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Шатемиров Кадыр Шатемирович () — академик Национальной Академии Наук Кыргызской Республики, заслуженный деятель науки, доктор химических наук, профессор.

Биография
Родился 24 апреля 1911 года в с. Ак-Кочкор Жети-Огузского района. Кадыр Шатемирович стоял у истоков химической науки Кыргызстана. Его трудовая деятельность началась с 1944 года. В 1953 году он организовал и возглавлял до 1988 года лабораторию коллоидной химии Института химии и химической технологии НАН КР. Научно-исследовательская деятельность Кадыра Шатемировича охватывала широкий круг проблем, связанных с физико-химией природных дисперсных систем и поверхностных явлений.

В 1947 году Кадыр Шатемирович успешно защитил кандидатскую, а в 1969 г. — докторскую диссертацию. В 1954 году был избран членом-корреспондентом, а в 1984 году — академиком АН Киргизской ССР. Первые работы К. Ш. Шатемирова посвящены разработке физико-химических основ пептизирующего действия кислот, щелочей и солей на коллоидные — илистые фракции карбонатных, карбонатно-глинистых грунтов и почв, новых методов определения в них группового состава коллоидов, обменного натрия и калия.

Научная деятельность
Большое теоретическое и прикладное значение имеют фундаментальные работы Кадыра Шатемировича по выяснению причин и механизмов образования солевых выцветов на лёссово-глинистых керамических изделиях и разработке эффективных способов их обезвреживания непосредственно в процессе производства строительного кирпича путем выведения дешевых добавок — полевошпатового песка и шлаковых отходов. Предложенный метод изготовления кирпича, защищенный авторским свидетельством, успешно применяется на ряде предприятий республики с значительным экономическим эффектом.

К. Ш. Шатемиров внес большой вклад в развитие исследований процессов адсорбции, ионного обмена и структурообразования в дисперсиях. Под его руководством разработаны физико-химические основы управления свойствами глин, лёссовых пород и других дисперсных систем посредством модифицирования их природными и синтетическими полиэлектролитами и электролитами с целью получения материалов с заранее заданными свойствами. Эти разработки позволили зарекомендовать глинистое сырье республики в качестве промывочных растворов для бурения скважин, отбеливающих сорбентов при очистке масел, минеральных пигментов в производстве разработанной в лаборатории и принятой к внедрению краски для маркировки животных и других лакокрасочных материалов.

Много внимания Кадыр Шатемиров уделял проблемам исследования и разработки экологически чистых способов улучшения физико-химических и структурных свойств почв, утилизации промышленных отходов (зола ТЭЦ, осадки столичных вод и др.)
Народнохозяйственные значение имеют работы и рекомендации по исследованию золы ТЭЦ и полимерного препарата К-4 в производстве стеновых материалов и асбестоцементных изделий. Под руководством Кадыра Шатемировича велись исследования по очистке сточных вод предприятий легкой и пищевой промышленности.

Научные достижения и заслуги
К. Ш. Шатемировым опубликовано более 250 научных работ, в том числе 5 монографий, подготовлено 10 кандидатов наук. Результаты его научных исследований отмечены дипломами Международной выставки «Химия −77», республиканской выставки и Министерства энергетики СССР.

На протяжении многих лет К. Ш. Шатемиров исследовательскую работу сочетал с педагогической на кафедре физической и коллоидной химии Кыргызского государственного университета. Им составлено учебно-методическое пособие по дисперсным системам и словарь химических терминов на кыргызском языке, сделаны переводы учебников и пособий по химии для кыргызских школ. Кадыр Шатемирович активно участвовал в составлении Кыргызской Советской энциклопедии, являлся членом Всесоюзного Научного Совета по коллоидной химии и физико-химической механике, а также членом ряда Ученых Советов по защите диссертаций. Кадыр Шатемирович являлся активным членом общества «Знание», проводил большую работу по пропаганде химической науки, популяризации её достижений.

За заслуги в научной и педагогической работе К. Ш. Шатемирову присвоено звание «Заслуженный деятель науки Киргизской ССР». Награждён медалями «За доблестный труд в Великой Отечественной войне 1941—1945 гг.», «За трудовую доблесть», «За доблестный труд, в ознаменование 100-летия со дня рождения В. И. Ленина», «За трудовое отличие», Почётными грамотами Верховного Совета Киргизской ССР, орденом «Знак Почёта», медалью «Данк».

Примечания

Ссылки
Учёные Кыргызстана

Доктора химических наук
Академики АН Киргизской ССР


"All businesses with sedentary workers should allow employees to use treadmill desks," stated former Mayo Clinic CEO, Denis Cortese in an interview with HealthLeaders Media this week.
Now a director of Healthcare Delivery and Policy Programs at Arizona State University Cortese expressed first hand knowledge of the effectiveness of treadmill desks having used one for more than a decade (before they were commercially available). "It's a great way to get steps in for your daily routine, it relieves stress and keeps phone calls short," he related.


HARD LIMITS? THERE AREN'T MANY.
Keep reading for a steamy excerpt from The Escape by Teresa Crumpton!!
Eyeing Rex I take a sip, letting the bubbles add to the allure of the atmosphere. Neither of us say a word until the bottle of sparkling wine arrives and Rex closes the red curtains surrounding our table. It gives this the illusion of privacy, and for the most part it does cut off people from trying to eavesdrop on our conversation. Besides, the patrons want a show and tonight they won't be getting one from us.
"Limits, likes, dislikes and most importantly desires," Rex says, turning his focus on me.
His body is buzzing with the need to touch as we have this discussion, but he holds himself back, just barely, as his leg rubs up against mine and his arm rests atop the back of the booth. I shift in the booth so my body is turned toward him, giving my full attention.
Taking another sip, I spill, "I only have four hard limits. Everything else is free reign." I watch his eyes darken with interest.
"What are those four hard limits?" he asks.
DO YOU KNOW ONE OF THE BOYS?
THEY'RE ALL FREE IN #KU!


text:
package com.sinapze.solariapex.item.equipment.tool.evolite;

import com.sinapze.solariapex.SolariApex;
import com.sinapze.solariapex.item.ItemEvoliteIngot;
import com.sinapze.solariapex.item.ModItems;

import net.minecraft.item.ItemHoe;
import net.minecraft.item.ItemStack;

//A basic Hoe class that extends itemPickaxe from default minecraft
public class ItemEvoliteHoe extends ItemHoe{

	public ItemEvoliteHoe(String unlocalizedName)
	{
		super(ItemEvoliteIngot.EVOLITE); //we call the hoe constructor with our evolite material
		this.setUnlocalizedName(unlocalizedName);
		this.setTextureName(SolariApex.MODID + ":/tools/" + unlocalizedName);
		setCreativeTab(SolariApex.tabSolariApex); //sets the items in the mod creative tab
	}
	//allows the tool to be reparable. tests if the item trying to be used is equal to ModItems.evoliteIngot
	public boolean getIsRepairable(ItemStack toRepair, ItemStack material)
	{
		return material.getItem() == ModItems.evoliteIngot;
	}
}

redpajama_set_name: RedPajamaGithub


text:
Q: Why is isometric log-ratio transformation preferred over the additive(alr) or centered(clr) with compositional data? I'm doing linear regression on compositional data using log-ratio transformation with census data. The IVs are compositional (percents summing to 100). The DV is non-compositional and continuous.
The alr and clr results are more easily interpreted. They all produce the same measure of fit. I'm inclined to go with alr (or clr). Aitchison characterizes ilr as the "pure mathematics" approach, but my audience is not statisticians or mathematicians.
If my objective is only to communicate insight from the analysis, why should I go with the much more difficult to interpret ilr (with balances) approach?
I've read heaps of research by Aitchison, Juan Jose Egozcue and Vera Pawlosky-Glahn but not looking to debate.

A: Continuing off of marianess's answer, clr is really not suitable due to the colinearity issue.  In words if you try to make inferences with clr transformed data, you may fall in the trap of trying to infer increase/decreases of variables, which you can never never do with proportions in the first place.
The ilr transformation attempts to resolve this by just sticking to ratios of partitions, since ratios are stable quantities. These partitions can be represented as trees, where internal nodes in the tree represents the log ratio of the geometric means of the subtrees.  This log ratios of subtrees is known as balances.
I'd also recommend checking out these publications, since they all have nice explanations of how to interpret the ilr transform.
http://msystems.asm.org/content/2/1/e00162-16
https://peerj.com/articles/2969/
https://elifesciences.org/content/6/e21887
Here is an IPython notebook that goes in the details of how to calculate balances given a tree
I also gave a description how to this with the modules in scikit-bio here in case you curious.

A: There is a problem with clr() transformation. It does preserve the same amount variables after you transform the data, but in case of clr() you get a singular data (actually you get a singular covariance matrix):
 y1 + ... yD = 0.
And as you might know, some statistical analysis cannot be performed on a singular data.
ilr() transformation will reduce the number of your variable, so let's say you had D-dimensional space, but after ilr() you will end up with D-1. As a result, your transformed data is nothing more, but ratios.
I recommend to read this paper here:
http://is.muni.cz/do/rect/habilitace/1431/Hron/habilitace/15_Filzmoser_et_al__2010_.pdf

A: I would go with ALR as it makes more sense. You use one component as baseline, or reference and then see what the others do in relation to that one.

redpajama_set_name: RedPajamaStackExchange


text:
Pacing Horse (one of a pair)
Painting and Sculpture of Europe
modeled c. 1587 (cast 1600/50)
After a design by Giambologna
Italian, born Flanders, 1529–1608
Making a Difference: A Tour for Families
Giovanni da Bologna
Flanders (Artist's nationality)
Cast 1600–1650
Bronze with gilding
34.3 × 27.6 × 15.9 cm (13 1/2 × 10 7/8 × 6 1/4 in.)
Gift of Mr. and Mrs. Robert Norman Chatain in memory of Professor Alfred Chatain
Mr. and Mrs. Robert Norman Chatain, Chicago, by 1957 [according to Receipt of Object #16280 in Registrar's office]; delivered to the Art Institute for consideration as gift, 1957 [according to source cited above]; accessioned by the Art Institute, 1960.
The Crucifixion, 1627
Francisco de Zurbarán
Cupid Chastised, 1613
Bartolomeo Manfredi
The Watermill with the Great Red Roof, 1662/65
Meindert Hobbema
Landscape with Saint John on Patmos, 1640
Nicolas Poussin
Old Man with a Gold Chain, 1631
Bust of a Youth (Saint John the Baptist?), 1630/40
Francesco Mochi
Still Life with Dead Game, Fruits, and Vegetables in a Market, 1614
Frans Snyders
The Battle between the Gods and the Giants, c. 1608
Joachim Antonisz. Wtewael
Autumn Maples with Poem Slips, c. 1675
Tosa Mitsuoki
The Holy Family with Saints Elizabeth and John the Baptist, c. 1615
Salome with the Head of Saint John the Baptist, c. 1639–42
Landscape with the Ruins of the Castle of Egmond, 1650/55
Jacob van Ruisdael
The Creation of Adam, c. 1642

redpajama_set_name: RedPajamaCommonCrawl


Despite the proclaimed advantages of small business strategic alliances, little research has been carried out to determine whether these structures "cushion" the disadvantages arising from e-commerce adoption for member businesses. There has also been a lack of research into comparing e-commerce use in those small businesses that are members of a strategic alliance to those that have opted to remain outside such arrangements. This article aims to correct the situation by presenting the findings of a study of 177 regional small businesses in Sweden and Australia that investigated the impact of strategic alliance membership on disadvantages associated with e-commerce adoption. The results of the study indicate that e-commerce disadvantages are often dissipated through a strategic-alliance structure more easily than through a single self-directed unit. However, the cushioning effects of a strategic alliance membership are not uniform and they differ depending on organisational factors such as the size of the business, the market focus, and the business sector.


text:
Persian Gulf: Conflicting Reports Of Tanker Incident
December 19, 2001 00:00 GMT
Tehran, Washington; 19 December 2001, (RFE/RL) -- There are conflicting reports between Iran and the United States of an incident in the northern Gulf today in which a U.S. Navy ship forcibly intercepted an oil tanker. Iran's state media reported that the tanker intercepted by U.S. ships was Iranian and that two people were injured by gunfire. State radio quoted a Foreign Ministry official who said the Swiss ambassador, Tim Guldimann, who represents U.S. interests in Iran, was presented with a strong protest over the incident. The radio said Iran claimed the right to resolve the issue through legal action.
But the Pentagon reacted quickly, saying the ship in question was a Saudi oil tanker registered in Belize.
Spokesman Colonel David Lapan said the tanker was boarded after it had refused permission to inspect. The U.S. Navy ship involved in the incident was patrolling the Gulf to enforce UN sanctions against Iraq.
Lapan said that during the boarding one member of the tanker's crew was injured by flying debris from the charge used to gain access to the tanker but said no shots were fired.
Lapan said the boarding crew eventually determined the tanker was operating legitimately and allowed it to proceed.


It's the end of the first day of SIHH 2013 and we've seen an incredible number of incredible watches already –here's a first look at one of the most phenomenal, from Audemars Piguet, the Audemars Piguet Royal Oak Offshore Grande Complication. It's a true grande comp in the classic sense; while the term is used somewhat loosely today, the tradition meaning is a watch with a perpetual calendar, rattrapante chronograph, and minute repeater. The ROO Grande Comp incorporates all three classic high complications, and is self-winding as well.
648 components, all hand-finished, each assembled by a single watchmaker. And each one really is made by one watchmaker –not only assembly and adjustment, but all chamfering and other hand-applied finissage is done by one, and only one, watchmaker (there are a grand total of four at Audemars Piguet who have mastered all the crafts necessary to pull this off.
Drop dead beautiful. Hope you enjoy the view as much as I did.


text:
Urban Wire Race and EthnicityRSS
The blog of the Urban Institute
Graham MacDonald
Chief Data Scientist
Margery Austin Turner
Institute Fellow
Poverty, race, and place: Map your metro
Two new books—Alan Berube and Elizabeth Kneebone's Confronting Suburban Poverty in America and Patrick Sharkey's Stuck in Place—have gotten people talking about poverty, race, and place. Berube and Kneebone explore the recent growth in suburban poverty, while Sharkey sheds new light on the devastating, long-term effects of concentrated poverty for African Americans.
Together, these books argue for a new generation of vigorous and sustained "place-conscious" strategies that systematically tackle poverty, inequality, and neighborhood distress in both city and suburban communities across whole metro regions. Although the basic outlines of the policy prescription apply nationwide, the details will vary from one metro to another. The history, geography, and politics of individual metro regions all matter profoundly, and any serious policy strategy must be tailored to local realities.
To help take the policy conversation from the general to the specific, we offer a new mapping tool. It lets you explore changes from 1980 to 2010 in where poor people of different races and ethnicities lived, for every metropolitan region nationwide.
Changing geography of poverty—two illustrative metros
Take a look at two very different metro areas—Milwaukee and Houston. Back in 1980, Milwaukee's poor blacks were quite tightly clustered, while poor whites were much more widely dispersed. The region was home to relatively few Hispanics or Asians. Today, poverty is much more evident across the whole Milwaukee region, but the patterns still differ quite starkly by race and ethnicity. Poor blacks occupy a much larger area than in 1980, extending northwest from the city. Farther south, we see a significant cluster of Hispanic poverty. Several smaller clusters of poor Asians appear within areas of black, Hispanic, and white poverty. And poor whites are still far more dispersed geographically than are poor minorities—scattered across the metropolitan landscape.
The Houston metro has also seen big changes in both the composition and the geographic dispersion of poverty since 1980. But here our 2010 map shows considerably less clustering and less separation along lines of race and ethnicity. Poor blacks, whites, Hispanics, and Asians all appear to be sharing neighborhoods across the metro area.
Data can inform policy conversations
These differing patterns certainly don't dictate policy solutions. But they provide essential context for answering questions like: Are some poor neighborhoods isolated from the region's job opportunities? What would it take to connect them? Where should family support services be targeted? Which neighborhoods should be prioritized for improvements in essential amenities and opportunities? How can poor people across the metro landscape be better connected to the services and opportunities they seek?
For metro regions to systematically reduce poverty and expand opportunity, local civic and political leaders, advocates, and practitioners should start by sitting down together to understand the evolving realities of poverty, race, and place in their communities. We hope our maps help catalyze these conversations.
Three Ways to Support and Stabilize Native Communities during the Pandemic
In Rural Communities, COVID-19 Increases Healthy Development Challenges for Children of Color
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As an organization, the Urban Institute does not take positions on issues. Experts are independent and empowered to share their evidence-based views and recommendations shaped by research.
Steven Romalewski Steven Romalewski (not verified) said at 3:28 pm on June 24th, 2013:
Interesting project. We mapped block-level race/ethnicity characteristics using the "then and now" technique a couple of years ago, here http://www.urbanresearchmaps.org/comparinator/pluralitymap.htm We have a discussion of our methodology here http://www.urbanresearchmaps.org/plurality/methodology.htm We had decided not to use the dot density technique to show race/ethnicity concentrations, since it seemed easier to visualize the changes with the choropleth technique. But I'd be interested in your thoughts on a comparison of the two approaches.
maxie rockymore maxie rockymore (not verified) said at 1:56 pm on January 8th, 2015:
What I would want to know is how does home ownership and or rentals affect the dispersement by race and geographics in the two metro areas of Milwaukee and Houston? Did you take this into to consideration when analyzing the differences/ that played into social mobility? So, is it that the Houston area has more affordable rental options and better perceived housing stock even though it is rental that presents itself as the best housing opportunity regardless of the race of the Houstonians experiencing poverty?


Risk Management administers the insurance program at the university. Questions about insurance coverage or providing evidence of insurance can be forwarded to [email protected].
The university provides a small medical payments policy for camps which are run by the University of Idaho. All university-run camps must purchase camp insurance for their participants. Consult with us for help in setting up your camp insurance.
The procedures described in this page are intended to comply with the policy in APM 05.04. The APM takes precedence over this material. Any discrepancy in this content is unintentional.
This material describes the process by which University of Idaho units obtain required accident medical insurance for camps or day activities with participants who are not University of Idaho students.
The U of I Camp Insurance Program provided through the Department of Risk Management is changing the process of premium payment for coverage.
Complete a Camp Insurance Request to notify Risk Management at least two weeks in advance of the program's start date.
A camp program serial number will be generated and emailed to you from Risk Management on the Confirmation / Remittance Form. This serial number is required for claim forms.
Risk Management may require a completed Risk Assessment Guide for your activity.
Obtain a signed Acknowledgement of Risk and Waiver of Liability from every participant (signed by the parent or legal guardian if minors). Risk Management will provide a customized waiver form specific to the activity. These forms should be retained in the sponsoring unit for one year and made available to Risk Management or to the insurer upon request.
Complete an Incident Report and an Insurance Claim form for any injury or illness requiring an insurance claim.
Immediately report serious injuries to Risk and file all claims with Risk within 48 hours of injury.
Report all claims and turn in the Confirmation / Remittance Form to Risk Management within one week of the end of the camp. The Confirmation / Remittance Form will have been emailed to the person who originally requested the camp insurance.
If a Confirmation / Remittance Form is not received within 30 days of camp completion, your unit will be billed for the full cost indicated on your Request for Coverage submission.
The insurance will pay claims for a covered accident or illness up to the benefits of the policy. The participant's own health insurance should be billed first for any claims.
The insurance covers group travel to and from the sponsored activity. It is required that such group travel be accompanied by an adult program employee or authorized volunteer.
The insurance benefits are $5,000 for any one injury and $1,000 for illness that begins during the camp and is related to camp activities. The participant's own health insurance will be billed first for any claims. Claimants do not need to prove negligence of the university.
Pre-existing medical conditions and side trips for the purpose of sightseeing or amusement are excluded. The day the majority of campers arrive must be included as a camper day and the appropriate premium submitted.
The University of Idaho participates in the Risk and Insurance program administered through the State of Idaho and is subject to the limits of liability specified in Idaho Code 6-901 through 6-929, known as the Idaho Tort Claims Act.
Units may request a certificate of financial responsibility showing evidence of the University's liability coverage by completing a Certificate of Financial Responsibly request. Requests are sent to the State of Idaho, and subject to the terms and limits of the ITCA. Standard certificates are at $500,000 limit and do NOT include additional insured status.
The University requests a certificate of insurance from other parties (non-UI) performing a service or using University facilities. Units should request evidence of insurance from other parties using the Request for Certificate of Insurance form, which the other party can give to their insurance agent. The Request contains instructions for insurance agents to complete a Certificate of Insurance for UI. Standard UI contracts also contain a Request for Certificate of Insurance.
UI Risk may waive (not require) an insurance certificate if the other party is providing a low risk service (i.e., a speaker). The other party is still responsible for all terms of a service agreement (including indemnity and insurance), but UI Risk will not require a Certificate of Insurance from the other party. To apply for a waiver of insurance certificate, units must request certificate of insurance and document response, assess the risk to UI from the contract, and submit the completed questionnaire for the insurance certificate waiver.
Questions about coverage or certificate requests can be forwarded to [email protected].
Inland Marine coverage is for items that are valued under $2,000, owned by the university or are contractually obligated to be insured by the University, and may be subject to theft, or sudden and accidental physical damage. Inland marine coverage is on a blanket basis with departments reporting their inland marine equipment list annually to the University of Idaho, Risk Management and Insurance (Risk) office during the annual renewal.
If a new item is purchased or a change is needed during the year after the renewal has taken place, the department would make the addition or change to their inland marine equipment list. They would not report newly purchased items to Risk.
The cost for coverage to the department is $.35 per $100 of the value of each item. Premiums are billed annually and are not prorated based on the length of time an item is covered.
In the event of a loss, the department must work with Risk to make a claim to the State of Idaho Insurance Fund. If the inland marine equipment item was purchased after the renewal, departments will need to provide a copy of the purchasing receipt dated after the renewal and their inland marine equipment list to support their claim. When a loss occurs, there is a $50 deductible to the department. See claims below.
Annual Renewal. In return for the low inland marine coverage premiums enjoyed by the university, it is necessary to provide timely and accurate information about university equipment to State RMP annually. Each spring, State RMP requires the university to complete a full and accurate listing of all university equipment on State RMP spreadsheets. State RMP sends out a notice for State agencies to review their covered equipment and make any changes. The State RMP assigns a completion date for the agencies, which is based on their time requirements to provide underwriting information for the entire state program. Once Risk receives the notice from State RMP, Risk will request departments, based on the contact information from the previous year's renewal or departments that have requested a new certificate number, to submit their inland marine equipment list for the annual renewal. Departments can avoid a time crunch in the spring by keeping their inland marine equipment list up to date throughout the year. Department will need to maintain their inland marine equipment list for additions, deletions or changes to the budget for equipment as applicable. The changes that are made throughout the year are not sent to Risk but maintained by the unit.
A description of the equipment (make and model), replacement value, serial number and UI tag number of the property to be insured must be noted on the inland marine equipment list. The maximum replacement value under inland marine insurance is $2,000.
Claims. The units can file a claim to receive funds to cover the cost of the replacement or damage of an inland marine insured item. In the event of a loss, the department must work with the Risk to make a claim to the State of Idaho Insurance Fund. The department should complete a property loss worksheet. Include in the report a detailed description of the damaged or stolen items and include identifying information such as the serial number, state tag number, make and model, and the inland marine certificate number and a narration that describes the loss or damage to the item. Include the location where the loss occurred, witnesses, and the degree of damage.
If the inland marine equipment item was purchased after the renewal, departments will need to provide a copy of the purchasing receipt and their inland marine equipment list to support their claim. When a loss occurs, there is a $50 deductible that the department must pay.
In addition to an property loss worksheet, the department needs to provide a police report, two estimates for replacement or repair, and their budget number. While this information is needed to process the claim, it can be sent separately. All supporting documentation needs to be submitted to Risk via campus mail at MS 2285; via e-mail at [email protected], or in person at the Risk Management and Insurance office.
Property loss worksheet for presenting a claim.
Return to top of the page or return to Administrative Procedures Manual Chapter 05.03.
Risk Management is responsible for arranging liability insurance coverage for students in practicum or internship situations where a cooperator or clinical site requests liability coverage for the students as a condition of providing the on-site experience.
Shortly after the beginning of each semester students/instructors are asked to complete an Internship Practicum Insurance Request which provides information to the Department of Risk Management regarding all students who will be enrolled that semester in practica, internships or clinical experiences.
For each student enrolled in a practicum, internship or clinical experience, the student/unit is asked to report the student's name, the course number, the type of practicum, internship or clinical experiences, dates of the activity and name and address of the agency/site where the student will perform the activity.
Exception - Student Teaching and School Counselor Training in Idaho Public Schools. Students serving as student teachers or counselor trainees in public schools within the state of Idaho are, pursuant to Idaho Code 33-1201, expected to be covered in the school's liability policy.
To ensure that the school districts are aware of this obligation, it is recommended that a statement similar to the one below be included in an agreement between the university and the perspective school district.
Students scheduled for student teaching or counselor training in private schools, or in public schools outside of the state of Idaho, should be reported on the Internship Practicum Insurance Request. It is also required that the student arranged for coverage on an excess basis, over and above any liability insurance provided by the school.
Contact Risk at 111-111-7177 or email [email protected].
Units may request a certificate of financial responsibility documenting proof of the University's liability coverage by completing a Certificate of Financial Responsibly request located under Forms on the right.
Questions about liability coverage or certificate of financial responsibility requests can be forwarded to >[email protected].
The university participates in the State Risk Management Program for property insurance coverage. Property coverage includes: Buildings, contents, mobile equipment, stock and supplies, business interruption, rental income, extra expense, tuition or fees, builders risk and fine art. The property policy has a $2,000 deductible for covered events.
Losses arising from an explosion of a steam boiler, turbine, steam engine; or mechanical breakdown or failure may fall under the State's Boiler and Machinery coverage, which has a $5,000 deductible.
See APM 05.02 for UI's Property Insurance Policies and coverage.
Building, contents, mobile equipment, stock and supplies: Complete a Property Value Adjustment form.
Equipment used in water: Complete an Equipment Used in Water form.
Fine art: Complete a Fine Art Insurance Request form.
Builders risk: Coverage is not always automatic. Project managers can complete a Builder's Risk Application form.
Business Interruption and Loss of Rents: Complete a Business Interruption and Loss of Rents coverage form when applicable.
For questions about submitting a property claim, refer to "Submit a Claim" for forms and information.
Questions regarding the coverage for property, business interruption or property claims, review the Administrative Procedures Manual (APM 05.02). Or contact Risk at 111-111-7177 or [email protected].
In case of University owned vehicle damage, the department would pay a $1,000 deductible.
Sign the rental agreement followed by the initials "U of I," indicating the vehicle is being used for university business.
The driver is responsible for ensuring he/she has met the requirements of the university's driver policies and any specific requirements of the rental agency. The Defensive Driver's Training needs to be assigned by the division gate keeper and accessed by the trainee through divinedestinations.info/netlearning.
Carry a University Auto Accident Kit.
Some rental agencies offer contract specials or cost savings. Go to the Travel Services for details. Need to Rent a Car? was developed to provide a helpful resource regarding rentals.
Renting cars inside the U.S.
You don't need to purchase insurance from the rental car company.
In case of rental vehicle damage, the department would pay a $1,000 deductible/$2,500 if University contract with Enterprise or Hertz is not used but available in rental area and charges for windshield damage. There is no deductible for rentals using the University's contract with Enterprise or Hertz.
Purchase rental car coverage from the rental agencies in foreign countries.


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Q: Client/Server - Updating an entity We are using an ORM framework (Hibernate). Our model contains many entities. We use spring framework with angularJS based client. The whole communication is ajax based through REST services. We use mainly DTO Objects between client and server with marshaling of Jackson (json->Pojo). The web application is targeted for mobile as well as for PC (primarily PC).
We are now debating on the flow (client - server) to update an entity. At first glance this looks pretty easy:

*

*client sends the update request to the server

*server executes the update and responds with an acknowledge message.

After discussing the flow in more detail we raised some questions:

*

*What exactly should the client send to the server?

*

*should it send the whole entity object?

*should it send a map of (fieldName, NewValue)?

*if the client does send a map - how does the client knows about the fieldNames? do we need to agree upon pre defined names?

*if we agree on pre defined names - how the server interprets them? does the server keeps a map of  fieldName - > actual DB fieldName for updates?

*How does the server executes the update?

*

*Should the server execute a different update script for each different field that changed?

*Should the server execute a single huge update script that is being altered according to the client request?

We have been looking for a day now for articles \ posts about this simple notion and couldn't find any references.

A: I've struggled with this myself and have spent more time than I'd like to admit looking for a clean solution to what appears to be a very simple problem.
On the last project that I worked on, we wrote our own code to handle incoming HTTP PUT requests in a custom format.  The custom format was agnostic to the type of object and worked like a map.  We retrieved instances of our model entities from our service layer, used reflection to apply the changes contained in the patch, and then saved the entities.  It worked, but it was messy.
There is an RFC for a standard JSON PATCH format.  Spring recently came out with something called Spring Sync (on GitHub here) that appears to work with PATCH requests formatted according to the RFC.  I haven't used it, but it looks pretty slick.  If I was starting something new, I'd give it a try.
From what I gather, the usage would look something like this:
YourPojo pojo = yourDao.get(...)
Patch patch = JsonPatchMaker.fromJsonNode(yourJacksonJsonNode);
patch.apply(pojo, YourPojo.class);
yourDao.save(pojo);

A: We are following below pattern in our project
What exactly should the client send to the server?
should it send the whole entity object?
=>Depends! How much flexibility you want to give to consumer,We support partial update at our project.
should it send a map of (fieldName, NewValue)?
=>Yes for employee entity if they only wants to update name then below json put to /employee/{id}
{
    name:'XYZ'
}

if the client does send a map - how does the client knows about the fieldNames? do we need to agree upon pre defined names?
=>It is pre-defiend as by consuming the REST API, Consumer signing a contract so you can enforce this.
if we agree on pre defined names - how the server interprets them? does the server keeps a map of fieldName - > actual DB fieldName for updates?
=?This is standard DTO to Database Entity object conversion and it should be handle by business logic. you can user something like Auto Mapper https://github.com/AutoMapper/AutoMapper
How does the server executes the update?
=>This is tricky. The way we do, we get the existing entity from database and merge with incoming object and then call update. It get trickier when user intentionally wants to set something NULL. We have solved this problem using special value.

A: First of all you need to consider the concurrent access control policy, otherwise you might end-up with losing updates.
Since you are dealing with a multi-request conversation, the server needs to be stateful to ensure application-level repeatable reads. Optimistic locking is therefore mandatory for preventing the lost update phenomena.
You shouldn't expose your domain model to the front-end, so it's better to use an intermediate DTO layer instead and a mapping tool like Dozer can ease the pain of populating those DTOs. There are many such mapper frameworks so you can choose the one that best suit your needs.
When the UI wants to render a view, the back-end fetches entities and returns DTOs to front-end. Since a DTO is much slimmer than the original entity, you save bandwidth and it's only the DTOs that need to be serialized as JSON (e.g. which requires @JsonIgnore for cyclic-dependencies).
The DTOs need to be serialized to front-end and so you can use Jackson for transforming DTOS to JSON objects.
The front-end uses the associated JSON objects, makes changes to these and sends them back for being persisted.
The server-side REST framework unmarshals the JSON objects back to DTOs, and the middle-ware services need to update the conversation-related entities with the current DTO data. So you are actually changing the same objects you loaded for being displayed (in case some other user changed them, you'll get an optimistic locking failure).

A: Should it send the whole entity object
Hibernate will use the identifier of each Entity when persisting them so all that's required is that identifier, but more information is required if you want it to be used. For example, if a user needs edit an Entity, the Entity's identifier and whatever field is changed must be sent in the update request. Unchanged fields do not need to be send, but it's easier to just send them all and let hibernate decide if the value has changed.
Should it send a Map
If it makes you happy, yes, you'll just want a solution that allows Jackson to build your DTO on the request receiving end. What I do is send a JSON representation of the DTO, which is pretty mappy so maybe that's what you're meaning.
Say there's a PersonEntity which has fields 'id' and 'name'; the JSON posted when creating one could be  { name : 'Bob' } (and let's say that Person gets id 1), the JSON for editing could be { id :1, name : 'Bobby' }, and the JSON for deleting could be { id : 1 }. In each of these cases, Jackson will map the supplied information to your PersonEntity DTO, setting the 'id' and 'name' fields.
if the client does send a map - how does the client knows about the fieldNames? do we need to agree upon pre defined names?
Whichever solution you choose will need to allow Jackson to match the request contents with the fields of your DTO. Having them match makes it easy, but Jackson does allow custom serialization and deserialization implementations so it's possible,
if we agree on pre defined names - how the server interprets them? does the server keeps a map of fieldName - > actual DB fieldName for updates?
Let Hibernate handle this. Your configuration or annotations will tell hibernate which Entity fields go to which table columns.
How does the server executes the update?
Updates can be executed through the org.hibernateSession.saveOrUpdate() method. Hibernate will determine whether the Entity is new or existing based on its persistence state.
Should the server execute a different update script for each different field that changed?
One statement execution will be faster. If you turn up Hibernate's logging, I'd wager it's one query for all updates to a row.
Should the server execute a single huge update script that is being altered according to the client request?
Hibernate will handle this and it flushes the session (makes the changes happen on the server) when the session is closed, or when flush() is called. The Hibernate documentation on Sessions and on States are quite well written and are found here (https://docs.jboss.org/hibernate/orm/3.3/reference/en-US/html/objectstate.html)

A: *

*You need to define these objects both in client and sever. Java has interface for deserialization of json/xml objects to Java defined ones. If some field is different, an error will be raised, so you don't have to worry.

*It depends on what you want and what your goal is. Pros on update at once (in one transaction): you use one transaction and if something fails everything is rolledback. Cons: if something fails you lose all of the updates.

A: define simple objects in client, just parameters need to pass.
define DO object in server, which need to save to database.
transform object is json that your choose, that's no problem. [spring rest xml/java JAXB]
develop middle component that change json <==> java object.

A: This is not truly an answer but an advice. Think whatever the solution you choose about how to detect removed attributes. If you have hierarchicle object structure which contains collections(lists, sets etc.) It will be difficult to detect which elements are modified or deleted. For this reason i have choosen by my project to send and receive the whole object (as json) every time.


text:
Home Lifestyle Can I nonetheless unfold the coronavirus after vaccination? | lifestyle
Can I nonetheless unfold the coronavirus after vaccination? | lifestyle
NEW YORK (AP) – Can I still spread the coronavirus after vaccination?
It is possible. Experts say the risk is small, but are still investigating how well the shots attenuate the spread of the virus.
The current vaccines are highly effective in preventing people with COVID-19 from getting seriously ill.
But even if vaccinated people don't get sick, they can still get infected without showing any symptoms. Experts believe the vaccine would also make these people less likely to spread the virus.
"A vaccinated person has better control of the virus, so the chances of transmission are greatly reduced," said Dr. Robert Gallo, a virus expert at the University of Maryland School of Medicine.
Evidence so far includes: Studies suggesting that people who become infected despite being vaccinated have less coronavirus in their noses than those who have not been vaccinated. That makes it harder to spread.
To clarify the question, the US is starting a study of college students willing to undergo daily nasal swab tests.
Given the uncertainty and the emergence of more contagious variants, experts say that fully vaccinated individuals should continue to wear masks and social distancing in public and when visiting unvaccinated individuals who are at high risk of serious illness if infected.
"We still have to be careful," said Gallo. "The vaccine is important. But it's not a panacea that ends the epidemic tomorrow. "
Other factors can also affect the likelihood of a vaccinated person spreading the virus, including community vaccination rates and whether there is a sustained increase in local cases.
"We'd like to think it's all or nothing, but it's very situation specific," said Dr. Laraine Lynn Washer, an infectious disease expert at the University of Michigan.
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As you may have noticed, I have stopped posting daily updates of my running results weeks ago. Posting my running data isn't a motivator for me anymore and I think it's become obvious to everyone who knows me that I spend a fair amount of time each week nestled in my running shoes, thumping away on the asphalt.
When I first started running a little over a year and a half ago, I was basking in the transformative process. I really enjoyed writing the running data posts. The extra time to go over the material, making minor adjustments to my running schedule, and observing my physique change (not just in the mirror but in the numbers) was very engrossing. Each day presented me with new insights into my own running style and ability. It was exciting and definitely something I wanted to share.
These days, though, I'm very comfortable with my running schedule and running is completely integrated into my life. There are very few surprises that pop up now. I run 40+ miles a week, every week. With the exception of the tapering I'll be doing in a few weeks to prepare for the San Francisco marathon, my running schedule is usually consistent.
As I nod off to sleep (this is why I shouldn't post before going to bed, lol) I'm thinking about running and how it has affected me beyond the pace times and distances. I'm also thinking I should have had a larger dinner tonight after running an impromptu half-marathon around my neighborhood after work, lol.


text:
Verint Systems (VRNT) Q3 2022 Earnings Call Transcript
VRNT earnings call for the period ending September 30, 2021.
Verint Systems (NASDAQ:VRNT)
Dec 02, 2021, 4:30 p.m. ET
Good day, and thank you for standing by, and welcome to the Verint Systems Inc. Q3 2022 earnings conference call. At this time, all participants are in a listen-only mode. After the speakers' presentation, there will be a question-and-answer session.
Please be advised this call is being recorded. [Operator instructions] I would now like to hand the conference over to your host today. Matthew Frankel, you may begin.
Matthew Frankel -- Investor Relations and Corporate Development
Thank you, operator. Good afternoon, and thank you for joining our conference call today. I'm here with Dan Bodner, Verint's CEO; Doug Robinson, Verint's CFO; and Alan Roden, Verint's chief corporate development officer. Before getting started, I'd like to mention that accompanying our call today is a Webex slide.
If you'd like to view these slides in real-time during the call, please visit the IR section of our website at verint.com, click on the Investor Relations tab and click on the webcast link and select today's conference call. I'd also like to draw your attention to the fact that certain matters discussed on this call may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 and other provisions of federal securities loans. The forward-looking statements are based on management's current expectations and are not guarantees of future performance. Actual results could differ materially from those expressed in or implied by these forward-looking statements.
The forward-looking statements are made as of the date of this call, and as except as required by law, therein assumes no obligation to update or revise them. Investors are cautioned not to place undue reliance on these forward-looking statements. For a more detailed discussion of how these and other risks and uncertainties could cause Verint's actual results to differ materially from those indicated in these forward-looking statements, please see our Form 10-K for the fiscal year ended January 31, 2021, and other filings we make with the SEC. The financial measures discussed today include non-GAAP measures as we believe investors focus on those measures in comparing results between periods and among our peer companies.
Please see today's Webex slides and our earnings release in the Investor Relations section of our website at verint.com for a reconciliation of non-GAAP financial measures to GAAP measures. Non-GAAP financial information should not be considered in isolation from, as a substitute for, or superior to GAAP financial information. Those are included because management believes it provides meaningful supplemental information regarding our operating results when assessing our business and is useful to investors for informational and comparative purposes. The non-GAAP financial measures the company uses have limitations and may differ from those used by other companies.
Now I'd like to turn the call over to Dan. Dan?
Dan Bodner -- Chief Executive Officer
Thank you, Matt. I'm pleased to report the momentum we experienced in the first half of the year continued in our third quarter. We had strong cloud revenue growth, strong new PLE booking growth, and overall revenue and diluted earnings per share coming in significantly ahead of our expectations. Looking ahead, we expect the momentum to continue in Q4 and are raising our annual guidance for non-GAAP revenue to $875 million at the midpoint of our range.
We're also raising our annual guidance for both cloud revenue growth and new PLE booking growth. We believe our results and improved outlook reflects the differentiation of our cloud platform and our strong execution following the spin of our security business earlier this year. At the time of the spin, we provided three-year targets for our Cloud First strategy and accelerating growth. I'm pleased to report that we are tracking ahead of our three-year plan, we're introducing guidance for next year above our prior targets and also increasing our target for fiscal '24.
Let me start with our Q3 results and discuss what we believe is behind our strong cloud growth and booking momentum. In Q3, our cloud revenue grew 33% on a GAAP basis and 32% on a non-GAAP basis year over year. We expect our strong cloud revenue growth to continue in Q4 and we are raising our guidance for more than 35% for the year. We also had strong new booking growth on a PLE basis across new logos and existing customers with 21 large cloud orders, each in excess of $1 million TCV.
New PLE bookings increased 14% year over year in Q3 and we are raising our outlook for the year to more than 15%. Our numerous multimillion cloud orders, and in Q3 included some of the more notable brands in the world, such as Costco, Disney, Goldman Sachs, and HP. Regarding new customers, I'm glad to report that during Q3, we added more than 100 new logos, including Western Digital, Blackstone, Eventbrite, NatWest Markets, and the Bank of Hawaii. Regarding existing customers, we had many expansions as a cloud platform strategy makes it easier and faster for customers to expand and benefit from our AI innovation.
Overall, we had strong bookings momentum and are pleased with the addition of many new customers. In Q3, we continued to innovate and introduce new capabilities in our cloud platform to help brands close the engagement capacity gap. For example, we recently announced new AI-driven real-time agent assist capabilities, including real-time sentiment analysis and a new highly accurate cloud transcription engine based on deep neural network models. We also introduced in our cloud platform, new social messaging functionality that can be deployed together with intelligent virtual assistance to automate social messaging.
A cloud platform as an open multi-cloud architecture that enables us to deliver innovation at an accelerated pace. Our openness enables the platform to seamlessly fit with existing enterprise ecosystems. It provides customers out-of-the-box integrations with many communication infrastructure, enterprise data, and CRM vendors. This strategy of a truly open and agnostic platform is very attractive to both our customers and our growing set of partners.
At the heart of our cloud platform is Verint Da Vinci AI, which drives strong automation and customer ROI. Because the platform is also modular, brands are able to deploy our workforce engagement, digital-first engagement, and experience management based on their business priorities to close the engagement capacity gap. Looking forward, we are pleased with the momentum we experienced throughout this year and are introducing guidance for next year, fiscal '23, above our prior target. For fiscal '23, we now expect $935 million of total revenue, reflecting 7% growth, up from our prior target of 6%.
We're also expecting 30% cloud revenue growth, driving cloud revenue to over $500 million around 55% of our total revenue. As previously discussed, our shift to the cloud will positively impact cash flow, and we are expecting more than 20% growth in cash from operations next year. Behind our improved growth outlook for fiscal '23 is our significant bookings momentum this year. As a reminder, since the beginning of fiscal '22, we have raised our outlook multiple times for new PLE booking growth, which is a leading indicator of future revenue growth.
In addition, I would like to point out that we expect to finish the year with non-GAAP cloud revenue in Q4 of around $117 million, providing us with a solid starting point to achieve more than $500 million in cloud revenue next year. Turning to fiscal '24. We're now targeting 10% revenue growth, which will take us to $1.03 billion of revenue, up from previous target of high single-digit growth. We're also raising our cloud revenue target for fiscal '24 to over $650 million with another year of 30% growth.
I would like to take a minute to review our multiyear cloud journey. In fiscal '19, only around 20% of our total revenue came from the cloud, and we're now expecting around 55% next year and targeting around 65% in fiscal '24. Shifting our revenue mix to the cloud has had many benefits to Verint, including more recurring revenue, better visibility, and improved economics over the customer lifetime. In summary, I'm very pleased with our significant progress on all fronts.
Since the spin, we have posted three quarters of strong results, executing ahead of our three-year plan and we are now raising our targets again. Our AI-powered cloud platform is differentiated and delivers significant ROI to customers and our open and partner-friendly strategy is resonating well in the market and we are adding many new customers. Finally, I would like to thank our employees for their hard work and dedication. We continue to hear from our employees that they like our strong customer-centric culture and our focus on customer engagement as a pure-play company.
Now let me turn the call over to Doug to provide more details on our Q3 results and outlook. Doug?
Doug Robinson -- Chief Financial Officer
Yes. Thanks, Dan. Good afternoon, everyone. Our discussion today will include non-GAAP financial measures.
A reconciliation between our GAAP and non-GAAP financial measures is available, as Matt mentioned, in our earnings release and in the IR section of our website. Differences between our GAAP and non-GAAP financial measures include adjustments related to acquisitions, including fair value revenue adjustments, amortization of acquisition-related intangibles, certain other acquisition-related expenses, stock-based compensation expenses, separation-related expenses, as well as certain other items that can vary significantly in amount and frequency from period to period. For certain metrics, it also includes adjustments related to foreign exchange rates. As Dan mentioned, our Q3 results came in ahead of expectations, and we're pleased to be raising our annual guidance and long-term targets.
For Q3, non-GAAP revenue came in at $227 million. Non-GAAP cloud revenue increased 32% year over year. New PLE bookings increased 14% year over year. Non-GAAP gross margin came in at 71%.
Non-GAAP operating margins came in at 27%. Non-GAAP diluted EPS came in at $0.69, and remaining performance obligations, or RPO, increased 31% year over year. We're pleased with our overachievement in both the top and bottom line. Our top-line overachievement was due to strong demand for our cloud solutions, as well as a $4 million perpetual order coming in, in Q3, which we previously expected to come in during Q4.
Our Q3 bottom line was positively impacted by higher revenue and some expenses being delayed to Q4. For the year, we now expect $875 million of revenue, plus or minus 1%, up from our prior guidance of $872 million and our initial guidance of $860 million. We expect cloud revenue growth in the range of 35% to 37%, up from our prior guidance of 35% and our initial guidance of 30%. I'd like to mention that customers converting existing solutions to the cloud represent close to 40% of our expected cloud revenue growth and the remaining 60-plus percent is driven by new deployments.
We expect new PLE bookings growth in the range of 15% to 17%, up from our prior guidance of 15% and our initial guidance of 10%. From a mix perspective, we expect 60% of new PLE bookings to come in from SaaS in Q4. We expect $2.25 of non-GAAP diluted EPS at the midpoint of our revenue guidance based on 75.9 million diluted shares outstanding for the year. I'd now like to discuss guidance for our next fiscal year ending January 31, 2023.
For revenue, we are introducing guidance above our prior target and expect $935 million in revenue, plus or minus 2% or 7% growth, which is being driven by our strong PLE bookings. For new PLE bookings growth next year, we are also guiding above our prior target to a range of 10% to 12%. Our pipeline is rapidly shifting to SaaS, and next year, we expect around 65% of new PLE bookings to come from SaaS for the full year. We expect cloud revenue to exceed $500 million and to represent approximately 55% of our total revenue.
With continued margin expansion, we expect $2.49 diluted EPS at the midpoint of our revenue guidance, reflecting nearly 11% growth year over year. We expect to generate $200 million of GAAP cash from operations, reflecting more than 20% growth year over year on a normalized basis. I'd also like to provide you with some additional detail for your models. We expect around $1.5 million per quarter of interest and other expense.
We expect about $300,000 per quarter of net income from a noncontrolling interest we have in a small joint venture. We expect an 11% cash tax rate for the year, and we expect 75.9 million of fully diluted shares, flat with this year. Similar to fiscal '22, we intend to repurchase shares in fiscal '23 to offset dilution from our equity compensation program, and we announced today that our board has approved a new buyback program for next year. In summary, we're very pleased with our strong momentum and are tracking ahead of our three-year plan we laid out at the beginning of the year.
We expect our revenue growth rate to accelerate from 4% this year to 7% next year and are targeting 10% the year after. From a mix perspective, we're targeting nearly two-thirds of our revenue in fiscal '24 to come from cloud. As we approach the holiday season, I'd like to thank our employees during unprecedented time in the market. Our strong results are due to your hard work, thought leadership, and commitment to serving our customers.
So, with that, operator, let's open up the line for questions.
Thank you. [Operator instructions] And our first question comes from Ryan MacDonald from Needham. Your line is now open.
Ryan MacDonald -- Needham & Company -- Analyst
Hi. Thanks for taking my question, and congrats on an excellent quarter here. Again, I was most impressed by the strong new customer or new logo additions, and I think over 100 in the quarter you mentioned and over 60% of PLE bookings coming from new customers. Just love to understand a little bit more where that strength is coming from, whether it's -- you're seeing sort of a surge in demand in the marketplace from new customers as they spend on digital transformations? Or is this -- has come down to just great sales execution? Would love a little more color there.
Yes. Thank you. So, I think it comes from demand for our cloud platform. We discussed before that the cloud platform is differentiated.
It's helpful to our customers to innovate faster, if they could consume applications from the platform easier than on an on-prem basis. We do see also increase in partners, execution with the cloud platforms, and growth with partners. So, I think it's really the overall positioning from a product perspective, as well as our partner-agnostic strategy. We actually did mention on the call, first time, 100 new customers, and some of them are notable brands like the Bank of Hawaii and Western Digital, and Blackstone.
But we saw this momentum since the beginning of the year. We also had more than 100 new customers in Q1 and in Q2, and we expect it to continue in Q4. So, we actually expect more than 400 customers -- new customers to join Verint by the end of the year. So it's a trend that now has been established, and we feel very strongly that it's a result of the strength of the platform, as well as the agnostic strategy.
Excellent. Thanks for the color there. And then on the ranged outlook as we start to think about the fiscal '24 targets being higher. I'm just curious about what you're seeing from a visibility perspective to give you confidence in this higher outlook.
What are you seeing from a road map perspective as you talk to your customers that are looking to migrate over? Thanks.
Yeah. So, visibility has actually improved quite a bit, obviously. Partially, it's because of the growth in recurring revenue, we are now around 83% of our soft revenues we're carrying, so that's improved visibility. But also, pipeline.
Doug mentioned, RPO, our remaining performance obligation is up 31% year over year. We see strong demand in the pipeline and also a big shift. So, we actually expect -- in terms of the pipeline mix, we expect 60% of the booking in Q4 to be from SaaS. And for next year, we expect 65% of the booking to come from SaaS.
So, the pipeline suggests overall strength and also continuing shift mix toward SaaS. We also raised our PLE bookings guidance for next year. We took it from 10% to higher to a range of 10% to 12%. Obviously, this year, we now expect more than 15% booking growth, so we hope that we'll continue to see strong momentum into next year as well.
But all these are helpful to visibility. When you look at our Q4 cloud revenue, we're expecting $117 million, so that's a good starting point to another year of more than 30% growth. So, that will bring us to more than $0.5 billion in cloud revenue and even more recurring revenue, so improved visibility. So really, on all fronts, we feel like strategy is working.
Over the midpoint of our cloud transition, so our revenue growth is now accelerating because we have less headwinds from the perpetual decline. So, we gave targets for 7% growth next year and 10% growth the following year on overall revenue, and cloud revenue continued to grow at 30%. So, it looks good, looks good.
It sounds good from my end as well. Congrats again. I'll hop back in the queue.
Thank you. And our next question comes from Dan Ives from Wedbush. Your line is now open.
Dan Ives -- Wedbush Securities -- Analyst
Yeah. Thanks. So, can you just talk about -- in terms of the cloud transition, it feels like you've sort of crossed that line now to sort like almost the second half as you sort of get into the inflection point of more than 50%. Can you talk about that? Like what are sort of now the triggers that we should see going forward as it feels like you're kind of past the midway point of the transition?
Yeah. So, the midpoint is very important. So, first, just to make it clear, we passed the midpoint in bookings, and we expect to pass the midpoint in revenue during next year and get to 55% of revenue to the cloud. So, what happens with -- as we get more cloud revenue are a number of things: first, visibility will continue to improve as we get more recurring revenue; second, we'll see improvement in cloud revenue growth because we are growing double-digit in booking, right? We have a lot of new customers we added.
We're talking about more than 15%. We now raised the guidance to between 15% to 17% booking growth this year. So, all these bookings acceleration will start to contribute more into revenue acceleration because the perpetual decline is less material. We just have less perpetual.
So, obviously, revenue acceleration, but also gross margin acceleration. When you look at our gross margin mix, our nonrecurring gross margin is in the mid-50s because perpetual carries a lot of professional services. So, that's a mid-50s average gross margins for nonrecurring. But the recurring margin is the mid-70s.
So, as recurring goes up, also gross margin will start to go up modestly next year and more and more in the following years. And we talked about better economics and improved cash flow. So, costing the midpoint is really you go uphill, and you get a lot of headwind on the way up and you start to get tailwind on the way down, which is what we're starting next year.
Great. And then can we just talk about, in terms of just size of deals, as you think about pipeline and kind of you're hitting and we sort of get through the midpoint, should we expect just larger deal sizes more strategic? Is that a trend? Thanks.
Yes. I think we are becoming more strategic to our customers and partners because they can consume more from a cloud platform in a very consistent way, all the applications we have, and you guys know that we have acquired companies over the years. And while we put all these technologies that we acquired in one platform, which gives customers the ability to expand very easily, just consuming more services rather than going through the whole effort of on-prem deployment. So, that makes the relationship more strategic.
They can benefit from innovation in AI, much faster in the cloud platform. Our partners have access to a lot of AI innovation quickly through our Da Vinci services. So, all these efforts we put into the platform is really positioning us to have more footprint with our customers and partners. And we expect, when I look at the mix right now, we generate about half of our revenue from direct and half from indirect, from partners.
We expect both to grow nicely and partners to grow a little bit faster. So, the 50-50 ratio will probably be not that materially different in a year or two, but the indirect will slightly grow faster. And that's good for us because we have a lot of leverage with partners and don't have to add a lot of salespeople as we continue to accelerate our growth rates. So, putting all that into the context of the journey.
We think that, for us, cloud is not just a change in business model, but it was the ability to really offer a single platform that is open, that is connected to the ecosystem. We have a lot of out-of-the-box integrations. We now have a pretty significant ISV program. So, a lot of companies are developing applications on our platform.
And we are listing these companies in our marketplace so the customers can benefit from the open platform. So, creating that ecosystem of ISV partners, creating an ecosystem of out-of-the-box integrations with enterprise data systems and enterprise CRM or HR or any type of enterprise system that is important to be integrated into customer engagement, customers and partners can consume that very easily from a cloud platform. So, it's a big innovation. We spend a lot of time and effort in building that platform, and we believe it's very differentiated right now.
And because it's open and agnostic, we see a lot of changes in the communication infrastructure market. We saw just lately 8x8 is acquiring Fuze, so that's a consolidation of CCaaS and UCaaS. We saw Zoom trying to buy Five9 for the same reason and Webex has announced CCaaS offering and Avaya UCaaS and CCaaS, and Microsoft has announced an extension of Teams into the contact center. So, all this infrastructure consolidation across the contact center and the enterprise is really the starting point for more demand for our platform because we have applications that are, across enterprise, connecting the contact center into other parts of the enterprise in a way that can generate a lot of business ROI, right? So, customers buy infrastructure based on their IT ecosystem and what they need from the infrastructure.
But customers really need a strong application platform to create business ROI. Applications with workflows and automation that drives business ROI. And this is where Verint lives, right? We are in this bucket of very strong best-of-breed applications, all available in one platform so customers can consume those services in a very consistent manner.
Thank you. And our next question comes from Peter Levine from Evercore. Your line is now open.
Peter Levine -- Evercore ISI -- Analyst
Great. Thanks for taking my question. Sorry if I missed it, but cloud growth in the quarter saw a sequential decel. Maybe, first, is just can you just kind of talk about those dynamics? Were there deals that pulled into Q2? Or perhaps that deals got pulled into Q4? I'd just like to understand what happened in the quarter.
Yeah. So, let's look at the numbers, right? We started the year with a cloud growth expectation of 30%. And then we update to 30% to 35%, then we update again to 35%. And today, we're upping the cloud growth for the year between 35% and 37%.
So, I don't think we are decelerating. I think every quarter, we raised our expectations for cloud growth this year. And when you expect the cloud growth, you can see that in cloud, we have SaaS, and we have managed services. In managed services, as we discussed many times, is something we offer our customers as a service, it's low margin, and we don't plan to grow there that much.
So, in Q3, managed services grew 10%, which is fine, but SaaS grew 38%. So, we continue to see very strong growth in Q3, and we expect acceleration in Q4. So, that's why we are raising our cloud growth guidance to more than 35%. So bottom line is -- I think we are progressing very well through the year.
We see our pipeline shifting. We see cloud deals that were potentially -- customers were looking to buy perpetual, shifting to the cloud much faster. And I think that quarter to quarter, there could be small fluctuations, but I'm very pleased with over 30% growth in Q3, as well as raising, again, guidance for Q4. And the number is also getting bigger, and we still think that we can achieve more than $0.5 billion in cloud revenue next year.
And if you look at the Q4 expectation, that's a very solid start for achieving the $0.5 billion next year. So I don't see any deceleration in demand for cloud, and I think we are well-positioned to provide customers cloud solutions when they are ready. Some customers are saying, yes, we're going to go cloud, but not now. But when they're ready, we are ready, and we continue to see very good growth.
And then maybe to that point, what's the catalyst that jump-starts, I think, the conversation to move to the cloud? Or even if you go to IFC, right, is it a line of business that's making these purchase decisions? Meaning how much of that is being driven by like contact center upgrades versus more of like a digital transformation within the customer engagement?
Yeah. I think it's predominantly digital transformation. When you look at our cloud growth, more than 60% comes from new deals, right? So less than 40% is actually conversion. If you look at like our 35% to 37% cloud growth this year and more than 60% is new deals, so that's like 21%, and 15% comes from conversion.
So, I think that gives you the idea that even if we didn't have any conversion in our base, we will still be growing at 21% because of digital transformation and demand for new functionality. Look, the contact center is disruptive. How many times people go online and try to do something before they call the contact center? It's very often. And when they call the contact center, they expect the contact center to understand what they did.
What was their journey before they called? So, the contact center is disrupted by digital because customers expect more contextual and connected experiences and the contact center needs to be connected to the back office to the online and self-service channels that are mostly designed by marketing, customer experience teams that measure experience across the journey. And that's what we provide in our platform. We specifically emphasized that we designed the platform to close the engagement capacity gap. And the capacity gap is created because of the increase in the number of digital touchpoints and digital interaction.
It's just more and more of them. And it just -- organization cannot add people to address it, so they need more automation. And that drives -- the demand for automation is driving our growth because we are an application platform-agnostic to the infrastructure, but our customers really need to make changes and buy applications that can help them close that gap because otherwise, they'll just have consumers that have terrible experiences. And also, when a customer report to us, they report great ROI.
We discussed the Forrester report last quarter, where Forrester reports our customers, and the ROI was 300% over three years and pay back investment six months. And they also report to us that when they deploy this type of solutions, they can also increase revenue. So, it's not just that -- it's not only that they can reduce the spend on workforce and elevate the customer experience, elevating customer experience creates opportunity for upsell and increasing revenues. So, the demand was a long answer, but the demand for cloud growth really is driven by this whole digital transformation that our customers are going through.
Great. Thank you very much for the color.
Thank you. And our next question comes from Samad Samana from Jefferies. Your line is now open.
Samad Samana -- Jefferies -- Analyst
Hi. Good evening. Thanks for taking my questions. Maybe just, first, on the long-term guidance, I just want to double-check.
Is that all organic, the assumptions for fiscal '23 and fiscal '24? Or does that assume some level of M&A as well? And then I have a quick follow-up as well.
Yeah. So, we don't assume any future M&A. We had the Conversocial M&A that we did earlier in the year, right? We talked about that's going to contribute about $6 million this year. And because we did it seven months into the year, that there's going to be some contribution into next year.
But it's a few million dollars of inorganic in the guidance for next year, and that's it. We don't assume any future M&A in '23 or '24.
Great. Thanks for that. And then Doug, maybe one for you, just to better understand the expenses that fell out of 3Q into 4Q. I wanted to make sure I heard that correctly.
And just was that due to hiring being tougher? Was that due to T&E? Just maybe help us triangulate what those expenses were and how that could impact the business?
Yeah. There's no big trends, Samad. So, it's just some timing around some things that our folks kind of pulled the trigger on a little sooner than we had planned for in our model, if you will. So, just some timing of expenses hitting Q3 rather than Q4 in the numbers.
We're still investing in the business. So, we expect Q4 opex to ramp a little bit off of Q3 levels and then come down a little bit in Q1. So, probably next year, we'll probably have about 7% opex growth for the full year.
Great. And then maybe just one last one, just to ask a couple of quickies, which is -- when you think about the end contact center seat that Verint's WFO is being attached to. Have you seen any change in the mix of that this quarter? If you think about whether they're using Five9 or inContact or Genesys, any evolution in who you're attaching your WFO to?
So, yeah, we've seen the -- from a contact center infrastructure perspective, we see a lot of augmentation. So, we have the Avaya CCaaS offering that is launched to the market. We have the Cisco new Webex CCaaS offering. Obviously, Amazon Connect and Twilio and the smaller players like the 8x8 and Vonage, and we partner with all these guys because when customers need applications and they want best of breed, that's Verint.
So, when you look at Five9, Five9 is a partner, the revenue we have today with Five9 is still very small. But it's been growing this year because they started to go upmarket, and we expect that to continue to grow next year as they continue to go to upmarket. So, the smaller -- or the vendors that we're targeting more of the SMB market, as they go upmarket, they need more sophisticated applications. And that's where customers really want Verint.
And many times, the customers actually decide on the applications, and then they choose the communication infrastructure vendor. So, the partnership is really one that benefits both sides because more and more in the digital transformation, the business needs are actually more important than the IT infrastructure needs. And as they look to close the engagement capacity gap, they want more AI, more analytics, that's the leading requirement, right? First, they want to make sure they have ROI and then they want to make sure the infrastructure supports it. So, we see, to your question, we see customers that want to buy infrastructure and application at the same time.
But I think we also see more and more customers that understand that they can bifurcate these decisions that if they need applications now because that helps them close some gaps and drive ROI, they don't necessarily have to change their infrastructure right away, they can make that decision later on. So, we see all the above. But clearly, the SMB, the smaller the customer is, the smaller their contact center, the less urgent is their need for business application that close the gap. And the more sophisticated and larger organizations really feel the pain of digital transformation, and they are leading with business applications first.
Great. Thank you. Appreciate that.
Thank you. And our next question comes from Brian Essex from Goldman Sachs. Your line is now open.
Brian Essex -- Goldman Sachs -- Analyst
Great. Thank you, and thank you for taking the question. Maybe, Dan, for perpetual revenue, I would like to just -- thank you for the revised forecast on cloud, by the way. But I'd like to kind of back into perpetual revenue to see if your outlook there has changed at all.
I think previously your team has thought that this would kind of level off in the $100 million range. How should we think about incremental perpetual sales? How much visibility do you have into that? And has your outlook changed? Is it just a matter of like looking through your pipeline and you have a certain hit rate that tends to be perpetual? Or just love a little bit more color how to think about that, particularly longer term.
Yeah, sure. So, first and very important is that we, today, we allow our sales force to sell perpetual only by exception. They have to go through an exception process, and believe me, they don't want to sell perpetual. They want to sell SaaS.
But we do have a number of customers that it's not a large number, but it's typically the larger customers that we know that, for now, we have to give them exceptions. Interesting, we talked about the $4 million deal that came earlier. We expected it in Q4, and it came in Q3, and it was a perpetual deal from a large telecom customer. And what's interesting about this deal, not only it came earlier, but actually, we were surprised that the customer was entertaining going to SaaS.
And we didn't think that they're going to do this year. We thought maybe next year, but they were entertaining it eventually. They decided not now. And I see that there's a very good development that even this very large telecom customer is starting to move and consider it, at least they requested to understand how the proposal will look like in SaaS.
And look, there's timing issues. These are complex organizations that have compliance needs, they have security needs. IT may have all kind of priorities what they want to shift to SaaS and what they want to keep on-prem. I do believe that the entire industry is shifting to SaaS, there's no question about it in my mind.
And the dialogue with customers suggests that. But I think that, right now, our view is that in '24, yes, we'll have about $100 million, which will be tens of customers, not more than tens of customers, and about $100 million in '24, that will still be perpetual. Will that continue to get smaller? Probably over time, probably over time. But the big thing with perpetual for Verint was that perpetual was very big and every decline was a big headwind, even if booking was good, the revenue decline was material.
And I think that as we have very large cloud baseline now that is growing 30%, even if perpetual will decline a little bit faster, I still think we have a good chance to accelerate growth rates -- overall revenue growth rates.
Got it. That's super helpful. And maybe to follow up, as we think about the overall environment, just from a macro point of view, I recall during the pandemic there were issues with regards to needing to be in customer facilities to sell certain types of software. As we kind of evaluate the news flow that we see every day, I mean, do you see anything that's materially disruptive as, I don't know, new variants pop up or travel issues arise from one geography to the other? Anything that we might be able to digest that might impact your business one way or the other?
So, from a travel perspective, we don't need -- we got organized to do mostly remotely. When we do need to travel, we do. It's not an issue today, but it's really not very common. So, I don't expect travel restrictions to make things worse.
But I think that the fact that we now have these new variants and more and more customers realize that this pandemic is going to stay with us maybe longer, it does help to the cloud acceleration. I think that that's probably one of the reasons we see even the larger customers realizing it's time to move to cloud and benefit from doing everything remotely. And it's also helpful in terms of demand for more visibility tools and analytics tools as the workforce is all kind of scattered and management needs to really be able to provide people at home with the right tools and be able to understand what works and what doesn't work. So, yes, that probably drives more demand.
But I don't see any customers really thinking that they just need to hold their breath and wait for the pandemic to be over. I think customers realize that they're going to need to buy into this workforce optimization tools because first, people would probably work hybrid anyway in the future. There are more and more customers are hiring people in a lot of different locations because this is a hot labor market, and they want to take advantage of where they can hire. So, the days where everybody sits in one office are gone.
And the digital transformation is really the biggest drive for AI. So, some people can be replaced with automation. So, all these trends, I think the pandemic was accelerating the shift. But the fact that the pandemic may take longer, maybe some was helpful to acceleration but doesn't change the overall trend.
Got it. That's super helpful. Thank you.
Thank you. And our next question comes from Dan Bergstrom from RBC Capital Markets. Your line is now open.
Dan Bergstrom -- RBC Capital Markets -- Analyst
My questions. So, maybe could we look at the nearer-term side of Brian's previous question. It sounds like we're expecting a typically seasonally strong fourth quarter here, less perpetual than previously, obviously, you provided some guidance around the cloud. But is there the potential for a more pronounced break in customer preference toward the cloud with all the business in the quarter? You just talked about that large perpetual customer that closed early was considering SaaS.
Or do you feel like you have a pretty good visibility around customer preference at this point in the quarter?
I do. I do. I see 60% or more in SaaS in Q4, so I definitely believe that's the best quarter we will have in terms of this shift. And as we look at the pipeline into next year, we believe 65% will be SaaS.
And when we analyze that further, we also see that the one that remain perpetual, again, are smaller and smaller universe of customers that are just going to take longer in the decision-making, but it's not a pervasive trend. It's limited to customers. And we announced, just in the quarter, 21 multimillion-dollar deals. Last quarter, we had also, I think, about 20 multimillion-dollar deals.
And that's just cloud deals. So, we do have some large customers that will continue next year to buy perpetual, but the number of those customers will be small. So, the trend is very, very clear. And I think that in the past, I spoke about the industry is shifting.
Some customers already, some are not ready. I think today, I can say, every customer realized that that's where they're going. It's just a matter of when.
Great. That's helpful. And then maybe for Doug. Doug, could you just help us think through the cash flow dynamics here over the next several years? Dan touched on this a bit in the prepared remarks and in response to a question.
But it seems like the second half of the cloud transition, typically, we really start to see the benefit in cash flow. I think those previous headwinds that built up RPO and deferred should be coming in as a tailwind to cash flow. Is that the right way to think about the dynamics for cash flow from you?
Yeah. Exactly, Dan. We touched on this a little bit last quarter as well. Kind of as we look out.
So, you can see this quarter, we had a very good quarter. Next quarter, we expect a strong quarter. So, we'll probably come in around 180 on a -- before nonrecurring items from a cash from ops. And as you mentioned, there's a bit of a waterfall of cash kind of coming in just the way the revenue accelerates, the cash accelerates into next year, too.
So, coming off of this year's base, we should grow maybe 20% in terms of cash before nonrecurring items, cash from ops next year. And then probably, that's probably the big kind of windfall in, if you will, and then kind of leveling and think about cash kind of growing with earnings at that point, kind of low double digits, similar to earnings, but still very strong cash growth.
That's very appreciated, Doug. Thanks.
And thank you. And now I would like to turn the call back to Matthew Frankel for closing remarks.
Great. Thanks, operator, and thank you, everyone, for joining us today. If you have any questions, please feel free to reach out, and we'll talk to you again soon. Have a good night.
Bye-bye.
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