The only thing better than an expert – is two of them. No two patients are alike – their treatment plans should be just as unique.
Dr. Anita Saluja, a board-certified dermatologist, performs all injectables and fillers herself. Dr. Saluja has been injecting Botox® since it was first approved for cosmetic use in 2001. She is #1 in volume for injecting Botox®, Dysport®, Juvederm® , Restylane®, and Sculptra® in all of Central Florida.
Dr. Rebecca Novo is one of the few female double board-certified plastic surgeons in the area, with a keen artistic eye, allowing her to offer women and men a unique perspective on cosmetic and aesthetic surgical options.
For Your Best Self offers two specialist physicians in one modern, fresh practice. Dr. Saluja is a board-certified dermatologist, and Dr. Novo is an experienced double board-certified plastic surgeon. Both physicians are working mothers who are active in the Melbourne community.
Drs. Saluja and Novo hold the doctor-patient relationship as special. They strive to give their patients refreshed, natural results, while also making procedures as pain-free as possible. Their practice has a loyal following of more than 4,500 patients.
Dermatology + Plastic Surgery, led by Anita Saluja, MD, #1 Volume Botox®, Juvederm®, & Sculptra® injector in all of Central Florida, and Rebecca Novo, MD, double board-certified plastic and reconstructive surgeon, offers advanced cosmetic dermatological services, medical skin care products, skin cancer screening and treatments, medical spa treatments, laser, and reconstructive and plastic surgery for men and women who reside in Melbourne, Viera, Brevard County, the beaches, and the surrounding communities of Central Florida.
How can Dermatology + Plastic Surgery help you care For Your Best Self?
Whether your concern is optimizing yourself with a natural refreshed look, diminishing the appearance of visible signs of aging, or getting treatment for possible skin cancer, Dermatology + Plastic Surgery provides the most advanced treatments in the field today with safety in mind. We provide an array of science-based cosmetic treatments and procedures to rejuvenate your appearance, as well as restorative and reconstructive surgery, skin cancer treatment, artistic injectables, and medical-grade skin care. Our approachable and knowledgeable patient care team is committed to providing you with a personal and comfortable experience during every step of your treatment.
Drs. Saluja and Novo were both raised in the small town of Sault Ste. Marie, Michigan in the Upper Peninsula. The type of town where everybody knows or knows of everybody. Their mothers are both retired public school teachers, Dr. Saluja's father is a professor, and Dr.Novo's father is a retired family physician there. Dr. Saluja moved by way of Ann Arbor, Michigan (Go Blue!) and Atlanta, Georgia to Florida's Space Coast in 2001 and Dr. Novo moved by way of Detroit, Michigan and Miami, FL to Brevard County 15 years later. We came together with common practice values & philosophy of care – to always do our best for our patients (with smiles!) – keeping optimal health, safety, beauty, with natural and realistic results our top priority. We want you to look like you were born lucky.
Residents of Melbourne and beaches, Viera, Brevard County, and the surrounding communities of Central Florida are improving their appearance with treatments performed at Dermatology + Plastic Surgery, led by Anita Saluja, MD and Rebecca Novo, MD. Contact our friendly office for a consultation today.
Raised in the same small hometown of Sault Ste. Marie, Michigan where integrity, community, and relationships are fundamental, Drs. Saluja and Novo carry these values into the foundation of Dermatology + Plastic Surgery. Drs. Saluja and Novo have combined over thirty years of training and practice to bring you the best of two worlds. Our common goal is to create a positive environment and to educate, guide, and treat our patients skillfully through lifelong relationships. We look forward to you being a part of our synergy for your best self!
Raised in the same small hometown of Sault Ste. Marie, Michigan where integrity, community, and relationships are fundamental, Drs. Saluja and Novo carry these values into the foundation of Dermatology + Plastic Surgery. Drs. Saluja and Novo have combined over thirty years of training and practice to bring you the best of two worlds. Our common goal is to create a positive environment and to educate, guide, and treat our patients skillfully through lifelong relationships.
We look forward to you being a part of our synergy for your best self!
Consistently positive, friendly and professional. Thank you Dr. Saluja and staff. In addition to the positive, friendly and professional experience, I feel like I have a clear understanding of the procedures prior to and during as well as what to expect. I love that we discuss future options and goals.
Dr Saluja expertise. She has exceptional medical skills and artistic eye which makes her an exceptional dermatologist . Her office staff is so efficient and very friendly.
I absolutely love Adrienne Vargas! She has such an easy and sweet demeanor. Always feel so confident with her care! I always feel that I am listened to and respected about my concerns.
I appreciate thoroughness and professionalism of annual exam. Trust to find any issues with skin cancers and other growths, and to treat them appropriately.
I had the PRP scalp treatments done by Michelle, and not only was she terrific but the" before and afters" after only 3 months are amazing! She explained the procedure to me completely during our consult; there were no surprises. She also put me on Nutrafol Vitamins for Women, which have helped so much. I'd recommend the treatment AND Michelle to anyone bothered by thinning hair. My hairdresser didn't know I'd had any sort of treatments and commented how much "denser" it looked! Don't think twice......DO IT.....Michelle and staff were fantastic!
Dr. Saluja is awesome. Her office staff is super friendly and makes you feel welcomed. I asked a lot of questions on multiple visits. I get nervous doing stuff to my face. She has always been patient and kind with me and answered my questions. Even the ones I've asked more than once. She truly cares about people. Plus, I really appreciated her telling me to not be so hard on myself. I have been lately and I realized this more so then ever after she told me that. She's top notch. Wonderful person. I will highly recommend her to all my friends, family, and clients. - J.D.
I appreciate the kindness and caring of the people that work in your practice. They listen to you and treat you like a human being. - B.M.
Loved Dr. Novo and Aggie! - M.M.
Everyone from the front office staff to the nurses and assistants to Dr Novo have been so wonderful . I feel that , although I am only 3 weeks postop. I have gotten a very good surgical outcome. I think I will be very pleased with the final results.
Care is exceptional. Dr Saluja's surgical skills are awesome (she had removed many skin cancers). - P.H.
Extremely professional and knowledgeable. Dr. Saluja is very talented and one of the best dermatologist I have ever been to. She has developed a wonderful skincare program for me, and continues to educate me about the top-of -the line products and procedures. I am in my early 30s and I have never been so confident with my skin. - K.B.
I couldn't ask for a better doctor. Dr. Saluja has been great to me. I have to travel far away to see her and she always helps me out and tries to accommodate my time constraints. In addition, she thoroughly explains the answer to my questions or concerns so I always understand. Customer satisfaction is not only superior but matched with quality physician expertise and skill. - B.W.
Excellent care by office staff and Dr. Novo's surgical skills! She very honest, gives detailed explanations and above all really cares about her patient! She shows it and you can feel it! So thankful to have her as my doctor!!!!! Very caring, professional and gives fantastic results! - K.F.
The staff is exceptional as are the Drs. I have been going to Dr Saluja for years and have NEVER been disappointed. Her knowledge in skin and diseases as well as her expertise at aesthetics is unsurpassed. I wouldn't go anywhere else. - J.C.
Adrienne is thorough and the best! - D.Z.
Dr. Saluja, Dr. Novo & their staff are very knowledgeable, professional & caring. In 2011 I had skin cancer biopsied & removed by Dr. Saluja. I have seen her several times for annual skin cancer exams. Last year I had an erbium laser procedure performed by Dr. Novo. Both Dr. are extremely knowledgeable & caring. The office also has a considerate & kind staff & a great patient follow-up. Highly recommend! - K.M.
Everyone is so sweet and friendly, a happy place all in all! The staff is helpful and very nice, you feel welcome, and taken care of. Dr Saluja is GREAT and she also listens to you and accommodates, but of course does better work than what you are trying to describe :) I am always pleased with the outcome, and will always come back to see her and her staff… - U.R.
Competent & caring muti-disciplinary practice. - J.C.
Dr. Novo and staff have been incredible! Compassionate, patient and kind is how I would describe Dr. Novo... I know I made the absolute right choice in choosing Dr Novo and am excited to see the great results to come! Dr. Novo and staff make you feel like you're the only patient they have. Truly great experience! - M.H.
Dr Saluja is an artist and does incredible work! I am always very pleased with my results!
Consultation with Dr. Novo was excellent. Never felt rushed.
Staff is friendly and professional. I received my receipt and prep instructions via email as promised.
Very kind and great with details!
I never felt rushed nor did I feel like someone was constantly trying to "upsell" me on other services.
I love that this practice is physician owned and their education is above and beyond the rest in Brevard.
I had my appointment with Dr. Saluja on Friday and I was injected with Sculptra, which is an AMAZING filler that helps stimulate your own collagen. As always Dr. Saluja and her staff were first class in their patient care and education.
I love the Chemical peels that I've had there the first 3 months of 2018. I have been going to Dr. Saluja for about 6 or 7 years now too!!!
I had Botox, Radiesse and a wonderful surprise of Juvederm's new Volbella XC for the lips for the lines above my top lip. This was totally unexpected and a welcomed surprise!! Thank you Dr. Saluja for telling me about this product. I see a Great Improvement to the area above my lips and my lips have a much more even shape!! I love the Botox and Radiesse also!!!
I am impressed with Dr. Novo and staff and look forward to continue being a patient here.
Dr.Novo's kind and gentle personality and touch was appreciated.
Very kind and helpful group. Seem to be very knowledgeable and thorough group, which is important.
It is like being wrapped in a warm blanket! Everyone makes you feel special.
I so appreciate being listened to and respected. PA Vargas always listens to me and goes out of her to explain anything that I may ask. Her Assistant (forgive me for forgetting her name) was very thorough and helpful. I feel like an important person when I visit your office!!
Beautiful office, friendly staff, and Dr Novo is a master of her profession, kind, and gentle. I went in really worried about a spot on my face. Dr Novo and her staff were so comforting, knowledgeable, and gentle. Great vibe in the entire office.
Kerry is such a wonderful voice and presence in your office. He is the epitome of customer service with a smile .
Bruising from my being on blood thinners resulted in Dr. Saluja using a laser on those spots, which resulted in nearly immediate improvement. I am very grateful for that bonus step. Lisa went out of way to give me education on applying make up samples. She is very knowledgeable and empathetic. I am looking forward to gathering funds for another step if even if it is small. Lisa emphasized that collagen is encouraged by small steps, as well.
I had the great opportunity to meet with the lovely Dr. Novo for a consult. I admired her knowledge & expertise. She along with Christy answered all my questions & concerns. I booked right away & feel confident that my ongoing care will be amazing as the whole office is kind, sweet & patient.
Went to dental hygienist a week after seeing Dr. Saluja, She asked if I had my lips done. "Yes," I said. She said they looked great and wanted to know who I went to so I told her. She said she just might need to call Dr. Saluja for herself.
I'm over the moon right now with my lips. They look so natural and perfect. I don't have to draw in my lips anymore. Tell Dr. Saluja I said "thank you." I love the Lip HA5 Plumper, too. - Cathy J.


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text:
El pozo Arthur-de-Buyer (o pozo N.º 11) fue una de las mayores minas de  carbón de Ronchamp, en el territorio del municipio de Magny-Danigon en la región francesa de Franco Condado. Las excavaciones comenzaron en 1894 para garantizar el futuro de la empresa (que estaba en una posición difícil en ese momento). El proyecto lo dirige Léon Poussigue, director de la compañía desde 1891. Es responsable de organizar la excavación, diseñar los edificios e incluso de instalar cada máquina. El nombre que se le da es un homenaje a Arthur de Buyer, presidente desde 1876, y que se retiró durante la actividad de puesta en servicio de la mina.

En funcionamiento desde 1900 hasta principios de los años 50, tenía una profundidad de 1010 metros, siendo la mina más profunda en Francia durante los primeros años del siglo XX, y la primera en sobrepasar la simbólica profundidad de 1000 metros.

Después de haber proporcionado carbón durante casi medio siglo, hubo algunos intentos de reconversión hasta el siglo XXI. Hoy en día solo quedan ruinas. Desde junio de 2012 existe un proyecto para la instalación de una planta de energía fotovoltaica en el municipio.

Enlaces externos

 (en francés) Les amis du musée de la mine de Ronchamp
 (en francés) Cartes postales anciennes du puits Arthur-de-Buyer, Ronchamp au siècle dernier
 (en francés) Fiche du puits Arthur-de-Buyer van BRGM
 (en francés) Puits Arthur-de-Buyer, base Mérimée, ministère français de la Culture

Minas subterráneas de carbón
Minas de Francia
Monumentos de Francia

redpajama_set_name: RedPajamaWikipedia


text:
Bałtystyka, bałtologia lub filologia bałtycka – gałąź wiedzy humanistycznej, której głównym przedmiotem badań są języki, literatura, kultura oraz dzieje narodów bałtyjskich. Ze względu na podział tych narodów, można wydzielić jej poddyscypliny: lituanistykę, letonistykę oraz prutenistykę. W Polsce głównymi ośrodkami badań bałtystycznych są: Uniwersytet im. Adama Mickiewicza w Poznaniu oraz Uniwersytet Warszawski.

Kultura na Litwie
Kultura na Łotwie


Cycling's a fierce sport. Whether you're a pro or an amateur, it requires focus, fitness and drive. When you think you can't go much further, you need the strength to push it just a little more. SKINS engineered gradient compression accelerates blood flow, enhancing oxygen delivery to your active muscles – helping you conquer the toughest hills.
Cycle pro women's long tights help to reduce lactic acid build-up and have strategically placed seams that act as anchor points, giving focused support and stability – so you feel fit and ready to ride again the next morning.


EM750 system for CNC metal accessories for construction sector "fashion" complete with charger with automatic changeover programmable CNC pieces of bar, bitten tilting axis V programmable CNC.
© 2019 RCR. All Rights Reserved.


Cigna Sunday Streets Houston is back for Spring 2018. Stretches of urban streets will be closed to auto traffic; walking, cycling, food, arts, and entertainment will take over.
Heights: 25 March on West 19th Street between Heights Boulevard and North Shepherd Drive.
Third Ward: 22 April on Emancipation Avenue between McGowen and Blodgett Streets.


Inventory System users will be able to set configurable minimum and maximum inventory level thresholds for each storage or warehouse location. This feature enhances order management and helps to avoid stockouts or overstocks.
Location Min/Max helps you make quick and appropriate inventory decisions, such as stock transfers between warehouse locations, with the help of dynamic SMS and email notifications. The message can be customized so it makes the most sense to the recipient and greatest impact on the business.
Add new stock level thresholds and details from a user-friendly dashboard. You can edit existing amounts for all types of inventory, including standard (quantity-based), batch (expiration-based), and serialized inventory types.
Eliminate the struggle of manually entering Location Min/Max to every available stock item. Import your chosen spreadsheet file, stating the location Min/Max in it of your stock items. Map your fields and simplify the process of entering data.
Our Cloud-Based Inventory System, allows you to generate configurable Location Min/Max Reports for extended visibility. The reports can provide you with details about the available minimum location quantities and maximum location quantities.


God can do such a work in us by His Spirit, that all that He commands us to do will come about naturally, and not because we feel we ought to do it. To make up our mind to praise God is good, but it is very much better to be so filled with the Holy Spirit that you cannot help praising! What God wants out of us He will first put in. The secret of power for living and service is to go to the Cross and get rid of the obstacles to the outflow of the spirit of God, and then ask God for the new life that will bring forth the new fruit.
I often hear of things God's children say and do which most grieve Him - and it seems hopeless to speak to them about it. The best thing is to ask God to put a new life and new spirit into them so that they will not do these things.
If you have a little child and are constantly saying, " You must not, you must not," you will soon crush the personality of that child. You need to show him how to have a new life within, so that he will want to do what is right. God does not expect to get out of us one thing but what He has put into us! Do let us toil, dear fellow-workers, to lead His children into a life, and then let that Life manifest itself through their personalities. God does not want us to be all of the same pattern. He will express Himself through each individual in a different way. Just as there are not two faces alike, so He has not made two of us alike in any way, and we must take care that we do not try to mould ourselves or others after the pattern of any other human being.


High 1869 nickel value shows just how scarce these coins are. Your Shield Nickel, as it is known to collectors, is a rather elusive and historically important part of the first nickels minted by the United States.
For example: The "Uncirculated" 1869 Nickel pictured is an outstanding high grade coin, and worth $94 or more.
Good: Your 1869 Nickel value is at the low range for a Shield nickel in Good condition. Nearly worn smooth, only the major details remain in outline form. The date is often very weak but readable. Both the obverse and reverse rims have worn into parts of the lettering. Once a bold numeral "5" is now quite faint.
A "Sparkling Gem" 1869 Shield nickel was offered at a David Lawrence Rare Coin Auction attracting the attention of a few bidders. Recognized by all as a chance to add a lustrous gem to their collections, bidding did not end until reaching $750.
The coin in the center of the group is a rarity because of the satiny untouched surfaces. Seldom can a Shield nickel claim such mark free surfaces, combined with strong luster, deserving of the strong selling price of $678.
Always popular and valuable are naturally toned coins. Displaying "Subtle Toning" the third example of a rare nickel sold for good value at $255. One or two unfortunate marks on the surface kept this otherwise pleasing coin from a much higher price. It is however of a quality any advanced collector appreciates.
Including more relating to your 1869 nickel value. Other nickel series are described, value charts provided and linked to... Liberty nickels, followed by Buffalo nickels and the current Jefferson Nickels.


Lauren's getting very good at speech recognition. She could always do clapping when someone said 'clap' and now she starts waving when someone says 'bye-bye'. Amazing.
Lauren also likes to grab us by the fingers and walk places with us. She can walk up the stairs, or across the room this way. She'll also put her arms up and give out a yell if she wants to be picked up.
Lauren can turn lights on an off now, although it's a bit hit-and-miss.
Lauren likes to shout now! She'll shout for no good reason, and it's very loud. Could be a way of telling us something, or that she knows how to make specific sounds by herself.
Lauren learned to clap today, but not only that, she learned the english word for clap and starts clapping when we say it. So amazing to see her picking things up. We suspect she already knows key words like Mummy and Daddy (like when she's off to bed, Nicole will say 'let's say goodnight to Daddy' and she'll drop whatever she has, gets excited and goes to be picked up) and Evan.
Lauren's 9th and 10th teeth are coming in now. She's keeping us awake at night, and we presume because of the teeth coming through. It'll be nice once they're all in.
Lauren's grasping more words these days, and when Nicole has said 'Let's go see Daddy,' she's said 'Dada'. Also, when calling her name, she'll look over and come to me.
Lauren performed again for us today, taking 5 steps on her own. We caught this on camera this time and have put the videos online, so click here to view it. We've also got a second shot at this site location.
Lauren walked today!!! Yes, she took 5 steps on her own this morning when Uncle Paul was over, and I counted her make 6 steps today! Huray!!!
Lauren took two steps today on her own – she's so great! She'll be walking soon!


text:
Das Amtsgericht Essen mit Sitz in der Stadt Essen ist ein Gericht der ordentlichen Gerichtsbarkeit und eines von zehn Amtsgerichten im Bezirk des Landgerichts Essen. Auf Grund der Größe ist das Amtsgericht Essen ein Präsidialgericht, dessen Leiter ein Präsident ist.

Gerichtsbezirk und Aufgabenbereiche
Der Gerichtsbezirk umfasst das Gebiet der Stadt Essen mit Ausnahme der den Amtsgerichten Essen-Steele und Essen-Borbeck zugeordneten Stadtteile.

Außerdem ist das Amtsgericht Essen für die Landwirtschaftssachen, das Handels- und Genossenschaftsregister, sowie die Zwangsversteigerungs- und Zwangsverwaltungsverfahren der Amtsgerichtsbezirke Essen, Essen-Borbeck und Essen-Steele und für alle Insolvenzsachen des Landgerichtsbezirks Essen zuständig.

Das Amtsgericht Essen führt zentral das Partnerschaftsregister für ganz Nordrhein-Westfalen.

Übergeordnete Gerichte
Im Instanzenzug sind dem Amtsgericht Essen das Landgericht Essen, das Oberlandesgericht Hamm sowie der Bundesgerichtshof übergeordnet.

Dienstaufsicht
Da das Amtsgericht Essen ein Präsidialgericht ist, liegt die Dienstaufsicht unmittelbar beim Präsidenten des Oberlandesgerichts Hamm.

Geschichte
Seit 1863 hatte das Kreis- und Stadtgericht am III. Hagen im Essener Stadtkern seinen Sitz.

Mit königlich-preußischer Verordnung vom 26. Juli 1878 in der Bekanntmachung vom 19. August 1878 wurde für die preußischen Staaten, neben 214 weiteren Amtsgerichten, auch die Errichtung des Amtsgerichts Essen angeordnet.

Nach Gründung des Deutschen Reiches 1871 trat am 1. Oktober 1879 das Gerichtsverfassungsgesetz in Kraft, das unter anderem den Gerichtsaufbau in der ordentlichen Gerichtsbarkeit vorsah. Bereits jetzt wurde das Gebäude durch die rasch anwachsende Stadt Essen, bedingt durch Einwanderungen für den Bergbau und die Stahlindustrie, zu klein. Von 1908 bis 1913 wurde am heutigen Platz an der Zweigertstraße ein neues Gerichtsgebäude mit barocker Fassade erbaut, das im Zweiten Weltkrieg zerstört und 1956 durch das heutige Gebäude ersetzt wurde.

Weblinks
 Internetpräsenz des Amtsgerichts Essen
 Übersicht der Rechtsprechung des Amtsgerichts Essen

Einzelnachweise

Siehe auch
 Liste deutscher Gerichte
 Liste der Gerichte des Landes Nordrhein-Westfalen

Essen
Gericht (Essen)
Rüttenscheid


Some great op art by Vancouver-based artist Pablo Zamudio. When he's not painting, he's running a shop here in Chinatown called El Kartel and organizing events. The show's he's had in his spaces over the years have played a major role in bringing real arts and culture to our city. If you ever visit Vancouver swing by his shop and say what up!


The 15th of October turned into a day of dueling proposals on the best way for pharmaceutical manufacturers to provide consumers with more information on medication prices. America's Health Insurance Plans (AHIP) tells AIS Health that it sees merit in the federal government's approach, while the pharma industry's plan falls short.
It began with a pre-emptive strike in the morning when the Pharmaceutical Research and Manufacturers Association of America (PhRMA), stressing its commitment to price transparency, issued a press release.
The pharma lobbying group said all its member companies voluntarily agreed to take a new approach to direct-to-consumer television advertising that will "soon" direct patients on where to find "information about medicine costs, including the list price of the medicine, out-of-pocket costs or other context about the potential cost of the medicine and available financial assistance."
Its only specific example of where such information might be placed was on a "company-developed website."
On the afternoon of Oct. 15, CMS issued a proposed rule that would require prescription drug manufacturers to post the Wholesale Acquisition Cost for drugs covered in Medicare or Medicaid in direct-to-consumer television ads.
The HHS secretary would keep a public list of drugs advertised in violation of the rule, which would provide an exception to the posting requirement for drugs with list prices under $35 per month.
"We do see this as another positive move the administration is taking to bring drug prices down to earth," AHIP spokesperson Kristine Grow said Oct. 22. "We don't think PhRMA's proposal goes far enough…and requiring consumers to go to a website is not in the best interests of transparency," she adds.
"Our perspective is knowing the list price through an advertisement just helps patients have better conversations with their doctor — and we think pricing should be an important part of the conversation with that doctor," Grow says.
Currently, direct-to-consumer ads by drugmakers are pushing such discussions outside of the doctor-patient relationship, Grow asserts.


Kooyong Estate Pinot Noir comprises fruit from our Meres, Haven and Ferrous blocks.
It offers an overall expression of the Kooyong vineyard, with parcels of fruit from various soils and mesoclimates blended together to create the Estate label. Year after year the same parcels are consistently chosen, giving this wine an underlying likeness across vintages. The fruit was fermented in a combination of large-format oak foudre, large-format concrete tanks and stainless steel tanks. Fermentation commenced spontaneously with ambient yeasts, included a proportion of whole bunches and lasted 16 to 18 days. Following fermentation, the wine was pressed and racked into French oak barriques (20% of which were new), puncheons and foudre and underwent indigenous malolactic fermentation. The maturation period was 12 months. The wine was then bottled without fining and with minimal filtration.
The wine opens with heady aromas of pomegranate, black cherry, violet and baking spice. Weighty and powerful, the palate offers flavours of morello cherry, cranberry and an earthy blood orange character. Underlying this is a tight line of very fine grain tannin and a silky mid-palate that deliver tightness and length. This wine will greatly reward mid-term cellaring.


Coatings are applied for preservation, protection, and sealing purposes.
Some plant processes are sensitive to fouling of rotating and stationary compressor components. Other processes have aggressive gasses that can attack the commonly used materials. Abradable coatings help to minimize the effect of normal wear and help sustain the efficiency of the compressor.
Protective coatings are used for short and long term storage of compressor rotors and aero assemblies.
Various quality coatings are available.


TUESDAY, Jan. 2, 2018 (HealthDay News) — As an Arctic front envelops much of the United States, the American Heart Association wants folks to know that shoveling snow in sub-freezing temperatures can be hard on the heart, especially for those with heart disease.
When shoveling, take frequent breaks so you don't put too much stress on your heart. Assess how you feel during those breaks.
Don't drink alcohol before, during or immediately after shoveling. Alcohol can increase your sensation of warmth, and cause you to underestimate the amount of strain your body is feeling.
To prevent hypothermia (a dangerous drop in body temperature), wear layers of warm clothing that trap your body heat. Wear a hat to prevent the loss of body heat through your head.
If you have a medical concern or question, or have symptoms of a medical condition such as heart disease or diabetes, you should consult a doctor before shoveling or exercising in cold weather.
Know the warning signs of heart attack. But even if you're not sure it's a heart attack, have it checked out. Don't wait to call 9-1-1. Minutes matter in a heart attack, and fast action can be a lifesaver.
Learn CPR. It can significantly improve a victim's chances of survival. If an adult collapses, call 9-1-1 and begin pushing hard and fast in the middle of the victim's chest until help arrives, the heart association said.
The U.S. Centers for Disease Control and Prevention has more on winter health and safety.


The office of Charles P. Virden, MD in Reno, Nevada includes a board-certified plastic and reconstructive surgeon, and experienced, dedicated staff, and a state-of-the-art facility for patients in and around Reno area. Lead by Dr. Charles Virden, the office is designed with his patients in mind. Dr. Virden also has a supportive office staff, and skilled medical assistants that help him provide patients with their best experience. Follow the links below to learn more about Dr. Virden, our office, and our wonderful staff.


text:
ACCEPTED

#### According to
The Catalogue of Life, 3rd January 2011

#### Published in
Prodr. 3:217. 1828

#### Original name
null

### Remarks
null

redpajama_set_name: RedPajamaGithub


Bryan started teaching my son guitar, which my son didn't really pick up on too well. He showed an interest in piano, so Bryan transitioned him to piano lessons and my son did, and still does, really well with piano. We credit Bryan with my son's interest and skill in playing the piano. Also, before he left the music school where he was teaching my son, Bryan took great care to make sure my son was matched with another instructor. My son continues to play piano and is doing very well!
My daughter took guitar and piano lessons with Brian. We were both very pleased with the lessons. My daughter which was 7 at the time switched from guitar to piano. He made the transition easy for her and was extremely patient while she made up her mind on what she wanted to do. I was impressed on how much she learned and she continues to take lessons. He truly sparked that interest and motivated her through every lesson.


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text:
Gender Equity in Development Finance Survey
Nancy Lee
Megan O'Donnell
Kelsey Ross
Gender Equity in Development Finance
Nancy Lee et al.
Women continue to face disproportionate barriers to fully contributing to, and benefiting from, economic prosperity and rising living standards. Overcoming those barriers offers an enormous and unique economic, social, and financial opportunity. Strong and growing evidence suggests that identifying effective ways to support women as entrepreneurs, managers, workers, and consumers will increase gender equity, improve firm performance and financial returns, reduce poverty, and promote more inclusive and robust economic growth.
Many development finance institutions (DFIs) are already increasing their focus on gender equity in their investment strategies and internal administration, and supporting new pooled funds, special initiatives, and communities of practice, such as Banking on Women, the 2X Challenge, the Women Entrepreneurs Finance Initiative, and the Gender Finance Collaborative. Many of these initiatives are in early stages. With this survey, we seek to contribute to, and strengthen, their efforts by examining how DFIs are investing with a gender lens and where they should go from here.
By surveying DFIs, we aim to start building a baseline of their gender policies and practices, analyze the data, and make recommendations where stronger policies and practices are needed. The survey's findings give DFIs an important opportunity to learn from one another and work towards standards for how they can best promote gender equity. The survey also enhances transparency and accountability to taxpayers, shareholders, and importantly, women and girls as those impacted by (or excluded from) DFI investments.
The Survey's Approach
The Gender Equity in Development Finance survey examines the degree to which DFIs prioritize a focus on gender equity and women's empowerment. The survey examines (1) external policies and practices governing investments, advisory services, and other development finance programs; and (2) internal policies and practices with respect to DFIs' own employees and administration.
Our findings are based on data provided by 16 DFIs, including a broad range of multilateral and bilateral institutions of diverse sizes, ages, and locations.[1] The survey was designed to be objective, straightforward, and broadly applicable in order to provide useful information on the content of gender policies and practices that can be analyzed and shared.
The intended audiences are those interested in promoting the empowerment of women in development and finance, supporters and analysts of development effectiveness and gender-lens investing (investments designed to both address gender inequality and deliver financial returns), shareholders and other stakeholders in DFIs, and other finance providers and impact investors with an interest in empowering women.
In conducting the survey, we sought to (1) establish how DFIs are currently incorporating a gender lens in their operations; (2) identify shared DFI strengths; (3) note where there are shared DFI weaknesses—that is, where current policies and practices fall short of reasonable and desirable performance standards; and (4) recommend actions that DFIs can take to reap significant gains from additional efforts. We also identify top performing institutions according to the survey criteria.
For the external component of the survey (institutions' external investments, advisory services, and programs), we scored 25 questions across 6 categories. For the internal component (institutions' internal policies and practices), we scored 29 questions across 11 categories. A full list of the survey categories and questions is in the Annex.
All questions are weighted the same in the scoring process. We designed the questionnaire to primarily elicit yes/no responses from DFIs. For every "yes" (e.g., on whether the institution has a gender strategy, or collects data on internal gender pay gaps), institutions received one point. The percentage scores for top performers are the number of points each institution received divided by the total number of points possible.
Summary of Survey Results: What Do the Data Show?
Our survey results indicate that DFIs—large and small, bilateral and multilateral, old and new, global and regional—are making serious efforts to integrate gender analysis and objectives into their investment processes and into their own internal policies and administration. Almost all the institutions have both external investment and internal gender strategies. At the portfolio level, nearly all monitor the share of investments with a gender focus. Most incorporate gender into investment deal sourcing and due diligence, choice of investor partners, and investment documents. Most have gender experts on transaction teams and offer gender training to investment partners. And more than half disaggregate results data by gender and use the disaggregated data for developing lessons for future investments.
For their internal policies, gender objectives are incorporated into recruitment, hiring and promotion panels, and speaking roles in institutional events. Most institutions offer opportunities that promote work-life balance, including flexible work practices, and every institution offers maternity, paternity, and family leave. Most offer confidential formal channels for reporting discrimination and harassment, and just over half the institutions report on these issues to their boards. They all track gender in the composition of their boards and most track the gender composition in senior positions and the investment committee. They measure gaps in compensation.
In short, DFIs have largely laid the groundwork for increasing the benefits of their investments for women and creating equal opportunity for women inside their organizations.
Table 1 shows the DFIs with the highest scores for their external investments, advisory services, and programs, and those with the highest scores for their internal policies and practices.
Table 1. Top performers, external and internal survey scores
IDB Invest (92%) IDB Invest and IFC (79%)
CDC Group (88%) CDC Group (76%)
IFC (84%) ADB (72%)
FinDev Canada and ADB (80%) JICA (62%)
Average (68%) Average (52%)
*All scores are out of a possible 100%.
Top performing institutions include multilaterals (IDB Invest, IFC, ADB) and bilaterals (CDC, JICA, FinDev Canada). They are based in a range of countries, including the United States, United Kingdom, Canada, and Japan, and operate across the developing world. Though it would be reasonable to assume that DFI performance might differ based on size or age of the institution, survey data do not show such differences. It is encouraging to see that smaller or more recently established institutions are among top performers (e.g., FinDev Canada), as are larger and longer-standing institutions (e.g., IFC). Age, size, geographic focus, and bilateral/multilateral shareholding structure do not predetermine DFI performance with respect to gender-lens investing. This is a cause for optimism and a reason to push for ambitious policies and practices across institutions.
Taking It to the Next Level: Where Is There Room for Improvement?
However, DFIs' significant investment in process inputs is not yet matched on the output measurement side. It is not clear whether the investment process changes are making a difference in the extent to which gender is mainstreamed or a focus in investment decisions, or in yielding beneficial gender-related outputs and outcomes. DFIs have room to improve in translating strategic aspirations reflected in strategy documents into concrete performance targets. And they could be more transparent about how well they are performing, both in their investments and in their internal practices.
Half of the institutions do not set targets for measuring the implementation of their external gender strategies. Most do not publish the shares of their investments that have a gender focus. Half do not systematically incorporate gender scores or other qualitative factors into each investment approval decision by their investment committees. Most do not train their own staff on how to integrate gender analysis and objectives into investments. And most do not publish their gender-disaggregated data.
For their internal practices, while they measure pay gaps and gender imbalances on boards and in senior positions, most DFIs do not publish targets for narrowing gaps or improving gender balance. On average, women account for a third or less of board members and senior staff. Most DFIs do not train staff and managers on gender, bias, and diversity. And only one institution promotes the sourcing of goods and services for its own operations from women-owned businesses.
The IFC (as part of the World Bank Group) has committed to double its spending with women-owned businesses by 2023.
In sum, DFIs should be strongly commended for building the systems and databases needed to underpin institutional change. But they can reap greater gains from this investment by taking the next step of defining, measuring, and publishing their targets for change with respect to internal and external gender equity and women's empowerment. This will strengthen their efforts to translate data and analysis into measurable and transformational institutional goals. We believe the result will be major advances in transparency, accountability, and development effectiveness.
In light of these findings, we offer five recommendations:
1. Increase transparency
Establish a common methodology for measuring the volume and share of annual investments with a gender focus and publish the data. Publish and share gender-disaggregated results data, as well as diagnostic and baseline data (without compromising business confidentiality). Publish data on internal gender gaps in pay, board composition, management, hiring, and sourcing.
2. Set targets and timetables
Set targets at the portfolio level for the volume and share of investments with a gender focus, that is, specifically targeting and benefiting women. Set targets and timetables for closing gender gaps in pay, boards, management, hiring, and sourcing.
3. Make gender-related impact, including benefits and risks of DFI investments to women and girls, a key, standalone criterion in every investment decision.
Opportunities for extending and expanding investment benefits, and avoiding harm, for women and girls should be truly mainstreamed in all investments, that is, developed in every investment proposal and required as part of every investment decision.
4. Keep leading through collaboration
Building on the 2X Challenge and We-Fi, keep setting measurement standards; promoting high-impact investments; and sharing strong gender policies, practices, and learning with other impact investors, including private investors interested in empowering women, to push the field forward collectively.
5. Train management and staff
In integrating gender into investment development and design, and in internal gender, bias, and diversity issues and challenges.
More Detail on Results
External Investment, Advisory Services, and Programs
Figure 1. External survey scores
Components of the External Survey
Gender Lens in Investment Process looks at whether institutions incorporate gender objectives or analysis when developing investments, assessing development effectiveness, sourcing deals, and making investment decisions. Gender Experts refers to dedicated staff at the organization who work on gender, and Gender Strategy includes questions about the institutions' strategies for gender equity and women's economic empowerment. Gender-Disaggregated Data includes questions about data collection, disaggregation by gender, and use. Procurement looks at whether partners are encouraged to source from women-owned businesses and farms. For the external survey, Training refers to whether institutions require training on gender equity for all employees involved in programs and investments, and whether they provide gender-related training, assistance, or advisory services to partners.
Nearly all DFIs have an external gender strategy. Fourteen out of 16 institutions have a strategy in place to govern gender equity and women's empowerment, all of which are informed by stakeholders. The vast majority of these (12/16) have been approved by boards and are made public on DFIs' websites. However, half of the institutions do not set targets for measuring strategy implementation.
To measure implementation of its external gender strategy, DFC has set external volume targets (for example, $1 billion commitment to empower women across Africa).
Gender is integrated into investment development processes at most institutions but not necessarily into all investment decisions. The survey looks at the integration of gender into the investment process across a number of dimensions—deal sourcing and due diligence criteria; DFIs' consideration of the gender policies of potential investees, women's ownership and leadership of potential investees, and women's participation in potential investee fund management teams; gender analysis in investment documents; and inclusion of gender in development effectiveness scores. Importantly, most institutions consider gender in all these aspects of the investment process. But equally importantly, only half the institutions use a gender score or qualitative factors in each investment approval decision. Investment committee members in half the institutions surveyed are not required to separately assess or prioritize gender-related impact when they decide whether to approve or reject a proposed investment. Prioritizing gender-related impact in this context need not mean targeting women only as investment beneficiaries; it could mean instead that every investment must generate significant benefits (or avoid or reduce important risks) for women.
In assessing results, most institutions disaggregate all beneficiary output/outcome data by gender (9/16). Ten out of 16 reported using some disaggregated data for developing lessons for future investments (though they may not disaggregate all beneficiary data). Only 6 out of 16 institutions make this gender-disaggregated data public (figure 2).
As part of their impact reporting, Finnfund makes gender-disaggregated beneficiary data public.
Figure 2. Collection, use, and publication of gender disaggregated data
Fourteen DFIs have signed onto 2X Challenge, a promising platform for continued momentum on gender-lens investing. 2X Challenge criteria dictate that projects must invest in firms or funds that are majority-owned by women, have more gender-equal management teams or workforces than sectoral averages, or provide gender-responsive goods and services to consumers. This collaborative effort among DFIs is commendable, and it can be strengthened further by (1) publishing on a centralized platform data on the DFI deals that meet 2X criteria; (2) making criteria even more ambitious and comprehensive over time (e.g., raising the percentage of women in leadership required to be 2X-eligible, requiring multiple criteria for eligibility as a 2X project, and adding a broader range of criteria for assessing impact on women); and (3) working towards a common results framework to complement the criteria DFIs apply when sourcing deals.
Nearly all DFIs have a dedicated gender lead and team at the institutional level (14/16), and gender experts are included in the development of investments for 10 out of 16 institutions. Gender expertise also extends beyond a dedicated point person or team at most institutions: 11 out of 16 DFIs have a community of practice for the purpose of sharing knowledge and lessons learned.
Few DFIs are training their staff on how to integrate gender analysis and objectives into investments (13/16 do not) and on internal improvements to promote gender equity, diversity, and inclusion (11/14 do not).
At EBRD, gender training is part of the induction program for new employees, managers, and board members.
Figure 3. External and internal gender training
Internal Policies and Practices
Figure 4. Internal survey scores
Components of the Internal Survey
Work-Life Balance looks at flexible work policies, leave policies, and daycare options, while Events asks about gender balance on panels and in meetings. Employee Input and Recourse asks about channels available to provide feedback on gender policies and report discrimination and harassment, and whether the organization has an ombudsperson. Recruitment, Hiring, and Promotions includes questions about how employees are recruited, hired, and promoted, while Mentorship and Upward Mobility refers to opportunities for women to advance in the workplace. The Institutional Gender Strategy category includes questions about the institutions' strategies for internal gender equity, work-life balance, and upward mobility for women employees. Certification refers to gender-related certifications like EDGE, while Pay Gap includes questions about the measurement and publication of gender pay gaps. Gender Representation in Leadership includes questions about board members, senior management/highest paid staff, and investment committee members. For the internal survey, Training looks at whether all staff are required to participate in gender, bias, and diversity training, and Procurement refers to whether there is a policy encouraging sourcing for the institutions from women-owned businesses.
Channels are available for employee input on gender policies and for reporting discrimination and harassment. Most DFIs offer communication channels to provide feedback on gender policies and practices (10/14), report discrimination and harassment (13/14), and inform management on the occurrence and institutional response to discrimination and harassment (8/14). That said, most DFIs (9/14) lack an independent ombudsperson empowered to provide confidential support on gender-related issues.
Women are represented in hiring and promotion panels, and diversity is stressed in recruitment materials. Most DFIs emphasize gender diversity in recruitment materials (11/14), require that hiring short lists include at least one woman (9/14), and ensure that women are represented in hiring and promotion panels (10/14). However, recruitment efforts for the most part (10/14) do not include specific outreach to women's networks.
Figure 5. Recruitment, hiring, and promotion
Most DFIs are measuring gender pay gaps within their institutions but most do not publish the data. Twelve out of 14 DFIs measure gender pay gaps, but most institutions do not make pay gaps public or set targets for narrowing them. Only three institutions make gaps public or set targets and timeframes for narrowing them. Half of DFIs are not collecting gender disaggregated data on the average time spent in each pay grade to assess how gender gaps are related to promotion rates.
Figure 6. Pay gap
Policies and practices are in place for promoting work-life balance. Thirteen out of 14 DFIs have policies in place that allow for flexible work and all DFIs provide paid family leave. Slightly less than half of DFIs provide on-site childcare or childcare subsidies (though this is certainly influenced by the size of the institution and the availability of government-provided childcare).
Women are underrepresented on DFI boards and in senior management, and targets are generally not set or made public for improving board and management gender diversity. Only 3 out of 14 institutions set public targets for improving gender diversity on the board; 6 institutions set targets for improving diversity in senior management; and 1 sets public targets for improving gender diversity in the investment committee. This is in spite of the fact that on average just 31 percent of board members, 33 percent of senior managers, and 29 percent of investment committee members are women.
Proparco has set a target of 44 percent women representation on its board of directors by 2020 as part of a larger objective to reach gender parity at the board level.
Figure 7. Women's representation on boards
For Full Results
Visit cgdev.org/genderfinancesurvey to explore all underlying data collected through the Gender Equity in Development Finance Survey.
Development finance: Financial investments for the purpose of achieving measurable development impact.
Investment: Investments by DFIs include any financial instrument that entails a return on, or a fee for, the provision of finance or contingent finance, such as debt, equity, guarantees, or insurance.
Development finance institutions: Publicly funded institutions that make financial investments in the private sector for the purpose of achieving development impact.
Gender equity: Fairness of treatment for women and men, according to their respective needs. This may include equal treatment or treatment that is different but which is considered equivalent in terms of rights, benefits, obligations, and opportunities (ILO, ABC of women worker's rights and gender equality, 2000).
Gender strategy: A document that outlines an institution's policies, practices, statements, goals, and objectives that define the institution's approach to achieving greater gender equity and women's empowerment.
Gender analysis: Assessment of how the benefits of the investment can be expanded, and the risks can be minimized, by interventions and design elements that strengthen positive impacts and avoid harm for women and girls.
Gender focus: Gender equality is the main objective of the investment and is fundamental in its design and expected results. The investment would not have been undertaken without this objective (OECD, Gender Equality Policy Marker).
Gender mainstreaming: The process of integrating a gender lens into all aspects of an organization's strategies and initiatives, and into its culture, systems, and operations (Bill & Melinda Gates Foundation).
Gender score: A metric for evaluating an investment's impact on women and girls, women's economic empowerment, or gender equity. The gender score can be part of a larger development effectiveness score or a standalone score. The score can measure an investment's positive impact or negative risks.
This survey was undertaken with the financial support of the Government of Canada provided through Global Affairs Canada and the Bill & Melinda Gates Foundation. Responsibility for the information and views expressed herein lies entirely with the authors.
Annex. List of Development Finance Institutions
African Development Bank (AfDB)
Belgian Investment Company for Developing countries (BIO-Invest)
CDC Group
Spanish Company of Financial Development (COFIDES)
KfW Deutsche Investitions- und Entwicklungsgesellschaft (KfW DEG)
European Bank for Reconstruction and Development (EBRD)
FinDev Canada
Finnish Fund for Industrial Cooperation (Finnfund)
Nederlandse Financierings-Maatschappij voor Ontwikkelingslanden N.V. (FMO)
Inter-American Development Bank Invest (IDB Invest)
International Finance Corporation (IFC)
Islamic Development Bank (IsDB)
Japan International Cooperation Agency (JICA)
The Norwegian Investment Fund for Developing Countries (Norfund)
Development Bank of Austria (OeEB)
Société de Promotion et de Participation pour la Coopération Economique (PROPARCO)
Swiss Investment Fund for Emerging Markets (SIFEM)
The Swedish Development Finance Institution (Swedfund)
Annex. Survey Questions
External Gender Policies and Practices
Gender Strategy
Is there an institutional strategy for gender equity and women's economic empowerment (WEE)?
Has the institutional strategy been reviewed or informed by external gender experts and key stakeholders?
Was the strategy approved by the Executive Board?
Is the strategy made public, including on a web page dedicated to gender? If yes, please link to the strategy.
Are there public documents reporting periodically on the implementation of the strategy? If yes, please link.
Are data monitored for the share of investments that have a significant gender focus (# gender focused projects/total # of projects)? If yes, please explain how significant gender focus is defined and link to the data.
Are data monitored for the share of investment volume that has a significant gender focus (gender focused investment/total investment)? If yes, please explain how significant gender focus is defined and link to the data.
Are there quantitative and qualitative targets set at the institutional level for measuring implementation of the gender strategy? If yes, please link.
Gender Lens in Investment Process
Is gender analysis integrated into the development of all investments and advisory services, and included in documents submitted to the investment committee?
Are ex ante gender scores calculated, or qualitative factors included, for all investments as part of assessing development effectiveness?
Do investment documents require identification of gender specific benefits or mitigation of gender specific risks?
Are gender objectives incorporated into processes and criteria for sourcing deals and conducting due diligence?
Is a gender score, or qualitative factors, incorporated into each investment approval decision by the investment committee?
For investments in funds, are efforts made to support fund management teams that include women?
For investments in firms, financial institutions, farmer groups, etc., are their gender policies and strategies assessed as part of investment criteria?
For investments in firms, financial institutions, farmer groups, etc., is the gender composition of ownership and leadership assessed as part of investment criteria?
Gender Experts
Is there a dedicated gender lead and team at the institutional level?
Are gender experts included in the development and implementation of all investments?
Does the institution have a gender community of practice for the purpose of sharing knowledge and lessons learned?
Is training on gender equity and WEE required for all employees and managers (including investment committee members) involved in programs and investments?
Does the institution provide gender-related training, technical assistance, and/or advisory services to partners?
Gender Disaggregated Data
Does the M&E framework for investments and advisory services disaggregate all beneficiary output and outcome data by gender?
Are these gender disaggregated data made public (while protecting individual business confidentiality)? If so, please link to the data.
Are gender disaggregated data and gender outcomes used to develop lessons learned for future investments?
Are partners (investees) encouraged to source from women-owned businesses and farms where relevant?
Internal Gender Policies and Practices
Institutional Gender Strategy
Is there a current institutional strategy for internal gender equity, work-life balance, and supporting upward mobility for women employees?
Is the internal strategy made public on a web page dedicated to gender? If yes, please provide a link.
Does the strategy include targets at the institutional level for gender equity, work-life balance, and women's upward mobility?
Are there public documents reporting periodically on the implementation of the strategy? If yes, please link to document(s).
Gender Representation in Leadership
Are targets and timetables for improving gender diversity at the Board level published, along with regular updates on implementation progress?
Are there targets and timetables for improving gender diversity at the senior management level or for staff at the highest pay grades, published, along with regular updates on implementation progress?
Are there targets and timetables for improving gender diversity at the investment committee level published, along with regular updates on implementation progress?
Are flexible work practices included as employee benefits: telecommuting, alternative work schedules, part-time work, job sharing?
Is there a paid leave policy for maternity, paternity, adoption, and other family leave?
Is there onsite childcare or a childcare subsidy?
Recruitment, Hiring, and Promotions
Is gender diversity stressed in recruitment materials?
Does recruitment outreach always include networks for women?
Do hiring short lists always include at least one woman?
Are women represented in all hiring and promotion selection panels?
Are gender disaggregated data on the average time spent in each pay grade collected?
Employee Input and Recourse
Is there a well-established and frequently used communication channel for providing feedback on gender policies and practices to senior management?
Is there an independent ombudsperson empowered to provide confidential support on gender-related issues?
Is there a confidential formal channel for reporting discrimination and harassment to staff empowered to investigate and take action to respond?
Are management and the Board provided regular updates on the incidence and actions taken to respond to discrimination and harassment?
Do employee satisfaction surveys include questions regarding gender equity, work-life balance, and women's upward mobility?
Mentorship and Upward Mobility
Are there programs for mentorship, sponsorship, and upward mobility?
Are gender pay gaps in compensation (wages/salary + bonuses) regularly measured?
Are gender gaps in compensation made public? If so, please link.
Are targets and timelines published for narrowing gender gaps in compensation, along with progress updates?
Are all staff and managers required to participate in gender, bias, and diversity training?
Are women included, as a matter of institutional policy, as speakers in all conferences, panel discussions, high level meetings, and working groups?
Does the institution have a policy to encourage sourcing goods and services for the institution from women-owned businesses? If so, please link.
Does the institution have any gender related certifications (e.g. EDGE)? If so, please list.
[1] We contacted representatives (primarily gender leads and human resources departments) from 21 development finance institutions: ADB, AfDB, BIO-Invest, CDC Group, COFIDES, KfW DEG, DFC, EBRD, EIB, FinDev Canada, Finnfund, FMO, IDB Invest, IFC, IsDB, JICA, Norfund, OeEB, Proparco, SIFEM, and Swedfund. Of these, 16 institutions responded to the external survey (76 percent response rate), and 15 institutions to the internal survey (71 percent response rate), though SIFEM was excluded from analysis because it does not have a staff. Institutions that did not respond to either survey and are therefore not included in the data are AfDB, KfW DEG, EIB, IsDB, and OeEB. We hope to be able to include these institutions in future survey rounds.
You may use and disseminate CGD's publications under these conditions.
International Financial Institutions
Gender Equality and Inclusion
Can SDRs Be Used for Loss and Damage Finance?
Mark Plant
The 117th Congress Resolves to Spend More on Development in the New Year
Erin Collinson et al.
Transparency And World Bank Evolution
One Small Step for Norway, One Giant Leap for Evidence-Informed Decision Making in Norwegian Aid.
Marie Gaarder et al.

redpajama_set_name: RedPajamaCommonCrawl


text:
Grants, contests, and studies
Sophos Security announced that it has published new research, The Sophos Security Threat Management Report Update. The report says that while there has been a vast drop in the number of new viruses and worms being written, the decrease been over-shadowed by increases in other types of malware, as cyber criminals turn their attention to stealing information and money. http://www.sophos.com
The Verizon Foundation announced its sponsorship of ISTE's first Digital Equity Summit: Critical Dimensions and Solutions. The summit, held during NECC, was designed to give local, state, national, and international leaders in educational equity and technology a deeper understanding of the effects of inequitable student access, how to apply scalable proven solutions, and teach participants how to build networks of collaboration to fulfill digital equity commitments. Verizon also promoted the MarcoPolo Program, a Verizon Foundation flagship program that helps teachers prepare students for success in the 21st century. http://www.verizon.com/foundation http://www.marcopolo-education.org


text:
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Avid readers of the blog know that BK & I fell in love with the cookies at Momfuku Milk Bar while we were in New York last summer – so, when I saw the Milk Bar pastry chef had a new cookbook coming out AND she would be in Seattle at Book Larder to promote it, I quickly snapped up tickets. Mom & Mar came along too, so we met up for happy hour first at a new spot nearby that Mar recommended, Hunger.
At Book Larder, we were treated to a cup of cereal milk upon arrival as well as a plate of Milk Bar favorites. We chatted around and looked through the new store (go visit!), then listened to the chef tell some stories of how Milk Bar came to be. We got our cookbook signed, stuffed our purses full of more cookies to take home, and headed out full of sugary bliss.
This place is great – well-decorated, nice vibe and thoughtful menu and presentation. They know their focus: meatballs. There's 5-6 different kinds, and 5 sauces. From there, there are several ways to have your meat and sauce served to you depending on what you like – just mark up your menu and enjoy. I loved it. BK got 4 sliders so he could try lots. I had a "smash", which meant two chicken meatballs on a brioche bun with a parmesan cream sauce. yum. And because we couldn't resist, we split one of their homemade ice-cream sandwiches for dessert – same concept: 5 ice creams, 5 cookies, you pick what you want to go together (Chocolate Chip Mint – fresh mint). Awesome.
We were so full leaving Babbo but in a good way.
Big dinner #3 was at Le Bernadin, owned by cute, popular chef Eric Ripert. He was actually strolling through the dining room visiting tables as we arrived (sadly when I enquired at the end of our meal if he was still there he had already left). Le Bernadin was very formal and clean – all the dishes and staff were super refined. We of course did the Chef's tasting menu, along with the wine pairing as Le Bernadin is revered for their sommelier and wine staff.
Crispy Black Bass, Lup Cheong and Beansprout "Risotto", Mini Steamed Buns, Hoisin-Plum Jus – Bass once again, very popular on NYC tasting menus.
The menu arrives as a list of ingredients currently in season and then you choose 5 or 8 courses and food starts arriving. So this was truly a blind tasting menu, but JJ & I both specified pescatarian so I wasn't too worried about what might arrive.
Everything was so fresh and clean. my favorites were the lobster, the canelloni and the grilled onion. The bread was delish and the service impeccable. We were full and happy as we zipped down to the train station and headed back to the big city.
First up was Razor clam, red pepper, halvah, yuzu. It was really fresh and light, I like yuzu.
Next was Everything bagel, smoked salmon threads, crispy cream cheese. The bagel was actually ice-cream! Really fun and good.
Ahhh, Foie gras, passionfruit, chinese celery. The texture was hard for me on this one, but the passionfruit filling inside the foie gras was amazingly sweet.
Scrambled egg ravioli, charred avocado, kindai kampachi. This was my favorite dish of the night – the egg was light and fluffy, the charred avocado nice and creamy. I could have eaten several of these.
I had Israeli Cous Cous in cheddar consommé. Really nice flavors.
Rainbow sherbet, rhubarb, tarragon, orange, olive oil – this was really pretty and very tasty. Almost as good as Baskin-Robbins rainbow sherbet!
Unlike his other establishments which tend to focus more on the higher end, DBGB offers simple food executed at a very high level. Much of the menu is centered around the 14 different types of house made sausages and several different burgers plus other chicken, beef and pork options.
We decided to split a couple of sausages to start and soon enough the Viennese and Tunisian sausages had arrived. The Viennese is a pork sausage with some cheese and the Tunnnisian is a lamb sausage.
Both of the sausages were great, the flavors were distinct without any one element being overpowering; just great food all around. The only disappointment was that there were only two of us there as I would have loved to order 5-6 of them to share around the table. For the mains I had the piggy burger which is a burger topped with BBQ pulled pork and KMJ a Schnitzel which very well may have been the best piece of pork I've eaten that wasn't a BBQ rib.
Finally to put a topper on the whole meal we ordered a baked Alaska, though they call it something different on the menu. It was excellent and a great way to end the day before heading back to our tiny hotel room.


ESTUDIOFUTURE announces the start of a CLOSED BETA for the NEW MULTIPLAYER COMPETITIVE MODE of its FUSION WARS VR game, ahead of its official and final release on Oculus Rift and Samsung Gear VR.
Starting today Friday, the 23rd June, Oculus Rift users will be able to pre-register for the CLOSED BETA, which will run for one week. Players can sign up now on the www.fusionwars.com/beta site, with registrations closing on Sunday, the 2nd July.
The new MULTIPLAYER COMPETITIVE MODE of FUSION WARS will feature a gorgeous eSports style looking battle arena, where up to 8 players will be able to fight co-operatively in 2 teams. This CORE BATTLE MODE will require teams to take control of the FUSION CORE, and protect it for as long as possible, while AI controlled PvE enemies will show up along the fight, and which players may conquer so they fight on their side.
The registered users for the CLOSED BETA will also have a chance to experience firsthand the new and greatly improved version of the game, specially optimized for the Oculus Rift, and which final version will also contain new awesome levels on its CAMPAIGN MODE, as well as many new content and cool features.
Final version of the game is planned for release for the Oculus Rift and Samsung Gear VR after the CLOSED BETA, but ESTUDIOFUTURE is now also starting development efforts to bring the game to HTC VIVE and PlayStation VR, as well as a non-VR version for Steam, which shall offer a unique cross-play experience among some of these platforms.
FUSION WARS is a PvE & PvP online multi-player and fast VR arcade action game, in which you will take control of a futuristic combat ship, and enter the domains of an android menace ruled by the huge and powerful "Mother Queen".
Fight on your own, or coordinate with other players the best strategy to defeat the hordes of android enemies, and co-operate during the fight to enter the "fusion mode", merging your space tanks to become a stronger and more powerful combat unit, and splitting roles as driver and gunner. You will need to overcome and destroy the evil droid creations, recovering the energy Cores that feed the Mother Queen's realm, and get prepared for the ultimate great battle.
FUSION WARS currently allows multi-player action for up to 4 players on the PvE arcade mode, and the upcoming final version will also offer PvP matches for up to 16 players within a same and spectacular eSports looking combat arena. Players will be able to fight each other or in teams, granting constant clashes, where teamwork can make all the difference through fusion of combat ships.
FUSION WARS is one of the first co-op multiplayer and cross-platform FPS combat games that can be played from both the Samsung Gear VR and the Oculus Rift, sharing the same battlefields and co-op actions and providing an intense and fun experience. A version for the HTC VIVE, PlayStation VR and Windows Mixed Reality headsets, together with a non-VR version for Steam, are as well on the works, planned for release along 2017.
ESTUDIOFUTURE is an experienced VR development specialist, providing high quality VR development services to companies from all around the world. We create highly immersive contents for video games, training simulations, narrative experiences, amusement parks, entertainment systems, marketing actions, simulations, spectacles and anything the imagination and technology allows.
ESTUDIOFUTURE is based in Madrid (SPAIN), and is composed by a seasoned team of professional with a track record in AAA video game productions and other entertainment fields.


Uncategorized | life. use it as inspiration.
I went online and googled state outlines for New York and Illinois. After I sized them in Microsoft Word, I printed them onto card stock. I used an X-Acto knife to cut them out and then outlined them using a sharpie. I then glued the states onto a sheet of parchment paper. I used sage but this comes in a variety of colors. I added little hearts to the exact place where they lived and then wrote there names on the bottom. I bought the frame at Michaels. This project makes a great personalized shower or wedding gift for a couple from different states or even countries.


text:
package org.camunda.bpm.engine.test.bpmn.async;

import org.camunda.bpm.engine.RuntimeService;
import org.camunda.bpm.engine.delegate.DelegateExecution;
import org.camunda.bpm.engine.delegate.ExecutionListener;
import org.camunda.bpm.engine.delegate.JavaDelegate;
import org.camunda.bpm.model.bpmn.Bpmn;
import org.camunda.bpm.model.bpmn.BpmnModelInstance;
import org.camunda.bpm.model.bpmn.impl.instance.IntermediateThrowEventImpl;
import org.camunda.bpm.model.bpmn.instance.camunda.CamundaFailedJobRetryTimeCycle;

import java.util.ArrayList;
import java.util.Collection;
import java.util.List;

import static org.camunda.bpm.engine.test.api.runtime.migration.ModifiableBpmnModelInstance.modify;

/**
 * @author Askar Akhmerov
 */
public class RetryCmdDeployment {

  public static final String FAILING_EVENT = "failingEvent";
  public static final String PROCESS_ID = "failedIntermediateThrowingEventAsync";
  private static final String SCHEDULE = "R5/PT5M";
  private static final String PROCESS_ID_2 = "failingSignalProcess";
  public static final String MESSAGE = "start";
  private BpmnModelInstance[] bpmnModelInstances;

  public static RetryCmdDeployment deployment() {
    return new RetryCmdDeployment();
  }

  public static BpmnModelInstance prepareSignalEventProcess() {
    BpmnModelInstance modelInstance = Bpmn.createExecutableProcess(PROCESS_ID)
        .startEvent()
          .intermediateThrowEvent(FAILING_EVENT)
            .camundaAsyncBefore(true)
            .camundaFailedJobRetryTimeCycle(SCHEDULE)
            .signal(MESSAGE)
          .serviceTask()
            .camundaClass(FailingDelegate.class.getName())
        .endEvent()
        .done();
    return modelInstance;
  }

  public static BpmnModelInstance prepareMessageEventProcess() {
    return Bpmn.createExecutableProcess(PROCESS_ID)
        .startEvent()
          .intermediateThrowEvent(FAILING_EVENT)
            .camundaAsyncBefore(true)
              .camundaFailedJobRetryTimeCycle(SCHEDULE)
              .message(MESSAGE)
            .serviceTask()
              .camundaClass(FailingDelegate.class.getName())
        .done();
  }

  public static BpmnModelInstance prepareEscalationEventProcess() {
    return Bpmn.createExecutableProcess(PROCESS_ID)
        .startEvent()
          .intermediateThrowEvent(FAILING_EVENT)
            .camundaAsyncBefore(true)
            .camundaFailedJobRetryTimeCycle(SCHEDULE)
            .escalation(MESSAGE)
          .serviceTask()
            .camundaClass(FailingDelegate.class.getName())
        .endEvent()
        .done();
  }

  public static BpmnModelInstance prepareCompensationEventProcess() {
    return Bpmn.createExecutableProcess(PROCESS_ID)
        .startEvent()
          .subProcess("subProcess")
            .embeddedSubProcess()
              .startEvent()
              .endEvent()
          .subProcessDone()
          .intermediateThrowEvent(FAILING_EVENT)
            .camundaAsyncBefore(true)
            .camundaFailedJobRetryTimeCycle(SCHEDULE)
            .compensateEventDefinition()
            .compensateEventDefinitionDone()
          .serviceTask()
          .camundaClass(FailingDelegate.class.getName())
        .endEvent()
        .done();
  }

  public RetryCmdDeployment withEventProcess(BpmnModelInstance... bpmnModelInstances) {
    this.bpmnModelInstances = bpmnModelInstances;
    return this;
  }

  public static Collection<RetryCmdDeployment[]> asParameters(RetryCmdDeployment... deployments) {
    List<RetryCmdDeployment[]> deploymentList = new ArrayList<RetryCmdDeployment[]>();
    for (RetryCmdDeployment deployment : deployments) {
      deploymentList.add(new RetryCmdDeployment[]{ deployment });
    }

    return deploymentList;
  }

  public BpmnModelInstance[] getBpmnModelInstances() {
    return bpmnModelInstances;
  }

  public void setBpmnModelInstances(BpmnModelInstance[] bpmnModelInstances) {
    this.bpmnModelInstances = bpmnModelInstances;
  }
}


text:
Loggia dei Lanzi Firenze (Piazza della Signoria)
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Also known as the Loggia della Signoria, the Loggia is a fabulous 14th century structure that can be found at the confines of the Uffizi gallery in Florence, its wide arches face onto the Piazza della Signoria, house and home of the local Florence Council. The arches onto which the clustered pillars were of such appeal to local Florentines at the time of their unveiling, that Michelangelo proposed that they could encircle the entirety of the Piazza della Signoria. The Medici family over-ruled this idea citing time constraints.
Construction of the Loggia dei Lanzi
The Loggia was designed and built over a six year period, beginning in 1376 by Benci Cione and Francesco Talenti (who were believed to have been inspired by Jacopo Sione). It was Jacopo's desire that the Loggia would house public ceremonies including debates and swearing in ceremonies. It has been erroneously been depicted as being created by the artist, Orcagna, when in fact it was Talenti – of famed contributions to the churches of San Carlos and OrsanMichele – who designed it. The elaborate design of the Loggia contrasts brusquely with that of its neighbouring Palazzo Vecchio, since it was designed to be a wide arched sculpture gallery of antique and art. Cosimo 1st used the Loggia to house his versatile mercenaries. The Loggia was designed and built over a six year period, beginning in 1376 by Benci Cione and Francesco Talenti (who were believed to have been inspired by Jacopo Sione). It was Jacopo's desire that the Loggia would house public ceremonies including debates and swearing in ceremonies. It has been erroneously been depicted as being created by the artist, Orcagna, when in fact it was Talenti – of famed contributions to the churches of San Carlos and OrsanMichele – who designed it. The elaborate design of the Loggia contrasts brusquely with that of its neighbouring Palazzo Vecchio, since it was designed to be a wide arched sculpture gallery of antique and art. Cosimo 1st used the Loggia to house his versatile mercenaries known as Lanzichenecchi.
Architects involved in the Loggia dei Lanzi
It was the architect Bountalenti who modified the arches so that the Medici rulers could view the goings-on from the Piazza above. The covered gallery was given different designs during the 6 years by Talenti and Cione Dami of the city of Lombardi. It has a uniquely gothic style and is believed to have been a piece that marked the dawn of the renaissance style. The tradition of placing sculptures at the Loggia began in 1490s after the Florentines had ousted the Medici rulers (and so ending their more than century year rule over the city). Some of the first sculptures to be transported to the city were from the former Medici Palace to Palazzo Vecchio. When the Medici regained control of Florence, they forced the Florentine sculptor Cellini to create a sculpture of Perseus beheading Medusa in 1550s as a warning to their rivals. The collection of sculptures inside the Loggia has expanded massively from its inauguration. Some of the famed sculptures on site include the Abduction of the Sabine Virgins (1585), 'Hercules slaying the Centaur Nessus' (1599), 'The Abduction of Polyxena' (1800s) and 'Menelaus supporting the body of Patroclus' (1600s). The stairway has two Medici lions one of which was built by Flamimio in 1590s and placed in the loggia in 1790. Besides the Perseus, Cellini also decorated a marble pedestal with four statuettes depicting Mercurius, Jupiter, Dname and Minerva. The Loggia di Lanzi receives up to 10,000 visitors every single day. It was the architect Bou ntalenti who modified the arches so that the Medici rulers could view the goings-on from the Piazza above. The covered gallery was given different designs during the 6 years by Talenti and Cione Dami of the city of Lombardi. It has a uniquely gothic style and is believed to have been a piece that marked the dawn of the renaissance style. The Loggia dei Lanzi of todayThe tradition of placing sculptures at the Loggia began in 1490s after the Florentines had ousted the Medici rulers (and so ending their more than century year rule over the city). Some of the first sculptures to be transported to the city were from the former Medici Palace to Palazzo Vecchio. When the Medici regained control of Florence, they forced the Florentine sculptor Cellini to create a sculpture of Perseus beheading Medusa in 1550s as a warning to their rivals. The collection of sculptures inside the Loggia has expanded massively from its inauguration.
Piazza della Signoria, Firenze, Metropolitan City of Florence, Italy
Florence Historical Centre
Davanzati Palace Museum
Via Porta Rossa
The Duomo of Florence
Piazza del Duomo
San Marco Museum
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