BLACK STONE CHERRY are set to release Thank You: Livin' Live, the band's debut live album, on October 30th via Eagle Vision. The release will be available as a DVD+CD, Blu-Ray+CD, Digital Video, and Digital Audio option. The performance was shot on BLACK STONE CHERRY's Magic Mountain tour, exactly one year prior to the disc's scheduled release date, at the band's sold-out Birmingham LG Arena show on October 30th, 2014.
In just seven years, BLACK STONE CHERRY progressed from playing 200-capacity club gigs in the UK to headlining their first arena tour. This DVD documents one of those triumphant shows, filmed at Birmingham's LG Arena and showcases the band's long-standing love affair with their British audience. Filmed in high definition and available on DVD, Blu-ray and twin DVD+CD pack, the incendiary live set features crowd favourites from all four of the band's studio albums, plus bonus interview material and additional live tracks shot at this year's Download Festival.
The band is thrilled to bring this release to their fanbase, as guitarist Ben Wells attests: "We are beyond excited to bring you all this live DVD. Growing up watching my Elvis and AEROSMITH DVDs and VHS tapes, I never thought I would be in a band that would one day be releasing one - and in an arena at that! We are so honored, humbled, and thankful to have the fans and friends we have in this business and we couldn't do it without the grace of God and all of your support! Sit back and enjoy this live BSC experience. We had a blast filming it!"
A video from the show for the song "White Trash Millionaire" has also been released and you can watch it on KNAC.COM right HERE.


Hibernian boss Colin Calderwood says that the officials in Saturday's home game against Celtic should be under no more pressure than in a normal match.
Calderwood saw referee Willie Collum make some debatable decisions in Celtic's draw at Hamilton on Wednesday.
He said: "Hopefully it's going to be a lively atmosphere. We want controversy, some talking points in the game.
"There isn't any great importance in them being better than they have been. They've got to do their job."
Collum will be the fourth official when 10th-place Hibs host league leaders Celtic in the Scottish Premier League at the weekend, a role Calderwood considers important.
He said: "There are rules for coaches and managers and in technical areas you have to be respectful of the officials.
"They've got to be respectful of the situation you're in as well.
"The fourth official has a huge influence on the conduct in those areas.
"The ones new to being a fourth official are a bit more lively than ones with a bit of experience."
Celtic manager Neil Lennon played 21 times under Calderwood when he was in charge at Nottingham Forest and says he always thought his midfielder would make a good manager.
"He's heading in the right direction and it's quite an achievement, what he's done so far," said the former Scotland defender.
"He was always very much a leader in the dressing room and had all the right attributes. He was a great example of handling pressure.
"Without finishing the season for us, he had a massive input - he had a big influence on a lot of people.
"His knowledge, experience and value to the team was incredible."


Sport offers a framework. It is the best way to take your hanger out.
Best doubles player in history, Helena Sukova won 14 titles in the Grand Slam and 4 Fed Cups. A Doctor in Psychology, she now helps many sportspeople to manage their careers.


On December 12, 2018, John M. Harland, age 66, resigned as Chief Financial Officer, Treasurer and Secretary of Vaxart, Inc., effective December 31, 2018. Mr. Harland will remain an employee, continuing to provide certain administrative and financial services.
On February 13, 2018, privately-held Vaxart, Inc., or Private Vaxart, completed a business combination with publicly-traded Aviragen Therapeutics, Inc., in accordance with the terms of the Agreement and Plan of Merger and Reorganization, dated October 27, 2017, or the Merger. In connection with the Merger, the combined company changed its name to Vaxart, Inc.
Effective January 1, 2019, Wouter W. Latour, M.D., our President and Chief Executive Officer, will also serve as our principal financial officer. Since the closing of the Merger, Dr. Latour, age 61, has served as the President and Chief Executive Officer of Vaxart, Inc. From September 2011 to the closing of the Merger, Dr. Latour served as Private Vaxart's President and Chief Executive Officer and from October 2011 to the closing of the Merger, Dr. Latour served as a member of Private Vaxart's board of directors. From June 2011 to September 2011, Dr. Latour served as Private Vaxart's Chief Operating Officer. From June 2009 until joining Private Vaxart, Dr. Latour was an independent consultant to life sciences companies. From January 2005 to May 2009, Dr. Latour was the Chief Executive Officer and a member of the board of directors of Trinity Biosystems, Inc., a biopharmaceutical company. Prior to these roles, Dr. Latour held numerous executive positions at various pharmaceutical and biotechnology companies. Dr. Latour received an M.D. from the University of Amsterdam and an M.B.A. from Stanford University.
Dr. Latour is not a party to any arrangements or understandings with any other persons pursuant to which he is selected as an officer, nor does he have any family relationships with any of our directors or executive officers, or any direct or indirect material interest in any transaction required to be disclosed pursuant to Item 404(a) of Regulation S-K, except as follows. We have previously entered into our standard form of indemnity agreement with Dr. Latour which is filed as Exhibit 10.23 to our Registration Statement on Form S-4 (file no. 333-222009) as filed with the Securities and Exchange Commission on December 29, 2017. In addition, we had previously entered into an offer letter, dated May 25, 2011, and amendment to offer letter and option grant agreement, dated October 1, 2011, with Dr. Latour, which is filed as Exhibit 10.25 to our Registration Statement on Form S-4 (file no. 333-222009) as filed with the Securities and Exchange Commission on December 29, 2017.
Effective January 1, 2019, Margaret A. Echerd, our Corporate Controller, age 59, will serve as our principal accounting officer, reporting to Dr. Latour. Ms. Echerd has served as our Corporate Controller since April 2018. From November 2016 to April 2018, Ms. Echerd was the Controller of Autonomic Technologies, Inc., a medical device company. From December 2015 to July 2016, Ms. Echerd served as Vice President, Corporate Controller of Quotient Technology, Inc., a digital marketing company. From June 2010 to December 2014, Ms. Echerd held various accounting positions at Extreme Networks, Inc., a networking technology company, including Assistant Corporate Controller (from June 2010 to September 2011) and Vice President, Corporate Controller, Chief Accounting Officer (September 2011 to December 2014). Ms. Echerd who is a certified public accountant in California, received a BBA in Marketing from Texas A&M University and an M.B.A. in Corporate Finance from Golden Gate University.
Ms. Echerd is not a party to any arrangements or understandings with any other persons pursuant to which she is selected as an officer, nor does she have any family relationships with any of our directors or executive officers, or any direct or indirect material interest in any transaction required to be disclosed pursuant to Item 404(a) of Regulation S-K, except as follows. We intend to enter into our standard form of indemnity agreement with Ms. Echerd which is filed as Exhibit 10.23 to our Registration Statement on Form S-4 (file no. 333-222009) as filed with the Securities and Exchange Commission on December 29, 2017.


Our center is one of 13 research work units affiliated with the Pacific Southwest Research Station, a USDA Forest Service Organization. Our offices are located on the campus of the University of California at Davis.
Future Research: The biggest change youwill see over the next 10 years will be in how we place value on trees.We will be extending our valuations from dollars for energyconservation, air quality and water quality to human health and safety.


The study of economics would be the same thing as the study of evolution of humans if humans did not invent. Without invention there is no reason for trade. Why would we trade my berries for your berries if they are essentially the same berries? If we both eat the same dead animals, what would the purpose of trade be? Without trade, production is limited to the immediate needs of the person. Perhaps you might store up some nuts, but everything else will spoil. Note that shelter is an invention, unless it only involves taking over a cave or a hole in a tree. The unique feature of man is that he is a rational animal and in the economic realm this means that he invents. No other animal invents. Only humans change their environment to meet their needs.
The driving function of evolution is the Malthusian Trap. In the Malthusian Trap, food (things need to survive) is limited and population growth in any species is always greater than the growth of the food supply, except humans very recently. This puts species into competition for food and selects for the species that are most successful in a given area. The only reason that humans (some) were able to escape the Malthusian Trap was that they invented faster than their population grew. Meaning the rate at which technology changed provided greater productivity growth than the expansion in the population. Why after 20,000 to 100,000 years of human existence did people in England, the United States, and the West suddenly escape the Malthusian Trap? Clearly, the rate of invention accelerated in these places so that productivity outstripped population growth. But why there and why then? There is extensive evidence that the introduction of property rights (individual – there is no such thing as group property rights) always provides a strong incentive to maximize return on an asset. England and then the U.S. at the beginning of the Industrial Revolution were the first large groups of people to introduce property rights in inventions. This provided the necessary impetus to invent new technologies and diffuse them widely. Clearly, patents cannot provide this incredible benefit outside of a system of individual rights and property rights. However, it was the linchpin that launched large groups of humans outside of the Malthusian Trap and the constraints of biological evolution.


Weekends at Stanford have a new flavor and a new kick. Four Loko, a fruit-flavored energy alcohol drink, has risen to prominence at Stanford and on campuses across the nation. According to ABC News, the drink combines 156 milligrams of caffeine (over a cup of coffee) with the equivalent of a 6-pack of beer in one very inexpensive can.
Colleges in New Jersey and Washington have already banned consumption of Four Loko on their campuses. Attorney Generals in 25 states have asked the FDA to review the health implications of the drink, and the FDA is now pressuring the manufacturers to prove the safety of the drink, according to the Seattle Times.
But officials calling for a ban of the drink point to cases around the country that indicate the dangers surrounding Four Loko. At Central Washington University, nine students were taken to the ER after consuming the drink, one of whom almost died. A 19-year-old in Philadelphia was also treated for a heart attack after consuming large amounts of Four Loko.
So what makes such a dangerous beverage so popular? Drinkers cite the price, taste, and feeling Four Lokos provide as reasons.
"It's meant to be done with music pumping in the background, fist pumping the Four Loko," said a second anonymous fraternity member.
It is because of this very characteristic that Four Lokos are so dangerous. Consumers do not feel the effects of inebriation as early as they normally would because the caffeine gives them a false sense of alertness. This causes them to continue drinking and to take risks that they would not take if they had a true sense of their inebriation.
The drink's producer, Phusion Projects, maintains that they do everything they can to ensure only appropriately-aged drinkers consume the drink safely. In a statement given to ABC News, the company emphasized the seven different warnings on the can about the alcohol content and the need to have an ID for purchase.


New Computer Software is Replacing Nurses With "Virtual Nurses."
Patients at a hospital in Nebraska are using a brand new technology called the Virtually Integrated CaseSM. It's a system with a virtual nurse who is located on the first floor and is able to speak to 24 patients on a busy med-surg floor by pressing a button.
According to the virtual nurse, Jayme Weber, "It's been really successful," and has been in use since April. "Patients have really appreciated, first, I think that the discharge times are quicker. And then second, just having someone there to answer their questions."
The computerized nurse can answer clinical questions, help with admissions and discharges and give patients their test results.
There is a camera that connects to the virtual nurse's computer in each patients room but is not turned on unless the patient permits.
As with any new hospital software, there are always some learning challenges.
"I think the most challenging part is just getting used to the technology on my end," Weber added. "It's actually kind of a benefit to not be in the room. It helps to keep me focused on the patient and I don't have to be pulled away by other patients."
According to the hospital's nursing director, Megan Uphoff, "The ultimate goal is improvement in quality care for the patients, improving patient satisfaction and also nurse and provider satisfaction which is increased communication between the staff and having included the virtual nurse in the huddle, as well."
InIn the news Tagsvirtual nurse, virtual nurses, virtual nurse software, virtual nurse replacing real nurses, virtual nurse replacing real nurses in hospitals.


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Sega's upcoming shooter Binary Domain is pushing to bridge the East-West divide, even straddling two different aesthetic schools with its enemy design.
"The design of the robots is something we've done over and over from the original concept," Sega's Hiroyuki Sakamoto told Siliconera.
Each robot is a visually distinct as possible, so players can quickly identify enemy types and react according to what they've learned of each kind's behaviour.
"One of the main goals the team set for themselves is to have good A.I.," Sakamoto said.
Binary Domain's backstory sees an internationally isolated Japan going against global regulations and pumping out humanoid robots.
Developed by the team behind the Yakuza series in close collaboration with Sega Europe, the game stars a team of international operatives and is expected in February on PlayStation 3 and Xbox 360.


Good morning. Thank you for that kind introduction John. Before I begin, I would like to thank the New York Bankers Association for organizing this financial services forum and for inviting me to speak to you today. I really appreciate the opportunity to engage in a dialogue with all of you. The Federal Reserve Bank of New York has a long history of speaking at NYBA events and we benefit tremendously from our participation in events like this.
I should note now that the opinions I express today are my own, and do not necessarily reflect those of the Federal Reserve Bank of New York or the Federal Reserve System.
Today, I'd like to walk you through some of the modifications in our approach to bank supervision that we've made in response to the lessons from the most recent crisis. In order to describe the new era of supervision to you, though, I believe it's important that we first take stock of where we've been, and what we've learned, over the last couple of years.
In a concession to my audience this morning, the title of my speech is "a new era of bank supervision," but I'm afraid that, in my desire to be a good guest, I may have been a bit misleading. One of the very first things we learned during the crisis was that the safety and soundness of the financial system could no longer be guarded through bank supervision alone. The reality revealed by the crisis was that systemic risk can also reside and accumulate in a large and diverse set of financial service providers throughout the system. Crucially important financial sector participants, regulated and unregulated alike, were unprepared for the crisis.
This suggests that the new era of supervision must be more inclusive than the old, more capable of identifying and accounting for systemic risk—wherever it resides. With the passage of the Dodd-Frank legislation, our supervisors at the Federal Reserve Bank in New York are now responsible for additional portfolios of firms. Most importantly, this includes firms designated by the Financial Stability Oversight Council as "systemically important," or as a "financial market utility." Our recent name change from the "Bank Supervision Group" to the "Financial Institution Supervision Group" is intended to reflect and underscore the broadened scope of the new era supervision.
Not only did the crisis demonstrate the need to account for a wider array of financial sector actors than we had previously thought necessary, it also revealed the growing complexity of individual firms, and the dense interconnectedness linking them. There certainly wasn't sufficient appreciation of the downside ramifications of a financial system characterized by such complexity and interconnectedness until the crisis began. Only then did it become clear that just as complexity could benefit a firm in good times, it could act as an impediment to disentangling and unwinding troubled firms in bad times; that just as interconnection could speed the flow of strong assets in good times, it could make it difficult to slow or halt the spread of troubled assets in bad times.
Another lesson from the crisis, then, was that the financial system was perhaps too complex, too interconnected, and its participants too vulnerable to shocks. If the past is not to be repeated in a new era of supervision, we must find a way to address the structural characteristics of the financial system that so exacerbated and inflamed the crisis. We must address the complexity and interconnectedness of the system. Firms need to be more resistant to shocks and we must demand more in terms of the quality of management at complex institutions.
Just as the crisis exposed vulnerabilities in the structure of the financial system, it also challenged some of our working assumptions within the supervisory community. As you know, before the crisis our supervisory activities were mainly directed at testing and critiquing risk management, models and controls at supervised institutions. We did not spend as much time working to understand firms' business strategies or key revenue drivers because it was widely believed in the supervisory community that strong control functions were the primary tool for limiting risk and ensuring safety and soundness. As a result of our focus on controls, we were not as familiar as we should have been with some emerging business risks.
One of the more disturbing realities revealed by the crisis was that at some troubled firms, those at the top of the house also at times appeared to have no clear understanding of their firm wide vulnerabilities. In retrospect, it seems this was often the case because the firm's risk management function had been marginalized and the risk-reporting chain ignored, or otherwise impaired. The inability of such firms to quickly and decisively respond to problems was not necessarily due to significant failings within the risk management function itself—where our supervisory attention had been focused—but rather due to the business side's ability to sideline risk managers' concerns in the interests of greater potential revenue.
Looking back at these episodes, it is clear that it is insufficient to look at risk management practices in isolation if we are to fully discharge our supervisory mandate going forward. The prospect of a marginalized or ineffective risk function requires supervisors to develop an independent view of revenue-driven risk-taking, and to be capable of making an informed comparison of risk-taking activity against the firm's stated risk appetite. In short, the first component of a more holistic, comprehensive approach to understanding supervised firms in a new era of supervision is an expanded supervisory focus encompassing business risk and revenue drivers.
The specter of a marginalized or ineffective risk-management function suggests that a second component of a more comprehensive approach to supervision is a better understanding of the relationship between risk managers, business line decision makers, and top-of-the-house management. To the extent that robust governance processes would have required business managers to heed risk warnings, or would have at least ensured that failures to do so were communicated up the organizational chain, these governance processes are of legitimate interest to supervisors. While it is impossible to know with certainty how decisions made up to and during the crisis would have differed had more robust governance processes been in place, it seems clear that, going forward, an enhanced voice for risk management will ensure that business decisions are based on a more complete understanding of risk at the top of the organization.
Looking forward, we have to begin by acknowledging that it is impossible to predict the nature or timing of a future crisis event. This was another take-away from the financial crisis, and it is precisely why it is vital that we—as financial institution supervisors and as financial institutions—be better prepared for the next crisis event, whatever its character, source or timing.
A new era of supervision begins with asking, "What does a financial system better prepared to weather all storms look like? What features do we, as supervisors, think a financial system and its participants need in order to be considered safe and sound?" I cannot guarantee that we will avoid another crisis event, but, drawing on the lessons of the crisis that I've outlined for you today, I can begin to identify features of a financial system that is more safe and sound than the one we had going into the last crisis. This financial system, as you may have guessed, is less complex and less interconnected; more resilient; and, importantly, better managed.
To support the financial system I envision, we'll need to establish and maintain a deep understanding of how firms and the financial system are operating; to take actions to reduce the probability of failures; and to work to lessen the impact to the public when problems do occur. In practice, this means focusing our supervisory efforts on three broad areas: (1) reducing the complexity of firms and the system by making them more recoverable and more resolvable before problems occur; (2) enhancing the resiliency of firms and the system by ensuring that strong buffers are in place to prevent potential problems and to increase the capacity to absorb shocks when problem do happen; and (3) strengthening the management of firms and the system.
Over the next 12 to 24 months, we will continue to work toward these objectives by focusing our supervisory activities on certain key areas. For example, and this list is by no means exhaustive, to reduce the complexity of the system, we will work with firms to develop recovery and resolution plans—as mandated by Dodd-Frank—a process that is in fact already underway. As you no doubt know, the challenges in dealing with the resolution of financial firms with large international footprints are numerous, including complex cross-border legal issues. While the legal issues will take time to sort through, supervisors across the globe will need to identify ways to collaborate and communicate in the near-term to make recovery and resolution more possible.
To enhance the resiliency of firms and the system, we will continue to focus on ensuring robust levels of capital at supervised firms, as well as focusing attention on capital planning processes to ensure that firms build appropriate buffers to withstand a range of stressful conditions in the future. Similarly, we will continue the work we've begun on liquidity and liquidity risk management, with an eye to ensuring that firms build sufficient pools of liquidity to better weather periods of stress and to provide additional time for firms to consider recovery options.
Finally, to strengthen the management of firms and the system, we will continue to work with firms to bolster risk management practices, leveraging our horizontal perspective to identify and promote better and best practices, and we will expand our supervisory focus to encompass risk taking activities and broader governance processes.
These objectives—less complex, more resilient, better managed—apply to all the firms in our portfolio, including smaller regional and community banks. This does not mean we are taking a "one size fits all" approach. That is actually quite contrary to our intention. It does, however, reflect my belief that it is reasonable for us to expect that each of our firms be well capitalized, attentively managed, and no more complex than is governable with the resources at hand.
As I alluded to earlier, achieving these objectives for our firms and across the financial system will require modifications in our supervisory approach. In support of these objectives, then, we are going to work to enhance our knowledge, oversight, and interaction with systemically important banks and nonbanks, including financial market utilities, and other supervised firms within our portfolio.
Restructuring our organization and our supervisory teams to enhance supervision has been a focal point of our efforts over the past year. In order to understand our firms more holistically—a key lesson of the crisis—we've created new positions on our onsite supervisory teams in order to expand our supervisory focus to encompass front office revenue generation and risk-taking activity at supervised firms. It is the responsibility of these "business line specialists" to understand a firm's revenue drivers, business strategy, and competitive position, and to evaluate the implications of these activities for a firm's risk profile.
In addition to creating the business line specialists role, we are elevating the visibility, stature, and seniority of the leaders in charge of the supervision of the largest firms. Not only will our "Senior Supervisory Officers" lead and manage an expanded onsite presence, they will enhance the quality and increase the frequency of our engagement with senior managers and directors at supervised firms.
More—not less—engagement with directors and senior management is indeed a cornerstone of our new approach to supervision, which is fundamentally meant to give us a deeper view into firms and the risks they are taking.
By establishing a more intensive supervisory relationship with those overseeing the health of the firm, we hope to improve the flow of information, and thus gain an earlier and clearer view into emerging business trends and risk strategies. Our new approach also supports our goal of better understanding firms by providing us a richer understanding of firms' corporate governance processes and weaknesses that, when combined with our cross-firm perspective, will allow us to come to a nuanced comparative view.
Fundamentally, this approach is consistent with our need, revealed by the crisis, to better understand our firms—and for our firms to better understand themselves. To the extent that we can help firms better understand and better manage themselves through enhanced engagement, we can bolster what I consider to be a critical first line of defense.
In this environment of macroeconomic uncertainty, enhanced engagement—including enhanced communication and transparency—is more important than ever. We are committed to applying this approach to our interactions with all stakeholders in our efforts to understand the common challenges we face in the pursuit of creating a more stable financial system.
The challenges are many. As was reinforced by regional and community bankers on an upstate visit earlier in the year, consumer confidence remains mixed, and consumer lending is still weak. Housing prices are flat in some areas, and continuing to decline in others. Reports on small business lending and construction are also mixed. In some cases, the demand for loans simply hasn't picked up; in others, it's difficult to find borrowers, battered by the recession, who meet underwriting standards. And that's just the regional economy—I haven't even mentioned the uncertainty associated with regulatory reform; the slow pace of the national recovery; and, the effects on our economy of developments abroad.
In addition to the Upstate and other district-wide visits, which allow us to hear from, among others, regional and community bankers in their own backyards, we're working to create additional venues where you can share your views on the issues that most concern you.
At our largest and most complex institutions, that point of contact is our Senior Supervisory Officer. At our regional and community banks, we're creating forums, like the Community Depository Institution Advisory Council, where our community bankers can provide us with information, ideas, and suggestions on a wide range of topics—from local community issues to regional economic issues to the impact of national policies.
This information helps to better inform us as we work to ensure safety and soundness in the financial system, while at the same time appropriately adapt our approaches and focus to reflect the challenges facing the broad range of institutions we supervise.
To summarize, if we are to produce a "new era of supervision" in the future, we absolutely must begin by applying the lessons of the past. These lessons, which pertain both to the structure of the financial system and the methods we use to supervise, point towards a financial system that is more resilient, less complex, and better managed, and a supervisory method that takes a more macroprudential view and is deeply engaged with firms.
If there's any unifying theme to this I think it has to be the need for balance. Whatever the new era of supervision ultimately looks like, it cannot be considered successful unless it produces an environment that allows supervised firms to grow and flourish in a way that is consistent with the broad public good. I hope you've found the new era of supervision that I've described to you today compelling, and I look forward to working with you and your institutions towards a safe, sound, and accessible financial sector that also contributes to the health, vitality, and dynamic growth of the real economy.


Discussion in 'other software & services' started by Antarctica, Sep 28, 2008.
Any idea what would be causing that? It was not doing that a couple of weeks ago.
Just to be totally clear, we are talking about "System" and not"System Idle Process"? If it is "System Idle Process" then it is quit normal for it to appear that way in Task Manager. Though I have never found an explanation why. If it is "System" then there is a problem but would be hard pressed as to tell you just what it is.
I've had that issue a few times before, from my experiences it has something to do with defensewall as it only seems to occur when using my snapshot in which defensewall is installed. Unfortunately i haven't been able to pinpoint the exact cause, a simple reboot usually fixes the issue.
Yes, I am talking about "System" ThunderZ.
But maybe farmerlee is right, I will investigate on the side of DefenseWall. I have another Snapshot without DW and will see what happend when using it.
Thanks starfish_001 for this. Another avenue to investigate.
Don't overlook hardware as a problem.
On my dualcore amd 4800, all of a sudden my cpu was running at 100 percent load (both cores) with no major programs running except the normal antivirus/firewall which usually use less than 5 percent cpu, it was doing that for 3 weeks and I was unable to pinpoint the problem, no matter what program I disable or uninstalled. This high cpu usage problem just happened for no apparent reason and was at high cpu from startup to shutdown.
On an unrelated problem my onboard audio was causing programs to crash, I decided to install a PCI soundcard. This fix the crashing problems and it also fix the cpu load problem. My cpu load went back down to less than 5 percent. It was something I would have never suspected that would be causing the high cpu problem.
It's just something else to investigate.
Thanks gottadoit for the information. I will take a look at the link you pointed out. I must say that lately (since a couple of days) I haven't notice this behavior anymore.


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The services provided by this provider are pretty basic. Although this is true, we take this as knowing who their target market is. If you are looking for these services, this company is one of those to contact.


Zach Gemignani is co-founder and CEO of Juice Analytics, the innovation leader in data storytelling. Here, Zach shares his insight on the power of data storytelling and what organizations should be doing to harness their data more effectively.
Tell us at the story behind Juice Analytics. What's your mission?
My brother and I started Juice Analytics over a decade ago. From the beginning, our mission has been to help people communicate more effectively with data. We saw the same problem then that still exists today: organizations can't bridge the "last mile" of data. They have valuable data at their fingertips but struggle to package and present that data in ways that everyday decision makers can act on it. Even with the emergence of visual analytics tools, data still remains the domain of a small group of specialized analysts leaving a lot of untapped value.
Our company has worked with dozens of companies, from media (Cablevision, U.S. News & World Report) to healthcare (Aetna, United Healthcare), to help them build analytical tools that make it easy and intuitive to explore data. We published a popular book in 2014 titled Data Fluency: Empowering Your Organization with Effective Data Communication (Wiley) with a framework and guidance to enable better data communication. To bring our best practices and technology to a broad audience, we built a SaaS platform called Juicebox that enables any organization with data to create an interactive and visual data storytelling application.
Why is data visualization so important to an organization's ability to understand its data?
Data visualization is one of the most useful tools in bridging the gap between an organization's valuable data and the minds of decision makers. For most people, it is difficult to extract insights or find patterns from raw data. When we tap into the power of visuals to help us recognize patterns, data becomes more accessible to a broader audience.
For many of the organizations we work with, data visualization has the added value of uncovering issues with the data. Once you start visualizing trends and outliers, the weaknesses or mistaken assumptions about your data come to the surface.
What is data storytelling? How can it be useful to marketing professionals?
The term data storytelling has become increasingly popular over the last few years. We know that data is important to reflect reality — but absorbing data, even in the form of dashboards or data visualizations, can still feel like eating your vegetables. We all recognize the power of storytelling to engage an audience and help them remember important messages. People who focus on communicating data — like our team at Juice — feel that there is an opportunity to use some of the elements of storytelling to carry the message. Stories have a narrative flow and cohesiveness that distinguishes them from most data presentations.
However, data storytelling is different from standard storytelling in some important ways. For one thing, in a data story the reader is encouraged to discover insights that matter to them. One analogy I like to use is a "guided safari". Data storytelling should take the audience to the views of data where new insights are likely to occur, but it is up to the audience to "take a picture" of what is more relevant to them.
In our experience, data storytelling is particularly valuable to marketing professionals. For internal audiences, data storytelling techniques can help you explain the impact of your marketing efforts to your stakeholders. For customer or prospects, data stories can be used to lend credibility to your marketing messages and enable deeper insights of your product.
What are essential tools for data storytelling?
The tools for data storytelling fall into a couple of categories: human skills and technology solutions.
The most critical skill you can have for data storytelling is empathy for your audience. You want to know where they are coming from, what they care about, how data can influence their decisions, and what actions they would take based on the right data. Knowing your audience allows you to shape a story that emphasizes the most important data and leads them to conclusions that will help them. Data storytellers must remember that an audience has a scarcity of attention and a need for the most relevant information.
Human-friendly visualizations. Your audience should be able to understand your data presentation the first time they see it.
Combine text and visuals. There are lots of tools for creating graphs and charts. But data stories are a combination of data visuals flowing together with thoughtful prose and carefully-constructed explanations.
Narrative flow. The text and visuals should carry your audience from a starting point (often the big picture of a situation) to the insights or outcomes that will influence decisions.
Connected stories. In many cases, it takes more than one data story to paint the whole picture. Think of presenting your data as a, "Choose Your Own Adventure" book, in which the audience can pick a path at the end of each section to follow their interests.
Saving your place. The bigger and more flexible a data story becomes, the more important it is to let the audience save the point they've arrived at in their exploration journey.
Sharing and collaboration. Data stories are often a social exercise with many people in an organization trying to find the source of a problem and decide what they should do about it. Therefore, it is critical to let people share their insights, discuss what they've found, and decide on actions together.
Where do you see organizations struggling the most with managing and understanding the data they collect? What should they be doing differently?
A common problem is that organizations don't truly understand the data they are collecting. Ideally, data is truth— it should allow us to capture and save the reality of historical events, such as customer interactions and transactions. However, more often than not, what the data is capturing isn't exactly what people imagine. We find it useful when we can get a data expert in the same room as the business folks who will be using the data. A deep dive discussion about the meaning of individual data fields will often reveal mistaken assumptions or gaps in understanding. Working together to build a data dictionary can be invaluable as you continue to use data.
Data exploration is an iterative process. Answering one question will raise a few more. In this way, organizations will eventually identify where they lack understanding of their data. The faster you can iterate on analyzing and presenting data, the sooner you will resolve the issues.
Is all data visualization created equal? What do organizations need to know about finding the right type of visualization to help better understand their story?
Not all data visualization is created equal. There are visualization approaches — charts and graphs — that could be a good fit for your data and message and there are poor data visualization choices that will obscure your data. One mistake that we see is an ambivalence toward finding the right chart for the job. You may have seen dashboards that default to show data as a bar chart, but also give users the ability to pick a variety of other charts types. Why not choose the best chart to convey your data and unburden users from making any more decisions?
There are also well executed and poorly executive data visualizations. Good data visualization emphasizes the data over unnecessary styling, clearly labels the content and directs attention to the most important parts of the data.
From where you sit, how should organizations approach their data management – from collection to storing to analyzing?
What important action do we take today that could be better informed by data? Only include high impact actions where you have the data to answer the question.
How would we present that data to the people who make take those actions? Most of the time it isn't a data analyst who is going to be acting on the data on a day-to-day basis. Consider the simplest possible view of the data that would enable the end users.
What data is necessary to deliver that view? Now you've narrowed down to just the critical data that is going to make an impact.
Once you've answered these questions for one specific action, you can go back and do it again for another.
What trends or innovations in Big Data are you following today?
Data narratives. Companies like Narrative Science are turning data into textual summaries. Like us, they are looking for ways to transform complex data into a form that is readable to humans.
The intersection of enterprise collaboration (e.g. Slack), data communication (e.g. Juice), and business workflows (e.g. Salesforce). Our goal isn't just to help visualize data more effectively. We want people to act on that data. To do so, data visualization needs to connect to places where people are having conversations and into systems where people make business decisions.
Specialized analytical tools. The pendulum appears to be swinging away from do-it-all business intelligence platforms and toward best-of-class, modular solutions. Companies like Looker, Alteryx and Juice aren't trying to be everything to everyone — but rather serve a specific portion of the data analysis value chain. We've found more and more companies that are looking for the best tools for the job, but require mobility of the data between these tools.
You know how important customer data is, but now you need help harnessing it. To learn how to put your data to work, download our white paper on using a Customer Data Platform.


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text:
Health authority declares HIV, syphilis outbreaks in west-central Saskatchewan
SHA medical health officer Dr. Mandiangu Nsungu on Friday announced the declaration of an HIV outbreak in North Battleford as well as a syphilis outbreak for the areas around North Battleford and Lloydminster.
Bryn Levy
Dr. Mandiangu Nsungu	Kayle Neis / Saskatoon StarPhoenix
A response team has been working for weeks to identify sources of HIV and syphilis outbreaks in west-central Saskatchewan, and help contain the rapidly-rising number of cases.
Saskatchewan Health Authority (SHA) medical health officer Dr. Mandiangu Nsungu announced on Friday in Saskatoon that the SHA has declared an HIV outbreak in North Battleford as well as a syphilis outbreak for the areas around North Battleford and Lloydminster.
Nsungu said 15 cases of HIV were diagnosed in North Battleford for the period between January 1 and May 31. The city has seen an average of four cases each year between 2013 and 2018.
Nsungu said the areas around North Battleford and Lloydminster — covered by the Prairie North Health Region prior to its amalgamation under the SHA in 2017 — saw 42 cases reported over the first six months of 2019. When it was still in existence, the Prairie North Health Region reported fewer than seven cases of syphilis annually.
"The numbers that we are seeing now are not usual for this period and for this place," Nsungu said.
"We know that (syphilis) is a disease that can be very misleading. The disease can evolve for a long time without any symptoms, but the consequences are always very serious."
Syphilis can also spread from pregnant mothers to their unborn children, potentially causing stillbirths or leading to babies born suffering from congenital syphilis.
Nsungu said all pregnant women should be tested for both syphilis and HIV. He said women in high-risk categories — injection drug users, people with multiple sexual partners, sex workers — should be tested more than once while pregnant.
Nsungu said there have been recent cases reported of pregnant women infected with syphilis but medical treatment prevented transmission to the babies.
Nsungu said a response team of experts from different fields has been working in the area for several weeks to study both outbreaks. He said the team would be working to identify the source of the increased infection numbers, assess services available and work on measures to contain the outbreaks.
For now, Nsungu urged people to get tested and seek immediate treatment should they be infected. He said that because syphilis causes sores, condoms are not necessarily effective at preventing transmission.
"Try to abstain if possible," he said. "Limit the number of sexual partners and get tested."
Probe finds women faculty discriminated against at Western University's Ivey Business School | The L

redpajama_set_name: RedPajamaCommonCrawl


If you're an American taxpayer, you may be subsidizing the purchase of Boeing jets by Iran through the Export-Import Bank.
The Ex-Im bank provides government loan guarantees to a handful of major corporations — coincidentally, major political donors — that allow them to sell goods to foreign countries without worrying about whether or not they'll actually get paid. If a country should fail in its obligations, Uncle Sam will make the debts good. The American taxpayer ends up on the hook for the cost of expanding corporate business in suspect nations with wobbly economies. Yet the small number of corporations who benefit from the Ex-Im bank are all quite wealthy, and capable of obtaining loan guarantees privately through insurance. The taxpayer is made to do what the market is ready to do just because it saves these corporations money.
One country where the Ex-Im bank has not operated in recent years is Iran. This is because of the American sanctions that will be rejected as a part of approving the Iran Deal. The Congressional Research Service has recently published a document detailing the ways in which the Ex-Im bank will be freed to undertake loan guarantees with Iran. The CRS piece was written by one of their research specialists in foreign policy legislation, Dianne Rennack. The complete report can be viewed at the end of this post.
According to the report, restrictions on the Ex-Im bank working with Iran are going to be released by the repeal of a number of executive orders (E.O.). E.O. 13590 prohibits the Ex-Im bank from entering into relationships with individuals named personally in the sanctions, such as Qassem Suleimani, the head of Iran's unconventional warfare program. The Iran deal will repeal this order.
E.O. 13622 authorizes sanctions on foreign financial organizations associated with Iran's state sponsorship of terrorism. That will also be repealed under the deal.
E.O. 13628 freezes money and property owned by named human rights violators. Under the deal, their property will be returned to them, and loan guarantees from the Ex-Im bank will also become available to them.
Finally, the repeal of E.O. 13645 will allow loan guarantees related to Iran's oil industry. Petroleum companies will be able to fund their operations in Iran without worrying about whether Iran will pay them, because the American taxpayer will.
Iran has announced that is planning to buy 80 to 90 Boeing and Airbus aircraft every year. Boeing is one of the corporations that benefits from the Ex-Im bank, and it has held the threat of moving its business offshore over the head of the Congress during debates about the bank. Humanitarian safety concerns about Iran's aging aircraft have already impelled the United States to waive restrictions on sales of repair parts for older aircraft. The Senate might permit Iran being allowed to buy new commercial aircraft on the same basis. Having those aircraft financed not by Iran but by the American taxpayer, however, will remain controversial.
And those of you who voted for President Soetro have something else of which you can be ashamed.
No doubt Obama will give/sell at a deep discount state of the art weapons systems too.


text:
Reports of Cases in Law and Equity, Argued and Determined in the ..., Svazek 55
Od autorů: Georgia. Supreme Court
Saulsbury, Respess & Company vs. McKellar.
breach of it by the plaintiff, and there was, altogether, such conflict in the evidence that the jury might have found either way.
We should have been rather better satisfied with the verdict if it had been in favor of both defendants, instead of for the plaintiff against one of them. But if anything is for the jury, it is the credibility of witnesses, and as they have thought proper to believe the plaintiff and her husband, we will not disturb the verdict. The principles which underlie trial by jury, require that even this verdict should be spared by a reviewing court. If the judge who tried the case had set it aside, we should have thought him justified.
Judgment affirmed.
SAULSBURY, RESPESS & COMPANY, plaintiffs in error, vs
John D. MCKELLAR, defendant in error. To entitle a landlord to assert his special lien on a crop, he must prove to the
satisfaction of the jury that the crop or fund from it, which he seeks to subject, was raised on his land. The mere fact that land was rented by him to certain parties, and that these parties, or one of them, consigned cotton to certain factors, and that cotton was one of the crops made on the landlord's farm, does not cast upon the defendants, who are third persons in possession of the cotton or its proceeds, the onus of proving that the cotton was not made on the landlord's land, but on some other land,
Landlord and tenant. Liens. Before Judge HILL. Superior Court. October Term, 1874.
Reported in the opinion.
E. F. Best, for plaintiffs in in error.
HILL & HARRIS, for defendant.
JACKSON, Judge.
McKellar rented a plantation to Peter M. and Wiley N. Curry, and took their note for rent. Some cotton was consigned by Peter M. Curry to Saulsbury, Respess & Company,
Saulsbury, Respess & Company vs. McKellar. who sold it and applied the proceeds thereof to the payment of his indebtedness to them. An effort was made by McKellar to levy a distress warrant upon the cotton, but it was sold, and proceeds applied to the payment of a debt to Saulsbury, Respess & Company before any levy could be made. McKellar had notified one of the Saulsburys of his lien on cotton raised on his farm. There was very slight evidence, if any at all, of the cotton having been raised on the farm which McKellar rented to the Currys. The court charged to the effect that if the jury believed that land was rented to the Currys by McKellar, and cotton raised on that land, that then they might infer that this cotton at Saulsbury, Respess & Company's warehouse, stored as the property of Peter M. Curry, and sold by them, was the cotton raised on McKellar's farm, and that it devolved on the defendants to show it was raised elsewhere.
We think this charge was error. The burden of proof is on the landlord to make good his special lien on this cotton. To do that, he must show that it was raised on his land ; and if he fail to do that to the satisfaction of the jury, he has no foundation for the action and must fail. We are aware of no principle of law which shifts the burden of making out his case from off his own shoulders and lays the weight thereof upon those of his adversaries, who, to say the least, are in the possession of the proceeds of the cotton lawfully and claim it as matter of right.
The section of our Code, 3759, quoted and relied upon by counsel for defendant in error, was not designed to cover a case of this sort, and to authorize such a charge of the court; and if it was so designed, we think the facts here do not make a case where the court should have changed the onus ; and that the charge, especially that the jury might draw the inference that the cotton held by defendants was raised on the land of plaintiff, because some cotton was raised there, was error. The conclusion is a complete non sequitur to the premise, as it presents itself to our view, and we reverse the judgment on the ground that the court erred in so charging the jury.
Judgment reversed.
Wilson vs. The State of Georgia.
VINCE WILSON, plaintiff in error, vs. THE STATE OF GEOR
GIA, defendant in error.
58/82. Crit. & expl.
Burglary in the night time being established, attended with larceny of meat,
flour, rice, two bolts of cloth and a lady's skirt, all stolen from within the building which was broken open, the prisoner's participation in the burglary is sufficiently made out by evidence that he was a mechanic, and that the breaking was with a tool used in a skillful manner; that next day, grains of rice were found scattered along from the building to his shop, situated in the same enclosure, some grains also being within the shop; and that on executing a search warrant in the afternoon of the same day, at the prisoner's dwelling-house, he being present, the cloth and skirt were found there concealed in his bed: the prisoner failing at the trial to offer any explanatory evidence, or any evidence of good character, but resting upon his statement, made first immediately after the goods were found by the officer in his possession, and repeated at the trial to the jury, which statement was, in substance, that he was absent when the goods were brought to his house on the night of the burglary; that he found them there on his return, and was told by his family that they were brought and left by another man.
Criminal law. Burglary. Before Judge McCuTCHEN. Whitfield Superior Court. April Term, 1875.
JOHNSON & McCamy, for plaintiff in error.
A. T. HACKETT, solicitor general, for the state.
BLECKLEY, Judge.
The plaintiff in error was convicted of burglary. He makes no complaint of the charge of the court, or of any ruling upon evidence. His sole reliance is on the inconclusiveness of the proof made against him. The corpus delicti of burglary in the night time was established beyond all question, and the only problem left was, who was the burglar ? The jury, on the evidence, thought it was the prisoner before them, and found him guilty. The main features of the evidence, so far as it went to implicate the prisoner, are presented briefly in the head-note. His bed was searched, and
Fraser vs. The State of Georgia.
proved to be the hiding place for some of the goods removed from the broken building. He failed to account, satisfactorily, for their possession, or for his own whereabouts on the night of the burglary. Rice was traced into bis shop all the way from the broken building, some two hundred feet, by scattered grains wasted in its removal. According to many authorities, the mere possession of stolen goods missed from the building, will not serve as a basis of conviction of burglary: 1 Whar. Cr. Law, section 729; 1 Parker's C. C., 447; Burrell on Cir. Ev., 455–6. But here, while it is the strongest evidence against the prisoner, it is not the only evidence against him. Rice was tracked to his shop; he was a workman, and the door was broken open by a rather skillful driving of a bar, so as to disable the lock at the right place; two bolts of cloth and another article, which came out of the building, were not only found at his house the next afternoon after the burglary, but they were discovered in the bed, covered up and concealed ; and he gave no account of them, except by his bare statement that he found them in the house on his return home in the night, and was told by his family that they were brought there and left by some other man. If he is not guilty, he is an unfortunate wretch in the grip of most merciless circumstances. We are willing to take the word of the jury for his guilt, based on these circumstances, and leave the case as we find it. It is not the strongest, but strong enough.
JAMES J. FRASER, plaintiff in error, vs. THE STATE OF GEOR
1. On the trial of defendant for murder, all the testimony going to show mo
tive is material to the issue, because there can be no murder without malice
and no malice without motive. 2. Therefore, testimony to the effect that defendant had step-children living
with him, and who left him at night and went to deceased's residence, and
the reasons which induced them to do so, particularly the fact that he had lived in illicit cohabitation with one of the girls and wished to marry her, coupled with the other fact that deceased had taken care of these children, and refused to give them up, and resisted a habeas corpus suit for them, is
admissible as showing motive for, and malice in, the homicide. 3. Letters of defendant to the girl he had so used and wished to marry, and
to others about her, evincing great anxiety to get possession of her person, though purporting to have been written at a place where he had never been,
and without date, are admissible for the same reason. 4. Disputes amounting to the demand for the step-children by defendant and
the refusal to deliver them up by deceased, and culminating in a habeas corpus case about them, may well be termed " a difficulty," and the charge of the court that the state claimed that there had been a difficulty between defendant and deceased, is supported by such evidence, and is not hypo
thetical. 5. The sayings of the defendant as to all matters material to the issue, are
admissible; and as the capacity of the horse he is said to have been riding for swiftness, was material on account of the distance he had to ride and the time within which he had to make it, his sayings are admissible about such capacity, as well as about everything else material, as much so as any threats
he may have made. 6. Questions of fact are for the jury, especially in cases of circumstantial evi
dence; and where no error of law has been committed, and the court has submitted to them the law in regard to such evidence and no complaint is made about the charge in this respect, and there is ample evidence to authorize the finding, this court will not interfere—the verdict being neither against the law nor the evidence.
Criminal law. Evidence. Charge of Court. Before Judge Hill Houston Superior Court. May Term, 1875.
LANIER & ANDERSON, Hul & Harris; H. M. HoltzCLAW; L. C. Ryan, for plaintiff in error.
CHARLES J. HARRIS, solicitor general; DUNCAN & MilLER; WARREN & GRICE, for the state.
Dr. Joseph B. Dunwoody was murdered at the door-sill of his house in Houston county under circumstances of great atrocity. He was called out between ten and eleven o'clock


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Kenrick Roberts was director of medical programs at Malcolm X College. He reported directly to and worked closely with Dr. Micah Young, the dean of health sciences and career programs at Malcolm X and Dr. Mario De La Haye, the associate dean of health sciences and career programs. Roberts was responsible for vetting potential instructors for teaching various courses and curriculum.
A course of study called HeaPro 101 included instruction on phlebotomy and electrocardiograms (EKG).
On or about January 15, 2015, Roberts alleged that he became aware of complaints that the instructor assigned to teach HeaPro 101 was unqualified to teach the course and curriculum. He met with the HeaPro 101 instructor and questioned her qualifications.
On or about January 15, 2015, Roberts sent an e-mail to Dr. Young and Dr. De La Haye complaining about the unqualified instructor.
Following his January 15, 2015 e-mail, Roberts made verbal complaints to Dr. Anthony Munroe, president of Malcolm X College. He informed Dr. Munroe that he had been intentionally excluded from the hiring process of the unqualified instructor and he refused to support the assignment.
On February 25, 2015, Roberts sent an e-mail to the president, vice president, and associate provost again complaining about the unqualified instructor assigned to teach HeaPro 101.
Upon receipt of the February 25, 2015, e-mail. Dr. Christopher Robinson-Easley, vice president of Malcolm X College, requested that Roberts meet with her regarding the complaints in the e-mail. Dr. Robinson-Easley was the individual who had selected and assigned the unqualified instructor.
After receiving the request from Dr. Robinson-Easley, Roberts sent an e-mail to Aaron Allen, executive director of labor and employee relations. Roberts told Allen that he felt uncomfortable about Dr. Robinson-Easley's request.
Following the meeting with Dr. Robinson-Easley, Roberts was excluded from important meetings, decisions, and discussions regarding programs that were under his responsibilities as director of medical programs.
Roy Walker, the associate dean of health sciences and career programs at Malcolm X College, informed Roberts that Dr. Robinson-Easley "has an axe to grind with you" because of the HeaPro 101 complaints. On June 28, 2015, Dr. Munroe instructed Roberts to file an equal employment opportunity complaint against Dr. Robinson-Easley for retaliation in connection with Roberts' complaints. On August 7, 2015, Roberts was told that he was terminated from his position as director of medical programs at Malcolm X College.
Roberts filed his original complaint on September 15, 2015. He brought three causes of action: retaliatory discharge, violation of the Whistleblower Act, and wrongful termination.
A second amended complaint alleging the same causes of action as the prior complaints was filed on June 27, 2016. Defendant moved to dismiss the retaliatory discharge claim and whistleblower claim pursuant to section 2-615(a) of the Illinois Code of Civil Procedure. The circuit court granted the motion with prejudice. Roberts appealed.
Illinois follows the at-will employment rule, which means a noncontracted employee is one who serves at the employer's will, and the employer may discharge such an employee for any reason or no reason. Illinois recognizes an exception to the general at-will employment rule when the discharge violates a clear mandate of public policy.
In order to state a cause of action for retaliatory discharge, an employee must allege (1) the employer discharged the employee, (2) in retaliation for the employee's activities, and (3) the discharge violates a clear mandate of public policy.
The only issue concerning Roberts' retaliatory discharge claim was whether it stated a violation of a clear mandate of Illinois public policy. The existence and ascertainment of public policy is a question for the court to decide.
He cited to Title IV of the Higher Education Act of 1965 (20 U.S.C. §§ 1070-1099d) and the appeals court took judicial notice of the Higher Education Loan Act (Act) (110 ILCS 945/0.01).
The Illinois General Assembly has concluded the purpose of providing public funds for higher education is to provide the fullest opportunity for recipients to learn and develop their intellectual and mental capacities and skills. The purpose of establishing both state and federal loan programs is to ensure individuals without the private means of paying for a college education are given access to funds to better develop themselves intellectually so as to provide a greater contribution to our state and country.
The court concluded the public policy behind the federal Higher Education Act of 1965 and Illinois's Higher Education Loan Act would be seriously undermined if defendant was allowed to act in the manner alleged in Roberts' complaint.
If defendant accepts loan money but uses it to hire incompetent and unqualified individuals who cannot properly instruct students who are enrolled in classes like HeaPro 101, defendant has essentially defrauded both the student and the taxpayer.
The appeals court found Roberts' complaint demonstrated a clear mandate of public policy and reversed the dismissal of his retaliatory discharge count.
Roberts also argued the circuit court erred in dismissing his Whistleblower Act claim. The Whistleblower Act provides: "An employer may not retaliate against an employee for refusing to participate in an activity that would result in a violation of a State or federal law, rule, or regulation." 740 ILCS 174/20. In order to sustain a cause of action under the Whistleblower Act, a plaintiff must establish (1) a refusal to participate in an activity that would result in a violation of a state or federal law, rule, or regulation and (2) the employer retaliated against the employee because of said refusal.
The Whistleblower Act protects employees who either contact a government agency to report the activity or refuse to participate in that activity. There was no allegation in the second amended complaint that defendant offered or demanded Roberts' participation in the allegedly wrongful activity.
While Roberts alleged he refused "to cover things up," "be quiet," and "look the other way," there was no allegation the defendant asked, requested, or demanded such action.
In order to state a claim under the Whistleblower Act, there must be a request or demand by the employer that the employee engage in the illegal or unlawful conduct. In this case, Roberts failed to allege the defendant ever made a request or demand he approve or sanction the hiring of the allegedly unqualified instructor. Accordingly, he did not state a claim under the Whistleblower Act.
The court reversed the dismissal of Roberts' retaliatory discharge claim but affirmed dismissal of the whistleblower claim.
The case is Kenrick Roberts v. Board of Trustees Community College District No. 508, 2018 IL App (1st) 170067.


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