text:
Carnegie Mellon's School of Drama Announces New Professional Program in Sound Design
WEBWIRE – Tuesday, January 10, 2006
January 10, 2006, PITTSBURGH—Carnegie Mellon University's School of Drama is offering a new curriculum in professional sound design for undergraduate and graduate students this spring.
"Sound design is the most rapidly growing area in theater," said program director Joe Pino, assistant professor of sound design in the School of Drama. "Given the strong, established core design program in the School of Drama—not to mention resources in the schools of Music, Art, Design, the Entertainment Technology Center and the School of Computer Science—Carnegie Mellon is positioned to train a unique and potent breed of sound designers capable of working and excelling in all areas of the entertainment industry," he said.
Carnegie Mellon is one of eight universities to offer the program at the graduate level and one of only six to open the program to undergraduates. Students who take sound design will find hands-on work experience in the 18 productions planned for the drama season. Many drama alumni have pursued careers in sound design. "We are delighted to be adding sound to the suite of design disciplines taught at the Drama School," said Elizabeth Bradley, head of the Drama School. "In the outstanding talents of Joe Pino, we are confident the right leadership is in place to develop this area to a sterling level."
Pino designed more than 65 productions, including the premiers of Robert Wilson's "Danton's Death" and Tony Kushner's "Hydriotaphia." In 1996, as assistant designer to sound artist/composer Hans Peter Kuhn for Robert Wilson's "Hamlet: A Monologue," Pino toured with the production to Lincoln Center and the Biennale Festival in Venice. His designs have been heard at Hartford Stage, Pittsburgh Public Theatre, City Theater, The Long Wharf Theater and The Ensemble Theater. His recent theatrical designs include "The Exonerated," "After The Fall" and "The Crucible" at the Alley, and "Crowns" at City Theater.
The School of Drama is one of the nation's most distinguished degree-granting theatre programs and is one of five schools within Carnegie Mellon's College of Fine Arts. The College of Fine Arts is a community of nationally and internationally recognized artists and professionals organized into Architecture, Art, Design, Drama and Music, and their associated centers and programs.
For additional information about the sound program, email Pino at pino@andrew.cmu.edu. For more information on the School of Drama or the College of Fine Arts, contact Eric Sloss at 412-268- 5765 or ecs@andrew.cmu.edu, or visit http://www.cmu.edu/cfa.
WebWireID7817
Eric Sloss


This section explains Brew MP development concepts.
The Brew MP APIs are included with the Brew MP SDK and represent a group of interface classes with their own set of functions to use in your applications. Brew MP interfaces are initialized and memory is allocated only when the interface is needed. Each interface has a unique ClassID and the name of each interface begins with the letter I. The C/C++ API Reference lists the available interfaces and their functions for the specific Brew MP versions in alphabetical order.
To prevent the introduction of static and global data, do not link standard C libraries to your Brew MP application. Standard C library routines such as strcat(), malloc(), and sprintf() cannot be used within Brew MP. Helper functions are provided for the most commonly used C functions.
This section provides a brief overview of the Brew MP classes. A more detailed discussion of Brew MP classes is provided in the Programming Model Technology Guide on the Brew MP website.
C/C++ programs in Brew MP implement three types of Brew MP classes- applet class, in-process class and service class-- as shown in the following table.
There are two module formats supported by Brew MP that contain one or more Brew MP classes; MOD and MOD1. MOD can only contain applet and in-process classes. MOD1 can contain all three types of classes. For more information on MOD and MOD1, see the MOD vs. MOD1 Technology Guide on the Brew MP website.
A Brew MP application is a module that contains at least one applet class for loading and execution directly by Brew MP. A Brew MP extension is a module the contains only non-applet classes, and can only be loaded and executed by another Brew MP application. Each module must have a MIF. The MIF contains the module privileges and ClassIDs.
Wizards are provided by the Brew MP Visual Studio and Eclipse plugins to assist developers with auto-generating application framework for Brew MP classes in specified module formats. When generating the framework using the Wizards, you have the option to generate either an application or an extension, in MOD/DLL format or MOD1/DLL1 format. This primer walks through generating an application in MOD/DLL format. The steps to generate code are the same for all options.
The Brew MP application model is based on an event-driven programming model. All Brew MP applications must contain an event handling function. After an application is loaded, the Brew MP layer passes all input to this function as events. An event may be a key press, a dialog change, or a control change.
Your application is expected to quickly determine how to handle events. All processing must be completed before the next event can be received. With Brew MP, substantial delays in processing events may result in the application being shut down to safeguard the device.
ClassIDs are unique 32-bit IDs identifying Brew MP applications, Brew MP extensions, privilege levels, or Brew MP interfaces. The ClassID associated with an interface is used to request the interface from the system shell. The ClassID is stored in a Brew MP ClassID (BID) file, which is required for compilation. The BID file is created by the Resource Manager when generating a ClassID locally. Uniquely identifying ClassIDs becomes important when your application is ready to be run on device, or made public or commercial. A unique ClassID for an application or extension can be generated from the Brew MP ClassID Generator via the Brew MP website.
Many modules include resources, strings, icons and dialog boxes. Rather than hard-coding them into the module, resources can be created in a separate header file. For more information refer to the Tools Reference, included in the documents installed with the Brew MP SDK.
The CIF file is generated with the application framework created by the Brew MP Wizard. The Brew MP Resource Compiler compiles the CIF into the MIF. The MIF contains information about the contents of the module, such as supported classes, supported applications, application privileges, application details (like the title and icon) and the author of the application. The MIF also specifies which classes are exported for use by other modules. All modules must contain a MIF. As the device starts up, the MIF describes the module to the device.


text:
Peters v. Maxwell & Morgan, Corp.
GLENKIRK D. PETERS, Plaintiff,
MAXWELL & MORGAN, CORP., Defendant.
Gloria M. Navarro, United States District Judge.
Pending before the Court is Defendant Maxwell & Morgan, Corp.'s ("Defendant's") Motion to Dismiss, (ECF No. 20). Plaintiff Glenkirk Peters ("Plaintiff) filed a Response, (ECF No. 21), and Defendant filed a Reply, (ECF No. 26).[1] For the reasons discussed below, the Court GRANTS Defendant's Motion to Dismiss.
This case concerns Defendant's collection of a debt owed by Plaintiff to the homeowner's association governing Plaintiffs home in Arizona. (Am. Compl. ¶¶ 18-19). Plaintiff alleges that, when he sold his Arizona home in 2013, he believed the proceeds of the sale "paid off any debts relating to the house, including the homeowners association, Rancho El Dorado HOA (the 'HOA')." (Id. ¶ 19). After that sale, Plaintiff moved to Las Vegas, where he worked for Caesars Entertainment. (Id. ¶ 21). Plaintiff states that he never worked for Caesars while in Arizona, nor does Caesars have corporate offices in Arizona. (Id. ¶ 22).
In 2016, Defendant sued Plaintiff in Arizona state court alleging that Plaintiff had outstanding financial obligations to the HOA. (Id. ¶¶ 23-24). Defendant then served Plaintiff with this lawsuit through publication in Arizona, though Plaintiff alleges that he did not know about the suit at that time. (Id. ¶¶ 26-27). Defendant eventually obtained a judgment against Plaintiff in Arizona state court (the "Arizona Judgment"). (Id. ¶ 28). From that lawsuit and judgment, Defendant sought to garnish Plaintiffs wages to repay the outstanding HOA debt by securing a Writ of Garnishment in the Superior Court of the State of Arizona, County of Pinal. (Id. ¶ 32). Defendant did not seek or secure a writ of garnishment in Nevada. (Id. ¶ 34). As of May 2018, Defendant garnished approximately $418.51 per week of Plaintiff s wages earned at Caesars based on the Arizona Judgment. (Id. ¶ 33).
Plaintiff filed his initial Complaint on July 27, 2018, asserting that Defendant's garnishment of his wages was procedurally incorrect under Nevada law. Defendant moved to dismiss the initial Complaint on September 28, 2018, and also moved for judgment on the pleadings. (Mot. Dismiss, ECF No. 16); (Mot. J. on Pleadings, ECF No. 15). Roughly eleven days later, Plaintiff amended his initial Complaint, (Am. Compl., ECF No. 17), and alleges that Defendant's actions in collecting the HOA debt and garnishing his wages were improper under Nevada laws, thus supporting a claim under the Fair Debt Collection Practices Act, 15 U.S.C. § 1692. (Id. ¶¶ 38-65). Defendant thereafter filed the instant Motion to Dismiss, (ECF No. 20).
Federal Rule of Civil Procedure 12(b)(6) mandates that a court dismiss a cause of action that fails to state a claim upon which relief can be granted. See N. Star Int'l v. Ariz. Corp. Comm'n, 720 F.2d 578, 581 (9th Cir. 1983). When considering a motion to dismiss under Rule 12(b)(6) for failure to state a claim, dismissal is appropriate only when the complaint does not give the defendant fair notice of a legally cognizable claim and the grounds on which it rests. See Bell Atl. Corp. v. Twombly, 550 U.S. 544, 555 (2007). In considering whether the complaint is sufficient to state a claim, the Court will take all material allegations as true and construe them in the light most favorable to the plaintiff. See NL Indus., Inc. v. Kaplan, 792 F.2d 896, 898 (9th Cir. 1986). The Court, however, is not required to accept as true allegations that are merely conclusory, unwarranted deductions of fact, or unreasonable inferences. See Sprewell v. Golden State Warriors, 266 F.3d 979, 988 (9th Cir. 2001). A formulaic recitation of a cause of action with conclusory allegations is not sufficient; a plaintiff must plead facts showing that a violation is plausible, not just possible. Ashcroft v. Iqbal, 556 U.S. 662, 678 (2009) (citing Twombly, 550 U.S. at 555).
A court may also dismiss a complaint pursuant to Federal Rule of Civil Procedure 41(b) for failure to comply with Federal Rule of Civil Procedure 8(a). Hearns v. San Bernardino Police Dept., 530 F.3d 1124, 1129 (9th Cir. 2008). Rule 8(a)(2) requires that a plaintiff's complaint contain "a short and plain statement of the claim showing that the pleader is entitled to relief." Fed.R.Civ.P. 8(a)(2). "Prolix, confusing complaints" should be dismissed because "they impose unfair burdens on litigants and judges." McHenry v. Renne, 84 F.3d 1172, 1179 (9th Cir. 1996).
"Generally, a district court may not consider any material beyond the pleadings in ruling on a Rule 12(b)(6) motion . . . . However, material which is properly submitted as part of the complaint may be considered on a motion to dismiss." Hal Roach Studios, Inc. v. Richard Feiner & Co., 896 F.2d 1542, 1555 n.19 (9th Cir. 1990) (citations omitted). Similarly, "documents whose contents are alleged in a complaint and whose authenticity no party questions, but which are not physically attached to the pleading, may be considered in ruling on a Rule 12(b)(6) motion to dismiss" without converting the motion to dismiss into a motion for summary judgment. Branch v. Tunnell, 14 F.3d 449, 454 (9th Cir. 1994). Under Federal Rule of Evidence 201, a court may take judicial notice of "matters of public record." Mack v. S. Bay Beer Distrib., 798 F.2d 1279, 1282 (9th Cir. 1986). Otherwise, if the district court considers materials outside of the pleadings, the motion to dismiss becomes a motion for summary judgment. See Arpin v. Santa Clara Valley Transp. Agency, 261 F.3d 912, 925 (9th Cir. 2001).
If the court grants a motion to dismiss, it must then decide whether to grant leave to amend. The court should "freely give" leave to amend when there is no "undue delay, bad faith[, ] dilatory motive on the part of the movant . . . undue prejudice to the opposing party by virtue of . . . the amendment, [or] futility of the amendment . . . ." Fed.R.Civ.P. 15(a); Foman v. Davis, 371 U.S. 178, 182 (1962). Generally, leave to amend is only denied when it is clear that the deficiencies of the complaint cannot be cured by amendment. See DeSoto v. Yellow Freight Sys., Inc., 957 F.2d 655, 658 (9th Cir. 1992).
Defendant moves to dismiss Plaintiff's Amended Complaint on the ground that Defendant never sought to enforce or execute its Arizona Judgment in Nevada; and thus, it did not engage in abusive debt collection practices by violating Nevada law. (Mot. Dismiss ("MTD") 1:20-2:7, ECF No. 20). Defendant claims that it merely served Caesars's registered agent in Arizona with the Arizona Judgment and court-authorized Writ of Garnishment in compliance with Arizona's laws, and Caesars then properly garnished Plaintiff's wages.[2] (Id. 5:19-6:3). Accordingly, Defendant contends that by not petitioning Plaintiff's employer in Nevada, nor seeking to execute the Arizona Judgment through Nevada courts, it had no obligation to domesticate the Arizona Judgment in Nevada or comply with Nevada's laws on execution of foreign judgments. (Id. 8:5-24).
In response, Plaintiff argues that, because he earned the garnished wages in Nevada, Defendant had to comply with Nevada's Uniform Enforcement of Foreign Judgments Act ("UEFJA"), which consists of Nevada Revised Statutes ("NRS") §§ 17.330 to 17.400, before garnishment could occur. (Am. Compl. ¶¶ 44); (Resp. 9:4-21, ECF No. 21). By failing to domesticate the Arizona Judgment under Nevada's UEFJA, Plaintiff contends that ...

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text:
U.S. sanctions senior Houthi leader Saleh Mesfer Alshaer
ByDavidJhon
Washington sanctioned a senior military officer in the Iranian-backed Houthi rebel movement in Yemen
The U.S. Treasury lists Alshaer as a close ally of Houthi leader Abdul Malik al-Houthi [Getty]
The U.S. Treasury Department said on Thursday it sanctioned senior Houthi military officer Saleh Mesfer Alshaer, citing what it called "unlawful tactics" deployed by him.
The Treasury's sanctions come a little over a week after the United Nations Security Council had blacklisted three Houthi leaders.
"Alshaer has overseen the Houthis' seizure of property in Yemen valued at greater than $100 million, using a variety of unlawful tactics, including extortion," the Treasury Department said in a statement.
The U.S. Treasury lists Alshaer as a close ally of Houthi leader Abdul Malik al-Houthi.
As a result of the sanctions, all property and interests in property of Alshaer in the United States or in possession of U.S. persons are blocked and must be reported to the Treasury's Office of Foreign Assets Control (OFAC), the department said.
U.S. Special Envoy for Yemen Tim Lenderking was visiting Saudi Arabia and Bahrain to coordinate on regional security and concerns over Iran, and for talks on U.N.-led peace efforts for Yemen, the State Department said earlier this week.
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Iran-backed Houthis ousted the internationally recognised Yemen government from Sanaa in late 2014. It has since operated out of Riyadh.
Lenderking has visited the region frequently this year as part of U.N.-led efforts to engineer a ceasefire in Yemen needed to restart political talks to end the war, in which a Saudi-led coalition intervened in March 2015 against the Houthis.
The conflict, which has killed tens of thousands of people and caused a dire humanitarian crisis, is seen as a proxy war between Saudi Arabia and Iran.
Belarus clears main camps at EU border, brings migrants in from cold
India to probe raid that killed 2 civilians in Kashmir
By DavidJhon


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Grooms' Award
The Grooms Award, Ltd. Rewards Grooms in Riders Cup at Del Mar
The Grooms Award, Ltd., a not-for-profit 501(c)3 charitable organization that recognizes and rewards professional grooms, ended the 2020 season in a big way by ...
The Grooms Award, Ltd. Rewards Grooms at National Horse Show
Approaching the end of a year which saw most of its schedule canceled because of the COVID-19 pandemic, The Grooms Award, Ltd., a not-for-profit 501(c)3 charita...
Grooms Award, Ltd. Recognized Grooms of Horses at WEF and the Longines FEI Jumping World Cup at Live Oak International
The Grooms Award, Ltd. presented gift bags to the grooms of the horses that competed in the Grand Prix CSI5* at the Winter Equestrian Festival in Wellington FL,...


I was in my mid 30's when I opened my first gallery and framing business. The Eagle Gallery, Epsom, was in a small new development off the High Street, with the gallery on the ground floor and framing workshop above.
At the time I had no experience of running any sort of retail business or any experience of professional framing. What the hell was I thinking of?
Since leaving school I had followed a number of careers. I was always looking for a challenge and not afraid to move on if I got bored or it didn't work out.
First of all I went into an office in Northampton and started training to become a chartered surveyor, then there was a spell with the Army, cut short by injury this has to be my biggest disappointment. Motor racing followed, my year out to see if I could drive turned into five years. I soon found out I didn't have any blinding natural talent for driving so I turned to building and managing cars which was a lot more fun and successful than my driving.
Now married I thought I needed to get a proper job and joined a family firm, as an installation and service engineer, supplying specialist automotive test equipment. This led to me starting a company building industrial washing machines. I sold this business to another company, Laser Engineering, and subsequently became their sales and marketing manager. Eighteen months later they went into liquidation, not my fault, in the recession of the early 90's. It did however prove to me that I didn't work well in large companies playing petty politics and silly games.
So there I was a free agent with a clean sheet of paper, wondering what to do next. Well not quite a clean sheet, I was married with a mortgage and a child on the way. As I had been made redundant and my wife wanted to continue working I looked after Rachel for the next two years while planning what to do next. I wanted to be my own boss and I wanted to do something I enjoyed which is where the idea of an art gallery and framing business came in.
I remember buying my first print, when I must have been about ten years old and I still have it framed at home. Picture framing followed some years later more of a necessity than an interest when I had a wardrobe filling with artwork and nothing on the walls. It was a very minor hobby and had only ever considered it for my own pictures.
For several years I had been working as a volunteer for the David Shepherd Conservation Foundation, touring the country helping with talk shows and exhibitions. This combined my interest in wildlife, art and a fantastic artist and had given me an insight into the art world.
The end of 1993 saw another change of direction and another career. My major worry on signing a twenty-five-year lease was whether I would continue to enjoy the art and framing. It is one thing doing something as a hobby quite another having to do it every day to professional standards for someone else. What if I didn't like it or got bored? I decided to cross that bridge when I got to it. Fifteen years later I still haven't reached that bridge, if anything I'm more enthusiastic and inspired than I was then, I'm certainly more knowledgeable, more skilled, still have more to learn and plenty to do.
I have always believed in quality both in service and workmanship, I can't work any other way. From the start I strived to work to the highest standards and was constantly on the lookout for ways to differentiate the business from other galleries and framers.
The GCF qualification started in 1995 and I immediately saw the benefits this could offer. I was one of the first to take the test and I am now an examiner for the scheme.
Another area that I enjoy exploiting is that of competitions. They can provide excellent publicity and credibility; act as good examples for customers and I also really like doing them.
I love the freedom and creative opportunities of competitions, as the only constraints are the theme, a few general rules and your imagination. No wallpaper to match, dodgy taste to influence or a tight budget to restrict choices.
I have a very specific and personal approach to competitions. The image is always the focal point, even in a framing competition, but my aim is to make the framing an extension of the image rather than merely a fancy means of hanging it on the wall. I strive to get the character of the piece often doing considerable research for added background information always looking for design and colour combinations, shapes, period styles, materials, fonts or anything that can give me an idea to enhance the work of art.
I am always keen to do something different either in presentation, combinations or new techniques. Quite often I have an idea and the fun is trying to make it work, I'm not always successful.
The final entry is hopefully a total work of art enhancing the image but also adding something more than just a frame.
It is a system that has had some success in that I have won six Fine Art Trade Guild Competitions, this is more than anyone else. In the same competitions I have been a finalist on eighteen occasions and as far as I know no one gets close to this figure either. I have also trained five framers that have also been finalists and one even beat me by winning the last Glass & Mirror Competition. Needless to say they got fired.
The main thing is that I still really enjoy framing, in competitions and for customers. Not so keen on getting beaten in competitions though.


text:
Taxi & ride share Physical distancing
Page last updated: 31 Mar 2022
Case Study – Lifts
ACME Financial (ACME) works is an employer of around 100 workers. They operate from a single level of an office building with three lifts servicing a total of 10 floors and around 1,000 workers. A number of different employers occupy leased space on other floors within the office complex.
As an employer with duties to workers under WHS laws ACME implements a range of measures to reduce exposure to COVID-19, including physical distancing.
Following consultation with workers and their health and safety representatives (HSRs), ACME decide to allow 25% of their workers to work from home and expand the range of start and finish times for the other workers coming into the office. Some workers volunteer to start early and finish early (7:30am to 3:30pm) while other workers volunteer to start and finish later (9:30am-5:30pm).
This significantly reduces the flow of workers entering and leaving the office building at peak periods.
ACME also consults and works cooperatively with other WHS duty holders, including the building manager and other employers, to manage the risk of exposure to COVID-19 in the building:
The building manager calculates recommended passenger limits for each lift to ensure that overcrowding does not occur and that lift users are able to maintain appropriate physical distancing while using the lift. Signage displaying these limits are displayed in and outside the lift. They also advise staff to wear masks while waiting for and taking the lift.
The building owner also establishes an email forum so that employers on each floor can consult each other and share strategies to keep workers and visitors safe when riding in lifts, and to pinpoint times of peak demand.
The building manager puts in place a combination of several measures for the use of the building's lifts. These include establishing a queuing system in the lift waiting area with floor markings, as well as placing signage around the waiting area to remind workers to physically distance, practice good hygiene and wear masks in the lift. There is also increased cleaning of lifts, including touch touchpoints such as lift buttons, and alcohol-based hand sanitiser is readily available in lift waiting areas for workers to use when arriving and leaving.
Following consultation with the building owner and other tenants, it becomes clear that there will still be a peak period of demand over the hour 12:30-1:30pm when many workers leave the building to purchase lunch and for exercise. The group agrees it is not reasonably practicable to direct workers when they may purchase their lunch and that lift capacity may temporarily increase at this time.
ACME and other tenants consult with workers and visitors, and emphasise the importance of not entering a lift already at capacity. Each tenant also supplies tissues, hand sanitiser and signage near the lifts on their floor about covering coughs and sneezes and encouraging use of masks, to ensure the best hygiene and awareness possible.
The building manager also consults with the two cafés on site to investigate whether they would consider deliveries of food items to address some of the demand over the lunchtime peak period.
What is physical distancing and how does it prevent the spread of COVID-19?
Physical distancing (also referred to as 'social distancing') refers to the requirement that people distance themselves from others.
The virus that causes COVID-19 can be transmitted through respiratory droplets, smaller airborne particles (aerosols), direct physical contact with an infected individual, and indirectly through contaminated objects and surfaces. Aerosols containing virus can remain airborne for several hours.
Keeping a physical distance of at least 1.5 metres between people, wherever possible, is one of the ways to reduce the risk of the virus spreading. The more space between people, the harder it is for the virus that causes COVID-19 to spread.
Physical distancing can also include limits on the number of people allowed in enclosed spaces (for example, one person per 2 or 4 square metres of space) as well as limits on gathering sizes. These requirements differ across states and territories, industries, business sizes and types of premises.
Physical distancing as part of a combination of control measures
Physical distancing, on its own, will not eliminate or minimise the risks of COVID-19 at the workplace. As an employer, you must also continue to implement all reasonably practicable control measures to minimise the risks of COVID-19 in your workplace, such as:
encouraging or ensuring vaccination, where applicable
ensuring your workers do not come to work when unwell or test positive for COVID-19
relocating work tasks to different areas of the workplace, off-site or supporting workers to work from home
practising good hygiene
increasing cleaning and maintenance
staggering your workers' start, finish and break times
reducing the number of situations where workers come into close proximity with others, for example in lunchrooms and other shared spaces, and
wearing face masks.
For more information about physical distancing requirements applicable to your business, go to your relevant state and territory government website. You can also go to our Public health directions and COVIDSafe plans page for links to enforceable government directions.
Do I need to implement physical distancing measures in my workplace?
It is your duty under work health and safety laws to manage the risk of a person in your workplace contracting and spreading COVID-19, so far as is reasonably practicable. Physical distancing is one of the key ways to lower the risk of COVID-19 being contracted or spread at your workplace.
The risk of COVID-19 should be treated in the same way as any other workplace hazard – by applying a risk management approach.
In consultation with your workers, including volunteers, and their health and safety representatives (HSRs), if any, you will need to assess the likelihood and degree of harm people may experience if exposed to COVID-19 and then implement the most effective control measures that are reasonably practicable to manage the risk. The control measures you implement should include outcomes that support physical distancing and operate alongside measures encouraging good hygiene amongst workers and others, as well as regular and thorough cleaning of the workplace.
To meet your WHS duties you should be continually monitoring and reviewing the risks to the health and safety of workers and others, as well as the effectiveness of control measures put in place to eliminate or minimise these risks. You must also assess any new or changed risks arising from COVID-19, for example customer aggression, high work demand or working in isolation.
Further guidance on the risk management process is available in the Code of Practice: How to manage work health and safety risks.
You must also comply with any physical distancing measures issued under public health orders or directions in your state or territory. Each state and territory has directions that reflect local circumstances. For more information about physical distancing requirements, go to your relevant state or territory government website. You can also go to our public health directions and COVIDSafe plans page for links to government health directions.
How do the public health orders or directions in my state or territory interact with my WHS duty?
You must comply with your state or territory's public health orders or directions that apply to your business.
Your WHS duty is to do all that you reasonably can to manage the risks of a person contracting and/or spreading COVID-19 in your workplace. Depending on the circumstances, you may need to implement control measures in order to meet your WHS duty that go beyond the minimum requirements stated in public health orders or directions or advised by public health authorities. For example, public health orders or directions may state you can have up to 10 customers in your shop at any one time. However, in undertaking your risk assessment you may determine that due to the layout of the workplace and your work processes, having 10 customers in the store would not allow effective physical distancing. Instead, limiting your store to 8 customers at a time would ensure everyone can maintain a physical distance of at least 1.5 metres from each other.
Your WHS duties apply even when there are no public health orders or directions.
How do I determine if physical distancing is a reasonably practicable control to implement to minimise the risk of COVID 19 spreading in my workplace?
You will need to undertake a risk assessment to determine if physical distancing measures will be reasonably practicable in your workplace.
A risk assessment is part of the risk management process which involves identifying where the risk arises in your workplace, assessing the risks (including the likelihood of them happening), controlling the risks and reviewing these controls regularly. These steps remain the same whether you are conducting a risk assessment in relation to work health and safety generally, or specifically in relation to COVID-19.
To determine the most effective physical distancing measures you will need to:
identify all activities or situations where people in your workplace may be in close proximity to each other,
assess the level of risk that people in these activities or situations may contract and/or spread COVID-19 in your workplace, and
determine what control measures are reasonably practicable to implement based on the assessed level of risk.
Remember, you must consult with workers, including volunteers, and their health and safety representatives (HSRs), if any, on health and safety matters relating to COVID-19, including what control measures to put in place in your workplace. See also our information on consultation.
See also our information on key considerations for undertaking a risk assessment – COVID-19.
What physical distancing measures can be implemented in my workplace?
Below are some ways that you can support physical distancing in your workplace.
Certain activities may not be permissible or there may be specific requirements in your state or territory at this time. For more information about physical distancing requirements, go to your relevant state or territory government website. You can also go to our public health orders and directions and COVIDSafe plans page for links to government health directions. The Fair Work Ombudsman also has information on COVID-19 and Australian workplace laws.
Remember, you must do all that is reasonably practicable to manage the risk of people contracting and/or spreading COVID-19. See also our guidance on determining what is reasonably practicable for more information.
You must also consult with workers and their health and safety representatives (HSRs), if any, on health and safety matters relating to COVID-19, including what control measures to put in place in your workplace.
Worker interactions and work tasks
Check the physical distancing requirements on your relevant state or territory government website.
If your jurisdiction requires businesses to limit the number of people in an enclosed area:
calculate the area of the enclosed space (length multiplied by width in metres) and divide by the number of square metres allowed/recommended per person (for example, 2 or 4 square metres, depending on the advice or directions from your state or territory). This will provide you with the maximum number of people you should have in the space at any one time.
where the nature of work means you are not able to comply with these requirements, you need to implement other measures to prevent the spread of COVID-19.
You can also limit the number of workers in your workplace by:
facilitating working from home, where you can
reducing the number of tasks to be completed each day, where possible
postponing non-essential work, and
splitting workers' shifts to reduce the number of workers onsite at any given time. Schedule time between shifts so that there is no overlap of staff arriving at and leaving the workplace or have different entrances and exits to avoid interaction.
Direct workers to keep at least 1.5 metres of distance between them in accordance with general health advice. To achieve the best outcomes for physical distancing:
put signs around the workplace and create wall or floor markings to identify 1.5 metres distance. Your staff could wear a badge as a visual reminder to themselves and each other of physical distancing requirements
limit physical interactions between workers, workers and clients, and workers and other persons at the site – for example, by using contactless deliveries and limiting non-essential visitors, and
require workers to use other methods such as mobile phone or radio to communicate rather than face to face interaction.
Where it is practical and safe to do so, review tasks and processes that usually require close interaction and identify ways to modify these to increase physical distancing between workers. You should also consider the effectiveness of other controls, including masks and other PPE. Where not possible, you can also reduce the amount of time workers spend working closely together. See below for further information where workers are performing tasks in close proximity, including vehicle use.
Layout of the workplace
You may need to redesign the layout of the workplace and your workflows to enable workers to keep at least 1.5 metres apart to continue performing their duties. This can be achieved by, where possible:
restricting workers and others to certain pathways or areas, and
spreading out furniture or plant to increase distancing (spreading out furniture or plant may also help to increase airflow by allowing for cross ventilation).
Consider floor and/or wall markings and signage to identify 1.5 metres distancing requirements.
Determine occupancy limits for the type of building and building standards, as well as any state or territory orders or directions regarding density limits.
If changing the physical layout of the workplace, your layout must allow for workers to enter, exit and move about the workplace both under normal working conditions and in an emergency without risks to their health and safety.
Staff gatherings and training
Consider postponing or cancelling non-essential gatherings, meetings or training at times when community transmission is high.
If gatherings, meetings or training are essential:
use non-face-to-face options to conduct – for example electronic communication such as tele and video conferencing
if a non-face-to-face option is not possible, ensure face-to-face time is limited, that is make sure the gathering, meeting, or training goes for no longer than it needs to
hold the gathering, meeting or training in spaces that enable workers to keep at least 1.5 metres apart and to comply with the density requirements specified in your jurisdiction – for example, outdoors or in large conference rooms
limit the number of attendees in a gathering, meeting or training. This may require, for example, multiple training sessions to be held, and
ensure adequate ventilation if held indoors.
Workplace facilities
Reduce the number of workers utilising common areas at a given time – for example, by staggering meal breaks and start times.
Spread out furniture in common areas. If changing the physical layout of the workplace, you must ensure the layout allows for workers to enter, exit and move about the workplace both under normal working conditions and in an emergency without risks to their health and safety so far as is reasonably practicable.
Place signage and posters about physical distancing around the workplace. Our website has links to a range of posters and resources to help remind workers and others of the risks of COVID-19 and the measures that are necessary to stop its spread. These posters can be placed around the workplace and in client-facing work environments (for example workplace entrances). Consideration needs to be given to how to communicate with workers and others for who English is not their first language.
Consider providing separate amenities, such as kitchens, bathrooms, for workers and others in the workplace – for example separate bathroom facilities for workers and visitors/clients.
Even if workers and others only spend a short amount of time in a lift each day, there is still a risk of exposure to COVID-19 that you must eliminate or minimise so far as reasonably practicable. Further information on the meaning of reasonably practicable can be found on our website.
There is no specific limit to the number of people allowed in a lift, however you must still ensure, as far as you reasonably can, that people maintain physical distancing in lifts and lift waiting areas and advise workers to wear a mask in the lift.
Remember, you must consult with workers and their health and safety representatives (HSRs), if any, on health and safety matters relating to COVID-19. This includes consulting workers and their representatives on what control measures to put in place to minimise their risk of exposure to COVID-19 in the workplace, including when using lifts.
You must also consult with the building owner/manager and other employers in the building about the control measures to be implemented to address the risk of COVID-19. You may not be able to implement all of the control measures yourself but must work with others to ensure those measures are put in place.
What can I do to manage the risk of COVID-19 transmission in lifts?
Safe use of lifts is best achieved through a combination of measures, determined in consultation with workers, including those that control the number of people needing to use a lift at any one time. This includes:
reducing the number of workers arriving and leaving buildings and using lifts in peak periods, where possible (for example stagger start and finish times for workers by 10-15 minutes per team or group)
maintaining working from home arrangements for some staff (where this works for both you and your workers). This could include splitting the workforce into teams with alternating days in the workplace (for example, rotate teams so they are one week in the office and the other week at home), and
changing lift programming to facilitate more efficient flow of users – for example decrease the time that doors stay open on each floor (where safe to do so) or where there are multiple lifts, assign specific lifts to certain floors based on demand (for example lift A to service floors 1-5, lift B to service floors 6-8 etc).
Where workers and others use lifts, it is still important that they physically distance themselves to the extent possible when waiting for a lift and when in the lift. You must do what you reasonably can to ensure crowding in and around lifts does not occur.
In the lift lobby or waiting area:
ensure workers and others maintain a physical distance of at least 1.5 metres, to the extent possible
implement measures at waiting areas for lifts, such as floor markings or queuing systems. Also create specific pathways and movement flows for those exiting the lifts where possible (you may need to consult with your building manager or other employers in the building to ensure this occurs). You could consider engaging someone to monitor compliance with physical distancing measures where appropriate
place signage around lift waiting areas reminding users to practice physical distancing and good hygiene while waiting for and using lifts, including to wait for another lift if the lift is full
display an advisory passenger limit for each lift – these limits could be temporarily adjusted up during peak periods where additional demand is unavoidable (subject to it not leading to overcrowding in lifts) to facilitate extra movement of workers and to prevent overcrowding in waiting areas. This may result in fewer persons travelling in a lift at any one time to ensure workers and others maximise physical distance from each other, to the extent possible
Within lifts:
users of lifts must maintain physical distancing, to the extent possible. Lifts must not be overcrowded, and users should avoid touching other users.
workers must practice good hygiene in lifts. If they do need to cough or sneeze during a journey they must do so into their arm or a clean tissue.
place signage in the lift reminding workers and others to practice good hygiene by washing their hands, or where this is not possible, using appropriate hand sanitiser, after exiting the lift, particularly if they touched lift buttons, rails or doors – see also our information on hygiene
implement regular cleaning of high touchpoints such as lift buttons and railings – see also our information on cleaning.
Staff must not to come into work, including using lifts, if they are unwell or have tested positive for COVID-19.
Other risks
In some cases, depending on the design of a building, stairs may be an option to reduce demand on lifts. If workers and others are to use stairwells or emergency exits as an alternative to using lifts, you must identify and address any new risks that may arise. For example:
the increased risk of slips, trips and falls particularly if the stairs are narrow and dimly lit
the risk that arises when opening and closing heavy fire doors, and
the risk that a person may become trapped in the stairwell.
You must also consider workers' compensation arrangements and whether your contract of tenancy allows for workers to use stairs, other than in an emergency.
You must also consider how other existing WHS measures will be impacted if you allow workers and others to use stairwells or emergency exits. For example
does increased use of emergency exits and stairwells impact your emergency plans and procedures? See also our information on emergency plans
will stairwell usage increase the risk of fire doors being left open?
Deliveries, contractors and visitors attending the workplace
Consider postponing or cancelling non-essential visits to the workplace should be at times when community transmission is high.
Minimise the number of workers attending to deliveries and contractors as much as possible.
Delivery drivers and other contractors who need to attend the workplace, to provide maintenance or repair services or perform other essential activities, should be given clear instructions of your requirements while they are on site.
Ensure handwashing facilities, or if not possible, alcohol-based hand sanitiser, is readily available for workers after physically handling deliveries.
Direct visiting delivery drivers and contractors to remain in vehicles and use contactless methods such as mobile phones to communicate with your workers wherever possible.
Direct visiting delivery drivers and contractors to use alcohol-based hand sanitiser before handling products being delivered.
Use, and ask delivery drivers and contractors to use, electronic paperwork where possible, to minimise physical interaction. Where possible, set up alternatives to requiring signatures. For instance, see whether a confirmation email or a photo of the loaded or unloaded goods can be accepted as proof of delivery or collection (as applicable). If a pen or other utensil is required for signature you can ask that the pen or utensil is cleaned or sanitised before use. For pens, you may wish to use your own.
On-going review and monitoring
If physical distancing measures introduce new health and safety risks (for example because they impact communication or mean that less people are doing a task), you need to manage those risks too.
Put processes in place to regularly monitor and review the implementation of physical distancing measures to ensure they are being followed and remain effective
My workers need to travel in a vehicle together for work purposes. How do they practice physical distancing?
Ideally, numbers should be limited to one person per vehicle trip where possible. If that is not possible, the number of people in a vehicle per trip need to be minimised.
When minimising numbers, employers need to consider:
the size of the vehicle, the number of rows of seats, and how distances can be maximised in the space (for example, the driver with a passenger sitting in the back)
the duration of the trip
the additional control measures in this guidance.
These measures may mean:
more of your vehicles are on the road at one time
more workers are driving and for longer periods than usual (if driving by themselves).
Because of this, you should review your procedures and policies for vehicle maintenance and driver safety to ensure they are effective and address all possible WHS risks that arise when workers drive for work purposes.
If workers are required to travel together for work purposes, air conditioning should be set to external airflow rather than to recirculation or windows should be opened for the duration of the trip.
You must also clean vehicles more frequently, no matter the length of the trip, but at least following each use by workers. For more information, go to Cleaning to prevent the spread of COVID-19.
Drivers: while transporting passengers
Drivers are responsible for making sure physical distancing is observed to the extent possible in their vehicles. Where possible, driver should ask passengers to:
sit in the back seat of the vehicle
handle their own luggage, and
use contactless payment – where cash payment is required, drivers should wash their hands with soap and water for at least 20 seconds if possible, or use alcohol-based hand sanitiser, afterwards.
Avoid handshakes or any other close physical contact with passengers.
Set air conditioning to external airflow rather than to recirculation, or have windows open where appropriate.
See also our information on workers travelling together for work purposes.
At taxi stands and designated passenger pick-up points
Place signage and floor markings at taxi stands and designated passenger pick-up points, to direct passengers to maintain physical distancing while queuing or standing in waiting areas.
While waiting at taxi stands or designated passenger pick-up points, drivers should avoid physical contact and maintain more than 1.5 metres distance from other drivers when not in their vehicles.
Vehicle depots: Worker interactions and work tasks
calculate the area of the enclosed space (length multiplied by width in metres) and divide by the number of square metres allowed/recommended per person (e.g. 4 square metres). This will provide you with the maximum number of people you should have in the space at any one time.
facilitating working from home for office/administrative workers, where you can
Direct workers to keep 1.5 metres of distance between them in accordance with general health advice. To achieve the best outcomes for physical distancing:
implement the density requirements specified in your jurisdiction (for example, 4 square metres of space per person)
limit physical interactions between workers, workers and clients, and workers and other persons at the site – e.g. by using contactless deliveries and limiting non-essential visitors, and
Where it is practical and safe to do so, review tasks and processes that usually require close interaction and identify ways to modify these to increase physical distancing between workers. Where not possible, reduce the amount of time workers spend in close contact. See also our information on what to do if your workers cannot maintain a physical distance of 1.5 metres.
Layout of the depot
You may need to redesign the layout of the depot where possible and your workflows to enable workers to keep at least 1.5 metres apart to continue performing their duties. This can be achieved by, where possible:
spreading out furniture or plant to increase distancing.
If changing the physical layout of the depot, your layout must allow for workers to enter, exit and move about the workplace both under normal working conditions and in an emergency without risks to their health and safety so far as is reasonable practicable.
Postpone or cancel non-essential gatherings, meetings or training.
use non face-to-face options to conduct – e.g. electronic communication such as tele and video conferencing
if a non face-to-face option is not possible, ensure face-to-face time is limited, that is make sure the gathering, meeting or training goes for no longer than it needs to
hold the gathering, meeting or training in spaces that enable workers to keep at least 1.5 metres apart and to comply with the density requirements specified in your jurisdiction – e.g. outdoors or in large conference rooms
See also our information on training.
Depot facilities
Reduce the number of workers utilising common areas at a given time – e.g by staggering meal breaks and start times.
Place signage about physical distancing around the workplace. Our website has links to a range of posters and resources to help remind workers and others of the risks of COVID-19 and the measures that are necessary to stop its spread. These posters can be placed around the workplace and in client-facing work environments (e.g. workplace entrances). Consideration needs to be given to how to communicate with workers and others for who English is not their first language.
Even if workers and others only spend a short amount of time in a lift each day, there is still a risk of exposure to COVID-19 that you must eliminate or minimise so far as reasonably practicable.
See our information on the meaning of reasonably practicable.
There is no specific limit to the number of people allowed in a lift, however you must still ensure, as far as you reasonably can, that people maintain physical distancing in lifts and lift waiting areas.
Remember, you must consult with workers and their representatives (e.g. health and safety representatives (HSRs)) on health and safety matters relating to COVID-19. This includes consulting workers and their representatives on what control measures to put in place to minimise their risk of exposure to COVID-19 in the workplace, including when using lifts.
reducing the number of workers arriving and leaving buildings and using lifts in peak periods, where possible (e.g. stagger start and finish times for workers by 10-15 minutes per team or group)
maintaining working from home arrangements for some staff (where this works for both you and your workers). This could include splitting the workforce into teams with alternating days in the workplace (e.g rotate teams so they are one week in the office and the other week at home), and
changing lift programming to facilitate more efficient flow of users – e.g. decrease the time that doors stay open on each floor (where safe to do so) or where there are multiple lifts, assign specific lifts to certain floors based on demand (e.g. lift A to service floors 1-5, lift B to service floors 6-8 etc).
Where workers and others use lifts it is still important that they physically distance themselves to the extent possible when waiting for a lift and when in the lift. You must do what you reasonably can to ensure crowding in and around lifts does not occur.
ensure workers and others maintain a physical distance of 1.5 metres, to the extent possible
display an advisory passenger limit for each lift – these limits could be temporarily adjusted up by one or two during peak periods where additional demand is unavoidable (subject to it not leading to overcrowding in lifts) to facilitate extra movement of workers and to prevent overcrowding in waiting areas. This may result in fewer persons travelling in a lift at any one time to ensure workers and others maximise physical distance from each other, to the extent possible
users of lifts must maintain physical distancing, to the extent possible. Lifts must not be overcrowded and users should avoid touching other users.
Staff must not to come into work, including using lifts, if they are unwell.
New risks
does increased usage of emergency exits and stairwells impact your emergency plans and procedures? See also our information on emergency plans
Deliveries, contractors and visitors attending the depot
Non-essential visits to the depot should be cancelled or postponed.
Use, and ask delivery drivers and contractors to use, electronic paper work where possible, to minimise physical interaction. Where possible, set up alternatives to requiring signatures. For instance, see whether a confirmation email or a photo of the loaded or unloaded goods can be accepted as proof of delivery or collection (as applicable). If a pen or other utensil is required for signature you can ask that the pen or utensil is cleaned or sanitised before use. For pens, you may wish to use your own.
If physical distancing measures introduce new health and safety risks (e.g. because they impact communication or mean that less people are doing a task), you need to manage those risks too.
My workers cannot maintain a physical distance of 1.5 metres when performing work. Does this mean they cannot perform work?
It will not always be possible for workers and others to keep 1.5 metres apart at all times at the workplace. For example, workers may have to work closely with each other or others because of the nature of the task and some tasks require workers to be in close proximity to be carried out safely, such as lifting and moving heavy objects.:
Working in close contact increases the risk of workers being exposed to COVID-19. You must consider whether the work task must be completed or could be rescheduled to a later date. If the task must be completed and your workers will be in close contact, you must undertake a risk assessment to determine what control measures are reasonably practicable in the circumstances to eliminate or minimise health and safety risks from COVID-19. For example, if close contact with others is unavoidable, you must implement other control measures such as:
minimising the number of people within an area at any time. Limit access to the workplace or parts of the workplace to essential workers only
staggering start, finish and break times where appropriate
moving work tasks to different areas of the workplace or off-site if possible
if possible, separating workers into dedicated teams and have them work the same shift or work in a particular area and consider whether these dedicated teams can have access to their own meal areas or break facilities, and
ensuring each worker has their own equipment or tools.
Do I need to provide personal protective equipment to workers who are in close contact with each other?
You must ensure workers comply with physical distancing requirements where possible. In circumstances where the nature of the task requires workers to be in close contact, you must put control measures in place that minimise the time workers spend with each other or with other people in the workplace. You must also ensure workers are practicing good hygiene.
If you have a situation where, despite other control measures, workers will be in close contact with each other or with other people for longer than the recommended time (i.e more than 15 minutes face to face cumulative over the course of a week or more than 2 hours in a shared closed space), consider the use of personal protective equipment (PPE).
Workers must be trained in the proper use of PPE. Be aware of WHS risks that may arise as a result of workers using and wearing PPE. See also our information on PPE.
My workers need to travel in a vehicle (other than in their passenger vehicle) together for work purposes. How do they practice physical distancing?
Ideally, numbers should be limited to one person per vehicle trip where possible. If that is not possible, the numbers of employees in a vehicle per trip need to be minimised.
When minimising numbers, employers need to take into account:
If workers are required to travel together for work purposes and the trip is longer than 15 minutes, air conditioning must be set to external airflow rather than to recirculation or windows should be opened for the duration of the trip.
You must also clean vehicles more frequently, no matter the length of the trip, but at least following each use by workers.
See also our information on cleaning.
Do workers need to practice physical distancing when on a lunch break or when travelling to and from work?
Yes. Workers must always comply with any state or territory public health directions or orders. This includes maintaining a physical distance of 1.5 metres between people.
In some states and territories there may be strict limitations on gatherings in public places. This means that in some circumstances, workers cannot eat lunch together in a park or travel together in a vehicle to and from work.
You should refer to your state or territory health authority for further information on specific restrictions in place under public health directions or orders in your state or territory.
Watch our video for information on physical distancing to prevent the spread of COVID-19 in your small business.
Watch video on YouTube Download Transcript
Physical distancing (also referred to as 'social distancing') refers to the requirement that people keep their distance from others in public places including workplaces.
The virus that causes COVID-19 can be transmitted through respiratory droplets, through airborne transmission from smaller particles (aerosols), direct physical contact with an infected individual, and indirectly through contaminated objects and surfaces. Fine virus containing aerosols can remain airborne for several hours.
Keeping a physical distance of at least 1.5 metres between you and others, wherever possible, is one of the ways to reduce the risk of the virus spreading.
Physical distancing can also include limits on the number of people allowed in enclosed spaces (for example, one person per 4 square metres of space) as well as limits on gathering sizes. These requirements differ across states and territories, industries, business sizes and types of premises.
Physical distancing, on its own, will not eliminate or minimise the risks of COVID-19 at the workplace. Businesses must also continue to implement all reasonably practicable control measures to minimise the risks of COVID-19 in your workplace, such as:
What if I cannot always maintain a physical distance of at least 1.5 metres?
It may not always be possible for you to keep at least 1.5 metres apart from other people at the workplace. Some tasks will also require workers to be in close proximity in order to be carried out safely, such as lifting and moving heavy objects. Where physical distancing it is not possible, and/or ventilation is inadequate, workers should consider wearing a mask.
Working in close proximity with others increases your risk of being exposed to COVID-19. In these situations, your employer may consider delaying the task, modifying the task or implementing other controls such as masks and/or other PPE. Your employer must consult with you and your health and safety representative/s (HSRs) (if any) on how to perform the work task safely, including where maintaining a physical distance of at least 1.5 metres is not possible.
For information on the measures your employer should be implementing see our employer information for your industry.
When working in close proximity with others, you must practice good hygiene by washing your hands for at least 20 seconds with soap and water or by using an alcohol-based hand sanitiser (with at least 60% ethanol or 70% isopropanol as the active ingredient), cover your coughs and sneezes. Wearing a mask can also help protect you and those around you.
Does my employer need to provide me with personal protective equipment if I am required to work within 1.5 metres of others?
You must comply with any physical distancing requirements where possible. In circumstances where the nature of the task requires you to work within a distance of 1.5 metres with others, your employer must put control measures in place that minimise the time you spend with other people.
You may need to wear a mask or other personal protective equipment (PPE), where it is available and safe to do so. Wearing PPE is likely to be a reasonably practicable control measure to minimise the risk of COVID-19 in a workplace, even in situations where physical distancing of at least 1.5 metres is possible.
Your employer must consult you and your relevant health and safety representative about the use of PPE and any WHS risks that may arise from using it.
Your employer must provide you with information and training on how to use and wear PPE.
Do I need to practice physical distancing when on a lunch break or when travelling to and from work?
Yes. You must always comply with any state or territory public health directions or orders. This includes maintaining a physical distance of at least 1.5 metres between people in public places and when travelling to and from work.
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Another amazing feature of the OBDLink LX scan tool is that it comes with free lifetime firmware and software updates. This allows you to fix the latest vehicle issues and vehicle models.
The best part of all is that the manufacturer provides a 3-year warranty on defects in material and workmanship. So, you can depend on it to deliver and in case of any issue, you can return the product as it also comes with a 90-day money back guarantee.
Summary: Why buy Obdlink LX Bluetooth Scan Tool?
How to setup OBDLink LX?
Important: The OBDLink app is not suitable for Windows phone 8.
It is not compatible with Apple iOS devices, which might be a challenge for some users of the scanner.
The scan tool is not compatible with electric and hybrid vehicles. This is also another challenge, especially for mechanics who handle different car makes and models.
If you're looking for a simple, affordable, secure, and versatile Bluetooth scanner, then, the OBDLink is a great option for you. This scan tool is easy to use and extremely portable. It is great for startup mechanics, DIY enthusiasts, and small car repair shop owners.
At such a great price, you get to diagnose different vehicle makes and models. Apart from that, you can fully rely on it as it comes with a 3-year warranty.
Question: Does the OBDLink come with a Wi-Fi interface?
Answer: Unfortunately, this is a Bluetooth scan tool and it doesn't come with a Wi-Fi interface. As a result, you can only connect it via Bluetooth and not Wi-Fi interface.
Question: Is this scanner capable of reading ABS and Airbag systems?
Answer: No, it isn't. The OBDLink Bluetooth scan tool is not able to read ABS and Airbag systems. But the scan tool can be utilized to relay basic data from the ECU through OBD2. With the help of the software that it comes with, you can also use it to read DTC's read real-time sensor and reset check engine lights. Other functions include view emission readiness monitor and every systems current state.
Still have a question after reading this obdlink lx review? Comment below.


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There is one summary for H.R.2831. Bill summaries are authored by CRS.
Economic Conversion Clearinghouse Act - Establishes within the Department of Commerce the Office of Economic Conversion Information to: (1) serve as a central information clearinghouse on matters relating to economic adjustment and defense conversion programs and activities of the Federal and State governments; and (2) aid persons in applying for economic adjustment and defense conversion assistance under Federal, State, and local laws. Outlines further Office functions, including: (1) the development of information data bases for use in identifying and applying for such assistance; (2) the establishment of mechanisms to assure easy access to such information data bases, as well as their user-friendliness (including establishing a toll-free number); and (3) the conduct of a regular review of the various agencies and programs in the Federal system involving economic adjustment and defense conversion.
Establishes the Interagency Economic Conversion Information Coordinating Committee to: (1) advise and make appropriate recommendations to the Office; (2) coordinate and facilitate the information gathering and monitoring activities of the Office among Federal departments and agencies; (3) aid the Office in preparing and presenting information in an accessible, user-friendly manner; and (4) assist the Office in making technical assistance personnel available as needed.


Which migraine and seizure symptoms and auras are the same?
Which migraine and seizure symptoms and auras are different? How long do they last?
Can migraines cause seizures? What is an ictal headache?
What is the treatment for migraines vs. seizures?
A migraine is a collection of neurological symptoms that usually includes a severe and throbbing headache.
A seizure is a change in the brain's electrical activity that may affect how a person acts or what they do for a short period. The most common seizure disorder is epilepsy.
Numbness or tingling in the extremities or face.
Symptoms of seizure aura that do not occur with migraine aura also may include a feeling of heaviness, depression, and an impending feeling of a seizure coming on.
In general, migraines do not cause seizures and seizures do not cause migraines, however, many of the symptoms that occur before a migraine are similar to symptoms experienced before a seizure.
People who have migraines are twice as likely to have seizures, and vice-versa.
Migraine treatment includes medications, lifestyle changes, and alternative treatments.
Seizure treatment includes medication, surgery, vagus nerve stimulation, and dietary therapy.
Headaches are among the most debilitating health problems throughout the world. Many people with mild to severe headaches describe them as a migraine, however, tension headaches are the most common type of headache. Doctors and neurologists use specific criteria to identify migraine, tension, and other less-common headache varieties.
A migraine is a type of headache with symptoms like a severe and throbbing headache on one side of the head accompanied by nausea, vomiting, dizziness, visual disturbances, numbness or tingling in the extremities or face, sensitivity to light and sound, touch and smell.
Some people with migraines experience an aura before the head pain starts. Migraine aura symptoms include visual disturbances ocular migraine), water retention, problems sleeping, appetite changes, and irritability.
Migraine headaches can be debilitating and may last between 4 and 72 hours.
Migralepsy is an outdated term that comes from putting together the words "migraine" and "epilepsy." Misdiagnosis between migraine and epilepsy is common because headaches that often accompany seizures (ictal headaches) can be similar to a migraine with aura.
Currently, researchers and doctors do not recognize "migralepsy" as a medical condition, but rather, an epilepsy-migraine sequence (and less likely, a migraine-epilepsy sequence).
A seizure is a change in the brain's electrical activity. Chemical changes that occur in nerve cells may cause too much or too little activity in parts of the brain, which can lead to electrical surges in the brain that cause seizures. Seizures usually affect how a person acts or what they do for a short period. A seizure can range from being mild and barely noticeable to being completely incapacitating. A seizure may also cause a lapse in awareness, called an absence seizure. Nonepileptic seizures (also called nonepileptic events) look like seizures, but are not caused by electrical brain activity as in epilepsy.
A seizure is not an illness; it is a symptom of a disorder that affects the brain. The most common seizure disorder is epilepsy.
Nonepileptic seizures (also called nonepileptic events) look like seizures, but are not caused by electrical brain activity as in epilepsy.
Pre-aura prodrome is more common in people with migraines than in people with seizures. Following a migraine aura, a migraine headache can last from 4 to 72 hours. An atypical migraine, also called a common migraine or migraine without aura, is not preceded by an aura.
Following a seizure aura, the seizure occurs and the post ictal headache is brief.
Seizures usually do not cause migraines. Migraine headaches and seizures share many similar symptoms and often a person with one disorder will experience the other. Seizure auras have many of the same symptoms as migraine auras. Many people who suffer seizures have severe headaches after their seizures because they are misdiagnosed as migraines.
In general, migraines do not cause seizures. Migraines and seizures are two different neurologic problems that have overlapping symptoms. Many of the symptoms that occur before a migraine are similar to symptoms experienced before a seizure. However, people who have migraines are twice as likely to have seizures, and vice-versa. The cause of this relationship is not understood, but there is a clear correlation between the two disorders.
In some children, headaches are the only symptom of seizures and they may be misdiagnosed as migraines.
An ictal headache is a rare type of headache in people with epilepsy. An ictal headache has the same pounding, throbbing feeling as a typical migraine, but usually is caused by seizure activity.
Medications for acute migraine treatment include over-the-counter (OTC) pain relievers such as aspirin, nonsteroidal anti-inflammatory drugs (NSAIDs) such as ibuprofen (Advil, Motrin), and acetaminophen (Tylenol); and prescription medications such as triptans, ergot derivatives and narcotic pain medications.
Medications to prevent a migraine attack include antidepressants, anticonvulsants, beta-blockers, calcium channel blockers, and hormone therapy (in women whose migraines are linked to their menstrual cycle).
Erenumab (Aimovig) is a monthly injection used to prevent migraine headaches. Erenumab is the first drug in a new class of drugs called a calcitonin gene-related peptide receptor (CGRP-R) antagonists. Erenumab was approved by the FDA in 2018.
Use stress reduction techniques such as Yoga and meditation.
Surgery: Laser interstitial thermal therapy (LiTT) is a minimally invasive surgery used in individuals with drug-resistant epilepsy whose seizures do not respond to medication. The procedure uses heat to remove the part of the brain where the seizures originate.
Focal resection: This surgery removes the portion of the brain where seizures begin, and is effective only when seizures originate reliably from a single location in the brain.
Hemispherectomy: This procedure involves removal of almost all of one side of the brain. This is only used in a small number of individuals.
Corpus callosotomy surgery: Unlike the other procedures, this does not remove the sections of the brain where seizures originate. This procedure cuts off the brain's electrical communication between hemispheres, interrupting the seizure activity.
Vagus nerve stimulation (VNS): this involves stimulation of the vagus nerve by placing a pacemaker device in the chest.
Davies, PTG, et al. Migraine triggered seizures and epilepsy triggered headache and migraine attacks: a need for re-assessment.J Headache Pain. 2011 Jun; 12(3): 287–288.
FDA. Aimovig prescribing information. 2018.
Epilepsy Foundation. Migraine & Epilepsy. Updated: Apr 01, 2004.
Epilepsy Foundation. Seizures and Headaches: They Don't Have to Go Together.
Epilepsy Foundation. What is a Seizure? Updated: Mar 19, 2014.
Epilepsy Foundation.Nonepileptic Seizures or Events. Updated: January 21, 2013.
Sheryl Haut, MD. Differentiating Migraine from Epilepsy. June 2005. Johns Hopkins University Advanced Studies in Medicine. Vol 5 (6E). June 2005.
The Johns Hopkins Medicine; Neurology and Neurosurgery. Treatment for Seizures & Epilepsy.
Please share your experience with migraines and/or seizures, it may help others.
What symptoms, signs, and auras do you experience before a migraine headache or seizure?
What medication or other treatments have been helpful in preventing, treating, or managing migraine headaches or seizures?
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Emily has a background in business with an MBA and a BBA from Boise State University (BSU) with minors in Nonprofit Management and Entrepreneurial Management. This education has provided her with expertise in areas such as sustainability strategy, benchmarking and reporting, and corporate social responsibility. She has a passion for social and environmental impact and has experience working directly with four Boise B Corporations developing strategies to achieve environmental and social goals. She has also received a Sustainability Reporting Badge working on the College of Business and Economics and College of Health Science sustainability reports at BSU.
While pursuing her education over the last six years, Emily has experience in a corporate environment in corporate social responsibility, marketing, and community outreach. In the last two years Emily has used her exceptional communication skills to write a corporate responsibility report at Idaho Milk Products, ensuring brand voice and proper industry wording. She also worked with the marketing department conducting positioning research, creating marketing materials, and producing internal and external communication videos. Working with Idaho Milk Products, Global Service Partnerships, and Proof Eyewear, Emily created social media strategies and content. She has given her time to companies like Vivid Roots and Children's Miracle Network Hospitals to assist in fundraising efforts. For the Blaine County 2018 WIR Conference, Emily was instrumental in recruiting sponsors and fundraising.


Michael Gove popped up in the Daily Mail over the weekend to urge Britain to get behind Theresa May's Brexit deal. "Leaving the EU is the right thing to do", he assured the Mail's readership.
He is wrong. And better still, Theresa May's deal would see half of them come to pass anyway. If the UK retracts its Article 50 notification then it simply continues with its current status.
This means that we would retain our veto over any changes to the rebate. We would retain our veto on an EU army. We would have full voting rights over EU laws, and be in a position to shape them in our interests – something we have done with great success in the past. And as for bailouts, as things stand, if countries don't use the euro then they don't pay for them. Unsurprisingly, there is no indication that the UK or other non-eurozone states like Sweden, Denmark and Poland are particularly keen to revisit this.
Gove might argue that the EU might attempt to force concessions from the UK if it turns out we need its approval to revoke Article 50. But why would the EU risk a rapprochement by making last-minute demands which could not be enforced?
Moreover, many of Gove's scare stories apply to May's deal too. "Level playing field" requirements will keep us bound to the EU rulebook for tax, state aid, competition law, employment rules, environmental standards – the list goes on. It goes further than that; it's setting us up for legally binding alignments to EU law in any future trade deal. If Gove really objects to a "tide of new EU laws" without a say, then he shouldn't be backing this deal.
This is all a far cry from the claims of the Vote Leave campaign, which Gove fronted, promising we could pass our own rules on the environment and state aid to save the Port Talbot steelworks. Now, however, Gove cares more about the "services which make up a far larger proportion of our economy". Except even there, the deal is miserable: we will either lack access to EU markets, or accept the "extensive regulatory alignment" in the Ukraine-style arrangement May appears to desire. And, of course, we can hardly stop an EU army from outside the EU.
But it gets better. It's not just that half of Gove's scare stories apply to May's deal; there are a few more horrors we can think of. It ends UK sovereignty in Northern Ireland through a backstop we have no way of leaving. It leaves Gibraltar vulnerable to Spanish demands. And it even leaves the European Court of Justice with a major voice setting law in the UK.
May's deal would make the UK an impotent state, trailing after the will of its neighbours. And it would do so without delivering almost anything the Leave campaign promised us. We deserve a way out of this madness. We deserve a People's Vote.
Indeed Michael Gove was talking through his hat. It would be still correct to say that the eventuality of revoking Article 50 has not been clarified by the European Court of Justice, and with it reversion to the exact status quo. However it is certainly false 'project fear' stuff on his part to say the rebate etc. would not be available any more.
Refer to 2016 vote – We don't want to stay on the same terms!!!!!
I think you mean you don't plus your friends. Since those terms are vastly superior to May's deal which leads us devoid of any rights to influence the EU rules we will have to live by it would be the sensible option. I am sure there is no majority in the House of Commons or the country for the No deal Brexit option. But we could be certain with another Referendum!
Since when has Gove been interested in the true facts?


and I am from United States, Westminster I'm called by PJ...Petey J...Miss P. I joined United Cats on July 9, 2016.
My birthday is May 1, 2007. Only 9 day away, can't wait, can't wait, can't wait!
Hi I'm PJ and I am a very lucky little momma to have found such a great home. Quick Bio:-part feral-cat rescue Birthday:May 1st 2007 Coloration:Black Likes:LAYING IN THE SUN AND FRISKIES WET FOOD,BEING INSIDE :-) Pet-Peeves:BROTHERS!!!! THEY ARE ANNOYING!!!!!!! Favorite Toy:SHE LIKES TO WATCH BIRDIES AND PLAYS WITH SHREWS AND FIELD MICE Favorite Nap Spot:UNDER THE TABLE ON THE "SPARE CHAIR" Favorite Food:PUDDING VANILLA OR TAPIOCA Skills:SHE IS AWONDERFUL MAMA CAT AND VERY PROTECTIVE AND LOVING Dwells:indoors Arrival Story:PJ IS ACTUALLY A STRAY THAT HAS BEEN LIVING IN OUR BACKYARD FOR A MONTH OR SO NOW.I'M JUST GUESSING ON HER AGE,SHE MAY BE ALITTLE YOUNGER THAN 1.SHE IS RATHER PREGGERS AND I'VE BEEN FEEDING HER.I CAN'T LET HER STARVE ESPECIALLY SINCE SHE'S GOING TO HAVE BABIES SOON.I HAVE'NT BEEN ABLE TO PET HER YET BUT I CAN GET PRETTY CLOSE LIKE WITHIN 2-3 FEET BEFORE SHE MOVES AWAY FROM ME. HOPEFULLY SHE'LL LET US NEAR WHEN THE BABIES ARRIVE SO WE CAN GET THEM GOOD HOMES AND I CAN GET HER VETTED.IF SHE IS HEALTHY(NO FIV,FELV, ETC) SHE'LL GET TO COME INSIDE WHEN SHE TRUSTS US MORE. UPDATE 6/13/08 PJ HAD HER BABIES 2 WEEKS AGO AND IT TOOK US THIS LONG TO FIND THEM. SO FAR I'VE ONLY BEEN ABLE TO SEE 2 BUT THERE MAY BE MORE IN HER "DEN" . THEY APPEAR TO BE HEALTHY(NO EYE CRUSTIES) AND ACTIVE AND VERY CLEAN LITTLE ONES. BOTH APPEAR TO BE LITTLE TIGER CATS(IT WAS HARD TO SEE IT WAS GETTING DARK).STILL CAN'T TOUCH HER YET BUT SHE LET'S US GET REAL CLOSE AND SEEMS OK WITH US KNOWING WHERE THE BABIES ARE .I CAN'T WAIT TO PET HER AND LOVE ALL OVER HER AND HER BABIES!!! MOL:-) Bio:WELL PJ HAD A SECOND LITTER IN THE FALL BEFORE WE COULD GET HER CAUGHT AND FIXED. THEY ALL ARE NOW INSIDE AND WILL BE STAYING WITH US AS ALL THE HOMES WE HAD LINED UP FOR THEM FELL THROUGH. PJ HAS BEEN FIXED AND HAS DISCOVERED THAT LIFE INSIDE IS PRETTY GOOD. SHE LIKES TO GET PETTINGS AND BRUSHINGS AND TREATS AND SHE EVN PLAYS SOMETIMES. SHE SEEMS TO BE QUITE HAPPY. HER BABIES ALL HAVE THEY'RE OWN PAGES NOW TOO.
I eats just bouts anything. I do miss my mousies and chipmuncks from when I was outside on my own.
I'm very friendly and I like to be loved....but when I've had enough that's it.


Woke up at 0550. I do not like waking up at this time for work. AT. ALL. 10 minutes later after I figured out what day it was, why my eyes were open, and where I was, I got out of bed and remembered I promised myself I would throw this dish in crock pot before leaving for work. 0605 – hot water and apple cider vinegar beverage in hand – better get moving.
Truly this recipe is easy as it says. Throw everything in the crock pot and run. Well, in my case, shower for work and get going. Why is it when the Today show comes on and I'm not out the door that means I'm late for work?! It's just. TOO. EARLY.
Truth be told, there is some dicing required. Had I realized or fully thought it through, I would've diced the onion and garlic the night before. Oh well…who doesn't like a onion induced tear filled morning at 0620?!?! FYI – my eyes do NOT react well to onions. I think it's because they are light colored and more susceptible for some reason and I'm supposed to chew gum or put a chopstick in my mouth or stand on one foot or something to reduce the pain, but it was was too early and never really works anyway.
So onion and tears aside, all the ingredients went in. I decided to add a few tablespoons of tumeric, because that stuff is good for you and it's a new year right?! I also had frozen pork bone broth in the freezer that I used for the liquid, a perfect use for this. In all the ingredients when, 0630 – I have to shower because now I will be late. Crazy talk…0630 and I'm late. Isn't the rest of the civilized world still in the fetal position asleep at that time?! Yeah, I thought so. Wah wah.
The minimal results were all worth it. The recipe calls for this to be cooked for 8-10 hours. I got home after a work out at 1845, so it was a little more than 10 hours…but all was well and my house hadn't burned down. It just smelled delicous and all chili-like! After cutting up some whole grain tortillas, spraying them with coconut oil spray and baking them for 10 minutes, and serving the delicious chili on a bed of arugula (it was too dark to go out to the garden and forage for tuscan kale even though I know it's out there somewhere), it was dinner time. And all that minimal effort…totally worth it. Thanks again Smitten Kitchen!!


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The landscape charter is a decision support tool in the form of a moral contract between different actors in a specific territory.
This voluntary approach is a way to better understand the landscapes of a territory and make an assessment with the aim of protecting, promoting and restoring landscape heritage.
The landscape charter determines the general directions concerning the landscape, a strategy, an action programme and the implementation of the landscape project for a territory that may exceed administrative boundaries.