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Whether evaluating the environmental risk associated with an operating company, a proposed merger or acquisition, purchasing, developing, managing or selling real estate, seeking environmental approvals for an existing or new project, or managing litigation stemming from contamination, companies turn to us for environmental advice. With a client base spanning the range of manufacturing, automotive, steel, real estate, food processing, chemicals, petrochemical, energy, natural resources, utilities, transportation and waste management, to name a few, our environmental group assists clients to identify and resolve issues locally, nationally and internationally.
We focus on finding practical solutions in the most efficient manner possible.
We have built strong relationships with businesses, consultants, lawyers, governmental agencies and non-governmental organizations around the world, which allows us to provide timely, efficient solutions to the various legal, technical and public policy issues facing our clients.
Bennett Jones LLP's first-class environmental law group is recognized for its experience in environmental impact assessments related to major infrastructure projects, particularly in the areas of energy and natural resources, which lines up nicely with its firm-wide strength.
The core of our practice involves compliance matters, including the management of environmental risks, as well as the advancement of sustainability (which include compliance and "beyond compliance" elements). Our practice covers many different areas, including the development of environmental/sustainability policies and implementation practices and procedures; relevant and practical proactive (and where necessary reactive) compliance advice; the management of litigation risks; assisting with the purchase, sale and management of properties and businesses; the management and development of contaminated properties, including site investigations, remediation work and brownfield initiatives; conducting environmental assessments for projects, including in the energy sector; assisting with insolvency matters, including with respect to environmental liabilities related to an insolvent or bankrupt company; and obtaining approvals for projects and facilities. We appear in court and before various tribunals and boards to represent clients on liability and enforcement proceedings arising out of contaminated sites, and prosecutions under federal and provincial statutes, as well as municipal by-laws.
Defining and Driving ESG Within Your Organization Summary Paper
We advise buyers, sellers, investors, lenders, borrowers, property managers, underwriters and financial advisors about the various environmental risks related to business and transactions, including the identification of liabilities and the proper management and allocation of these liabilities. This can also include advising on various insurance products that may be available for environmental matters.
Radha D. Curpen, Vice Chair, Vancouver Managing Partner and National Leader, ESG Strategy and Solutions
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Wilbur-Ellis Holdings II, Inc., in its acquisition of Nachurs Alpine Solutions.
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Environmental consultants in the defence of negligence claims related to TCE/PCE contamination on a commercial site in Ontario.
Shell Canada Products, in environmental matters regarding a proposed refinery expansion project.
An international carbon emissions broker, in a Clean Development Mechanism transaction involving the purchase and sale of over $1 billion in certified emissions reductions (CERs).
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Natsource CF Corporation, in the completion of a series of transactions involving the forward purchase and syndicated onward sale of approximately 44 million certified emission reductions expected to be created by a nitrous oxide decomposition project in China.
North West Upgrading Inc., in all regulatory and environmental approvals associated with the construction, operation, and reclamation of a bitumen upgrader to be located near Edmonton; capital cost estimated to be approximately $4 billion.
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Chambers Canada
Ranked Band 1, Environment
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We are delighted to welcome you to our continental -style restaurant and coffee house in the Lake District. We are sure you will agree the atmosphere is ambient and the food great,so you can dine in style and comfort.
Francine's is a relaxed and friendly bistro-styled restaurant with an a-la-carte menu and daily additions boards available with a great wine list and a large selection of local speciality ales.
Evenings are especially popular with people seeking a quieter place to eat well. Seafood is our passion at Francine's with freshly prepared lobster in various dishes with large bowls of steaming mussels and fish casseroles.
Daytime at Francine's for a coffee or tea with homemade cakes, biscuits or scones or for that special lunch from our extensive lunchtime menu.


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Tomorrows World
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Dimas Wood (born 25 March 1976) is a Spanish sailor. He competed in the men's 470 event at the 2004 Summer Olympics.

References

External links

1976 births
Living people
Spanish male sailors (sport)
Olympic sailors of Spain
Sailors at the 2004 Summer Olympics – 470
Place of birth missing (living people)

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Pulselive.co.ke
Kenyan Woman takes on the $532 billion beauty industry with bold business venture that celebrates African ordinary women shunned by mainstream industry
george tubei
Kenyan Woman takes on the $532 billion beauty industry with bold business venture that celebrates African ordinary women shunned by mainstream industry.
In Kenya, the beauty and cosmetics industry has become the new hub of investment that is pulling in both foreign and local entrepreneurs to establish new lines of beauty products.
Despite its attractiveness, however, 70% of women say they still don't feel represented in the images they see on beauty brands every day.
This contradiction propelled by mainstream beauty industry is what pushed one Brenda Wangeci to launch her beauty line targeting ordinary African women.
The beauty industry is one of the biggest money spinners in the world today. It is valued at $532 billion, according to a new report from retail analytics firm Edited.
It is no wonder why everyone wants a slice of the fast growing industry from wealthy business magnets in the west and Asia to enterprising entrepreneurs in Sub Saharan Africa.
A cosmetic shop in Kenya. (Coastweek)
As of 2017, Kenya's color cosmetics market was estimated to be worth Sh5.4 billion and was expected to hit upwards of Sh 6.6 billion by the end of 2018.
Despite its attractiveness, however, the beauty industry is packed with lies, half truths and utter ugly facts that has refused to go away. To date, global brands continue to impose unrealistic beauty standards, presenting a narrow view of who women are, what they should look like, and what they can achieve.
As a result, 70% of women say they still don't feel represented in the images they see on beauty brands every day, according to a survey done by Dove in partnership with Getty Images and Girlgaze early this year dubbed #ShowUs.
Somebody had to stand up for African women
Brenda Wangeci, founder, Untamed Beauty Kenya.
Ordinary African women have it even harder and continue to be fed with lies that only 'lighter and thinner' women are the true definition of beauty.
This pure contradiction further propelled by Kenya's mainstream beauty industry is what pushed one Brenda Wangeci to say enough is enough and launch her beauty line targeting ordinary everyday women often shunned and looked down upon by beauty brands.
"Untamed Beauty is a cosmetic line which focuses on providing luxury high quality products for less to the Kenyan/ African woman in mind while shattering all stereotypes of beauty." Wangeci, the founder of Untamed Beauty told Business Insider SSA.
Untamed Beauty Kenya.
Brenda, who in her 20's modelled for fashion designers in Asia and Middle East and too many times was passed for a job because she was either too short, too skinny or too dark, says she is on a mission to disrupt and diversify the existing beauty ideal.
"I've always been passionate about the Beauty industry and I knew when I quit my corporate career I would get into it."
And so when she quit her 9am - 5pm job as a lawyer specializing in compliance, she decided to create a product that celebrates African ordinary women not vilify them.
"I was inspired by the fact that the local market is ready for Kenyan brands that are authentic, designed with the Kenyan market in mind while providing great quality. I'm also inspired to be in the game and being a rebel who shatters all stereotypes of beauty while sending the message to all Kenyan/African women to show up unapologetically and feel beautiful in their own skin." says Ms. Wangeci.
The birth of untamed Beauty
Brenda Wangeci uses models who represents ordinary women on the streets and features natural Kenyan women of all shades and shapes you won't otherwise see on billboards.
Ms. Wangeci then pumped her entire life saving worth Sh6 million ($ 60,000) and launched untamed Beauty Kenya with ordinary Kenyan women in mind.
"I also wanted to bridge the gap by offering luxurious products for less. Most luxurious products are highly priced and out of reach for most Kenyans. Untamed beauty offers high quality products that are affordable."
So far, her company has five products ranging from Lipsticks, Eye Shadows, Face serums, to Anti-aging hair spray. African skin tends to dry up and become ashy when dry and most beauty products in the market today don't offer much help since most of them were made with white women in mind, Wangeci says untamed beauty is different.
"Our quality is top notch but affordable. Our products have been designed with Kenyans/ Africans in mind. From the shades and hues. We are Kenyan and we will sell Kenya to the World.
We source our lipsticks and eye shadows from Korea. Our Serums are made in Paris, France. Our Shea butter is from Northern Uganda while our Anti-Aging gray spray is from Egypt."
Going local
Untamed beauty incorporates local slang words in their products to connect with Nairobi's millennials and those young at heart.
To endear herself with Kenyan women, Wangeci uses models who represents ordinary women on the streets and features natural Kenyan women of all shades and shapes you won't otherwise see on billboards.
She has also incorporated local slang words in her products to further connect with Nairobi's millennials and those young at heart.
"We decided to name our products in a way that the Kenyan market could relate. It has been received very well by the market."
Her business has not been short of its fair share of challenges though. Her main challenge is lack of local capacity to fulfil her orders.
"We must source everything from abroad. Even the containers. For instance, I couldn't get containers to package our shea butter locally and I had to buy the containers from India. Another challenge is that we are up against major international players who have a massive marketing budget. Convincing the market that our products are just as good as the international players if not better but also more affordable."
Best move of her life
Untamed Beauty is a cosmetic line which focuses on providing luxury high quality products for less to the Kenyan/ African woman in mind while shattering all stereotypes of beauty.
That said, Ms Wangeci is glad she made the move to take on the global beauty industry worth $532 billion and she is currently enjoying her small victories as she eyes the ultimate price.
"One of our eye palette – NairoBerry went viral which made Kenyans curious about us. Our campaign video was also received very well as most women could see themselves in our models. So far we have received great reviews on our eye palettes and lipsticks as well."
At the end of it all, Ms Wangeci says it is time African women show up unapologetically and be their true selves knowing that they are beautiful just the way they are.
"The time for Kenya and Africa is now. The whole world is looking at us and this is the time to show what we are made of. It's an exciting time to be alive. We are changing the narrative one day at a time."
Source: Pulse Live Kenya
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In a society where anyone can be anything they want, people are never quite what they seem. Everyone tries to be a little bit more than they are. This course explores the phenomenon of "passing"--posing as something or someone you are not--and its relation to the "American dream" of self making. What is the difference between an ambitious person on the rise and a fraud? Between a con man and an entrepreneur? How does passing affect or transform one's identity? Can anyone pass as anything? What if any are the limits imposed by race, class and gender? We will examine this phenomenon of self making partly through fiction, autobiography, movies and theoretical texts, but also through the use of detective novels and non-fiction works on criminology.
Read Edgar Allan Poe, "Man of the Crowd" and Ian Hacking, "Making up People" (handout). Read "Francis Galton and Composite Types." Read "What's my crime?"
Read Mark Twain, Pudd'nhead Wilson. Read Joshua Rothman, Notorious in the Neighborhood, chapter 6 (handout) Discussion of Barnum's "What is it?"


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Horsehair Worms in Bathrooms
By Chris Williams on November 14, 2011.
Q. I am totally freaked out by this thing that I found in my toilet! It looks like a very long worm, or worms, I can't tell since it's sort of a mass, and it moves. I managed to put it in a jar because I'm worried that it's a tapeworm or something that came out of one of us! Have you ever heard about anything like this?
A. We don't hear about this worm very often, but when we do, people are pretty panicked. Don't be. If your worm matches this description, it is probably a horsehair worm, also called a Gordian worm, and it's harmless. These blackish worms are very thin (like a horse's hair!) but can be more than a foot in length. They're usually found knotted up in a loose ball which is how they got the name, Gordian worm. Supposedly, the ball resembles one created by King Gordius in a Greek myth.
Horsehair worms are not insects or tapeworms; they are semiaquatic roundworms that are related to nematodes. This worm didn't come from a human or pet and it doesn't parasitize humans or pets. It parasitizes insects and no doubt came out of the body of a cricket or other insect that ended up in your house.
Outside, horsehair worms are often found in water sources such as ponds, rain puddles, swimming pools, and drinking troughs. They got their name because of an old belief that they developed from horsehairs that feel into horse watering troughs and came alive! Occasionally, they're found indoors in sinks, toilets, tubs, or pet water bowls.
Here's how that horsehair worm ended up in your toilet. A female horsehair worm deposits a string of eggs in water. The parasitic larvae that hatch need to complete their development inside the body of a relatively large insect. The larvae are ingested by a cricket, cockroach, beetle, or other insect that can then find its way into your home. When that insect gets near water or even a wet area, the mature parasitic worm suddenly emerges from its body, hoping to continue its aquatic life. The worm is whitish when inside the insect's body but turns dark after emerging. It's unusual, but your host insect must have been in or on the toilet when the worm emerged from its body. If you think about it, you may remember seeing the dead or dying host insect in the toilet or nearby.
Horsehair worms are not a common occurrence and it's rare to find more than one horsehair worm in a home. They're more common in homes in the fall when crickets and other insects tend to move indoors. Horsehair worms do not parasitize humans or pets, so if one was accidentally swallowed, it would pass through the body without harm.
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The 2017 BCHN Symposium & Annual Meeting was held on May 23 at Montefiore's Grand Hall. An informative panel discussion, titled "Through the Looking Glass: Visioning the Healthcare Landscape," was moderated by Board of Directors member Marjorie A. Cadogan, Executive Deputy Commissioner, NYC Human Resources Administration Office of Health Insurance Access. Panelists included Anne Karl, Partner, Manatt, Phelps & Phillips, LLP; Dr. David Collymore, Chief Medical Officer, Acacia Network; Lacey Clarke, Assistant Director of Policy Community Health Care Association of NYS (CHCANYS); and David Menashy, Associate Vice President, Finance, Montefiore Health System.
Look for video from the Symposium to be published at BCHNHealth.org on June 6.
Officers and members of BCHN's Board of Directors posed for a photo following the Symposium & Annual Meeting. Pictured above (from left to right): Victor Quarshie; Arthur G. Edwards; Richard Thomas, Vice President; Marjorie A. Cadogan; John Ruiz, Millie Pacheco; Charles Barnett, Recording Secretary; and Eduardo Alayon, who will serve as President for a third year.
During the Symposium & Annual Meeting, BCHN chief medical officer Dr. Jay Izes presented Leadership Awards to Montefiore Medical Group's Dr. Robert S. Beil and Jennifer Leone.
Dr. Robert Beil came to the Bronx after finishing his undergraduate work at Washington University in St. Louis and medical school at the University of Cincinnati. His residency started during some of the darkest days of the American HIV epidemic, when the average lifespan of patients from HIV diagnosis was 2 years and a multi-drug resistance tuberculosis epidemic was sweeping the Bronx. He witnessed firsthand in 1995 as revolutionary HIV medications became available and many of his patients went from having no hope of survival to having the power to survive and thrive. This inspired him to pursue a career in HIV medicine.
Dr. Beil accepted a position as HIV coordinator at CHCC in 1998. In 2001, he became Medical Director of the BCHN and MMG CICERO Program. In the past 16 years, the CICERO Program has provided high quality medical care for over 3,000 HIV positive clients.
Dr. Beil founded and was a board member of the Bronx Community Pride Center for its entire 16 year existence. He sits on QI oversight committees for the New York AIDS Institute and the Callen Lorde Community Health Center. More recently he has led Montefiore's efforts to build a transgender health care program. The Transgender Health Working Group now has over 25 members from 12 disciplines, and Montefiore will be performing it's first gender affirming genital surgery in over 20 years this month. He has also been a leader in the provision of HIV pre-exposure prophylaxis (PrEP) and aided the development of the capacity of BCHN, Montefiore and Einstein to deliver this HIV prevention method to over 500 persons at elevated risk for HIV infection.
Jennifer Leone has 23 years of diverse healthcare experience working in various settings including long term and acute care facilities, community based organizations to her most recent position within the primary care. She has held various roles at Montefiore ranging from Dietitian to WIC Director to Manager of Patient Health Education to her current role as Assistant Director of Quality and Performance Improvement at Montefiore Medical Group.
Ms. Leone earned a bachelor's degree in nutrition and food science from Hunter College, and a master's in public health from New York Medical College.
Her many accomplishments include the implementation of evidence-based patient health education programs, and collaboration with community partners to start a farmers' market in Morris Park section of the Bronx.
Ms. Leone is a skilled collaborator, who brings people together to align goals and create synergies. With a patient centric focus, she advocates for and builds programs to engage and empower patients to become active partners in the health care team.
Longtime BCHN Board of Directors member Florence Criscuolo was to receive this year's Distinguished Service Award at our Symposium and Annual Meeting. Sadly, she passed away on May 2 at age 99. Ms. Criscuolo's family was on hand accept the award on her behalf. Also pictured above are BCHN project director Nancy Padilla-Manus, chief executive officer Eleanor Larrier, and Board of Directors president Eduardo Alayon.
The tribute below was written by BCHN chief executive officer Eleanor Larrier.
At four years old, Florence Criscuolo moved with her family from a Manhattan brownstone apartment to a house built by her father in the Bronx, then a part of Westchester County. For the next 95 years, she grew up, got married, raised three children and lived in that same house until her death at home on May 2, 2017. That was barely two months after her resignation from BCHN's Board of Directors and five months away from her 100th birthday.
Ms. Criscuolo's life and career are distinguished by tenacity, dedication and commitment to community service. After 30 years as an employee in the New York City School System, she filled her life as a retiree with volunteer activities. Ms. Criscuolo volunteered as an ambulance driver taking cancer patients to and from doctors' appointments, after she recovered from an injury with a very poor prognosis. She joined the Community Advisory Board at Montefiore's Comprehensive Family Care Center (CFCC), serving there for several decades. In 1999, she became a member of BCHN's Board of Directors. As chairperson of CFCC's CAB and serving various BCHN Board offices, most recently as Co-Chairperson of the Governance Committee, Ms. Criscuolo was a tireless advocate for health center patients. Her success in Board member recruitment and voter registration campaigns are a testament to Ms. Criscuolo's warm and caring personality.
And yes, over the years Ms. Criscuolo found time for much more than we list here, especially service at First Presbyterian Church of Throggs Neck where she sang in the choir and served as liaison to the NYC Presbytery Mission Review Board for several Bronx churches. She was a volunteer fundraiser for United Cerebral Palsy; served monthly at St Peter's soup kitchen; was a member of Community Board 11, St. Benedict's Senior Club, the local AARP and speaker on senior topics, the Italian Club, and Coordinator of Polls for the Board of Elections.
In her signature red high heel shoes Ms. Criscuolo was a consummate professional. Diminutive in stature, she stood shoulders above others as a community leader. Her family says, "She encouraged others to never give up and was a witness to the Lord's love in her life. She was a vital and strong woman in her beliefs and convictions and was not afraid to stand and be a voice for what she believed in." We at BCHN are proud of Ms. Criscuolo's service and are pleased that we were able to express our thanks and appreciation while she was alive. We were also delighted to present BCHN's Distinguished Service Award to Ms. Criscuolo's daughters, Helen Coyle and June Carol Kittel.
CHCC and CFCC Celebrate 50th Anniversaries!
On May 19, ceremonies were held simultaneously at Montefiore's Comprehensive Health Care Center (CHCC) and Comprehensive Family Care Center (CFCC) to celebrate their 50th anniversary. The ceremony at CHCC kicked off with remarks from Montefiore Health System's chief operating officer, Dr. Philip O. Ozuah, pictured above with BCHN chief executive officer Eleanor Larrier and Board of Directors president Eduardo Alayon. Dr. Ozuah spoke passionately about his formative years as a physician at CHCC, his admiration for the staff, and his appreciation for Montefiore's longstanding partnership with BCHN. Along with Family Health Center, CHCC and CFCC were the first community health centers to join the BCHN network in 1997. In her remarks, Ms. Larrier shared the history and importance of the community health center movement.
You can watch the entire CHCC 50th anniversary ceremony in the video below.
The celebration at CFCC was kicked off by Montefiore Health System's chief medical officer, Dr. Andrew Racine, pictured above with Carol Lau, CFCC Administrator; CFCC counder and BCHN Advisory Council chairperson Dr. Katherine S. Lobach, Professor Emerita of Pediatrics Albert Einstein College of Medicine, Montefiore Medical Center; BCHN chief financial officer Sharon Edwards; and Ms. Dunn, a member of one of the first patient families at CFCC. Dr. Lobach was the first administrator at CFCC, then known as the Comprehensive Child Care Project (CCCP).
In the vignette below written for the BCHN newsletter, Dr. Lobach recalls the early days at CFCC.
In the beginning it was "CCCP", Comprehensive Child Care Project, because we were a federal "Children and Youth Project" supported entirely by grant funds to provide a full range of health services from birth to age 18 years. But before our first newborn patient had reached the age of 15, we had progressed from being a proud exemplar of Lyndon Johnson's 'War on Poverty" to struggling for survival in President Ronald Reagan's war against poor people. That experience has made some of us better prepared for what may be ahead in the present era. For instance we first encountered the idea of a "block grant", when they decided to change the funding for the programs into a (smaller) lump sum, sent directly to the states, and let the chips fall where they may. What saved us was the decision to make us eligible to bill Medicaid. Now today we face the possibility that Medicaid itself might become a block grant!
Nevertheless, long before the deluge, we had the means and flexibility to create what we thought was an ideal system of care: we identified newborns in the Jacobi nursery and offered registration to them and all their siblings. They would be assigned to their own team of an attending pediatrician, a nurse and a social worker for evaluation and ongoing care. (Later, some of the nurses trained to become nurse-practitioners under our sponsorship.) At least one home visit was made as part of the initial assessment, and a long term plan of care for the family was developed. It included nutrition services --WIC was just getting underway, and the first program in the state was housed with us. (Agnes Brooks, a leader in public health nutrition was a respected member of our staff, and was responsible for making this happen.) Regularly scheduled dental care was also an important element of the comprehensive approach. A system of night and weekend call was set up so families would not need to make unnecessary emergency room visits.
Of course, an ideal system needs to be housed in an ideal facility, and we had the good fortune to be able to design and have built the kind of space and layout that would fit our needs. At first, we occupied the entire first floor of the new building at 1175 Morris Park Avenue, which would later be named the Rousso Building. Among other amenities, it included a large playroom, adjacent to the waiting area, well equipped with toys and books, and staffed by a full time associate who conducted developmental screenings. And thereby hangs a tale.
One day, the playroom supervisor came to me and complained that the books were disappearing. She thought the children were taking them home! To us that was good news, and we began to budget for book replacements. This "borrowing" remained informal, and it was not till years later that our colleagues in Boston created the concept of "Reach Out and Read". Nevertheless, after our rather primitive beginning, it is heartening to know that ROR is now an integral part of the pediatric visit in today's CFCC.
As the years went by, the CCC "Project" grew and changed. Some of the early features were lost, while new ones appeared and flourished. Yet its basic mission will always remain the same: to use all available means to promote the health and well-being of every child and family being served.
The opioid epidemic in New York City is the focus of The Groundtruth Project podcast's new season. The most recent episode, "Chapter 4 - A Better Way to Treat Addiction: A New Standard fo Care in the South Bronx," highlights the work of CHCC's Dr. Chinazo Cunningham and BCHN community health worker Yaritza Holguin, who provides Naloxone workshops for patients and community residents. Listen to the episode here.
On May 19, BCHN joined forces with Borough President Ruben Diaz Jr. and other local organizations on Health Day during the Bronx Week annual celebration. Our Community Health Promotion and Education Program team conducted information sessions on sugar-sweetened beverages, stress and health, and the importance of watching your salt intake.
Pictured above are community health work supervisor Patrizia Bernard, community health worker Michelle Forrester, health educator Arousiag Markarian, and community health worker Rosemarie Archilla.
Pictured above are community health workers Stephanie De Los Santos, Ndeye NGom-Mbacke and Rhea Chandler with community health programs developer Renee Whiskey.
Pictured above, community health workers Aminatta Ulaba-Samura, Noelle Rosa, Yaritza Holguin and Lilibeth Castillo demonstrate for a community member, with the help of a storyboard, how stress effects the mind, body and overall health.
On May 21, BCHN teamed up with Family Health Center, Village Care and community residents to form the CICERO Warriors AIDS Walk team. In a year when health care is front and center in the nation's public discourse, 20,000 New Yorkers turned out for the 32nd annual AIDS Walk, sponsored by Gay Men's Health Crisis, which raises funds for that agency and several dozen other AIDS services groups in the tri-state area. Outpacing last year's haul by roughly $85,000, the event raised an estimated $4.59 million, according to figures from GMHC.
BCHN also partnered with Quest Diagnostics this year to celebrate heroes in the HIV/AIDS community. A radio ad aired throughout the month of May on iHeartRadio stations featuring CICERO Community Advisory Board chairperson Sylvia Young. Listen to the ad here.
Improving access to healthy food and beverage options is a key element of the Bronx REACH CHAMPS initiative. BCHN has been working with the Montefiore Officie of Community and Pulation Health's (OCPH) Healthy Store Initiative to bring these healthier changes to local bodegas. During Bronx Week, two patient walking groups, and the staff of one of the centers in our network, walked to three of the bodegas that have implemented numerous changes to meeting the criteria laid out by the NYC Department of Health and Mental Hygiene (DOHMH) Shop Healthy program.
On May 12, staff members from Williamsbridge Family Practice made their way to Gold Grill Deli Grocery to sample items on the new menu, including the Bronx Salad. In addition to patient walks, the health center is considering using Gold Grill to cater meetings.
The two patient walking groups were led by BCHN community health worker Pedro Gonzalez and Montefiore health educator Nereyda Franco.
On May 16, patients from University Avenue Family Practice walked to Mango Grocery & Meat Market. Pictured above with the patients are OCPH's senior project manager Elizabeth Spurrell-Huss and outreach representative Aneka Wynter, along with Mango owner Sandy Ortiz.
On May 17 (above), the University Avenue Family Practice walking group traveled to Bronx New Way Deli. Joining the group was Ranell Ogilvie, community liaison from the office of Senator Jamaal T. Bailey.
During the month of June, look for videos from all three Bronx Week walks.
The new Fordham Plaza Greenmarket will be running on Wednesdays from 8:00 AM to 4:00 PM from June 7 to December 20. On June 2, the Fordham Road Business Improvement District is hosting a kick-off event featuring health education, food demonstrations, art exhibits, music, games and giveaways. Be sure to stop by the BCHN table to say hello on Friday from 4:00 PM to 8:00 PM.
Meet other community leaders, and find out how you can engage your organization to create a fundraising plan and increase funding streams.


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These days, you don't have to go far to earn extra income — or turn a side project into a full-time enterprise.
In fact, you might not even need to leave your house. You certainly don't have to spend all day at a rented office that eats into your bottom line.
Countless solo entrepreneurs have discovered the benefits of earning extra income at home. With these six reliable work-at-home opportunities, you can too. Which do you feel is best suited to your skills?
All you need to power a successful at-home tutoring gig is a fast Internet connection, a video chat interface, and a reasonable amount of knowledge in your chosen subject areas.
Finding clients isn't too difficult, either — most tutors use a combination of local word of mouth (referrals) and digital marketing.
Want to earn money and support the causes you care about?
Fundraising distributors sell effective fundraising products to charities, civic organizations, school groups, and others seeking to raise money for their work. As sources at ABC Fundraising tell us, full-time fundraising distributors can earn anywhere from $500 to more than $5,000 per month working from home.
Are you proficient in a language other than English? You probably have what it takes to work as a translator.
The nature of your translation work will depend on your skills (or what you're willing to learn) and demand, but professional services providers (particularly public service law and medicine) always need help.
At-home customer support reps are in high demand these days.
Why drive miles and miles to work at a dungeon-like call center when you could do basically the same job from the comfort of your home office?
All you need is a headset, a computer capable of running call-handling software, and a positive attitude.
Speaking of a positive attitude: "virtual assistant" might sound like a remote, lowly gig, but it's nothing to sneeze at.
The best virtual assistants are true jacks and jills of all trades — and the types who know what clients want before they do.
These days, transcription software is reasonably good at converting the (clearly) spoken word into text. It's not so good at making sense of specialized jargon, however.
One of the top niches for specialized transcriptionists is medicine — turning providers' rapidly spoken notes into concise, accurate summaries of patient interactions, radiological reports, and the like.
Don't worry: you don't need to complete medical school to qualify for one of these jobs; a few months of training will do.
One of the biggest advantages of working from home is the overhead — or, rather, the lack thereof.
Sure, operating a home office requires some out of pocket expenditures: utilities, computing equipment, furniture, office supplies. But off-premises offices come with all those expenses, and then some. You don't need to pay rent on your home office, and your 20-foot commute won't cost you a dime.
Working from home has its drawbacks, too. Cost isn't one of them. Are you ready to earn more while paying less?
Tutor sounds good Erik; my wife did this for a bit, teaching English to Chinese students.
Wonderful List of work at home opportunities. Online teaching and virtual assistant is one of the popular work at home opportunities.


text:
Theoretical Economics Letters > Vol.7 No.5, August 2017
A Reexamination of "The Hidden Return to Incentives" ()
Jing Davis1, Steven Schwartz2*, Richard Young3
1Argyros School of Business and Economics, Chapman University, Orange, CA, USA.
2School of Management, Binghamton University, Binghamton, NY, USA.
3Fisher College of Business, The Ohio State University, Columbus, OH, USA.
DOI: 10.4236/tel.2017.75101 PDF HTML XML 895 Downloads 1,517 Views Citations
Prior literature has observed a "hidden return to incentives" where principals receive more cooperation from agents when formal incentives are available but not used than when not available. Previous experiments are replicated using a gift-exchange rather than a trust game. Hidden returns to incentives are not observed, and in fact the results show the opposite. Suggestions for future research are provided.
Incentives, Trust Game, Gift-Exchange Game
Share and Cite:
Davis, J. , Schwartz, S. and Young, R. (2017) A Reexamination of "The Hidden Return to Incentives". Theoretical Economics Letters, 7, 1505-1510. doi: 10.4236/tel.2017.75101.
Several studies have identified a hidden cost of incentives [1] [2] [3] . A hidden cost of incentives occurs when intrinsically motivated behaviors such as reciprocity, honesty and fairness that otherwise would be present in the absence of formal incentives are withheld in their presence. These costs may be accentuated when the choice to use formal incentives is made by an individual seeking to gain from their use and the individual who is the subject of the incentives is aware of the deliberate choice.
Also identified in the literature is a hidden return to incentives (HRTI). HRTI occurs when the decision maker has a choice to use formal incentives, but declines. Fehr & List [2] and Fehr & Rockenbach [3] report on experiments using the trust game [4] and find HRTI. In comparing the condition where incentives are available but not chosen by the trustor to the condition where no incentives are available, reciprocity by the trustee is higher in the former.
In a more recent experiment, [5] use variations on the gift-exchange game to study incentives, but fail to find HRTI. Even more surprising, the introduction of an option to use incentives reduces reciprocity when the option is not taken compared to when it is unavailable. A potential explanation for this failure to replicate is the inherent differences in the gift-exchange and trust games and how the parties view their relationship.1 That is, the difference in games may alter how the individuals frame their decision.
We conduct a gift-exchange experiment that investigates HRTI using design choices that more closely follow the trust games experiments than [5] .2 Despite the remaining differences in the games, our results are similar to those of [5] , in that the introduction of an option to use incentives reduces reciprocity when not chosen relative to when not available. Our results appear to call into question the robustness of the HRTI. We conclude by suggesting several follow-up experiments.
Fehr & List [2] and Fehr & Rockenbach [3] report on largely identical experiments based on the trust game. In their Trust game both the trustor and trustee receive the same endowment, w. The trustor chooses an integer x ≤ w, to transfer to the trustee. The transferred amount is tripled, becoming 3x. The trustor requests that an amount y' be returned to her; y' is payoff irrelevant. The trustee learns of y', and then decides an integer amount y ≤ 3x, to be returned to the trustor. The trustor's and trustee's earnings are (w − x + y) and (w + 3x − y), respectively. In both studies w is set to 10 experimental units.
In their Trust with Punishment variation of the game (TWP), the trustor may choose to play the Trust game with the trustee, or alternatively, may choose a formal contract with the trustee wherein the trustee must pay a fine of 4 to the experimenter if y < y'. Before making his decision, the trustee knows which option the trustor has chosen. In TWP, y' becomes payoff relevant only if the punishment option is taken. Note further the sub-game if the principal refrains from punishment in TWP and the Trust game are identical. The basic result that emerges is that both x and y are greater in TWP when the trustor refrains from punishment than in Trust where punishment is not available. Fehr and List label this HRTI.
Kuang & Moser [5] employ a gift-exchange game very similar to that found in [6] . A gift-exchange game differs from a trust game in two primary ways. While a gift-exchange has a transfer from the trustor to the trustee and a return from the trustee to the trustor (in the form or "effort"), it is the choice of the trustee that increases social welfare, not the trustor. Perhaps more importantly, the game is usually framed as an employment relationship rather than just two individuals interacting.
Kuang & Moser [5] have a Gift-Exchange treatment, which uses a basic gift- exchange game without the possibility of punishment that is analogous to Trust in the experiment of [2] and [3] . They also have a Choice treatment, wherein the trustor chooses between (1) a basic gift-exchange game and (2) a formal "forcing contract", wherein it is incentive compatible to choose the efficient effort level. Note the difference between [5] and trust experiments: in TWP only a return of 4 is incentive compatible, which is not efficient, whereas in [5] social efficient effort is incentive compatible. In contrast to HRTI, wages, effort and trustor earnings are lower when formal incentives are declined than when unavailable.
3. Method
In order to further examine the robustness of HRTI we administer a gift-ex- change game with the same parameters as [5] , but otherwise more closely following the protocols of the aforementioned trust games. Specifically, socially efficient levels of effort are not incentive compatible and the principal makes an effort level request analogous to the "return" requests in [2] and [3] .
The principal chooses to pay an agent a wage w, where w ∈ { 2 0 , 21 , ⋯ , 12 0 } . After learning the wage, the agent selects an effort, e, where e ∈ { 0.1 , 0.2 , ⋯ , 1 } . The principal's earnings are e(120 − w). The agent's earnings are w − c(e), where c(e) is the cost of effort to the agent. The relationship between effort and costs is shown below:
Two treatments were administered. In both treatments the principal requests a level of effort from the agent, e'. In the Gift-Exchange treatment the game is played as described above, and e' is not payoff relevant. The equilibrium is for the principal to set w = 20 and for the agent to set e = 0.1.
In the Choice treatment, the principal can choose to either play a gift-ex- change game as described above, or a gift-exchange game with punishment. The punishment is in the form of a fine of 6 paid by the agent to the experimenter if e < e'. The principal also surrenders 2 to the experimenter if the fine is administered. If the punishment is chosen, e' becomes payoff relevant. Assuming individuals only care about their own payoff, the equilibrium is for the principal to choose e' = 0.5 and w = 20 and the agent's best response is to choose e = 0.5.
The Gift-Exchange treatment consisted of two sessions with 40 total participants. The Choice treatment consisted of three sessions with 46 total participants. All participants were undergraduate volunteers from The Ohio State University.3 Agents and principals are re-matched after each period and ten periods were administered. Experiments were computerized, using z-Tree [7] .
Our focus is on a comparison of Gift-Exchange treatment (hereafter EX-GE) and endogenous gift-exchange (hereafter EN-GE) where the principal made a choice of gift-exchange in the Choice treatment. Greater reciprocity in EN-GE would be further evidence of the HRTI, while greater reciprocity in EX-GE would be a further contradiction, analogous to the result in [5] .
Result 1: Agents' effort and principals' payoffs are lower when principals choose not to use the punishment (EN-GE) than when no punishment option is available (EX-GE).
Result 1 is opposite HRTI. Summary statistics are found in Table 1. Average effort in EN-GE is 0.25, while average effort in EX-GE is 0.43 (Wilcoxon-Mann- Whitney test, p < 0.01). Additionally the principals' earnings in EN-GE are on average 15 and are significantly lower than that in EX-GE, with average earnings of 25 (Wilcoxon-Mann-Whitney test, p < 0.01).
Figure 1 presents agents' effort partitioned by wage offers. As might be expected, the difference between effort provision in EX-GE versus EN-GE is mainly found for high wage offers. For low wage offers there is no expectation of reciprocity in either condition.
Result 2: The difference between agents' effort when principals choose not to use the punishment (EN-GE) versus when there is no punishment option (EX- GE) mainly occurs in the later periods.
Figure 2 presents agents' effort over time. The figure reveals that in the first four periods agents' effort when principals refrain from using the punishment option is not significantly different from when the punishment option is not available. Moreover, in the latter six periods agents' effort is significantly lower
Figure 1. Agent's effort across treatments.
Table 1. Summary statistics mean (Standard deviation).
Figure 2. Agent's effort by periods.
in EN-GE than EX-GE (Wilcoxon-Mann-Whitney test, p = 0.03 in period 5, p = 0.03 in period 6, p = 0.01 in period 7, p = 0.03 in period 8, p = 0.02 in period 9 and p = 0.12 in period 10). One interpretation is that as agents have experience with punishment they view the relationship with the principal more antagonistically, and withdraw effort even when the principal does not punish.
5. Further Research
The hidden returns of incentives have been found in two studies comprising three different experiments using the trust game, but have been contradicted in two experiments using a gift-exchange game. The most salient difference between the two is that a gift-exchange game is framed as an employment relationship while a trust game is not. It is possible that the introduction of penalties, even if not used, is suggestive of an adversarial relationship in gift-exchange that is not present in a trust game. Cardinaels & Yin [8] , using a bargaining game that is also framed as an employment relationship but is somewhat different than trust and gift-exchange games, hypothesize that when agents see a punishment regime being used it signals that principals expect that agents might cheat and hence makes cheating appear to be "the norm".
Two future experiments might be helpful. The first is bringing the trust and gift-exchange games into a single experimental design. This would control for potential nuisance factors such as differences in the participant pool. The second is to expose participants to the idea of a punishment treatment, without actually giving principals the choice to use it, and compare that to a choice treatment. This would allow a discernment between agents' reframing the game after experiencing a punishment versus agent's reframing the game after only becoming aware of a potential punishment regime but not actually experiencing it.
Finally, an idea that would further explore the robustness of the hidden returns to incentives is to use the trust game as in [2] and [3] , but have the participants play multiple periods in a "strangers" matching protocol. It is possible that once the idea of punishment is made more salient through repetition, reciprocation will decline even if the punishment option is not used.
Thanks to Anil Arya, Katie Coffman, Jeremy Douthit, John Kagel, Doug Schroeder and Di Yang for their comments and suggestions. This research was sponsored by The Ohio State University Department of Accounting and MIS.
1A detailed description of the gift-exchange game used in our experiment is in the Method section.
2This study was approved by the Ohio State behavioral IRB, study number 2015B0085.
3No demographic data were collected.
The authors declare no conflicts of interest.
[1] Falk, A. and Kosfeld, M. (2006) The Hidden Costs of Control. American Economic Review, 96, 1611-1630.
https://doi.org/10.1257/aer.96.5.1611
[2] Fehr, E. and List, J. (2004) The Hidden Costs and Returns of Incentives—Trust and Trustworthiness among CEOs. Journal of the European Economic Association, 5, 743-771.
[3] Fehr, E. and Rockenbach, B. (2003) Detrimental Effects of Sanctioning on Human Altruism. Nature, 422, 137-140.
[4] Berg, J., Dickhaut, J. and McCabe, K. (1995) Trust, Reciprocity, and Social History. Games and Economic Behavior, 70, 122-142.
https://doi.org/10.1006/game.1995.1027
[5] Kuang, X. and Moser, D. (2009) Reciprocity and the Effectiveness of Optimal Agency Contracts. The Accounting Review, 84, 1671-1694.
https://doi.org/10.2308/accr.2009.84.5.1671
[6] Fehr, E., Kirschsteiger, G. and Reidl, A. (1993) Does Fairness Prevent Market Clearing: An Experimental Investigation. Quarterly Journal of Economics, 108, 437-459.
[7] Fischbacher, U. (2007) z-Tree: Zurich Toolbox for Ready-Made Economic Experiments, Experimental Economics, 10, 171-178.
[8] Cardinaels, E and Yin, H. (2015) Think Twice before Going for Incentives: Social Norms and the Principal's Decision on Compensation Contracts. The Accounting Review, 53, 985-1015.
https://doi.org/10.1111/1475-679X.12093
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Copyright © 2023 by authors and Scientific Research Publishing Inc.
This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.


text:
import re

import falcon
from monasca_common.simport import simport
from oslo_config import cfg
from oslo_log import log
import six

from monasca_api.api import alarms_api_v2
from monasca_api.common.repositories import exceptions
from monasca_api.v2.common.exceptions import HTTPUnprocessableEntityError
from monasca_api.v2.common.schemas import alarm_update_schema as schema_alarm
from monasca_api.v2.common import validation
from monasca_api.v2.reference import alarming
from monasca_api.v2.reference import helpers
from monasca_api.v2.reference import resource

LOG = log.getLogger(__name__)

class Alarms(alarms_api_v2.AlarmsV2API,
             alarming.Alarming):
    def __init__(self):
        try:
            super(Alarms, self).__init__()
            self._region = cfg.CONF.region
            self._alarms_repo = simport.load(
                cfg.CONF.repositories.alarms_driver)()

        except Exception as ex:
            LOG.exception(ex)
            raise exceptions.RepositoryException(ex)

    @resource.resource_try_catch_block
    def on_put(self, req, res, alarm_id):

        helpers.validate_authorization(req, ['api:alarms:put'])

        alarm = helpers.from_json(req)
        schema_alarm.validate(alarm)

        # Validator makes state optional, so check it here
        if 'state' not in alarm or not alarm['state']:
            raise HTTPUnprocessableEntityError('Unprocessable Entity',
                                               "Field 'state' is required")
        if 'lifecycle_state' not in alarm or not alarm['lifecycle_state']:
            raise HTTPUnprocessableEntityError('Unprocessable Entity',
                                               "Field 'lifecycle_state' is required")
        if 'link' not in alarm or not alarm['link']:
            raise HTTPUnprocessableEntityError('Unprocessable Entity',
                                               "Field 'link' is required")

        self._alarm_update(req.project_id, alarm_id, alarm['state'],
                           alarm['lifecycle_state'], alarm['link'])

        result = self._alarm_show(req.uri, req.project_id, alarm_id)

        res.body = helpers.to_json(result)
        res.status = falcon.HTTP_200

    @resource.resource_try_catch_block
    def on_patch(self, req, res, alarm_id):

        helpers.validate_authorization(req, ['api:alarms:patch'])

        alarm = helpers.from_json(req)
        schema_alarm.validate(alarm)

        old_alarm = self._alarms_repo.get_alarm(req.project_id, alarm_id)[0]

        # if a field is not present or is None, replace it with the old value
        if 'state' not in alarm or not alarm['state']:
            alarm['state'] = old_alarm['state']
        if 'lifecycle_state' not in alarm or alarm['lifecycle_state'] is None:
            alarm['lifecycle_state'] = old_alarm['lifecycle_state']
        if 'link' not in alarm or alarm['link'] is None:
            alarm['link'] = old_alarm['link']

        self._alarm_patch(req.project_id, alarm_id, alarm['state'],
                          alarm['lifecycle_state'], alarm['link'])

        result = self._alarm_show(req.uri, req.project_id, alarm_id)

        res.body = helpers.to_json(result)
        res.status = falcon.HTTP_200

    @resource.resource_try_catch_block
    def on_delete(self, req, res, alarm_id):

        helpers.validate_authorization(req, ['api:alarms:delete'])

        self._alarm_delete(req.project_id, alarm_id)

        res.status = falcon.HTTP_204

    @resource.resource_try_catch_block
    def on_get(self, req, res, alarm_id=None):
        helpers.validate_authorization(req, ['api:alarms:get'])

        if alarm_id is None:
            query_parms = falcon.uri.parse_query_string(req.query_string)
            if 'state' in query_parms:
                validation.validate_alarm_state(query_parms['state'])
                query_parms['state'] = query_parms['state'].upper()

            if 'severity' in query_parms:
                validation.validate_severity_query(query_parms['severity'])
                query_parms['severity'] = query_parms['severity'].upper()

            if 'sort_by' in query_parms:
                if isinstance(query_parms['sort_by'], six.string_types):
                    query_parms['sort_by'] = query_parms['sort_by'].split(',')

                allowed_sort_by = {
                    'alarm_id', 'alarm_definition_id', 'alarm_definition_name',
                    'state', 'severity', 'lifecycle_state', 'link',
                    'state_updated_timestamp', 'updated_timestamp', 'created_timestamp'}
                validation.validate_sort_by(query_parms['sort_by'], allowed_sort_by)

            query_parms['metric_dimensions'] = helpers.get_query_dimensions(
                req, 'metric_dimensions')
            helpers.validate_query_dimensions(query_parms['metric_dimensions'])

            offset = helpers.get_query_param(req, 'offset')
            if offset is not None and not isinstance(offset, int):
                try:
                    offset = int(offset)
                except Exception as ex:
                    LOG.exception(ex)
                    raise HTTPUnprocessableEntityError(
                        "Unprocessable Entity",
                        "Offset value {} must be an integer".format(offset))

            result = self._alarm_list(req.uri, req.project_id,
                                      query_parms, offset,
                                      req.limit)

            res.body = helpers.to_json(result)
            res.status = falcon.HTTP_200

        else:
            result = self._alarm_show(req.uri, req.project_id, alarm_id)

            res.body = helpers.to_json(result)
            res.status = falcon.HTTP_200

    def _alarm_update(self, tenant_id, alarm_id, new_state, lifecycle_state,
                      link):

        alarm_metric_rows = self._alarms_repo.get_alarm_metrics(alarm_id)
        sub_alarm_rows = self._alarms_repo.get_sub_alarms(tenant_id, alarm_id)

        old_alarm, time_ms = self._alarms_repo.update_alarm(tenant_id, alarm_id,
                                                            new_state,
                                                            lifecycle_state, link)
        old_state = old_alarm['state']
        # alarm_definition_id is the same for all rows.
        alarm_definition_id = sub_alarm_rows[0]['alarm_definition_id']

        state_info = {u'alarmState': new_state, u'oldAlarmState': old_state}

        self._send_alarm_event(u'alarm-updated', tenant_id,
                               alarm_definition_id, alarm_metric_rows,
                               sub_alarm_rows, link, lifecycle_state, state_info)

        if old_state != new_state:
            try:
                alarm_definition_row = self._alarms_repo.get_alarm_definition(
                    tenant_id, alarm_id)
            except exceptions.DoesNotExistException:
                # Alarm definition does not exist. May have been deleted
                # in another transaction. In that case, all associated
                # alarms were also deleted, so don't send transition events.
                pass
            else:
                self._send_alarm_transitioned_event(tenant_id, alarm_id,
                                                    alarm_definition_row,
                                                    alarm_metric_rows,
                                                    old_state, new_state,
                                                    link, lifecycle_state,
                                                    time_ms)

    def _alarm_patch(self, tenant_id, alarm_id, new_state, lifecycle_state,
                     link):

        alarm_metric_rows = self._alarms_repo.get_alarm_metrics(alarm_id)
        sub_alarm_rows = self._alarms_repo.get_sub_alarms(tenant_id, alarm_id)

        old_alarm, time_ms = self._alarms_repo.update_alarm(tenant_id, alarm_id,
                                                            new_state,
                                                            lifecycle_state, link)

        # alarm_definition_id is the same for all rows.
        alarm_definition_id = sub_alarm_rows[0]['alarm_definition_id']

        state_info = {u'alarmState': new_state, u'oldAlarmState': old_alarm['state']}

        self._send_alarm_event(u'alarm-updated', tenant_id,
                               alarm_definition_id, alarm_metric_rows,
                               sub_alarm_rows, link, lifecycle_state, state_info)

        if old_alarm['state'] != new_state:
            try:
                alarm_definition_row = self._alarms_repo.get_alarm_definition(
                    tenant_id, alarm_id)
            except exceptions.DoesNotExistException:
                # Alarm definition does not exist. May have been deleted
                # in another transaction. In that case, all associated
                # alarms were also deleted, so don't send transition events.
                pass
            else:
                self._send_alarm_transitioned_event(tenant_id, alarm_id,
                                                    alarm_definition_row,
                                                    alarm_metric_rows,
                                                    old_alarm['state'], new_state,
                                                    link, lifecycle_state,
                                                    time_ms)

    def _alarm_delete(self, tenant_id, id):

        alarm_metric_rows = self._alarms_repo.get_alarm_metrics(id)
        sub_alarm_rows = self._alarms_repo.get_sub_alarms(tenant_id, id)

        self._alarms_repo.delete_alarm(tenant_id, id)

        # alarm_definition_id is the same for all rows.
        alarm_definition_id = sub_alarm_rows[0]['alarm_definition_id']

        self._send_alarm_event(u'alarm-deleted', tenant_id,
                               alarm_definition_id, alarm_metric_rows,
                               sub_alarm_rows, None, None)

    def _alarm_show(self, req_uri, tenant_id, alarm_id):

        alarm_rows = self._alarms_repo.get_alarm(tenant_id, alarm_id)

        req_uri_no_id = req_uri.replace('/' + alarm_id, "")
        first_row = True
        for alarm_row in alarm_rows:
            if first_row:
                ad = {u'id': alarm_row['alarm_definition_id'],
                      u'name': alarm_row['alarm_definition_name'],
                      u'severity': alarm_row['severity'], }
                helpers.add_links_to_resource(ad,
                                              re.sub('alarms',
                                                     'alarm-definitions',
                                                     req_uri_no_id))

                metrics = []
                alarm = {u'id': alarm_row['alarm_id'], u'metrics': metrics,
                         u'state': alarm_row['state'],
                         u'lifecycle_state': alarm_row['lifecycle_state'],
                         u'link': alarm_row['link'],
                         u'state_updated_timestamp':
                             alarm_row['state_updated_timestamp'].isoformat() +
                             'Z',
                         u'updated_timestamp':
                             alarm_row['updated_timestamp'].isoformat() + 'Z',
                         u'created_timestamp':
                             alarm_row['created_timestamp'].isoformat() + 'Z',
                         u'alarm_definition': ad}
                helpers.add_links_to_resource(alarm, req_uri_no_id)

                first_row = False

            dimensions = {}
            metric = {u'name': alarm_row['metric_name'],
                      u'dimensions': dimensions}

            if alarm_row['metric_dimensions']:
                for dimension in alarm_row['metric_dimensions'].split(','):
                    parsed_dimension = dimension.split('=')
                    dimensions[parsed_dimension[0]] = parsed_dimension[1]

            metrics.append(metric)

        return alarm

    def _alarm_list(self, req_uri, tenant_id, query_parms, offset, limit):

        alarm_rows = self._alarms_repo.get_alarms(tenant_id, query_parms,
                                                  offset, limit)

        result = []
        if not alarm_rows:
            return helpers.paginate_alarming(result, req_uri, limit)

        # Forward declaration
        alarm = {}
        prev_alarm_id = None
        for alarm_row in alarm_rows:
            if prev_alarm_id != alarm_row['alarm_id']:
                if prev_alarm_id is not None:
                    result.append(alarm)

                ad = {u'id': alarm_row['alarm_definition_id'],
                      u'name': alarm_row['alarm_definition_name'],
                      u'severity': alarm_row['severity'], }
                helpers.add_links_to_resource(ad,
                                              re.sub('alarms',
                                                     'alarm-definitions',
                                                     req_uri))

                metrics = []
                alarm = {u'id': alarm_row['alarm_id'], u'metrics': metrics,
                         u'state': alarm_row['state'],
                         u'lifecycle_state': alarm_row['lifecycle_state'],
                         u'link': alarm_row['link'],
                         u'state_updated_timestamp':
                             alarm_row['state_updated_timestamp'].isoformat() +
                             'Z',
                         u'updated_timestamp':
                             alarm_row['updated_timestamp'].isoformat() + 'Z',
                         u'created_timestamp':
                             alarm_row['created_timestamp'].isoformat() + 'Z',
                         u'alarm_definition': ad}
                helpers.add_links_to_resource(alarm, req_uri)

                prev_alarm_id = alarm_row['alarm_id']

            dimensions = {}
            metric = {u'name': alarm_row['metric_name'],
                      u'dimensions': dimensions}

            if alarm_row['metric_dimensions']:
                for dimension in alarm_row['metric_dimensions'].split(','):
                    parsed_dimension = dimension.split('=')
                    dimensions[parsed_dimension[0]] = parsed_dimension[1]

            metrics.append(metric)

        result.append(alarm)

        return helpers.paginate_alarming(result, req_uri, limit)

class AlarmsCount(alarms_api_v2.AlarmsCountV2API, alarming.Alarming):

    def __init__(self):
        try:
            super(AlarmsCount, self).__init__()
            self._region = cfg.CONF.region
            self._alarms_repo = simport.load(
                cfg.CONF.repositories.alarms_driver)()

        except Exception as ex:
            LOG.exception(ex)
            raise exceptions.RepositoryException(ex)

    @resource.resource_try_catch_block
    def on_get(self, req, res):
        helpers.validate_authorization(req, ['api:alarms:count'])
        query_parms = falcon.uri.parse_query_string(req.query_string)

        if 'state' in query_parms:
            validation.validate_alarm_state(query_parms['state'])
            query_parms['state'] = query_parms['state'].upper()

        if 'severity' in query_parms:
            validation.validate_severity_query(query_parms['severity'])
            query_parms['severity'] = query_parms['severity'].upper()

        if 'group_by' in query_parms:
            if not isinstance(query_parms['group_by'], list):
                query_parms['group_by'] = query_parms['group_by'].split(',')
            self._validate_group_by(query_parms['group_by'])

        query_parms['metric_dimensions'] = helpers.get_query_dimensions(req, 'metric_dimensions')
        helpers.validate_query_dimensions(query_parms['metric_dimensions'])

        offset = helpers.get_query_param(req, 'offset')

        if offset is not None:
            try:
                offset = int(offset)
            except Exception:
                raise HTTPUnprocessableEntityError(
                    "Unprocessable Entity",
                    "Offset must be a valid integer, was {}".format(offset))

        result = self._alarms_count(req.uri, req.project_id, query_parms, offset, req.limit)

        res.body = helpers.to_json(result)
        res.status = falcon.HTTP_200

    def _alarms_count(self, req_uri, tenant_id, query_parms, offset, limit):

        count_data = self._alarms_repo.get_alarms_count(tenant_id, query_parms, offset, limit)
        group_by = query_parms['group_by'] if 'group_by' in query_parms else []

        # result = count_data
        result = {
            'links': [
                {
                    'rel': 'self',
                    'href': req_uri
                }
            ],
            'columns': ['count']
        }

        if len(count_data) == 0 or count_data[0]['count'] == 0:
            count = [0]
            if 'group_by' in query_parms:
                for field in query_parms['group_by']:
                    result['columns'].append(field)
                    count.append(None)
            result['counts'] = [count]
            return result

        if len(count_data) > limit:
            result['links'].append({
                'rel': 'next',
                'href': helpers.create_alarms_count_next_link(req_uri, offset, limit)})
            count_data = count_data[:limit]

        result['columns'].extend(group_by)

        result['counts'] = []
        for row in count_data:
            count_result = [row['count']]
            for field in group_by:
                count_result.append(row[field])
            result['counts'].append(count_result)

        return result

    def _validate_group_by(self, group_by):
        allowed_values = {'alarm_definition_id', 'name', 'state', 'severity',
                          'link', 'lifecycle_state', 'metric_name',
                          'dimension_name', 'dimension_value'}
        if not set(group_by).issubset(allowed_values):
            raise HTTPUnprocessableEntityError(
                "Unprocessable Entity",
                "One or more group-by values from {} are not in {}"
                .format(group_by, allowed_values))

class AlarmsStateHistory(alarms_api_v2.AlarmsStateHistoryV2API,
                         alarming.Alarming):
    def __init__(self):
        try:
            super(AlarmsStateHistory, self).__init__()
            self._region = cfg.CONF.region
            self._alarms_repo = simport.load(
                cfg.CONF.repositories.alarms_driver)()
            self._metrics_repo = simport.load(
                cfg.CONF.repositories.metrics_driver)()

        except Exception as ex:
            LOG.exception(ex)
            raise exceptions.RepositoryException(ex)

    @resource.resource_try_catch_block
    def on_get(self, req, res, alarm_id=None):
        helpers.validate_authorization(req, ['api:alarms:state_history'])
        offset = helpers.get_query_param(req, 'offset')

        if alarm_id is None:
            start_timestamp = helpers.get_query_starttime_timestamp(req, False)
            end_timestamp = helpers.get_query_endtime_timestamp(req, False)

            dimensions = helpers.get_query_dimensions(req)
            helpers.validate_query_dimensions(dimensions)

            result = self._alarm_history_list(req.project_id, start_timestamp,
                                              end_timestamp, dimensions,
                                              req.uri, offset, req.limit)

        else:
            result = self._alarm_history(req.project_id, alarm_id,
                                         req.uri, offset,
                                         req.limit)

        res.body = helpers.to_json(result)
        res.status = falcon.HTTP_200

    def _alarm_history_list(self, tenant_id, start_timestamp,
                            end_timestamp, dimensions, req_uri, offset,
                            limit):

        # get_alarms expects 'metric_dimensions' for dimensions key.
        new_query_parms = {'metric_dimensions': dimensions}

        alarm_rows = self._alarms_repo.get_alarms(tenant_id, new_query_parms,
                                                  None, None)
        alarm_id_list = [alarm_row['alarm_id'] for alarm_row in alarm_rows]

        result = self._metrics_repo.alarm_history(tenant_id, alarm_id_list,
                                                  offset, limit,
                                                  start_timestamp,
                                                  end_timestamp)

        return helpers.paginate(result, req_uri, limit)

    def _alarm_history(self, tenant_id, alarm_id, req_uri, offset, limit):

        result = self._metrics_repo.alarm_history(tenant_id, [alarm_id], offset,
                                                  limit)

        return helpers.paginate(result, req_uri, limit)

redpajama_set_name: RedPajamaGithub


text:
Viet Nam National University Ho Chi Minh City aims at becoming nucleus of Ho Chi Minh City's innovative eastern urban area
HO CHI MINH CITY, VIETNAM - Media OutReach - 18 March 2021 - The HCM City People's Committee has recognised the Việt Nam National University Ho Chi Minh City (VNUHCM) as a hub of science, technology, culture, and knowledge in the city's innovative eastern area. The area has contributed to the establishment of a value-added chain for a high-technology platform and international standard technical infrastructure. City leaders are expecting the eastern innovative urban area to help connect science-technology research and application centres, high-quality human resource training institutions, hi-tech products, services
Viet Nam National University Ho Chi Minh City
March 19, 2021 | 16:30
HO CHI MINH CITY, VIETNAM - Media OutReach - 18 March 2021 - The HCM City People's Committee has recognised the Việt Nam National University Ho Chi Minh City (VNUHCM) as a hub of science, technology, culture, and knowledge in the city's innovative eastern area.
The area has contributed to the establishment of a value-added chain for a high-technology platform and international standard technical infrastructure.
City leaders are expecting the eastern innovative urban area to help connect science-technology research and application centres, high-quality human resource training institutions, hi-tech products, services trading and production centres.
The area will become a hub that spearheads economic development in the city and southern region in the context of industry 4.0.
Innovative center
Spread over 643 ha, VNUHCM has been developed as a centre to train undergraduates and postgraduates and carry on high-quality research in many fields to serve the country's socio-economic development needs.
It is the largest higher education establishment in the country with 36 institutions for training, researching and transferring technologies, including seven member universities: the University of Technology, University of Science, University of Social Sciences and Humanities, International University, University of Information Technology, University of Economics and Law, and An Giang University, and the Institute for Environment and Resources.
In addition, in the 2016 – 2020 period, VNUHCM has trained more than 60,000 engineers, doctors, graduates, postgraduates, and PhDs who are certain to contribute to the development of the city and southern region.
As of now it has had 66 internationally accredited training programmes and was ranked in the top 701-750 in the 2020 QS World University Rankings. In this period, it presented more than 20,000 scientific research papers at conferences and published them in local and international journals. VNUHCM signed more than 3,000 contracts with provinces and enterprises for technology transfer worth nearly VNĐ 250 billion (US$10.8 million) a year in the 2016-2020 period.
A household aquaponic model that integrates vegetable and fish farming has, for instance, been transferred to Tây Ninh and Đồng Tháp provinces.
Furthermore, cartilatist stem medicine has been developed by the Stem Cell Institute at the University of Science to treat osteoarthritis and degenerative spinal conditions. Subsequently, it has been transferred to the Vạn Hạnh General Hospital Co. Ltd. An automatic system to monitor and warn about saltwater intrusion has been transferred to the provinces of An Giang and Vĩnh Long.
During COVID-19 outbreaks last year, VNUHCM researchers developed a number of products used for the prevention and control of epidemics.
The number of papers VNUHCM published in international journals doubled in the 2016-2020 period from the previous five years.
As of October 2020, it had filed 527 applicationsfor patents and 566 technology transfer contracts and scientific services that fetched revenues of VNĐ104.2 billion (US$4,5 million).
In The World University Rankings 2021 of 1,527 universities, VNUHCM was in 658th spot in the category of income from technology transfer and 838th in international potential.
One of VNUHCM's strategies is to continue focusing on scientific and technological development and innovation to help implement national and southern region development strategies and to raise its international profile.
In 2020-2030 period, it plans to offer international-standard training programmes in ICT, AI and urban management. AI applications for use in traffic regulation, healthcare, finance, and commerce will be developed during this period.
VNUHCM is one of the higher education establishments in the country offering students training programs in two majors simultaneously. It has tied up with a number of member universities of the ASEAN University Network-the ASEAN Credit Transfer System for exchange students and also has agreements with universities in the US, the UK, France, Australia, and other countries.
In the last 25 years VNUHCM has adopted modern methodologies and integrated technologies for training.
In November in last year VNUHCM signed an agreement with the Saigon Hi-Tech Park for technology transfer to enterprises in the park for commercialisation.
They will join hands for an action plan to establish the innovative eastern urban area, a high-quality human resource training programme at hi-tech industries and an innovative start-up ecosystem.
VNUHCM's Innovative Entrepreneurship Center has carried out many programmes to assist start-ups and links these start-ups with investors and service providers.
Assoc. Prof. Dr. Vũ Hải Quân, VNUHCM's chancellor, said skilled human resources, technology transfer, advanced IT, and policies for development are key pillars for setting up the innovative eastern urban area. The project is implemented in Thủ Đức City and spreads over nearly 21,000 hectares.
Moreover, the innovative eastern area has invested in traffic systems including the metro line 1, Belt Road No.3 and the HCM City-Long Thành-Dầu Giây expressway, which helps connect with neighbouring provinces.
In January, the city People's Committee approved the master plan to develop the innovative eastern urban area in the 2020-2035 period and it will be carried out in three specific stages.
According to VNUHCM, while carrying out the work, city authorities and relevant agencies should pay close attention to developing traffic infrastructure in the innovative eastern urban area especially VNUHCM and Saigon Hi-Tech Park to create the most favourable conditions for interaction and development.
VNUHCM aims to become the nucleus of the area by 2030.