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"911 what's your emergency?" The operator said monotonously, following the old routine.
All that could be heard from the caller, were sounds of static.
Sounds of a woman sobbing came through the static.
"Miss, is everything alright? Are you there miss?"
A whisper managed to come through- "A… an… ie..."
"Miss, what's wrong? Tell me what's wrong."
The caller whispered between gasps, "An… Annie… she's been… terribly naughty… She's been playing with the little ones…"
"Miss can you tell me your name?" The operator questioned with growing anxiety.
"Annie played with the little ones… she… wrestled… broke them… blood…"
At this point the woman screamed manically and uncontrollably, only pausing to whisper random names or dates.
" BLOOD EVERYWHERE... The fourteenth, yes… that'll do… THEY AREN'T MOVING… Kristie will be here… I CAN'T SEE ANYTHING… the twins… Cassel and Alistair… SO DARK… SHE'S RIGHT IN FRONT OF ME… Don't cry, little Cassel, auntie is here for you…" the caller exclaimed frantically.
The call continued for three more minutes and twenty two seconds of the woman screaming about someone by the name of "Annie" and then abruptly ended.
The operator was so scarred that she quit her job soon after.
The call was never traced.
Two months later, a photo showed up of three small children mutilated beyond belief, with arms twisted out of sockets, legs broken, blood pouring out of mouths, eyes torn out of sockets, fingers sliced off, and hair ripped out. The children's names are Kristina, Cassel, and Alistair Driscoll.
In regards to the "Auntie" speaking to Cassel, the Driscoll children's parents were both only children. They had no siblings. There could not have been a biological aunt.
In the second panel of the picture, there is a small, blurry form of a girl with her back to whoever took the picture, but her head turned towards the camera almost fully spun around.
She is drenched in blood, and in the middle of skipping gleefully. Every record in the country has been checked. Every town has been asked. There are no records of this little girl.


Every community has at its core its discernment of the sacred.
Our community has at its heart the nembutsu, which is our expression of our love for the Buddha and, more importantly, our gratitude for his love of us. We gather round the Buddha as the bearer of light: the light of love, the light of compassion, the light of joy, the light of peace, the light that outshines sun, moon and stars, the unimpeded light, light of eternity. Buddhas discern such light, declare it, and walk their talk.
In love of Buddha, therefore, we who are not particularly brave in nature work for peace, for an end to cruelty, for mutual respect, for freedom. In love of Buddha we who are not particularly generous in nature go forth for the good of the many: for the poor in India, for the sick in Africa, for those troubled in spirit in the corners of the affluent world. In love of Buddha we who are not particularly harmonious in nature try to live in goodwill together, making community, and creating the infra-structure of a better world.
alternative. Our vision is wholly religious, wholly grounded in faith, because we are not enlightened, not perfected, not so wise, not so competent as to be able to do all things by our own power.
good from the bad, the certificated from the uncertificated. The most that worldly charity offers is access to privilege. Amida transcends such divisions. Before Amida Nyorai we are all equal. In our discernment of the sacred, Amida accepts the bad, the excluded, the uncertificated, the displaced, even more readily than those who are already accomplished or privileged. Nyorai's grace is not limited to those who cultivate the right mind state, pass the right exam, belong to the right lineage, or jump through the right hoops. We are an outpost of Nyorai's Pure Land. We, the misfits, fit here. We are trying to live a life that is genuine – a life free from spin – while recognising that we are just ordinary, unenlightened beings.


These SELS LED dimmable PAR20 Led floodlight, standard base E26 give you instant light output with just a simple flip of a switch. These bulbs provide soft white, warm color (2700 Kelvin), which gives a great cozy look inside or outside the home, producing a relaxing warm radiance full glow ideal for living rooms, dining rooms and recreation rooms, outdoor spaces, recessed lights and general lighting use.
Applications: indoor, outdoor, directional lighting, track lighting, recessed lighting, flood lighting, security lights, landscape lights, directional lights, spotlights, and many others.
This dimmable PAR20 LED bulb consumes just 8.5 Watts, emitting 550 lumens of light, serving as an effective replacement for a 50-60 watts equivalent flood light bulb, saving you up to 141.43 USD in energy costs.
Provides a beautiful, diffused level of light creating a soft white and beautiful atmosphere. Ideal for use in kitchens, living rooms, dining rooms, ceiling light, lighting fixtures, recessed fixtures and many other lighting application needs.
Designed to last for 22 years or more, you won't have to worry about switching out your lights for quite some time.
SELS Led light bulbs are designed to look like common Par light bulbs, flood bulbs, serving as an easy energy efficient replacement for traditional Par20 bulbs, They will fit in applications where a traditional Par 20 incandescent, halogen or CFL is used.
No Ultraviolet (UV) light, do not attract mosquitoes like conventional bulbs, won't cause fading, our SELS led bulbs are free of toxic chemicals, like Mercury, they're also 100% recyclable, allowing you to help make the world a little bit greener.
1 SELS LED PAR20 led light bulb lasts as long as 25 Incandescent bulbs or halogen bulbs.
The efficiency of SELS LED PAR 20 bulbs is more than five times higher than comparable spotlight bulbs.
SELS LED light bulbs to use only 20% of the amount of electricity used by incandescent to produce the same amount of light.
SELS LED lighting products are among some of the most efficient lighting products available. Most of our products have a luminous efficacy over 90Lm per watt.
Our PAR bulbs do not contain mercury or any other hazardous materials, so you don't have to worry about special disposal procedures or having a negative impact on the environment. CFL bulbs contain mercury, which is hazardous to the environment and to your family.
If this bulb does not last 3 years contact us. SELS will replace your bulb. Bulb replacement is SELS sole warranty obligation, and incidental and consequential damages are excluded.


text:
Q: Is it possible to customize the ServiceStack /metadata page? I run my site behind a loadbalancer on a non-standard port.  When loading up the /metadata page it has my public domain name yet the local port that the app is hosted on, which causes the links to the different formats to break as well.
Example:

*

*in the browser:    http://mydomain.com/api/metadata

*in metadata page:  http://mydomain.com:10000/api/metadata
Is there a way to customize these links in the output?  Further, is it possible to customize the other text/css/etc of the page, such that it can be modified to fit into the template I use for the rest of my site?

A: v4 Update
v4 ServiceStack provides a number of new ways to customize the built-in Metadata pages:
Using the Virtual File System
ServiceStack's Virtual FileSystem by default falls back (i.e when no physical file exists) to looking for Embedded Resource Files inside dlls.
You can specify the number and precedence of which Assemblies it looks at with Config.EmbeddedResourceSources which by default looks at:

*

*The assembly that contains your AppHost

*ServiceStack.dll
The VFS now lets you completely replace built-in ServiceStack metadata pages and templates with your own by simply copying the metadata or HtmlFormat Template files you want to customize and placing them in your folder at:
/Templates/HtmlFormat.html        // The auto HtmlFormat template
/Templates/IndexOperations.html   // The /metadata template
/Templates/OperationControl.html  // Individual operation template

Registering links on the Metadata pages
You can add links to your own Plugins in the metadata pages with:
appHost.GetPlugin<MetadataFeature>()
    .AddPluginLink("swagger-ui/", "Swagger UI");
appHost.GetPlugin<MetadataFeature>()
    .AddDebugLink("?debug=requestinfo", "Request Info");

AddPluginLink adds links under the Plugin Links section whilst AddDebugLink can be used by plugins only available during debugging or development.
Using Metadata Attributes
Many of the same attributes used in Swagger are also used in the metadata pages, e.g:
[Api("Service Description")]
[ApiResponse(HttpStatusCode.BadRequest, "Your request was not understood")]
[ApiResponse(HttpStatusCode.InternalServerError, "Oops, something broke")]
[Route("/swagger/{Name}", "GET", Summary = @"GET Summary", Notes = "GET Notes")]
[Route("/swagger/{Name}", "POST", Summary = @"POST Summary", Notes = "Notes")]
public class MyRequestDto
{
    [ApiMember(Name="Name", Description = "Name Description",
               ParameterType = "path", DataType = "string", IsRequired = true)]
    [ApiAllowableValues("Name", typeof(Color))] //Enum
    public string Name { get; set; }
}

Older v3 Notes
ServiceStack's Metadata page allows limited customization via the EndpointHostConfig config settings (where all of ServiceStack configuration lives). E.g. you can change the Home page Body HTML and the Operations Page HTML in your AppHost with:
SetConfig(new EndpointHostConfig {
    MetadataPageBodyHtml = "
HTML you want on the home page
",
    MetadataOperationPageBodyHtml = "
HTML you want on each operation page
"
});

You can also add further metadata documentation for each Web Service by using the attributing the Request DTO with the [Description] attribute as done in the MoviesRest Example project:
[Description("GET or DELETE a single movie by Id. POST to create new Movies")]
[RestService("/movies", "POST,PUT,PATCH,DELETE")]
[RestService("/movies/{Id}")]
public class Movie
{
    public int Id { get; set; }
    public string ImdbId { get; set; }
    public string Title { get; set; }
}

And what it looks like on the MoviesRest /metadata page.

A: The Service Stack Metadata page is fully customizable. You can use attributes to annotate specific properties or services whilst retaining the auto-generated content.
The content is delivered using embedded HTML templates and this can also be replaced for detailed customization.
The metadata pages can be completely turned off, which is what I typically do, using the following snippet.
SetConfig(new HostConfig {
EnableFeatures = Feature.All.Remove(Feature.Metadata) });

Further details can be found from Service Stack Wiki.

A: Look here for insights. It is not how to customize /metadata page, but more how to use XHTML to do the same through Hypermedia APIs.

redpajama_set_name: RedPajamaStackExchange


Werewolf news, links and reviews for the discerning lycanthropist.
Werewolf News lurched its way onto the web in 2008, and it's had the same design the whole time – a design I sketched out on a DoubleTree notepad while stuck on a flight from Colorado. After three years and over 500 posts I thought it might be time for a redesign, so here it is! I've centered the layout, reduced the clutter, improved the typography (no more white text on black), moved the commenting system to the Disqus platform (don't worry, all your old comments are still here) and generally tidied things up. There will be a few more tweaks and improvements over the weeks to come, so if you find anything that looks particularly broken, please comment on this post and I'll have a look. Thanks, and I hope you like it!
Werewolf News has been posting about cool werewolf stuff since 2008.


Content marketing is smart but Google is smarter. In order to reap the fruits of your labors, you're going to need to pass your pieces through the gateway of the Internet – also know as Google. If you're not careful, content that may have taken up your company's precious time and money could be tossed aside like a piece of cyber garbage – diminishing your overall return on investment. Watch out for these common mistakes that can send your content into a downward spiral to the depths of the Web.
The eye in the cyber sky, also known as Google, knows when you're trying too hard to sell a product. Basically, the way it works is algorithms, or as others have labeled them "Google bots", are designed to filter through the millions of pages that exist to give a person exactly what they're looking for at that time. This technology has the ability to recognize when something is more advertising than a piece of quality content.
Companies should check themselves before they wreck themselves. Glance over your blog posts, Tweets, landing pages and more to see if your stuff has been a bit too similar to a sales pitch, suggested Business 2 Community contributor Carrie Majewski . If you get a gut feeling that several of them are, it could be time to switch up your marketing game. Give people some quality news that demonstrates thought leadership whether you're in retail, education, finance or any other vertical. It can get you closer to Google page one – everyone's content marketing dream.
Another surefire way to send your hard work to the deep depths of Google is to let little absurdities creep into it. Be more than vigilant with spelling, word use, synonyms and other grammatical mistakes. The search engine doesn't like work that's sloppy. Keep it clean, proofread it seven times if you have to before you publish it to a site.
Whatever you do, don't allow your work to reach a public audience if it isn't ready. Double check your stories and have a few other people proofread them as well. Sometimes six eyes can see something that two cannot. No matter how many times you look it over, a simple apostrophe could escape you. Be rigorous in your grammar and it'll boost your chances of getting more credibility via Google.
This lesson is very important to stress to whoever handles your content marketing. Not only should you think about what you want to get across but you need to know who you're trying to talk to. You probably speak to your grandmother in a different tone than your best friend from college. Once you understand who you're trying to reach, hone your story angles and get to writing!
If your audience is predominately people who are into fitness, then you'll want to provide them with more than introductory lessons on working out. These folks know the drill and they'll be bored with this redundant wall of content. Bring yourself and your company up to speed on the latest gym and health trends and share them with your clients. Forbes offered up some tips for driving your target audience to your site. Ask yourself if the reader would be excited to share the information with others. If the answer is a "no," then start over, Forbes asserted. It's that simple. Give people what they want and they'll do the work for you.
Finally, don't forget about print just because you have a fancy online marketing strategy. Keep in mind that a lot of people still aren't using the Internet. According to research conducted by the Pew Research Center, at least 13 percent of American adults didn't use the Internet as of January of 2014. This means it's your job to find out who they are and get them their content via mail, flyers, brochures or any which way.
It's their business how they consume their news, it's yours how you're going to get it to them.


This pre-saturated swab is the choice for cleaning thermal printer heads, clogged ink-jet cartridges and a number of other office applications. For added convenience, KleenSwab comes packaged in single-use foil packets. 25 swabs per box.


text:
Q: Add tap gesture to a nested stackview I've been trying to add tap gesture to a list of stackviews which are deeply nested in another stackview and a scrollview.
I'm not sure why is my implementation is not working.
In my code I'm using a selector but I would like to use a closure so I could pass into a function with parameters something like this (linkToOpen:String)->Void
import UIKit
import PlaygroundSupport

class TestViewController: UIViewController {

    var aboutText:[String] = []
    var fbLinks:[String] = []

    let scrollView = UIScrollView()
    let stackView = UIStackView()

    let tap = UITapGestureRecognizer(target: self, action: #selector(didTapCard(sender: )))

    override func viewDidLoad() {
        super.viewDidLoad()

        //Add and setup scroll view
        self.view.addSubview(self.scrollView)
        self.scrollView.translatesAutoresizingMaskIntoConstraints = false;

        //Constrain scroll view
        self.scrollView.leadingAnchor.constraint(equalTo: self.view.leadingAnchor, constant: 5).isActive = true;
        self.scrollView.topAnchor.constraint(equalTo: self.view.topAnchor, constant: 30).isActive = true;
        self.scrollView.trailingAnchor.constraint(equalTo: self.view.trailingAnchor, constant: -5).isActive = true;
        self.scrollView.bottomAnchor.constraint(equalTo: self.view.bottomAnchor, constant: 0).isActive = true;

        self.scrollView.addSubview(self.stackView)
        self.stackView.translatesAutoresizingMaskIntoConstraints = false
        self.stackView.axis = .vertical
        self.stackView.alignment = UIStackView.Alignment.fill
        self.stackView.spacing = 10;

        //constrain stack view to scroll view
        self.stackView.leadingAnchor.constraint(equalTo: self.scrollView.leadingAnchor).isActive = true;
        self.stackView.topAnchor.constraint(equalTo: self.scrollView.topAnchor).isActive = true;
        self.stackView.trailingAnchor.constraint(equalTo: self.scrollView.trailingAnchor).isActive = true;
        self.stackView.bottomAnchor.constraint(equalTo: self.scrollView.bottomAnchor).isActive = true;

        self.stackView.widthAnchor.constraint(equalTo: scrollView.widthAnchor).isActive = true;

        fbLinks.append("Some text")
        fbLinks.append("Some other text but longer")
        fbLinks.append("Some other text but way longer then the previous was")
        fbLinks.append("text again what a surprise")
        fbLinks.append("guess what this is a text too")

        for link in fbLinks
        {
            let sw:UIStackView = generateStackedItem(imageName:"bolt",text: link)
            stackView.addArrangedSubview(sw)
        }

    }

    func generateText(text:String)->UILabel
    {
        let textLabel = UILabel()

        textLabel.text  = NSLocalizedString(text, comment: "")
        textLabel.textAlignment = .left
        textLabel.numberOfLines = 0
        textLabel.lineBreakMode = .byWordWrapping

        return textLabel
    }

    func generateStackedItem(imageName:String,text:String)->UIStackView
    {
        let stackView   = UIStackView()
        stackView.axis  = NSLayoutConstraint.Axis.horizontal
        stackView.distribution  = .fill
        stackView.alignment = .center
        stackView.spacing   = 5.0

        let label = generateText(text: text)

        //stackView.addArrangedSubview(imageView)
        stackView.addArrangedSubview(label)

        stackView.translatesAutoresizingMaskIntoConstraints = false
        stackView.heightAnchor.constraint(equalTo: label.heightAnchor, constant: 5).isActive = true

        stackView.isUserInteractionEnabled = true
        stackView.addGestureRecognizer(tap)

        return stackView
    }

    func openLink(link:String){
        if let url = URL(string: link) {
            UIApplication.shared.open(url)
        }
    }

    @objc func didTapCard (sender: UITapGestureRecognizer) {
          // let clickedView = cardView[sender.view!.tag]
           print("View tapped !")
      }

}

let vc = TestViewController()
vc.view.backgroundColor = .white
PlaygroundPage.current.liveView = vc

A: You can add a gesture recognizer to only one view.
Think of it like a label...
If you instantiate a label, then try to add it to 4 different stack views, it will only exist in the last stack view to which you've added it.
So, you need to create a new recognizer for each view:
    stackView.isUserInteractionEnabled = true

    // create new Tap Gesture Reconizer here
    let tap = UITapGestureRecognizer(target: self, action: #selector(didTapCard(sender:)))

    stackView.addGestureRecognizer(tap)

Then, in your action selector, you can get a reference to that view (and its properties / subviews / etc):
@objc func didTapCard (sender: UITapGestureRecognizer) {
    if let sv = sender.view as? UIStackView,
        let label = sv.arrangedSubviews.first as? UILabel,
        let str = label.text {
            print("Stack view with:", str, "was tapped!")
        }
}

Here is your complete class, edited with those changes:
class TestViewController: UIViewController {

    var aboutText:[String] = []
    var fbLinks:[String] = []

    let scrollView = UIScrollView()
    let stackView = UIStackView()

    override func viewDidLoad() {
        super.viewDidLoad()

        //Add and setup scroll view
        self.view.addSubview(self.scrollView)
        self.scrollView.translatesAutoresizingMaskIntoConstraints = false;

        //Constrain scroll view
        self.scrollView.leadingAnchor.constraint(equalTo: self.view.leadingAnchor, constant: 5).isActive = true;
        self.scrollView.topAnchor.constraint(equalTo: self.view.topAnchor, constant: 30).isActive = true;
        self.scrollView.trailingAnchor.constraint(equalTo: self.view.trailingAnchor, constant: -5).isActive = true;
        self.scrollView.bottomAnchor.constraint(equalTo: self.view.bottomAnchor, constant: 0).isActive = true;

        self.scrollView.addSubview(self.stackView)
        self.stackView.translatesAutoresizingMaskIntoConstraints = false
        self.stackView.axis = .vertical
        self.stackView.alignment = UIStackView.Alignment.fill
        self.stackView.spacing = 10;

        //constrain stack view to scroll view
        self.stackView.leadingAnchor.constraint(equalTo: self.scrollView.leadingAnchor).isActive = true;
        self.stackView.topAnchor.constraint(equalTo: self.scrollView.topAnchor).isActive = true;
        self.stackView.trailingAnchor.constraint(equalTo: self.scrollView.trailingAnchor).isActive = true;
        self.stackView.bottomAnchor.constraint(equalTo: self.scrollView.bottomAnchor).isActive = true;

        self.stackView.widthAnchor.constraint(equalTo: scrollView.widthAnchor).isActive = true;

        fbLinks.append("Some text")
        fbLinks.append("Some other text but longer")
        fbLinks.append("Some other text but way longer then the previous was")
        fbLinks.append("text again what a surprise")
        fbLinks.append("guess what this is a text too")

        for link in fbLinks
        {
            let sw:UIStackView = generateStackedItem(imageName:"bolt",text: link)
            stackView.addArrangedSubview(sw)
        }

    }

    func generateText(text:String)->UILabel
    {
        let textLabel = UILabel()

        textLabel.text  = NSLocalizedString(text, comment: "")
        textLabel.textAlignment = .left
        textLabel.numberOfLines = 0
        textLabel.lineBreakMode = .byWordWrapping

        return textLabel
    }

    func generateStackedItem(imageName:String,text:String)->UIStackView
    {
        let stackView   = UIStackView()
        stackView.axis  = NSLayoutConstraint.Axis.horizontal
        stackView.distribution  = .fill
        stackView.alignment = .center
        stackView.spacing   = 5.0

        let label = generateText(text: text)

        //stackView.addArrangedSubview(imageView)
        stackView.addArrangedSubview(label)

        stackView.translatesAutoresizingMaskIntoConstraints = false
        stackView.heightAnchor.constraint(equalTo: label.heightAnchor, constant: 5).isActive = true

        stackView.isUserInteractionEnabled = true

        // create new Tap Gesture Reconizer here
        let tap = UITapGestureRecognizer(target: self, action: #selector(didTapCard(sender:)))

        stackView.addGestureRecognizer(tap)

        return stackView
    }

    func openLink(link:String){
        if let url = URL(string: link) {
            UIApplication.shared.open(url)
        }
    }

    @objc func didTapCard (sender: UITapGestureRecognizer) {
        if let sv = sender.view as? UIStackView,
            let label = sv.arrangedSubviews.first as? UILabel,
            let str = label.text {
                print("Stack view with:", str, "was tapped!")
            }
    }

}

Note: That will work, but is not a particularly great way to do it.
A better approach would probably be to create a custom class that has its own stack view with imageView and label... and its own tap gesture recognizer. Then use either closures or protocol / delegate pattern to process the action.


Rawal Lake is one of the best places to witness an Islamabad sunrise. This shot was taken there on a cold winter morning.
The floating pier was barely a foot across and the I got within inches of it to shoot this.


text:
Please note: Our visiting hours have changed. Learn more
Mather Hospital
Port Jefferson, New York
~ top bar
Find a chiropractor
Mather Hospital Emergency Department earns national award for exceptional care
PORT JEFFERSON, NY – Mather Hospital was one of 29 hospitals nationwide to receive the
Emergency Nurses Association Lantern Award
for demonstrating exceptional and innovative performance in leadership, practice, education, advocacy, and research.
"The ENA Lantern Award is a display of all the hard work and innovation that the Emergency Department nurses and staff carry out each and every day," said Christine Carbone MBA, BSN, RN, Director of Nursing for Mather's Emergency Department. "It is a true testament to the commitment of quality care and compassion that our staff provides to our community and patients."
The award showcases an emergency department's accomplishments in incorporating evidence-based practice and innovation into emergency care and serves as a visible symbol of our commitment to quality, safety, and a healthy work environment.
Mather Hospital's Emergency Department sees about 38-40,000 patient visits a year. Northwell Health presented our Emergency Department with a North Star 90 Hospital Award for achieving the 90th percentile nationally in patient experience in 2021 based on a national patient satisfaction survey.
Our Emergency Department in 2019 also received a Geriatric Emergency Department Accreditation from the American College of Emergency Physicians. The three-year accreditation recognizes that our Emergency Department is focused on the highest standards of care for our community's older adults.
And The Joint Commission gave Mather its Gold Seal of Approval® and the American Heart/American Stroke Association's Heart-Check Mark for Advanced Primary Stroke Care Center certification, which recognizes our commitment to fostering continuous quality improvement in patient safety and quality of care. The hospital has been a Stroke Center since 2005.
For more information on this year's Lantern Award recipients, visit the Emergency Nurses Association website.
About Mather Hospital
Mather Hospital is an accredited 248-bed, non-profit community teaching hospital dedicated to providing a wide spectrum of high-quality healthcare services to Suffolk County residents, showing compassion, respect and treating each patient in the manner we would wish for our loved ones. Mather has twice earned the prestigious Magnet® recognition from the American
Nurses Credentialing Center (ANCC), which recognizes healthcare organizations for quality patient care, nursing excellence and innovations in professional nursing practice. Mather was
rated high performing by U.S. News & World Report hospital rankings in colon cancer, COPD, geriatrics, heart failure, kidney disease, lung cancer surgery, orthopedics, and urology for 2021-2022. For further information about Mather Hospital, visit matherhospital.org or follow us @MatherHospital on Facebook.
About Northwell Health
Northwell Health is New York State's largest health care provider and private employer, with 21 hospitals, 850 outpatient facilities and more than 12,000 affiliated physicians. We care for over two million people annually in the New York metro area and beyond, thanks to philanthropic support from our communities. Our 79,000 employees – 18,900 nurses and 4,900 employed doctors, including members of Northwell Health Physician Partners – are working to change health care for the better. We're making breakthroughs in medicine at the Feinstein Institutes for Medical Research. We're training the next generation of medical professionals at the visionary Donald and Barbara Zucker School of Medicine at Hofstra/Northwell and the Hofstra Northwell School of Nursing and Physician Assistant Studies. For information on our more than 100 medical specialties, visit Northwell.edu and follow us @NorthwellHealth on Facebook, Twitter, Instagram and LinkedIn.
About the Emergency Nurses Association
The Emergency Nurses Association is the premier professional nursing association dedicated to defining the future of emergency nursing through advocacy, education, research, innovation, and leadership. Founded in 1970, ENA has proven to be an indispensable resource to the global emergency nursing community. With more than 50,000 members worldwide, ENA advocates for patient safety, develops industry-leading practice standards and guidelines, and guides emergency healthcare public policy. ENA members have expertise in triage, patient care, disaster preparedness, and all aspects of emergency care. Additional information is available at www.ena.org.
JTM Foundation Tax ID 11-2714670
About Mather
Careers at Mather
JTM Foundation
Nursing excellence
Physician portal
Support Mather
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redpajama_set_name: RedPajamaCommonCrawl


Welcome to the second part of my mini series where I demystify some rendering techniques from The Witcher 3. This time it's gonna be much, much simpler than before.
In the first part I showed you how tonemapping is done in TW3. While explaining theoretical basics, I briefly mentioned about eye adaptation. And guess what? Today I'll show how this eye adaptation is handled.
But wait, what is this eye adaptation all about and why do we need that? Wikipedia knows all about this, but let's imagine that you are in dark room (Life is Strange, anyone? :) ) or cave and you go outside, where is bright. The primary source of this brightness can be Sun, for instance.
In darkness our pupils are big to let more light through them to retinas. When it gets brightly, our pupils are becoming smaller and sometimes we blink, because it "hurts".
This change doesn't happen immediately. Eye has to adapt to changes of brightness. This is exactly why we perform eye adaptation in real time rendering.
Good example where lack of eye adaptation is noticeable is HDRToneMappingCS11 from DirectX SDK. Abrupt changes of average luminance are rather unpleasant and unnatural.
For consistency, we will be analyzing the same frame as before, from Novigrad City.
And now some diving into RenderDoc frame capture. Eye adaptation is usually done just before tonemapping and The Witcher 3 is no exception.
We have 2 inputs - 2 textures, R32_FLOAT, 1x1 (one pixel).
texture0 contains average scene luminance from previous frame.
texture1 contains average scene luminance from current frame (computed just before in compute shader - I marked this in blue color).
Not surprisingly, 1 output, R32_FLOAT, 1x1.
Let's take a look at pixel shader.
0) Get average luminance from current frame.
1) Get average luminance from previus frame.
2) Perform a test: Is the current luminance less than or equal to luminance from previous frame?
If yes - luminance is going down, if no - luminance is getting higher.
3) Calculate difference: difference = currentLum - previousLum.
4) This conditional move (movc) assignes speed factor from constant buffer. Depending on the test from line #2, two different values can be assigned. This is smart, because you can have different adaptation speeds for both falling and rising of luminance. But in every single frame I investiagated, both values are the same, ranging from about 0.11 to 0.3.
adaptedLuminance = speedFactor * difference + previousLuminance.
// Get current and previous luminance.
// Scale factor. Can be different for both falling down and rising up of luminance.
// It affects speed of adaptation.
// Small conditional test is performed here, so different speed can be set differently for both these cases.
It gives us the same assembly. I would suggest only changing output type to float instead of float4. No need to waste bandwidth.
I hope you enjoyed this post! Stay tuned for more.
Hi, at the time of writing this post, I haven't recognized HLSL compiler patterns well enough to notice there is no need of writing "difference" and so on.
This is simply a linear interpolation, lerp/mix, you name it.
And the (y-x) difference has to be stored somewhere.
PS. Huge thanks to Baldur Karlsson ( Twitter: @baldurk ) for RenderDoc. It simply rocks.


text:
India bans Chinese apps: 59 apps removed including TikTok
Following deadly border clashes between the 15th and 16th June, the Indian government has taken down 59 Chinese apps including TikTok, accusing them of illegally mining user data
India is TikTok's biggest international market, accounting for half of all users outside China. Chinese apps made up 38% of all app installs in India last year, second only to domestic apps
The India-China rivalry may spill over into more sectors as reports suggest India is reconsidering Huawei's role in its 5G infrastructure plans. A ban would provide a fillip to US influence in the country
360 and Virtual Reality: a new angle for video entertainment
The temporary cool-off in hype around VR following a very buzzy 2016 is not reducing the flow of investment and talent into the industry, notably in video production utilising 360Video technology; setting the stage for the development of a truly new entertainment medium
Fully immersive interactive worlds will continue to be the mainstay of the video games industry, while video entertainment will exist in a multi-track environment, with some genres (news, documentaries , natural history) making 360Video mainstream well before long-form narrative-driven entertainment
2017 will still be a challenging year for consumer device VR roll-out and mass market adoption; Oculus, Google, and Sony continue to seed the market, providing large scale funding and equipment directly to developers and content producers


Wedding guest: shine without outshining the bride!
Wondering how to wear a hat?
Q. Do you have any tips on how to shop for the best vintage jewellery?
A. We asked vintage jewellery expert, Jennifer Gibson. "I'm often asked for tips on how to buy vintage successfully," says Jennifer. "My advice is simple and mirrors my own buying techniques with 3 simple steps.
Firstly, it has to be love at first sight! Otherwise it will sit in a drawer unworn which is a waste. My heart races when I spot and try on the perfect piece, so if you're not getting that buzz when you look in the mirror then it's probably not for you.
Secondly, take a really close look at it and carefully assess out the condition. On the whole go for a piece with zero or extremely minimal ''age appropriate wear'. For example, the older the piece the more acceptable a little wear is. However if parts of a piece are missing or damaged, or all of the pearls are peeled or all the rhinestones have dulled or blackened [for example] then this affects how the piece, looks so avoid it. It's always better to pay more for a piece in great condition than a piece in poor condition, if you can afford it.
Finally, find out a little about it and decide how much you are willing to pay for it. Ask the seller to explain the materials in the piece, any knowledge of the history or designer of the piece – often pieces are stamped by the manufacturer but not always so keep in mind that not all rare and important pieces will bear a signature, there are many, many unsigned beauties! TOP TIP: Don't prize a signature over style and remember step 1, always fall in love with the look of the piece first and how it looks on you – you're not wearing the signature/brand – the signature is a lovely addition to a great looking piece.
When you've satisfied yourself that this is the piece for you, then you just need to decide if the price is right for you. Unfortunately there's no hard and fast rule for this beyond typically that the premium brands and couture house pieces command higher prices.
You can always visit vintage markets to see if there's a similar piece but often a direct comparison is tricky and it's always hard to gauge if condition comparisons are true.
Click here to read our full interview with Jennifer and to find out more about Jennifer Gibson Jewellery.
Image credit: CHANEL Double CC Brooch with Quilt Pattern. Photograph by Ian Wheat Photography.


text:
Q: Gather for each unique ids all values from csv in python I have a dataset like this:
id,LON,LAT
00x1,2.17105,41.31353
00x1,1.935983,41.04712
00x2,-5.381285,36.11647
00x2,0.830717,42.19835
00x1,10.21912,43.51599

and I want for each unique id to gather the columns LAT, LON in the form (expected output):
[00x1, [2.17105,41.31353], [1.935983,41.04712], [10.21912,43.51599]]
[00x2, [-5.381285,36.11647], [0.830717,42.19835]]

So far my code:
 df = pd.read_csv('/home/repos/master/testdat.csv')
 ids = []
 ids.append((df.as_matrix(columns=['id'])))
 #find unique ids
 unique_ids  =  np.unique(ids)
 coordinates = (df.as_matrix(columns=['LON', 'LAT']))

access all the ids and coordinates but I cannot figure out how I can achieve the expected output.

A: With Pandas, can combine 2 series into a series of lists, aggregate with GroupBy, then use a list comprehension. Given a dataframe df:
df['LON-LAT'] = list(map(list, zip(df['LON'], df['LAT'])))
grouped = df.groupby('id')['LON-LAT'].apply(list)

res = [[k, *v] for k, v in grouped.items()]

Result:
[['00x1',
  [2.1710500000000001, 41.31353],
  [1.9359830000000002, 41.04712],
  [10.21912, 43.515990000000002]],
 ['00x2',
  [-5.3812850000000001, 36.11647],
  [0.83071700000000004, 42.198349999999998]]]

A: You can use csv.DictReader to process the file and use another dictionary to save the data. Convert the dictionary to list at the end.
I think it would be much easier than using pandas.
import csv
d = {}
with open('testdat.csv') as csvfile:
    reader = csv.DictReader(csvfile)
    for row in reader:
        d[row['id']] = d.get(row['id'], []) + [[row['LON'], row['LAT']]]
res = [[key] + value for key, value in d.items()]
print(res)


text:
Cities In Illinois Made Famous For Bigfoot Sightings By Residents
Double T
Double T Updated: November 7, 2019
mntnvision
Bigfoot sightings by residents have made these Illinois cities famous.
Cartoon Bigfoot Waving
Cory Thoman
Why Is Bigfoot So Popular
One of my favorite creatures of urban legend has to be Bigfoot. Maybe because when I was a kid, the monster was featured in an episode of "The 6 Million Dollar Man." Could it be that part of me thinks the idea of a Bigfoot might possibly be a reality?
Daniel Eskridge
I know I'm not the only fan. In fact, some people are obsessed with Bigfoot. There are TV shows, movies, news stories, articles, websites, and much more dedicated to the mysterious beast. There are scientists doing research to find out the truth. Witnesses have had sightings throughout the world.
Warning Bigfoot Area Stay on Marked Trails Sign on Tree
KatieDobies
Bigfoot Sightings In Illinois
The Bigfoot Field Researchers Organization has set up a website to give you the locations of all sightings. It includes Illinois and the Rockford area. For a better idea of where the creature has been spotted close to us, I've provided a labeled map.
More specific information on local Bigfoot sightings, according to the BFRO.
1929 Elizabeth, Illinois - "This community was engaged in a great gorilla hunt. Posse of farmers searched the countryside for a huge Simian."
1965 Oregon, Illinois - "The witness and his mother could hear the animal walking back and forth behind the trailer while it continued to scream. The animal hit the sides of the trailer four or five times."
1994 New Milford, Illinois - "Area near the Kishwaukee River. Very dense forest area within a couple of hundred yards. Figure DID NOT look like a big hairy ape, very tall, slender, and very large eyes, color appeared similar to a local deer. It was hiding behind a tree watching me."
2003 Pearl City, Illinois - "The animal was about seven and a half feet tall and weighed 350 and 400 pounds. It had a muscular build with huge shoulders. The head was large and somewhat pointed towards the rear. The witness was able to follow the footprints. They were between sixteen and seventeen inches long."
Bigfoot on Laptop
2008 Algonquin, Illinois - "The witness stated that his sighting was about a mile north on the Prairie Path from the parking area. "The animal was about eight feet tall and weighed over 300 lbs."
2010 Dixon, Illinois - "Large unknown bipedal animal was seen possibly chasing deer near Dixon. Then later witness was walking the dog in the woods and found a huge piece of poop with fur in it."
2011 Kane County, Illinois - "Long trackway of prints came down a rural driveway, into the woods. They were of greater length than sixteen inches. The distance between each footprint and did not think a human could step that far between each step."
2013 Lake of the Hills, Illinois - "Nighttime sighting by the homeowner. The animal was 7 to 7 1/2 feet tall, muscular, and was grey-blackish in color."
twilightproductions
For more details about these Bigfoot sightings or more in Illinois, click HERE.
Bigfoot Outdoors
READ ON: Weird, wild UFO sightings from throughout history
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These popular horror movies either were filmed in or the storyline was set in Illinois.
Filed Under: bigfoot, Illinois, rockford, Sightings
25 Illinois Places You Have to Visit At Least Once In Your Lifetime
If You're In Illinois You Might See Something Weird Overhead
Illinois Residents Are Less Than Impressed By Payments Received From Snapchat Lawsuit
Major Illinois City Dubbed One Of The Biggest Homicide Rate Problems In America
Midwest Man Believed Friend was Going to Feed Him to Bigfoot
Man Claims To Have Photos Of Bigfoot Running Around Iowa


Environmental science programs with ANS are designed to meet NGSS and Curriculum 2.0 Standards as well as Maryland Green School certification components. Programs highlight human impacts, ecological systems, and watersheds through hands-on activities both in the classroom and at our beautiful 40-acre Woodend Sanctuary just inside the beltway in Chevy Chase, MD.
Our award-winning GreenKids program is free to MCPS schools interested in becoming certified Maryland Green Schools. See GreenKids tab above for more information. Space in this programs is limited as funding allows.
Environmental science programs with ANS are designed to meet NGSS and Virginia Standards of Learning as well as Virginia Naturally Green School certification components. We have many programs that support project-based learning (PBL) and help meet One to the World Initiatives. Lessons highlight human impacts, ecological systems, and watersheds through hands-on activities both in the classroom and at our beautiful 68-acre Rust Sanctuary in Leesburg.
We also offer free programs for LCPS schools. Our award-winning GreenKids program is free to LCPS schools interested in becoming certified Virginia Naturally Green Schools, and our Rust Watershed Adventures program is free for schools interested in conducting watershed-based PBL projects. See GreenKids tab above for more information. Space in these programs is limited as funding allows.
GreenKids is a grant-funded educational outreach program of the Audubon Naturalist Society that provides participating public schools with two years of free resources and field experiences to foster environmental literacy while meeting established curriculum goals. GreenKids operates in formal partnerships with both Montgomery County Public Schools (MCPS) in Maryland and Loudoun County Public Schools (LCPS) in Virginia, serving more than 4,500 students each year. In addition to these students, the GreenKids school garden program, Salad Science, also serves students in the District of Columbia and in Fairfax County, Virginia.
Guidance in applying for Maryland Green School Certification or a Virginia Naturally Award.
GreenKids has operated in partnership with MCPS since 2005 and LCPS since 2009.
GreenKids has partnered with both MCPS and LCPS to deliver systemic watershed education training for teachers across the school districts since 2012.
GreenKids is a regional leader in facilitating school gardens. We have created two websites in partnership with MCPS: Creating Your School Garden and Growing Edible Plants in Containers . See our Salad Science video for more information.
GreenKids is generously supported by Howard Hughes Medical Institute.
Learn to integrate technology into your curriculum using iNaturalist and iTree apps. Survey your environment and use their data to discuss the biodiversity, ecosystem health, and environmental benefits of trees at your school. REGISTER ONLINE.
Learn to capture observe, catalog, and release aquatic creatures. Immerse your students into this experience and incorporate technology into your lessons. REGISTER ONLINE.


text:
Startup FInance
How Netflix Nearly Lost Its Footing and What it Did to Recover
Get the PDF
What is Strategic Finance?
The 7 Best Expense Report Templates for Microsoft Excel
Both a movie studio and entertainment platform, Netflix has nearly 140 million subscribers and is the dominant player in the streaming services industry. But few remember that at the height of the recession, it came close to flaming out.
In general, recessions are good for the entertainment business. The Great Depression ushered in Hollywood's "Golden Age," as movies were an escape and a way to have an inexpensive night out.
Despite this, in 2011, Netflix almost melted down. It lost 800,000 customers almost overnight, and the company's stock price cratered by 80%. Its customers, still reeling from the effects of the 2008 financial crisis, were counting every penny. This wasn't the time for the company to lose their hard earned trust—but that's what Netflix did.
To calm investor fears, Netflix's stock price needed to stabilize. The road back required a gutsy and well thought out strategy with financial strength at its heart.
Anyone in finance can learn from Netflix's story, a story of taking a long-term view of risk while managing customer dissatisfaction. It's also an object lesson in how to not just stay afloat during a recession, but to use the learnings from one to drive a company forward.
The vision behind Netflix
Netflix made a name for itself in 1997 as pioneer of the DVD mail-order business, ultimately helping drive competitors like Blockbuster and Hollywood Video out of business. It was also a first mover in streaming video, taking a chance on its future success in a market now valued at over $22B and growing by leaps and bounds.
People liked the convenience of ordering DVDs by mail and streaming video at home. And with economical subscription bundles and no late fees, Netflix offered good value when consumers were more price conscious than ever. Between 2006 and 2011, its subscriber numbers ballooned 290%, from 6.3 million to 24.6 million.
However, for Netflix CEO Reed Hastings and his co-founder Marc Randolph, DVD rentals were just the start.
They always envisioned the company as a streaming-only video service. "One of the biggest challenges that we had was … we had to come up with a premise for the company that was delivery agnostic," said Randolph in a 2014 interview. "But if we were to come out and say, 'This is all about downloading or streaming,' and we said that in 1997 and '98, that would have been … disastrous."
In short, their vision was clear to them, but not to others. This set the stage for confusion down the road. As Hastings later confessed, communication wasn't his strong point. He believed that "actions speak louder than words," an attitude that led to a near catastrophe in 2011.
The recession-era misstep that almost sank Netflix
In July 2011, the company pushed forward with an initiative that made sense in light of its aspirations as a streaming company. First, they announced that Netflix was splitting its plans into two parts: streaming video and DVD rentals.
Those who wanted both streaming and DVDs had to pay 60% more per month. Previously they'd been able to bundle both for just $2 more. Any other time, this might've gone through with mild grumbling. But this wasn't any time. This was a painful, protracted recession.
The company attempted to spin it as offering subscribers choice. The could have "a streaming-only plan, a DVD-only plan or the option to subscribe to both."
"Netflix members love watching instantly, but we've come to recognize there is still a very large continuing demand for DVDs by mail," said Andy Rendich, Netflix Chief Service and Operations Officer. "By better reflecting the underlying costs and offering our lowest prices ever for unlimited DVD, we hope to provide a great value to our current and future DVD-by-mail members."
But members weren't buying it. In fact, most saw it as a cash grab, especially since on paper Netflix looked so healthy. Few understood the immense expenditures that were being laid out to keep Netflix on the cutting edge of streaming, including $30M a year to allow Netflix streaming subscribers to access 2,500 movies, TV shows, and concerts from cable channel Starz.
Three months later, Netflix put out an announcement made the situation exponentially worse. The company was now was splitting into two parts. Again, this all made sense in light of Hastings' vision, but it didn't take into account the headaches it created for customers.
There were to be two different sign ins and two different accounts. User preferences wouldn't cross over. This meant subscribers were losing one of Netflix's best features: personalized suggestions.
The DVD rental side was to be rebranded Qwikster, a name that was widely mocked and compared with Web 1.0 era startups that went belly up, such as Friendster, Napster, and Dogster. For many who were hoping the company would walk back the pricing decision, this was the last straw.
"Reed, thanks for reminding me that I should go somewhere else for my DVD rentals. It was an insult enough that you raised the price on me last month, right in the middle of the biggest recession since the Great Depression, but now instead of a sincere apology, all we get is excuses and a flimsy new name," wrote one of the over 10,000 who commented on the company blog.
Customers bailed out almost immediately following the announcement. Netflix's stock price tanked, from $300 a share in mid-July to $78 in late October, and sinking further from there. Analysts described it as a "nuclear winter" for Netflix, with many predicting the company's demise. They also questioned Hastings' leadership.
It would require a skillful strategy to pull the company back from the edge. Much depended on the finance team, led by former CFO David Wells, who Hastings later credited with "managing the company's finances during a period of 'dramatic growth.'"
How Netflix Navigated the Recession
(Source: CNN Money) Netflix's stock price plummeted in October 2011 following a price hike and an announcement that the company would split up its offerings and rename the DVD rental side.
The company needed to turn the situation around—and fast. Much of this fell on the finance team. They were well aware that the company would have to navigate the change from Netflix as a DVD rental site to Netflix as a streaming video destination, all the while winning back the trust of its subscribers.
As Wells and the rest of the finance team knew, the company's key metric was subscribers. Win there, and the rest followed.
This required that they consider the key factors that would make the journey possible. First, the company needed to show it was listening to its customers. Second, they had to reduce risk by moving fast into streaming video ahead of the competition. Third, they needed to turn the company into a creative force in its own right.
The finance team no doubt knew that with this strategy there would be short-term losses. DVDs had been a profitable business line that had sustained the company since its inception in 1997. Sidelining it would make a serious dent. And finally, the company needed a way to make Netflix a viable alternative to its competitors, including the heavyweights of the industry like HBO.
Diminish risk
From a financial perspective, the team saw that removing the legacy part of the business would be the best strategy in the long-term. But it was a delicate balancing act to convince subscribers to move towards streaming. Here's what had to happen:
The viewing public had to see Netflix in positive terms once again
Streaming subscriptions had to increase
DVD subscribers had to be shifted into a separate business area
Hastings understood the extent of his blunder, scrapped Qwikster, and issued a humble apology, emphasizing that he was listening to his customers: "I messed up … In hindsight, I slid into arrogance based upon past success," he wrote on the company blog.
From there the company pushed forward with essentially the same plan: Customers still had to pay separately for streaming and DVD rental plans. Between Q3 and Q4 2011, DVD-by-mail subscriptions dropped 20%, from $13.93M to $11.17M. Meanwhile, streaming-only subscriptions increased slightly, netting just $52M on $476M in sales in Q4.
For a public company in the spotlight for a bad decision, Netflix was not reassuring investors. But the company wasn't going to backtrack.
As Hastings explained on the company blog, if the company didn't take financial hits now, they would have to accept even greater losses in the future. Being bold was the less risky approach.
"For the past five years, my greatest fear at Netflix has been that we wouldn't make the leap from success in DVDs to success in streaming. Most companies that are great at something – like AOL dialup or Borders bookstores – do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business. Eventually these companies realize their error of not focusing enough on the new thing, and then the company fights desperately and hopelessly to recover. Companies rarely die from moving too fast, and they frequently die from moving too slowly."
When the uproar died down, the last of the plan was put in place. The DVD side of the business was separated out in 2012, though given a less 1990s name: DVD.com. This cemented the most important element of the financial strategy, which was to remove DVDs from the company's core offerings. It was also a subtle push to get more streaming customers on board.
Customers, faced with the choice between DVDs and streaming, chose the latter. By the end of 2012, the company's streaming subscriber numbers surged, adding nearly 10 million globally. Meanwhile its losses continued on the DVD side, with around 400,000 dropping out.
No doubt, the CFO and finance team understood where the market was heading. These losses were no longer a bad sign: in fact, they were a good one. This meant that their plan was taking shape.
Their calculations proved out. Not only did streaming continue to increase, but the company's profits from streaming began to overtake DVDs. This meant its stock price rebounded as analysts and investors realized that the company was on the right track after all. There was no more talk of a "nuclear winter." By October 2013, the stock price reached an all-time high of almost $400 a share.
(Source: Motley Fool) Netflix's once fat profits from DVDs fell while streaming surged ahead and soon overtook them.
Spend on R&D
The team knew that to get out ahead of the competition, it had to be a technology leader. It was one of the to use an algorithm to determine user preferences. Then, Netflix began its moonshot into streaming. This meant:
Netflix was a first mover among its peers in the streaming video area
The finance team proved it was willing to think long-term and support large investments in untried technology
CFO David Wells and his team acted in service of their goal of growing subscribers
In 2007, the company put $40M into developing a video streaming system called Watch Now. This may not seem like a lot for the Netflix of today, but at the time this investment accounted for almost 60% of the year's profits.
Not only that, but the technology was in its infancy. Watch Now could only run on Windows Internet Explorer, and users had to download an applet to use it. There were also bandwidth problems, as the internet didn't yet support the speed needed for a seamless video-watching experience.
Despite all this, it meant Netflix perfected the technology ahead of the competition. The company was also growing its user base while its competitors sat on the sidelines waiting for streaming to be ready for prime time.
By 2012, all looked rosy. This early bet had proved correct. But in fact, Netflix was about to become a victim of its own success.
Spend on content
The team knew as early as 2011 that to keep its place at the top of the streaming food chain, Netflix would have to create content of its own. This meant:
Placing large bets to ensure top quality entertainment
Pioneer new ways of delivering content to audiences that would feed their appetite
Reinvent the Netflix brand as a TV and movie studio
Just as the ship seemed to be righting itself, another disaster struck. The partnership with Starz, forged in 2008, abruptly ended in 2012. The reason — Netflix was no longer a struggling bit player that could distribute the channel's offerings on the cheap. Now, it was a competitor. Starz was owned by Liberty Media, a large cable operator with a number of channels under its control. Netflix posed a direct threat.
Thousands of movies and TV shows disappeared from Netflix virtually overnight. Customers weren't happy. Meanwhile, the cost and complexity of acquiring titles from Hollywood was becoming unsustainable.
The company once again had to make a choice. The team had learned that the safest route was to reduce risk by moving faster than the competition. They had to reinvent Netflix as a studio in its own right. And they couldn't afford to back into it. They'd have to go big.
With Netflix Originals, the company pushed forward a bold plan to beat Hollywood at its own game. They would bring in big Hollywood talent and spend millions making shows and movies that were the same caliber as those coming out of the big studios.
Wells was a key part of this. As he later told audiences at a 2017 Goldman Sachs conference, "I don't think we have any regrets of the level of content investment we've made to date." Rather, he said the amount the company spent would continue to increase as long as "the company can continue to add to its more than 100 million subscribers around the world."
In other words, Wells knew that growing subscribers was the goal that mattered most, and if that meant making big investments in creating content, then he was ready to do so.
The next decision proved that the company's focus on technology was about to pay off. Netflix chose as its debut program a U.S. remake of a British political drama, "House of Cards." The company spared no expense bringing in top talent to make it, which included director David Fincher ("Fight Club," "The Social Network") and actor Kevin Spacey. Netflix spent $100M on the series.
Major networks had passed on the idea because it didn't seem to have wide appeal. Once again, the team's investments in R&D were paying off. Their smart financial decision to develop a user data tracking algorithm showed that viewers enjoyed the original show. Not only that, but they often chose political dramas over other genres, and they liked movies starring Spacey and directed by Fincher.
Armed with this data, Netflix signed on to make two seasons of "House of Cards," and then released the first season all at once in February 2013. It was a hit. Its stock price rose 97% in the first quarter of 2013 alone. By the end of 2013, Netflix had more than 44 million subscribers and invented a new phenomenon called "binge-watching." Netflix's competitors are still scrambling to catch up.
(Source: Statista 2016) Netflix's dominance of streaming video picked up steam as competitors scrambled to catch up.
"House of Cards" set a new standard for streaming video programming. The show drew legions of loyal fans. It was the first online-only series to receive major nominations at the Primetime Emmys, and won a 2013 Outstanding Director award for David Fincher. Lead actress Robin Wright, who portrayed Claire Underwood, was the first to win a Golden Globe for an online-only series.
As the accolades piled up, Netflix blew out its production side. Its next hit "Orange is the New Black," debuted in July 2013. This was followed by many more binge worthy shows including "Stranger Things," "Black Mirror," and "The Crown."
Amazon, meanwhile, had Amazon Studios, but it had taken a more cautious approach. It made small budget shows, and distributed them through multiple external studios. It wasn't until the release of "Transparent" in 2015 that Amazon had created a series of the same caliber. And it didn't consolidate its offerings into one destination, Prime Video, until 2017.
The Netflix story teaches us a great deal about how to successfully navigate tricky waters during a recession. The company had to move fast in order to reduce the risk of being outpaced by the competition. This meant expecting and even welcoming losses in the core business.
It also shows how finance teams touch every aspect of a company. When subscribers were angered by the changes the company made, it was on the CFO to a great extent to drive the initiative forward while facing down a loss of confidence by investors and customers.
Wells and his team also had to be willing to invest first in R&D and later in entertainment. These expenditures were not for the faint hearted. They were risky bets in untried areas with no guarantee of success.
Ultimately, the story shows that keeping the ultimate goal in mind can clear the way for good decision making. Though there were setbacks, it was the combination of the CEO's vision and the tactical success on the financial front that turned Netflix into the success it is today.
Netflixrecession
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Please pray with me and bless me that I may have the love of my life back to me to be my wife and bare my children. I love her so and I know that the Lord will hear me and all of us if we just pray together. Please pray with me and pray for me that my ex-girlfriend and myself become united as one in the eyes of the Lord.


one last one is pure looooove! xDD and the rest are love too!
B2 is soo cute!! THese are soo KAWAII!!
Those barrettes are adorable:) I have contractions, but nothing special enough to bring me to the hospital :( So I'm going to just take some time off from work b/c my back hurts, and type up my papers for class.


text:
CALL THE BANK : CALL CONNECTION SERVICE. PLEASE NOTE : A DIRECT NUMBER CAN BE OBTAINED FROM EACH OFFICIAL WEBSITE
Sittingbourne HSBC Call Connection Contact Number
October 14, 2018 location 0 Comments
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Need to call HSBC In Sittingbourne? Give their customer service team a ring on 0905 481 0180. This call connection service costs £1.50 per minute & your phone company's access charge plus a £1.50 connection fee. This website and telephone call connection service number is operated by 118Telecoms and it is not affiliated with, or operated by, Barclays..
This number will reroute you through our call forwarding service to the HSBC call center staff who will be more than happy to help with all enquiries.
The Sittingbourne HSBC Call Connection Number can help with:
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Why did he discover that? Is he out to get the world by ruinning everyone's favorite treat?
OK, I know you're joking. But actually, he's trying to save the world's favorite treat -- finding a way to keep ice cream soft and edible longer.
so will the edible antifreeze make the icecream taste different???
It'll make it taste better because there won't be any of the nasty freezer burn on the top of the ice cream anymore!


Obviously, you don't have to be a man to Travel With Balls. TWB has nothing to do with gender — it's about traveling with the spirit of adventure and a bit of daring. One individual who definitely exemplifies the TWB ethos is Rita Golden Gelman. Rita was 48 years old and going through a divorce when she decided to dump all of her possessions, give up her home in the tony neighborhood of Brentwood, California and start traveling around the world. She's been on the road ever since —Gelman is now in her sixties and still going strong! Rita's one of my role models. I read her memoir, Tales of a Female Nomad (originally published by Crown in 2001 but now available in paperback from Random House) several years ago and have been dreaming about doing something similar ever since — albeit with my beloved soul mate at my side. For now it remains just a dream — we don't have the financial wherewithal to keep our condo without continuing to work and, as a Cancer for whom home and hearth are important, I can't conceive of not having a home base to return to from time to time….Guess my cojones aren't quite as big as Gelman's!
Even if you can't (or don't desire to) heave your whole familiar life away in order to hit the road for years at a time, Tales of a Female Nomad is still an entertaining and inspiring read. Hopefully, it will encourage you to live at least some of your dreams. To find out more about the book, or to learn more about Gelman herself (she writes a very good blog…) go to http://www.ritagoldengelman.com.


text:
Megan Casey
Email: megan.casey@vicbar.com.au
Clerk: Foley's List
Megan Casey practises in criminal law and related areas across the full range of State and Commonwealth offences. She regularly appears in jury trials, appeals, committals and summary hearings and teaches criminal practice and advocacy at the Leo Cussen Institute. Megan has a particular aptitude for matters involving scientific and forensic experts given her background in science.
Criminal law, corporate crime and compensation
Children's Court
Qualifications: BSc (Hons), LLB (Hons), GDip Applied Finance & Investment (Securities Institute)
Megan was admitted to legal practice in 1999 and as a barrister in 2009. She commenced her legal career at Arthur Robinson & Hedderwicks (now Allens Arthur Robinson) where she spent 5 years working across the intellectual property, litigation and commercial groups. Since 2003, she has been practising exclusively in crime, working as a solicitor advocate in private practice (including in Dublin, Ireland) and as a managing lawyer for Victoria Legal Aid. Megan achieved accreditation through the Law Institute of Victoria as a Criminal Law Specialist in 2006.
Megan maintains a pro bono practice and has an active interest in human rights, mental health issues and access to justice. She also advises the Commonwealth Attorney-General's office on dual criminality/extradition matters.
In early 2012, Megan was one of 12 junior counsel selected to participate in the Trial Counsel Development Program.
She is a member of the Criminal Bar Association and is a director of the Ormond Ski Club


text:
Q: Mixing chi-squared and fisher's exact tests I'm trying to look across a dozen or so groups of cases with respect to a condition they may have or not. I have a predetermined expected frequency for each condition status (c1 & c2, let's assume yes/no)
Now, I'm performing a simple test of significance between the observed and expected values per group as if each were a 2x2 contingency table. In cases where all values are above 5, I perform a chi-square test and all other cases I perform Fisher's exact test of significance.
Is it incorrect to perform different tests per group? I'm not necessarily interested in comparing between groups but rather trying to determine if the difference between c1 and c2 is significant from what would be expected in each condition per group.
Would it make more sense just to use Fisher's exact test on everything?
Here's a mock representation of my data. group1 and 3 use Fisher's test as there are some values below 5, while groups 2 and 4 use Chi-square.
        c1.obs  c2.obs  c1.exp  c2.exp  p.value
group1  3       21      2       22      1
group2  9       48      7       60      5.5E-7
group3  13      19      3       29      8.1E-03
group4  34      182     22      194     4.9E-03
...

A: As far as I can tell from the comments on the original post, analyzing a 2 x 2 contingency table doesn't make sense for these data.  Instead you would want to compare the count of c1 out of the total observed count, and compare that to 0.10.
You might use an exact binomial test or a chi-square test goodness-of-fit test.  So in R, for group 3:
yes = 13
no  = 19
binom.test(yes, (yes+no), 0.1)

   ### number of successes = 13, number of trials = 32, p-value = 5.507e-06
   ### alternative hypothesis: true probability of success is not equal to 0.1
   ### 95 percent confidence interval:
   ###  0.2369841 0.5935508
   ### sample estimates:
   ### probability of success
   ###                0.40625

yes = 13
no  = 19
chisq.test(c(yes, no), p=c(.10, .90))

   ### Chi-squared test for given probabilities
   ###
   ### X-squared = 33.347, df = 1, p-value = 7.709e-09

A: As far as I know you can use chi-square throughout, unless the expected counts are less than five in which case you can use Fisher's exact test.  I'm not sure but I think Fisher's Exact Test is slightly more conservative in its resulting p-value, i.e., it's slightly less likely to show statistical significance (but I'm not sure of that!)  Some texts say that if any expected frequencies are less than 2, or if more than 20% of the expected frequencies are <5, then don't use chi-square but it's okay to use it otherwise.
You can also combine cells or collapse categories together in your tables if this is possible, to raise the expected frequencies to greater than 5.


text:
Jacques Bouvet est un industriel et dirigeant d'entreprise français.

Polytechnicien, ingénieur du corps des Mines, il est Président d'Usinor-Aciers.
Il a été président du groupe Charbonnages de France et du Port de Dunkerque.

Il est actuellement président  de KSB France, du GEP (Groupement des Entreprises Parapétrolières), du Centre technique des industries mécaniques, du premier éco-organisme français, Éco-Emballages (devenu depuis CITEO) et du Cercle Entreprises et Santé.

Biographie

Carrière

Jacques Bouvet a fait ses études au lycée Condorcet à Paris, à l'École Polytechnique et à l'École des Mines de Paris, dont il est sorti comme Ingénieur au corps des Mines.

Il a commencé sa carrière professionnelle en Allemagne dans une mine de  charbon  du bassin d'Aix-la-Chapelle, puis en Algérie  où il a participé au développement et à la desserte algérienne du gaz d'Hassi RMel.

De retour en France, comme chargé de mission au Ministère de l'Industrie auprès du Directeur des Mines, il a travaillé aux premiers plans d'adaptation de la production charbonnière avec une interprétation élargie des règles du traité européen  Charbon-Acier, interprétation devenue indispensable pour accompagner par des subventions d'État, en France  comme en Europe, la récession de gisements géologiquement trop complexes pour être encore productifs dans une compétition internationale.
Au même moment, l'importation du charbon des mines mondiales géologiquement plus favorables, donc plus aisément exploitables,  profitait de transports maritimes en pleine évolution.

Jacques Bouvet poursuit sa carrière pendant 20 ans dans l'industrie sidérurgique au sein du groupe USINOR, comme directeur général d'Usinor, puis comme président d'Usinor-Aciers. Les défis sont alors ceux de grandes mutations technologiques : sidérurgie sur l'eau avec les nouveaux sites maritimes de Dunkerque et de Fos, révolution technique de la coulée continue de l'acier, avènement des mini-usines sidérurgiques. Mondialement, le modèle en avance à l'époque est celui du Japon et ses grandes usines portuaires, dont  il analyse l'efficience.

L'industrie sidérurgique connaît alors des avancées considérables de technologies et de productivité, avancées qui vont se télescoper avec une récession mondiale de la demande d'acier. Cette difficile conjonction rend les équilibres de gestion périlleux, et va conduire la sidérurgie européenne à vivre pendant dix ans dans un contingentement piloté par la Commission Européenne,

La situation étant clairement celle d'une crise européenne, structurelle, et aussi sociale,  une politique de subventions nationales va devoir supporter l'étalement d'ajustements d'effectifs devenus  incontournables. Le Groupe Usinor est ainsi  nationalisé en 1981. Il va s'agir alors  de piloter les entreprises du groupe vers une sortie de crise, en retour à la compétitivité internationale, avec des outils technologiques renouvelés, et des structures commercialement adaptées à la concurrence mondiale.

En 1986, Jacques Bouvet est appelé à la Présidence de l'Agence Française pour la Maîtrise de l'Énergie (AFME)  ; l'agence fait face à des défis externes et internes importants. Il faut recentrer l'Agence sur ses missions essentielles et anticiper le tournant que va créer la perception scientifique de l'effet de serre, perception naissante puis s'imposant comme une donnée écologique majeure de la maîtrise de l'énergie ; il prépare l'agence à ses nouvelles missions qui vont donner naissance à l'ADEME. En , il lance EnR (European Energy Network), le club des Agences Européennes pour l'environnement et la maîtrise de l'énergie. (autour d'une charte européenne, ''10 pays européens s'unissent pour un objectif planétaire")

Fin 1991 et en 1992, dans le cadre des nouvelles prescriptions européennes pour le traitement des déchets ménagers et de leur déclinaison dans l'appareil législatif français (décrets Lalonde du ) ), il mène la mission de préfiguration, puis fonde avec les industriels de la grande consommation la structure Éco-Emballages, première structure française qui concrétise la responsabilité étendue des entreprises en matière environnementale. « le , les statuts d'Éco-emballages, société anonyme a but non lucratif sont déposés. Une entreprise 100% privée, et 100% dédiée à l'intérêt général, est née »
Il démarrera et présidera durant trois ans cette structure qui soutient contractuellement l'effort de collecte, traitement et de recyclage des emballages.

Fin 1993, Jacques Bouvet devient Président du Groupe Charbonnages de France.
Pendant quatre ans, avec une  tutelle d'Etat aux pulsions contradictoires,  il va répondre à une double mission dans la conduite du groupe  :

 d'une part la mission de gérer au mieux, (social vs économie) le coûteux programme de fermeture de tous les sites charbonniers français, dans la sécurité, et selon l'échelonnement permis par les politiques sociales nationales.
 d'autre part, comme tout groupe industriel, la mission de  renforcement de la compétitivité  pour le noyau des activités industrielles du groupe qui demeurent bien concurrentielles : en particulier ses centrales électriques, qu'il autonomise et filialise pour constituer le second pôle producteur d'électricité de France, et aussi la production décentralisée d'électricité (bagasse de canne à sucre à La Réunion).

De 1997 à 1999, il est Président du Port Autonome de Dunkerque. Le défi est de renforcer l'attractivité du port en développant  les trafics de conteneurs et de pondéreux, avec l'ouverture du port Ouest et le regroupement de moyens jusqu'ici divisés entre les opérateurs grutiers du port et les manutentionnaires employeurs des dockers.

De  1997 à 2004, il est appelé au Conseil de Surveillance du groupe allemand KSB.AG et à la présidence de sa filiale française (ex Pompes Guinard).

En 2000, Jacques Bouvet est élu à la présidence du CETIM, le Centre Technique des Industries Mécaniques :  l'objectif, face à la mondialisation, est d'en renforcer les capacités d'innovation sur les sites français,  et le rayonnement international.

Parallèlement, il est élu en 1999 Président du GEP (Groupement des Entreprises Parapétrolières, aujourd'hui EVOLEN) ; le contexte est plus encore qu'ailleurs celui d'une vision mondiale, et il s'agit  de faire rayonner les efforts de R & D et d'innovation des entreprises françaises de la filière, et de soutenir et pérenniser la dynamique à l'export des fournisseurs d'équipements et de services à l'industrie des hydrocarbures

Administrateur puis Président de l'Association Interprofessionnelle de France pour la Santé et Sécurité au Travail (AINF), Jacques Bouvet,  dans les années 2000,  organise la cession des activités marchandes d'inspection-contrôle d'AINF au groupe Socotec, et recentre la structure sur ses activités associatives  de prévention des risques professionnelles et de promotion de la Santé-Sécurité au Travail par l'appui à la recherche, à l'enseignement et aux initiatives locales auprès des PME.

Pour contribuer à la compréhension franco-allemande, aussi sur un plan culturel, Jacques Bouvet a également été administrateur, puis président (1994-2006) de la SAIHA, Société des Amis de l'Institut Historique Allemand à Paris.

Jacques Bouvet est Président d'honneur  d'Eco-Emballages, du Port de Dunkerque, du CETIM, du GEP, et d'AINF.

Aujourd'hui, il est Président du Cercle Entreprises et Santé, qu'il a cofondé en 2006, association sans but lucratif  autour de l'évolution et l'avenir de la relation au travail  et des impacts réciproques santé-travail. Il est également cofondateur fin 2018 de l'Observatoire de l'Éthique des Pratiques.

Distinctions
 Officier de l'Ordre de la Légion d'Honneur
 Croix de l'Ordre du Mérite de la République fédérale d'Allemagne

Notes et références

Annexes

Bibliographie
 1976 : Les Mini-usines sidérurgiques - Annales des Mines
 1987 : Pour une offre de qualité . Pétrole Information,
 1988 : L'AFME vivra, mais elle doit se battre - Bâtiment Énergie,  (entretien)
 1988 : Les trois priorités de l'AFME - Énergie plus,  (entretien)
 1988 : Énergie Changement - Revue de l'Énergie
 1988 : L'Europe et l'Énergie (comité de la Conférence Mondiale de l'Énergie)
 1988 : Mobiliser l'intelligence des énergies - Revue de l'Énergie,
 1989 : Forum - World Energy Conference 14th congres.  Énergie et Information
 1990 : Comparer les coûts énergétiques - La Gazette,
 1990 : Une grande plate forme d'informations et d'échanges . Énergie plus
 1995 : "Coal Energy and environmental protection"
 1998 : "L'atmosphère, bien intouchable et matière première"

Liens externes
 Éco emballages Organisation - Les échos  : https://www.lesechos.fr/12/03/1993/LesEchos/16348-080-ECH_eco-emballages-organisation.htm
 https://www.lesechos.fr/2002/01/jacques-bouvet-682052
 https://www.liberation.fr/futurs/1996/01/30/jacques-bouvet-l-ex-pdg-des-charbonnages-regle-ses-comptes_158815

Industriel français
Élève de l'École polytechnique
Ingénieur du corps des mines
Ordre du Mérite de la République fédérale d'Allemagne

redpajama_set_name: RedPajamaWikipedia


As a genre, true crime has been around for at least a century. Yet within the past few years there has been a surge of the gruesome and grotesque tales across all media. You'd think being reminded of our mortality and the evil in the world would turn people away but we instead become more interested.
It seems like everyone and their dog has a podcast and so many of those are trying to capture the same lightning in a bottle that Sarah Koening's "Serial" did in 2014. The first season captivated listeners with the 1999 murder trial of Hae Min Lee and the question of Adnan Syed's innocence. It didn't just open the doors for podcasts about the podcast, but it inspired people to broadcast their own true crime stories.
On the other hand, crime procedurals have been around forever on television. Though they pretty much always end with the good guys catching the bad ones, the programs eventually took a darker turn with shows like "The Fall," "Luther" and "Criminal Minds." Knowing what "Serial" did for the podcast medium, executives have attempted to tap into the trend with the Emmy-winning "American Crime Story: The People v. O. J. Simpson" the currently-airing "Law & Order True Crime: The Menendez Murders." Both series use an anthology format, meaning each season will be a different case like the death of Gianni Versace.
Instead of using actors, streaming site Netflix got in on the action in 2015 with their "Making a Murder" documentary about the wrongful conviction of Steven Avery. Two years later the site released a seven-episode documentary about the unsolved murder of Sister Cathy Cesnik in Baltimore.
Netflix is tackling murder and mystery once again, though in a more fictionalized manner, with Mindhunter. Set in 1977, the show follows Jonathan Groff's Holden Ford and Holt McCallany's Bill Tench as agents in the FBI's Behavioral Science Unit. Yet, because this is the 70s, the art of profiling subjects is just as mysterious as a killer's motivations.
One theory for the deviancy is that turmoil begets turmoil and it's difficult to get more tumultuous than the counterculture era and following years. The public is still dealing with the aftermath of the Vietnam War, the assassination of JFK, the National Guard killing students at Kent State University and the Watergate scandal. Ongoing are the energy crisis and the Cold War.
Running out of leads, Ford and Tench interview incarcerated murderers to help them understand how serial killers think. Ford, previously a hostage negotiator, uses his skills of bargaining and empathizing in order to get them to cooperate with law enforcement. "How do we get ahead of crazy if we don't know what crazy is?" asks Ford. Just like Jodie Foster's Clarice Starling gleaning useful information from Anthony Hopkins' Hannibal Lecter in "The Silence of the Lambs," the dialogue creates tense and unsettling moments.
While learning about the true crimes of Edmund Kemper and Jerry Brudos is entertaining, the show shines in highlighting the chemistry between the eager Ford and grizzled Tench. It's a familiar buddy cop trope but it goes deeper. McCallany, who worked with the show's director David Fincher in "Fight Club," gives layers to his character, showing that he isn't as set in his ways as he seems. Meanwhile Groff portrays an agent that's daring at work but timid, nerdy and troubled at home. Their tangible relationship, reminiscent of Mulder and Scully from "The X-Files," is the soul of the show. Joined with excellent direction and cinematography, some of the best scenes are the pair sharing an elevator.
I can only guess the reasons behind the spike in the genre's popularity. Like the detectives the audience is just as morbidly curious as to what drives a person to end another's life. Additionally, the current political climate has its fair share of turmoil and, oddly enough, using artificially induced anxiety is pretty effective to cancel out real life anxiety. All I know is that I'll be watching season two with rapt attention.
As a genre, true crime has been around for at least a century. Yet within the past few years there has been a surge of the gruesome and grotesque tales across all media.


The Forum is composed of one appointed member from each EU Member State, Norway, Iceland and Liechtenstein. The members are appointed for a period of three years (renewable). There is also the possibility to appoint an alternative Forum Member who would take the place of the Forum member in their absence.


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The Center for Effective Lawmaking seeks to advance the generation, communication, and use of new knowledge about the effectiveness of individual lawmakers and legislative institutions in Congress. We envision a Congress comprised of effective lawmakers, strong institutional capacity, and the incentive structure needed to address America's greatest public policy challenges.
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What is the Center for Effective Lawmaking?
The Center for Effective Lawmaking ("CEL") is a joint partnership between the Frank Batten School of Leadership and Public Policy and Vanderbilt University. It was created in 2017 to advance the generation, communication, and use of new knowledge about the effectiveness of individual lawmakers and legislative institutions in Congress. The Center grew out of the Legislative Effectiveness Project, based on the scholarship of Craig Volden and Alan E. Wiseman, as featured in the award-winning book Legislative Effectiveness in the United States Congress: The Lawmakers.
Today, the CEL is directed by Craig Volden of the University of Virginia and Alan E. Wiseman of Vanderbilt University. To advance the goals of the Center, Volden and Wiseman have undertaken numerous research projects, brought together a team of scholars around the country with a diverse portfolio of work surrounding this issue, host an annual research conference, created materials to help lawmakers become more effective, and provide opportunities for public involvement through events with former and current legislators.
We invite you to support our work. Financial donations can be tailored to enhance specific Center initiatives of greatest interest to you. If you are interested in hosting an event to increase awareness about our work, please email thelawmakers@virginia.edu.
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Meet Gerry Warburg: Practitioner and Beloved Professor Gerald Warburg, a Center for Effective Lawmaking
Meet Jennifer L. Lawless: On the Gender Gap in Politics, Advice to Voters, and
Watch: Former Congresswoman Barbara Comstock on Effective Lawmaking
On December 2, the Center for Effective Lawmaking was honored to host Former Congresswoman
At a time when cynicism about Congress (both within and outside of the institution) seems both insurmountable and well-founded, the search for effective lawmakers is perhaps as crucial as it has ever been. It is at times when institutions are failing that effective leaders are needed more than ever.
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