link. Users frequently lose devices or leave them in insecure locations and are prone to lose passwords as well. A shocking 12% of employees have at least one corporate identity (username and password) for a cloud service that has been compromised for sale on the Darknet (online black markets) today.
A study by Joseph Bonneau at the University of Cambridge showed that 31% of passwords are re-used in multiple places. The implication here is that, for 31% of compromised identities, an attacker could not only gain access to all the data in that cloud service, but potentially all the data in the other cloud services in use by that person as well. Considering that the average person uses three different cloud file-sharing services, and 37% of users upload sensitive data to cloud file-sharing services, the impact of one compromised account can be immense.
Enterprises can improve the security of their data by employing access control policies for cloud services that take into account the context of the user, data, device, and location. For example, an executive may be able to view and download important financial data to her laptop when in the office, but may be restricted to viewing only when on her mobile device in a foreign country.
Additionally, enterprises can take extra steps to ensure the security of their data by employing encryption and tokenization and controlling their own keys. Encryption can be tricky, and several considerations must be made when evaluating encryption options.
First, enterprises must avoid "proprietary algorithms" in favor of encryption algorithms that are both peer- and academia-reviewed to ensure that they are up to modern cryptographic standards.
Second, enterprises must also verify that the algorithms used can support the required functionality of their application since there is a trade-off between the security of an algorithms and the functionality that it can support. To better understand the specific tradeoffs, read The Cloud Encryption Handbook: Encryption Schemes and Their Relative Strengths and Weaknesses. Finally, to maximize data security, enterprises must control their own encryption keys. By taking control of their keys, they prevent a malicious insider at a cloud service or an inquiring government agency from gaining access to their data.


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PREP ROUNDUP
Pitman eyes CCC title after beating Buhach at the Buzzer
The Pitman High girls basketball team created a two-way tie for first place on Tuesday night with a 47-44 victory over Buhach Colony. The Pride (10-4 CCC) and Thunder (10-4 CCC) now sit side by side at the number one position in the CCC.
The back and forth matchup between Buhach and Pitman was decided in the last second of the game. With 40 seconds on the clock the Pride found themselves trailing by five points. A couple of free throws and a layup tied the contest and gave the Thunder the ball as the time slipped off the clock. Buhach lost control of the ball, however, giving Pitman the final possession and a chance to win. With the pressure of the season bearing down on her, freshman Cady Riley hit a three-point shot at the buzzer for the win.
Turlock High's game was also closely contested but the Bulldogs (9-5 CCC) failed to pull out the win against Golden Valley High on Tuesday. The Cougars took advantage of a poor shooting performance by Turlock to take a 38-34 victory.
Even though Turlock's offense was cold the two teams entered halftime tied 17-17. The Bulldogs lacked intensity in the second half though as their defense struggled to contain Golden Valley. As the end of the game neared Turlock made a slight comeback, cutting the Cougar lead substantially but there was not enough time on the clock for Turlock to come out on top.
Pitman's victory and Turlock's loss adds more drama to Thursday's matchup between the two teams. With a win the Pride, who beat Buhach twice this season, will become CCC champions. Turlock on the other hand is out of title contention but a win would be a great way to end its season on senior night at home.
Eagles back on top; Coyotes still in playoff hunt
Turlock Christian High was back in winning form on Monday after suffering its first league loss last week to Ripon Christian High. The Eagles (12-1 Southern) hosted Mariposa High's Grizzlies (9-4 Southern) in a 41-36 victory.
Despite the absence of Halie Bergman, the Eagles managed to outscore Mariposa 22-16 by halftime. TC's offense was led by Natalie Snyder with 21 points and its defense was once again anchored by Rebekah Muller who recorded nine rebounds, eight steals and four blocks. Mariposa outscored TC in the fourth quarter but the effort was too little too late.
The Eagles will host Waterford High on Thursday where a win will guarantee them a piece of the Southern League Title. Ripon Christian (12-1 Southern) will likely be the co-champions if they also come away with a victory on Thursday.
Denair High's girls entered Monday's matchup with Gustine High with the understanding that a loss would eliminate the team from playoff contention. The Coyotes (7-6 Southern), still hampered with sick players, kept their dreams alive with a 30-16 win over the Redskins (2-11 Southern), leaving Delhi High as their only remaining obstacle before the season is through.
Denair's shooting was cold on Monday, primarily because team leader Chelsea Wooten was one of the sick Coyotes. Fortunately for Denair, Gustine's shooting game wasn't at its best either. At halftime the score was a low 12-10 in Denair's favor.
The Coyotes picked up pace in the second half, scoring nine points in both the third and fourth quarters while holding Gustine to a scoreless third quarter and only six points in the fourth. Despite feeling ill Wooten led the team with fifteen points on the night. Denair's next game is a must win against Delhi High school during Denair's senior night. A win over the Hawks would surely result in a playoff berth.
The girls of Hilmar High wrapped their season up on Monday with a disappointing 64-35 loss to rival Escalon High. The Yellowjackets (4-8 TVL) showcased their worst shooting performance of the year and were outscored in each quarter by the Cougars (3-8 TVL).
As it has been all season size was a huge issue with Hilmar who struggled under the boards with rebounds. The 'Jackets' year looked promising after they won nine of their first 10 games but when league play began Hilmar dropped their first four games. Hilmar now looks forward to next season where a sophomore class is expected to add much needed size and depth to the team that is only graduating three players.

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Assistant Professor/Associate Professor, Pediatric Fetal Echocardiography Director - Children's Heart Institute, McGovern Medical School
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The Division of Pediatric Cardiology at The University of Texas Health Science Center at Houston (UTHealth), McGovern Medical School, Department of Children's Heart Institute seeks a full-time faculty member as an Assistant/Associate Professor/Professor who will serve as the Director of Fetal Echocardiography for its expanding non-invasive imaging section which currently consists of 8 advanced imaging trained faculty members. The successful candidate will serve as a member of the leadership team of the Fetal Center at Children's Memorial Hermann Hospital and Children's Heart Institute.
Children's Memorial Hermann Hospital is a 310-bed quaternary care women's and children's hospital located in the Texas Medical Center. The Cardiology Division provides a full range of Pediatric Cardiology services with pediatric cardiologists, four cardiothoracic surgeons, and an ACGME-approved fellowship training program and advanced imaging fellowship. A national referral center, The Fetal Center offers patients a complete range of prenatal testing and fetal interventions with a coordinated program for mother and child before, during, and after birth. The level IV NICU is one of the nation's largest, and the hospital is one of eight centers in the nation to participate in the leading collaborative networks dedicated to improving neonatal care—the National Institute of Child Health and Human Development's Neonatal Research Network and Maternal-Fetal Medicine Unit Network. Children's Memorial Hermann Hospital is the major teaching facility for the Department of Pediatrics of the McGovern Medical School at UT Health.
The division consists of 20 cardiologists, including non-invasive imaging (fetal and cardiac MR/CT), interventional cardiologists, electrophysiologists, a preventive cardiologist, and community cardiologists. There are 4 congenital heart surgeons with a 32-bed dedicated cardiac ICU, 12 intermediate care beds, and a 120-bed NICU. Last year, CMHH performed over 600 total surgeries and 425 catheterization procedures. CMHH is one of only 7 programs with a 3-star rating in the past two consecutive years by the Society of Thoracic Surgeons for surgical outcomes and ranked in the top-25 pediatric cardiology and cardiac surgery programs in the 2020-2021 US News & World Report.
Position Key Accountabilities:
As a member of the division of Cardiology and core imaging faculty, the Director of Fetal Echocardiography will also provide direct inpatient and outpatient care, read transthoracic and perform transesophageal echocardiograms. Additionally, he/she will participate in fellow, resident, and medical student teaching, and have a demonstrated commitment to academic and clinical excellence in Pediatric Cardiology. The development of outreach fetal screening opportunities with a growing neonatal/MFM network will be a key component of this effort. Preference will be given to candidates with more than 5 years of post-fellowship cardiology experience, experience with developing a fetal cardiology program, and those with an interest and track record for academic success in fetal medicine.
MD or equivalent degree, be Board Certified in Pediatric Cardiology
Licensed or licensable to practice medicine in the State of Texas.
Three (3) years of fellowship training in pediatric cardiology with an additional year of training in advanced congenital cardiac imaging
Five-plus (5+) years of pediatric echocardiography practice experience. The ideal applicant should have focused expertise in the imaging and management of fetal cardiology patients and their mothers
Up-to-date knowledge of the most recent technological advances. In addition to expertise in fetal echocardiography, equivalent experience in transthoracic and transesophageal echocardiography is required.
Leadership qualities and have a track record of team building.
Req #: 2200005C
To Apply: https://uth.referrals.selectminds.com/faculty/jobs/assistant-professor-associate-professor-pediatric-fetal-echocardiography-director-childrens-heart-institute-mcgovern-medical-school-12915?et=1HbkmHtb3
UTHealth is committed to providing equal opportunity in all employment-related activities without regard to race, color, religion, sex, sexual orientation, national origin, age, disability, genetic information, gender identity or expression, veteran status or any other basis prohibited by law or university policy. Reasonable accommodation, based on disability or religious observances, will be considered in accordance with applicable law and UTHealth policy. The University maintains affirmative action programs with respect to women, minorities, individuals with disabilities, and eligible veterans in accordance with applicable law.
Position Title: Assistant Professor/Associate Professor, Pediatric Fetal Echocardiography Director - Children's Heart Institute, McGovern Medical School
Company Name: UTHealth
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Two More Official Trailers for Aardman's Stop-Motion Film 'Early Man'
"In the beginning, the world was a scary place. Except for one peaceful valley…" StudioCanal, Aardman and The British Film Institute have released another full trailer for Aardman's stop-motion animated movie Early Man, telling the story of how an early cave man and his friend, a wild boar named Hognob, unites his tribe against the mighty Bronze Age in a battle to beat them at their own game. The primary voice cast features Tom Hiddleston, Eddie Redmayne and Maisie Williams. We've already seen the US teaser trailer and a full international trailer previously, but one more can't hurt, especially since this does look very fun. As with the previous trailer, this one has a bunch of soccer/football jokes to appeal to European crowds.
Here's the newest UK trailer (+ new quad poster) for Nick Park's Early Man, direct from YouTube:
And here's another US trailer (+ poster) for Nick Park's Early Man, also straight from YouTube:
You can still see the first teaser trailer for Aardman's Early Man here, or the full international trailer.
Set at the dawn of time, when dinosaurs and woolly mammoths roamed the earth, Early Man tells the story of how one plucky caveman unites his tribe against a mighty enemy and saves the day! Aardman's Early Man is directed by veteran Aardman filmmaker Nick Park, of many old Wallace & Gromit movies previously, as well as Chicken Run, The Curse of the Were-Rabbit, and A Matter of Loaf and Death. The screenplay is written by Mark Burton, James Higginson and John O'Farrell. StudioCanal will release Early Man in theaters in America starting February 16th, 2018 this winter. For more, follow @earlymanmovie.
Find more posts: Animation, To Watch, Trailer


text:
Ready For Athletic Bilbao
The team had their final training session before taking off for Bilbao.
Enzo once again joined the first team for the session. Pepe & Fabio stayed indoors and The Baby worked on his recovery.
FROM REALMADRID.COM
Zidane: "We have to show our confidence and character to win in Bilbao"
"The knockout tie with Bayern will be a joy for football fans around the world", added the Whites coach.
Zidane spoke to the press at Real Madrid City regarding the game against Athletic Bilbao on Saturday (4:15pm CET), in a game in which the Whites will look to consolidate their place at the top of the league: "These are three really important points for us. They will defend well just as they always do. We will be put to the test but we've been working hard, we have confidence and character. We need to combine these elements in order to win".
"I think the only game they lost at home was against Barcelona. We now it will be one of the most demanding games that we have left. It is a difficult place to go to but we will try to play well and win the game, doing as we've been doing up until now".
The BBC at San Mamés
"You'll see tomorrow who plays. They are all ready and we shall see what happens tomorrow".
End of LaLiga
"We will have pressure to deal with right up to the end, just like the end of last season, when we were winning our final games, if we can replicate that then great. , We depend on ourselves, it is a long hard road but we are simply approaching it game by game".
Warm balls and the Champions League draw
"Now we know that is not the case. I learned here how great it is to win everything. I'm as driven to win LaLiga as the Champions League. There are just five games left until the Champions League final and there are twelve left in LaLiga. There are no easy games and in the Champions League we're up against a tough and driven opponent. That is how it has happened, we cannot change it".
The return of Ancelotti
"I haven't spoken to him at all. Our relationship is like that of a master and apprentice. He is a good person, I was his number two and we all know what he achieved here. We know each other well and anything can happen on the pitch. The key thing is not the design but the attitude and admiration".
"Bayern will not be afraid either. They are a strong team that are doing well. It will be a joy to watch for football fans around the world. The knockout tie is 50/50, it has always been that way and especially so with this game. Normally they say it is better to play the away leg first but I don't have a preference. We know we need to go there and score and ten we can focus on the return leg".
"We can improve, of course. We are not doing badly and the results up to this point have been positive. The rest of the season will be important for us. That is when things will be decided. After the international break we will have a lot of games".
"April will be a huge month for us, but we have the group, the squad to face the challenge. The best part of the season is lying in wait. the players know this and we're focussed on our aim which is winning everything".
Varane not travelling with France
"It is normal, I don't think he was ready to travel with the French team. He is not 100% yet. It was better for him to stay with us because the end of the season will be difficult and we will need everyone".
"He came close to signing for Real Madrid but he went to Monaco. He is a talented player, what he is doing at this young age is incredible but what I'm focussed on is what we're going to do tomorrow".
Call Ups
The following players were called up for the match:
Goalkeepers: Navas, Casilla and Yáñez.
Defenders: Carvajal, Ramos, Nacho, Marcelo and Danilo.
Midfielders: Kroos, James, Casemiro, Kovacic, Modric, Asensio and Isco.
Forwards: Cristiano Ronaldo, Benzema, Bale, Lucas Vázquez and Morata.
The team made the short trip to Bilbao and are at their headquarters hotel until the match tomorrow.
Gareth Bale and Rubén Yáñez were chosen to were chosen to meet the fans at the Hotel Carlton.
Tags: Athletic Bilbao, Call Ups, Gareth Bale, La Liga, Meet the Press, Ruben Yanez, Sign Your Name Across My Heart, Training Day, Travel Pix, Zinedine Zidane, Zizou
← It's Bayern
The Daily Drool: Marc García (Chiqui) →
One Response to "Ready For Athletic Bilbao"
watishistacorrespondents March 18, 2017 at 2:48 am #
Hopefully I can get the match post done for this one!


It was recently announced that the company Gogo would be moving its aviation business division, Aircell, to the EOS office building in Broomfield's Interlocken Advanced Technology Park. According to an article in the Denver Business Journal, Aircell currently has about 200 employees in working in two separate facilities who will make the move.
The real estate deal with Aircell includes more than $1 million in economic development dollars from the state's Job Growth Incentive Tax Credit. While the company has not said how many jobs it plans to provide in the area, the 112,300 square feet it is leasing in the 186,231 square foot office building will provide space for the company to grow. Aircell provides in-flight connectivity and entertainment to 6,000 business aircraft operators worldwide, the article stated.
The EOS building, owned by Houston real estate firm Hines, was completed in 2012 but has sat vacant ever since, the article reported. It earned the U.S. Green Building Council's Leadership in Energy and Environmental Design platinum certification. The name EOS is both the acronym for "Environmental Office Space" as well as the Greek goddess of the dawn. The EOS building is solar-powered, the article noted.
The Broomfield community that Interlocken is located in is among Colorado's most thriving. According to a December report, the neighborhood has seen a more than 85 percent increase in the number of households in the past five years. A modest increase in median household incomes in the area and a healthy job market, as well as its close proximity to schools, are credited with the residential growth in the area.
Aircell's relocation doesn't involve moving employees from one state to another, as its facilities are already in the Broomfield area. However, if you're planning to relocate your offices from outside the Denver Metro region, Housing Helpers can help you with all facets of relocation for your company and your employees. For more information, contact us at 303.545.6000.
This entry was posted in Broomfield and tagged broomfield relocation, Interlocken, Interlocken Apartments, interlocken Business Park on February 6, 2014 by John Iannone.


text:
COVID-19 Economic Package: Real estate sectors hail Sitharaman's move to extend RERA deadline
COVID-19 Economic Package: Real estate sectors hail Sitharaman's move to extend RERA deadline
Finance Minister Nirmala Sitharaman on Wednesday rolled out the Rs. 20 lakh corore stimulus package, known as 'Atmanirbhar Bharat Abhiyan' which is aimed at spurring growth and building a self-reliant India. Addressing a presser, Sitharaman said all real estate projects registered under the Real Estate Regulatory Authority (RERA) expiring on or after March 25 will get a six-month extension as the lockdown to contain the COVID-19 pandemic stalled work.
The Finance Minister said, "Treat COVID-19 as 'force majeure' under RERA. Extend the registration and completion date, suo motu, by six months for all registered projects expiring on or after March 25 without individual applications. Regulators may extend this for up to three months more, if needed," she said.
Sitharaman's decision to extend RERA-imposed completion deadlines on real estate projects, has been hailed across the real estate sector.
"Ensures homebuyers trust and grants breather to the developer's fraternity," says Dr. Niranjan Hiranandani, National President – NAREDCO
Relaxation in project timelines under RERA Act will bring in sigh of relief to the developers and safeguard the interest of homebuyers with the revised new timelines for their dream home deliverables. This ensures homebuyers trust in the project and grants breather to the developer's fraternity for coping up with backlogged work due to natural disaster delays.
The other announcement which is positive for real estate is the announcement of INR 30,000 crore special liquidity scheme for Non-Banking Finance Companies (NBFCs) and Home Finance Companies (HFCs) and Micro Finance Institutions (MFIs). NBFCs and HFCs are major sources of credit for real estate, the impact should be easing of the liquidity crisis, especially for stressed players.
"This would de-stress developers and ensure on-time completion of projects," Manju Yagnik, Vice Chairperson, Nahar Group and Vice President, NAREDCO
This would de-stress developers and ensure on-time completion of projects. Besides, liquidity push for NBFCs, HFCs & MFIs & credit guarantee scheme worth Rs 45,000 cr for NBFCs has been introduced which will help housing sector. 25% Reduction in TDS on rent till March 2021 and extension of assessment getting barred from March 2021 to September 2021 would leave more time for home buyers to plan better financially. Also, the change in classification period in NPAs from 90 days to 180 days would prove beneficial for developer and home buyers in the current scenario. If Government works out ways to iron out issues wrt to restarting construction in non-containment zones with necessary precaution & supply – chain, it will help sector in a big way.
"Meaningful step and directed in sheer interest of the industry," Ram Raheja, Director, S Raheja Realty
We welcome government's stimulus boost to spur growth and build towards a self-reliant India. The Rs 75,000 cr liquidity boost for NBFCs is a meaningful step and directed in sheer interest of the industry. These steps will help ease the liquidity concerns for the real estate sector as the strengthening of the NBFCs to lend will in turn enable liquidity flow in ecosystem. Any measures directed towards the stimulation of real estate sector will inturn benefit 250 other industries that are directly and indirectly linked to this sector and ultimately help in revival of the economy. Additionally, in relief for the sector, a force majeure relief under RERA has also been provided to real estate developers and suo moto extension of 6 months have been provided for the projects registered on or before March 25. This will help towards timely completion of projects. Overall, we see this as a positive move.
These measures will go a long way in instilling confidence in banks, financial institutions and investors,"Dr. Joseph Thomas, Head of Research – Emkay Wealth Management
The announcement made by the Finance Minister, the first in a series, contained several measures targeted at improving liquidity and credit flow into MSMEs and NBFCs and smaller businesses. This assumes greater importance due to the fact that it is these segments which have been adversely impacted due to the lockdown. These measures will go a long way in instilling confidence in banks, financial institutions and investors in supporting the sections of business which actually require aid and help. The measures are more of supply side and there is very little that is on the demand side.
Utah wildfire burns 200 acres, juvenile in custody on suspicion of sparking fire, 3 other blazes
Fiancee of murdered Saudi journalist asks Newcastle fans to resist takeover
Google loses over $100 billion market value after AI chatbot Bard provides a false response
Newly launched AI-powered creator tech venture to focus on creator economy
'Indian banking system stronger, larger to be impacted'- How RBI chief Shaktikanta Das reacted to Adani row
This cable manufacturer posts highest ever revenue in 9 months of any financial year
8 Adani Group firms shine, two underperform; Adani Enterprises jumps 13 per cent
Home, car loan EMIs set to rise again as RBI hikes interest rate by 25 BPS to 6.5%


About Us | California Kindergarten Association.
The Mission of the California Kindergarten Association is to foster children's early learning and development by promoting best practices and professionalism in teaching and advocating for high quality, developmentally appropriate early childhood education.
Michelle was elected President of CKA in March 2019 after serving on the Board of Directors for four years. Michelle is a professor and coordinator in the Multiple Subject Credentialing program for Teachers College of San Joaquin in Stockton, California.
Judy Brown, with a group of dedicated educators, organized the first Bay Area Kindergarten Conference and was the first President of the CKA – more than 30 years ago!
Advocate for Quality Place-base Childcare Programs, Washington D.C.
Where do I find your photography release?
Right here! You can download the English Photography Release or the Spanish Photography Release.
How can I make a donation in a teacher's name?
Donations in a teacher's name make a great holiday or end of year present! You can make a donation by filling out this form.
Membership is $40 for a one year period, or $30 for students/retired educators. Along with your other membership benefits, it entitles you to a discount of $40 on your conference attendance. Join us!
Membership in CKA brings many benefits! Members can….
We'd love to keep you updated! Just click here to be added to the list. (CKA never shares e-mail addresses with third parties).
How do I get E-News?
To help keep our members informed, CKA regularly sends out E-News. Missed something? Past E-News is available here. Not receiving E-News? Join our mailing list, or better yet, become a CKA member!
How do I become a friend of CKA?
We invite you to become a Friend of the California Kindergarten Association (CKA). By being a Friend of CKA, you will gain increased exposure and advertisement of your business to our membership throughout the year while showing your association with, support for, and endorsement of CKA. Your organization will benefit from exposure on CKA's website, ongoing online communication, and eNews—an expansive audience of educators and organizations involved in early childhood education. CKA offers you the opportunity to increase your level of visibility by participating as a Friend of CKA at the level of support you choose. Please contact CKA for more information on how to become a Friend of CKA today!!


text:
.. _ccache_definition:

Credential cache
================

A credential cache (or "ccache") holds Kerberos credentials while they
remain valid and, generally, while the user's session lasts, so that
authenticating to a service multiple times (e.g., connecting to a web
or mail server more than once) doesn't require contacting the KDC
every time.

A credential cache usually contains one initial ticket which is
obtained using a password or another form of identity verification.
If this ticket is a ticket-granting ticket, it can be used to obtain
additional credentials without the password.  Because the credential
cache does not store the password, less long-term damage can be done
to the user's account if the machine is compromised.

A credentials cache stores a default client principal name, set when
the cache is created.  This is the name shown at the top of the
:ref:`klist(1)` *-A* output.

Each normal cache entry includes a service principal name, a client
principal name (which, in some ccache types, need not be the same as
the default), lifetime information, and flags, along with the
credential itself.  There are also other entries, indicated by special
names, that store additional information.

ccache types
------------

The credential cache interface, like the :ref:`keytab_definition` and
:ref:`rcache_definition` interfaces, uses `TYPE:value` strings to
indicate the type of credential cache and any associated cache naming
data to use.

There are several kinds of credentials cache supported in the MIT
Kerberos library.  Not all are supported on every platform.  In most
cases, it should be correct to use the default type built into the
library.

#. **API** is only implemented on Windows.  It communicates with a
   server process that holds the credentials in memory for the user,
   rather than writing them to disk.

#. **DIR** points to the storage location of the collection of the
   credential caches in *FILE:* format. It is most useful when dealing
   with multiple Kerberos realms and KDCs.  For release 1.10 the
   directory must already exist.  In post-1.10 releases the
   requirement is for parent directory to exist and the current
   process must have permissions to create the directory if it does
   not exist. See :ref:`col_ccache` for details.  New in release 1.10.

#. **FILE** caches are the simplest and most portable. A simple flat
   file format is used to store one credential after another.  This is
   the default ccache type if no type is specified in a ccache name.

#. **KCM** caches work by contacting a daemon process called ``kcm``
   to perform cache operations.  If the cache name is just ``KCM:``,
   the default cache as determined by the KCM daemon will be used.
   Newly created caches must generally be named ``KCM:uid:name``,
   where *uid* is the effective user ID of the running process.

   KCM client support is new in release 1.13.  A KCM daemon has not
   yet been implemented in MIT krb5, but the client will interoperate
   with the KCM daemon implemented by Heimdal.  macOS 10.7 and higher
   provides a KCM daemon as part of the operating system, and the
   **KCM** cache type is used as the default cache on that platform in
   a default build.

#. **KEYRING** is Linux-specific, and uses the kernel keyring support
   to store credential data in unswappable kernel memory where only
   the current user should be able to access it.  The following
   residual forms are supported:

   * KEYRING:name
   * KEYRING:process:name - process keyring
   * KEYRING:thread:name -  thread keyring

   Starting with release 1.12 the *KEYRING* type supports collections.
   The following new residual forms were added:

   * KEYRING:session:name - session keyring
   * KEYRING:user:name - user keyring
   * KEYRING:persistent:uidnumber - persistent per-UID collection.
     Unlike the user keyring, this collection survives after the user
     logs out, until the cache credentials expire.  This type of
     ccache requires support from the kernel; otherwise, it will fall
     back to the user keyring.

   See :ref:`col_ccache` for details.

#. **MEMORY** caches are for storage of credentials that don't need to
   be made available outside of the current process.  For example, a
   memory ccache is used by :ref:`kadmin(1)` to store the
   administrative ticket used to contact the admin server.  Memory
   ccaches are faster than file ccaches and are automatically
   destroyed when the process exits.

#. **MSLSA** is a Windows-specific cache type that accesses the
   Windows credential store.

.. _col_ccache:

Collections of caches
---------------------

Some credential cache types can support collections of multiple
caches.  One of the caches in the collection is designated as the
*primary* and will be used when the collection is resolved as a cache.
When a collection-enabled cache type is the default cache for a
process, applications can search the specified collection for a
specific client principal, and GSSAPI applications will automatically
select between the caches in the collection based on criteria such as
the target service realm.

Credential cache collections are new in release 1.10, with support
from the **DIR** and **API** ccache types.  Starting in release 1.12,
collections are also supported by the **KEYRING** ccache type.
Collections are supported by the **KCM** ccache type in release 1.13.

Tool alterations to use cache collection
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

* :ref:`kdestroy(1)` *-A* will destroy all caches in the collection.
* If the default cache type supports switching, :ref:`kinit(1)`
  *princname* will search the collection for a matching cache and
  store credentials there, or will store credentials in a new unique
  cache of the default type if no existing cache for the principal
  exists.  Either way, kinit will switch to the selected cache.
* :ref:`klist(1)` *-l* will list the caches in the collection.
* :ref:`klist(1)` *-A* will show the content of all caches in the
  collection.
* :ref:`kswitch(1)` *-p princname* will search the collection for a
  matching cache and switch to it.
* :ref:`kswitch(1)` *-c cachename* will switch to a specified cache.

Default ccache name
-------------------

The default credential cache name is determined by the following, in
descending order of priority:

#. The **KRB5CCNAME** environment variable.  For example,
   ``KRB5CCNAME=DIR:/mydir/``.

#. The **default_ccache_name** profile variable in :ref:`libdefaults`.

#. The hardcoded default, |ccache|.

redpajama_set_name: RedPajamaGithub


text:
Join or Renew – Membership
Early Learning Links
Membership/Communications
PlayMatters!
Satellite Geographic Committees
Communities of East Los Angeles (CELA)
East Valleys
Southern California Valley Committee (SCVC)
LA Metro
Southern California Association for the Education of Young Children
Nurturing the growth and development of early childhood leaders in Southern California and advocating for the highest quality early childhood education for all young children.
Southern California Chapter
of the California Association for the Education of Young Children
-A Chapter of the California Association for the Education of Young Children (www.caeyc.org)
Shaping excellent early care and education leaders
and systems in the region, now and in the future.
Real People * Real Time * Real Conversations
From its beginnings in 1939, Southern California Chapter of the California Association for the Education of Young Children (SCC-CAAEYC) has had an instrumental role shaping local and state-wide policy and practices in early childhood. The SCC-CAAEYC Board of Directors continues to create a format so the organization can serve members from Los Angeles County and portions of the San Bernardino County as a regional support for professional development.
Supporting A Child's Development During Difficult Times with Fran Goldfarb, a Virtual Presentation on Tuesday, 05.17.2022
Update on Developing an ECE Credential in California: An AEYC Members-Only Virtual Event 06.06.2022
SCC-CAAEYC+PlayMatters! In-Person Tour of Manhattan Beach Nursery School on SATURDAY, 5/21/22 from 10 am-Noon
RECORDED Workshop: Amaze Your Kids and Yourself with Science!— It's as Easy as Getting Messy and Asking Questions 05.01.2021
RECORDED Workshop: We Will Teach You in a Box- Exploring the Challenges and Limitations of Zoom Teaching on Saturday 02 06 2021
CAAEYC Workshop on Governor's May Revise on 5/21 April 20, 2022
Latest Newsletters March 2, 2022
Statement to Condemn Asian Hate from NAEYC Asian Interest Forum April 1, 2021
NAEYC's Statement on the Recent Tragedy in Atlanta: We Stand Together with AAPI March 20, 2021
Southern California Chapter of the California Association for the Education of Young Children Copyright © 2023 All rights reserved.


The Warriors ended the season with 17 wins, 5 losses and 9 ties.
They won one tournament, were finalists in two, and came in 3rd in another.
Champions of the EDP CHAMPIONSHIP division going 7-0-1.
The boys had a streak of 5 straight shutouts.
Only a 16.1% loss rate.
Moved from #135 in Gotsoccer rankings to a high of #26 and finished the year at #28.
After a weekend dominated by the weather and many game changes, the Warriors came out of the EDP Fall Classic with a 1-1-1 record. An early morning 3-1 loss to eventual event champion Hamilton Elite, was followed by a walkover 2-0 win of Philly United and in their best performance of the day a 0-0 tie with Mt. Olive Soccer.
On the positive side the team continues it's rise in GotSoccer Rankings moving up to #28 ( their highest ranking) with a record of 15 wins, 8 ties and 5 losses over the last 12 months. Very encouraging results for a team only together for a year and a half.
A busy fall is ahead of the squad with the Hempfield College Showcase on tap this coming weekend, followed by the Pa Classics Showcase the first weekend of December and ending the fall season against the Ukrainian Nationals on December 8th.
As of Saturday, August 5, we are only three weeks away from our initial competition in the Gettysburg Battlefield Blast Tournament. In our final preparations, we face two U15 squads next week--FC Providence at home on August 8, and then on the road at Towemincin on August 10. We will then have 4 training sessions to solidify our system.
On the Battlefield Blast Tournament, we are one of 17 teams entered. The other teams include 8 from Pennsylvania, 7 from Maryland, and 1 from Virginia. The schedules will be posted on August 11th. We will have 3 seeding games lasting 25 minutes each and then a full time bracket game on Saturday afternoon. On Sunday, we will have our 2 final bracket games. Good conditioning is going to be very important in our success.


Who is required to complete hunter education in North Dakota?
According to North Dakota law, all hunters who were born after 1961 must complete hunter education certification in order to hunt in North Dakota.
Is completion of the North Dakota state agency-approved course required in order to buy a license?
Yes, in many cases. In order to buy a license, North Dakota requires that hunters who were born after 1961 must first complete a course approved by the North Dakota Game and Fish Department and IHEA-USA.
This North Dakota Hunter Ed online hunting education course was developed in accordance with the standards set forth by IHEA-USA and meets the requirements of the North Dakota Game and Fish Department hunter safety mandate.
In 1999 the International Hunter Education Association (IHEA-USA) adopted a set of performance guidelines for basic hunter education courses. These standards have been used internationally by hunter education administrators to evaluate minimum core content in hunter education courses. Industry partners, including the North Dakota Game and Fish Department and Hunter Ed, have used the revised standards to develop new student manuals and alternative delivery methods for hunter education.
Hunter Ed is committed to making sure North Dakota hunter education students learn the skills and information needed to have a safe, successful, and fun hunt. We strive to ensure this North Dakota online hunter safety course helps you become a more knowledgeable and ethical hunter. Educated hunters play an important role in making North Dakota a leader in conservation and wildlife management.
We accomplish that goal by working with North Dakota Game and Fish Department and IHEA-USA to produce a course that's accurate, interesting, and easy to understand.


text:
A taxing transformation: Interview with Colm Coffey, UK people director at KPMG UK
Putting the spotlight on markets & customers
Colm Coffey's decision to join professional services giant KPMG last May was partly based on his experience with the Partnership more than a decade earlier. "I was working for Atos Origin in Holland when it acquired KPMG's UK consulting practice in 2002," says Coffey. "I was impressed by the people focus at the firm and the standards it set for the colleague experience. This stayed with me when the opportunity came up later in my career to move to KPMG."
"Simon Collins was elected chairman and senior partner in 2012 and set out a clear strategy for the organisation," Coffey recalls.
"We are clear about how we will be successful – by being market-focused. Our people need to understand clients' markets and help them identify solutions to their biggest challenges." This means KPMG wants its consultants to be able to identify clients' strategic enablers better than the clients can themselves. But where does Coffey fit into this? "My role is to support the Partnership in developing the best of the KPMG culture and align it with our growth
aims," he says. "It's a case of working out how to enable an environment that allows people to perform at their best. "A lot of that is harnessing activity from partners, people managers and the people function. We are one firm and must use the best of what we have for the benefit of our clients."
To this end, Coffey spent his first six months at the firm learning about the organisation and meeting partners and directors to understand their needs over the next three years.
He also assessed how the people function was operating across the wider business. The aim is to create a people plan that supports KPMG's wider strategy. He hopes to see increases in mobility, career development, engagement and diversity that will lead to an overall enhancement of colleague experience at the firm.
Transformation at the coal face
Coffey is clear that it is line managers who must deliver change on the ground. "They are the face of the organisation. It is the day-to-day decisions of managers that will affect colleagues' perceptions of how the firm is delivering against its people commitments."
He wants to ensure managers throughout KPMG get to know what motivates their teams so they can align this with the needs of the firm. This, he believes, is a key component in creating the high performance culture that will support the ambitious business strategy.
"When our people have honest conversations with their managers, it helps them achieve and outperform," he says. "Last summer, we spent a lot of time training our people management leaders – the people who engage employees, the performance managers and partners – to understand what it takes to make this communication happen. "We want to set a standard that everyone is entitled to have an honest conversation with their manager about their performance and career development."
In addition to an engagement survey, a colleague survey will be carried out to gather feedback on the performance process to understand the colleague experience. This will be used to inform future management development and communication activities. "We also want to shine a light on the leadership behaviours that make a winning people culture," says Coffey. "We will spend time talking about best practice in the firm, encouraging collaboration and recognising
excellent people leadership."
Getting under employees skin
One important reason for enabling honest conversations is to help managers understand what makes employees tick. "Do we really know our people?" asks Coffey. "We know that people leave a manager; they don't leave a firm. "If someone wants to be a deep expert in a particular field and we give them projects to help them understand the market, they might do a good job, but they might not feel they are getting the stretch and development they really want from KPMG."
Coffey says the global firm, which has 145,000 employees in 153 countries, can offer most people the type of work they want. "We have the opportunity through global and national mobility programmes to allow people to get what they want out of their career with us – but we want this to be led by the colleague themselves," he explains. "For managers it comes down to the art of handling the tension between the individuals' personal goals and the opportunities available in the firm."
The professional services industry lends itself to accelerated learning and development through the potential breadth of client work, meaning decisions about which projects to allocate to people are critical. "Tackling difficult projects is what motivates our people. It is hard work so you need to know you have a manager that is making sensible decisions based on the conversations you have had," he says.
In keeping with the way KPMG is trying to spread knowledge across the organisation, much of its employee development naturally occurs while working on projects. "We have a global objective that 70% of learning is on the job, 20% online and 10% in the classroom," says Coffey. "People who are successful in professional services are highly intelligent, active learners. We need to focus on creating an environment in which they can learn and access knowledge."
Spreading expertise Smart Development
This theme is continued into much of the people activity at KPMG. Graduates are helped to pick up the skills that they need to become managers from a variety of sources. "We've put a lot of time into our Smart Development Programme, which aims to provide a consistent development framework for student recruits and newly qualified staff in their first five years at the firm," explains Coffey.
A firm-wide programme sponsored by partners across all KMPG's service lines, Smart Development is designed to give employees the tools and resources to take ownership of their personal and professional development. In this way, Coffey says KPMG is able to develop agile resources with the skills needed now and in the future, encourage mobility and offer compelling long-term career propositions to retain the best people.
So far, 85 Smart Ambassadors (graduates and newly qualified) have been appointed across the firm to help embed the programme locally. Coffey believes that people are increasingly taking an interest in collaborating as a firm. "Our Peer2Peer knowledge sharing initiative was started outside the people function in 2010 by a group of highly motivated employees who saw the benefit and value in working together in this way," he says.
This initiative consists of running a series of events, which focus on sharing key business issues facing clients through lively peer presentations followed by drinks and networking. So far, the group has held 13 of
these meetings. Coffey hosted the last event and was "amazed by the quality of the presentations and the turnout". He will now meet with the organisers to see how their approach can be replicated elsewhere in the firm.
Another way of seeking employee engagement in spreading best practice across the firm is using its online portal, known as The Hub, which Coffey describes as an "internal Facebook".
"This recognises that people are connecting in different ways now," he says. "Individuals can create profiles, join groups and share information. You can access The Hub on your phone or your computer."
He is also considering using crowd sourcing to speed up the process of getting feedback from staff and engaging them in the development of the longer-term people strategy.
"We need to ensure everything the people function does gets the best out of our people," he adds. Another facet to this is ensuring the business is not missing out on talent, externally or internally, who could add to its skill base. So diversity is business critical.
Embedding diversity and inclusion
"Diversity and inclusion is everyone's responsibility – from the most senior partner to the most junior team member," asserts Coffey. From attraction of new recruits to development of current employees, diversity is a key part of KPMG's global values and, for Coffey, makes clear business sense. As such, the firm is implementing diversity and inclusion training for all staff and adopting the spirit of the public sector equality duty in dealings with employees and clients.
"It's important that everyone understands that this is a critical business issue and we all have a role to play," he states. "Clients are increasingly asking about our approach to diversity and inclusion – they want to see suppliers who share their values. "And more of our people are getting involved in helping us drive this agenda – with 12 employee networks which we sponsor and which are going from strength to strength. These are helping us build employee engagement internally and providing opportunities to build relationships with clients and others who share a diversity characteristic or interest," adds Coffey.
"Partners are passionate about the long-term success of the firm and it depends on attracting talented individuals," he says. Ultimately, Coffey wants the people function to help the business meet its strategic aim of improving its knowledge of clients' markets. "We want people to have the right skills and expertise, and to be on the right job for them and the client. Then it is about core values, which have been in place for years," he says.
Having known the firm for more than a decade before deciding to join KPMG, Coffey is keen to see the fruits of his labour. He hopes that towards the end of 2014 he will notice the first signs of success. "The first result I will look for will be in the tone of the organisation," he says. "I want to hear colleagues saying they feel the change."


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The Red River Gorge is a canyon system on the Red River in east-central Kentucky. Geologically it is part of the Pottsville Escarpment.

The gorge lies within the Daniel Boone National Forest and was subsequently designated the Red River Gorge Geological Area, an area of around . It was designated a National Natural Landmark and National Archaeological District, and listed on the National Register of Historic Places. The  Clifty Wilderness Area lies entirely within the geological area in the Red River Gorge.

This intricate canyon system features an abundance of high sandstone cliffs, rock shelters, waterfalls, and natural bridges. There are more than 100 natural sandstone arches in the Red River Gorge Geological Area. The multitude of sandstone and cliff-lines helped this area become one of the world's top rock climbing destinations and is home to the Red River Gorge Climbers' Coalition. The area is nicknamed the Red by climbers.

Kentucky's Natural Bridge State Park is immediately adjacent to this area, featuring one of the largest natural bridges in the Red River Gorge.

The section of the Red River in the upper gorge is also a legally designated Kentucky Wild River by the Kentucky General Assembly through the Office of Kentucky Nature Preserves' Wild Rivers Program.

Because of its unusual and rugged nature, the Red River Gorge features a remarkable variety of ecological zones.

History

Nada Tunnel

Nada Tunnel is a , , and  logging tunnel built between 1910 and 1912. Rock and dirt were removed by dynamite, steam drills, and hand tools. One man was killed during tunnel construction when he attempted to thaw frozen dynamite which exploded when he set it near a fire.

The tunnel has often been described as the "Gateway to Red River Gorge" for the shortcut it provides motorists.

History of the proposed Red River Gorge Dam
The Red River's tendency to flood offered downstream residents much misery. In 1962 the "Great Flood of Clay City," the worst seen in 102 years, moved both government officials and local communities to lobby the Kentucky State Legislature and the Kennedy administration for immediate construction of a flood control dam. The United States Congress ultimately approved the measure and provided funding. The Army Corps of Engineers set about their business of making the structure a reality; however, many felt that such actions would destroy the unique ecosystem residing in the dam inundation area. The Sierra Club spearheaded the formation of a group opposed to the construction of the dam. This group obtained the help of Supreme Court Justice William O. Douglas by participating in a Dam Protest Hike which drew local and national attention to the situation. The Dam Protest Hike took place on November 18, 1967 at the Clifty Wilderness area junction of Swift Camp Creek and the Red River, Highway 715.

In 1971, the University of Kentucky commissioned Wendell Berry, a Kentucky native farmer and author to write a book called The Unforeseen Wilderness advocating the preservation of the gorge in its natural state.

The struggle of wills lasted several decades, involved two proposed dam sites and finally concluded with Red River's entry into the National Wild and Scenic River system on December 3, 1993 when President Bill Clinton signed "H.R.914 - Red River Designation Act of 1993," into law. The bill was sponsored by U.S. Representative Hal Rogers and provides federal protection for a  section of the river. This legislation precluded the construction of any dam on the Red River and helps to preserve the Gorge as it exists today.

Motion pictures
The Red River Gorge's Sky Bridge appears in the 1955 film The Kentuckian, starring and directed by Burt Lancaster. It was also the first major motion picture filmed in Kentucky.

Biology and ecology
The Red River Gorge Geological Area, including Clifty Wilderness, has a very diverse biology. The Gorge is home to a great variety of wildlife including hawks, owls, woodpeckers, hummingbirds, deer, fox, black bears, and two venomous snakes: the copperhead and the timber rattlesnake. It is also home to several endangered species including the white-haired goldenrod which is found only in Red River Gorge.  Experts believe that plants of Canadian origin were established in the Red River Gorge area during the Pliocene-Quaternary glaciation which started about 2.58 million years ago.  These plants grow in the gorge's sheltered canyons and include diverse species such as purple fringed orchid Platanthera psycodes, Canadian lily Lilium canadense, and Canadian yew Taxus canadensis.

Archaeology
Rock shelters and other sites in the Red River Gorge Geological Area contain artifacts of prehistoric occupancy by indigenous people, beginning with the Paleoindian period. Rock shelters are particularly valuable as archeological sites because they are protected from weathering related to precipitation. Plant materials and other relics, such as woven mats and leather moccasins that would decompose in more typical sites are well-preserved in the dry, nitrate-rich soils found in rock shelters. Sites in the area yielded some of the earliest evidence of the domestication of plants found in the eastern United States.

The Red River Gorge, Clifty Wilderness, and the Indian Creek area were designated as a National Archaeological District and placed on the National Register of Historic Places in 2003. The National Register district covers  of land; as of 2005, it included  in the national forest and  of private land. It contains 664 known prehistoric and historic sites that date from more than 11,000 years ago to the 20th century; 442 sites are contributing sites in the National Register district.

Clifty Wilderness
Clifty Wilderness is a  wilderness area contained entirely within the Red River Gorge Geological Area.

Recreation

Rock climbing

The Red River Gorge is a popular destination for rock climbers. The area has numerous cliffs in the gorge and in the surrounding areas. The vast number of bolted routes in overhanging, pocketed sandstone draws climbers from all over the world to "the Red" as it is known. Climbing in the region is often done at many separate small cliffs. Most climbs are a single pitch and most cliffs are less than  tall. There are numerous traditional and sport climbing routes in the region, although the latter is more dominant. Many cliffs lie within Daniel Boone National Forest; however several important cliffs are located on private land and in two privately owned preserves created to allow climbing access:
Pendergrass-Murray Recreational Preserve is a  preserve owned and maintained by Red River Gorge Climbers' Coalition.
Muir Valley is a  nature preserve and rock climbing area owned and maintained by Friends of Muir Valley thanks to a generous donation of land, labor, and resources from Rick and Liz Weber.

A number of climbing guidebooks have been published for the Red River Gorge. First was Red River Gorge Climber's Guide by Frank T Becker in 1975. The explosion of climbing activity since that seminal work led to a succession of other guidebooks, including Rawk! A Climber's Guide to the Red River Gorge by Ed Benjamin and Ed Pearsall, published in 1978, Red River Gorge Climbs by John H. Bronaugh, published in 1993, and Selected Climbs at Red River Gorge Kentucky by Porter Jarrard and Chris Snyder, published in 1997.  More recent published guidebooks include Ray Ellington's Red River Gorge Rock Climbs, published in 2005 with a second edition in 2007. The continued establishment of new routes required the latest edition to the guidebook to become two volumes, Red River Gorge Climbs South and Red River Gorge Climbs North. Ray Ellington's newest book, Miller Fork Climbing, explores hundreds of routes in the ever-growing Miller Fork Recreational Preserve.

Hiking and camping
The Red River Gorge is also known for its hiking trails that range in difficulty from beginner to advanced. Over 60 miles of trails, open only to hiking, are maintained by the Forest Service and are located throughout the park (some trails are designated for horses).

There are many campgrounds in the area. Primitive camping, also known as backpack camping, is permitted in the gorge if the camper(s) obtains an overnight permit. Camping is not permitted within 300 feet of any road or designated trail. No camping in rock shelters or within 100 feet of the base of any cliff.

One of the most popular destinations is Gray's Arch, one of the many natural arches in the park. Gray's Arch is accessible via the Gray's Arch Loop hiking trail (4.0 miles), hikers can scramble up the back side of the arch, although this activity is considered extremely dangerous and can lead to injury or death.

Gladie Visitor Center
The Daniel Boone National Forest Gladie Visitor Center is located in the Red River Gorge in Slade, Kentucky. The center features interpretive exhibits about the area's geology, natural history and cultural history. Visitors can get maps, information about trails, camping and other activities.

Gallery

References

External links

KY Wilderness
Powell County Tourism
Search & Rescue
The Red River Gorge Today
Red River Gorge at American Byways
Red River Gorge Climbers' Coalition
Red River Gorge Geologic Area
Red River Gorge at USDA Forest Service: Daniel Boone National Forest
Red Wild and Scenic River at National Wild and Scenic Rivers System
Volunteers Red River Gorge Trail Crew

Canyons and gorges of Kentucky
Climbing areas of the United States
Daniel Boone National Forest
Eastern Kentucky Coalfield
Geography of Appalachia
Landforms of Menifee County, Kentucky
Landforms of Powell County, Kentucky
Landforms of Wolfe County, Kentucky
National Natural Landmarks in Kentucky
Natural arches of Kentucky
Protected areas of Menifee County, Kentucky
Protected areas of Powell County, Kentucky
Protected areas of Wolfe County, Kentucky
National Register of Historic Places in Menifee County, Kentucky
Archaeological sites on the National Register of Historic Places in Kentucky
National Register of Historic Places in Wolfe County, Kentucky
National Register of Historic Places in Powell County, Kentucky
Historic districts on the National Register of Historic Places in Kentucky

redpajama_set_name: RedPajamaWikipedia


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`Sphere's' Deep Dive for Life / Hoffman, Stone star in smart sci-fi film
Entertainment // Movies
July 17, 1998 Updated: Feb. 3, 2012 4:14 p.m.
SPHERE: Science fiction. Starring Dustin Hoffman, Sharon Stone and Samuel L. Jackson. Directed by Barry Levinson. (PG-13. 132 minutes.)
"Sphere," based on Michael Crichton's novel, is about a handful of scientists brought together in the middle of the Pacific Ocean to take a look at a spacecraft on the sea floor. Not only did it crash in 1709, but something is also alive inside. Uh-oh. Doesn't sound human.
Joining Dustin Hoffman as a quiet, thoughtful, edgy psychologist are Sharon Stone as a marine biologist, Samuel L. Jackson and Liev Schreiber as mathematicians and Peter Coyote as a slightly spooky intelligence officer who bosses everybody around. Just a handful of workaday people on the bottom of the ocean, waiting for something horrible to emerge from the blue- green haze.
As in "Wag the Dog," Barry Levinson's satire of Washington spinmeisters, the direction is audacious in its lack of push.
We get to know the characters in a leisurely atmosphere, yet one that's bursting with tension. Something is always about to happen, even if it doesn't, so almost anything becomes scary. A door opens on the spacecraft -- an elevator starts moving -- and the audience jumps.
The sphere in "Sphere" is a room- sized golden ball that seems either to be or to contain intelligent life. At one point it subsumes Jackson, who later emerges from the sphere with a big smile. In all of cinema, there is absolutely nothing less reassuring than a close-up of Samuel Jackson smiling.
The screenplay by Kurt Wimmer, Stephen Hauser and Paul Attanasio is a succession of strong scenes. Some of the most chilling moments are simple ones, in which the alien entity, which calls itself "Jerry," communicates by computer. "I am happy," Jerry writes -- but that doesn't reassure the psychologist.
"What happens if Jerry gets mad?" Hoffman mumbles, and a shiver goes through the audience.
The last half-hour of "Sphere" has problems. The movie hits a serious snag near the finish -- 15 minutes easily could have been cut.
Even more critical is that the ending, though emotionally satisfying, collapses under scrutiny. This lack of payoff is a real flaw in a film pitched to a discriminating sci-fi mentality.
But if the writing and direction carry "Sphere" most of the way, the actors manage to bring it home.
Reach Mick on
Mick LaSalle is the film critic for the San Francisco Chronicle, where he has worked since 1985. He is the author of two books on pre-censorship Hollywood, "Complicated Women: Sex and Power in Pre-Code Hollywood" and "Dangerous Men: Pre-Code Hollywood and the Birth of the Modern Man." Both were books of the month on Turner Classic Movies and "Complicated Women" formed the basis of a TCM documentary in 2003, narrated by Jane Fonda. He has written introductions for a number of books, including Peter Cowie's "Joan Crawford: The Enduring Star" (2009). He was a panelist at the Berlin Film Festival and has served as a panelist for eight of the last ten years at the Venice Film Festival. His latest book, a study of women in French cinema, is "The Beauty of the Real: What Hollywood Can Learn from Contemporary French Actresses."


The Central University Administration (CUA) supports the activities of the Academic Council and the Rector. It is headed by a Director and is directly subordinate to the Rector. Among the major projects of the CUA are: the system for career counseling of students, the system for consulting in international and research projects; series of training seminars for lecturers and administration; organizing and conducting university holidays; the NBU's information service through the university events promotion page and the coverage of publications for the University of the Media.
The Director of the Central University Administration supports the activities of the Rector and Vice-Rectors. The Director manages the Central University Administration and the processes of research, quality and evaluation, career counseling of students, training activities, organizes the information service of students and lecturers.
Organize and coordinate information flows at the University.
Coordinates the conduct of university events - prepares information materials - invitations, posters. All events organized by NBU units or on the NBU's territory follow the rules approved by the Rector in Event Management and Event Management Conditions at the UniArt Gallery. Event Request and Event Request at the UniArt Gallery to the Rector and to the Executive Director.
Coordinates relations with external organizations and media: selection and organization of information for electronic and print media and conducting of external events on the territory of the NBU.
Develops standards and procedures for assessment and attestation at the NBU.
Responsible for the preparation of the TOP and the evaluation of the candidate students of the NBU.
Supports the development of current and final assessment at NBU courses.
Organizes courses and practical training on topics related to quality improvement and teaching methodology.
Standardizes the teaching techniques and skills used by lecturers at the NBU.
Provides methodological literature on teaching issues.
Assists the professional guidance and practical realization of the students through information, consulting and methodological activities.
Coordinates activities with employers and branch partners.
Organizes and conducts international events on career development issues.
Organizes a Career and Student Selection Forum.
Assists administrative scientific and creative activity of departments and centers of the NBU.
Provides support for partner search and development of external financing projects.
Tracks for the organization of departmental scientific and creative events (seminars, conferences, open lectures, exhibitions, plays, discussions, round tables).
Assoc. prof. Orlin Todorov, Ph.D.
The service provides professional support, consultations and psychotherapy for students and staff on issues related to coping with losses and changes, managing relationships and requirements, navigating through life crises and crises related to health and mental health issues.