text:
In pursuance of the provisions of the Local Government Act, 1993 and the Regulations thereunder, notice is hereby given that a POLICY REVIEW COMMITTEE MEETING of Penrith City Council is to be held in the Passadena Room, Civic Centre, 601 High Street, Penrith on Monday 16 November 2009 at 7:30PM.
Policy Review Committee Meeting - 21 October 2009.
9. URGENT REPORTS (to be dealt with in the delivery program to which the item relates)
(adopted by Council 8/09/08 and amended by Council 6/4/09)
Ordinary Council Meetings
7ü
28^
# Meetings at which the Management Plan 1/4ly reviews are presented
^ Election of Mayor/Deputy Mayor (meeting to commence at 7:00 pm)
< Briefing to consider Draft Management Plan for 2009/2010
@ Strategic Program progress reports [only business]
v Meeting at which the Draft Management Plan is adopted for exhibition
ü Meeting at which the 2008/2009 Annual Statements are presented
* Meeting at which the Management Plan for 2009/2010 is adopted.
Y Management Plan Councillor Briefings/Public Forum (June)
- Council's Ordinary Meetings are held on a three-week cycle where practicable.
- Policy Review Meetings are held on a three-week cycle where practicable.
- Members of the public are invited to observe meetings of the Council (Ordinary and Policy Review Committee). Should you wish to address Council, please contact the Public Officer, Glenn McCarthy on 4732 7649.
ON MONDAY 19 OCTOBER 2009 AT 7:34PM
His Worship the Mayor Councillor Kevin Crameri OAM, Councillors Jim Aitken OAM, Robert Ardill, Greg Davies, Mark Davies, Tanya Davies, Ross Fowler OAM, Ben Goldfinch, Jackie Greenow, Prue Guillaume, Marko Malkoc, Karen McKeown, Kath Presdee and John Thain.
Leave of Absence was previously granted to Councillor Kaylene Allison for the period 29 September 2009 to 1 November 2009 inclusive.
CONFIRMATION OF MINUTES - Policy Review Committee Meeting - 14 September 2009
PRC 71 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Mark Davies that the minutes of the Policy Review Committee Meeting of 14 September 2009 be confirmed.
A Leading City
3 Penrith City Council Customer Survey 2009
Management Planning Coordinator, Ken Lim introduced the report and Simon Pomfret from IRIS Research gave a presentation on the Customer Survey Results for 2009.
PRC 72 RESOLVED on the MOTION of Councillor Jim Aitken OAM seconded Councillor Ross Fowler OAM
That the information contained in the report on Penrith City Council Customer Survey 2009 be received.
A City of Opportunities
4 Penrith City Centre Association and St Marys Town Centre Association 2009-2010 Business Plans
Acting City Centres Coordinator, Terry Agar introduced the report and invited Gladys Reed from Penrith City Centre Association and Peter Jackson – Calway from St Marys Town Centre Association who gave presentations on their achievements during 2008-2009 and Business Plans for 2009-2010.
His Worship the Mayor, Councillor Kevin Crameri OAM left the meeting, the time being 8:30pm.
His Worship the Mayor, Councillor Kevin Crameri OAM returned to the meeting, the time being 8:31pm.
Councillor Kath Presdee left the meeting, the time being 8:43pm.
Councillor Kath Presdee returned to the meeting, the time being 8:47pm.
PRC 73 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Jim Aitken OAM
1. The information contained in the report on Penrith City Centre Association and St Marys Town Centre Association 2009-2010 Business Plans be received
2. Funding for the Penrith City Centre Association and the St Marys Town Centre Association in the amounts of $296,814 and $222,670 be endorsed to be paid in four equal instalments at the beginning of each quarter.
A Liveable City
8 New Region 1 Bus Network
Acting Design & Technical Advice Manager, David Yee introduced the report and invited Adrian Dessanti from NSW Transport and Infrastructure and Steve Timbrell from Westbus to answer any questions, that Councillors may have with the New Region 1 Bus Network.
Councillor Mark Davies left the meeting, the time being 8:52pm.
Councillor Mark Davies returned to the meeting, the time being 8:54pm.
Councillor Marko Malkoc left the meeting, the time being 9:23pm.
Councillor Marko Malkoc returned to the meeting, the time being 9:27pm.
PRC 74 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Marko Malkoc
That the information contained in the report on New Region 1 Bus Network be received.
Councillor Greg Davies, left the meeting the time being 9:48pm.
Councillor Greg Davies, returned to the meeting the time being 9:49pm.
1 Annual Report 2008-09
Councillor Karen McKeown stated she thought the Annual Report was very user friendly, was a great link to sustainability and the officers involved in the compilation of the Annual Report have done an outstanding job.
1. The information contained in the report on Annual Report 2008-09 be received
2. The Annual Report be endorsed by Council and forwarded to the Department of Local Government as required under the Act.
2 "Celebrate Penrith City 09" Final Report
Councillor Karen McKeown left the meeting, the time being 9:51pm.
Councillor Karen McKeown returned to the meeting, the time being 9:52pm.
PRC 76 RESOLVED on the MOTION of Councillor Robert Ardill seconded Councillor Ben Goldfinch
That the information contained in the report on "Celebrate Penrith City 09" Final Report be received.
Procedural Motion
PRC 77 RESOLVED on the MOTION of Councillor Robert Ardill seconded Councillor Karen McKeown that Item 5 be considered at the conclusion of Confidential Business.
A Green City
6 Glenmore Park Shopping Centre - Draft DCP amendment to Glenmore Park Town Centre Chapter of the Penrith DCP 2006
Councillor Greg Davies left the meeting, the time being 9:57pm.
Councillor John Thain left the meeting, the time being 9:59pm.
Councillor John Thain returned to the meeting, the time being 10:03pm.
Councillor Greg Davies returned to the meeting, the time being 10:03pm.
PRC 78 RESOLVED on the MOTION of Councillor John Thain seconded Councillor Ross Fowler OAM
1. The information contained in the report on Glenmore Park Shopping Centre - Draft DCP amendment to Glenmore Park Town Centre Chapter of the Penrith DCP 2006 be received
2. In accordance with the Environmental Planning and Assessment Act 1979 and the Regulations 2000, the draft amendment to Penrith Development Control Plan 2006 Chapter 6 to incorporate planning controls relating to the Glenmore Park Town Centre as attached to this report, be publicly exhibited
3. A further report is presented to Council following public exhibition of the draft Development Control Plan 2006 amendment, advising of the outcomes of exhibition and making further recommendations relating to the adoption of the draft DCP amendment.
4. Local sporting groups be notified in writing of the Glenmore Park Shopping Centre - Draft DCP amendment to Glenmore Park Town Centre Chapter of the Penrith DCP 2006
In accordance with Section 375A of the Local Government Act 1993, a DIVISION was then called with the following result:
Councillor Jim Aitken OAM
Councillor Robert Ardill
Councillor Kevin Crameri OAM
Councillor Greg Davies
Councillor Mark Davies
Councillor Tanya Davies
Councillor Ross Fowler OAM
Councillor Ben Goldfinch
Councillor Jackie Greenow
Councillor Prue Guillaume
Councillor Marko Malkoc
Councillor Karen McKeown
Councillor Kath Presdee
Councillor John Thain
7 Neighbourhood Facilities Management Service Review
PRC 79 RESOLVED on the MOTION of Councillor Jackie Greenow seconded Councillor Karen McKeown
1. The information contained in the report on Neighbourhood Facilities Management Service Review be received.
2. The Recommendations and Implementation Plan of the Neighbourhood Facilities Management Service Review as outlined in the report be adopted.
3. $50,100 and $32,000 to be allocated from the 2009/10 and 2010/11 Community Safety budgets and $10,000 from the 2009/10 Risk Management budget respectively for the engagement of Morrison Low Consulting Pty Ltd for the development of the Neighbourhood Facilities Policy, Service Level Agreements, Guidelines and Procedures and the new Pricing Model (Fees and Charges).
Councillor John Thain left the meeting, the time being 10:13pm.
Councillor Marko Malkoc left the meeting, the time being 10:13pm
Councillor Jackie Greenow left the meeting, the time being 10:13pm
Councillor Karen McKeown left the meeting, the time being 10:13pm
Confidential business
The meeting closed to consider Confidential Business, the time being 10:13pm
1 Presence of the Public
PRC 80 RESOLVED on the MOTION of Councillor Greg Davies seconded Councillor Ross Fowler OAM
Councillor Jackie Greenow returned to the meeting, the time being 10:15pm
Councillor Karen McKeown returned to the meeting, the time being 10:15pm.
Councillor Marko Malkoc returned to the meeting, the time being 10:15pm.
2 South Penrith Branch Library
This item has been referred to Committee of the Whole as the report refers to commercial information of a confidential nature that would, if disclosed (i) prejudice the commercial position of the person who supplied it; or (ii) confer a commercial advantage on a competitor of the Council; or (iii) reveal a trade secret and discussion of the matter in open meeting would be, on balance, contrary to the public interest.
RESUMPTION OF BUSINESS IN OPEN COMMITTEE
The meeting resumed at 10:22pm and the General Manager reported that after excluding the press and public from the meeting, the Policy Review Committee met in confidential session from 10:13pm to 10:22pm to consider Item 2.
The General Manager reported that while in confidential session, the Committee resolved the confidential business as follows:
PRC 81 RESOLVED on the MOTION of Councillor Jim Aitken OAM seconded Councillor John Thain that the information contained in the report on South Penrith Branch Library be received.
PRC 82 RESOLVED on the MOTION of Councillor Ross Fowler OAM seconded Councillor Greg Davies
1. The information contained in the report on South Penrith Branch Library be received
2. Council not take up the option of the revised lease offer for the South Penrith Branch Library in the redeveloped Southlands Shopping Centre.
3. Other innovative options for decentralised delivery of library services be evaluated as part of the current longer term review planning process.
There being no further business the Chairperson declared the meeting closed the time being 10:27pm.
1 Westpool
2 Penrith City Children's Services Cooperative Ltd
3 Penrith Whitewater Stadium - Annual Report and Board of Directors
4 Penrith Business Alliance Limited Strategic and Business Plans
Westpool
Compiled by: Ken Muir, Risk Management Co-ordinator
Authorised by: Vicki O'Kelly, Group Manager - Finance
Strategic Objective: We demonstrate leadership, and plan responsibly for now and the future
Strategic Direction: We deliver services for the City and its communities, and maintain our long term financial sustainability
Presenters: Andrew Armitstead - Westpool - Westpool Insurance Programs
Council is a founding member of two local government insurance pools Westpool and United Independent Pools (UIP).
Westpool comprises the following Local Government bodies:
· Blacktown City Council
· Liverpool City Council
· Blue Mountains City Council
· Penrith City Council
· Fairfield City Council
· Parramatta City Council (joined 2003)
· Hawkesbury City Council
§ Wollongong City Council (associate member 2009)
Westpool provides:
· insurance coverage for public and professional indemnity liability
· a forum for the management of insurance claims
· a forum for the exchange of best practice for prevention and minimisation of risk including encouragement to implement enterprise risk management
· training for member councils to help minimise risk
· a platform to pursue legislative change
UIP was formed by members of Westpool and Metropool to spread the risks, share resources and stabilise premiums. UIP comprises the following Local Government bodies:
· Westpool
· Hunters Hill Council
· Auburn City Council
· Lane Cove Council
· Botany Bay City Council
· Marrickville Council
· Holroyd City Council
· Rockdale City Council
UIP provides comprehensive motor vehicle and Industrial Special Risk (Property) insurance cover and has a total asset value of $3.3 billion.
Westpool is an excellent example of local government working together to effectively manage risk for their member councils. Westpool is a self insurance Mutual owned and operated entirely by participating Members. Westpool operates solely for the benefit of Members and offers a range of risk management and insurance products.
Apart from the full-time Executive Officer and a part time administration officer Westpool has an active Board and is supported by regular meetings of the Risk Managers and Finance Managers of the member Councils.
Councillor Fowler OAM was re-elected as Chair of Westpool at the recent AGM. It is Councillor Fowler's 17th successive term as Chair, and he was elected unopposed at Westpool's Annual General Meeting on Monday 12 October 2009.
Councillor Ross Fowler OAM has recently been elected as Chairman of United Independent Pools . UIP was formed in 2005 to reduce insurance costs through bulk purchase of insurance, and improve efficiency. It achieves value-for-money solutions to a wide range of insurance and risk management issues, including property and motor vehicle insurance, and provides a forum for exchange of information, ideas and resources for the benefit of members.
As noted in a Mayoral Minute of 12 October 2009 each year Westpool recognise best practice and Penrith City Council was awarded a Risk Management Excellence Award at Westpool's 2008-09 Annual General Meeting held that day. The annual Local Government Risk Management Excellence Awards recognise initiatives taken by Westpool member councils to manage and reduce risk. Council won the prestigious award for an external audit undertaken earlier this year which reviewed Council's Development Application process.
The Executive Officer, Westpool Andrew Armistead, will present information on the progress and benefits derived from participating in Westpool and UIP.
That the information contained in the report on Westpool be received
There are no attachments for this report.
Penrith City Children's Services Cooperative Ltd
Compiled by: Janet Keegan, Children's Services Manager Operations
Authorised by: Janet Keegan, Children's Services Manager Operations
Strategic Objective: We have access to what we need
Strategic Direction: Our City's services and facilities are provided equitably, and can be accessed by those in need
Presenters: Max Friend - Chairperson, Penrith City Children's Services Cooperative Ltd - Report on Seventh Annual General Meeting of the Board
To provide details to Council following the Seventh Annual General Meeting of the Penrith City Children's Services Cooperative Ltd (PCCSC). The Chairperson will be making a brief presentation to this meeting. The report recommends that the information be received and that Council underwrite the operations of the PCCSC for a further period of 12 months.
The PCCSC became effective from 1 January 2003 to manage Long Day Care, Pre School and Out of School Hours services sponsored by Council. In 2008 the Board also took on the management of St Marys Occasional Child Care following its co-location with St Marys Children's Centre. The structure is a Board of 15 members including seven parent representatives, three Councillors, one staff representative, three community representatives and a representative of the General Manager. The Board meets on a bi-monthly basis and operates under Council delegation as a non-trading entity. The Board looks at broad policy matters, sets the direction for Children's Services and makes major decisions that affect the provision of children's services. Parent Advisory Committees at each service level provide valuable input into the operational aspects of individual services.
The seventh Annual General Meeting of the Board was held in October 2009. The Chairperson of the Board will be in attendance tonight to make a short presentation which will focus on:
· The past Year
- Highlights
- Financial position
- Issues arising
· The Year Ahead
Following are reports extracted from the Penrith City Children's Services Cooperative's Annual Report.
Chairperson's Report
It is with much pleasure that I present the Chairman's report to the seventh Annual General Meeting of the Penrith City Children's Services Cooperative Ltd.
The Cooperative, as a non-trading entity, has a delegated role to manage Council sponsored Children's Services and is made up of representatives from parents, staff, Councillors, the community and council officers. Council training for Board Directors during the period of review included training in Financial Programs for New Directors, facilitated by the Australian Institute of Company Directors.
Council appointed a new General Manager in 2008 and under a subsequent restructure, children's services now sits in the City of Opportunities theme in Council's Strategic Plan for the City under the People and Places group. Following a review of the Board's first strategic plan in late 2008, a new strategic plan (2009-2012) was developed identifying four major goals – being a leader in quality, sound financial management, enabling a skilled workforce and being known and respected as a provider of high quality not for profit services.
On Council's behalf, the Board manages 26 facilities encompassing 17 long day care, six pre schools, nine before and after school care, six vacation care and one occasional care service. Approximately 1,018 children aged 0-6 years attend our early childhood services daily and an average of 400 children aged 5-12 years attend before and after school services each day. Approximately 250 full-time equivalent children's services staff are employed in centre-based service delivery.
Following on from the previous year's favourable financial outcome, this year Children's Services has focussed on consolidating service delivery to the high levels expected by the community. In an effort to address some of the challenges faced during the year, the Board, along with the leadership and management team, have focussed attention on initiatives which will be discussed in this report.
During the year, Children's Services has strengthened its business model approach to the management of centres. The permanent appointment of a Business Coordinator dedicated to Children's Services has strengthened and streamlined business practices across all services.
Regular reviews of centre performance have been undertaken with swift rectification action as required. Significant attention has been paid to the issue of fee payment and billing and management of debt and there has been substantial improvement in these areas.
Streamlining of processes and policies has continued in the last 12 months to achieve consistency in practice, maintain and improve upon corporate governance and ultimately to achieve the vision and mission of Children's Services. There have been many highlights within the last 12 months and a snapshot of these is captured in this annual report.
The Board is committed to ensuring that facilities are maintained and upgraded to enable the provision of safe and aesthetically pleasing environments for children, families, staff and visitors. These have included 10 playground upgrades and in addition, a number projects have proceeded with Asset Management/Maintenance funds. Children's Services was fortunate to receive funding through the Federal Regional and Local Community Infrastructure Program which enabled three major upgrades to be undertaken. One of the highlights of the year was the Yoorami OOSH upgrade which now enables the centre to meet OOSH licensing when introduced and the National Standards. Feedback from children, families and staff is that the new building has been well worth waiting for.
The total costs of upgrades in this financial year was approximately $648,755 (not including Yoorami OOSH).
Children's Services has continued to maintain strong partnerships with external bodies to add value and to ensure our centres remain contemporary and of high quality. Some of those partnerships are:
· University of Western Sydney Nepean – Professional Experience
· Macquarie University –STaR Project
· Brighter Futures
· MASC Project – IT in Cranebrook Project
· Corporate Partners for Change
· Braddock Play Time – Braddock Primary School and Connecting Cranebrook
Acknowledgement of quality services has been received through the National Accreditation and NSW Licensing mechanisms. Seven OOSH and 11 LDC centres underwent Accreditation during this period. These achievements are a reflection of the dedication and motivation of our professional and experienced teams of staff who strive to achieve excellence in care delivery and education to the children and families who access our services.
The annual report presents two sets of financials. The first, statutory reports present the operation of the Cooperative as a separate legal entity, which is a non-trading Cooperative. The second are management reports detailing the operations of those services managed on behalf of Council for the year ending 30 June 2009.
The services managed by the Cooperative had an operating surplus from Ordinary Activities of $680,000 (2007/08 $191,000) compared to a budgeted surplus of $153,000. The surplus for 2008/09 was achieved from expenses from ordinary activities of $13,863,000 (2007/08 $13,285,000) an increase of 4.35% and revenues from ordinary activities of $14,543,000 (2007/08 $13,476,000) an increase of 7.9%.
Expenses from Ordinary Activities
Employee costs of $12,098,000 (2007/08 $11,522,000) an increase of 5.0%, excluding those costs funded by Grant programs, were under budget by $141,000. Employee costs represented 87.3% (2007/08 86.7%) of the total expenses from ordinary activities.
Expenditure on materials and contracts and other expenses were $1,765,000 (2007/08 $1,664,000) an increase of 6.1%.
The Out of School Hours services also have commitments to repay capital expenditure undertaken by Penrith City Council for the provision of buses needed by the services to deliver children to and from school. These buses are funded on a rolling replacement program, which sees each bus replaced every five years; two buses are generally programmed for replacement each year. The centres have an annual commitment of $8,100 per centre. Kindana OOSH is also repaying funds advanced for extensions to the centre undertaken a number of years ago at the rate of $6,100 per year. The combined cost of these commitments for 2008/09 was $79,000.
Revenues from Ordinary Activities
Charges to parents for the provision of care were $7,979,000 (2007/08 $7,325,000) an increase of 8.9%. Government funding for Child Care Benefit and Economic Needs Funding was $4,777,000 (2007/08 $4,394,000) an increase of 8.7%. Combined revenues for the provision of care was $12,756,000 (2007/08 $11,719,000) an increase of 8.8%. This was $146,000 below budget expectations.
Government grants utilised for operational and specific programs expenditure was $1,611,000 (2007/08 $1,584,000) an increase of 1.7%.
Utilisation rates are the key driver to revenue generation and financial viability of the services. For each service type the utilisation achieved in 2008/09 is listed below compared to the utilisation anticipated in the budget deliberations and the utilisation achieved for the 2008/09 financial year. It is very pleasing that long day care concluded the year with utilisation on target. Whilst some services did not achieve target others exceeded expectations.
2008/09 Utilisation
2008/09 Budget
B&A Care
Penrith City Council Contributions
In addition to their ordinary activities the services managed by the Cooperative entered into arrangements with Penrith City Council for funding global expenditure programs to be funded from centre operations or reserves established before the creation of the Cooperative. These arrangements fall into one of two categories.
Contribution to "pools" of money held on behalf of the services for future purposes. The Cooperative's commitment to add to these pools for 2008/09 was $255,000 (2007/08 $249,000).
The second category provides expenditure of pre Cooperative reserves or fundraising reserves for specific projects or programs. For the year ended 30 June 2009 the amount of funds spent from these reserves was $202,000 (2007/08 $56,000).
Penrith City Council agreed to provide direct subsidy to the Cooperative services of $223,000 to underwrite the expected operations of the Inclusion Support Scheme (ISS), and St Marys Occasional Care and to provide funding of $1,000 to each vacation service for play equipment. These commitments between the Cooperative and the Council reduce a $680,000 surplus into a $446,000 surplus. This surplus is an excellent result for the services managed by the Cooperative in the current economic climate. The close monitoring of the Service's operations throughout the year has enabled this result to be achieved and provides some necessary equity to better position the services for coming years.
The Penrith City Children's Services Cooperative is strongly committed to the provision of quality not for profit services for children. Affordability continues to be the driving factor for utilisation levels across all service types and balancing this with viability is high on the Board's agenda. Lobbying and advocacy continues in an attempt to ensure that issues related to children's services, and particularly issues related to the not for profit sector, are raised and continue to have a high profile.
Our continued compliance with Licensing Regulations and Accreditation Standards is testament to the skill, motivation and dedication of our centre staff and the support provided by the Internal Coordination Unit.
The Board is under no illusion that the year ahead will hold many challenges as we strive to ensure our services remain viable within a climate of increased competition, legislation and regulation requirements and the maintenance of a skilled workforce.
In concluding, I would like to thank the centre parent advisory committees who work to support individual centres at the grass roots level and my Board Co-directors for their valuable input to the continued operations of the Penrith City Children's Services Cooperative. I would like to acknowledge Steve Hackett's contribution to the Board. Steve was the General Manager's representative and company secretary since inception and his guidance and broad perspective along the way has been appreciated. Finally, I would like to acknowledge the support of centre staff and the officers of the coordination unit who enable us to strive for excellence in service delivery and ensure quality services are maintained.
Children's Services Manager Operations Report
It is with pleasure that I present the Children's Services Manager Operations Report to the seventh Annual General Meeting of the Penrith City Children's Services Cooperative Ltd.
During the year, the new staffing structure for the Children's Services Department was implemented. The position of Children's Services Manager Operations (CSMO) oversees the management of the Department as a whole and the position of Children's Services Business Co-ordinator has responsibility for operational matters to support the CSMO and specified tasks and projects, e.g. business planning, financial planning and management, marketing and promotions. The Management Accountant for Children's Services and the Senior Human Resource Officer dedicated to Children's Services completes the internal management team.
Other workforce initiatives during the 2008/09 financial year have included:
· The implementation of permanent rotational staff members attached to geographical clusters of services for backfill for planned staff absences (e.g. RDOs, annual leave). Not only has this achieved significant cost savings but has resulted in greater continuity and
· consistency of staffing at the centre level.
· A continuous advertisement on Council's web site for Early Childhood trained Teachers. This has resulted in increased interest in vacancies at a time when there is a national shortage of Teachers.
· The employment of 21 trainees. Following their traineeships, these staff often progress to securing positions within Children's Services, some going on to further study at TAFE and University.
· The Children's Services Tertiary Bonus scheme with six employees enrolling for tertiary study.
· Participation in University and TAFE Open Days, career expos and student presentations to maintain our profile as an employer of choice.
· Involvement in the Corporate Partners for Change program which offers opportunity for training and subsequent workforce participation.
· The children's services staff conference and celebration. Feedback from this initiative was overwhelmingly positive with good outcomes in terms of networking, professional development and fun.
· Succession planning and opportunity for staff to take on higher grade duties.
· 17 recruitment campaigns have been conducted including Director, Cluster Director, Early Childhood Teacher, Child Care Aide, Child Care Assistant, Cook.
· Existing worker diploma level traineeships commenced in February 2009 with 15 staff members.
· Professional development opportunities have included risk management for managing children with aggressive behaviour, noticing change in children and children in nature. Some professional development is linked to legislative requirements with other training undertaken to support staff individual interests.
In addition to opportunities for professional development through internal and external workshops, conferences and inservice training, with the support of Council's Educational Assistance Program a number of children's services staff undertook studies in the 2008/09 financial year, some of which included:
· Diploma of Child Studies
· Bachelor of Teaching (Early Childhood)
· Bachelor of Education (Early Childhood)
· Post Graduate Certificate in Special Education
Council hosted an Evening of Recognition during the year for staff with more than 20 years service and this involved many children's services staff.
Children's Services continued its partnership with the University of Western Sydney (UWS) during this period in a number of ways. One innovative strategy has been the Professional Experience program whereby students undertaking Early Childhood tertiary study are assigned to individual services for practicum and come together with teachers and mentors for discussion and reflection. These students have the opportunity to submit expressions of interest for employment in children's services following their studies. An application for a Research Partnership Grant with the UWS was successful. This research is investigating perceptions of quality in early childhood across Penrith and has synergy with the children's services curriculum renewal program being rolled out.
Other partnerships adding value to the quality of service provision have included:
· Active After School program (Australian Sports Commission)
· Child Care Links (Federal Department of Families Housing Community Services and Indigenous Affairs)
· Munch & Move (NSW South West Area Health Service)
· Intervention Support Program (NSW Department of Education and Training)
· SCAN (Supporting Children with Additional Needs) funding (NSW Department of Community Services (DoCS)
Operational advocacy and lobbying has continued during this period. Opportunity was taken during the State Cabinet visit to St Marys in October 2008 to present an issues paper to the Minister for Community Services on preschool funding. A federal issues paper was presented to the Parliamentary Secretary for Early Childhood Education and Child Care and the Member for Lindsay in October 2008 on the need for a national planning framework. The Cooperative made a submission to the Senate Inquiry into the provision of child care in Australia following the collapse of ABC Learning. This submission focussed on the need to retain a robust not for profit children's services sector. Council made a submission on the review of the NSW Children's Services Regulation 2004. Commentary from the Board emphasised that whilst support of the 1:4 child staff ratio for children under two is strong, the Board is concerned with the impact this might have in terms of diminishing the number of places available for this age group.
Support to improve access for children with additional needs has been provided by the Commonwealth funded Inclusion Support Agency (ISA) through Inclusion Support Subsidies (ISS). This program builds the capacity of services through the development of service support plans to include children with high ongoing additional needs into mainstream services. Through ISS funding, our services have supported 130 children to access Long Day Care (LDC), Out of School Hours (OOSH) and Occasional Care services. ISS funding enables services to engage an additional staff member but there is a significant shortfall in the funding received and the cost of employing additional staff which needs to be met by services.
The vision of the Penrith City Children's Services Cooperative is a "commitment to ensure early childhood experiences have a positive and profound outcome for the current and future development of Penrith City citizens who form our social and intellectual capital". Programs such as the Inclusion Support Agency support this vision. Although these types of services come at a cost, research shows that one dollar invested in the early years has a seventeen dollar return on investment.
As indicated in the Chairman's report, utilisation of our services determines income levels. A children's services marketing and promotions plan has been implemented to ensure our point of difference and not for profit status is promoted. Some promotional events have included:
Children's Week
St Marys Spring Fair
Welcome the Babies Ceremony
Council's Open Day
Cranebrook Family fun day
The leadership team has been working with centres and the Occupational Health and Safety (OHS) team to ensure that we provide safe environments for staff, children and families. It is pleasing to note that there has been a reduction in the number of Children's Services workplace injuries for the 2008/09 period. There had been a spike in the number of injuries related to children with challenging behaviour and staff undertook professional development in this area.
The coming year will see a number of known challenges.
· Further consolidation of the rollout of the Child Care Management System (a federal initiative linking children's attendance and fee relief paid to families)
· Further federal initiatives related to the National Quality Framework
· Changes to funding
· The new Food Authority Regulation affecting LDC services
· Marketing and promotions
· Maintaining utilisation
The Internal Coordination Unit and support staff will need to keep abreast of emerging issues so that sound change management practices are adopted and the quality of service provision sustained.
Children's Services management would like to extend thanks to the Board for its commitment, vision and support over the last 12 months. With the Board's ongoing support and enthusiasm Penrith City Children's Services will continue to strive for excellence in leadership, quality and safety across all services. I would like to acknowledge the support of the Internal Children's Services Coordination Unit and extend my thanks to David Thorpe for his ongoing support of the Department in his role as Financial Accountant. In conclusion, special thanks and acknowledgement must be extended to the children's services centre staff for their hard work and commitment over this period. Without the dedication of our staff the service provided would not be at the level that meets expectations or that the community has come to expect.
No significant changes in the state of affairs of the company occurred during the financial year; however there were some changes of Board Directors. Council should note that, at the seventh Annual General Meeting, as per the Rules of the Penrith City Children's Services Cooperative Ltd., Councillor Tanya Davies, Councillor Ross Fowler, Stacey Parker, Susan Day, Kylie Bradbury, Ciara Buzzi and Trina Horder retired and offered themselves for re-election. Linda Newman retired and did not offer herself for re-election as she now lives and works out of the area. This creates a vacancy for a community representative on the Board of Directors to be filled from a public call for nominations. Roger Nethercote, Rebecca Mott and Rebecca Zinghini filled casual vacancies on the Board since the last AGM and were formally reappointed at the AGM. Mr Max Friend was reappointed Chairperson and Sue Day appointed as Deputy Chairperson. Council's Group Manager-People and Places, Roger Nethercote, is the General Manager's representative and Company Secretary.
Comment by Financial Accountant – Entities to PCCSC Ltd
The services managed by the Penrith City Children's Services Cooperative Ltd achieved a net surplus from Ordinary Activities for the year ended 30 June 2009 of $446,000 after allowing for contributions to capital projects and provisions. This result was achieved by utilisation levels generally achieving their budgeted expectations, together with reducing the cost of relief staff to the services by closely monitoring staffing levels to utilisations and by introducing an innovative system of rotational staff to cater for the planned absences of permanent staff. These changes reduced the cost of relief staffing for the services from $1,321,000 in 2006/07 to $932,000 in 2007/08 and $598,000 in 2008/09. As mentioned in the Children's Services Manager Operations report the introduction of the rotational staff has not only achieved significant cost savings but it has also resulted in greater continuity and consistency of staffing for the children within the centres.
The financial viability of the services continues to be influenced by a number of factors. Maintaining utilisation levels is vital to the financial wellbeing of the services. It is pleasing to note that in 2008/09 long day care finished the year with utilisation on target. Preschools however achieved below budgeted utilisation levels. The State Government have announced a revised funding model for preschools as a result of a National Partnership Agreement on Early Childhood Education between the State and Federal governments. This agreement seeks to ensure access to early childhood education delivered by a university trained teacher for 15 hours a week, 40 weeks of the year for all children in the year before they attend school. This new funding model provides additional funding to help reduce the cost of preschool care to this target group. The reduced cost of preschool care because of this funding should help to underpin the budgeted utilisation for preschools in 2009-10.
The establishment of the Penrith City Children's Services Cooperative in 2003, has proved to be an effective management model for the children's services sponsored by Council. The favourable outcome for the 2008/2009 financial year is a good achievement given the global financial crisis, and provides some necessary equity to better position the services for the coming years. The Board of Directors is well aware of the complexities of the operation of children's services and the challenges that this brings. Maintaining a balance between services that are viable, accessible and affordable is high on the Board's agenda. Sustaining the quality of service provision for which Council's services are known is a key driver.
1. The information contained in the report on Penrith City Children's Services Cooperative Ltd be received
2. Council agree to underwrite the operation of Penrith City Children's Services Cooperative Ltd until the presentation to Council of the Penrith City Children's Services Cooperative Ltd Annual Report for 2009/10.
3. Council write to Linda Newman recognising her service on the Board of Directors since inception and thanking her for her contribution over many years.
Penrith Whitewater Stadium - Annual Report and Board of Directors
Compiled by: Glenn Schuil, Acting Executive Officer
Authorised by: Stephen Britten, Group Manager - Legal & Governance
Strategic Objective: We play an active role in our communities
Strategic Direction: Our capacity and wellbeing is enhanced through the support of collaborative networks and partnerships
Presenters: Deputy Mayor, Cr Ross Fowler OAM Chairperson - Penrith Whitewater Stadium Limited - Chairperson's Annual Report
Jack Hodge, Stadium Manager - Penrith Whitewater Stadium Limited - Stadium Manager's Report
Each year, following the Annual General Meeting of the Company, a report is presented to the Council on the year's activities, including the financial performance. The reports from both the Chairman and the Stadium Manager highlight the strong financial position of Penrith Whitewater Stadium and the success it has had achieving publicity as a national and international premier sporting facility. The venue has continued throughout the year to attract professional athletes, sporting championships and casual users, the participation rates in each activity are detailed in the report.
The Eleventh Annual General Meeting of the Company was held on 24 September 2009 for the period ended 30 June 2009.
The Chairman of the Board and Stadium Manager will be in attendance tonight to make a short presentation which will focus on:
· The Past year – highlights, financial position and issues arising; and
· The Year ahead.
Following are their reports that have been extracted from the Annual Report of Penrith Whitewater Stadium Limited (PWS).
It gives me much pleasure to present the Chairman's Report to the Eleventh Annual General Meeting of Penrith Whitewater Stadium Limited.
The operations for the year have produced a financial result that is very pleasing. Patronage for whitewater rafting and canoeing based activities remains healthy. Revenue for the year was $2,471,294 which is marginally more than $2,447,310 for 2008. The financial outcome for the year ended 30 June 2009 resulted in a surplus before depreciation, amortisation and interest of $408,550, a decrease of 8% when compared to the surplus achieved in 2008 of $444,022. During the year some $55,728 was spent on capital improvements.
The Stadium continues to contribute to the overall Penrith economy and to the advancement of the sport of canoe slalom both locally and internationally.
Penrith Whitewater Stadium continues to generate a great deal of publicity both nationally and internationally, adding to its reputation as one of the world's premier sporting facilities. Again the venue has successfully hosted both international and local competitions and has continued to attract a significant number of athletes who see the stadium as their preferred off-season training venue.
I would like to take this opportunity to thank Venue Manager, Jack Hodge and his management team (Simonetta, Jeff, Vicki and Stuart) for leading the organization throughout the year. Penrith Whitewater Staff continues to show great dedication and commitment to the business. The underlying enthusiasm and commitment of staff is fundamental to the venue's continuing success.
I would also like to thank my fellow directors for their continuing commitment and input to the operations of Penrith Whitewater Stadium. This year sees the retirement of Alan Stoneham and Karen McKeown and the appointment of David Burns, Kathryn Presdee, Jim Aitken, Kevin Crameri and the reappointment of Pat Sheehy. Alan and Karen have been Directors for a number of years and their enthusiasm and drive has been important in the development of the business. I wish them all the very best for the future.
Finally I would like to take the opportunity to congratulate the coach and members of the Australian Canoe Slalom Team on their successes throughout the year, particularly the excellent results achieved by Leanne Guinea, Rosalyn Lawrence and Jessica Fox at the 2009 Canoe Slalom World championships winning gold, silver and bronze medals respectively.
Stadium Manager's Report
Overall participation in the activities offered by PWS decreased in 2008-09 in the face of very challenging economic circumstances. Rafting decreased by 12% Canoe/Kayak by 23% but rescue courses increased by a very pleasing 225%
Whitewater rafting remains the most popular activity and the highest revenue earner for PWS. Rafting participation decreased from 23,632 to 20,760. Total revenue for rafting decreased by only 3.5% from $1,766,824 to $1,704,195 due to a 4.7% price increase.
Total income increased by 1% from $2,447,310 in 2007-08 to $2,471,295 in 2008-09. Total expenses increased by 0.6% from $2,282,603 to $2,297,323 resulting in a increase in operating profit from $164,707 to $173,971. Net profit decreased from $98,374 to $55,638 due to a 77% reduction in other income (bank interest & workers comp rebate) and a 17% increase in other expenses (PCC loan interest payments).
PWS maintained its strong support for the sport of canoe slalom throughout the year. The venue hosted the Australian Youth Olympic Festival Slalom in January, the Australian Open as part of the Slalom World Series in February and the Australian Team Selection Trials in March and July. The venue also hosted the NSW State Slalom Championships, NSW Southern Zone Slalom Championships and the Australian Canoe Polo Championships in April. PWS facilitated over 455 hours of slalom training and races for Australian and International paddlers. This included 149 hours for the Australian team as part of the Canoe Slalom National Centre of Excellence (NCE) Agreement between PWS, the Australian Institute of Sport (AIS), the New South Wales Institute of Sport (NSWIS) and Australian Canoeing. The value of PWS's contribution to the agreement was approximately $71,400.
PWS continued its support of various charitable and community organisations. This included the donation of 292 Gift certificates to the value of $24,820 and the provision of swiftwater awareness training for river restoration volunteers to the value of $9,720.
Thanks to all PWS staff for their assistance during the year. Thanks also to the PWS Board of Directors for their ongoing dedication and support. The successful operation of PWS relies upon the support of the general public and a network of companies and organisations. PWS would like to thank the general public, suppliers, venue stake holders and neighbouring organisations for their support and looks forward to working together more closely in the future to maximise the ongoing success of PWS and Penrith Lakes.
The Constitution of the above Company provides, in part, that:
1. To provide continuity the members of the Board shall resign on a rotating basis. At the First Annual General Meeting, three (3) Directors (including one (1) Councillor) shall resign. At the Second Annual General Meeting, three (3) members shall resign (including one (1) Councillor). Thereafter, the members of the Board, except the Council Officer, shall resign after they have served on the Board for three (3) years after appointment or re-appointment to the Board.
2. All retiring Directors shall be eligible for re-appointment.
Council should note that Pat Sheehy was reappointed as a Director of PWS 26 February 2009. Ross Fowler and Rebecca Wright resigned as Directors as per the Constitution. Rebecca Wright did not seek reappointment and Ross Fowler was reappointed effective from the date of the Annual General Meeting held on 24 September 2009.
It was also resolved that the Council's Director of Special Operations, Mr David Burns be the Council's General Manager's representative and Company Secretary on the Board.
Councillor Ross Fowler OAM was re-appointed Chairman and Helen Brownlee OAM was re-appointed as Deputy Chairman of the Board.
Financial Accountant – Entities Comment
Penrith Whitewater Stadium achieved an operating surplus before depreciation, amortisation and interest charges of $408,550 (2008 $444,022). After accounting for depreciation, amortisation expenses $224,767 ($235,831) and interest expense $128,146 ($109,817) the Company reported a $55,638 profit ($98,374).
The company has again produced an operational surplus from its own operations. This is an excellent result given the economic climate in which it was achieved.
1. The information contained in the report on Penrith Whitewater Stadium - Annual Report and Board of Directors be received
2. Council agree to underwrite the operation of the Penrith Whitewater Stadium Limited until the presentation to Council of the Penrith Whitewater Stadium Limited Annual Report for 2009-10.
3. Council note and support the Board's nomination of Councillor Ross Fowler OAM as a continuing Director of Penrith Whitewater Stadium.
A Vibrant City
Urgent Reports
Penrith Business Alliance Limited Strategic and Business Plans
Compiled by: Craig Butler, Director - City Planning
Authorised by: Craig Butler, Director - City Planning
Presenters: Chairman and CEO - PBA - Strategic and Business Plans
Penrith, like other Australian cities on the capital city fringes, will continue to experience the urban growth that has been a feature of its last three decades. The challenge is to build socially vibrant, economically viable and environmentally sustainable communities.
The above challenges are more significant because historically Australian growth areas have been undersupplied with the necessary diverse range of sustainable and quality employment opportunities.
Penrith has a significant jobs challenge ahead of it. This results from both past and future growth.
Sustainable economic growth for Penrith as a Regional city is one of the key platforms of activity for this council both now and into the future. The Penrith Business Alliance (formerly the Penrith Valley Economic Development Corporation) will be one of the principal delivery vehicles for meeting this challenge.
Council is aware that the Penrith Valley Economic Development Corporation was reviewed and a new model developed.
A new Board was formed with broad representation from a range of key employment and development sectors. Council's representatives on the Board are Councillors Jim Aitken OAM and Ross Fowler OAM, and Director – Craig Butler.
The Board has appointed a Chief Executive Officer and developed both a Strategic and Business Plan. Also, it was determined that a more contemporary or appropriate name should be given to the entity. The Board has chosen Penrith Business Alliance Limited (PBA).
Key elements of the Strategic Plan are:
" Our Mission is…"To promote sustainable economic growth for Penrith as a Regional City through innovation, strategic alliances, enterprise development and investment attraction."
Our Values are…
· We will treat all our stakeholders with integrity, respect, fairness, and honesty.
· We will encourage innovation, creativity and teamwork
· We will respect and foster accountability and transparency
· We will promote sustainable growth
· We will be open in our communications
Our Key Success Factors…
· Our ability to influence people in key decision-making roles
· The strength of our brand and image
· The strength of our knowledge base
· The strength of our strategic alliances and partnerships
· The quality and diversity of jobs created in the local economy
· Our ability to create a more diversified local economic base
Our Strategic Approach to Employment and the Regional Economy Our strategic imperatives are designed to address the key strategic challenges and contribute to the achievement of our vision and goals.
The imperatives are:
· Establish and market the new Economic Entity as the first port of call for investments and development in the Penrith Valley Region
· Promote the region's differential advantages (lifestyle, employment and business opportunities)
· Proactively influence government and its agencies to invest in the region
· Assist businesses to become established in the Region
· Actively assist businesses to compete and grow in the Region
· Provide high-level, expert advice on economic development to Penrith City Council
· University of Western Sydney
· TAFE NSW
· Enterprise Connect
· NSW Business Chamber
· Business Enterprise Centre
· Chamber of Commerce
· Penrith City Centre Association
· St Marys Town Centre Association
· Penrith Valley Home Based Business Network
· Regional Development Australia Greater Sydney
· Department of Industry and Investment "
The Business Plan and budget for 2009-10 were reviewed by the Board at its meeting of 27 October 2009. The Chief Executive Officer was asked to develop some key areas of focus from the Business Plan as it is quite broad and ambitious.
The PBA is funded from:
1. A transfer of funds previously allocated to Council's Economic Development department,
2. A special rate targeted at economic development, and
3. Future developer contributions.
1 & 2 above total $616,780 in 2009-2010.
The deliverables required in return for this funding are broadly outlined in a Deed which, amongst other things, requires the preparation of an annual Business Plan. The Deed also requires that the Business Plan be submitted and agreed to by Council. It requires that performance against the Business Plan be reported to Council in association with a request for funding for the subsequent year. The PBA Chairman has made a written request for funding for the 2009-10 year.
The Chairman and the CEO will make a presentation to this meeting outlining the Strategic and Business Plans. The Business Plan has been reviewed and it appropriately reflects the functions which are required of the PBA through the Deed. If having received the presentation tonight Council agrees with the Business Plan then the Deed that has been previously approved by Council makes provision for half of the annual funding ($308,390) to then be provided to PBA. The balance will be paid in approximately 6 months.
1. The information contained in the report on the Penrith Business Alliance Limited Strategic and Business Plans be received
2. Council agree to the PBA Business Plan for 2009-10.


text:
Q: In ChromeDevTools, how do I stop/halt the page when it's reaching an endless JavaScript loop error? I am working on a webpage which is created based on jQuery and jQuery UI.
As jQuery-UI is too big, I'd like to remove it and write my own easing functions.
However, after removing the jQuery UI, I got an endless error in my ChromeDevTool:

Though I know how to fix the bug, is there any way that I could halt the page in this situation?
Thanks

redpajama_set_name: RedPajamaStackExchange


text:
Q: removing "na" from a column and collapsing the row I would like to remove rows that have an "na"
file
0.000
0.000
0.055
0.036
0.003
0.002
0.000
0.002
0.002
0.002
0.000
na
na
0.000
0.000
na
0.002
0.002
0.003

output
0.000
0.000
0.055
0.036
0.003
0.002
0.000
0.002
0.002
0.002
0.000
0.000
0.000
0.002
0.002
0.003

I was trying to do this in R but i couldn't collapse the rows, just remove the na

A: As simple as:
grep -v na file > new_file

A: With awk:
awk '!/na/' file > new_file

The "!" means do not match.  The "/na/" specifies the pattern "na".  Together they mean do not match lines containing the pattern na.  The default behavior of awk is to print, but you can also specifically tell it to print (call the print function) like this:
awk '!/na/ {print}' file > new_file

To not print the empty lines in the file, use this regular expression.  !/^$/  This tells awk not to match on an empty line.  It will match by starting from the beginning of the line designated by a "^" to the end of the line designated with a "$" with no content in between.  The "&&" tells it to use both expressions when evaluating each line.
awk '!/na/ && !/^$/ {print}' file > new_file

With sed:
sed '/na/d' file > new_file

The "/d tells sed to delete the line containing the matched pattern "/na/"
To directly modify the source file, without needing to write to a new file, use the -i (in place) option with sed
sed -i '/na/d' file

Using nothing but the bash shell with bash builtin:
while read -r line; do [[ ! $line =~ na ]] && echo "$line"; done < file > o; mv o file

With Python:
with open('file', 'r') as rf:
  with open('out', 'w') as of:
    for line in rf:
      if not "na" in line:
        of.write(line)

As with all of the other examples, this will not leave a blank line, given the sample input provided in the original question.
$ cat file
0.000
0.000
0.055
0.036
0.003
0.002
0.000
0.002
0.002
0.002
0.000
0.000
0.000
0.002
0.002
0.003

A: I tried with below 3 methods

1.using awk

command:awk '$0 !~/na/{print $0}' filename

2. using sed

sed -n '/na/!p' filename

3. using python

    #!/usr/bin/python
    import re
    k=open('filename','r')
    a=re.compile(r'[0-9]')
    for i in k:
            if re.search(a,i):
                    print i,

output
0.000
0.000
0.055
0.036
0.003
0.002
0.000
0.002
0.002
0.002
0.000
0.000
0.000
0.002
0.002
0.003


Cairnbaan Cottage - Self Catering Cottage on the Crinan Canal, Argyll, Scotland.
Traditional Crinan Canal Cottage, ideally situated on the Canal Towpath.
Relax in the garden while watching the yachts sail past on the canal.
Enclosed garden with driveway for parking.
Under 10 min walk to Pub/Restaurant.
Well behaved pets allowed by arrangement.
Located on the banks of the Crinan Canal in Cairnbaan, Argyll on the West Coast of Scotland, this charming traditional end terraced cottage is ideal for walking and cycling, particularly along the Crinan Canal tow path but also along the many nearby woodland tracks.
Cairnbaan Cottage can comfortably accommodate 4 persons. There are two bedrooms (a double and a twin) an enclosed garden with driveway for parking.
The Cairnbaan Hotel is less than a 10 minute walk from the cottage and serves excellent food and drink.
Inside the cottage there is a kitchen/diner and a lounge downstairs. The kitchen has been newly fitted and includes an electric oven with ceramic hob, fridge freezer, microwave and washing machine. Off the kitchen is the dining area, with a table and four chairs.
The cosy living room has an open log fire, a 2 seater sofa, 2 chairs and a window with views over the canal and surrounding countryside. There is a TV/DVD, stereo, video and Play Station 2 with a small library of DVDs, videos and PS2 games. There is also an under-stair storage cupboard.
Upstairs is a bathroom with an electric over bath shower and two bedrooms. The main bedroom has a double bed, wardrobe, chest of drawers and great views over the canal and surrounding countryside. The second bedroom has twin beds, a chest of drawers and views out to the woodland to the rear of the cottage.
Well behaved pets are allowed in the cottage living areas but only under responsible supervision and by prior arrangement. The enclosed garden is ideal for dogs but pets are not permitted on the furniture or in the bedrooms.
Cairnbaan is about 3 miles north of Lochgilphead, Argyll on the A816 Lochgilphead to Oban road. Turn off the A816 onto the B841 (signposted Crinan), continue past the Cairnbaan Hotel and instead of crossing the canal road bridge, turn right (straight on) onto a single track road which follows along the side of the Crinan Canal. Continue on this road for about half a mile and after Lock No. 8, take the track to the right and about 50m along, you will see the cottage, first on your left. The gates at the side of the house lead into the parking area and garden.


text:
Watch These 4 Healthcare Stocks Set The Pace On Monday (2/4/19)
CORAL GABLES, FL / ACCESSWIRE / February 4, 2019 / The healthcare stock market has garnered copies amounts of media attention over the course of the past few years, as more people have come to understand the variety of benefits of introducing cannabis as a means of treatment for a myriad of ailments. Over time, in an effort to further these advancements in the healthcare industry, legislators have sought to pass positive legislation in favor of legalizing marijuana, resulting in the passing of the US Farm Bill as well as other laws around the world. Medical experts and healthcare professionals have begun to take cannabis mores seriously as a form of treatment, given its incredible abilities as an anti-inflammatory, as well as other medicinal benefits, and in turn, this has catalyzed significant investor excitement for individuals looking for potential opportunities in the space. Premier Health Group (OTC:PHGRF) (CSE:PHGI), Can-Fite BioPharma Ltd (CANF), BioLineRx Ltd (BLRX), and Aurora Cannabis Inc., (ACB) represent four cannabis companies determined to develop nuanced approaches for integrating cannabis as a means for improving the quality of life for consumers.
Premier Health Group (OTC:PHGRF) (CSE:PHGI) is a company focused on developing innovative approaches that combine human skill-based expertise with state-of-the-art technologies used throughout the healthcare industry to create the best-possible care solutions for their growing patient network. The Company has seen impressive gains over the last few months as a result of momentum gained from several key strategic investments which demonstrate Premier's commitment to developing and distributing the best quality products and services meant to improve the lives of their patients.
Premier Health Group (OTC:PHGRF) (CSE:PHGI) announced last week that, further to its news release dated January 10, 2019, the Company has acquired all outstanding securities of Cloud Practice Inc. As a result of the acquisition, Cloud Practice's Founders, including CEO Jordan Visco, and entire support team, consisting of several software developers and sales staff, will join and work alongside the Premier Health team to offer tools and resources providing for better efficiency on a day-to-day basis for both physicians and customers.
Per the official details of the agreement, Premier will pay to the Cloud Practice shareholders total consideration of up to $5 million, $2 million dollars in cash to be paid out as follows: (i) $500,000 paid in cash on signing of the binding LOI as a refundable deposit, (ii) $500,000 in cash payable on closing, (iii) $500,000 in cash payable 90 days after closing, (iv) $500,000 in cash payable within six months of the LOI subject to the satisfaction of certain milestones related to the integration of the Juno EMR, and $3 million payable in common shares of Premier at a deemed price of $0.76 per share.
Dr. Essam Hamza, CEO of Premier Health Group (OTC:PHGRF) (CSE:PHGI), commented, ''We are very excited to have completed this acquisition and to have the experienced team at Cloud Practice join the team at Premier Health. With this acquisition, we now have a medical software company with national reach. Thus, enabling us to build on our patient-centric technology platform that will integrate telemedicine, online booking, and other premium services with our electronic medical records (EMR) system.''
For More Information On Premier Health Group, Click Here
Can-Fit BioPharma Ltd (CANF), a biotechnology company working to advance a pipeline of small molecular drugs that address cancer, live and inflammatory diseases, today announced that it has received a Notice of Allowance from the U.S. Patent and Trademark Office for its patent application titled, ''Use of A3 adenosine receptor agonist in the treatment of Osteoarthritis." This patent addresses methods for treating osteoarthritis with A3 adenosine receptor (A3AR) agonists and has been granted to Can-Fite in major global markets including North and South America, Europe and Asia.
Following the announcement, Dr. Ilan Cohn, the Company's Chairman of the Board, said, ''the notice of allowance for this patent application is designed to secure Can-Fite's proprietary rights in a commercially very important and lucrative therapeutic indication. This new patent application adds significant value to Can-Fite's very extensive and valuable patent estate and may provide the platform for developing Can-Fite's proprietary A3AR agonists for osteoarthritis, where there is a market need for efficacious and safe drugs.''
For More Information On Can-Fite BioPharma Ltd, Click Here
BioLineRx Ltd (BLTX), a clinical-stage biopharmaceutical company focused on oncology, today announced that the U.S. Food and Drug Administration (FDA) has granted Orphan Drug Designation to its lead oncology candidate, BL-8040, for the treatment of pancreatic cancer.
Philip Serlin, Chief Executive Officer of BioLineRx, commented, ''despite advances in the treatment of various cancers with immune checkpoint inhibitors, pancreatic cancer is refractory to these treatment options, and remains an area of significant unmet medical need. We have previously reported encouraging clinical data supporting the potential of BL-8040 as part of an immunotherapy combination treatment in pancreatic cancer, and we look forward to top-line results from our ongoing pancreatic clinical studies later this year.
For More Information on BioLineRx Ltd, Click Here
Aurora Cannabis Inc (ACB) today announced that its extraction technology partner, Radient Technologies, has received its Standard Processing License from Health Canada. Back in 2016, Aurora considered Radient's operations to be potentially harmful to the cannabis industry because of their ability to achieve higher throughputs than was possible with bench marking tech at the time, resulting in Aurora's decision to invest in the Company.
Terry Booth, Aurora's CEO, stated that ''Early on we identified that the ability to extract cannabis and hemp at large-scale while preserving quality would be a crucial competitive advantage to address the rapidly growing market for derivative products, such as vapes pen solutions, softgels, edibles, and beverages. With the upcoming new regulations permitting additional form factors and Radient's recent receipt of its processor license, we are in a strong position to rapidly expand production of a broad portfolio of extract-based products, tying in well with the significant scale-up of our global cannabis and hemp operations.''
For More Information On Aurora Cannabis Inc., Click Here
What Is Stock Price (StockPrice.com)?
Stock Price is defined as the price of a single share of a number of saleable stocks of a public company. A stock price is the highest amount an investor or trader is willing to pay for the stock, or the lowest amount that it can be bought for.
StockPrice.com was created for everyone that wants the latest stock quotes, stock charts, company news, and the best financial content.
At Stock Price (StockPrice.com), you get free stock quotes, up-to-date news, international market data, social interaction and the best financial content that will help you manage your financial life.
Except for the historical information presented herein, matters discussed in this article contain forward-looking statements that are subject to certain risks and uncertainties that could cause actual results to differ materially from any future results, performance or achievements expressed or implied by such statements. JSG Communications, LLC which owns www.StockPrice.com is not registered with any financial or securities regulatory authority and does not provide nor claims to provide investment advice or recommendations to readers of this release.
JSG Communications, LLC, which owns www.StockPrice.com, may from time to time have a position in the securities mentioned herein and may increase or decrease such positions without notice. For making specific investment decisions, readers should seek their own advice. JSG Communications, LLC, which owns www.StockPrice.com, may be compensated for its services in the form of cash-based compensation or equity securities in the companies it writes about, or a combination of the two.
Pursuant to an agreement between MIDAM VENTURES, LLC and Premier Health Group Inc., we were hired for a period from 10/1/2018 - 4/1/2019 to publicly disseminate information about Premier Health Group Inc. including on the Website and other media including Facebook and Twitter. We were paid $300,000 ( CASH) for & were paid ''500,000'' shares of restricted common shares (as of 1/2/2019). We own zero shares of Premier Health Group Inc., which we purchased in the open market. Once the (6) Six-month restriction is complete on 4/1/2019 we plan to sell the ''500,000'' shares of Premier Health Group Inc. that we hold currently in restricted form during the time the Website and/or Facebook and Twitter Information recommends that investors or visitors to the website purchase without further notice to you. We may buy or sell additional shares of Premier Health Group Inc. in the open market at any time, including before, during or after the Website and Information, provide public dissemination of favorable Information. Please click here for full disclaimer.
news@stockprice.com
SOURCE: Stock Price
https://www.accesswire.com/534380/Watch-These-4-Healthcare-Stocks-Set-The-Pace-On-Monday-2419
U.S. Equity Futures Retreat, Dollar Edges Higher: Markets Wrap
Philippine Banks' Rebound to Beat Revival From Asian Crisis
Exclusive: Southeast Asia's Grab considering U.S. IPO this year - sources
Is DraftKings Stock A Buy Or Sell Right Now As More States Legalize Sports Betting?
DraftKings is one of the top IPO stocks to watch, as gambling legalization gains steam. Here is what the fundamentals and technical analysis say about buying DKNG stock now.

redpajama_set_name: RedPajamaCommonCrawl


text:
require 'spec_helper'

describe Backline::Transaction do

  let(:repository_path) { 'tmp/testing' }
  let(:repository) do
    Backline::Repository.create(repository_path) do |r|
      r.register dummy_class
    end
  end

  let(:dummy_class) do
    Class.new do
      include Backline::Model

      def self.name
        'Dummy'
      end

      attribute :foo
    end
  end

  after { FileUtils.rm_rf(repository_path) }

  subject { described_class.new(repository) }

  describe '.commit' do
    let(:model) { dummy_class.new(id: 1, foo: 'bar') }
    let(:message) { 'Commit message' }

    before do
      subject.save(model)
      subject.commit(message)
    end

    it 'should create a new commit' do
      expect(repository.git.last_commit.message).to eq(message)
    end

    it 'should apply the requested changes' do
      expect(repository.find(dummy_class, 1)).to be
    end

    it 'should not create a commit when nothing was changed' do
      transaction = described_class.new(repository)
      transaction.save(model)

      expect { transaction.commit(message) }
        .to_not change(repository.git, :last_commit)
    end
  end
end

redpajama_set_name: RedPajamaGithub


One can argue that even the most innovative banking institutions are bureaucratic enough, and their slow decision-making causing banks to lose their premium over fintech applications, peer to peer lending marketplaces, and payment processors. At the same time, many expanded into the business of micro-lending. Banking services are no longer a monopoly of banks, and traditional financial institutions have to innovate in order to survive. The era of non-traditional financial services providers such as Amazon Payments, PayPal Payments and PayU, has risen. The launch of the Payment Services Directive II in Europe unlocks new dynamics for FinTech and Payment Services.
It's pretty obvious that many e-commerce websites are incorporating some kind of artificial intelligence and/or machine learning to help with ROI and improve customers experiences. The entire buying and selling process has drastically changed for the better. Companies are increasing their profits while customers are receiving better customer service and a much easier time finding the products they really want. How does this all come about though? How do you as a new or older e-commerce company integrate this into your business?
Walmart shoppers can now do some online shopping using just their voice. The retail giant is partnering with Google to launch grocery shopping on any devices equipped with Google Assistant. Walmart Voice Order is rolling out to consumers beginning this month, the company said today. Walmart shoppers can now shop using just their voice. It'll become available for users with Google Home devices, as well as Assistant-equipped smart displays, Android phones and iPhones.
Walmart customers once again will be able to voice-order their groceries with Google Assistant, another bid by the brick-and-mortar store to compete with Amazon. The retailer announced the partnership on Tuesday, and said it would gradually roll out the feature in the next few weeks. The development comes after Walmart unceremoniously left Google Express, Google's online shopping tool, back in January, reportedly to develop its own Google Assistant shopping feature. Walmart shoppers will soon be able to add items to their shopping carts by saying "Hey Google, talk to Walmart." The feature will be cross-platform, meaning customers can shop from any device that has the Google Assistant feature, ranging from smart speakers and displays to their Android watch or iPhone.
As you scroll through a website--say, TheAtlantic.com--you're Your eyes dart from headline to headline, bypassing a few before choosing which to read. Your brow furrows at one article. Your face flushes in anger when you watch a charged video on an issue important to you. Usually, all these physical cues go nowhere other than the reflection of your computer screen.
This article originally appeared on The StoreYa Blog and has been republished with permission. Find out how to syndicate your content with B2C.
Innovative mobile apps married to increasingly powerful artificial intelligence (A.I.) are rapidly getting smarter -- making them even more helpful for users. These kinds of apps, showcased at VentureBeat's two-day MobileBeat conference here this week, are designed to anticipate user needs. Who knew, for example, that you can use your smartphone to simplify the process of getting a green card to enter the United States or to streamline corporate travel? The program is based on a bot that walks users through a series of simple questions that, when answered, generates a package of documents you can file with U.S. Citizenship and Immigration Services to complete the application process. "When I came to this country, I needed a visa urgently, but it took a month," said Visibot's co-founder and chief operating officer, Andrey Ziniviev.
According to a leading online portal, online transaction fraud is a huge and growing concern that is "expected to reach $25bn by 2020, which means that $4 in every $1,000 will be fraudulent. A payment transaction cycle would take place within three seconds. The transaction process passes through variety of platforms like e-commerce stores, wireless terminals or mobile devices. In fraudulent card transactions, usually, the liability is borne by the issuer of that particular card if the merchant is compliant in terms of payment acceptance procedure. However, most of the fraud liability lies with the merchant for CNP (card not present)transactions.
I love shopping at a Nordstrom store, but hate shopping on the Nordstrom website. Unless I know exactly what I want, like my favorite shade of lipstick, I have a time trying to find what I might want. Take a search for a blue dress. Nordstrom served up nearly 3,000 options and after narrowing it down to casual styles, I had a mere 1,000 to go through. Included in that search were jumpsuits (sorry, not a dress), plus sizes and maternity dresses.
In a post this week, its Chief Architect and Vice President of eBay AI and Platforms Sanjeev Katariya said AI is woven into all aspects of its platform and touches every experience within eBay. "We have over two decades of data and customer insights that we use to train our algorithms and make our AI smarter," Katariya said. "Every time a user interacts with the marketplace, the AI learns and provides feedback so we can create a better experience.The advances have been accelerated by developments in deep learning that allows us -- and others -- to make longer strides in how we process data." Of particular interest to sellers: eBay is using artificial intelligence in search, personalization, recommendation systems, and insights and discovery – as well as computer vision, machine translation, and natural language processing. "AI has become the key to understanding buyer behavior and removing friction to ensure we're serving up the best experiences," Katariya said.


How can I use a multichoice managed metadata field as a parameter filter in SSRS report?
I have a SharePoint list and one of the columns is a Managed Metadata field for users to tag items with one or more tags. The users want a report that will allow them to filter by this keyword column.
and I filter by Tax I should get the first two items returned. I have created a calculated column in my report so that the MMD field doesn't appear with the ID number in front of it.
Instead of 15#;Corporate;#21;#Planning;#35;#Tax I have Corporate, Planning, Tax but I cannot figure out how to dynamically populate the parameter without duplicates or how to filter fields with more than one tag. Surely I am missing something here?
This turned out to be quite complicated. But I had to access the SQL DB itself and select the Distinct values from the tags column to populate the parameter.
Then used custom code to loop through the tags and compare to each item selected in the parameter.
e.g. If my parameter was filtered by Tax item 1 and 2 would return but if I selected Tax and Personal to filter all 3 items would be displayed.
Not the answer you're looking for? Browse other questions tagged sharepoint-server managed-metadata reporting-services or ask your own question.
Renaming of site column "Enterprise Keywords" without risk?
List containing Managed Metadata when exported to Excel using Ribbon, has weird hash tags - how to clean?


Children love boarding the Maths Train. They gain confidence through simple online activities, designed to develop both mental maths understanding and recall skills. Using 'show me' and matching games, they develop their understanding of calculation methods and the contexts in which they are used, before completing assessment tasks.
The assessments are designed to check for errors and then build recall speed. This is achieved through pupil feedback comments, giving suggestions as to which number facts they need to focus on next, allowing the teacher to see these as well.
What also makes Maths Train different is that targets, achievements and progress are recorded and available instantly to the teacher, and the range of feedback provided allows staff to target further support or intervention as needed. Why not watch a video or contact us to get on board with a free trial today.
Confidence and understanding gained through 'Show Me' & 'Matching' games.
Simple Click or Drag and Drop activities.
Pupils are guided to the next appropriate activity.
Pupil assessments give immediate feedback as to how to improve.
Progress tracked, showing pupil achievement in real time.
Recent activity logged showing date and score.
Current pupil targets easily accessible on one class page.
All reports printable on A4 if required.
Anywhere with an internet connection, school or home.
Use any device – Desktop, Laptop, Chromebook, iPad/Tablet, Mobile etc.
No need for Apps or Adobe Flash – uses standard HTML.
Quickly add or change single pupils with simple management tools.
Easy bulk import from a csv file, or for updating classes.


text:
An Urban Forest Takes Root in Venice
BY PHILIP LEDERER SRQ DAILY WEDNESDAY PHILANTHROPY EDITION WEDNESDAY MAY 16, 2018
It was a day like any other for the artist Bill Farnsworth, until Greg Vine and Phil Ellis stopped by. As chairman for the Venice Area Beautification, Inc. (VABI) Urban Forest Committee and past-president of VABI, respectively, the pair had come to enlist Farnsworth's aid in a new project—to repurpose the near 26 acres of land between Venice Avenue and Circus bridges into a sprawling urban forest that could serve as haven for migratory birds and an escape for fellow Venetians. Taking them out back to his treehouse and mixing a few drinks, Farnsworth heard them out. "An appropriate place to kick off this idea," he recalls thinking at the time. "Sitting in a tree like three birds."
From VABI's history with the Legacy Trail, Farnsworth knew that Vine, Ellis and the whole Urban Forest project were serious, and knew how to get things done. And hearing them talk about the project in the spirit of John Nolen, the architect and city planner who first envisioned Venice as a European-inspired charming getaway, full of green space and parks and promenades, Farnsworth knew the project had the city's wellbeing at heart. The plan was set and the verbiage polished—what did they need Farnsworth for? Vision.
To convince county commissioners and others to back the plan, they needed someone who could do the imagining for them and show them the potential in full color. Farnsworth could do that. Taking a photograph of the proposed site ("Pretty rough."), he first painted directly onto the image, creating an augmented reality, and possible future. From there, he let his own imagination run wild on canvas after canvas, using oil paint to conjure memories from an urban forest yet to be planted.
The ploy worked and the VABI Urban Forest project received funding for its first phase. Beginning May 11, the team has already completed more than 1000 feet of irrigation lines as they prep the land for planting. Now, the Urban Forest project kicks off another capital campaign, this time for the trees themselves. Over the next couple weeks, a few trees are expected to take root, but to make a real forest requires real money. Vine hopes for $5 million. "We can do a lesser forest with a lesser budget," he says, "but with $5 million we can do something wonderful."
Farnsworth thinks back to that treehouse in the backyard, and how he planted the yard full of trees as soon as he moved in. "That's my sanctuary," he says. "This can be a sanctuary for all people."
To find more information about the VABI Urban Forest project, follow the link below.
Pictured: "Tara" by Bill Farnsworth. Image courtesy of the artist.
VABI Urban Forest Project
« View The Wednesday May 16, 2018 SRQ Daily Edition
« Back To SRQ Daily Archive
Explore Your World Backpack Kit Available at Sarasota County Libraries
The Bay Park Achieves Milestone with Newly Opened Fountain Garden
Bradentucky Bombers Roller Derby host Team Florida Double Header
Active Outfitters
Brittany Mattie | Jan 7, 2020


These Buzzards are gettin' on my nerves!
So, these annoying buzzards attacked me at embark. They attack my people and steal my food. I only have one warrior, and he's been charging everywhere, BUT THEY JUST WON'T DIE!
Re: These Buzzards are gettin' on my nerves!
Wow, didn't realize buzzards were so aggressive. Dig deep, dig fast!
I'd suggest digging out a temporary shelter and moving your food inside. Line the entrance with cage traps, then any buzzards flying in will be caught.
I bet they were attracted by my extra plump helmets.
Well, they've stolen about 15 plump helmets and 5 cave lobsters.
yeah, I've been amazed at them as well.
I've found that putting a dog tied at the entrance helps.
When I embark, I immediately wall in all of my stockpiles, and post a dog at the only entrance. They don't tend to come near the dogs.
Well, I managed to get two, which means -Vulture Biscuits- for me.
Heh, I had buzzards swooping into a keep and stealing the food stored there from the keep's roof access stairs. Made me build a hatch to keep them out.
The buzzards are back here too, just as i was reading this thread people started canceling everything for them.
could this day in these blasted lands get any worse?
Yea, I embarked on a glacier and a hole swarm of them came in and took everything, even a small child.
I know, that never happened, I just wanted to be part of the conversation.
I was able to fend off buzzards, though I eventually abandoned anyways due to the massive sea of blood covering the entire map once I had defeated them.
Everyone was always at the well trying to wash the blood off, but the blood would never wash off.
The best way to deal with these suckers, if you don't have a fortress going yet, is to dig a cellar and stow your food there. If there is only one stairway or one tile leading in there it is easy to keep the buzzards away, by posting a guy or chaining a dog there.
What I can't figure out is, are these guys "summoned" by exposed food laying on the ground (in deserts/wastelands) or do they just randomly spawn on the map like other animals, but unlike other critters make a beeline to the food?
Sadly, they cannot be eaten themselves.
Weapon traps seem effective if you force them through it's tile.
In 40d I have a fort with a line of 30 serrated glass discs.
And then it's pretty much a normal fortress from then on.
I find the idea of a normal fortress amusing.


The hook: Newbies were digging the DIY caroling by Winston (Lamorne Morris) during the roommates' last party on Tuesday, and, though an impromptu lap dance tutorial from Nick (Jake Johnson), Angie (Olivia Munn), and Schmidt (Max Greenfield) was probably the most primed-for-music moment of the ep. But we enjoyed the not-meant-for-laughs, neo-soul vibe of L.A.'s Fitz & The Tantrums. It was the icing on a charming episode — and with an adorkably New Girl-approriate title to boot.
The hook: TVD's midseason finale was chockablock with brilliantly twisted Xmas tunes. Original vamp Klaus (Joseph Morgan) proved the ep's anti-MVP as he sacrificed 11 hybrids he'd sired to the tune of Cary Brothers' "O Holy Night." Later, still covered in werevamp blood, he vengefully murdered Mayor Carol Lockwood (Susan Walters) because her son Tyler (Michael Trevino) had plotted a rebellion against Klaus. Most unsettling, Klaus didn't kill Carol by drinking her blood; he did it in an utterly human way — drowning her like any of Mystic Falls' human residents could. The message was loud and clear: This is personal. When Judy Garland first performed "Have Yourself a Merry Little Christmas" in 1944's Meet Me in St. Louis, the tune had an inherent sadness. Nearly 70 years later, hearing those iconic lyrics ("Some day soon we all will be together, until then we'll have to muddle through somehow") play as life escaped Carol, knowing that only Tyler's death could bring about this reunion, the song's ominous undercurrent was starker than ever. Merry Christmas? More like scary Christmas!
The hook: Many of this week's Jukebox tunes struck a more cheerful chord. Because, what are the holidays about if not family togetherness? So it was appropriate this week when Braverman patriarch Zeek (Craig T. Nelson) ignored hospital rules to assemble all 14 members of his clan to exchange gifts with Kristina (Monica Potter) as she recovered from surgery.
The hook: Then again, not every family is of the nuclear variety. Mindy (Mindy Kaling) threw a Christmas party to show off her boyfriend Josh (Tommy Dewey), only to be publicly embarrassed when she learned Josh was a cheater — and that she was the other woman. A cheeky nod to Mindy's mortification, George Michael and Andrew Ridgeley's 1984 hit played Tuesday as Jeremy (Ed Weeks) rallied the troops to cheer up their colleague.
The hook: The Boca Raton-born singer's ditty about an unorthodox Christmas ("don't see snow, it's 85 degrees out") underscored a scene in which Thea Queen (Willa Holland) explained to her brother Oliver (Stephen Amell) that their family had stopped hosting an annual Christmas party when Oliver and his father were lost at sea. But the song's overarching message — it's the people around you, not the snow or sleigh bells, that make Christmas — was fitting for Oliver's first holiday back home.
The hook: Brrrr! After The Head and the Heart's "Winter Song" accompanied a bitter blow-up between Lavon (Cress Williams) and Lemon (Jaime King) on Tuesday, we needed something to warm us up. Happily, Zoe (Rachel Bilson) and Wade (Wilson Bethel) obliged. Nashville singer-songwriter Fraley's gentle strum and sugar-cookie-sweet lyrics ("String the lights around the tree. There's no place I'd rather be than here with you on New Year's Eve, Christmas day, and in between") were comforting but not cloying as the doctor and bartender finally made it official. Took 'em long enough!
The hook: Sugar & The Hi Lows' "Jingle Bells" (which also appeared on this week's Vampire Diaries) fit squarely in Grey's indie wheelhouse as the revamped classic opened Thursday night's ep, but we were more amused by what played out an exchange between Callie (Sara Ramirez) and blushingstressing bride Bailey (Chandra Wilson). Callie dropped a bomb — advising Bailey to leave her husband-to-be at the altar — and these Maine-born Christian sisters dropped some beats on a holiday standard. A sister act after some sisterly (albeit terrible) advice? Priceless.
Jukebox's Twitter followers also kept their ears open for several other just-plain-good songs on TV this week, including Tegan and Sara's double-barrel performance of "Closer" and "Now I'm All Messed Up" on Monday's 90210, Gossip Girl's penultimate episode finale set to Ellie Goulding's "Hanging On," and Charlene Soraia's cover of "Wherever You Will Go" on last night's Beauty and the Beast.
*Readers' Choice! Thanks to @ElphabaWeasley, @OnlySarine, @E_84, and @Popgoestheworld for their suggestions!
In the meanwhile, make sure to look for TV Jukebox's Best of Fall 2012 gallery in our extensive Best & Worst of 2012 hub.


Here at AirDuct Clean, serving Detroit, we are as concerned about your indoor air quality as you are, and with an estimated 15 percent of the adult population of the Motor City suffering from asthma, we all have a reason to be concerned. Indoor air pollutants that can affect your health include mold, pest excrement, dust, asbestos, construction and remodeling materials, lead, pet dander, excess moisture and secondhand smoke among other common and uncommon allergens, according to the American Lung Association.
Thankfully, our HVAC technicians can help you clean and circulate your indoor air, which will reduce indoor allergy symptoms and asthma flare-ups. We do this by offering energy recovery ventilation systems, exhaust fans for kitchens and bathrooms, humidifiers, media filter cleaners and UV lights.
Our air quality services in Detroit involve determining the types of air cleaning products that you best benefit your home or business and installing those products. UV lights help kill bacteria and viruses in order to reduce your chances of acquiring certain illnesses, like colds or the flu. Media filter cleaners are special filters that have multiple layers. They are able to remove particles as small as 1 micron, and they can be inserted into the return air vent of almost any HVAC unit.
Humidifiers help increase the humidity in your home or commercial building, which improves indoor comfort. Exhaust fans in bathrooms and kitchens help vent excess heat and moisture, and energy recovery ventilation systems help reduce stagnant and stale air by allowing more fresh air inside.
When indoor air pollution is measured in homes and businesses, it is often found to be more polluted than the outside air. This is because the particular matter has nowhere to go once it is inside your Detroit building, and each time someone enters or exits, more particles are allowed inside where they continuously circulate through your furnace or air conditioner and air ducts. When this happens, you may experience more sinus congestion or an increase in asthma and allergy symptoms. Some people may also experience an increase in headaches and exhaustion.
In order to improve the quality of your indoor air, the particulate matter must be removed and more fresh air must be allowed inside your home or business. This can be accomplished in several ways. Our HVAC technicians, serving the Motor City, can install media filters, which help remove extremely small air pollutants. They can help you vent excess heat and humidity from your kitchen and bathroom by installing new exhaust fans that can be turned off and on, according to your needs.
Our HVAC technicians can increase the amount of fresh air inside your home or business by installing energy ventilation recovery systems, and we can help you better control your indoor humidity with the installation of one or more humidifiers. If you are worried about bacteria and viruses infiltrating your home or business and making people sick, we can install specially designed UV lights that will kill germs as they float through your indoor air.
Why Do You Need Detroit Air Quality Services?
Good job done, very nice guys that cleaned the ducts. Well worth the price.


Poland could be on the fast track to legalizing medicinal cannabis now that a well-known member of parliament (MP) has officially introduced a bill calling for the legalization of marijuana for medical uses.
"The bill is the culmination of what I have been saying for years, especially during my election campaign," explained PM Piotr Liroy-Marzec.
Liroy-Marzec's bill proposes the creation of a register of government-licensed and approved doctors who would be able to prescribe marijuana to patients dealing with certain health conditions.
The bill comes amid growing public support for the legalization of medicinal cannabis.
Last fall, a survey found that 68 percent of all Poles support legalizing marijuana for medical purposes. Of those that support such a move, 42 percent said that the drug should be used only after a doctor prescribes it, while 26 percent thought it should be available unconditionally, without needing first to receive a prescription.
Liroy-Marzec, who proposed the new bill, has made headlines throughout Poland and the EU after he successfully made the transition from pop cultural icon to leading politician.
Liroy-Marzec first made a name for himself as a pioneering figure in Poland's young hip hop and rap scene, performing under the stage name Liroy.
Now 44 years old, Liroy-Marzec began his official political career last fall when he won a parliamentary seat after running on the Kukiz'15 ticket.
The Kukiz'15 party has been described as anti-establishment and has often positioned itself in opposition to the conservative Law and Justice party, which won a dominant majority in Polish politics last year.
It's unclear at this point whether or not the primarily conservative group of Polish lawmakers will support Liroy-Marzec's new bill.
If it passes, Poland will be one of only a handful of European countries that have officially legalized medical marijuana. So far, the Czech Republic, Finland, the Netherlands, Portugal, and Spain have legalized medicinal cannabis.
Italian lawmakers recently decriminalized cannabis cultivation among state-approved researchers and medical growers, a move that many see as a small step toward more liberal marijuana laws in a country that has historically taken a very conservative position when it comes to cannabis.


The current "plastic instruments" phase of the music game scene seems to have run its course. Next up must surely be the genre's logical conclusion: Air Guitar Hero.
This concept clip by British artist Chris O'Shea shows what Microsoft's Kinect could do in the hands of somebody who's serious about making a rock n' roll game.
It ticks all those "wailing on an air guitar in the shower" wish fulfilment boxes: it actually plays the sounds you're imitating, it generates a "real" guitar in your hands and, best of all, is able to project your likeness onto a stadium stage.
So, yes, it's a rock n' roll fantasy come to life. You can be just like Mark Wahlberg! Only, with less leather pants. Or more, if that's your thing!
Activision, Harmonix, I hope you're taking notes, because air guitar is way more rock n' roll than little plastic guitars.