text:
News | June 20, 2017
A Strategic Leader's Guide to Transforming Culture in Large Organizations
By Mark Schmidt and Ryan Slaughter Joint Force Quarterly 86
Lieutenant Colonel Mark Schmidt, USAF, is a student at the National War College. Major Ryan Slaughter, USAF, is the Director of Operations at the 44th Reconnaissance Squadron, Creech Air Force Base, Nevada.
As the Department of Defense (DOD) transitions to a new administration, it will be accompanied by numerous editorials advocating for equipment modernization and changing our theater-specific postures. Many of these discussions will call for altering DOD's current strategy. In essence, they will reiterate a dogmatic logic among the department's leadership: the best way to solve a problem is to develop a new strategy. To succeed, we must realize that focusing mainly on strategy will cause us to overlook our greatest advantage—organizational culture.
Vice Admiral Thomas Rowden, commander, Naval Surface Forces, U.S. Pacific Fleet, speaks to Sailors assigned to Arleigh Burke–class guided-missile destroyer USS Shoup during his visit to Naval Station Everett, November 1, 2016 (U.S. Navy/Joseph Montemarano)
Patrick Lencioni relates the importance of organizational health (culture) this way: "The single greatest advantage any company can achieve is organization health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it."1 Prior to overhauls of our current strategy, the new administration should ask DOD strategic leaders—the Secretary of Defense, Chairman of the Joint Chiefs of Staff, Service chiefs, and combatant and component commanders—to focus on creating or fostering a healthy culture. These top-tier military leaders are uniquely responsible and positioned to forge a culture that will increase engagement, innovation, and empowerment, yielding a military that promotes and retains its best practices and warfighters. This article presents a brief overview of organizational culture followed by a three-part construct that enables strategic leaders to assess, benchmark, and positively transform DOD culture. As part of the leadership transition, incoming strategic leaders should first assess the culture of the entire organization and benchmark the assessment across the DOD and against private sectors. Once DOD culture is benchmarked, an informed plan based on the findings should be implemented to promote and retain the most talented workers.
Three decades ago, Edgar Schein introduced us to embedding mechanisms, which serve as the conscious and subconscious ways of forming organizational culture. Schein defines organizational culture as "a pattern of shared basic assumptions that the group learned as it solved its problems of external adaption and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems."2 He identifies six primary and six secondary embedding mechanisms as a way leaders measure success, react to crises, teach their values, reward performance, and preserve talent within their organization.3 These mechanisms are used by strategic leaders to instill their convictions and form a shared belief system by substituting continuous organizational oversight with guidance on how to perceive, think, feel, and behave.4 At the tactical level, a leader can develop and manage culture through charisma and personal interactions.5 Because of the size of DOD, strategic leaders rely mostly on embedding mechanisms, which serve as more formal and procedural mechanisms that support and reinforce the primary messages.6 It is important for leaders to understand which embedding mechanisms are in place that foster or impede positive culture change. When embedding mechanisms misalign with a leader's vision, culture suffers because subordinates are confused by what the boss values. We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show where potential exists to transform culture in the Defense Department. The three-step process is as follows:
assess and benchmark organizational culture
embrace feedback
transform the culture.
Embedding Mechanism 1: What leaders pay attention to, measure, and control on a regular basis.7 If you ask a combatant commander or Service chief the location of organizational assets and their readiness, the leader could quickly generate plenty of readiness statistics, asset facts, and preparedness measurements. This collection of highly valuable metrics is critical in making informed decisions, and no strategic leader would commit to action without them. However, it is our assessment that if we ask the same leaders, "How's your culture?" you will likely get less precise responses. Interestingly, readiness and some of the biggest challenges in DOD are culture-based (for example, sexual assault, suicide, and retention). It is likely that strategic leaders are less prepared to assess organizational culture because it is considered not essential for organizational effectiveness or too hard to measure.
Currently, DOD has no standardized metric that benchmarks all the Service cultures. While working at Gallup, Marcus Buckingham and Curt Coffman introduced a short survey that measures culture in their book, First, Break All the Rules: What the World's Greatest Managers Do Differently. Gallup has studied and measured human behavior and organizational culture for over 80 years. After decades of employee surveys that included 100 to 200 questions, broad audiences, and little effect, they identified five tenets necessary for an effective survey instrument. When measuring the strength of an organization's culture, surveys must be focused, measure what's important, be comparable, reinforce local accountability, and emphasize the process rather than specific events. From Gallup's study emerged the Q12 survey of employee engagement. The Q12 has been administered to millions of employees representing thousands of organizations and demonstrates how measuring engagement is a key factor in high performing teams. The survey asks employees to assess their workplace experience by scoring their level of agreement with 12 statements (see table), typically on a five-point Likert scale ranging from "strongly disagree" to "strongly agree."8 The responses are scored individually and as an aggregate.
Table. Gallup Q12: Items That Drive Performance
I know what is expected of me at work.
I have the materials and equipment I need to do my work right.
At work, I have the opportunity to do what I do best every day.
In the last 7 days, I have received recognition or praise for doing good work.
My supervisor, or someone at work, seems to care about me as a person.
There is someone at work who encourages my development.
At work, my opinions seem to count.
The mission or purpose of my company (organization) makes me feel my job is important.
My associates or fellow employees are committed to doing quality work.
I have a best friend at work.
In the last 6 months, someone at work has talked to me about my progress.
This last year, I have had opportunities at work to learn and grow.
Source: Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World's Greatest Managers Do Differently (New York: Simon & Schuster, 1999), 28.
DOD should consider the Gallup Q12 as an ideal commercial off-the-shelf program and coordinate its administration to all Services and civilian sectors in DOD. The Q12 contains the core elements needed to attract, focus, and keep the most talented employees.9 This cost-effective, proven, and brief metric will avoid survey fatigue experienced by today's warfighter, while offering a unique glimpse into organizational culture. This new perspective will highlight where successes and failures can be expected and turn the key to lasting cultural improvement. Once implemented, the Secretary of Defense could ask a Service chief or combatant commander, "How's the culture in your organization?" and expect a clear and standardized indicator of that organization's level of employee engagement and readiness. Also, benchmarking the results against other agencies and companies allows the strategic leader to assess how engaged, innovative, and empowered its culture is by comparing both public and private sectors.
It is likely that strategic leaders will be tempted to create a different or tailored survey measuring culture. Schein emphasizes the ultimate challenge of the strategic leader "is the ability to step outside the culture that created the leader and to start evolutionary change processes that are more adaptive. This ability to perceive the limitations of one's own culture and to develop the culture adaptively is the essence and ultimate challenge of leadership."10 Cognitive bias and blind spots, which are inherent in all organizations, will likely create a survey that measures what "the boss" wants to measure. Also, leaders need to be aware of survey fatigue caused by overloading warfighters with surveys. Using the Q12 survey will allow our strategic leaders to step outside of the culture that created them and build an accurate picture of the culture within the organization.
By using a standard measurement in assessing organizational culture that is short and consistent, strategic leaders will create an embedding mechanism that will help generate a more engaged, innovative, and empowered culture. The feedback from the assessment is a call to action for strategic leaders and the organizations they lead.
Embedding Mechanism 2: Leader reactions to critical incidents and organizational crises.11 Once the culture is measured, the challenge for the strategic leader is how to process and orchestrate change that creates a positive outcome. A survey of this size and scope will help identify critical characteristics that have the potential to lead to an organizational crisis. The potential crisis would serve as an impetus to initiate necessary cultural changes within DOD. For DOD to transform its culture, its strategic leaders should emphasize and demonstrate an organizational ability to receive, process, and respond to feedback.
Strategic leaders have the responsibility of modeling a feedback-receptive culture. Rather than contemplating ways to reword a message for unreceptive audiences, our strategic leaders should evaluate what embedding mechanisms are in place that create a culture that is adversely affecting their organizational effectiveness. If strategic leaders personally demonstrate the acceptance of feedback and implement change by altering embedding mechanisms that are negatively affecting culture, they will create a culture that is more receptive to feedback. The feedback-receptive leader will be the catalyst for creating a more engaged, innovative, and empowered culture.12
It is essential for strategic leaders to influence and shape organizational culture through embedding mechanisms because they do not have tactical control of units within the organization. If a measurement reveals the values of an organization are not in alignment with its culture, it is likely that embedding mechanisms in the strategic leader's organization are partially, if not solely, responsible for the unhealthy culture. If strategic leaders find cultures within their organization that negatively affect engagement, innovation, and empowerment, they should first evaluate which embedding mechanisms are in place that are enabling toxic cultures.
By treating feedback as a call to action to change embedding mechanisms, strategic leaders create an environment of trust and learning. Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback.13 A strategic leader who models how to receive and process feedback creates an environment that models how to react to critical incidents. The trust built by the strategic leader who demonstrates ownership of feedback without retribution fosters organizational value alignment and invites positive change.
Transform the Culture
Embedding Mechanism 3: Changing organizational systems and procedures.14 Although using embedding mechanisms that focus on a process are important in transforming organizational culture, the goal is to create an environment conducive to behavior change. Behavior change happens in highly successful situations when leaders speak to people's feelings.15 As the workforce continues to diversify, greater mental agility is required when seeking to relate to people, change behavior, and transform culture.
The following model depicts how strategic leaders can harness the power of feedback and deliberately create engaged, innovative, and empowered organizations. Ultimately, the model seeks to foster healthy relationships necessary for a feedback-receptive culture. There are four steps to ensure a feedback receptive culture is created and sustained:
Leadership buy-in to subordinates
Subordinate gives permission to be taught
Leader and subordinates become vulnerable (creating the ability to identify strengths and weaknesses)
Proper administration of feedback.
Step 1: Leadership buy-in to subordinates. First, strategic leaders must demonstrate to subordinates that they have bought into their potential for growth and development. All of us have experienced the feeling when a teacher, coach, or leader has recognized our unseen potential. A bought-in leader sees unrecognized potential and abilities of the people in the organization. The bought-in strategic leader understands and communicates how important each warfighter is to mission success. She expects to release the potential of individuals within the organization, and her subordinates are aware of it. All of us can recognize a coach, instructor, or leader who believes in our ability and sees unrealized potential because "human beings have hard-wired systems exquisitely designed to let us know where we stand with others."16 Strategic leaders with buy-in use verbs such as "need," "believe," "trust," "proud," and, dare we say, "love," to communicate how to accomplish the mission. Working in organizations where leaders regularly display buy-in, subordinates understand the high expectations levied upon them.
The bought-in leader defends against inferior expectations for individuals within the organization. For example, some managers believe today's millennials have an unreasonable sense of entitlement that renders them unable to perform at high levels.17 This claim lacks merit for the bought-in leader; the bought-in leader views the Millennial workforce as less willing to tolerate stagnant development or poor leadership for the sake of "having a good job."18 For the bought-in leader, generational or cultural differences are not treated as hindrances, but welcomed as characteristics of a thriving workplace environment. In a culture created by the bought-in leader, subordinates understand that their place within the organization is meaningful and relevant and refuse to accept lowered expectations.
Retired Soldier and member of Statewide Prevent Suicide Hawaii Taskforce speaks to Seaman after suicide prevention seminar on Joint Base Pearl Harbor–Hickam, September 24, 2013 (U.S. Navy/Diana Quinlan)
Step 2: Subordinate gives permission to be taught. Once the strategic leader communicates buy-in to the warfighter, workers within the organization will start opening up and eventually give permission to be led. Permission to be directed and taught means the warfighter trusts the leader. After establishing trust in the relationship, the leader has the precious opportunity to identify the subordinate's weaknesses and strengths in a meaningful and longstanding way.
Permission to lead and teach subordinates cannot be assumed or taken for granted by leaders. If the leader fails to garner permission, they are inevitably frustrated when well-intended feedback goes unheeded. Conversely, with permission granted, the leader and subordinate find even the slightest observation an actionable priority to improve individual performance and better the organization.
Step 3: Leader and subordinates become vulnerable. The opportunity to identify weaknesses and correct behavior means people become vulnerable to feedback. Great leaders create an environment allowing openness and vulnerability because workers know their vulnerability is handled with care and good intentions. A failure to do so will cause warfighters to withdraw and build barriers to productive feedback. Conversely, the welcoming of vulnerability in the leader-follower relationship opens the communication channels for feedback, which will improve the individual and benefit the organization. A leader's willingness to engage with vulnerability "determines the depth of our courage and the clarity of our purpose."19
Step 4: Proper administration of feedback. Finally, the strategic leader who demonstrates buy-in, earning permission to coach and lead, and who then correctly handles vulnerability will create an environment where subordinates are open to feedback. In Doug Stone and Sheila Heen's book Thanks for the Feedback, they point out that handling feedback is difficult because it puts two fundamental human desires against each other. The first desire is being accepted and respected in the current state and the second desire is wanting to learn and grow.20 Understanding the conflicting nature of feedback demonstrates that feedback must be formulated properly, but not softened. Stone and Heen compartmentalize feedback into three categories: appreciation, coaching, and evaluation.21
We believe military leaders get feedback wrong because they mix the different types of feedback. Stone and Heen point out that because evaluation is the most emotionally loud, it drowns out coaching, the most productive form of feedback for improvement. Therefore, leaders need to separate coaching and evaluation when giving feedback.22 An example of how leadership incorrectly uses feedback is in quarterly and annual awards. At the tactical and operational levels, some leaders believe quarterly and annual awards show appreciation for performance, but subordinates view awards as a form of evaluation. We are not arguing against awards, but leaders need to understand that subordinates perceive awards as evaluation among peers and not appreciation. This is just one example of where leaders mix evaluation with coaching and appreciation leading to evaluation drowning out the other forms of feedback. Commanders will improve the culture if they understand the differences between appreciation, coaching, and evaluating, and make every effort to teach and coach while being selective of the moments to rank or score (evaluate) performance. Leadership that understands the three types of feedback and how to employ them will create an embedding mechanism of organizational systems and procedures that properly handles feedback. The result will be an organizational culture that understands feedback by realizing the good intentions and merits of both the message and the messenger.
Promoting individual growth and development through feedback is critical for organizational advancement. The challenge for strategic leaders is harnessing the power of feedback to create an environment that encourages engagement and transforms culture. Perhaps the worst indictment of any feedback process is a perception that nothing is going to change within the organization.
Embedding mechanisms of organizational systems and procedures that enhance feedback have the ability to reach every worker in DOD. Because feedback affects everyone, understanding and improving the way leaders receive and send feedback is an organizational procedure that has great potential in transforming DOD culture. As Stone and Heen point out, it is important to standardize data collection, "but you can't 'metric' your way around the fact that feedback is a relationship-based, judgment-based process."23 A leader who understands how to communicate buy-in to subordinates and then grow and develop the team with sound feedback loops between sender and receiver will create a more engaged, innovative, and empowered organization.
Marines and Sailors aboard amphibious assault ship USS Makin Island run Sexual Assault Awareness and Prevention Month 5K on flight deck, April 21, 2017 (U.S. Navy/Clark Lane)
Some would argue that DOD and its all-volunteer force do not need another survey and feedback model to improve organizational performance by transforming culture. Or trying to measure and transform culture will waste time and money in an organization that is busy accomplishing the mission. If the survey and model are implemented, it will be an imperfect plan executed by imperfect people leading to sometimes-less-than stellar results. But strategic leaders need to understand that a majority of DOD employees are not frustrated with the "strategy" of an organization; rather, most warfighters' frustration stems from cultures that do not promote the values that create an engaged, innovative, and empowered culture. After all, if "culture eats strategy for breakfast," measuring and transforming the culture of DOD has the greatest potential in creating an organization that promotes engagement and innovation through an empowered workforce.24
Without delay, DOD's strategic leaders should employ a simple, thorough, and brief Q12 survey to measure its organizational culture. The survey's findings will serve as an indicator of employee engagement and organizational culture. The culture assessment and benchmarking will create insight and reveal the appropriate reorientation needed to generate the force of the future. Changes must be embraced and modeled at the highest levels of leadership, offering subordinate leaders a clear and actionable method to affect change within their organizations that will not be undercut by misaligned embedding mechanisms. The result will be mission and values alignment for the current force as it transitions to the force of the future.
In the 21st century, the Department of Defense finds itself in increasing competition with industry to recruit and retain the best warfighters. Continued reliance on recruiting and retention methods that focus on changing a strategy will not be as effective as transforming organizational culture. Transforming organizational culture in the military by changing embedding mechanisms will create long-term positive results that will empower young leaders to create new and innovative strategies. DOD methodology should start with transforming culture, which will create better strategists. DOD should assess and benchmark culture across the entire organization, take ownership of the results, and transform the aspects which are misaligned with the organization's vision. JFQ
1 Patrick Lencioni, The Advantage: Why Organizational Health Trumps Everything Else in Business (San Francisco: Jossey-Bass, 2012), 1.
2 Edgar H. Schein, Organizational Culture and Leadership, 2nd ed. (San Francisco: Jossey-Bass, 1992), 12.
3 Edgar H. Schein, Organizational Culture and Leadership, 4th ed. (San Francisco: Jossey-Bass, 2010), 236. The expanded list of Schein's six primary embedding mechanisms is: What leaders pay attention to, measure, and control on a regular basis; Leader reactions to critical incidents and organizational crises; How leaders allocate resources; Deliberate role modeling, teaching, and coaching by leaders; How leaders allocate rewards and status; and How leaders recruit, select, promote, and excommunicate.
4 Schein, Organizational Culture and Leadership, 4th ed., 236.
5 Ibid., 235; Warren Bennis and Burt Nanus, Leaders: Strategies for Taking Charge (New York: Harper & Row, 1985), xiii.
8 Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World's Greatest Managers Do Differently (New York: Simon & Schuster, 1999), 28.
9 Ibid., 30–36.
10 Schein, Organizational Culture and Leadership, 4th ed., 236.
12 Douglas Stone and Sheila Heen, Thanks for the Feedback: The Science and Art of Receiving Feedback Well (New York: Viking, 2014), 1–11.
15 John Kotter and Dan Cohen, The Heart of Change (Cambridge, MA: Harvard Business School Press, 2002), x.
16 Judith E. Glaser, Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (New York: Bibliomotion, Inc., 2014), 4.
17 Bruce N. Pfau, "What Do Millennials Really Want at Work? The Same Things the Rest of Us Do," Harvard Business Review, April 7, 2016.
18 Jeanne C. Meister and Karie Willyerd, "Mentoring Millenials," Harvard Business Review, May 2010; Brandon Rigoni and Amy Adkins, "What Millennials Want from a New Job," Harvard Business Review, May 11, 2016.
19 Brene Brown, Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead (New York: Penguin Random House, 2012), 3.
20 Stone and Heen, 6–8.
21 Ibid., 30–33.
24 Torben Rick, "Organizational Culture Eats Strategy for Breakfast, Lunch and Dinner," Corporate Culture, June 11, 2014, available at <www.torbenrick.eu/blog/culture/organisational-culture-eats-strategy-for-breakfast-lunch-and-dinner/>.


in the region, requires more than the use and presence of American military forces," he writes.
from its June IPO price—but warning investors of a potential roller coaster in the near term. J.P.
change of policy announced by U.S. President Barack Obama on December 17, in Havana, January 19, 2015.
lawsuit, DeKalb County spokesmanBurke Brennansaid the county does not comment on pending litigation.


text:
Killing with Confetti
by Peter Lovesey
Peter Lovesey, MWA Grand Master and titan of the English detective novel, returns readers to Bath with the eighteenth mystery in his critically acclaimed Peter Diamond series.
As a New Year begins in Bath, Ben Brace proposes to his long-term girlfriend, Caroline, the daughter of notorious crime baron Joe Irving, who is coming to the end of a prison sentence. The problem is that Ben's father, George, is the Deputy Chief Constable. A more uncomfortable set of in-laws would be hard to imagine. But mothers and sons are a formidable force: a wedding in the Abbey and reception in the Roman Baths are arranged before the career-obsessed DCC can step in.
Peter Diamond, Bath's head of CID, is appalled to be put in charge of security on the day. Ordered to be discreet, he packs a gun and a guest list in his best suit and must somehow cope with potential killers, gang rivals, warring parents, bossy photographers and straying bridesmaids. The laid-back Joe Irving seems oblivious to the danger he is in from rival gang leaders, while Brace can't wait for the day to end. Will the photo session be a literal shoot? Will Joe Irving's speech as father of the bride be his last words? Can Diamond pull off a miracle, avert a tragedy and send the happy couple on their honeymoon?
Publisher: Soho Press
Fiction Mystery
Soho Press
Peter Lovesey - Author

redpajama_set_name: RedPajamaCommonCrawl


Owl Pendant. The "Wise Owl". Stylized handmade Sterling Silver owl pendant representing Athena. Athena was the Greek mythological goddess of love, war and wisdom. Make a statement. Wear this pendant to work or at play. Symbolic of the strength and wisdom of women. Wear it proudly.


text:
BAD EGGS
How Dirty Is This Taser-Happy Cop?
A Kentucky officer convicted of tasing an unarmed man who swore at him has a disturbingly violent past that stretches across multiple police departments.
Kate Briquelet
Senior Reporter
A Kentucky cop was accused of excessive force for nearly two decades. Now he's heading to federal prison for tasing and arresting a man who swore at him.
Matthew Corder, 52, was sentenced to 27 months on Monday for violating Deric Baize's civil rights—an incident captured on Corder's body camera and which the Department of Justice used to seal his conviction.
According to prosecutors, the Bullitt County sheriff's deputy fired on Baize with an electroshock weapon after Baize told the cop to "fuck off."
The October 2014 tussle began when Baize came home to find Corder's squad car in front of his trailer and asked him to park elsewhere.
Corder, who had been responding to another call in the trailer park, told Baize to mind his own business. In response, Baize told Corder to "fuck off," twice, before he entered his residence, prosecutors say.
But the officer wouldn't let it go.
Corder banged on Baize's front door and ordered him to come outside. "You're gonna come out here or you're gonna be issued [a citation]," Corder said, according to court documents reviewed by The Daily Beast.
Baize again refused to exit his trailer and told Corder to get a warrant.
"I don't need no warrant, dude," Corder replied. "Right now you were out here hollering at me, and you ran in, which means there's exigent circumstances, so back yourself out here."
Corder then stepped inside the trailer and wrestled Baize to the ground, saying, "I ain't playing with you. You're about to get your ass tased." Seconds later, Corder tased Baize in the neck, the side, and the back, court papers say.
It's not the first time Corder allegedly abused his authority.
According to prosecutors, in 1997, while working for the Louisville Police Department, he pepper-sprayed a man's face during a traffic stop. A year later, he allegedly broke a black suspect's nose with a flashlight. (The man, Adrian Reynolds, would later die of unrelated injuries in jail.)
In 2002, Corder allegedly pulled out his gun and handcuffed a tow-truck driver who came to repossess his SUV. He released the driver after he agreed to let Corder keep his vehicle, prosecutors say.
Yet Corder's career in law enforcement didn't end until 2015, when authorities determined he filed a false report to arrest Baize.
According to court papers, Baize apologized for swearing as the deputy handcuffed him.
"Fuck that. You get to go to jail tonight," Corder seethed in his own body-cam footage, before adding, "I told you that you was gonna get tased, didn't I, if you didn't put your hands behind your back?"
"That's why I was asking you why…" Baize tried telling Corder.
"You know why, Slick," Corder fumed. "You sit up there and tell me to fuck off?"
After Corder threw Baize into the patrol car, he warned, "Next time you tell a police officer to fuck off, you might want to think about it."
Corder charged Baize with disorderly conduct, fleeing and evading, and resisting arrest. But a sheriff's office supervisor reviewed Corder's arrest report and body camera footage and determined there wasn't enough evidence against him.
Even though the charges were dropped, Baize would spend two weeks in jail, lose his job, and get evicted from his trailer, court papers show.
Baize was unable to file a civil suit, prosecutors say, because the Bullitt County district attorney had him sign a probable cause stipulation before the charges were dropped.
The sheriff forwarded the Corder probe to the FBI, according to WDRB, which first published Corder's body-cam footage.
After a four-day trial in July, a jury convicted Corder of two counts of willfully depriving Baize of his constitutional rights under color of law. He faced 11 years in prison for the charges, the Courier-Journal reported.
When reached by phone Tuesday, Corder declined to comment on the case but said he plans to appeal his conviction.
Corder's attorney, Donald Meier, did not return messages for comment.
Court papers show Meier asked for probation or home incarceration for Corder, stating that losing his job "is a significant, serious punishment." As a convicted felon, Corder's plans of becoming an aircraft mechanic in the future are ruined, Meier wrote.
"To place Mr. Corder, a former law enforcement officer, in prison, can be problematic and possibly place him in a situation more dangerous and punitive than what would be the case for an ordinary citizen," Meier wrote.
The attorney made note of multiple awards Corder received over the years, including a Medal of Valor for disarming a man threatening customers at a White Castle.
"Mr. Corder has no criminal record," Meier said in court papers. "He is absolutely not a danger to society. He has no desire, nor possibility of ever becoming a law enforcement officer again."
The feds, however, didn't take Corder's past lightly.
Prosecutors said Corder was fired from three law enforcement agencies over his 15-year career as a police officer.
Corder was allegedly investigated four times for excessive force during his employment with Louisville police from 1991 to 2003. The department reprimanded him twice for conduct unbecoming an officer and suspended him for insubordination, prosecutors say.
In 2009, Corder joined the Audubon Park Police Department but was allegedly fired during his probationary period over an off-duty road rage incident. He was employed by the Bullitt County sheriff's office from 2013 to 2015.
Prosecutors noted two prior incidents where Corder "abused his official authority to retaliate against civilians who disrespected him," court papers show.
In June 1997, a painter identified only as "J.W." and two coworkers were stuck in rush-hour traffic on Interstate 265. They decided to follow several other vehicles using an emergency lane to access the exit, court papers state.
Corder blocked J.W.'s van when he attempted to drive around Corder's patrol car to reach the exit. Then the cop got out, pointed his gun at the crew and ordered, "Put your fucking hands in the air," prosecutors allege.
Corder allegedly grabbed J.W., handcuffed him and shoved him into the squad car. At one point, J.W. yelled, "Fuck you," to which Corder replied, "What the fuck did you say, boy?" before pepper spraying J.W. in the face.
Corder arrested J.W. on charges of reckless driving and resisting arrest. The case was eventually dismissed, and J.W. filed a civil lawsuit alleging Corder violated his civil rights. The city settled the suit for an undisclosed sum, court papers state.
In October 2002, Corder ambushed three agents who were attempting to repossess his Lincoln Navigator. The supervisory agent showed Corder paperwork to identify themselves, but Corder said he didn't care who they were—he'd shoot anyone who moved, prosecutors claim.
When the tow-truck driver asked the supervisor to call cops, Corder brandished his badge and barked, "I am the fucking police," court documents allege.
Corder allegedly pushed the driver against his patrol car and arrested him for disorderly conduct. Then the cop made a deal: He'd release the driver if the repo agents would leave and let him keep his vehicle.
But before he removed the handcuffs, Corder warned the trio he'd arrest them if they reported the encounter to internal affairs, prosecutors say. (Corder's defense attorney denied any such deal at trial.)
Louisville's then-police chief Robert C. White fired Corder over the incident months later. White also accused Corder of violating policy by moonlighting while on leave, when he was supposed to be recuperating from a car wreck, the Courier-Journal reported. (In 2006, the cop fought his firing but the police merit board unanimously upheld his termination.)
Jefferson County prosecutors charged Corder with tampering with a witness, unlawful imprisonment, and official misconduct among other violations. A jury ultimately acquitted Corder of all criminal charges.
Corder's ex-wife testified that Corder had no idea of the repossession and that he believed the agents were thieves.
In 1998, Corder also came under scrutiny after the death of Adrian Reynolds, a black man who was arrested for domestic violence on New Year's Day.
An internal affairs probe found that Corder punched Reynolds, 34, breaking his nose, but that his actions were justified, the Courier-Journal reported. Corder told authorities Reynolds attacked him and that he hit Reynolds with a flashlight to defend himself.
Reynolds died six days later of a blunt head injury, following a struggle with corrections officers who allegedly tried to stop him from suicide in jail. (That officer, Timothy Barnes, was acquitted during a 2002 retrial.)
The man had already arrived at the jail badly beaten by Corder, and his bloody mugshot spurred protests in Louisville. "It's not brutality. It's not racism. It's police work," said Rick McCubbin, president of the Fraternal Order of Police, at the time.
Reynolds's mother sees things differently.
She keeps an enlarged photo of his swollen eyes and nearly unrecognizable face, injuries he suffered during his arrest.
In a 2002 interview, Reynolds told Louisville mag Today's Woman that local police treat minority suspects differently. "I want justice, not just for Adrian but for all black men," she said.
Last week, the mother-turned-activist told WDRB she was pleased with Corder's conviction in the unrelated case.
"That old saying that goes around comes around," Reynolds said. "Just wait, and it will happen."


You will find lots and lots of misinformation in the matter of the real quality as well as options of the situation of casino download. Along this text, experts will aspire to attack some of these mistakes by providing unambiguous rationales and after that illustrations.
One of the initial things we inquire to ourselves before visiting online betting room is if the concept of wagering site betting is safe.
I have gambled on more than 250 various wagering room brands. Therefore, yes, from my experience gambling on the web is secure.
I, also, have several friends that wager on the World Wide Web and I have merely been told of one person who experienced a difficulty with safety. In the circumstance, police had taken into custody a worker on an online gaming hall that had made duplicates of some of the players` credit cards. The gaming hall found out through the safety monitoring, and had the police manage the situation. The victim`s bank was informed through the police and his bank issued my friend another charge card, consequently he didn`t experience any real issues. This is the solitary issue involving safety I have heard of in the 4 years I have bet on the World Wide Web.
Many of the jurisdictions where online wagering hall brands are necessitate that the license requestor make bonds of cash or coverage as part of the license agreement. As an example, the affiliates of online betting hall located in Curacao are required to deposit, into a particular bank account, an amount of money equal to the standard earnings, to secure that they can pay pot winners.
Even to obtain certification, internet gambling hall brands that apply have to suffer serious government checks. Your private safety (such as credit details or additional personal info) is also guaranteed with license requirements in many, if not all, jurisdictions.
Most betting room employ safe connections to carry each of the dealings and any info about a gambler is held offline. Several also get insurance against scams.
On online wagering hall instruments that require 128-bit encryption, the chance of an unwelcome person receiving the information is close t not likely.
Consequently, YES IT IS SAFE to gamble at internet wagering room. It is just as secure as using your charge card downtown or on the web at a regular on line store - Perhaps it is safer than normal, actual purchasing with your charge card. It`s irrelevant how you accept it, having a well-based casino download understanding may be useful for you, even if it is only a little.


The epic Ultimate limited series continues by Brian Bendis & Trevor Hairsine and a cover by John Cassaday! Dr. Octopus, Electro, Sandman, Norman Osborn & Kraven appearance. 32 PGS./ALL AGES...$2.25 (UPC: 5960605466-00211) Cover price $2.25.
Written by BRIAN MICHAEL BENDIS Penciled by TREVOR HAIRSINE Cover by JOHN CASSADAY The Six has escaped their S.H.I.E.L.D. holding pen, and the outlines of Norman Osborn's horrific scheme become apparent. The Ultimates line up against them! But where is Ultimate Spidey? 32 PGS./ALL AGES...$2.25 UPC: 5960605466-00311 Cover price $2.25.
Written by BRIAN MICHAEL BENDIS Pencils by TREVOR HAIRSINE; Cover by JOHN CASSADAY Enter The Ultimates! The Green Goblin wants to destroy SHIELD Director Nick Fury. And so he engineers the spectacular assault on the Triskelion by the entire Sinister Six! Don't miss it! FC, 32pg/ALL AGES (4 of 6) Cover price $2.25.
Written by BRIAN MICHAEL BENDIS Penciled by TREVOR HAIRSINE Cover by JOHN CASSADAY Peter Parker has been kidnapped by the Sinister Six and the life of his Aunt May threatened unless he goes along with the baddies and helps them attack - The White House! This storyline is so big, a special 7th issue has been added! 32 PGS./ALL AGES Cover price $2.25.
Written by BRIAN MICHAEL BENDIS Penciled by TREVOR HAIRSINE Cover by JOHN CASSADAY It's an all-out slugfest between the ULTIMATES and the SINISTER SIX on the White House lawn while Spider-Man faces an excruciating decision! 32 PGS./ALL AGES...$2.25 UPC: 5960605466-00611 NOW 7 BIG ISSUES! BY EISNER & WIZARD FAN AWARD "BEST WRITER" BRIAN BENDIS! Cover price $2.25.
ULTIMATE SIX #7 (of 7 LS) Written by BRIAN MICHAEL BENDIS Pencils by TREVOR HAIRSINE Cover by JOHN CASSADAY The Green Goblin is one of the last "men" standing after the terrible battle between the Ultimates and the Ultimate Six on the White House lawn. And there is only one being in the world that can stop him ... and it isn't Spider-Man!! 32 PGS./ALL AGES...$2.25 UPC: 5960605466-00711 Cover price $2.25.
Dynamic Forces Signed Edition with Certificate of authenticity. Signed by Brian Michael Bendis and limited to 199 copies. ULTIMATE SIX #7 (of 7 LS) Written by BRIAN MICHAEL BENDIS. Pencils by TREVOR HAIRSINE Cover by JOHN CASSADAY The Green Goblin is one of the last "men" standing after the terrible battle between the Ultimates and the Ultimate Six on the White House lawn. And there is only one being in the world that can stop him ... and it isn't Spider-Man!! 32 PGS./ALL AGES...$2.25 UPC: 5960605466-00711 Cover price $2.25.


Desculpe-nos, mas este texto está apenas disponível em Inglês Americano, Espanhol Europeu, 日本語 y Čeština. For the sake of viewer convenience, the content is shown below in this site default language. You may click one of the links to switch the site language to another available language.
Please excuse typos or errors. We have only one proofreading. Corrections and help are always welcome.
Tomáš Kašpárek our correspondent in Brno, Czech Republic presented weeklyOSM at the SotM CZ+SK.
How can new mappers help HOT with the validation process? Read more here.
Robert Whittaker visualizes the progress of mapping all defibrillators in Great Britain.
In Mapzen's blog series of targeted editing, Indy Hurts has a focus on cycleway mapping.
Joachim suggests a new key prefix scheduled: that would be used for things not in construction yet but planning has been finished.
Marc Gemins wonders if digesters shouldn't be mapped as man_made rather than as a building.
User Brogo wants to abandon the tag access=no because he often finds this tag used in a wrong manner.
Christoph extends his image service by providing new satellite images for OSM tracing in regions that most other services don't offer.
Read in BushmanK's diary: "Why copying visual style of paper maps is not a good idea".
Christoph Hormann owner of imagico.de writes in his blog "more on clouds". He refers to the blog post by RobSímmon from Planet Labs.
Many collaborators of Latin-American countries are interested in learning about the Mexican import project of Navicat in order to see how it could be adopted to their countries so they can improve OSM. There will be a video conference about it. Voting about the schedule finished here on May 26th.
Brian Hollinshead gives a lecture to the Offaly Historical & Archaeological Society about OpenStreetMap in general and about historical mapping for all.
OpenCageData's interview with Belgian mappers.
Pascal Neis' HDYC got a new feature to display associated accounts and if a mapper may count as verified (e.g. for our malenki).
ANSA reports (TODO: Italy-Flag) about the growth and size about OpenStreetMap.
Brandon Liu is planning an import of building heights for San Francisco, derived from LIDAR data 2011.
German Wikipedia has an article about JOSM since 2008, the English Wikipedia since last week (May 21st 2016). Notability was in question first.
The HOT team announced that the 2016 HOT Summit takes place in Brussels, just one day before State of the Map. Registration for the summit is open.
Sri Lanka has been hit hard in the past few days by flooding.
see all tasks, please help!
pay special attention to task 1915.
Anecdotal evidence from a Médecins Sans Frontières doctor on a vaccination campaign in the Democratic Republic of Congo: "maps were half the battle".
The New York Public radio station WNYC created an interactive OSM based map representing the income of households in USA (base is the Census 2012).
Nicki Dlugash describes the new outdoor style of Mapbox maps.
xero.bike will use OSM based maps in their services, provided by Mapbox.
The import of borders in Mexico (see lead story in weeklyOSM #304) is greatly appreciated by the Mexican president during an OS conference. See it in the video from 1:08:35 to 1:11:17.
The OSM based wheelchair app WheelScout has new features: Indoor Navigation and voice control.
After nearly seven years of operation OpenStreetView.org will retire, its developer announced on May 24th. If the users agree, their images will be transferred to a new project by Steve Coast and Telenav which is in development right now.
On androidheadlines.com there is an illustrated review about the android app OsmAnd.
User mmd reached great results tuning the import speed for Overpass-API, mainly by switching from zlib to lz4. A full attic database import can be done in less than 4 days.
User Chris has released an alpha version of his software OffRoad, which is a desktop port of Osmand. He asks for feedback.
… the JOSM Cheat Sheet?
… the almost perfectly mapped Cobras City?
The BBC reports on the two-year project "PROTection of European Cultural Heritage from GeO-hazards" (PROTHEGO) – founded by the European Commission – that aims to determine ground movements at European UNESCO World Heritage sites using radar interferometry.
GeoHipster interviews Achim and Patrick who are working for SPON about their work as data journalists.
Apple opens a maps production unit with 4000 employees in India.
INRIX plans to offer in cooperation with US.Parkmobile an end-to-end parking service. The system is based on OSM data.
A training "Cartography in OpenStreetMap" takes place on June 08-09 in Rome.
This weekly was produced by Hakuch, Laura Barroso, Peda, Rogehm, derFred, jinalfoflia, malenki, mgehling, muramototomoya, stephan75, wambacher.


Abstract: High end memory, like high end graphics cards is considered a luxury item in the world of computers, so what do you do when you need memory for a simple workstation computer?
High end memory, like high end graphics cards is considered a luxury item in the world of computers, so what do you do when you need memory for a simple workstation computer? Get some quality affordable RAM and keep on walking past the heat spreader encapsulated parts with tones of flashing LEDs - resist the urge to splurge on fancy memory!
The majority of mainstream memory parts are not priced at extreme levels and memory can be quite a bargain if you're not too picky. If you're looking for memory that won't break the bank yet offers decent performance, SyncMAX thinks it has what you need. With a retail price of $100 CDN ($90 US, £49 GBP) , its 1GB kit of dual channel PC2-5300 DDR-2 memory is quite a bargain.
The 240 pin SyncMAX PC2-5300 Express memory kit does not come with heatspreaders so you'll want to use caution when handling the memory. DDR2 DRAM modules are quite fragile as are the IC on the PCB, especially to static discharge. The SyncMAX PC2-5300 Express memory has been certified to run in a dual channel configuration at speeds of 667 MHz with CAS latency timings of 4-4-4. The memory can also be run at 533 MHz (PC2-4300) with tighter CAS 3-3-3 timings if one so chooses.
The SyncMAX PC2-5300 Express DDR2 DIMMs are single sided which means there are only DRAM modules on one side of the module. That information might be important to users with limited memory bank support, usually only an issue with some budget-minded chipsets.
SyncMAX memory is vendor neutral and its memory functions just fine in both Intel and AMD systems.
The SyncMAX brand is based in Markham, Canada and its memory modules are apparently also assembled in Canada. The SyncMAX name is probably an unfamiliar one for most people, but the company does offers a one year warranty on its memory. That's about par with other mainstream memory modules. SyncMAX also offers phone technical support, although our calls kept going to voice mail. To make things easier for the end user, a worldwide toll free 1-800 number would have been nice.
SyncMAX remarks the DRAM modules with SyncMAX labels: marked 6Q18B-5E E606H8G0918Q. Unfortunately that doesn't tell us much, but considering the memory's low price, it shouldn't matter.


Chram Narodenia Bohorodicky in Toronto, Ontario is a Christian congregation serving the Toronto community and seeking, engaging, and encouraging others	through a life-changing Christian journey.
This church page is missing mass times. Please click here to help this page visitors by submitting Chram Narodenia Bohorodicky Church Mass Times. Thank you!
THANK YOU FOR VISITING CHRAM NARODENIA BOHORODICKY CHURCH ONLINE!
This church page is missing mass times. Please help this page visitors by submitting Chram Narodenia Bohorodicky Church Mass Times. Thank you!


text:
Member Login RDCRN Network Site
Header Social Media
CEGIR Publications
CEGIR-Related Publications
Diseases Studied
Resources for Patients and Families
Researchers and Clinicians
Resources For Researchers and Clinicians
Early Stage Investigators
Pilot and Feasibility Grants
Meet Our Early Stage Investigators
Previous Trainees/Scholars
Goals, Mission & Vision
An NIH-Funded Rare Diseases Clinical Research Network Consortium
Eosinophils account for a small fraction of peripheral blood leukocytes and tissue resident cells under healthy conditions. However, they can accumulate in large numbers in the blood and/or tissues in a variety of diseases including hypereosinophilic syndrome (HES), Churg-Strauss syndrome, helminth infections, allergy (including asthma), nasal polyposis, immunodeficiencies, and eosinophilic gastrointestinal disorders (EGIDs). EGIDs comprise distinct diseases, including eosinophilic esophagitis (EoE), eosinophilic gastritis (EoG), eosinophilic enteritis (EoN), and eosinophilic colitis (EoC), defined by the anatomical location of eosinophil-rich inflammation along the gastrointestinal (GI) tract in the absence of known causes of eosinophilia (e.g., drug reactions, parasitic infections, malignancy).
EoE, EoG, EoN, and EoC are rare, chronic, primary disorders, and the diagnosis and management of each disease is complex and requires adult and pediatric multidisciplinary input inclusive of gastroenterologists, allergists, immunologists, and pathologists. Of the eosinophil-associated diseases, there has been growing attention on EoE, EoG, EoN, and EoC over the past decade, as these diseases are now recognized to be increasing in incidence and prevalence, associated with substantial morbidity and lacking satisfactory treatment.
The importance of these issues is underscored by an NIH report calling for more research on these diseases, for which there is only 1 USA Food and Drug Administration (FDA)-approved drug. The NIH Office of Rare Diseases Research (ORDR) lists EoE, EoG, EoN, and EoC under the broad term of eosinophilic enteropathy. These distinct diseases have been grouped together for several reasons.
First, the diagnoses of these disorders have the common characteristic of eosinophilic inflammation infiltrating the GI wall as evidenced by microscopic analysis of tissue biopsies.
Second, the defining clinical constellation and molecular pathogenesis of these disorders are poorly understood and are in desperate need of scientific and clinical advances. In fact, although we strive to distinguish these diseases, they can sometimes overlap, highlighting their relatedness and the need to develop diagnostic and prognostic markers.
Third, these diseases appear to be largely mediated by eosinophils rather than by other cells, although recent clinical research has challenged this observation.
Fourth, although it is now appreciated that most forms of EoE are food antigen–driven, these diseases are largely idiopathic, and the pathogenesis of EoG, EoN, and EoC is unknown.
Fifth, glucocorticosteroids (GCs) are typically the first line treatment for these disorders, yet GC dependence, toxicity, and/or resistance are major concerns limiting both short and long-term use.
Sixth, these diseases are likely to benefit from recently emerging antibodies now used to treat allergic diseases, such as dupilumab.
Seventh, by understanding these rare diseases in which eosinophils are likely to be the primary cause of disease, our findings may contribute to our understanding of eosinophilia in more common diseases (e.g., asthma and allergic rhinitis).
Eighth, the FDA has begun to focus on how to best meet the needs of these disorders and has engaged our consortium members in a partnership, as outlined in recent workshops and articles.
The diagnoses of EoG, EoN, and EoC are generally reserved for cases with markedly increased numbers of eosinophils [in the case of EoG, we will use ≥30 eosinophils/ high-power field (HPF) in 5 or more HPF; for EoN, we will use ≥752 eosinophils/HPF; and for EoC, we will use ≥65 eosinophils/HPF] in which eosinophils are the predominant inflammatory cells in the tissue and are associated with the presence of architectural abnormalities, including excessively branched and/or coiled glands and eosinophilic cryptitis. Yet, there remains a diversity of opinions as to the exact quantification of some of these features, and to date, consensus guidelines have not been published. These diagnostic features of EoG and EoC have been highlighted by our consortium members, including our expert GI pathologist Dr. Margaret Collins, Professor of Pediatrics (CCHMC), and members of the CEGIR Pathology Core, including Dr. Kelley Capocelli and Dr. Guang-Yu Yang.
These conditions also present in diverse ways reflecting the sites of tissue eosinophilia, as EoE has symptoms of feeding difficulties and vomiting in young children and food impactions and dysphagia in teenagers and adults, EoG evidences upper abdominal pain, nausea, and vomiting, and EoC manifests with diarrhea, hematochezia, and lower abdominal and rectal pain. Despite suggestions of an EGID mini-epidemic over the last decade, EoE, EoG, EoN, and EoC remain rare diseases. With the introduction of ICD-9-CM codes for these conditions, recent investigations by CEGIR Investigators were able to accurately estimate the prevalence of EGIDs. Using a highly specific case definition, the prevalence of EoE has been estimated to be between 39.0-56.7/100,000 in the USA, consistent with earlier work, with an extrapolated national prevalence of approximately 105,000-150,000 cases. In a separate study, the prevalence of EoG was found to be 6.4/100,000, extrapolated to approximately 17,000 cases in the USA, and the prevalence of EoC was estimated at 3.5/100,000, extrapolated to approximately 9,000 cases. Due to the rarity of these conditions, single centers are unable to compile sufficient patient numbers to study these diseases comprehensively. Although the etiologies of EoE, EoG, EoN, and EoC remain unknown, several lines of evidence support allergic, environmental, and genetic components in EoE. The high response rate to food elimination diets, especially amino acid–based elemental diets, and the frequent recurrence of disease with food reintroduction imply that EoE is mediated by immune sensitization to foods. Indeed, experimental EoE, EoG, or EoC in murine models can be induced by exposure to dietary or inhaled allergens or to the Th2-associated cytokine interleukin (IL-13) via a variety of entry points including the skin, respiratory tract, and GI tract. Consistent with an allergic etiology, swallowed GCs (SGCs) are effective for the treatment of EoE and elicit local changes in esophageal expression. However, better treatments are needed due to the substantial rates of GC resistance, high rates of disease relapse upon GC cessation, and/or relapse while on therapy. Unlike food anaphylaxis, which is typically caused by sensitization to a single food in a given individual, most patients with EoE have sensitization to a large panel of foods, requiring removal of several major food groups from their diet in order to achieve disease remission.
Even if remission is achieved, dietary restriction is typically a very challenging long-term therapeutic option.
The limitations of dietary and GC therapy, compounded with the lack of an FDA-approved drug for the treatment of EoE, EoG, EoN, or EoC, highlight the pressing unmet medical needs of patients with these diseases. The impact of EGIDs on patients and their families is underscored by data collected by APFED. Over 30% of APFED members who responded to a survey reported traveling more than 100 miles from their home for treatment. Over 30% reported that EGIDs had an adverse impact on their finances, 30% reported an effect on their marriage, over 55% reported an effect on school, and over 60% reported an effect on their job CURED has also emphasized the desperate need to provide medical formula for patient with EGID. Most patients using elemental formula do not have insurance coverage or have only partial coverage for medical foods, even though more than half of these patients use elemental formula as a supplement for a severely restricted diet (six or fewer foods). The annual expense for elemental formula typically exceeds $15,000, and the annual out-of-pocket cost for most families with EGIDs is at least $2,000 not including formula. Administration of elemental formula often requires placement of feeding tubes. Collectively, there is substantial evidence for the growing unmet medical needs of patients and families suffering from EoE, EoG, EoN, and EoC.
Areas of uncertainty: Little is known regarding the natural history and pathophysiological mechanisms, especially for EoG, EoN, and EoC, and FDA-approved drugs do not exist for any of these diseases, except for 1 for EoE. Although elevated eosinophil levels are required for diagnosis of these diseases and generally accepted to correlate with disease activity, few studies have directly addressed whether eosinophils are the histological component that best correlates with clinical symptoms, and these studies have been primarily limited to EoE. Evaluating the fundamental assumption that tissue eosinophil counts correlate with disease activity is a major focus of the CEGIR consortium. A number of issues are likely contributing to the uncertainty about the best tissue features to monitor for correlation with clinical symptoms. These include 1) limited validated metrics to assess whether symptoms or patient-reported outcomes (PROs) align with tissue histology measures; 2) limited prospective, randomized, placebo controlled trials that have utilized the same primary outcome variables; 3) limited studies that have cohort sizes that are truly powered to find correlations between symptoms and tissue histology elements; 4) the intermittent nature of symptoms and the ability of patients to institute behavioral and lifestyle changes to compensate for their symptoms; and 5) inconsistent histological measurement methodologies of tissue eosinophil counts in various studies. We will overcome many of the limitations of prior studies by 1) utilizing a series of diverse clinical outcome measures (COMs); 2) conducting multisite prospective trials with well-defined entry criteria; 3) increasing cohort sizes; and 4) standardizing our histological methodologies. The histological assessment of EoE is relatively straightforward as the normal esophagus is void of mucosal eosinophils. In contrast, the diagnosis of EoG, EoN, and EoC are particularly complex as eosinophils are normal resident cells in the GI mucosa. Importantly, increased mucosal eosinophils are not pathognomonic for EoE, EoG, EoN, or EoC, as mucosal eosinophilia can be seen in other diseases including reflux esophagitis, food allergy, IBD, celiac, and malignancies. Therefore, definitions of key clinical and histological features, especially for patients with EoG, EoN, and EoC, are urgently needed. Currently, on the basis of limited data and clinical experiences, it has been proposed that the diagnostic criteria for EoG, EoN, and EoC includes the histological finding of at least twice the normal peak eosinophils/HPF reported in different regions of the non-diseased stomach and/or colon. Through this project, we seek to advance the field by determining the relationships between COMs and mucosal eosinophilia, which will ultimately assist in developing diagnostic criteria, understanding mechanisms and identifying endpoints for treatment efficacy of each of the three rare diseases (EoE, EoG, EoN, and EoC). Pathophysiological mechanisms defining EoE have made great strides in the last decade. For instance, a number of studies identified dysregulation of the allergic arm of the immune system in EoE pathogenesis. This etiology is supported by the reversibility of EoE following dietary avoidance of specific foods, the reoccurrence of EoE upon re-introduction of the removed foods, the induction of the EoE-like disease in mice by exposure to both food allergens and aeroallergens, and genome-wide transcriptome analysis of esophageal tissue implicating interplay between the innate and adaptive immune responses. EoE has a strong hereditary component with a large sibling risk ratio (λs~80).
Early genetic analyses have identified susceptibility loci in the regions that contain candidate genes expressed in epithelial cells and strongly implicated in antigen recognition (TSLP, thymic stromal lymphopoietin), inflammatory cell recruitment/activation (CCL26, eotaxin-3), and calpain 14 (CAPN14), an esophageal-specific enzyme. The Th2 cytokine IL-13 program's transcription of key EoE-related genes and pathways and transforming growth factor (TGF)-β1 have been proposed to be a regulator of EoE pathogenesis. In contrast, our understanding of EoG, EoN, and EoC is in its infancy, with current murine model studies suggesting roles for the eosinophil-associated cytokines eotaxin-1 and IL-5. Thus, while early evidence suggests that EoE, EoG, EoN, and EoC occur as a result of immune dysfunction, specific targets and biomarkers remain to be fully recognized.
Rare Diseases Clinical Research Network
Genetic and Rare Diseases Information Center
The Consortium of Eosinophilic Gastrointestinal Disease Researchers (CEGIR) is part of the Rare Diseases Clinical Research Network (RDCRN), which is funded by the National Institutes of Health (NIH) and led by the National Center for Advancing Translational Sciences (NCATS) through its Division of Rare Diseases Research Innovation (DRDRI). CEGIR is funded under grant number U54AI117804 as a collaboration between NCATS, the National Institute of Allergy and Infectious Diseases (NIAID), and the National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK). This website is hosted by the network's Data Management and Coordinating Center at Cincinnati Children's Hospital Medical Center, which is funded by NCATS and the National Institute of Neurological Disorders and Stroke (NINDS) under grant number TR002818. The content of this website is solely the responsibility of the CEGIR administrative coordinating center at Cincinnati Children's Hospital Medical Center and does not necessarily represent the official views of the NIH.


Lignocellulosic biomass is the 2nd generation feedstock for biofuel production through fermentation processes. The material has a rigid structure, which needs to be broken down by a pretreatment procedure to expose cellulose for hydrolysis. The hydrolysis products, so called biomass hydrolysates, contain next to the sugar monomers, toxic compounds released and formed during the pretreatment process. These compounds inhibit the growth of the fermenting host(s). To improve the fermentability of biomass hydrolysates, identification of these inhibitory compounds is of great importance. Chapter 1 of this thesis reviews the approaches and techniques that have been used to study the inhibitors in various biomass hydrolysates, and introduces a non-targeted methodology to systematically identify biomass hydrolysate inhibitors: the exometabolomics approach. To identify hydrolysate inhibitors through an exometabolomics approach, a wide range of biomass hydrolysates needs to be prepared. Chapter 2 describes the detailed procedures of four pretreatment methods and the overall fermentability of the generated hydrolysates. The hydrolysis efficiency of the carbohydrate polymers in pretreated biomass was analyzed by using high-performance anion-exchange chromatography coupled with mass spectrometry (HPAEC-MS), and the results of this analysis are presented in Chapter 3. The last three chapters of the thesis focus on identifying inhibitory compounds in lignocellulosic biomass hydrolysates and studying their effects on fermenting yeasts during fermentation processes. Chapter 4 examines the fermentability of a series of biomass hydrolysates, in relation to the presence and dynamics of a target group of inhibitors in these hydrolysates. Chapter 5 reports the detailed experimental procedure and results of the actual exometabolomics approach introduced in Chapter 1. The research question, identification of inhibitors in biomass hydrolysates, was answered by statistically correlating the fermentability of different biomass hydrolysates with their biochemical compositions. Finally, in search for potential ethanologenic host organisms resistant to biomass hydrolysate inhibitors, a Pichia anomala strain was isolated. In Chapter 6, the properties and fermentation performance of this strain in biomass hydrolysates were tested. Through further research and possibly genetic modifications, the strain has the potential to become a suitable yeast for fermenting lignocellulosic biomass hydrolysates.


https://anthonyspark.com/wp-content/uploads/2017/10/Who-Probates-a-Will-blog.png 1080 1080 Diana Rendon https://anthonyspark.com/wp-content/uploads/2015/10/logo-400.png Diana Rendon2017-10-27 09:00:382019-03-12 01:17:24Who Probates a Will?
https://anthonyspark.com/wp-content/uploads/2017/10/Are-Executors-of-Wills-Paid-blog.png 1080 1080 Diana Rendon https://anthonyspark.com/wp-content/uploads/2015/10/logo-400.png Diana Rendon2017-10-25 09:00:252019-03-12 01:18:10Are Executors of Wills Paid?
https://anthonyspark.com/wp-content/uploads/2017/10/How-Much-To-Update-My-Willsquare.png 1080 1080 Diana Rendon https://anthonyspark.com/wp-content/uploads/2015/10/logo-400.png Diana Rendon2017-10-23 09:00:412019-03-12 01:18:55How Much To Update My Will?
Can I Change My Will Myself?
https://anthonyspark.com/wp-content/uploads/2017/10/Can-I-Change-My-Will-Myself_-blog.png 1080 1080 Diana Rendon https://anthonyspark.com/wp-content/uploads/2015/10/logo-400.png Diana Rendon2017-10-16 09:00:442019-03-12 01:21:39Can I Change My Will Myself?
Can a Spouse Destroy a Will and Say It Never Existed?
https://anthonyspark.com/wp-content/uploads/2017/09/can-a-spouse-destroy-a-will.jpg 323 500 Anthony Park https://anthonyspark.com/wp-content/uploads/2015/10/logo-400.png Anthony Park2017-09-19 18:20:482019-03-12 01:25:33Can a Spouse Destroy a Will and Say It Never Existed?


The Wonders of 3D Printing: Prototypes Today, Finished Parts Tomorrow - Harvan Manufacturing Ltd.
3D printing is a fascinating technology. It works in much the same way as the inkjet printer at your home or office: it moves back and forth, each pass building on what came before to make real an idea you had in your head. Except instead of laying down ink to form 2D words, a 3D printer layers plastic resin to construct an object you can hold in your hand.
The benefits of 3D printing are numerous. If you have an idea for a part, and you already have the mating part that goes with it, you can draw your idea in CAD, print it out and see how it mates. You can check for thin walls, or the interference of internal holes. These things are hard to see on a flat piece of paper. But once your idea is tangible, you can really evaluate the pros and cons and hone your design to perfection.
3D printing can handle incredibly complex parts. We've included a picture of a toy in the shape of a dodecahedron with interconnected shafts and gears. If you turn one part the others move with it. There's no way to build it that doesn't involve a welded joint somewhere—except for 3D printing. And 3D printed complex designs are special for another reason: they take exactly the same time to manufacture as simple designs of the same size. No matter how intricate, the process is still the same and it moves at the same speed.
But the speed of 3D printing is still somewhat slow. Coupled with the fact that it's only possible to work with plastic resins right now, 3D printing is typically limited to the manufacturing of prototypes. But it's a technology that's evolving every day. Researchers are working right now to improve the speed, and to make printers that work with metal powders. If they succeed, it will be possible to print a finished metal part. As it stands now, steel has to be made in a mill, poured, rolled into a bar or sheet and formed or subjected to a subtractive process like cutting or grinding to get it into the desired shape. Because 3D printing is an additive process it will result in less scrap. And one 3D printer could potentially take the place of several machines, saving floor space in factories.
If researchers are successful at making 3D printing a viable option for finished production, it will revolutionize manufacturing as we know it. Until then, we're having fun printing prototypes for our customers, and seeing the many inventive creations that people come up with. We even got wind of a 3D printer that can print itself.


text:
Episode 01: The Clampetts Strike Oil
Episode 02: Getting Settled
Episode 03: Meanwhile, Back at the Cabin
Episode 04: The Clampetts Meet Mrs. Drysdale
Episode 05: Jed Buys Stock
Episode 06: Trick or Treat
Episode 07: The Servants
Episode 08: Jethro Goes to School
Episode 09: Elly's First Date
Episode 10: Pygmalion and Elly
Episode 11: Elly Races Jethrine
Episode 12: The Great Feud
Episode 13: Home for Christmas
Episode 14: No Place Like Home
Episode 15: Jed Rescues Pearl
Episode 16: Back to Californy
Episode 17: Jed's Dilemma
Episode 18: Jed Saves Drysdale's Marriage
Episode 19: Elly's Animals
Episode 20: Jed Throws a Wingding
Episode 21: Jed Plays Solomon
Episode 22: Duke Steals a Wife
Episode 23: Jed Buys the Freeway
Episode 24: Jed Becomes a Banker
Episode 25: The Family Tree
Episode 26: Jed Cuts the Family Tree
Episode 27: Granny's Spring Tonic
Episode 28: Jed Pays His Income Tax
Episode 29: The Clampetts and the Dodgers
Episode 30: Duke Becomes a Father
Episode 31: The Clampetts Entertain
Episode 32: The Clampetts in Court
Episode 33: The Clampetts Get Psychoanalyzed
Episode 34: The Psychiatrist Gets Clampetted
Episode 35: Elly Becomes a Secretary
Episode 36: Jethro's Friend
The Beverly Hillbillies - Season 1, Episode 16: Back to Californy
A nouveau riche hillbilly family moves to Beverly Hills and shakes up the privileged society with their hayseed ways.
Buddy Ebsen, Irene Ryan, Donna Douglas, Max Baer Jr., Raymond Bailey, Nancy Kulp, Harriet E. MacGibbon, Judy the Chimpanzee, Bea Benaderet, Shug Fisher, Linda Henning, ...»
Joseph Depew, Richard Whorf, Robert M. Leeds
Keywords: #Buddy Ebsen #Donna Douglas #Irene Ryan #Joseph Depew #Max Baer Jr. #Richard Whorf #Robert M. Leeds #The Beverly Hillbillies - Season 1
Actors Of "The Beverly Hillbillies - Season 1"
Buddy Ebsen
2 April 1908, Belleville, Illinois, USA
Irene Ryan
October 17, 1902 in El Paso, Texas, USA
Donna Douglas
26 September 1932, Pride, Louisiana, USA
Max Baer Jr.
Raymond Bailey
6 May 1904, San Francisco, California, USA
Nancy Kulp
28 August 1921, Harrisburg, Pennsylvania, USA
Harriet E. MacGibbon
October 5, 1905 in Chicago, Illinois, USA
Judy the Chimpanzee
April 4, 1906 in New York City, New York, USA
Shug Fisher
Linda Henning
24 January 1943, Dallas, Texas, USA
Frank Wilcox
13 March 1907, DeSoto, Missouri, USA
Elvia Allman
19 September 1904, Enochville, North Carolina, USA
Roger Torrey
May 9, 1938 in Pocatello, Idaho, USA
Larry Pennell
21 February 1928, Uniontown, Pennsylvania, USA
Frank Cady
8 September 1915, Susanville, California, USA
Judith Jordan
Bill Baldwin
26 November 1913, Pueblo, Colorado, USA
Arthur Gould-Porter
4 January 1905, Penzance, Cornwall, England, UK
Mike Minor
December 7, 1940 in San Francisco, California, USA
Milton Frome
24 February 1909, Philadelphia, Pennsylvania, USA
Ray Kellogg
Charles Lane
26 January 1905, San Francisco, California, USA
Richard Caldicot
7 October 1908, London, England, UK
Bettina Brenna
1 September 1945, USA
Phil Gordon
May 5, 1916 in Meridian, Mississippi, USA
Lori Saunders
4 October 1941, Kansas City, Missouri, USA
Venita Wolf
Phil Silvers
11 May 1911, New York City, New York, USA
Percy Helton
Lloyd 'Shad' Heller
July 17, 1913 in Stroudsburg, Pennsylvania, USA
Roy Roberts
19 March 1906, Tampa, Florida, USA
Joi Lansing
6 April 1929, Salt Lake City, Utah, USA
Paul De Rolf
6 December 1942, USA
Louis Nye
1 May 1913, Hartford, Connecticut, USA
Fred Clark
19 March 1914, Lincoln, California, USA
Alan Reed Jr.
May 10, 1936 in New York City, New York, USA
14 May 1921, Philadelphia, Pennsylvania, USA
Jerry Brutsche
Barney Elmore
Jeannie Bell
23 November 1943, St. Louis, Missouri, USA
Jack Bannon
Peter Whitney
24 May 1916, Long Branch, New Jersey, USA
Peter Leeds
30 May 1917, Bayonne, New Jersey, USA
Lester Matthews
6 June 1900, Nottingham, England, UK
Bobs Watson
Judith McConnell
6 April 1944, Pittsburgh, Pennsylvania, USA
Lyle Talbot
Momo Yashima
4 November 1948, New York, New York, USA
William Mims
15 January 1927, Carthage, Missouri, USA
Kathy Kersh
Diana Bartlett
January 28, 1946 in Los Angeles, California, USA
8 February 1886, Los Angeles, California, USA
25 December 1934, Kansas City, Missouri, USA
King Donovan
15 April 1933, Meherrin, Virginia, USA
4 November 1919, Toledo, Ohio, USA
Doris Packer
30 May 1904, Menominee, Michigan, USA
Edgar Buchanan
20 March 1903, Humansville, Missouri, USA
Eleanor Audley
19 November 1905, New York City, New York, USA
Sallie Jones
September 23, 1932 in Los Angeles, California, USA
Dick Wesson
19 November 1922, Cambridge, Massachusetts, USA
Joyce Nizzari
May 20, 1940 in Bronx, New York, USA
Tom Cound
July 23, 1916 in Staffordshire, England, UK
Lisa Seagram
July 7, 1936 in Brooklyn, New York, USA
Norman Grabowski
5 February 1933, Irvington, New Jersey, USA
Warrene Ott
January 23, 1942 in Pittsburgh, Pennsylvania, USA
Terry Phillips
Dick O'Shea
Leonard Bremen
December 24, 1920 in Marylebone, London, England, UK
Francisco Ortega
January 12, 1920 in Bexar County, Texas, USA
Tom Lester
23 September 1938, Jackson, Mississippi, USA
Meredith MacRae
30 May 1944, Houston, Texas, USA
Miko Mayama
Sheila James Kuehl
February 9, 1941 in Tulsa, Oklahoma, USA
Susan Hart
June 2, 1941 in Wenatchee, Washington, USA
Joanna Barnes
Barbara Nichols
10 December 1928, Queens, New York City, New York, USA
Arthur Treacher
23 July 1894, Brighton, East Sussex, England, UK
Leon Ames
20 January 1902, Portland, Indiana, USA
Wally Cox
6 December 1924, Detroit, Michigan, USA
Jesse White
3 January 1917, Buffalo, New York, USA
14 November 1910, Prescott, Arizona, USA
20 August 1907, New York City, New York, USA
Jesse Pearson
August 18, 1930 in Seminole, Oklahoma, USA
Herbert Rudley
22 March 1910, Philadelphia, Pennsylvania, USA
Allison McKay
27 April 1936, Walla Walla, Washington, USA
Soupy Sales
28 January 1926, Franklinton, North Carolina, USA
David Frankham
16 February 1926, Kent, England, UK
Edy Williams
9 July 1941, Salt Lake City, Utah, USA


text:
Yr Ymofynnydd (the Inquirer), is the monthly magazine of Welsh-speaking Unitarians, published since 1847.

References

Unitarianism in the United Kingdom

redpajama_set_name: RedPajamaWikipedia


For a limited time, you can get Nashville's BEST Photo Booth deal on our MOST POPULAR package for Corporate and Company Events!
Customized photo strip graphics logo'd especially for your party!
USB memory stick with all the photos!
Normally, this package is $650, but for a limited time you can save $100 when you secure your date with at least 50% down!
That's right! Get our GOLD PACKAGE for $550!!!
Contact us today to get your date on our calendar and take advantage of Nashville's Best Photo Booth offer!


There is nothing like losing a parent that forces you to face your own mortality. My father had enough life insurance to leave for my brothers, my sister, and me. We didn't want to burden my mother with handling his funeral arrangements, so life insurance paid for his funeral expenses and also paid for a place for my mom to be buried beside him when her time came.
Money is the last thing we wanted to worry about.
For more than 20 years, I have been selling life insurance. It's a tough subject. No one wants to think or talk about her or his death. I know that. I also know that when someone you love passes, worries about money shouldn't be on the forefront of a family's mind.
Life insurance carries a lot of misperceptions: People worry about cost; they don't know how much they need; they don't think they qualify due to health problems. They think they are too young, that it's only for retirees. But, ironically, it's when families are raising kids that life insurance carries a tremendous value.
For life insurance to work, look at where you are in your life. Draw a picture of what would happen to your family members if that day comes, so that the mortgage, debts, loans, childcare, living expenses, and the funeral costs are covered.
Early in my career, I remember delivering a 25,000 dollar life insurance check to a man who had just lost his wife. He cried in grief and in gratitude, and his story stuck with me. It's one of the reasons I have stayed in the business, especially when I can help my clients confront their own personal fears.
It feels good to make sure people are covered for the things in life they care about most. It also feels good to represent Royal Neighbors of America, one of the largest and first women-led life insurers in the U.S. Women are particularly vulnerable if their spouse dies, especially if they have been in and out of the workforce caring for others.
Royal Neighbors has not only been protecting lives since 1895, but it has deep roots in the communities of its members, and as a non-profit fraternal, the organization offers scholarships and community programs that empower women, as well as offering member benefits. It's the kind of organization I feel proud to work with.
After working on the front lines of life insurance for most of my career, I know that while it can be a hard subject to face, it's an important conversation. You and your family are worth it.


text:
<?php

class Wordpres_Plugin_Skeleton {

	public $plugin_path;
	public $plugin_url;

	public function __construct($plugin_path, $plugin_url) {
		$this->plugin_path = $plugin_path;
		$this->plugin_url = $plugin_url;

		// hooks
		add_action('init', array($this, 'sample_function'));
	}

  /**
   * Actions to execute at plugin activation
   */
  public static function activate() {

  }

  /**
   * Azioni da eseguire alla disattivazione del plugin
   */
  public static function deactivate() {

  }

  /**
   * Sample function
   */
  public function sample_function() {

  }

}

redpajama_set_name: RedPajamaGithub


There is no shortage of Point of Sales systems on the market, which is generally a good thing. However, finding a scalable system that meets your peculiar needs now and in the future can be quite a challenge.
For a start, you can safely consider traditional standalone point-of-sale systems a no-go. Technology has changed radically and business that want to stay competitive are replacing costly clunky systems with clever cloud-based solutions. Cloud based POS systems are much easier to deploy and maintain and excel at providing accurate real-time information to enhance your decision-making.
The proliferation of POS system (especially tablet based ones) means that there's an almost endless list of services available, making choice relatively difficult. Some have poor interfaces and many are early on the development road map and can't handle the workload you would expect them to.
What you need is an economical, scalable and secure cloud-based Point of Sale Solution. So, how would you find the best all round solution? Enter Vend. Vend is a state-of-the-art Point-of-Sale system that has an interface that is both easy to use and looks good. It works extremely well for fashion boutiques, home and life-style businesses, health and beauty shops, coffee shops and other general retail and service businesses. It is however currently not suitable for table service restaurants.
Vend's primary draw is that it works on just about any device so long as it has a standard web browser. For easier and more reliable connectivity to peripherals like printers and scanners, we strongly recommend you use an iPad with the free native app which you can download from the Apple store.
It has various features that would make it the perfect candidate for most small businesses. For example, it can work even while offline, with data synchronised to the cloud when Internet connection is reestablished. Vend employs the best data security solutions in the business, meaning that your data processed is using industry standards and backed up several times to ensure that your data is never lost.
In addition to the above, Vend has an impressive portfolio of stock management features including stock stock counts, supply order management and more, helping you keep on top of inventory.
Vend can handle anything you throw at it. Whether you have one store or hundred sites, Vend can scales with your business as it grows and expands. There are as many as 15,000 stores (and counting...) around the world that use vend. That speaks volumes. It is the perfect combination of good looks and rock-solid functionality that has made Vend the POS system of choice for many retailers around the world. Many have replaced their clunky old systems and successfully cut costs while improving sales.
We are POS systems specialists and certified Vend partners so we can help you switch to Vend or any of the other solution we support. We will supply and set-up all hardware and software, provide training and support on an ongoing basis. All you need to do is to request for your free business consultation and we'll take it from there.


Enjoy learning the basics: pivots, sideslips, Mith technique with the emphasis on boat control. Challenge yourself to complete my canoeing skills games and activities.
Optional Paddle Canada certification available. Canoe and paddling gear is available upon request.
We begin the day with the basics (Mith technique, pivots, sideslips, figure 8) progressing to fun manoeuvres in current (eddy turns) and more challenging skills and techniques.
Location: Beachburg ont. only 1.5 hrs west of Ottawa.
Start with a review of the basics: pivots, sideslips, Mith technique, figure 8. Then progress to manoeuvres in current: carving eddy turns ,surfing and using the current to make moves easier. The overall menu of topics covered will reflect your own particular interest.
Day 1. We review tandem whitewater basics: sideslips, Mith technique and figure 8. In the afternoon we move on to more challenging skills and techniques: back ferry, surfing, righting pry, and using the current to make moves easier.
Day 2. River day trip including sessions on scouting, river reading, techniques for staying dry in waves, boat scouting. When to back ferry when not to.
Learn to control your white water solo boat using 2x4 and arcing. From there we continue to progress from simple manoeuvres in current to fun challenging skills and techniques: surfing, righting pry, and using the current to make moves easier. Learning is fun and I strive to make sure you get the most of both out of your day!
Location: Almonte Ont. or Petit Nation R. Qc. in the spring, Beachburg Ont. in summer and fall.
Learn the basic solo Moving water canoe skills required to play in rapids. This course starts on flat water allowing you to perfect the strokes and manoeuvres. You'll learn the 2by4 technique, carving and try rolling your canoe.
Review of the skills and techniques to control your solo open canoe. Explore the magic of the "sail stroke" to utilize the force of the current.
Prerequisite: Intermediate solo mw canoe course or equivalent skills.
12 noon-4pm. Skills improvement session.
This session is for intermediate open canoeists who are willing to be surprised how fast their paddling will improve with some practice and coaching using a few slalom gates. We will do a short review of foundation skills, but focus will be practicing on the gates in moving water.
5:30pm- 7:30pm Slalom skills improvement session.
A coaching style evening session on how to run slalom gates. Perfect for intermediate to advanced paddlers looking to become more precise and unlock advanced techniques. We will begin the session with precision practice, then do a circuit on the course to learn how to run gates.
Special slalom canoes are not required.
Join me to learn the skills and techniques so you can safely try creeking this fall. This one day course focuses on specific creeking skills that you will not learn in any "regular" canoe course. Although the skills are advanced, we practice them on friendly class 2 whitewater.
* no group discounts on instructor courses.
This course prepares you to be able confidently instruct Intermediate or Introduction level skills courses. Encompassing theory sessions, practice teaching and group dynamics in an outdoor setting. You will be required to create and submit lesson plans, teach several topics and display intermediate tandem canoeing skills.
This course prepares you to be able confidently instruct advanced, Intermediate or Introduction level skills courses. Encompassing theory sessions, practice teaching and group dynamics in an outdoor setting. You will be required to create and submit lesson plans, teach several topics and display advanced tandem canoeing skills.
This course prepares you to be able confidently instruct advanced, Intermediate or Introduction level skills courses. Encompassing theory sessions, practice teaching and group dynamics in an outdoor setting. You will be required to create and submit lesson plans, teach several topics and display advanced Solo canoeing skills.
Have a group of would be instructors? Arrange an instructors course at a location near you.
Teachers canoe skills improvement sessions.
Increase your margin of safety and feel more confident on the water with your school group. This one or two day course is for teachers and volunteers that accompany school groups on outdoor ed. or club canoe trips.
As a group leader for kids there is so much to think about. Being confident in your canoeing ability allows you to pay more attention to the kids, assist the instructor and be a group asset rather than an observer.
Email me to schedule a course on your school boards PD. day.
Invoice/receipts available. Equipment supplied upon request.
Intermediate Lake Water Tandem Canoe, 2 day Certification course.
Learn the new skills progression that keeps your canoe open side up, so much more reliably. On your school group outings, these will be the techniques your instructor will be teaching your kids.
We begin with a solid review of the basics. This course is for basic/introductory level canoeists who would like to become intermediate level moving water paddlers.
Two evening sessions 30 minutes from Ottawa and 1 day session on your PD day within 1 hour of Ottawa.
Group rate for school groups available. All school group courses are based out of the Paddler Co-op in Palmer Rapids, Ontario. Email me paul@mailwork.ca for a quote.


text:
< Back to All Press Releases
AlienVault Closes New Financing Round of $52 Million Led by Institutional Venture Partners
Investment Accelerates Innovation, Speeds Growth in Unified Security Management, Threat Intelligence Markets
SAN MATEO, CA – August 19, 2015 – AlienVault™, the leading provider of Unified Security Management™ and crowd-sourced threat intelligence, today announced it has closed a $52 million Series E funding round, which brings the company's total funding raised to nearly $116 million. New investor Institutional Venture Partners (IVP) led the round with strong participation from existing investors, including Trident Capital, Kleiner Perkins Caufield & Byers, GGV Capital, Correlation Ventures, Intel Capital, Jackson Square Ventures and Top Tier Capital Partners.
As part of the funding, Steve Harrick, General Partner at IVP, will join the board of directors as an observer. The company will use the funding to scale its global sales and marketing programs and to increase investments in product innovation for its Unified Security Management (USM) platform and Open Threat Exchange (OTX), its open threat intelligence community that enables collaborative defense with actionable, community-powered threat data.
AlienVault recently marked another record year, with bookings growth exceeding 65 percent year over year and new customer growth exceeding 75 percent year over year. Today, more than 2,000 customers and government organizations including Columbia University, Peet's Coffee & Tea, NASA and Save Mart rely on the AlienVault USM platform and OTX to detect, defend against, and respond to today's cybersecurity threats in minutes. AlienVault was once again positioned in the Visionary quadrant of the 2015 Gartner Magic Quadrant for Security Information and Event Management (SIEM), which recognizes the value of its innovative approach to deliver affordable security solutions for organizations of all sizes.
"With today's rapidly changing threat landscape, technology alone is not enough in the battle against cyber crime. At AlienVault, we unify the security products, intelligence and community which enable all organizations – regardless of size – to quickly detect and respond to today's threats," said Barmak Meftah, president and CEO of AlienVault. "This round of funding will allow us to make the investments needed to rapidly expand our reach into this large market opportunity."
Gartner predicts global cybersecurity spending will reach $76.9 billion this year as organizations become more "threat-aware." However, many mid-market companies lack the IT budget and technical expertise needed to deploy numerous point security products and gather and analyze enough actionable information to stay ahead of threats. AlienVault USM is the only all-in-one, affordable solution that accelerates threat detection and incident response, particularly for IT teams with limited resources – budget, people or technology.
"AlienVault is a security visionary, focused on developing a new category of unified security management and actionable threat intelligence. Their products help companies detect and deflect targeted attacks in an efficient and timely manner," said Steve Harrick, General Partner at IVP. "AlienVault offers organizations a unique solution to protect their sensitive data and core infrastructure. We were especially impressed by the company's strong executive team and board, their practical approach to the market and their enthusiastic and devoted customers."
The funding round follows AlienVault's appointment of Brian Robins, who previously held executive management positions at CSC, Verisign, and Neustar, as the company's CFO. The company also recently released new versions of USM and OTX, and introduced USM for Amazon Web Services (AWS).
Sign up to participate in OTX
Explore our OTX Partners
Get more information on AlienVault USM platform
Download a free 30-day trial of AlienVault USM
Follow us on Twitter, LinkedIn, Facebook
About Institutional Venture Partners (IVP)
With $5.4 billion of committed capital, Institutional Venture Partners (IVP) is one of the premier later-stage venture capital and growth equity firms in the United States. Founded in 1980, IVP has invested in over 300 companies and 102 have gone public. IVP is one of the top-performing firms in the industry and has a 34-year IRR of 43.2%. IVP specializes in venture growth investments, industry rollups, founder liquidity transactions and select public market investments. IVP investments include such notable companies as AppDynamics, ArcSight (HPQ), Buddy Media (CRM), ComScore (SCOR), Datalogix (ORCL), Domo, Dropbox, Dropcam (GOOG), Fleetmatics (FLTX), HomeAway (AWAY), Kayak (PCLN), LegalZoom, LifeLock (LOCK), Marketo (MKTO), MySQL (ORCL), Netflix (NFLX), Omniture (ADBE), OnDeck (ONDK), Prosper, Pure Storage, RetailMeNot (SALE), Shazam, Slack, Snapchat, SoundCloud, Supercell, Synchronoss (SNCR), The Honest Company, Twitter (TWTR), Zenefits, and Zynga (ZNGA). For more information, visit http://www.ivp.com or follow IVP on Twitter: @ivp.
AT&T Cybersecurity
Email: ljohnson@alienvault.com