text:
'use strict';

/**
 * @ngdoc function
 * @name aiStateGeneratorApp.controller:DescriberCtrl
 * @description
 * # DescriberCtrl
 * Controller of the aiStateGeneratorApp
 */
angular.module('aiStateGeneratorApp')
  .controller('DescriberCtrl', function ($scope, $location, $window, localStorageService) {

    $scope.statesString = localStorageService.get('statesString') || '';
    $scope.operatorsString = localStorageService.get('operatorsString') || '';

    $scope.$watch('statesString', function () {
      localStorageService.set('statesString', $scope.statesString);
    }, true);

    $scope.$watch('operatorsString', function () {
      localStorageService.set('operatorsString', $scope.operatorsString);
    }, true);

  	$scope.states = new Array();
  	$scope.operators = new Array();

  	$scope.interactions = new Array();

    $scope.statesObject = new Array();

    $scope.generateStatesString = function () {
      $window.alert('Con esto puedes crear la cadena de estados programáticamente si generas el código en el controlador');
      var tempString = '';
    }

  	$scope.splitString = function (string) {
  		return string.split(';');
  	}

    $scope.listInteractions = function (statesArray, operatorsArray) {
    	$scope.states = statesArray;
    	$scope.operators = operatorsArray;
    	$scope.interactions = new Array();
    	for (var i = statesArray.length - 1; i >= 0; i--) {
    		for (var j = operatorsArray.length - 1; j >= 0; j--) {
    			$scope.interactions.push({origin: statesArray[i], operator: operatorsArray[j], linksTo: ''});
    		};
    	};
    }

    $scope.getValidStatesForState = function (state) {
      var temp = [];
      for (var i = $scope.states.length - 1; i >= 0; i--) {
        if ($scope.states[i] != state) {
          temp.push($scope.states[i]);
        };
      };
      return temp;
    }

    $scope.generateInteractions = function () {
    	$window.alert('Con esto puedes crear relaciones programáticamente si generas el código en el controlador');
    }

    $scope.generateStates = function (interactionsArray, initialState) {
    	var tempStates = new Array();
    	for (var i = $scope.states.length - 1; i >= 0; i--) {
        var temp = {info: $scope.states[i]};
        if (temp.info == initialState) {
          temp.isInitialState = true;
        };
        temp.links = [];
    		tempStates.push(temp);
    	};
    	for (var i = interactionsArray.length - 1; i >= 0; i--) {
    		for (var j = tempStates.length - 1; j >= 0; j--) {
    			if (interactionsArray[i].origin == tempStates[j].info) {
    				tempStates[j].links.push({operator: interactionsArray[i].operator, linksTo: interactionsArray[i].linksTo});
    			};
    		};
    	};
    	localStorageService.set('stateObjectArray', tempStates);
    	$location.path('/viewer');
    }

    $scope.generateStatesObject = function () {
      var initialState = [[0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0], [0,0,0,0,0,0,0,0,0]];
      var initialStateObject = {initialState: initialState, childs:[]};
      localStorageService.set('stateObjectArray', initialStateObject);
      $scope.statesObject = initialStateObject;
    }

  });

redpajama_set_name: RedPajamaGithub


• He impersonates you when he calls your credit card issuer and asks to change the mailing address on your credit card account. He runs up charges but you are unaware because bills are sent to another address.
• Using your name, date of birth, and Social Security number, she opens a new credit card account. Unpaid charges eventually show up on your credit report.
• He opens phone or wireless service in your name.
• A bank account is opened in your name and she writes bad checks on that account.
• To avoid paying debts he has incurred under your name, or to avoid eviction, he files for bankruptcy under your name.
• She counterfeits checks and debit cards and drains your bank account.
• He buys a car by taking out an auto loan in your name.
• She writes a letter to you, using letterhead stolen from a financial institution, stating that you must furnish your Social Security number to clear up a problem.
• He sends you a phony IRS form that requires personal information.
• With a stolen ID, she opens a bank account, takes out a loan using your address, then you are dunned for the payments never made on the loan.
• Your credit card bills show unauthorized charges.
• Your credit rating takes a major dip because of delinquencies on loans or credit cards of which you had no knowledge.
By stealing your wallet or purse containing your identification, credit cards, and bank cards.
By completing a "change of address" form to divert mail to another address.
By rummaging through your trash at home or work for personal information.
By posing as a landlord or employer in order to get personal information.
By getting your business or personnel records at work.
By finding personal information in your home.
By purchasing personal information from "inside" sources, such as paying a store employee for information you provided on a credit application.
By using a pocket-sized scanner to get your credit card number when you present it for payment for goods or services.
By fitting a false ATM front on a machine that "swallows" your ATM card.
1. All that a thief needs is your name, address, and Social Security number to do damage. If you don't already have one, get a paper shredder. Small, inexpensive ones are available. And use it for any mail you dispose of that contains sensitive information.
2. Once a year, order your credit report from all three credit reporting agencies (See Important numbers below). Make certain there are no inaccuracies.
3. Read your account and credit card statements as soon as they arrive. Look for unauthorized transactions. If your bills don't arrive on time, follow up with creditors. A missing credit card bill could mean an ID thief has control of your credit card account and changed your billing address.
4. Keep your Social Security number off your checks and driver's license and out of your wallet or purse. Unless absolutely necessary, do not divulge your Social Security number to anyone.
5. Only carry your extra credit cards, birth certificate, or passport with you when you need to. Use as few credit cards as you can.
6. Secure personal information in your home, especially if you have roommates or employ outside help of service workers.
7. When you need new checks, order them with your first initial and last name only.
8. Photocopy both sides of your driver's license, ATM, credit, debit, and health insurance cards, and any other items you carry, and put the copies in a safe place. You'll have the phone numbers you'll need in case your wallet or purse is stolen. 9. Don't provide, or confirm, personal information to a telephone solicitor unless you initiated the call. Before releasing personal data, learn how it is to be used or if it will be shared with others.
10. Retrieve your mail from your box as soon as you can. Keep a lock on it. Put outgoing mail in post office collection boxes. If you're going away for a period of time, call your local post office and request a hold.
11. See about having passwords or extra security protection put on your credit card, credit union, and telephone company accounts.
12. Choose passwords and PINs that are not predictable. Avoid using the last four digits of your Social Security number, your middle name, or birth date.
13. Don't keep passwords or PINs in your purse or wallet.
14. Shield your PIN from curious onlookers when using an ATM.
15. Once a year, order your Social Security Earnings and Benefits Statement from the Social Security Administration to verify that your information is accurate.
16. If you plan to provide personal information online, make sure the site displays a locked padlock symbol in the lower right corner of your browser, ensuring it has an encrypted connection. Don't deal with sites that ask for more than your name, address, phone number, and credit card number.
17. Regularly update your virus protection software.
18. Don't download fi les sent by strangers or click on hyperlinks from e-mail senders you don't know.
19. Install a fi re wall program, especially important for a high-speed Internet connection, to prevent hackers from getting to your computer.
20. Be careful about storing financial information on your laptop computer. Often they are stolen for the information they contain.
21. Before you throw out any compact disks, check for any that may contain personal information such as Social Security number or PINs and destroy them.
22. Each of the three major credit reporting agencies has its own credit monitoring service—available for a fee—which sends you e-mail alerts of any credit activity posted to your file.
Notify your financial institution to contact you if there is any unusual activity on your account.
Change your PINs. Contact police in the jurisdiction where the theft took place. File a report and keep a copy for yourself. Call your postmaster if you think the mail was used.
Call the fraud divisions of one of the credit reporting agencies and request that a "fraud alert" be placed on your name and Social Security number. Reporting fraud to an agency will require any company or creditor to contact you to authorize any new credit. Ask for copies of your reports. As a victim of identity theft, you'll get them free. Follow up your call with a letter and enclose a copy of the police report. By doing this, you are protected legally should the agencies fail to remove the crime from your record.
Call the creditors who opened accounts in your name. Inform them of the identity theft and close the accounts. Get copies of all transactions and applications on the accounts.
Contact the Federal Trade Commission at 877-IDTheft. Request and file the ID Theft Affidavit that alerts companies and organizations that may have fraudulent accounts opened in your name.
To report ID theft it is only necessary to call one credit reporting agency. Within 24 hours, each bureau will attach a fraud alert to your credit file. The single call also opts you out of all preapproved offers of credit or insurance for two years, and will get you a mailed copy of your credit file.


text:
IP Finance Gains Momentum; Needs Standards
As individuals and small businesses look to secure funding during a credit freeze, finance innovation has led to a jump in IP-based funding. In 1997, David Bowie opened eyes when he issued asset-backed bonds on the basis of future royalties, raising over $55 million. This year, Annie Leibovitz, the famed photographer for Rolling Stone and Vanity Fair, secured $16 million in loans by pledging her life's work of copyrights. The practice is not exclusively available for stars, however, as companies are turning to their IP to boost their pool of collateral, especially in the software and biotech industries. It is apparent that banks and investors will be more inclined to offer money for the pledge of cash flow assets, such as the royalty streams of licensed IP rights, rather than the pledge of implicit assets, such as patents used internally for operations. The latter will require additional proof of potential liquidity. For the former, funds such as Royalty Pharma and Altitude Capital Partners have surfaced in recent years for the purpose of investing money in IP-rich companies in return for pledging IP rights or royalty streams.
In the U.S., recent legislation and policy changes have helped to facilitate the use of intangible assets to secure credit. The American Recovery and Reinvestment Act of 2009 (ARRA) provides for $255 million in funding to the U.S. Small Business Administration (SBA) for new deferred loans to be used by small businesses to pay off existing debt. The loans are available up to $35,000. Importantly, the ARRA allows the Small Business Administration to accept "any available collateral" to secure this loan.[1] In March of this year, the SBA also revised its policy for goodwill and intangible asset lending. Originally, the SBA had limited lender use of SBA-backed loans to finance goodwill at a maximum of 50% of the loan amount up to $250,000. Lenders expressed concern that the limit would stop business acquisitions at a time when the very same needs facilitation. The SBA lifted the limit and now reviews these loan applications.[2]
IP finance is also without critical standards, and it lies at the intersection of two bodies of law, commercial law and IP law, which do not always move in tandem. For this reason, and because of the emerging possibilities, the U.S. and international community are attempting to harmonize the two. On March 10 of this year, the World Intellectual Property Organization (WIPO) met in Geneva to discuss the topic of IP finance, and specifically "ways in which improvements in law or financing practices may assist IP rights holders to manage their IP assets for greater value, and thereby assist Member States in setting-up appropriate national strategies in the field of IP."[3] This meeting comes on the heels of a United Nations initiative under the UN Commission on International Trade Law (UNCITRAL), Working Group VI. In 2007, the Commission promulgated a much anticipated Legislative Guide on Secured Transactions to help member states standardize their offering of low-cost credit, but it was structured around the use of tangible goods and receivables. Identifying its possible clash with respective IP laws, the Guide does not apply "to the extent [that it is] inconsistent with intellectual property law",[4] and instead the Working Group VI is in the process of preparing an IP Annex to the Guide, which purports to proffer standards for IP finance worldwide. The Group meets for a final time from April 27 - May 1, 2009 in New York to complete the IP Annex.
IP Prospective will keep an eye on all of these initiatives as they move forward.
[1] American Recovery and Reinvestment Act of 2009, Section 506.
[2] Press Release, "SBA Revises Goodwill Lending Provisions in SOP; Will Consider Higher Limits Case-by-Case", U.S. SBA (March 5, 2009).
[3] WIPO Information Meeting on Intellectual Property Financing, found at http://www.wipo.int/meetings/en/2009/ip_fin_ge_09/ (last visited March 11, 2009).
[4] UNCITRAL, Legislative Guide on Secured Transactions (2007).
This entry was posted on Thursday, April 9th, 2009 at 4:33 pm.
Categories: Burgeoning Business, Investment Intelligence, Monetizing IP, Portfolio Potential ~ by Ian McClure.
One Comment, Comment or Ping
IP Supplement to UNCITRAL Legislative Guide on Secured Transactions Could Be Adopted This Summer | IP P®OSPE©TIVE - Jan 21st, 2010
Reply to "IP Finance Gains Momentum; Needs Standards"
Warning: Unknown: open(/home/content/55/3688955/tmp/sess_e6f4b7eq42gfe4vqq17m9vni43, O_RDWR) failed: No such file or directory (2) in Unknown on line 0

redpajama_set_name: RedPajamaCommonCrawl


CREED LA's mission is to ensure that the construction industry in Los Angeles has a highly trained and professionalized work force that supports projects that have positive impacts for the community. CREED LA champions the creation of good jobs with health care, training, and a secure retirement for LA's working families, while being sensitive to any potential impacts and the local environment. CREED LA has the active support of the Mechanical, Electrical, Plumbing, Iron Worker, and Rod Buster Trades.


Welcome to BUCCELLATI Spectacular World! We offer wide variety of this amazing luxury items for your enjoyment.
All our items are new and most boxed with papers and price tags attached. If there is no original box, your item will be VERY carefully packed and insured (at no extra cost to you) to make sure youll get it safe. PLEASE SEE ALL OUR ITEMS WE HAVE ON SALE. IF YOU'LL HAVE ANY QUESTIONS. 646 321 3132 FOR TONY. STERLING SILVER HAND MADE TOP &. 24K GOLD PAINTED DECORATION OVER RED GLASS.
Comes in ORIGINAL BUCCELLATI BOX. In 1919 Mario Buccellati opened his activity and, after the establishment of stores in Milan, Rome, Florence, began the development of overseas business by opening a new store on the Fifth Avenue of New York in 1956 and another in Worth Avenue of Palm Beach, Florida in 1958. In 1965, after the death of Mario, the management was conducted by four of the five sons. We use the best packing materials and as much as it need it, but please handle your items very carefully.
Otherwise ALL our sales are FINAL. Any way you like it! 917 771 0032 FOR ALEX. To all our international buyers: WE ARE NOT RESPONSIBLE FOR ANY CUSTOM DUTY'S IN YOUR COUNTRY. PLEASE TALK TO US IF YOU HAVE ANY PROBLEM WITH ITEM YOU GOT FROM US. EVERY ITEM WE SELL IS 100% AUTHENTIC AND NEW , WE GET THEM DIRECTLY FROM ORIGINAL MANUFACTURERS. WE NORMAL PEOPLE AND CAN MAKE MISTAKES IN THE DESCRIPTIONS, BUT IT'S NOT INTENTIONAL OR MISLEADING, WE WILL CORRECT WHATEVER IT IS TO MAKE OUR LOYAL CUSTOMERS HAPPY. PLEASE REMEMBER THIS BEFORE LEAVING FEEDBACK. WE CHECK EVERY SINGLE ITEM WE SELL BEFORE SENDING THEM TO YOU. ALL GLASS ORNAMENTS CHECKED FOR MISSING STONES OR ANY IMPERFECTIONS.
BUT YOU KNOW HOW THEY HANDLE FRAGILE ITEMS AT THE POST OFFICE, SO, PLEASE CHECK PACKAGE IMMEDIATELY! PLEASE DO NOT ASK US IF OUR ITEMS AUTHENTIC, THEY ARE 100% - GUARANTEED! TO MAKE SURE IT'S ALL THERE. CHECK SPECIAL SECURITY TAPE ON THE PACKAGE BEFORE OPENING! The item "BUCCELLATI RED GLASS CRISTMANS ORNAMENT STERLING SILVER & 24K GOLD PAINT NEW BOX" is in sale since Tuesday, December 16, 2014.
This item is in the category "Collectibles\Decorative Collectibles\Ornaments".you" and is located in Brooklyn, New York. This item can be shipped worldwide.


text:
@interface KBTabbarController ()

@end

@implementation KBTabbarController

- (void)viewDidLoad {
    [super viewDidLoad];

    OneViewController *hvc = [[OneViewController alloc] init];
    [self addChildController:hvc title:@"首页" imageName:@"tab1-heartshow" selectedImageName:@"tab1-heart" navVc:[UINavigationController class]];

    TwoViewController *fvc = [[TwoViewController alloc] init];
    [self addChildController:fvc title:@"活动" imageName:@"tab2-doctor" selectedImageName:@"tab2-doctorshow" navVc:[UINavigationController class]];

    ThreeViewController *MoreVc = [[ThreeViewController alloc] init];
    [self addChildController:MoreVc title:@"更多" imageName:@"tab4-more" selectedImageName:@"tab4-moreshow" navVc:[UINavigationController class]];

    FourViewController *svc = [[FourViewController alloc] init];
    [self addChildController:svc title:@"设置" imageName:@"tab5-file" selectedImageName:@"tab5-fileshow" navVc:[UINavigationController class]];

    [[UITabBar appearance] setBackgroundImage:[self imageWithColor:[UIColor whiteColor]]];
    //  设置tabbar
    [[UITabBar appearance] setShadowImage:[[UIImage alloc] init]];
    // 设置自定义的tabbar
    [self setCustomtabbar];

}

- (void)setCustomtabbar{

    KBTabbar *tabbar = [[KBTabbar alloc]init];

    [self setValue:tabbar forKeyPath:@"tabBar"];

    [tabbar.centerBtn addTarget:self action:@selector(centerBtnClick:) forControlEvents:UIControlEventTouchUpInside];

}

- (void)centerBtnClick:(UIButton *)btn{

    NSLog(@"点击了中间");

    UIAlertView *alert = [[UIAlertView alloc]initWithTitle:@"提示" message:@"点击了中间按钮" delegate:nil cancelButtonTitle:@"确定" otherButtonTitles:nil, nil];

    [alert show];

}

- (void)didReceiveMemoryWarning {
    [super didReceiveMemoryWarning];
    // Dispose of any resources that can be recreated.
}

- (void)addChildController:(UIViewController*)childController title:(NSString*)title imageName:(NSString*)imageName selectedImageName:(NSString*)selectedImageName navVc:(Class)navVc
{

    childController.title = title;
    childController.tabBarItem.image = [[UIImage imageNamed:imageName] imageWithRenderingMode:UIImageRenderingModeAlwaysOriginal];
    childController.tabBarItem.selectedImage = [[UIImage imageNamed:selectedImageName] imageWithRenderingMode:UIImageRenderingModeAlwaysOriginal];
    // 设置一下选中tabbar文字颜色

    [childController.tabBarItem setTitleTextAttributes:@{ NSForegroundColorAttributeName : [UIColor darkGrayColor] }forState:UIControlStateSelected];

    UINavigationController* nav = [[navVc alloc] initWithRootViewController:childController];

    [self addChildViewController:nav];
}

- (UIImage *)imageWithColor:(UIColor *)color{
    // 一个像素
    CGRect rect = CGRectMake(0, 0, 1, 1);
    // 开启上下文
    UIGraphicsBeginImageContextWithOptions(rect.size, NO, 0);
    [color setFill];
    UIRectFill(rect);
    UIImage *image = UIGraphicsGetImageFromCurrentImageContext();
    UIGraphicsEndImageContext();

    return image;
}

@end


Ok, the chaos has already insued. Wednesday was great! Will post the link to the KEXP archive stuff when I get the chance. Played an acoustic show at Barbara as well, which was totally off the hook. Tried to get into a couple on-venue shows but the queues were too long.
I don't think I can give an overview of the foreign bands playing at Airwaves. Anyway, it'd be far more unbalanced and biased than my overview of the Icelandic bands. Instead I'll just share with you what I'm going to do. Here's my Thursday.
I'm going to see Kira Kira because I never have.
Then we're heading over to Reykjavík Backpackers hostel and playing there (a little earlier than originally scheduled probably).
Then I'm going to bolt down to catch the Chimera Music acts at Harpa Norðurljós.
This show kicks off at 8PM with The Ghost of a Saber Tooth Tiger, which is a Sean Lennon psych-pop duo with a lady named Charlotte Kemp Muhl. Cooooool. I'll probably miss this unfortunately.
They are followed by a band called Fig, which is a new project of Yuka C. Honda (Cibo Matto) and Nels Cline (Wilco). I don't know more, but there's a clip on their site that sounds cool. I'll probably miss this as well.
Then comes Consortium Musicum at 10pm. This is what I most want to see at Airwaves this year. This is a noisy experimental duo between Greg Sonier (drummer of Deerhoof) and Sean Lennon. Bring your ear plugs. I'll probably miss most if not all of this, unfortunately.
They're followed by MI-GU, which is a band lead by the drummer from Cornelius and Yoko Ono Plastic Ono Band.
And finally at 11:40pm comes Yoko Ono Plastic Ono Band. Legendary. Doesn't need any more description.
If you stay for Yoko Ono, you're missing out on Yacht and Secret Chiefs 3 — all playing at the same time.
Yacht came out of a music scene I was really into for a while during my more formative years. Haven't kept up on his stuff lately though.
Secret Chiefs 3 is an instrumental band with members from Mr Bungle, and I think that gives a pretty good guide to how they sound.


Cemtech has been established to provide a congenial space to build a better and efficient Pakistan.
Pakistan faces many challenges on different fronts and most of it emerges from inadequate short and long term planning. So far, the decision maker's myopic world view has made sure, that Pakistan remained a third world country. There is a lack of proper planning in almost every field, whether that is energy, manufacturing or transportation. The current aging infrastructure needs high maintenance to breathe and the future needs more large scale infrastructure projects.
The decision makers have now realized that among other areas, energy, transportation and real estate development need immediate attention. We trust, In view of the long gestation period, these industries will remain a focus for at least another decade.
In Cemtech, we believe in turning these challenges into opportunities. We see the acute energy shortage, the lack of reliable long distance transportation and the lack of genuine housing schemes, not as problems but as opportunities. We have the required resources and expertise to turn these challenges in to opportunities for the mutual benefits of Cemtech and our Clients.
Our Partners/Management/Employees have a combined experience of more than 30 years in the field of Construction, Project Management and Operation & Maintenance. They are professionally well rounded to offer engineering solutions in the fields of Civil, Electrical and Mechanical.
Our consultants provide advice on different regulatory frameworks within the country and have special expertise in advising potential investors on Pakistan's upcoming investment opportunities and development Projects.
I would like to thank you personally for taking the time to visit our website, and truly hope, you have found it useful.
Below you will find my email Contact; I'd be delighted to hear from you.


GenStar 3.5 Automotive Basecoat offers excellent color match, metallic control, effect orientation and making it one of the most user friendly European Basecoat systems around with over 7500 standard colors.
GenRock Premium 2000 Clear coat is a high solids air dry that possesses a "water white" color that eliminates concerns of "color change" over some basecoat colors, especially white. GenRock 2000 has outstanding buffing capabilities and a superior gloss.
NorthStar MS210 is premium clear that has distinct "water white" properties eliminating concerns of color change, especially over white. NorthStar MS210 has outstanding buffing capabilities and a superior gloss for a glamour appearance.
GenTec QC210 is a premium fast curing 2.1 VOC clear that has "water white" properties that eliminates concerns of color change, especially over white. QC210 is a superior 2nd generation hyper speed clear coat with no shrinking or pinching.


text:
Q: Sibling element inheriting opacity? I'm working on a site right now where I've got to have some images that, on hover, dim and display some text (price, item name, etc.). So I've got a  for the wrapper, and then a  for the image itself and a  for the overlay text. The image div and the overlay div are children of the wrapper.
The wrapper has position: relative, and the image and overlay have position: absolute. The image div has a z-index of 10, and the overlay a z-index of 0. On hover, the image dims to 50% opacity, and the text appears, just like it should. Except... wherever the text is in contact with the image, it also has 50% opacity. Text outside of the image has normal opacity.
How do I make it so that all of the text has an opacity of 1?
HTML:

$350<s> $4200</s>

FURR COAT

Antonio Marras

CSS:
.first-section {
  width: 80%;
  margin-left: 10%;
  background-color: #FFFFFF;
  height: auto;
}

.outfitcontainer {
  position: relative;
  float: left;
  width: 20%;
  height: auto;
  background-color: #FFFFFF;
  margin: 25px;

}
.outfit, .overlay {
  position: absolute;
  width: 200px;
  height: auto;
  top: 0;
  left: 0;
}

.outfit {
  z-index: 10;
  background-color: white;
}
.outfit:hover {
  opacity: .5;
  cursor: pointer;
}
.overlay {
  z-index: 0;
  text-align: center;
  font-weight: bold;
}
.overlay p {
  display: block;
  padding: 30px 0;
  color: black;
}

A: The easiest route to go would be to not make the image opaque, but have the overlay create that opacity for you.  If you give the overlay an opaque background(either with css or an png image), you will be able to pull off exactly what you need.
A few code modifications should help solve the problem.
HTML

$350<s> $4200</s>

FURR COAT

Antonio Marras

CSS
.first-section {
    width: 80%;
    margin-left: 10%;
    background-color: #FFFFFF;
    height: auto;
}

.outfitcontainer {
    position: relative;
    float: left;
    width: 20%;
    height: auto;
    background-color: #FFFFFF;
    margin: 25px;

}
.outfit, .overlay {
    position: absolute;
    width: 200px;
    height: auto;
    top: 0;
    left: 0;
}

.overlay {
    height: 400px;
    display: none;
    background: rgba(255, 255, 255, 0.5);
    text-align: center;
    font-weight: bold;
}
.overlay p {
    display: block;
    padding: 30px 0;
    color: black;
}
img {
    width: 200px;
    position: absolute;
    height: 400px;
}
.outfitcontainer:hover > .overlay {
    display: block;
}

.outfit {
    z-index: 10;
    background-color: white;
}
.outfit:hover {
    cursor: pointer;
}

A: Try this:
.yourClass > *{

  opacity:1;

}.yourClass > *:hover{

  opacity:1;

}

Good Luck!

redpajama_set_name: RedPajamaStackExchange


Stay focused on the court with the Nike Court Flex Gladiator Men's 7" Tennis Shorts. Four-way stretch fabric keeps you flexible and fast for dynamic movement during intense matches. Laser-cut perforations optimise breathability and help keep you cool from the opening serve to the match point. Dri-FIT fabric wicks away sweat and dries fast for maximum comfort. Finished with an interior drawcord waist for a secure, comfortable fit and deep side pockets for secure ball storage between serves.


French .com.fr Domain Registration - .fr is the country code top-level domain (ccTLD) for France. There also exist a number of second-level domains:. .tm.fr - for owners of trademarks.asso.fr - for associations.nom.fr - for surnames.prd.fr - for research and development programs.presse.fr - for press publications.com.fr - open to all applicants without justification of the requested name.gouv.fr for the French administrationApart from these six second-level domains AFNIC also reserves the right to introduce sector-based second-level domains. An example therefore would be the .gouv.fr domain reserved to identify the web addresses of French governmental institutions.. Registrations are processed via accredited registrars..
Important: When entering your search string don't write "www" or the French domain type, ie. "com.fr". Therefore to search "www.bb-online.com.fr" enter "bb-online" and nothing else.
French .com.fr domains include, Two email boxes*, Webhosting†, webforwarding, email forwarding, dns parking, undercontruction site, 3rd party fees and maintenance & during the registration period. If you wish to transfer your com.fr domain away during your registration period you are free do do so without charge. We do not charge an administration fee with French .com.fr domains or any other French domain.
As soon as your French .com.fr domain is registered we place it on our international servers, we will provide you with an under-construction page for your .com.fr domain.
Transfer away - Cost: FREE. If we don't meet your expectations, or you just prefer to use another company. You will not find any un-expected hidden release or administration charges. No the French domain name is yours to move as you see fit.
IANA the Internet Assigned Numbers Authority (IANA) assigned the domain com.fr to France. IANA is a department of Internet Corporation for Assigned Names and Numbers (ICANN). ICANN is a non-profit private American corporation, responsible for coordinating the maintenance and procedures of several databases related to the namespaces of the Internet. IANA is broadly responsible for the allocation of globally unique names and numbers that are used in Internet protocol.
Everything you need to know about France, see link below.
Billing Periods, Renewal details, Terms and Conditions and more. All you need to keep your French .com.fr domain.
Need to renew your .com.fr domain?
Renew your .com.fr domain here.
Some registries make additional revenue by charging for domains they deemed more valuable. Because of this sometimes we cannot not be totally sure of the price before purchase. If you request a .com.fr and we discover the domain is a premium domain we will ensure that we contact you before completing your order.
Domains are often reserved for future use and as such can cause false positives when searching for a domain. For example the domain may appear to be free and not in use, but in reality the domain name is reserved. The French registry along with many other registry does this from time to time. If you request a reserved name we will not be able to register it for you but will refund your application fee in full.
French domain names are sold subject to the .com.fr Registry Terms.
What is the best domain for France? Is it a .com.fr domain name ?


text:
As WWD reported earlier this week, design firm Tony Duquette, Inc. has sued J. Crew over the so-called "J. Crew Duquette Factory Leopard Print" sweater:
While the complaint that initiated the case has proven unusually difficult to locate, the plaintiff's readily accessible -- indeed, ubiquitous -- press release about the suit claims that "J. Crew knowingly and willfully used the Duquette trademark without permission or license in connection with a leopard print product because of Tony Duquette's unique association with leopard print in the company's designs and products."
LAW OF FASHION presumes that the plaintiff's legal claims address not only the leopard-print pattern, but also J. Crew's use of the Duquette name. For reasons LOF has discussed in the past, a trademark claim based on the actual leopard print pattern could be an uphill battle: at the end of the day, will any significant portion of consumers really associate this particular leopard-print pattern with one particular source, notwithstanding the now-deceased designer's claim that leopard print was his "signature theme"?
However, J. Crew might have a tougher time getting rid of the plaintiff's claim for naming the sweater after Duquette. It is at least conceivable that J. Crew's use of the name reflected an innocent (if not entirely selfless) desire to pay tribute to a notable designer, particularly in light of his relatively recent passing. But as several federal cases illustrate, "tributes" can teeter precariously on the brink of trademark infringement, since consumers might mistakenly believe that the individuals (or, in the case of the deceased, their estates or successor companies) on the receiving end of the tribute somehow sponsored, approved, or endorsed the tribut-or's goods or services. (Be aware that "right of publicity" claims often accompany trademark-related causes of action in "tribute" cases. For the sake of simplicity, LOF will focus on trademark issues here.)
The outcome of tribute cases brought under the Lanham Act will hinge, at least doctrinally, on the many prongs of the now-familiar Polaroid likelihood of confusion test. But in practice, the single most influential factor in these cases is arguably the court's intuitive sense of whether a putative tribute was, in reality, a "marketing scheme based on the tremendous drawing power of [a celebrity's] name and its ability to attract consumer interest and attention." In Elvis Presley Enterprises v. Capece, for example, the Fifth Circuit Court of Appeals found that a Houston restaurant called "The Velvet Elvis" represented nothing more than an effort to capitalize on the Elvis name. Interestingly, the Fifth Circuit, in an opinion written by Judge King (seriously), ruled in favor of Elvis Presley Enterprises even though the owner of The Velvet Elvis restaurant 1) had a reasonable parody argument (less compelling in the trademark context than in copyright, the court seemed to think); and 2) had successfully registered his service mark with the Patent and Trademark Office, after EPE had discovered but not opposed (!) his application.
In one exceptionally tortuous "tribute" case, Cairns v. Franklin Mint, Princess Diana's trustees and executors sued a collectibles company for its sale of jewelry, plates, and dolls bearing Diana's name and likeness. Here, by contrast, the Ninth Circuit had little trouble concluding that there was no actionable "likelihood of confusion" among consumers about Diana's endorsement of the products at issue. The court reasoned:
"Between 1981 and 1997, many products, including some that were largely indistinguishable from Franklin Mint products, bore the name and likeness of Princess Diana, who neither endorsed nor objected to any of these products. Consumers, therefore, had no reason to believe Franklin Mint's Diana-related products were endorsed by the Princess. This did not change when, following Princess Diana's death in 1997, the Fund endorsed approximately twenty products — but not Franklin Mint's — amidst a flood of un-endorsed Diana-related memorabilia."
(This passage helps to illustrate one reason why trademark attorneys are always touting the importance of "policing the unauthorized use of one's mark.")
The Cairns court went on to explain that, in any event, the defendant's use of the Diana name was a "nominative fair use" under trademark law -- which, just to be clear, is different from trademark law's "statutory fair use" test, which is different still from the more widely known "fair use" test in copyright law -- because, under these circumstances, "the description of the defendant's product depends on [having the permission to use a] description of the plaintiff's product" (though only as detailed a description as is "reasonably necessary" under the circumstances.) In short, a company like Franklin Mint can't effectively sell Princess Diana collectibles (which the court deemed a legit business activity) without using the name "Princess Diana."
Sometimes, the outcome of a tribute lawsuit (just like other types of disputes) will hinge on what lawyers call the "procedural posture" of the case -- that is, how far along the case is, and the attendant legal standard applied by the court in order to reach a ruling. Thus, in the 2010 case of Astaire v. McKenzie, a federal judge quickly disposed of Fred Astaire's widow's request for "the extraordinary relief of a temporary restraining order," which would have prevented the defendants from putting on their already-planned "Fred and Adele Astaire Awards." (LOF wonders if the fact that the plaintiff's step-daughter was among the defendants had any bearing, even perhaps subconsciously, on the court's decision.) The district court shook off plaintiff's request for a TRO with its summary observation that Astaire's widow had failed to show "that consumers will be deceived into believing that the late Fred Astaire endorsed defendants' awards, which are described as 'in tribute' to Fred and [his sister] Adele Astaire." This outcome isn't surprising; it can be difficult to produce persuasive "likelihood of confusion" evidence in the blitzkrieg timeframe of a TRO, where a plaintiff is both working against the clock and facing an intimidating legal standard like that required to obtain "extraordinary relief." (True, a party can get back up and keep fighting even after having been rebuffed by the court at the TRO or preliminary injunction stage, but the conventional wisdom -- especially in trademark disputes, where injunctive relief is usually a more important objective than obtaining monetary damages -- is that the real action typically takes place during these early stages of the case.)
In short, no matter how well-intentioned a proposed tribute may be, it can be risky to proceed without the blessing of all relevant parties. (To be clear, this writer isn't pleased about this state of things; he's only trying to tell it like it is.) And one should be unusually cautious about naming a product or service after a deceased celebrity, especially if that celebrity has living relatives, an aggressive estate, or (maybe most of all) star-maker machinery that has continued to hum along profitably despite the celebrity's death. Of course, LAW OF FASHION has no idea how profitable Tony Duquette's post-mortem design operation is. But LOF does know that the J. Crew leopard-print dispute is not the first time the Duquette company has gone after a fashion label for its use of the designer's name... so if you're looking to pay tribute to a deceased designer, it's probably wise to choose someone else.
[This post is for entertainment and informational purposes only, and does not constitute legal advice or create an attorney-client relationship among any individuals or entities. Neither this writer nor his law firm takes any position on which party is likely to prevail in the case discussed.]


text:
Q: How can I upgrade Silverlight so that I can stream Netflix / How can I install/upgrade Silverlight so that I can run Netflix?

A: Go to this Microsoft link: http://www.microsoft.com/getsilverlight, and follow the instructions there.
It will auto-download a silverlight.dmg installation file, which you double-click to launch.


Megunticook River at Camden, ME, 9X12, oil on canvas, by little ol' me.
Yesterday I intended to write about how I do field sketches, but distracted myself with raving about a most-excellent new student. Today, then, I get down to business. This is my method of producing a relatively-quick, finished field study with a minimum of "flailing around," as my pal Brad Marshall so memorably termed it.
My first step is a value study. Whether I do this with charcoal, greyscale markers, or pencil is immaterial—if the value structure doesn't work, the painting won't work.
A value study can be done in charcoal, with greyscale markers, or in pencil.
As I mentioned yesterday, I decided to decompress the center of the painting and omit a wall that encroached on the view from the left, and both—in the end—proved to be the lesser choices. I can't call those highly-subjective decisions "wrong," but I did change my mind halfway through.
The Megunticook River wending its way through Camden's old buildings. Isn't it beautiful?
My next step was to draw the picture on my canvas. This is never simply a question of transferring my rough value sketch; nor is it a finished drawing into which I paint. What I do is a carefully-measured map of the future painting. I find this particularly useful when painting architecture, where measurement matters a great deal. I generally do this drawing with a watercolor pencil. I can erase to my heart's content with water, but when I finally start painting in oil the drawing is locked into the bottom layer.
Not a transfer of my value study; not a "drawing" per se. A map for the finished painting.
From there, I blocked in the big shapes, paying attention to preserving the values of my sketch, and working (generally) from dark to light. This is especially important if you plan to take more than a few hours to do a painting, because it allows you to paint through significant changes in lighting.
I say "big shapes," but while I focus on these, I do not obliterate all the drawing I did earlier.
I plan to repaint this scene next week, when I participate in Camden Falls Gallery's Plein Air Wet Paint Auction. But more on that tomorrow.
Join us in October, 2013 at Lakewatch Manor—which is selling out fast—or let me know if you're interested in painting with me in 2014. Click here for more information on my Maine workshops!


text:
1.) Trago Company manufactures...
1.) Trago Company manufactures a single product and has a JIT policy that ending inventory must equa
1.) Trago Company manufactures a single product and has a JIT policy that ending inventory must equal 10% of the next month's sales. It estimates that May's ending inventory will consist of 29,800 units. June and July sales are estimated to be 298,000 and 308,000 units, respectively. Trago assigns variable overhead at a rate of $3.60 per unit of production. Fixed overhead equals $418,000 per month. Compute the number of units to be produced and use this amount to compute the total budgeted overhead that would appear on the factory overhead budget for the month of June.
2.) The Ballentine Company expects sales for June, July, and August of $53,000, $59,000, and $49,000, respectively. Experience suggests that 40% of sales are for cash and 60% are on credit. The company collects 55% of its credit sales in the month following sale, 40% in the second month following sale, and 5% are not collected. What are the company's expected cash receipts for August from its current and past sales?
3.) Calgary Industries is preparing a budgeted income statement for 2018 and has accumulated the following information. Predicted sales for the year are $770,000 and cost of goods sold is 40% of sales. The expected selling expenses are $85,000 and the expected general and administrative expenses are $94,000, which includes $27,000 of depreciation. The company's income tax rate is 30%. The budgeted net income for 2018 is:
Aztec Company sells its product for $160 per unit. Its actual and budgeted sales follow. April (actu
Aztec Company sells its product for $160 per unit. Its actual and budgeted sales follow. April (actual) May (actual) June (budgeted) July (budgeted) August (budgeted) Units 3,000 2,600 5,000 Dollars $ 480,000 416,000 800,000 799,000 640,000 All sales are on credit. Recent experience shows that 24% of credit sales is collected in the month of the sale, 46% in the month after the sale, 26% in the...
The budgets that are answers to previous parts of the question Donahue Company is preparing budgets
The budgets that are answers to previous parts of the question Donahue Company is preparing budgets for the third quarter ending Sept 30, 2017. Budgeted sales for the next five months are July 20,AAA units Aug 50,BBB units Sept 30,CCC units Oct 25,DDD units Nov 15,000 units See instructions in table below: July 20,AAA units becomes 20,670 units Aug 50,BBB units becomes 50,313 units Sept 30,CCC...
The following information applies to the questions displayed below) Beech Corporation is a merchandi
The following information applies to the questions displayed below) Beech Corporation is a merchandising company that is preparing a master budget for the third quarter of the calendar year. The company's balance sheet as of June 30th is shown below: Beech Corporation Balance Sheet June 30 Assets Cash Accounts receivable Inventory Plant and equipment, net of depreciation Total assets...
1.) Ratchet Manufacturing anticipates total sales for August, September, and October of $320,000, $2
1.) Ratchet Manufacturing anticipates total sales for August, September, and October of $320,000, $270,000, and $280,500 respectively. Cash sales are normally 30% of total sales and the remaining sales are on credit. All credit sales are collected in the first month after the sale. Compute the amount of cash received for September. 2.) Webster Corporation is preparing its cash budget for...
E8-11 Calculating Cash Receipts [LO 8-4] Shadee Corp. expects to sell 610 sun visors in May and 360
E8-11 Calculating Cash Receipts [LO 8-4] Shadee Corp. expects to sell 610 sun visors in May and 360 in June. Each visor sells for $16. Shadee's beginning and ending finished goods inventories for May are 80 and 50 units, respectively. Ending finished goods inventory for June will be 60 units. It expects the following unit sales for the third quarter: July August September August 515 470...


You may have seen Rick's Picks gourmet, pickled delicacies in your grocery store and wondered if they were really worth $10 - $12 per jar. Well, I can't answer that question for you, but what I can tell you is that their products are incredibly unique and delicious. These aren't just any pickled products -- they are pickled products with a twist!
Rick's Picks founder, Rick Field, grew up making traditional pickles with his family in Vermont. After a career in television production, he decided to turn his passion for pickling into a business. Rick's Picks now offers 14 varieties of shelf-stable pickles that are hand-packed and all-natural. They are made with seasonal produce sourced from local farmers in New York.
Two examples of some of their most unique products are the Smokra and Phat Beets. The Smokra is just what you might think it is -- smokey okra. But, it is so much more complex than just that. The okra are pickled with cider vinegar, garlic, smoked paprika, curry powder, mustard seed, chili flakes, dried chili peppers, and cayenne pepper creating a complex smokey okra like you've never tasted before. I loved these so much that I ate them right out of the jar!
The other product I tried are the Phat Beets. Oh my goodness, are these good?! Words can't describe just how good these are. The suggestion on the bottle stated to pair it with goat cheese so I paired it with the closest vegan version of goat cheese that I could find -- Rau Om's Tofu Misozuke.
Preheat oven to 350-degrees. Cut French bread into 1-inch slices. Brush both sides with olive oil and place in a baking dish. Bake until slightly browned and crunchy -- about 10 minutes. Remove from oven and spread some tofu misozuke on top. Then, top with phat beets.
These aromatic beets are delicious and are the perfect complement to the crostini with tofu misozuke. These are not your everyday beets-- they are spiced with ginger, rosemary, allspice, cinnamon sticks, and cloves. So you get all of those great flavors first followed by the creaminess of the kombu-flavored tofu spread and then the crunchiness of the crostini. This appetizer is guaranteed to be a real crowd pleaser!
Rick's Picks products can be found on Amazon and in stores across the country. Just sure to read the labels of each product as there is currently one flavor that is not vegan, which are the Hotties spicy pickles. As far as I know, the rest are vegan, but I would advise you to read the labels before buying. And if you do decide to splurge on any of Rick's Picks products, I'm pretty certain you won't regret it.


text:
Q: Указать динамический путь к элементу объекта JS Прошу прощения, если не смог верно указать в названии суть задачи.
Есть многомерный объект в котором может быть разное кол-во уровней.
lib = {"lvl1":{"lvl2":{"lvl3":"value"}}}

Также есть список ключей, по которым можно найти значение value. Их число также может меняться.
keys = ["key1","key2","key3"]

Вопрос, как найти по списку ключей keys значение value в объекте lib? Нужно получить именно ссылку к объекту, что бы можно было его изменить.
Если была бы фиксированная вложенность, то можно было использовать:
lib[keys[0]][keys[1]][keys[2]] = new_var

на данный момент не нашел ничего умнее, как определить кол-во ключей в keys, и обычной конструкцией if else указывать на подходящий "шаблон"
if(keys.length == 1){
    lib[keys[0]] == new_var;
}else if(keys.length == 2){
    lib[keys[0]][keys[1]] == new_var;
}
// ... и т.д.

Пытался найти решение через циклы и автоматически добавлять ключи, но реализация получается только через eval
Вложенность примерно в интервале 1-10

A: Нужна рекурсия:
function getElement(lib, keys) {
    var key = keys.shift();
    return keys.length ? getElement(lib[key], keys) : lib[key];
}

function setElement(lib, keys, newValue) {
    var key = keys.shift();
    if (keys.length) {
        setElement(lib[key], keys, newValue)
    } else {
        lib[key] = newValue;
    }
}


Adobe is optimizing its digital marketing strategies across channels, increasing conversion and revenue.
Leading PC manufacturer maximizes the effectiveness of its digital marketing strategy with Adobe Marketing Cloud.
Largest U.S. provider of assurance, tax, and consulting services strengthens its brand and online experiences with Adobe Marketing Cloud.
Semiconductor company speeds time to market using Adobe Experience Manager, Creative Cloud, and Digital Publishing Suite.


I like NixOS and the way modules work. I miss them when I do tasks in other languages that have less power than NixOS, for example Ansible and Terraform.
Luckily all these tools can be configured via JSON, and Nix can easily create JSON. The go-to tool for that job is nix-instantiate which every NixOS has installed (yeye!).
I will show you how easy it is, with a few lines of nix, to create a JSON renderer for terraform configuration files. But this is only done in a sketchy way, to inspire you to create your own setup for different tools that use JSON.
If you are interessted in a full (or almost full) terraform JSON renderer have a look at my terranix project.
Lets look what nix-instantiate does.
Nice! This is expected because it is an example from the documentation.
Modules are one of the things that make NixOS really awesome. So lets us them in combination with nix-instantiate!
This is almost what we want to see. the _module value is not needed. So let's remove it with a sanitization function, and move the content path to a different file called config.nix.
In config.nix we can now focus on the configuration content. And we write it just like we would write a NixOS module.
Now we have the full power of the NixOS module system to generate JSON. We can write modules to hide complexity and create very well readable terraform or ansible setups without the need of their strange tooling which is not capable of mapping, filtering or hiding complexity.
Let's make an example so a non-NixOS-veteran can see how to start using this modules system.
The following file is a module that let's us create resource entries to create an hcloud server. But it has one parameter additionalFileSize which will automatically add an hcloud_volume and an hcloud_volume_attachment.
extra volume (in GB) that should be added.
Let's look at the different config.nix results.
The output is like we expected it to be.
Whoa, a lot of other resources joined the party. Additionally, the additionalFileSize parameter is properly removed from resource.hcloud_server.test.
You could also create this very simple example in HCL by using variables, locals and count. By doing that, you already reached the limits of HCL but in Nix this is a very simple example.
Let's create something you wouldn't be able to do in HCL anymore.
Imagine you have an inner circle of admins, which need access to all machines created. So when a machine is created we also add all admin keys.
Let's look at the config.nix first.
We want to define the admin keys "globally" without setting them for every machine explicitly.
The admins module will not create any resource directly. Instead it defines options which can be set and used by other modules.
The admins options are used in the hcloud.nix file, and of course every other module that create servers.
They are accessed via config.admins and depending on their content, we create hcloud_ssh_keys and add them to the servers.
The hcloud.nix starts to get big now, but it is very similar to the version from the privious section. Focus on the last let section and on mkMerge. Look closely at the end of the serverResource definition.
Nice! All 3 keys will be created by hcloud_ssh_key and they all get wired to the new hcloud_server.
This should give you a feeling how you can maintain your JSON/YAML-configured tools, with nix-instantiate and the NixOS module system.
Thanks to tv for his introduction to nix-instantiate.
Thanks to lassulus and kmein for polishing this article.


text:
#ifndef AR2_TEMPLATE_H
#define AR2_TEMPLATE_H
#include <AR/ar.h>
#include <AR2/config.h>
#include <AR2/imageSet.h>
#include <AR2/featureSet.h>

#ifdef __cplusplus
extern "C" {
#endif

#define  AR2_TEMPLATE_NULL_PIXEL     0x1000

typedef struct {
    int          xsize, ysize;      /* template size         */
    int          xts1, xts2;        /* template size         */
    int          yts1, yts2;        /* template size         */
    ARUint16    *img1;              /* template for mode 0   */
    int          vlen;              /* length of vector *img */
    int          sum;
    int          validNum;
} AR2TemplateT;

#if AR2_CAPABLE_ADAPTIVE_TEMPLATE
typedef struct {
    int          xsize, ysize;      /* template size         */
    int          xts1, xts2;        /* template size         */
    int          yts1, yts2;        /* template size         */
    ARUint16    *img1[3];           /* template for mode 0   */
    int          vlen[3];           /* length of vector *img */
    int          sum[3];
    int          validNum;
} AR2Template2T;
#endif

typedef struct {
    int     snum;
    int     level;
    int     num;
    int     flag;                   // Set to -1 to indicate that this candidate is the last candidate in the list/array (i.e. candidate count has reached AR2_TRACKING_CANDIDATE_MAX). 0 to indicate a valid candidate. Set to 1 to indicate that this template has been chosen as a candidate.
    float   sx, sy;
} AR2TemplateCandidateT;

#if AR2_CAPABLE_ADAPTIVE_TEMPLATE
AR2TemplateT  *ar2GenTemplate  ( int ts1, int ts2 );
AR2Template2T *ar2GenTemplate2 ( int ts1, int ts2 );
int            ar2FreeTemplate ( AR2TemplateT  *templ  );
int            ar2FreeTemplate2( AR2Template2T *templ2 );

int ar2SetTemplateSub ( const ARParamLT *cparamLT, const float  trans[3][4], AR2ImageSetT *imageSet,
                        AR2FeaturePointsT *featurePoints, int num, int blurLevel,
                        AR2TemplateT *templ );
int ar2SetTemplate2Sub( const ARParamLT *cparamLT, const float  trans[3][4], AR2ImageSetT *imageSet,
                        AR2FeaturePointsT *featurePoints, int num, int blurLevel,
                        AR2Template2T *templ2 );
#else
AR2TemplateT  *ar2GenTemplate ( int ts1, int ts2 );
int            ar2FreeTemplate( AR2TemplateT  *templ  );

int ar2SetTemplateSub ( const ARParamLT *cparamLT, const float  trans[3][4], AR2ImageSetT *imageSet,
                        AR2FeaturePointsT *featurePoints, int num,
                        AR2TemplateT *templ );
#endif

int ar2GetBestMatching ( ARUint8 *img, ARUint8 *mfImage, int xsize, int ysize, AR_PIXEL_FORMAT pixFormat,
                         AR2TemplateT *mtemp, int rx, int ry,
                         int search[3][2], int *bx, int *by, float *val);

#if AR2_CAPABLE_ADAPTIVE_TEMPLATE
int ar2GetBestMatching2( ARUint8 *img, ARUint8 *mfImage, int xsize, int ysize, AR_PIXEL_FORMAT pixFormat,
                         AR2Template2T *mtemp, int rx, int ry,
                         int search[3][2], int *bx, int *by, float *val, int *blurLevel);
#else
int ar2GetBestMatching2(void);
#endif

int ar2GetResolution( const ARParamLT *cparamLT, const float  trans[3][4], const float  pos[2], float  dpi[2] );
int ar2GetResolution2( const ARParam *cparam, const float  trans[3][4], const float  pos[2], float  dpi[2] );

// Returns -1 if no template selected, otherwise returns the 0-based index of the selected template
// and sets 'flag' of the template to 1.
int ar2SelectTemplate( AR2TemplateCandidateT *candidate, AR2TemplateCandidateT *prevFeature, int num,
                       float  pos[4][2], int xsize, int ysize );

#ifdef __cplusplus
}
#endif
#endif


text:
Home / Politics / News / Saving a forest from vanishing
Saving a forest from vanishing
4 min read . Updated: 03 May 2012, 09:41 PM IST Ananda Banerjee
Unprotected zone: The Nandhaur valley with river Nandhaur criss-crossing its landscape.
Kathgodam : The Nandhaur forest that stretches from India's border with Nepal in the north to Corbett National Park is one of the several hundred reserve forests in India—and that may just be the problem.
Nandhaur deserves an upgrade, say conservation activists who, over the past six months, have undertaken an exercise using camera-traps placed along the Kathgodam-Tanakpur road to track wildlife in the region—they have pictures of tigers, leopards and bears, among other species to show for their efforts.
The state government doesn't seem to be sensitive to the ecological needs.
In the last decade it has allowed the setting up of a railway sleeper factory, an Indian Oil Corp. Ltd (IOC) depot and an Indo-Tibetan Border Police (ITBP) complex on land carved out of the reserve forest.
Using camera traps, two wildlife biologists are documenting evidence of wildlife in Nandhaur's forested area, hoping to get it better protection
The state government wants to broaden the road close to where the camera traps took the pictures. It remains blind to other projects, including illegal boulder mining and logging that are destroying the forest. Poaching continues unabated in the absence of adequate forest guards. Meanwhile, a Central Reserve Police Force (CRPF) camp is being built at one end of the Nandhaur forest. All this may be a precursor to further developmental activity.
Going by the pictures produced by the camera traps, it's highly likely that the forest interior harbours much more by way of wildlife than has been captured by the road-side devices, says Dipankar Ghosh, director of species and landscape programmes at WWF (World Wide Fund for nature)-India, whose team set up the traps.
"If proper protection measures are put in place, Nandhaur can be as successful as Corbett, which has a high density of tigers and holds a large elephant population," says scientist and conservationist A.J.T. Johnsingh.
The 850 sq. km pristine forest tract east of Corbett National Park lies between the Gola and Sharda rivers on the Terai. It is part of the Terai- Bhabar region in the Shivalik range of the Himalayas and is mostly covered by sal trees and grasslands.
Photo of an Indian leopard taken by hidden cameras during a wildlife tracking exercise in the forest
Nandhaur forms part of the larger area known to conservationists as the Terai Arc Landscape (TAL) that covers 49,500 sq. km (30,000 of which is in India, the rest in Nepal). The global biodiversity hot spot lies in an 810km arc curving from the Kalesar Wildlife Sanctuary in Haryana and the Simbalwara Wildlife Sanctuary in Himachal Pradesh to Valmiki National Park in Bihar.
Though fragmented in many places, TAL represents one of the densest populations of the tiger in the world with 14 protected areas (nine in India, five in Nepal) and is home to three flagship species—the tiger, Asian elephant and the Indian rhinoceros.
In 2004, Wildlife Institute of India said it was one of the three viable habitats key to the long-term future of the tiger, which was acknowledged by the state forest department in 2005. The area is also a part of the Shivalik Elephant Reserve declared by the Uttaranchal government in 2002.
Photo of an Indian tiger taken by hidden cameras during a wildlife tracking exercise in the forest.
Rajesh Gopal, member secretary and head, National Tiger Conservation Authority (NTCA), says, "Since 2001, the authority has made a concerted effort to declare as much tiger habitat as possible so that the forest landscape gets the highest possible legal protection. It is the only way to save forests from getting diverted for development purpose."
Still, Nandhaur is outside the Protected Area (PA) network on India's conservation map. The state's apathy has led to large-scale destruction of the Gola river corridor and has hampered elephant movement. The corridor used to ensure that wildlife could move uninterrupted from Corbett to Nandhaur and all the way to Nepal.
TAL in Uttaranchal can be roughly divided into three areas—between the Yamuna and Ganga rivers, between the Ganga and Gola rivers and between the Gola and Sharda rivers.
The majority of Rajaji National Park lies in the first, while the second has part of Rajaji National Park and Corbett National Park. Nandhaur is in the third and comes under the Haldwani forest division, whose five ranges—Chakata, Nandhaur, Jaulasal, Danda and Sharda—cover about 600 sq. km.
This area is the only link between the eastern forests of TAL such as Bramhadev and Sukhlaphata Wildlife Reserve of Nepal and the western forests of Ramnagar and Terai central forest division, conservationists say, offering another argument for its protection.
It was the British who renamed Bamori Ghati as Kathgodam (meaning a depot of wood) in April 1884. Since then, the constant flow of timber has reached unsustainable levels.
Exploiting traditional forest rights
Tree theft: A truckload of wood being smuggled out of a forest in Uttaranchal.
These rights are being subverted by the so-called "wood mafia" to exploit the sal forest, conservationists allege. Instead of cutting dead trees, there is indiscriminate felling of sal trees across Uttaranchal. Sometimes, when an inquiry is conducted, permission papers for the hak hakook of random villages are liable to be produced, allowing violators to escape.
Photos By WWF India
ananda.b@livemint.com
Catch all the Politics News and Updates on Live Mint. Download The Mint News App to get Daily Market Updates & Live Business News.
MakeMyTrip turns profitable as travel demand i...


text:
How to Fail (but Still Succeed) in Corporate Gamification: a Real World Experiment
In February, 2015, I ran a low-tech, pilot gamification process to encourage my company's employees to install an analytics application on their and their family members' handsets. This report describes the initiation and development of the project, its results, feedback received, analysis of what went wrong and right, and takeaways for future gamification processes.
Gamification in Business
In a business environment, gamification is the application of game and/or play mechanics to a non-game process with the aim of achieving a better result than would be expected without these mechanics. The theory is to motivate people to achieve the process' goal – not by a job well done or a salary – but by providing engaging elements to the process and imaginary awards designed to be collected in parallel with the process' goals.
In other words: you add something fun DURING the process that hopefully causes people to do the process well, where previously they did not do the process well due to poor motivation. For example, you include thematic elements (like racing cars or animals in combat), iterative goals, real-time feedback and measurements – like a running score – and a social element that may range from encouragement to cooperation to competition to rivalry. And you might bestow a title upon one or more people who complete the process, or who complete it the best, where "complete the process" hopefully doesn't mean the person who had the most fun or achieved the highest score, but instead means the person who best completed the non-game process for which we were hoping to get better results.
Businesses are filled with processes that could be done better: showing up on time, showing up altogether, fixing bugs, reducing time for handling customer service calls, handling them better, completing projects quicker, or coming up with kick-ass ideas. For some of these processes, introducing gamification to the process leads to (or can lead to) disaster. If you gamify reducing customer service call time, you encourage faster turnover but worse service. If you gamify creativity, you tend to get less creativity (there are many sources for this).
Gamification works best when it is used to improve simple non-thinking or lightly creative repetitive tasks, like attendance, turnover, and fixing bad records in the computer. Even then, different kinds of tasks are better improved by different types of gamification. It takes some experience, knowledge, and skill to marry the right kind of gamification elements, benchmarks, and goals to the right processes. And because people get bored of the same games over time, applying gamification effectively is a continuous process.
The best way to gain experience in something is to do it. The best place to do a business gamification project is in the company in which you're already working. Without a clear business case or experience that proves the process is going to save/make a lot of money, you need a pilot that is homegrown and small scale. If it succeeds, you find something larger and more costly to tackle.
The Process We Found to Improve
My company made software for mobile devices, typically installed at source by handset manufacturers or service providers. They were working on an Analytics client that could be installed on a device and which would report back various information about the devices, such as installed OS version, crash times, app usage, and so on.
This was not the first time they were working on this client. They had made two earlier versions. To test it, they wanted in installed on as many devices as possible. On each of the previous occasions, they had tried to get fellow employees to install the client; they got 7 to 15 device installations.
My boss wondered if a gamification project would help. (I had introduced the company, and my boss, to gamification a few months earlier.) Maybe we could get to 50 devices? Or even 100? He approached me. I considered for about ten seconds and said, with confidence, that a company of our size (250 people) could get 1,000 devices using gamification: each employee could install it on his or her own device(s) and three family members of close friends for the two month trial period. If the process was designed and handled properly.
My boss was initially taken aback – 1,000 devices? – but he told me to go for it. The company will get the client ready and the kinks worked out as much as possible, and I will design the game.
The Game as it was First Proposed
This was the email I sent as my proposal for the game:
We have 250 employees (approx) and I think that each one can install it on his or her own device and get 3 to 4 close friends or family to do the same. They only have to keep it on their phone for a month or two. The game is not for the general public, since the client is not yet ready for the public.
The game is as follows: Employees will be divided into six teams, each named for a color and an animal (e.g. brown bears, blue dolphins, etc). Teams include Israeli employees paired with employees in a foreign office. The launch will be at a specific date and end at a specific date. Each team will have use of a dedicated internal email list, and a web page will contain the instructions and each day's and the total scores.
Each employee will get some kind of token, like a pin, to wear in their color during the game.
Employees report daily to me their "captures" (I'm calling the game Handset Hunt), and I update the website with the scores (manually, which is a bit of a pain; we don't have the time to develop something better.) Naturally the server registers all clients, so we know how many devices actually sign up.
If the entire company gets to 1,000 devices, we all get breakfast. The best scoring team also gets dessert (even if we don't get to 1,000 devices).
The Thinking
This game involved nearly no resources; this is a small initiative by a low level employee with no budget, or almost no budget. It is not hard for me to tabulate a dozen or fifty emails in a day, and I wasn't expecting more than that. The daily feedback would give people a metric to see with constant changes.
I thought two weeks was a good time: a longer period would not only drag out the time unnecessarily, since people would sign up at the beginning and end, but not in the middle, but that is would actually hurt participation, because people would just delay installing the client until they forgot. And that we couldn't sustain the energy past two weeks.
The task would be simple to accomplish for one's own devices, and not too difficult to persuade family members for a favor for a few months.
Six teams meant teams of 40 or so players each, pairing somewhat contiguous groups with offices around the world. We tried to keep some kind of coherence, and I was hoping that the tokens and the mailing lists would serve as a catalyst for team identity. I thought a tangible token would be a daily reminder to people that there is a game in progress as well as a possible source of team-identification.
The game included cooperation with teams, to instill a sense of identity, and a competition to foster competitiveness. There was no individual leader board, since I wanted everyone to do something, not something to be done in general by whomever could do it best (which is often what happens with a leader board).
The reward was to provide some additional incentive. Generally speaking, a gamified process solely rewards badges, points, bragging rights, etc. But I figured Israelis, all of whom are post-army, needed something real to incentivize them. Israelis are keen to avoid being a "friar", that is someone who does something that he doesn't have to do. They are dedicated when they have to do something that they think is important; many are also dedicated to both cooperation and competition.
I wanted the CEO in Israel, and the leaders in each region, to physically gather everyone together to launch the game and its stress its importance, hand out the tokens, and give some encouragement to participate. Either I didn't make this clear enough or I was overruled by my boss, I can't recall which; this trigger, or anything like it, never materialized. Instead, the game was launched by emails sent out with the game information.
Here was one of the emails:
Handset Hunt, a Gamified [Our Company} Game
[Our company] would like to test its Analytics client in the field. To do that, we need to have the client installed on as many devices as possible.
We are inviting you to play our game, which we call Handset Hunt. We are aiming for 1,000 client installations in order to perform a complete test. If we succeed, [our company] will take the entire company out for breakfast.
[Our company] employees are on the prowl to capture and tag mobile devices in order to test their Analytics client. Six packs of hunters will compete to tag the most devices.
Game Goals
[Our company] needs to test the reliability and viability of the Analytics client. The test will be performed by collecting information from many devices over the course of an eight week period.
Team goal: Get the Analytics client installed on the most devices by the end of the game.
Company goal: Get the Analytics client installed on at least 1,000 devices by the end of the game.
Employees have been assigned to one of six teams. Each team has 39 players.
All employees in each office outside of Israel are on a single team together with as many Israeli employees are required to complete the team size.
You are assign to [Color Animal] team.
Game Period
The game starts on February 4 and runs to February 25 at 23:59 IST (three weeks). This is the "game period".
1. Install the Analytics client on as many Android devices as you can during the game period.
2. Ask your family and close friends to install the client on their devices.
3. Inform friends and family to keep the client on their device until at least March 15.
4. IMPORTANT: DO NOT POST A GENERAL REQUEST to your friends on social media or publicize this game or the trial in any public forum. The client is not ready for public use and contains proprietary source code that [our company] does not want exposed at this time.
5. Registration: Each day, email to [someone else in the company] the number of new devices onto which you or your friends or family have successfully installed the client. A daily update will be available on the internal Wiki. The URL is [URL].
6. All teams have an email list to be used as desired (encouragement, discussion, etc). You are receiving this email using this list.
7. If you experience any installation problems, mail [someone else].
All information collected is aggregated and anonymous: [our company] cannot map collected information to any individual, and the system ID of the device is not mapped to a phone number.
You can find list of collected information in the game portal: [Portal URL]
If the company meets its goal of 1,000 devices, all [our company] employees are awarded breakfast (specifics to be determined). All members of the winning team are awarded dessert (specifics to be determined).
[installation instructions for Android devices went here]
Teams [1]
Blue Dolphins
Orange Tigers
Green Dragons
Yellow Lions
Good luck, happy hunting, and have fun!
The Wiki had these instructions, together with a table at the top of the page listing the names of each person on each team, and the current day's and total scores.
The immediate question is "Why not bring in a gamification company?" The HQ of one of the world's leading gamification companies, Gameffective, was a mere 20 minutes from our office and I am friends with its CEO, Gal Rimon. The immediate answer is that there is no business case for gamification at the company; we were trying to build a business case. Spending tens or hundreds of thousands of NIS was not on the table.
So there was no framework, no individual point scores, no badges, avatars, fancy sounds or graphics, player props, levels, etc, etc.
The teams didn't. See below.
No tangible reward is not a bad thing, and a substantial reward can be a good thing, but a small reward can be a disincentive - like leaving a very small tip. So this was probably a mistake. No one was motivated by the reward, though no one was really demotivated by it, either.
The token was shot down during discussion with my boss and others as impractical; it was difficult to do when our employees were scattered around the world. I suggested that each regional manager could buy the tokens for their employees, but this was rejected. I suggested that, at least, each Israeli employee get a colored something, since I thought something tangible would be important. The result was this change:
The Israeli employees will get a colored paper to place on their desk to write down, which are the phone numbers of the people they got to install the client. Employees also report daily to me. At the end, the Israeli employees give me their papers "for corroboration".
In the end, we abandoned this too, since it was hard to find the right paper in the right colors and it didn't make sense to give papers to the Israeli employees but not to the non-Israeli ones.
An app that sends data about your phone to a company is not something that most people want on their phone, certainly not without very clear information about what the app does and how long it will stay on your phone. Company loyalty goes only so far. My boss agreed to give general ideas about what it did and a link to the portal with summary info. But he didn't want to tell people how long to leave it on the phone. I wanted to tell people that they could remove it after two months, but he insisted we leave that out of the message.
So people didn't have a clear idea of what they were installing, or for how long, or what kind of information was being collected. However, we told them that all data would be kept private to the company.
Also, the process was a fairly finite one. You could play once or twice, maybe a few more times than that, but then you were pretty much done.
I wanted to run the trial for only two weeks. In truth, four days would have been right. My boss wanted four weeks, but agreed to cut it down to three weeks.
The trial was set to start sometime in October, but the client wasn't ready, so it kept being pushed off. We almost started in December, but the foreign offices indicated that they did not want to run the trial over the end-of-year holidays. I found a new job and gave notice on Jan 19. Finally the trial started on Feb 6, scheduled to end after my time at the company was over on Feb 19.
I considered whether any of the offices would have a cultural issue with my theme selection of colors and animals. Would being on team dolphins offend the Japanese? Would being on the red team offend the Chinese? I didn't know, but I didn't follow through. I don't think there were any problems.
Any gamification project, unless it is a breakout hit with its audience, requires a champion to marshal enthusiasm among the troupes. In addition to the pitch at the kick-off meeting that didn't happen, there should have been team leaders, daily events, and an enthusiastic guy (me) to go around spurring people to make the initial leap into the game. I had limited motivation: The game was supported by my company less than I had hoped and I was overruled on some design issues. I knew that I hadn't made the best game, and the design was made poorer due to compromises that were required and some interference. I was leaving the company. On the plus side, I wanted to see the game succeed.
Fielding reports was not difficult, and I dutifully put them up on the web site. However, many people forgot to tell me; we had more handsets connecting the server than were reported in the game.
My boss and I made some attempts during the game to remind people about it, I posted once or twice on my team list to start a conversation, but to my knowledge, the lists were never used. Participation was about 10 to 30 handset signups a day during the first few days. By the end of the first week, we had around 120 handsets. A few days later we hit 140, and then nothing until I left the company. I called later for the final counts: 157 handsets.
So we "failed" to reach 1,000 handsets. But we succeeded in reaching over 10 times the number of handsets that had ever been reached in previous attempts. The data collected from the handsets, and the experience gained from the people installing them on various live devices, was invaluable to the client's development. And it cost nothing.
When I asked my boss about the experiment, he wrote: "We completed the development for the trail, we got the client installed on a nice number of devices, and we got insights from the trial. We did not promote it enough and did not get to all people." In a future project, we should "Invest more in order to have the people on board, call the regions to sign up and call in order to share the insights and not trust mails."
Here are answers to some questions I asked other people in the company about the game:
1. Did you sign up any handsets?
YES: 8
"I'm proud to be part of the team that signed up the most devices and also one of the two people who personally signed up the most devices."
"Yes, about 4."
"I had 5 or 6 handsets installed. All others in my family have iPhones."
"Only my own."
"Yes, me and my wife."
"My family only has iPhones."
"Yes, I installed the application on my device. I talked a bit with other office members, asking them why they did not installed the client. Half of them are using iOS… and for people who use Android, their device is old and with limited memory."
"Did not sign up any headsets. Maybe I should have..."
"I signed 3 or 4 handsets not including my own, as the app did not work for me." [for reasons]
2. Did the "game" motivate you at all to do so (or the general needs of the company)?
"The game definitely motivated me to sign up people."
"No, I would have done this per personal request also, although it would have been nice to win a good breakfast on the company treat."
"I think if it wasn't for the game I would probably install it on my phone and maybe my son's phone, but with the game I went out to find other people's phones."
"The game did not motivate me."
"It is interesting for me to see the report and I am pretty willing to install the application on my device. I am interested in the game is because I am familiar with the product and I believe it is a valuable product."
"The game slightly motivated me but not enough to make an actual effort." "The general needs of the company."
"The needs of the company motivated me much more than the game/teams/wins etc."
3. What about the game worked for you and what didn't; what might make you more motivated in the future for similar projects?
It was cool to see the client working
"The fact that we could see the actual results and stats is great. I also see a lot of value in being able to use the server as a real demo and strongly believe that we should eat our own dog food, so to speak – so that worked. "
"It was nice to receive the summary of the information that was gathered from the devices."
Lack of triggers or didn't understand the game
"I didn't look at [the emails] at all."
"The emails got lost in the general email clutter - maybe a more physical display of the progress such as the 'thermometers" that the old fund raisers used to use would have been a good idea."
"One thing I need to complain about was the invitation plan. From the description email, I didn't understand how to count the invited devices. I remember the email said once we have the application installed on a friends device, we need to write email to someone simply tell the number of the device as a score.. It looks very un-serious to me. Since we don't need to send either IMEI or some solid proof of a device, while just sending the number of new devices… are you expecting me to be serious about the game?" [He went on to say how the lack of a rigid game methodology in counting devices, combined with the competition, made it seem like the game was based on "trust", which he couldn't wrap his head around.]
"This game basically sounded like a spam game to me..."
General problem with the activity
"It's my personal issue with that kind of software."
"I did not like the point that I need to install some useless app on my friend's phones... Specifically made for spying after usage statistics..."
"It did not work for me that the people who installed the app got no benefit from it – there could be a report showing some value."
Lack of daily interaction/feedback
"The game didn't have enough presence or awareness in employees day to day... The reports on progress were not updated daily. There were no motivating follow ups during the game."
"I did not see my device data in the final report. It is quite a pity to me."
Problems with the teams
"I think that there was a lack in the sense of real competition, because the groups were not homogenous enough… in the sense that I don't really know who was in my team, and even what is my team's name. If my team was "product and marketing", then I would more easily associate with them and encourage them to do more… but I was brown bears or orange tigers or something else, and the team included people from outside my immediate reference group…"
"Splitting for groups didn't really motivated me. Maybe if it was more individual and I could see online how many devices I registered against the others, it would turn the competition more personal and interesting. :)"
Registering should have been automated [something over which I had no control.]
"I believe the activation of the program should have done the report automatically instead of manual report."
"Upon installation on device, the application should pop up a screen asking the user to choose which team he wants to register to. This is more intuitive."
Lack of motivating prizes
"The prizes didn't matter much to me but I would have added some interim (real but small) effort recognition prizes, for example, best team of the week, top signer weekly, top signer, etc."
"A more serious motivation might be some more real gift to the winners."
"I would have participated more actively if there was a decent prize involved."
"Some really cool reward or giveaway or activity for everyone on the winning team may cause more motivation. But the main motivation is not about a reward at all."
If a lackluster attempt at gamification can achieve 50% participation and produce a 1000% increase in participation for an activity that few people really wanted to do, then there is something about corporate gamification that can work for business. A big portion of that, maybe the bulk of it, is simply promoting the idea that there is an activity outside of the normal work requirements that is important to the company, is not difficult to do, and can be done in a particular time frame, so "please do us a favor".
It may be that 50% participation was achieved only because this was a "new" thing. Perhaps less people will be interested next time because it won't be new. Perhaps more people will participate: the ones who did this time will do so again, and new ones will if they know more about it and the game is constructed and introduced properly.
Everyone is wildly different about what does or doesn't motivate them. No one type of challenge suits all people. A game that provides a number of ways to play that hits multiple motivational points is more likely to succeed. Some people wanted clearer, more defined groups, others wanted more individual competition, while others didn't care about the competition. The prizes mattered to people – not more than doing their civic duty – but this may have been skewed by the fact that we offered a small prize. If we had offered no prize at all (except bragging rights), maybe fewer people would have asked for a better prize. Or maybe not. However, a better prize would have increased participation.
This game was an example of "short burst" gamification. Different rules apply to long term gamification that is built into the daily routines of employees, Long term gamification has high exec buy-in, is taught to every employee, and becomes part of the daily routine. It must be changed regularly and kept fresh to maintain long term interest, but the rules of engagement are different.
In this process' case, a better game, with a dedicated team, a spiffier framework and graphics, a less frightening product, a more limited time frame, maybe a little less compromises on game design, a more serious buy-in from the execs, and daily enthusiastic communication would have been preferred. These would have gone a long way in achieving better results. I still think we could have hit 1,000.
[1] Pictures taken from various CC sources on Google
Labels: gamification
How to Fail (but Still Succeed) in Corporate Gamif...


Enhance customers' lives by meeting their needs in the home and beyond.
For more than 50 years, Best Buy has been providing expert advice to help our customers with all their tech needs. Now, we're going a step further by bringing personal consultation services into the home with In-Home Consultation.
In-Home Consultation offers our customers the ease of having one point of contact for the Best Buy solutions they need today and anything to come in the future.
© 2003 - 2019 Best Buy. All Rights Reserved.


text:
<?php
/**
 * Class comment.
 *
 * @package PDepend::CodeRankA
 */
class PDepend_CodeRank_ClassA
{
    /**
     * Method comment.
     *
     * @return $this
     */
    public function methodA()
    {
        return $this;
    }

    /**
     * Method comment.
     *
     * @param PDepend_CodeRank_ClassB $classB Instance
     *
     * @return void
     */
    protected function methodB(PDepend_CodeRank_ClassB $classB)
    {
    }

    /**
     * Method comment.
     *
     * @return void
     * @throws PDepend_CodeRank_ClassC
     */
    private function methodC() {}
}

/**
 * Class comment.
 *
 * @package PDepend::CodeRankA
 */
class PDepend_CodeRank_ClassB
{
    /**
     * Method comment.
     *
     * @param PDepend_CodeRank_ClassB $classB Instance
     *
     * @return void
     */
    public function methodB(PDepend_CodeRank_ClassB $classB) {}

    /**
     * Method comment.
     *
     * @return PDepend_CodeRank_ClassC
     * @throws PDepend_CodeRank_ClassC
     */
    public function methodC() {}
}

/**
 * Class comment.
 *
 * @package PDepend::CodeRankB
 */
class PDepend_CodeRank_ClassC
{
    /**
     * Method comment.
     *
     * @return string
     */
    public function __toString()
    {
        return '';
    }

    /**
     * Method comment.
     *
     * @return PDepend_CodeRank_ClassA
     */
    protected function methodA() {}
}


text:
Coney Island or Inishmulclohy (), is an island between the Rosses Point and Coolera peninsulas in Sligo Bay, County Sligo, Ireland. It is one of several islands of the same name off the coast of Ireland. It is an island of approximately 400 acres and is named after the vast quantity of rabbits which can be spotted on the island at any time, the Irish for rabbit being  and (coney (, historically ) was an English word for a rabbit or rabbit hair, both originally deriving from the Latin cuniculus, meaning "rabbit").

History
In 1862 the island had a population of 124 people, with 45 children attending the local school. The island now has only one family of permanent inhabitants (traceable back to the 1750s) but has many other temporary residents, especially in the summer months. The island gained electricity in 1999 via an underground cable.

Demographics

Activities

Visitors to Coney Island like to frequent the local pub, spot the faerie ring and Napoleonic star shaped forts, visit Carty's strand (the secluded beach to the rear of the island) for a swim or walk around the island to spot rabbits or the schoolhouse and other famine structures which remain.

Folklore
There are also stories of faeries, mermaids and spirits on Coney Island, and visitors can try to find the elusive St. Patricks wishing chair, St. Patricks well, the remains of a washed up whale and some fairy forts.

In the late 1700s, the merchant ship Arethusa sailed the route between Sligo and New York City. Regarding the naming of New York's Coney Island: one theory is that the ship's captain named that island after Sligo's Coney Island.

Access
Coney Island is accessible by boat from Rosses Point, or by driving or walking over the causeway, two and a half kilometers across Cummeen Strand, guided by 14 pillars, at low tide. The bollards were constructed in the mid-1800s, lining up with the Black Rock lighthouse, to aid in night time travel across the bay. A spate of drowning tragedies in the 1800s, including that of the then owner of the island, William Dorrin, in 1823, prompted the construction of the bollards.

See also
 List of islands of Ireland

References

External links

 Sligo boat charters
 Sligoheritage.com - "Miracle of Coney"

Islands of County Sligo
Tidal islands of Ireland

redpajama_set_name: RedPajamaWikipedia


text:
Q: Creating CSS :after with jQuery I need to dynamically create my CSS styles for my elements. However, I need to have :after in CSS and I have heard that you cannot modify this in jQuery.
Is this true? Is there anyway around this?

A: Why create css using javascrript?
Have the required styles in a css class and then apply the class using jQuery by using addClass method.

A:
Is this true?

Yes. Pseudo-elements created with :after are not part of the DOM and therefore cannot be selected.

Is there anyway around this?

No. Unless you do it without :after (use an actual element, then you can select it/bind events to it).
Edit
Having re-read your question, I think you're actually asking if you can apply :after styles to an element with jQuery. The answer is still no, although you can use addClass to add a new class to the element and define :after styles for that class name.
Edit again
When I've said "no", it seems I'm not entirely correct... see @AtesGorals answer for a nice workaround.

A: You can generate a <style> tag and insert it into the <head>:
http://jsfiddle.net/PrBHF/
$("head").append($('<style>div:after { content: " World" }</style>'));


text:
//  --------------------------------------------------------------------------------------------------------------------
//  <copyright file="WordDescriptionFormatterTests.cs" company="PicklesDoc">
//  Copyright 2011 Jeffrey Cameron
//  Copyright 2012-present PicklesDoc team and community contributors
//
//
//  Licensed under the Apache License, Version 2.0 (the "License");
//  you may not use this file except in compliance with the License.
//  You may obtain a copy of the License at
//
//      http://www.apache.org/licenses/LICENSE-2.0
//
//  Unless required by applicable law or agreed to in writing, software
//  distributed under the License is distributed on an "AS IS" BASIS,
//  WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied.
//  See the License for the specific language governing permissions and
//  limitations under the License.
//  </copyright>
//  --------------------------------------------------------------------------------------------------------------------

using System;

using NFluent;

using NUnit.Framework;

using PicklesDoc.Pickles.DocumentationBuilders.Word;

namespace PicklesDoc.Pickles.Test.DocumentationBuilders.Word
{
    [TestFixture]
    public class WordDescriptionFormatterTests
    {
        [Test]
        public void SplitDescription_NullArgument_DoesNotThrowException()
        {
            Check.ThatCode(() => WordDescriptionFormatter.SplitDescription(null))
                .DoesNotThrow();
        }

        [Test]
        public void SplitDescription_NullArgument_ReturnsEmptyArgument()
        {
            string[] descriptions = WordDescriptionFormatter.SplitDescription(null);

            Check.That(descriptions.Length).IsEqualTo(0);
        }
    }
}