Prescribed for Plaque Psoriasis, Psoriasis. betamethasone / calcipotriene topical may also be used for purposes not listed in this medication guide.
For Psoriasis: I've had psoriasis for over 30 years. When I first used this product it worked wonders but lately it has been really aggravating my skin so I stopped using it. For my scalp psoriasis, my dermatologist suggested that after I wash my hair I should dry it fairly quickly. This small change in my routine has reduced my scalp psoriasis by about 80%.
For Psoriasis: It would be nice to use this product, but being self employed with $6000 deductible you want to charge me $700.00 for a tube of this stuff. That is criminal and you should be ashamed of yourself.
See the full betamethasone / calcipotriene topical side effects document.


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text:
An Alternative Approach to Controllers
John Lindquist
AngularJS makes your HTML very declarative. However, seeing the functions invoked in your HTML may not offer any clues as to what controller defines said functions. This video offers an approach to solving this problem by returning the controller in the controller definition so that we can opt for something like ng-click="SomeCtrl.doesSomething()" instead of simply writing ng-click="doesSomething()".
John Lindquist: I would argue that the number one benefit of AngularJS is that it makes your DOM and your HTML really declarative meaning that if you look at the HTML, you can tell what's going on in your app by the way you define components and behaviors inside of your elements and whatnot.
Some people may argue that if you set up something like --I know I always default into a button -- NG click and you've put a method in here saying "say hi," like "OK," I realize I'm invoking a method called "say hi" but where is that actually being called? It could be inherited from a parent scope and that sort of stuff. There is a train of thought that if instead of...To do this right now, you'd have to say, "say hi." It's your function, and you say "alert, hi" and you should see this work.
There's a train of thought that if instead of assigning this to scope, you actually assign it to the controller itself. Then what you can do is return and assign a property on the scope to this. Then return that, which would allow you to, instead of just saying "say hi" here, you could say "app controller. say hi." That way it's completely clear where that method is being invoked. You know it's on the app controller, it's easy to find, and it still works the exact same way. Then you can put scope changes in there and everything.
It just kind of creates a level of extraction around by putting everything inside of the controller. It's still accessible through scope inheritance if you reference "app controller." It kind of creates that level of separation so you know exactly what's going on in HTML.
I'm not really arguing for or against this. It's more of a personal taste. I've seen a few guys who really love this approach and some people think it's unnecessary. If you like it then go for it. I don't think there's any reason not to that I've found other than the general convention or that the examples you've seen around the Internet generally don't do this.
Take it how you want and toy with it. See if you like it.

redpajama_set_name: RedPajamaCommonCrawl


text:
Formula 1 1986 Season
Simulator Automobilista
Automobilista - €0.00 EUR
The 1986 FIA Formula One World Championship was the 40th season of FIA Formula One motor racing. It featured the 1986 Formula One World Championship for Drivers and the 1986 Formula One World Championship for Manufacturers, both of which commenced on 23 March and ended on 26 October after sixteen races. The Drivers' Championship was won by Alain Prost, and the Manufacturers' Championship was won by Williams. Prost was the first driver to win back-to-back Drivers' Championships since Jack Brabham in 1959 and 1960.
3D Moddels : Chief Wiggum
3D rims (WIP) : Diego Offspring
2D Textures : Chief Wiggum
AMS conversion : Alain Fry
Helmets textures (WIP) : Alain Fry
Gloves, Suits (WIP) : Alain Fry
Talent pack (WIP) : Alain Fry
Physics, Tyres and sounds : Reiza Studios
0.2 version :
Cleaned all .mas files and deleting some textures
Improved shaders for Williams, Lotus, McLaren, Ferrari
Added Tyrrell-Renault 015
Fixed cockpit LED/LCD for Williams FW11
Added cockpit parts for Williams FW11
Fixed cockpit LED/LCD for McLaren MP4-2C
Improved helmet textures for Alboreto, Johansson, Senna
5 teams included : McLaren MP4-2C, Ferrari F1-86, Lotus 98T, Williams FW11 and Ligier JS27


Starring: Jesse Eisenberg, Alexander Skarsgård, Salma Hayek, Michael Mando, Johan Heldenbergh, Ayisha Issa, Mark Slacke.
Movie 'The Hummingbird Project' was released in March 15, 2019 in genre Drama. Kim Nguyen was directed this movie and starring by Jesse Eisenberg. This movie tell story about A pair of high-frequency traders go up against their old boss in an effort to make millions in a fiber-optic cable deal.
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With five OUA teams in the CIS top ten; Carleton (1), Ottawa (2), McMaster (5), Windsor (7) and Ryerson (8), we knew one of these teams wouldn't make the OUA final four. Despite being ranked fourth or fifth in the CIS for most of the season and coming within three-points of handing Carleton their first loss of the season, Ryerson would fall short by a single point to the Gee-Gees in a game that saw nine lead changes.
The Carleton Ravens are sitting on a perfect record this season and easily got by Laurentian in the OUA East semi-finals with a 111-77 victory. Their only losses this season came in pre-season exhibition games against NCAA teams Syracuse, in overtime, and Cincinnati. The closest thing to a blemish on the Carleton record this season is a 3-point win over Ryerson. The Rams led through most of the game, holding Carleton to their worst shooting percentage of the season. The Ravens' stats at both ends of the court are impressive. They have been outscoring their opponents by an average of 30 points, with a field goal percentage just under 50% while holding their opponents to 36%. They lead the CIS in field goal percentage, 3-point percentage, free throw percentage and rebounding efficiency, collecting 61% of the rebounds.
Ottawa's only two losses, not surprisingly, came at the hand of the Ravens, but they've dominated their opponents in all but a few of their games. In the OUA East semi-finals, the Gee-Gees had one of their poorest shooting performances with 27-77 shooting against the Rams. Ryerson produced 31 bench points but gave up 14 turnovers, allowing the Gee-Gees to win it from the free throw line. The Gee-Gees have demonstrated strong shooting throughout the season with a 49% field goal percentage, 40% from the three-point line and led the league with 96.4 points per game. Defence may be their weakness, as they allow their opponent to shoot 41% for an average of 78 points per game.
After falling short of the final four last season, McMaster finished this season atop the OUA West division, having lost three games to OUA East teams (Carleton, Ottawa and Laurentian) and splitting games with Windsor. Their record advanced them to the division semi-finals against Western. While Western held the lead after the first quarter, McMaster took over in the second, only allowing Western 6 points. Rebounding and turnovers were major factors allowing McMaster to win 83-49. With a respectable 45% field goal percentage, the Marauders hold their opponent to 39% shooting allowing them to win by an average of 16 points. They are efficient on the glass, collecting 55% of the rebounds. Struggles at the free throw line, however, could be the difference in close games.
Lakehead denied Windsor the bronze medal and a trip to the CIS final 8 last season, so they are hungry to try again. The Lancers fell to Carleton, Ottawa and Ryerson, but split their series with Lakehead, McMaster and Waterloo. Finishing second in the OUA West division earned them an OUA semi-final appearance against Laurier. Out-rebounding Laurier 53-38, the Lancers generated 17 second chance points, and dominated the key, scoring 50 points from the inside. Windsor's offensive numbers are the lowest of the final four, shooting 43% from the field, 35% from the three and averaging 82 points per game. They grab 53% of the rebounds, but they also struggle from the free throw line.
The Windsor Lancers were the last CIS team to beat Carleton. They won 71-67 on November 9, 2012 in the season opener. Therefore, history has shown, it can be done. Fast-forward to this season's opener between these two teams. Carleton defeated Windsor with solid rebounding, three-point shooting and free throw shooting for a 95-74 win.
The Raven's top scorer, Philip Scrubb will be a key factor in this game. He posted 24 points in each of his last two appearances against Windsor and is always a threat. Kevin Churchill posted a season-high 19 points against Windsor in the opener, and could be a factor again.
Lien Phillip will need to play a critical role if Windsor is going to win. He averages a double-double (16 points, 13 rebounds) and he will need to rebound and be a factor on the scoreboard. Enrico Diloreto leads the Lancers in scoring despite only shooting about 39%. He has come up big in tough games, shooting 56% for 29 points against Ottawa and 26 points in both appearances against McMaster.
The biggest threat for Carleton, at this stage is complacency. With the exception of one close game against Ryerson, they have dominated in every game. The players will have to stay focused, and avoid the temptation to take their foot off the gas. In order to survive in this game, Windsor will have to find a way to defend Carleton without fouling them. The Ravens basically won the season opener from the free throw line, with Windsor taking 25 fouls leading to 29 points.
Offensively, Ottawa has an edge in every category, most notably in points per game. When these teams met back in November, Ottawa won 100-85 thanks to an inside shooting edge and a strong showing at the free-throw line.
In November, Johhny Berhanemeskel scored a season-high 38 points against McMaster shooting 67%. At that point, Terry Thomas was not yet eligible to play. He has since provided two 40+ point performances for Ottawa and will surely be noticed. Look for Taylor Black to lead his team in rebounds and on the scoreboard. He is averaging 14 points and 8 rebounds per game. Joe Rocca leads his team in scoring, but struggled against Ottawa last time. Rohan Boney hit a double-double with 10 points and 11 rebounds against Ottawa and should be a factor again.
Ottawa will need to distribute the ball to find quality shot opportunities and avoid being forced into shots. A low shot percentage will mean more rebounds, and the Marauders are the better rebounding team.
The Marauders had 37 points from the bench in their last game with Ottawa, and they will need those again if they're going to use their bench to keep fresh defenders on Ottawa's shooters. They also need to hit their free-throws.
It's a fairly sure bet that the Gee-Gees and Ravens will compete for the Gold medal, leaving McMaster and Windsor competing for Bronze. These teams aren't only competing for the bronze, but also for a spot in the CIS Final 8 and Windsor will likely be left on the outside looking in again this season. As hungry as Ottawa is for the trophy, and to defeat their cross-town rival, it's unlikely they will hoist the Wilson Cup. The Carleton Ravens will certainly be hanging another OUA Championship banner at the Ravens' nest.


Adding Brian, Kevin, and Michele to the team, augmenting the amazing work that John, Adam, and I have long been doing for clients, really amounts to a shift in what Analytics Demystified is able to do for our clients. Whereas in the past we have had to rely on other firms, partners, and vendor resources … now clients are able to form a strategic partnership with Analytics Demystified and work with the most experienced consultants in the industry, exclusively. In the short span of 12 months we have gone from a largely strategic firm, providing oversight over dozens of moving parts, to a single-source provider of the deepest body of analytics expertise available in the industry today.
Pretty cool, at least for our clients.
I sincerely hope that your 2012 was as amazing, productive, and exciting as mine was, and that you are similarly excited about what 2013 will bring. If you have any questions about Brian, Kevin, or Michele, or how the entire Analytics Demystified team might be able to help you expand your use of analytics, don't hesitate to reach out and we can set up a time to talk.


2Brought in this Rod, to shew his pow'r.
3O dreadful birch ! O baleful tree !
4Thou instrument of tyranny !
5Thou deadly damp to youthful joys !
6The sight of thee our peace destroys.
8Beheld the weapon o'er his head.
14Who taught at once to read and game !
16You'll make a fortune by your school.
18And be the darling of the mothers.
20When boys shall go to school to play !
22For play will then become a science.


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Published by Grace Mcgachy at 10:37am 12th February 2019.
A King's Lynn charity for veterans has been damaged.
Norfolk police were called to Bridge for Heroes shortly after 9am on Monday (11th Feb).
They told KLFM they were investigating an incident of criminal damage on South Clough Lane.
Officers say that plants were damaged in the incident and a sign was ripped.


Spice is a support services business that operates within the Electricity, Facilities, Telecoms and Water sectors. The company was founded in 1996 through a management buy out from Yorkshire Electricity. From a single contract worth £3 million per annum, Spice has grown organically and by acquisition to in excess of £175 million turnover per annum. Spice is now recognised as a leading provider of support services across its four divisions and works in partnership with a large number of utility, commercial and public organisations. Spice operates from more than 30 locations across the United Kingdom.


text:
Robert Donat (Withington, Manchester, 1905. március 18. – London, 1958. június 9.) Oscar-díjas angol színész.

Életpályája
Színi tanulmányait Manchesterben végezte. 1921-ben Birmingham-ben lépett színpadra, ahol Shakespeare-szerepekkel tűnt fel. 1929-ben Liverpoolba szerződött. 1932-től filmezett. 1960-ban csillagot kapott a Hollywood Walk of Fame-en.

Munkássága
Játékstílusát könnyed elegancia jellemezte. A drámai és vígjátéki helyzetekben egyaránt mindig hiteles alakítást nyújtott. Hollywoodban romantikus nagyvonalúsággal formálta meg Gróf Monte Christot (1934). Emlékezetes szerepe az Eladó kísértet (1935) kettős figurája – a kísértet és az elszegényedett utód – René Clair derűs szatírájában. Oscar-díjat kapott az Isten vele, tanár úr! (1939) főszerepéért. Mr. Chips alakjában hitelesen ábrázolta egy pedagógus áldozatos életét pályakezdésétől öreg napjaiig. Jellemábrázoló képességét, erejét a Varázsdobozban (1951) is igazolta, ahol William Friese-Greent, a filmtechnika angol pionírját elevenítette meg.

Magánélete
1929–1946 között Ella Annesley Voysey volt a felesége. Három gyermekük született: Joanna Donat (1931), John Donat (1933) és Brian Donat (1936). 1953–1958 között Renée Asherson (1915-2014) angol színésznő volt a párja.

Halála
Robert 1958. június 9-én halt meg Londonban, 53 évesen. Életrajzírója Kenneth Barrow, halála okáról azt írta: "Lehet, hogy az asztma ártott neki, de kiderült, hogy agyi trombózisa és tojás nagyságú agydaganata is volt."

Filmjei
 A holnap embere (Men of Tomorrow) (1932)
 Készpénz (Cash) (1933)
 VIII. Henrik magánélete (1933)
 Gróf Monte Cristo (1934)
 39 lépcsőfok (1935)
 Eladó kísértet (1935)
 A páncél nélküi lovag (Knight Without Armour) (1937)
 Réztábla a kapu alatt/A citadella (1938)
 Isten vele, tanár úr! (1939)
 A fiatal Mr. Pitt (The Young Mr. Pitt) (1942)
 Az újoncok (1943)
 Tartu kalandjai (The Adventures of Tartu) (1943)
 Tökéletes idegenek (1945)
 A Winslow fiú (The Winslow Boy) (1948)
 Varázsdoboz (The Magic Box) (1951)
 A Hatodik Boldogság fogadója (1958)

Díjai
 Oscar-díj a legjobb férfi főszereplőnek (1939) Isten vele, tanár úr!

Fordítás

Források
 Ábel Péter: Új Filmlexikon, 1. kötet, Akadémiai Kiadó, Budapest, 1971. 264. old.

További információk

 Filmkatalógus.hu

Angol színészek
1905-ben született személyek
1958-ban elhunyt személyek
Oscar-díjasok

redpajama_set_name: RedPajamaWikipedia


At its meeting 7 March, the board of directors of Statkaft AS adopted the annual result for 2006 for the Statkraft AS Group. Profit before tax totalled NOK 9,826 million and net profit NOK 6,285 million. This is identical to the preliminary figures published 15 February 2007.


Extract of sample "Critically Evaluate How ICT Is Applied To the Tourism and Hospitality Industries"
Download file to see previous pages rating in the tourism and hospitality industries also face immense competition amid themselves owing to the increasing numbers of entrants and established brands offering similar products and services. Companies possess the need to develop effective strategies to deal with such scenarios. They need to perform effectively in every aspect of their business so that they can outdo the performance of their competitors and obtain greater advantages that can suffice their long-run sustainability needs. It is often argued in this regard that proper execution of the plans and decisions of the business is the ultimate approach that can substantiate effective performance demanded by a modern day organisation (Pride & et. al., 2010).
Critically Evaluate How ICT Is Applied To the Tourism and Hospitality Essay. https://studentshare.org/tourism/1628652-critically-evaluate-how-ict-is-applied-to-the-tourism-and-hospitality-industries.
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Did you know there really is a pallet university? No, really a guy by the name of Brandon who loves pallets, designing all types of furniture, wall hangings, and projects out of pallets, has designed a pallet university for anyone who is into, or would like to start making all types of things involving pallet wood. I think it is a marvelous idea and it is a growing business that ordinary people are making a decent living from. Home made pallet furniture and décor of all types is really a big business yet people are unaware of the idea of making anything out of pallets, being able to do easy pallet projects or how to keep everything simple or the money they can make!


Sale A Bration at Stampin' Up! is always a wonderful time to purchase products and earn free exclusive products. And this year the offerings are really to my liking.
In particular I am finding many ways to use the beautiful Speciality Designer Series Paper - Irresistibly Yours.
It is the perfect weight to use with the new Gift Box Punch Board and offers infinite solutions to gift wrapping, simply by colouring the paper.
Here is a sample of a box with no colouring. The embossed design is subtle and elegant.
These 2 boxes show the dramatic effect of colouring. This has been done by applying Stampin' Up! Classic ink directly to the paper with a sponge. It is important to have a soft tissue or piece of paper towel on hand to buff the paper immediately the ink has been applied. This is so any residue of ink on the embossed pattern is removed, leaving strong patterns.
I added a Bermuda Bay rose, created with the Spiral Flower Originals Bigz L Die and some Wisteria Wonder Seam Binding to pick up some of the ink colours used on the body of the box.
added the largest and smallest butterflies from the Butterflies Framelits Dies. They are cut out from Brushed Gold card stock. Some Gold Satin Ribbon completes the picture.
Here is a list of the products used on these projects.


text:
Home/Magazine Archive/September 2019 (Vol. 62, No. 9)/DAML: The Contract Language of Distributed Ledgers/Full Text
DAML: The Contract Language of Distributed Ledgers
By Shaul Kfir, Camille Fournier
Communications of the ACM, September 2019, Vol. 62 No. 9, Pages 48-54
10.1145/3343046
View as: Print Mobile App ACM Digital Library Full Text (PDF) In the Digital Edition Share: Send by email Share on reddit Share on StumbleUpon Share on Hacker News Share on Tweeter Share on Facebook
Credit: Shutterstock.com
When Shaul Kfir cofounded Digital Asset in 2014, he was out to prove something to the financial services industry. He saw it as being not only hamstrung by an inefficient system for transaction reconciliation, but also in danger of missing out on what blockchain technology could do to address its shortcomings.
Since then, Digital Asset has gone to market with its own distributed-ledger technology, DAML (Digital Asset Modeling Language). And that does indeed take advantage of blockchain—only not in quite the way Kfir had initially intended. He and Digital Asset ended up taking an engineering "journey" to get to where they are today.
Kfir readily admits his own background in cryptography and cryptocurrency—both as a researcher (at Technion and MIT) and as a cryptocurrency entrepreneur in Israel—had more than just a little to do with the course that was originally charted. As for lessons learned along the way, Camille Fournier, the head of platform development for a leading New York City hedge fund, helps to elicit those here. She brings to the exercise her own background in distributed-systems consensus (as one of the original committers to the Apache Zookeeper Project) and financial services (as a former VP of technology at Goldman Sachs).
CAMILLE FOURNIER: One of the proposed applications of blockchain for the finance world now focuses on how it might be used to solve the distributed-ledger problem. How would you say that challenge is generally viewed at this point?
SHAUL KFIR: Let's start by considering the current state of IT in the financial industry. As any new product is introduced to this highly interconnected ecosystem, each organization builds a system to handle the new product's workflows. For each financial institution, this will become only one of many similar systems—so similar, in fact, they duplicate many of the same functions. Each of these systems, in turn, is integrated into other internal systems that all touch the same accounts, the same assets, and the same reference data. Beyond that, each organization is also faced with building reconciliation processes with each of its counterparties.
This already presents two major problems. First, if there are n new systems in the industry—one for each organization—you're soon going to end up with something on the order of n2 new bilateral reconciliation relationships between the various entities. Second, you end up with a new system built for each new product instead of mutualizing the existing infrastructure and making it possible for products to be built and composed on top of each other.
As the financial industry or any product in it continues to mature, the natural tendency is to centralize in a hub-and-spoke manner around established central infrastructure providers so as to revert to something more like n different relationships, where everyone can just focus on reconciling against the infrastructure providers at the center of the network.
Another thing to bear in mind here is the way these systems are built typically provides only for reconciliation to happen in batch mode as an aggregate of all the transactions that have taken place over the course of the day. This is a historic remnant of how the financial system was originally designed and falls well short of the demands of today's financial world if only because there's too much intra-day risk associated with waiting until the end of the day to know with certainty what assets and liabilities you have.
FOURNIER: You're saying the current model relies too much on centralized reconciliation providers and increases intra-day risk by waiting until the end of the day to do reconciliation. How is a distributed ledger for transaction reconciliation going to address both of those concerns?
KFIR: Actually, there is a third concern I need to mention—and this is the most critical one to solve. As this ecosystem of distributed workflows continues to grow in complexity, it becomes more and more difficult to drive innovation, since each change forces each entity to make adjustments to its own internal systems and processes. The pace of change, as a consequence, eventually grinds to a halt.
Try to imagine a distributed ledger as a virtual SQL database the whole industry has access to—filtered, of course, such that each company can see only what it's allowed to see. It's with this mental model that distributed ledgers manage to address these problems in two main ways. One is that they reconcile the different companies' ledgers on a per-transaction basis in real time such that one shared database can show each of those companies exactly where it stands at any point. This means you don't have to wait until the end of the day to confirm your position.
The second major advantage is that a distributed ledger transforms the rollout of new workflows into a lightweight process. Imagine a company suggesting a new workflow simply by adding new tables and stored procedures to this database—which is to say, by doing something that resembles what SaaS [software as a service] companies currently do to provide for a continuous rollout of features. This will reduce friction and, as a consequence, lead to a faster pace of innovation, as existing workflows become composable elements of new workflows.
To clarify, think about how large technology companies use their infrastructure to achieve greater agility. Most of them today have some logically centralized infrastructure that includes a central code repository and a CI/CD [continuous integration/continuous delivery] system. If these ideas can be expanded to an industry level in the sense that you can start rolling out workflows as smart contracts that are written only once and then made available for everyone to build upon, that's clearly more efficient than leaving it to each organization to write its own workflows.
FOURNIER: Fine, but now let's back up for a second to talk about what actually distinguishes a distributed ledger from the classic reconciliation approach these large institutions at the center of the financial network are currently following.
KFIR: As things stand, these large institutions hold the ledgers of record for many different markets. There are at least two problems with that. One is that the systems used by many of these infrastructure providers are old—which is to say you can't use an API to go in and get a real-time view but instead are forced to wait for that night's batch to be run. Distributed ledgers don't address this problem directly, but they have been designed explicitly to take advantage of modern technology.
Then there's a second issue here that's more fundamental. A large financial institution cannot be in the position of needing to trust an API call into someone else's infrastructure to learn that something has just shifted on one of its trades by a few million dollars. Each financial institution holds its own ledger of record that it can make reference to whenever needed. But then, with at least one entity on either side of a trade, this means there will be at least two ledgers in play, both of which are going to require reconciliation around each event since they both touch the same data. A distributed ledger synchronizes these separate ledgers as if they were part of the same database while, in fact, each is controlled by one of the institutions that's party to the trade.
FOURNIER: So, this isn't just a problem with outdated technology. At least theoretically, you're saying a centralized reconciliation provider ought to be able to take advantage of newer hardware to become faster, more API driven, and less batch driven. But it seems the counterparties don't really trust the centralized third party to hold all this information on their behalf. Instead, what they really want is to have their own copy of that data, no matter what.
KFIR: Right ... because they need to verify, as well as trust.
FOURNIER: How does a distributed ledger differ from a centralized reconciliation system?
KFIR: First off, a distributed ledger is, of course, distributed. Each institution has a local ledger that is specific to that institution's assets. In this sense, the ledger is distributed so that each entity is able to view those shards of data that are relevant to it. At the same time, the integrity of the system provides the assurance that—if entity A, entity B, and entity C all have some specific data—their views of that data and the positions they hold with respect to it are consistent.
Another distinction is that most of the distributed ledgers today incorporate blockchains. But, over time, I think we will see more non-blockchain distributed ledgers that still manage to address these goals of consistency and infrastructure mutualization. What blockchain brings to the equation is complete trust—that is, how does each entity know that its view of the ledger represents the truth, the whole truth, and nothing but the truth?
Getting the truth from an engineering perspective is easy enough. A hash is a commitment to the veracity of some data.
As for "nothing but the truth," there are signatures to authenticate that the data is correct.
But then there is "the whole truth." This is where the blockchain structure comes in, with the append-only hash chain providing one means for ensuring that.
It isn't the only way to accomplish this, however. We need to distinguish between the technical meaning of blockchain—which refers to an immutable data structure that maintains an append-only chain of changes—and the more popular industry usage of blockchain, which can refer to anything having to do with distributed ledgers or, for that matter, anything that might be used to track the history of some distributed service. In fact, that's why we have come to use the term distributed ledger technology—or DLT—to imply this broader view.
FOURNIER: You have been careful to point out the blockchain data structure is only one of the options available. Is there some reason to consider other options?
KFIR: Actually, there is a problem with blockchain. Say we have two different companies that decide they want to do a swap, where one company lends one asset and gets some other asset in return. Each asset happens to be managed by a different ledger. One way to deal with this would be to use two-phase commits in much the same way cryptocurrencies employ hash locks. But this really puts the onus on the application developer or on whatever middleware you might happen to have in place. An alternative would be to ensure that the distributed ledgers are composable and able, by design, to merge and split seamlessly. There are a number of approaches for accomplishing this.
Conceptually, a blockchain design is just a single chain of hashes and so it doesn't really lend itself nicely to network composability. If you want to use a blockchain without sacrificing network composability, you need to take a completely different approach. I think it's critical for a distributed-ledger network to have this sort of composability.
FOURNIER: Before diving too deeply into the blockchain side of this, I'd like to know which parts of the centralized reconciliation problem proved to be especially challenging for you to address using this distributed-ledger approach.
KFIR: First, I should provide a bit of context. For one thing, it's important to acknowledge that consistency, data privacy, and liveness are all issues that become quite nuanced in any distributed system. Then there are a few things that are more specific to distributed ledgers. We have the challenge of ensuring confidentiality in the sense that people should be allowed to see only that slice of data that pertains directly to them, while also being assured that the integrity of the overall data model will be maintained. That's a nuanced computer science problem that involves the use of formal analysis of the protocols.
The second thing—and I don't think this problem is widely acknowledged in the industry—has to do with what I call the independence of SLAs [service-level agreements], or liveness in computer science terms. This means that, in a multiparty workflow, you don't want system downtime for a single party to hold up the overall process. For example, once an exchange matches a buyer and a seller—known as an execution—that's legally binding. If we were trying to employ the model here that most blockchains use, the exchange would report the trade by coordinating a transaction with a multiparty signature workflow. A minimum of three different parties would have to sign to acknowledge the trade: the exchange, the buyer, and the seller. And, in practice, there are always more than three parties. In fact, you have at least seven different parties that need to sign each trade execution transaction among all the different clearing participants, custodians, and so on.
Still, from a legal standpoint, if one of these parties' systems happens to be down or unresponsive, you don't want to hold back the whole workflow, since the trade is legally binding and must be entered into the ledger. Maintaining liveness—while also making sure that, if something needs to go through, it goes through—is a different problem to solve. To deal with that, we essentially had to build a very fine-grained delegation model similar to the OCAP [object capability] model.
Among the more significant lessons Kfir and his team at Digital Asset learned as they were striving to build a new system for transaction reconciliation was that they actually were dealing with more than just a distributed system problem. Much more, it turns out.
To their surprise, they found that each of the financial institutions they encountered had gone about implementing the industry's specifications for transaction reconciliation in a somewhat different fashion. This resulted in values in end-of-the-day reconciliations that didn't necessarily match from one institution to the next.
That's how they learned they also had a major data-modeling problem on their hands.
FOURNIER: Tell me more about the role blockchain plays in your distributed ledger.
What blockchain brings to the equation is complete trust—that is, how does each entity know that its view of the ledger represents the truth, the whole truth, and nothing but the truth?
KFIR: We don't use a blockchain data structure per se. Blockchains at this point work mostly with tokens. Whether it's Bitcoin or Ethereum or whatever, they employ tokens that are inherent first-class citizens. But that model quickly starts to break down as you add even a small amount of complexity.
The problem is that tokens are the digital equivalent of a bearer instrument in the financial world. They are simply unable to capture granular rights. For example, with a stock, the owner has the right to transfer, while the share registry has the right to split or merge. Cryptocurrencies and similar tokens don't capture these sorts of rights.
And then things become even more complex with corporate actions like voting rights. This is how we learned we would need to come up with an abstraction layer that isn't token-based. Which proved to be quite challenging. With that said, one of the Bitcoin elements we did end up keeping is its state-management model where each transaction consumes contracts and then creates new ones.
People often ask me, "Why did you feel the need to build a new contract language or a new abstraction layer?" I tell them we basically were forced to look for a new paradigm.
Just as the REST [representational state transfer] API didn't exist prior to 2000 for the simple reason that nobody really needed a RESTful architecture until the web came along, we found ourselves in a similar situation. We were tackling a new sort of problem—a workflow problem—and found we needed to come up with a new language and new abstraction layer. And we learned not to be afraid of doing that.
Interestingly, driven by customer demand, we've ported our language over to traditional SQL databases, because people believe that offers a powerful abstraction for modeling assets and workflows even in situations that don't really require the distributed aspect.
FOURNIER: OK, but I'm still wondering what initially made you think about blockchain as a potential solution to your reconciliation problem. What suggested blockchain would be an obvious fit?
KFIR: It was just my personal naivete. We have other people in the company who came from other disciplines, but my background is in cryptography and cryptocurrency, so I was still drinking the blockchain Kool-Aid in 2012. This led me to think, "These bank IT people probably just don't know what they're doing, so I'll show them how block-chain can make things better."
FOURNIER: That sounds somewhat familiar. I'd say you were not alone in drinking that Kool-Aid.
KFIR: As we started to dig in, we spoke with people in many different roles at a number of financial institutions and started to see some troubling patterns emerge. One was that the pace of innovation throughout the industry was sluggish at best. That's what first led us to think, "OK, maybe blockchain actually does make sense here, given that a smart contract language could really help these people roll out something faster."
But that's also when we really shifted our focus to a more holistic view: "How can we make this industry more productive and agile?" Which completely shifted our value proposition. Our mission today is to accelerate the pace of innovation in these industries by building a powerful abstraction, along with a powerful set of developer tools.
Another factor that really surprised us at first had to do with the problem of garbage-in, garbage-out data. Basically, as we were trying to figure out what we should do, we found that the data structuring and message structuring across virtually every asset proved to be just horrible. Everyone seemed to have a different view of how the data ought to look and, while most of the industry standards spelled out specifications for messages between participants, they didn't address the semantics. So, everyone had implemented the specifications for transaction reconciliation differently. There were all these variances from the low level on up. This led to end-of-day reconciliations where the values didn't actually match from one institution to the next.
Once we saw that, we knew this wasn't just a distributed-systems problem, but also an issue that involved the abstractions and data structures. That's when we started to approach things in an entirely different manner. As a company, we realized we were tackling a problem that was bigger than we at the time were equipped to handle.
It's important to acknowledge that consistency, data privacy, and liveness are all issues that become quite nuanced in any distributed system.
Once we accepted that, we joined forces with another company, Zurich-based Elevence, which we later ended up acquiring. Elevence was made up primarily of programming-language experts, formal-methods experts, and ex-quants who had been working on the very same data-modeling problem we had been puzzling over, and they had come to realize their approach was one that would work particularly well on a distributed ledger. We, on the other hand, felt pretty good about our distributed-ledger work, but we knew we needed help with the data modeling. As it turns out, we were both quite fortunate to find each other.
FOURNIER: So, you put your distributed ledger together with the data-modeling work from Elevence to more or less solve your system-design problems. But what did that leave you with from all that blockchain work you had initially done on your distributed ledger? What portion of that work has proven to remain stable and at least somewhat useful to you?
KFIR: The most important work that remains from our early days is a robust abstract model of a distributed ledger. That's to say, in the course of designing the interface between an ideal domain language and a practical distributed ledger, we had to design a formally specified abstract model of a blockchain that included a data-structuring model, an integrity model, and a privacy model.
While we initially built all this for our own internal needs, it proved robust enough to let us later integrate DAML with numerous other distributed ledgers, including not only our own but also others from VMware, Hyperledger, and more. This also allowed us to have a common language to use in presenting to users the tradeoffs between different DAML platforms.
FOURNIER: Did you encounter any other problems that you think are going to cause some real grief in the blockchain world?
KFIR: There are situations where it's going to prove difficult to get the blockchain tokens to match up. Tokens simply aren't expressive enough to represent any application that presents even moderate complexity. That tends to get lost in all the blockchain hyperbole.
There's also a much bigger problem we needed to deal with—though this doesn't appear to have been much of an issue on many other platforms to date—and that is sub-transaction privacy. Even within a single transaction, different entities have different rights as to what they can see. For example, if you and I were to swap a share for cash, our banks should see only a cash transfer, while the share registry should see only the share transfer—even while the two of us are able to see the whole transaction. If there's some other blockchain that's able to accomplish this, we're not aware of it.
Another big revelation for Kfir and his colleagues came with the realization that the problem they were addressing was less a technical one than the general burden of ever-growing complexity. Which is to say that, rather than building custom solutions the institutions themselves could then deploy, the focus should instead be on creating tools that programmers at each of the institutions could use to create their own solutions.
With this, the emphasis shifted to creating a synchronization layer to provide for consistency among all the trading partners, and complementing that with a contract language and an abstraction layer with enough support for system functionality to let developers at each institution focus more on business logic than on more traditional programming concerns.
FOURNIER: You mentioned your decision to partner with—and ultimately acquire—Elevence in order to take advantage of its expertise with formal methods and programming languages. What drove you to make that decision, and do you think the absence of just such expertise may have had something to do with the failures that have occurred over the years in the distributed-ledger space?
KFIR: I wouldn't be so quick to label those previous efforts as failures. I just think of them as things that happened back in the early days of distributed ledgers. Remember the first of these projects started up in the 1980s, well before the Internet boom. In the same way, I don't think we failed initially, either. We moved forward in one direction before recognizing that our initial model, which bore a lot of similarities to cryptocurrencies, was one that many people would have difficulty working with as complexity grew over time. Basically, you would end up needing a Ph.D. in cryptography or security to write your distributed-ledger applications. Which obviously wouldn't get us very close to achieving our goal of increasing productivity and accelerating innovation.
We started out with a model that was very token-based but then realized we needed to be more workflow-centric as we faced growing complexity. In effect, we moved to a model in which you have different action types for the different sorts of things you need to do, rather like Ripple transaction types. [Ripple is a financial-transaction protocol based on a shared public ledger.] This has worked well in Ripple's case since that's focused on a very specific domain—namely, payments. It could put the emphasis on defining certain types of transactions as the sorts of things you're allowed to do with your system.
As opposed to Ripple, though, we weren't focused on a particular domain but rather on building a flexible SDK for a number of domains. For each of those we had separate classes of transactors called actions. But then, in the course of doing code reviews, we kept finding bugs, which led us to conclude we were putting too much trust in the ability of our SDK users to write secure actions and deal with signatures and things of that nature.
That's when it dawned on us that we needed to stop resorting to custom solutions each time we ran across a problem and instead turn our attention to coming up with a common programming remedy.
At first, we thought we would write an abstraction layer and develop a programming language to go along with it. But then we found that the team at Elevence had already developed a top-down approach to address just such issues. So, at root, we knew we had a problem, and they clearly had the solution. It was just that obvious.
FOURNIER: What does your architecture look like now that you've put it all together?
KFIR: There are a number of components, but let's start with what we call our Abstract Ledger Model, which is an implementable specification for running DAML applications on all kinds of ledgers—by which I mean distributed ledgers and traditional databases and graph databases and event streams and even things we haven't thought up yet. Obviously, we have our own distributed-ledger platform, but that's also complemented by implementations for other persistence layers like PostgreSQL and VMware.
We also have what we call the DAML engine. Whereas DAML is our contract language, which you can think of as being built to provide for safety in multiparty workflows, the DAML engine is what provides for the interpretation of contracts written in that language. It also ensures that the authorized commands that act on the current state of the distributed ledger result in a new state that's consistent with the contract semantics written in DAML. All of these layers sit within what we call our ledger server, which is a swappable component that implements the Abstract Ledger Model along with a runtime environment for DAML programs.
Other ledger providers now have implemented the same DAML abstraction and APIs using an integration kit that we've open sourced. This allows users to choose different blockchains depending on their own requirements and vendor preferences.
On top of all that is an application and integration framework that employs an event-handler model. This means that applications can react to events from the ledger while also submitting commands to it. Basically, that framework provides all the properties required to support caching, system restarts, optimizations, and the like. It attends to these sorts of issues so the developer can focus on writing the business logic. This is similar to the experience of using the serverless or lambda functions available from AWS (Amazon Web Services), GCP (Google Cloud Platform), and Microsoft Azure.
FOURNIER: That's impressive! Anything else?
KFIR: We also have an SDK, which isn't part of the platform architecture itself, but it does come with an embedded distributed-ledger simulator, as well as a testing language that provides a full semantic model of a distributed ledger—meaning that if it will run on your local machine, it will run on the platform as well. That includes analysis tools that leverage the structure of the language to check for common mistakes and entitlement logic. From the contracts you write, it derives who, from among all the different participants on the network, should be entitled to see this particular data. All the entitlement logic is driven by the workflows, so that you, the developer, don't have to specify any of that yourself.
FOURNIER: How did you manage that?
KFIR: That actually comes from the structure of the language. As you specify your business logic, you specify the workflows. Then, with reference to the function signature, you can see all the network participants that will be affected by this contract or might come to be affected later on. This then allows you to analyze that for all future evolutions of the contract.
FOURNIER: Cool! It sounds like you ended up with something that could prove to be quite powerful. Now tell me about some of the more interesting engineering lessons you learned along the way.
KFIR: From an engineering-management perspective, there has been a lot for me to learn. I came to this from being a cryptographer who was working on cutting-edge zero-knowledge proofs and SNARKs (succinct non-interactive arguments of knowledge), so my intent was just to keep on using all those cool tools when we founded the company. Well, just as the token model fell short of our expectations, cutting-edge crypto also wasn't such a great fit. That was one lesson.
Another lesson is that, while I'd never written in a functional programming language before, I'm now a complete convert to both functional programming and strongly typed languages. I've come to believe that the industry as a whole needs to evolve toward defensive programming techniques. Functional programming and strong types are among the best tools available for that.
I also learned that you can never be wedded to the tools you have or the code you've built. A year after launching this company, we had already completely scrapped all the code we had written and left behind most of the tools we had been using. Maybe we should have noticed earlier that we could manage all states on the ledger itself, but the important thing is that we ultimately did discover that. And that was largely because we listened to our customers to find out what their real problems were. This is how we found we were going in the wrong direction. Mind you, we didn't do exactly what the customers told us we should do to resolve those problems, since that would have put us completely off track as well.
I've also learned that you need to put careful consideratptiointo every single trade-off. I'll give you an example: Immutability of a blockchain makes resolution and recovery from data corruption a nontrivial problem. Accenture came out with a paper promoting mutable blockchains and was ridiculed for it. Having come from the blockchain community, I understand the reasons for the ridicule, but the paper itself was actually pretty balanced. It's just that the blockchain true believers weren't really capable of reading it in an unbiased way. I've learned you can't afford to be doctrinaire like that, since you need to be free to take an analytical approach to every single significant tradeoff that comes your way.
FOURNIER: If this model you've built for distributed ledgers and the formal methods you use to define them prove to be widely adopted, what sorts of changes do you expect will follow? I ask since one of the things you said you hope to accomplish is to open up innovation throughout the industry.
KFIR: I think we will see the same kind of Cambrian explosion we witnessed in the web world once we started using mutualized infrastructure in public clouds and frameworks. An example I often cite is that I had absolutely no knowledge of web development when I started a Bitcoin brokerage in Israel some years ago, since I was very much a low-level assembler and crypto kind of guy at the time. But then it took only three weeks for me to learn enough Ruby on Rails and Heroku to push out the first version of a management system for that brokerage. And that's because I had to think only about the models, the views, and the controllers—which is to say only the business processes. The hardest part, of course, had to do with building a secure wallet, but that was my expertise.
Anyway, moving on to today's banking world, if we look at all the networks of financial institutions that currently have mutualized workflows, you won't find any frameworks, abstraction layers, or mutualization of infrastructure. There's nothing that people with good ideas can use to rapidly roll out new systems and then iterate on them or upgrade them. That means if someone comes up with financial innovations that might be used, for example, in the health-care domain to reduce payment counterparty risk, there's just no easy way right now to deploy that.
But should we find ourselves in a world where every large enterprise is part of one of these distributed networks that does mutualize infrastructure, then people would be able to iterate very quickly on these sorts of ideas. Basically, they would be able to propose new products and deploy them as smart contracts. The impact of that could prove especially significant in some of the large industries that so far have been slow to adopt innovations. I think the potential there could be huge.
on queue.acm.org
Bitcoin's Academic Pedigree
Arvind Narayanan and Jeremy Clark
https://queue.acm.org/detail.cfm?id=3136559
Research for Practice: Cryptocurrencies, Blockchains, and Smart Contracts
Arvind Narayanan and Andrew Miller
Bitcoin's Underlying Incentives
Yonatan Sompolinsky and Aviv Zohar
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The Haunting of Bly Manor, Netflix review: a horror series that forgets to be frightening
Victoria Pedretti and Benjamin Evan Ainsworth in The Haunting of Bly Manor - Netflix
Horror, like comedy or synchronized dancing, either works or it doesn't. Nobody has ever gone to bed vaguely scared. While The Haunting of Bly Manor - a spiritual sequel to Netflix's 2018 hit The Haunting of Hill House - is well played and lavishly produced, it crashes at the first and only hurdle. It is nowhere near terrible enough.
How could that be? The Haunting of Hill House provided top-notch goosebumps and was that rare Netflix series that was remembered beyond the last few credits. The problem could be that the second time around, the writer Mike Flanagan is interested in creating a nuanced psychological thriller with Gothic staging. What interests him far less is to scare the Bejaysus out of the viewer.
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Flanagan is to be welcomed for his ambition. The resulting kind of entertainment, however, feels like a waste of the composite raw materials. These include an ominous house in the English countryside and a plot loosely inspired by Henry James' 1898 ghost story The Turn of the Screw. It's like putting Jason Statham in a movie and not letting him kick anyone in the face. You could sure do it - but for what purpose?
In James' Yarn, a governess receives more than she expected when she was hired to care for two troubled children in a draughty Essex mansion. Flanagan updates the action to the 1980s when American Dani Clayton (Victoria Pedretti) moved to London to escape personal trauma.
She takes a job at Bly Manor without realizing the grim fate of the previous governess. Friendships are made with the groundskeeper (Amelia Eve), the cook (Rahul Kohli) and the housekeeper (T'Nia Miller). There are also two creepy and incredibly irritating children, portrayed by Benjamin Evan Ainsworth and Amelia Bea Smith, aka the new voice of Peppa Pig.
T'Nia Miller as Hannah - Netflix
Dani wants to turn over a new sheet of paper and soon a romantic tension crackles between the nanny and one of the employees. Unfortunately, her past refuses to be buried. She is haunted by visions linked to a heartbreaking incident a few years ago.
Yours isn't the only tragic love affair. In flashbacks, we follow the doomed entanglement between her predecessor Miss Jessel (Tahirah Sharif) and Oliver Jackson-Cohen's Peter Quint, an oily, probable boy who goes after the Hoity-Toity owners of the manor.
This is where the real horrors are caused by Jackson-Cohen's Scottish accent jerk. Like Pedretti, he is part of the Hill House ensemble, which is working with Flanagan again. Another is Henry Thomas, the now middle-aged actor who portrayed Elliot in ET and appears as Henry Wingrave, Dani's employer and uncle with her minors.
What about the ghosts? These appear to be largely metaphorical and are used in the service of Flanagan's point of view that the spirit world is not nearly as terrifying as our own demons. It's a wise observation, but not a great horror festival. And when the ghosts do manifest at some point, they're boring and far from being creepy.
Amelie Smith as Flora - Netflix
Flanagan's formula for turning real-life trauma into a classic ghost story paid off cathartically at the Haunting of Hill House. This series coolly interwoven a family's darkest secrets with encounters from beyond the grave.
The nightmare factor was exacerbated by the ingenious means of pushing additional ghosts into the background. These were easy to miss. However, when you caught one in the corner of your eye, it was extremely worrying.
Flanagan repeated the gimmick on the new show, according to internet whispers. Yet despite all my gawking, I couldn't see any of these bonus ghouls. Which sums up the problems of Bly Manor - you stare and you stare, but the real horrors never show up.
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Q: ASP.NET Core publish with different env appsetting Now I using dnu restore, dnu build and dnu publish -o {outputpath} to publish my ASP.NET Core website. I have appsettings.json and appsettings.STG.json how can I publish with different appsetting just like web.config before? I see some discuss on SO is use enviromentVariables but is this a good way?

A: ASP.Net 5/Core can use choose/combine different appsettings.json files during startup based on environment variables or other criteria you wish. But you can't "merge" different files into physical one (without any external tasks/tools).
Is this a "good" or "bad" way - completely depends on your scenario.
For storing connection strings (and other secrets) for dev/prod in different files this definitely a BAD idea, because you will store your production secrets in source code. Instead, use AddEnvironmentVariables and override you dev param values with production one "inside" production server.

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For youth participants in any potentially strenuous activity, the supervisor should receive a complete health history from a health-care professional, parent, or guardian. Adult participants and youth involved in higher-risk activity (e.g., scuba) may require professional evaluation in addition to the health history. The supervisor should adjust all supervision, discipline, and protection to anticipate potential risks associated with individual health conditions. Neither youth nor adults should participate in activities for which they are unfit. To do so would place both the individual and others at risk.
The long history of the buddy system in Scouting has shown that it is always best to have at least one other person with you and aware at all times as to your circumstances and what you are doing in any outdoor or strenuous activity.
A key part of the supervisor's responsibility is to know the area or course for the activity and to determine that it is well-suited and free of hazards.
Most activity requires some specialized equipment. The equipment should be selected to suit the participant and the activity and to include appropriate safety and program features. The supervisor should also check equipment to determine that it is in good condition for the activity and is properly maintained while in use.
The supervisor must ensure that every participant has and uses the appropriate personal safety equipment. For example, activity afloat requires a life jacket properly worn by each participant; bikers, horseback riders, and whitewater kayakers need helmets for certain activities; skaters may need protective gear; and all need to be dressed for warmth and utility depending on the circumstances.
For most activities, there are common-sense procedures and standards that can greatly reduce the risk. These should be known and appreciated by all participants, and the supervisor must ensure compliance.
There is a minimum skill level requirement for every activity, and the supervisor must identify and recognize this minimum skill level and be sure that no participants are put at risk by attempting an activity beyond their ability. A good example of skill levels in Scouting is the venerable swim test, which defines conditions for safe swimming based on individual ability.
The risk factors in many outdoor activities vary substantially with weather conditions. These variables and the appropriate response should be understood and anticipated.
Safe activity follows a plan that has been conscientiously developed by the experienced supervisor or other competent source. Good planning minimizes risks and also anticipates contingencies that may require emergency response or a change of plan.
The supervisor needs to be able to communicate effectively with participants as needed during the activity. Emergency communications also need to be considered in advance for any foreseeable contingencies.
BSA tour and activity plans, council office registration, government or landowner authorization, and any similar formalities are the supervisor's responsibility when such are required. Appropriate notification should be directed to parents, enforcement authorities, landowners, and others as needed, before and after the activity.
The supervisor should determine what first-aid supplies to include among the activity equipment. The level of first-aid training and skill appropriate for the activity should also be considered. An extended trek over remote terrain obviously may require more first-aid resources and capabilities than an afternoon activity in the local community. Whatever is determined to be needed should be available.
BSA safety policies generally run parallel or go beyond legal mandates, but the supervisor should confirm and ensure compliance with all applicable regulations or statutes.
Any strenuous activity or remote trek could present a cardiac emergency. Aquatics programs may involve cardiopulmonary emergencies. The BSA strongly recommends that a CPR-trained person (preferably an adult) be part of the leadership for any BSA program. Such a resource should be available for strenuous outdoor activity.
No supervisor is effective if he or she cannot control the activity and the individual participants. Youth must respect their leader and follow his or her direction.


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