This is the first exhibition to fully consider the complexity of videogames, positioning them as one of the most important design fields of our time. Curated by Marie Foulston and Kristian Volsing of the V&A, the exhibition focuses on videogames designed and developed since the mid-2000s, when major technological advancements transformed the way games are designed, discussed and played. From multi-million-dollar blockbuster titles to smaller independent games and the work of DIY artists from a hacker/maker culture, the exhibition explores current international debates as well as the creative contributions made to game culture by the players themselves.


text:
Despite Luxembourg City's relatively small size, it offers a wealth of cultural offerings – making it no wonder that it has twice been named European Capital of Culture (1995 and 2007). Its long list of municipal cultural institutions contributes to its wide appeal: the Grand Théâtre and Théâtre des Capucins, Lëtzebuerg City Museum and Villa Vauban, Cinémathèque, Photothèque, Cité Bibliothèque, Cercle Cité, Municipal Archives and Conservatoire. These are joined by a rich variety of museums and art centres, galleries and independent stages, and last but not least: the Philharmonie, an internationally renowned concert hall. Now a UNESCO World Heritage Site, Luxembourg City's Old Town and fortifications provide a spectacular backdrop for a range of open-air events, and a unique contrast its many modern architectural jewels.
From theatre to opera to dance, lovers of the performing arts are spoilt for choice in Luxembourg City.
The capital has no less than nine museums and art centres that cover various themes.
The Grand Duchy has a strong musical tradition and offers a wide programme of events. The City of Luxembourg encourages and promotes music making in many ways.
Film has always had a strong place in Luxembourg City's cultural landscape, as is reflected by the wide offering made available to the public through the progra...
The Luxembourg City Photothèque (Photographic Archive) has extensive collections dating back to the very dawn of photography. Initiatives promoting photography ...
The City of Luxembourg is known for the striking contrast between its old fortifications, classic 18th and 19th century buildings, and mod...
Mural painting, stencilling, graffiti, hip hop, breakdancing, rap, and slam are all forms of artistic expression that Luxembourg City seeks to support and promo...
The City of Luxembourg has many general and special interest libraries and research centres.
Luxembourg City is also home to other entities and institutions with a diverse cultural offering.
Buy your tickets for Luxembourg City cultural events via the "Luxembourg Ticket" national ticket office located at the Grand Théâtre.
Coordination culturelle
Entrée : 2A, rue Genistre
coordinationculturelle@vdl.lu
Fax : 4796-5142
Hamilius Quai 1
Badanstalt Quai 1

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: static.domainname.com I see more and more sites that create vhosts and host files on static.theirdomainname.com. What's up with this? Why is this a pattern I've seen?

A: Splitting files across multiple domains tricks the browser into opening more pipelines, speeding downloads for clients on broadband connections. Older versions of IE had way too few pipelines by default.
Using a hostname without cookies also reduces the amount of data the client sends the server, slightly speeding things up.

A: Sometimes companies will pay a 3rd party company to host their static content (images, stylesheets, video, etc) on something called a Content Delivery Network (CDN), which has nodes (aka servers) all around the globe. They'll keep copies of your content on all those nodes, so that when people visit your site, the content will be delivered quickly, from the node closest to them. You create a sub-domain (like static.domainname.com) and point it at the CDN's DNS, then they take care of forwarding requests for your static content to the perfect node. Some popular CDNs include Akamai, Amazon CloudFront, and Nirvanix.

A: A browser supports only 2 concurrent connections to the same domain. A subdomain or another site will bypass that limit, so many sites create a site for static content to both help with caching and speedup the loading of their site.

A: With most websites, you use a server which runs your code. In most cases, this is something like Apache. The problem with Apache is that it's very heavy: it uses a lot of resources, it has to load a bunch of stuff that it may or may not end up using, etc. etc.
Effectively, Apache does a lot of beating around the bush before it actually does anything. Granted, if you're running a script, all this beating around the bush may be necessary: loading PHP, initializing settings, etc.
But if the user requests something like, say, and image, you're wasting server resources. Having a separate server with its own subdomain (i.e.: static.xyzcorp.com) lets the programmer offload all of that static file hosting to a server software like lighttpd that FLIES through static files. This server can't run scripts, though (or at least not very complex ones), and really has no other purpose than sitting there and throwing out files.
You might think, "Well, it's only static files. How much could it be?" I've personally had issues where static file hosting on my servers accounted for more than 40% of CPU usage. Offloading the static files to a separate server (or in my case, a CDN) freed up a chunk of bandwidth and a block of CPU time.
Hope this helps!

redpajama_set_name: RedPajamaStackExchange


text:
Существует несколько фильмов с таким названием:
 Стукач (фильм, 1962) — фильм Жана-Пьера Мельвиля
 Стукач (фильм, 1984) — фильм Стивена Фрирза
 Стукач (фильм, 1986)
 Стукач (фильм, 1988) — фильм Николая Лырчикова (СССР)
 Стукач (фильм, 2010) — фильм Данте Лама
 Стукач (фильм, 2013)  — фильм Рика Романа Во (США)

См. также
 Осведомитель (фильм) — два фильма с таким названием
 Информатор (фильм) — список фильмов с таким названием
 Информатор (фильм, 2009) (Стукач) — фильм Стивена Содерберга

redpajama_set_name: RedPajamaWikipedia


text:
Q: Spring MVC error Unsatisfied dependency expressed through field Need some help with this error, awhile ago it was just working fine but problem started when I added the repository part. I've already tried suggested solutions here on stack however my app is still not working.
I am trying to create a simple web application using Spring Boot, Spring MVC and JSP as the UI. Although I have created spring mvc web application in the past this will be my first using spring boot. Really appreciate if you can give point out the problem. Thanks
Controller class
@Controller
public class ChartsController {

    private static final Logger logger = Logger.getLogger(ChartsController.class);

    @Autowired
    ChartRepo cityDao;

    @RequestMapping("/")
    public String home() {

        return "home";

    }

    @RequestMapping("/report")
    public String reportPage() {

        return "Report";
    }

    @RequestMapping("/dbReport")
    public ModelAndView reportCity() {

        ModelAndView model = new ModelAndView("dbReport");

        FusionCharts fc= retrieveNameAndPopulation();

        model.addObject("fusionCharts", fc);

        return model;
    }
}

Repository Class
import org.charts.model.City
import org.springframework.data.jpa.repository.JpaRepository;

public interface ChartRepo extends JpaRepository<City, Long>{

}

Configuration Class
import org.springframework.boot.autoconfigure.EnableAutoConfiguration;
import org.springframework.boot.autoconfigure.domain.EntityScan;
import org.springframework.context.annotation.Bean;
import org.springframework.context.annotation.ComponentScan;
import org.springframework.context.annotation.Configuration;
import org.springframework.data.jpa.repository.config.EnableJpaRepositories;
import org.springframework.transaction.annotation.EnableTransactionManagement;
import org.springframework.web.servlet.config.annotation.DefaultServletHandlerConfigurer;
import org.springframework.web.servlet.config.annotation.EnableWebMvc;
import org.springframework.web.servlet.config.annotation.WebMvcConfigurerAdapter;
import org.springframework.web.servlet.view.InternalResourceViewResolver;
import org.springframework.web.servlet.view.JstlView;

@Configuration
@EnableAutoConfiguration
@EnableWebMvc
@ComponentScan("org.charts")
@EntityScan(basePackages={"org.charts.model"})
@EnableJpaRepositories(basePackages={"org.charts.repositories"})
@EnableTransactionManagement
public class ChartConfig extends WebMvcConfigurerAdapter{

    @Bean
    public InternalResourceViewResolver setupViewResolver()  {
        InternalResourceViewResolver resolver =  new InternalResourceViewResolver();
        resolver.setPrefix ("/WEB-INF/jsp/");
        resolver.setSuffix (".jsp");
        resolver.setViewClass (JstlView.class);
        return resolver;
    }

    @Override
    public void configureDefaultServletHandling(DefaultServletHandlerConfigurer configurer) {
        configurer.enable();
    }
}

Main Class
import org.springframework.boot.SpringApplication;
import org.springframework.boot.autoconfigure.SpringBootApplication;
import org.springframework.context.annotation.ComponentScan;

@SpringBootApplication
public class Charts {

    public static void main(String [] args) {

        SpringApplication.run(Charts.class, args);
    }

}

Error Message
org.springframework.beans.factory.UnsatisfiedDependencyException: Error creating bean with name 'chartsController': Unsatisfied dependency expressed through field 'cityDao': No qualifying bean of type [org.charts.repository.ChartRepo] found for dependency [org.charts.repository.ChartRepo]: expected at least 1 bean which qualifies as autowire candidate for this dependency. Dependency annotations: {@org.springframework.beans.factory.annotation.Autowired(required=true)}; nested exception is org.springframework.beans.factory.NoSuchBeanDefinitionException: No qualifying bean of type [org.charts.repository.ChartRepo] found for dependency [org.charts.repository.ChartRepo]: expected at least 1 bean which qualifies as autowire candidate for this dependency. Dependency annotations: {@org.springframework.beans.factory.annotation.Autowired(required=true)}
    at org.springframework.beans.factory.annotation.AutowiredAnnotationBeanPostProcessor$AutowiredFieldElement.inject(AutowiredAnnotationBeanPostProcessor.java:569) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.annotation.InjectionMetadata.inject(InjectionMetadata.java:88) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.annotation.AutowiredAnnotationBeanPostProcessor.postProcessPropertyValues(AutowiredAnnotationBeanPostProcessor.java:349) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractAutowireCapableBeanFactory.populateBean(AbstractAutowireCapableBeanFactory.java:1214) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractAutowireCapableBeanFactory.doCreateBean(AbstractAutowireCapableBeanFactory.java:543) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractAutowireCapableBeanFactory.createBean(AbstractAutowireCapableBeanFactory.java:482) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractBeanFactory$1.getObject(AbstractBeanFactory.java:306) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.DefaultSingletonBeanRegistry.getSingleton(DefaultSingletonBeanRegistry.java:230) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractBeanFactory.doGetBean(AbstractBeanFactory.java:302) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.AbstractBeanFactory.getBean(AbstractBeanFactory.java:197) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.DefaultListableBeanFactory.preInstantiateSingletons(DefaultListableBeanFactory.java:776) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.context.support.AbstractApplicationContext.finishBeanFactoryInitialization(AbstractApplicationContext.java:861) ~[spring-context-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.context.support.AbstractApplicationContext.refresh(AbstractApplicationContext.java:541) ~[spring-context-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.boot.context.embedded.EmbeddedWebApplicationContext.refresh(EmbeddedWebApplicationContext.java:122) ~[spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.springframework.boot.SpringApplication.refresh(SpringApplication.java:759) [spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.springframework.boot.SpringApplication.refreshContext(SpringApplication.java:369) [spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.springframework.boot.SpringApplication.run(SpringApplication.java:313) [spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.springframework.boot.SpringApplication.run(SpringApplication.java:1185) [spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.springframework.boot.SpringApplication.run(SpringApplication.java:1174) [spring-boot-1.4.0.RELEASE.jar:1.4.0.RELEASE]
    at org.charts.Charts.main(Charts.java:13) [classes/:na]
    at sun.reflect.NativeMethodAccessorImpl.invoke0(Native Method) ~[na:1.8.0_121]
    at sun.reflect.NativeMethodAccessorImpl.invoke(Unknown Source) ~[na:1.8.0_121]
    at sun.reflect.DelegatingMethodAccessorImpl.invoke(Unknown Source) ~[na:1.8.0_121]
    at java.lang.reflect.Method.invoke(Unknown Source) ~[na:1.8.0_121]
    at org.springframework.boot.devtools.restart.RestartLauncher.run(RestartLauncher.java:49) [spring-boot-devtools-1.4.0.RELEASE.jar:1.4.0.RELEASE]
Caused by: org.springframework.beans.factory.NoSuchBeanDefinitionException: No qualifying bean of type [org.charts.repository.ChartRepo] found for dependency [org.charts.repository.ChartRepo]: expected at least 1 bean which qualifies as autowire candidate for this dependency. Dependency annotations: {@org.springframework.beans.factory.annotation.Autowired(required=true)}
    at org.springframework.beans.factory.support.DefaultListableBeanFactory.raiseNoMatchingBeanFound(DefaultListableBeanFactory.java:1406) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.DefaultListableBeanFactory.doResolveDependency(DefaultListableBeanFactory.java:1057) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.support.DefaultListableBeanFactory.resolveDependency(DefaultListableBeanFactory.java:1019) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    at org.springframework.beans.factory.annotation.AutowiredAnnotationBeanPostProcessor$AutowiredFieldElement.inject(AutowiredAnnotationBeanPostProcessor.java:566) ~[spring-beans-4.3.2.RELEASE.jar:4.3.2.RELEASE]
    ... 24 common frames omitted

A: You are scanning the org.charts.repositories package
@EnableJpaRepositories(basePackages={"org.charts.repositories"})

while your ChartRepo repository is located in the org.charts.repository package. Therefore, Spring can't consider the repository as a bean and won't autowire it.


text:
Dive bar in Dallas is quietly serving some of the best Vietnamese food in town
Bun Thit Nuong (charbroiled pork vermicelli) at Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
By Kevin Gray|Special Contributor
Walk into Cosmo's Restaurant & Bar and you'll see worn floors, mismatched tables and chairs, and walls adorned with retro art. On the left is a jukebox, and straight ahead is the bar, behind which a friendly bartender pours beers to regulars. Cosmo's has all the hallmarks of a lovable neighborhood dive.
So it's not exactly where you'd expect to find a menu of pho, mi xao -- stir-fried egg noodles with sautéed beef, shrimp and vegetables -- and other authentic Vietnamese dishes. But that's what's on the menu.
The mi xao is a standout at Dallas dive bar Cosmo's.(Robert W. Hart / Special Contributor)
Eight years ago, GM and chef Jackson Tran, who's been working at the bar for nearly 18 years, wanted to do something fun on Mondays to help sales. That's when he first began selling banh mi sandwiches in addition to the bar's regular pizza menu, which has been around as long as the bar's been open.
"We'd do 25 [banh mi sandwiches] per night, and they'd sell out by 9 p.m.," he says.
In-the-know diners and industry types would gather in the bar early on Mondays to secure a sandwich before they ran out, and a cult following was created. The bar's owner, Gerald Stogsdill, liked what he saw and encouraged Tran to keep cooking Vietnamese food.
A few years later, Tran doubled his efforts, offering Vietnamese fried chicken once a week. And two years ago, when Cosmo's got a shiny new kitchen, he finally had the space needed to really start experimenting. Slowly, the menu grew, as Tran tested out new dishes on customers, eventually finding his groove and featuring a menu that now rivals any Vietnamese restaurant in town.
Cosmo's continues to serve pizzas, and they're a common order on Sundays, when they're half price. But overall, the pizzas have been dethroned.
"These days, during the week, only about 10 to 15 percent of people are ordering pizzas instead of the Vietnamese menu," he says.
1/5Bun Thit Nuong (charbroiled pork vermicelli) at Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
2/5Cocktail at Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
3/5Exterior of Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
4/5Jackson Tran's mussels, a house specialty, at Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
5/5Vietnamese Fired Chicken at Cosmo's in Dallas, Texas on July 11, 2018. (Robert W. Hart/Special Contributor)(Robert W. Hart / Special Contributor)
Standouts on Cosmo's menu include steamed pork-cabbage dumplings in a spicy, rice vinegar-spiked stock; and vermicelli bowls served with pork belly, lemongrass beef, shrimp or veggies. There's also the nightly favorite: Tran's Family Recipe Beef Pho. The recipe was handed down by his mom, Thua Tran, who -- along with his dad -- ran Vietnam Restaurant in the Casa Linda area from 1982 to 2000.
You could get pizza at Cosmo's, a dive bar in Dallas. But opt for a Vietnamese dish instead and you won't be disappointed.(Robert W. Hart / Special Contributor)
Alongside more authentic recipes, Cosmo's has playful creations like kimchi tots, which provide a savory companion to beer. And then there's the newest addition to the menu: tacos. Those come in Korean pork belly and lemongrass beef varieties and served in soft flour tortillas.
"I just released the tacos a couple weeks ago, and that's been a big hit. Tacos are sexy. People like finger foods," Jackson Tran says.
While Tran's initial goal with the surprising menu was to give regulars a reason to keep coming back, a nice perk is that new customers are making their way to Cosmo's, too.
To make it all work, Tran has help in the kitchen from trusty cook Trevor Ricci. But still, some dishes are too sacred.
"I do the pho stock," Tran says. "No one else is allowed to touch that."
1212 Skillman St., Dallas. No dedicated website, just Facebook.
Kevin Gray|Special Contributor
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Get the latest restaurant reviews, recipes and info on the wine/beer scene in D-FW.


Warner Music Responds To Songkick Concert Listing Concerns: 'We're still here for you"
While artists may typically think of music sales as being their primary stream of revenue, merch sales can also be a fantastic way for independent artists to put food on the table. Here we look at the top sites for getting merch out to fans.
When you think of being a profitable musician, the main thing that comes to mind, are the sales from your music! However, fans can provide you with revenue through artist merch sales.
These products can be sold at all of your shows or even your own personal website. From t-shirts, hats, lighters, stickers and patches, posters and more, there's a lot of potential for sales through merchandise. However, what about your fans overseas that can't make it to the show but still love all your music? Or the fans who don't know about your personal website? By using some of the industry's top leading merchandise sites for bands, artists, and DJs, you can easily sell your products to fans at your own convenience.
We've put together the top websites for selling merch!
Another exciting plus? These sites won't take a huge toll on your bank account either. Check 'em out!
The best part of this website is the fact that it is entirely free! You get all of it's easy to use features at no cost. You can design and upload your own logo to place on a variety of merchandise options provided on the site. So not only can you sign up and sell merchandised items for free on this platform, but work with them to create your own!
Dizzy Jam works with a variety of musicians across a large number of genres and even provide you with a unique user URL so fans can easily access your linked profile. For an independent artist who is just starting up their online merchandise scene or selling products at all, this is a great choice for you. This all in one FREE package can get you up and running with new product items and a profitable selling platform.
Big Cartel's user-friendly dashboard easily complies any and all necessary tools for selling artist products online! It is packed full of creative interfaces and focuses primarily on smaller bands and artists. This is great news for independent artists who might not have all the necessary funding or experience for selling merchandised products on larger platforms with less accessibility. Through this site, any artist can conduct a creative, yet professional business presence with his or her online store.
The unique part of this online tool is it's multiple functioning abilities and usage of ecommerce software. For starters, this website allows artists to sell their merchandise at the convenience of their fingertips by connecting other social media platforms, giving users the abilities to link accounts and sell their merchandised items.
Sales can be conducted via Twitter, Instagram, Pinterest and even Amazon. This feature is a great way to access an even larger group of fans, no matter what social network they may be currently logged onto. As technology takes over and may frustrate artists who are relying on solely music sales, it is important to see the underlying opportunity that comes with these changes and keep up with both social media and merchandise sites online. For more about keeping up with this digitalized revolution as a musician today, be sure to check out this page. While some of the more advanced features do come at an extra cost, many will find that the benefits out weigh these prices as it allows for a fully customizable online store, the ability to track sales and growth, and more.
Overall, the Internet is an essential tool not only for getting your music out there and heard by the world, but for related merchandise sales as well. With online streaming on the rise and album sales declining, this generation is seeing a huge increase in the need for merchandise sales.
Not only is this a great source of income for any independent artist or band, it's fun for the fans who get to sport your logo or latest album cover too! So while you might prefer the old fashion merchandise booth setup, be sure to improve your online presence and check out some of the best third party sites in the industry.
Still need some help selling your band's latest products? Check out this article for some creative tips and ideas!


Low-volume high-intensity interval training holds promise for cardiometabolic health promotion in adolescents, but sustainable interventions must be practical and engaging. We examined the effect of a school-based multi-activity low-volume high-intensity interval training intervention on adolescents' cardiometabolic health.
In an exploratory controlled before-and-after design, 101 adolescents (mean age ± standard deviation [SD] 14.0 ± 0.3 years) were recruited from four schools; two were designated as intervention sites (n = 41), and two as control (n = 60). The intervention comprised 4 to 7 repetitions of 45 s maximal effort exercise (basketball, boxing, dance and soccer drills) interspersed with 90-s rest, thrice weekly for 10 weeks. Outcomes were non-fasting blood lipids and glucose, waist circumference, high sensitivity C-reactive protein, resting blood pressure, physical activity, twenty-metre shuttle-run test performance and carotid artery intima-media thickness. The difference in the change from baseline (intervention minus control) was estimated for each outcome. Using magnitude-based inferences, we calculated the probability that the true population effect was beneficial, trivial, and harmful against a threshold for the minimum clinically important difference of 0.2 between-subject SDs.
Mean (± SD) attendance for the intervention (expressed as percentage of available intervention sessions [n = 30]) was 77 ± 13%. Post-intervention, there were likely beneficial effects for triglycerides (-26%; 90% confidence interval -46% to 0%), waist circumference (-3.9 cm; -6.1 cm to -1.6 cm) and moderate-to-vigorous physical activity (+16 min; -5 to 38 min), and a possibly beneficial effect for twenty-metre shuttle-run test performance (+5 shuttles; -1 to 11 shuttles) in intervention participants (vs controls). The role of elevated triglycerides and waist circumference in cardiovascular disease and metabolic syndrome development underlines the importance of our findings. We also demonstrated that school-based low-volume high-intensity interval training can be delivered as intended, thus representing a novel and scalable means of improving aspects of adolescents' cardiometabolic health.
PLoS One. 2016 Aug 3;11(8):e0159116. doi: 10.1371/journal.pone.0159116. eCollection 2016. Effect of Novel, School-Based High-Intensity Interval Training (HIT) on Cardiometabolic Health in Adolescents: Project FFAB (Fun Fast Activity Blasts) – An Exploratory Controlled Before-And-After Trial. Weston KL1, Azevedo LB1, Bock S2, Weston M3, George KP4, Batterham AM1. 1Health and Social Care Institute, Teesside University, Middlesbrough, United Kingdom. 2School of Applied Social Sciences, Durham University, Durham, United Kingdom. 3School of Social Sciences, Business & Law, Teesside University, Middlesbrough, United Kingdom. 4Research Institute for Sport and Exercise Sciences, Liverpool John Moore's University, Liverpool, United Kingdom.
Posted in strength and conditioning, Uncategorized and tagged high intensity interval training, Strength and conditioning. Bookmark the permalink.


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text:
National Council of Jewish Women Names Sheila Katz as New CEO
Sara Koenig, West End Strategy Team
SKoenig@westendstrategy.com; Cell: (917) 420-0303
Katz brings community organizing, digital engagement, and coalition-building experience to 125-year-old women's rights organization
WASHINGTON – The National Council of Jewish Women (NCJW) announced today that it has hired Sheila Katz as its new CEO to lead the organization into the future and build on its 125-year legacy of turning progressive ideals into action. Katz will join NCJW this summer after 12 years with Hillel International, where she was named the youngest-ever vice president in the organization's history.
"Now more than ever, in today's polarized political climate, we need a feminist movement rooted in Jewish values that will improve the quality of life for women, children, and families," said Beatrice Kahn, NCJW board president. "Through her deep experience giving a voice to young activists and developing innovative approaches to critical problems in the Jewish community, Sheila has her finger on the pulse of today's women's movement and will enable us to move our advocacy work forward in Washington, D.C. and across the country."
With her proven track record of community organizing, digital engagement, and coalition-building, Katz will work alongside NCJW's 90,000 members and supporters nationwide to advance its signature advocacy initiatives ensuring a fair and independent judiciary, reproductive freedom, civic engagement, and empowering women across Israel.
Nancy Kaufman, who has served as NCJW's CEO for the past eight years, said, "I came to NCJW in 2011 as the organization's first CEO and I am proud to have put it back on the map as a progressive, activist Jewish women's organization. At NCJW, I have had the honor to represent tens of thousands of women who take action and deliver services each and every day in 60 communities across the country. I am a life member of NCJW and will continue to work to advance social and economic justice for women, children, and families now and in the future."
During her tenure at Hillel International, Katz launched MitzVote, a non-partisan voter engagement campaign, co-founded "Ask Big Questions," a national initiative focused on building civil dialogue, and served as a steering committee member for the White House Campus Interfaith Challenge during the Obama Administration.
"I am honored and proud to take the helm of NCJW and help write the next chapter in its history," said Katz. "There is no other organization in the country like NCJW – one that harnesses the power and voices of Jewish feminists isn't afraid to challenge the status quo and creates positive social change that makes a real difference in the lives of millions of people every day."
Katz currently serves on the executive team of the Safety Respect Equity Coalition, which is working to address sexual harassment, gender discrimination, and the gender pay gap in Jewish workplaces and common spaces. She has dedicated countless hours helping to empower sexual assault survivors, including as a rape crisis counselor, serving on the board of the Jewish Coalition Against Domestic Abuse and working closely with Vice President Joe Biden's "It's On Us" initiative focused on bystander intervention.
"Through her 12 years with Hillel, Sheila has impacted the lives of thousands of students and professionals, engaging and empowering the next generation of Jewish leaders. She truly embodies the leadership qualities and innovative spirit that Hillel International seeks to develop in all our professionals," said Eric D. Fingerhut, President, and CEO of Hillel International. "I will greatly miss her advice and counsel, as well as her insights into the current generation of students. I wish her all the best as she embarks on this new and exciting chapter of her career, and know that she will remain connected to our movement and continue to be a strong supporter of Hillel's mission."
The National Council of Jewish Women (NCJW) is a grassroots organization of volunteers and advocates who turn progressive ideals into action. Inspired by Jewish values, NCJW strives for social justice by improving the quality of life for women, children, and families and by safeguarding individual rights and freedoms. More information on Facebook and on Twitter at @NCJW.
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text:
\section{Introduction}\label{sec:introduction}
Several Demand Response (DR) strategies for Data Centers (DCs) emerged recently, such as time-shifting of workloads  \cite{Ghatikar2014}. They can effectively reduce/defer a DC's electricity load at specified time in response to the increasing of electricity cost \cite{Wierman2014}. For example, most of today's DCs need to pay both energy and demand charge, where the demand charge is the cost of the DC's peak electricity load during a billing cycle. In this case, the DCs can shed their demand charges via deferring part of the electricity load  from peak hour to off-peak hour \cite{Mathew2014}.

Inevitably, most DR strategies, especially the ones who need workload management, will lead to performance degradation \cite{Liu2014}. For example, time-shifting of workloads can greatly increase the latency of service \cite{Wang2014}. Naturally, users of DCs are not tend to participate in these DR programs if they are not well incentivized \cite{Zhan2015}. However, today's DCs usually charge their users via flat-rate based pricing or usage based pricing. Namely, the cost of a user is decided based on the total usage of DC resources, regardless of when the DC resources are utilized \cite{Li2010}. In this case, users do not share the same incentive as the DCs to participate in specified DR programs, which is referred to as ``split incentive'' \cite{Zhan2016}.

In this paper, we aim at designing a market-based mechanism for a single DC to break the ``split incentive'' hurdle, which holds the following characteristics:

\begin{itemize}
\item \emph{Monetary incentive}: It provides users of DC with incentives to participate in specified DR programs

\item \emph{Non-intrusiveness}: The DR programs are fully voluntary and the costs and performances of users, who decide not to participate in the DR programs, are not effected

\item \emph{Deadline awareness}: All users' requests are processed before their deadlines.

\item \emph{Fair reward system}: Only if one participates in the DR programs can gain monetary reward and the reward is proportional to the user's contribution to the DR programs.

\item \emph{Simplicity and max-cost guarantee}: The pricing policy, which is used to charge users of DC, should be easy to understand. Meanwhile, it can guarantee that a user's cost for the DC services will not exceed the \emph{baseline cost}.

\end{itemize}
Note, we assume that every user was previously charged via a commonly-applied pricing policy, e.g., usage based pricing \cite{Li2010}, and the corresponding cost is referred to as \emph{baseline cost}.

We use time-varying rewards, on top of the commonly applied pricing policy such as flat-rate based pricing or usage based pricing, to incentivize users of DCs grant time-shifting of their requests for DR. With our design, users, who have tight deadlines and/or are not interested in trading performance degradation for monetary rewards, will be charged by the original pricing policy, and their requests will never be deferred. Namely, it is non-intrusive and deadline aware. Meanwhile, we only reward users, whose requests are deferred, and the reward is proportional to the amounts of requests being deferred. Thus, our reward system is fair. Moreover, our pricing policy and reward system can be easily understand and users' maximum costs with our design will never exceed the \emph{baseline costs}.

With our design, the DC needs to make a suitable trade-off between workload management flexibility and monetary reward. Namely, via giving users higher rewards, the  users are more likely to allow the DC to time-shift their requests. On the contrary, if the rewards are relatively low, the DC has less flexibility to response to the electricity price signals.
The key contributions of this paper are listed as follows:
\begin{itemize}
\item We propose a non-intrusive and fair reward system to incentivize users  with flexible deadlines grant time-shifting of their requests. In this case, the DC has more workload management flexibility to manage its electricity load and thus reduce its electricity cost.

\item With a game-theoretic framework, we model the game between the DC and its users. We first study users' dominant strategies for deciding whether to join in the DR programs. Then, DC's optimal choices of the time-varying rewards are deduced. Specifically, the DC aims at minimizing its electricity cost without reducing of its profit and the problem of electricity cost minimization is formulated via a convex program.

\item We extend our design via integrating it with each one of the two emerging practical DR strategies: server shutdown \cite{Zhan2016,Paul2015,Li2015} and local renewable energy generation \cite{Zhan2015,Deng2014,Ghamkhari2013}. Therefore, our design can apply to different combinations of DR strategies.
\end{itemize}

In the rest of the paper, we first outline several prior work about using market-based mechanisms to incentivize users of DCs participate in the DR programs in section \ref{sec:relatedworks}. In section \ref{sec:problemformulation}, user's surplus and DC's profit are formulated. We model the game between users and DC in section \ref{sec:interaction} and extend our design in section \ref{sec:extension}. We evaluate our design with real-world data traces and conclude this paper in section \ref{sec:casestudy} and \ref{sec:conclusion}, respectively.

\section{Related Works}\label{sec:relatedworks}

With specified DR programs, DC can effectively reduce its electricity load \cite{Liu2014}, as well as the demand charge and the overall electricity cost \cite{Mathew2014,Xu2014}. Considering that most DR strategies involve management of users' workloads, e.g., time-shifting of requests, several market-based mechanisms have been proposed to incentivize users grant workload management\cite{Zhan2016,Nasiriani2015,Wang2015,Zhan2015,Wang2014a}.

\cite{Zhan2015} propagated the overall electricity cost onto the users' costs via charging users by Time-of-Use (ToU) pricing. Namely, at each period of time, the price of an instance of DC, i.e., a combination of DC resources such as CPU, memory and storage, is set to be proportional to the prediction of the DC's electricity load. With this pricing policy, users, who can tolerate performance degradation and are sensitive to price, may reduce their purchases of instances at peak hour in response to the increasing of cost. In this case, the DC's peak electricity load and its demand charge can be reduced.

\cite{Nasiriani2015} fairly distributed a DC's overall electricity cost among its users. With \cite{Nasiriani2015}'s design, if the DC's electricity cost is mainly decided by its peak electricity load, users of the DC can gain considerable cost reduction via reducing its demand when an overall peak occurs. Thus, users are well incentivized to participate in the DR programs to shed the DC's peak electricity load.

However, both \cite{Zhan2015} and \cite{Nasiriani2015} are intrusive since the costs of all users are effected regardless of whether they are interested in participating in the DR programs. Meanwhile, they do not guarantee that the cost of a user with their designs will never exceed the \emph{baseline cost}.

\cite{Zhan2016} proposed Usage-based Pricing with Monetary Reward (UPMR). \cite{Zhan2016}'s mechanism is non-intrusive and can provide max-cost guarantee. At the beginning of each billing cycle, DC releases the reward function to its users. Then, each user can make the decision of whether to join the DR programs in the upcoming billing cycle based on the reward function and its sensitivity to the performance degradation. The key difference between \cite{Zhan2016}'s work and our design is that: the monetary reward offered by \cite{Zhan2016} is static, i.e., it will remain unchanged during a billing cycle, and the reward is given to all users, who are willing to participate in the DR programs, regardless of whether their workloads are modified for DR. Thus, \cite{Zhan2016}'s reward system is not fair. On the contrary, In this paper, we provide users with time-varying monetary rewards and users can change their decisions of whether to join the DR programs during a billing cycle based on the real-time reward. In this case, the amount of users, who have joined in the DR programs, is time-varying, and thus the DC embraces more load flexibility. Moreover, the reward given to each user with our design is proportional to the user's contribution to the DR program, i.e., the amount of requests being deferred, which is more fair.

\section{Problem Formulation}\label{sec:problemformulation}
A time-slotted system is used in this paper. Namely, we divide a billing cycle into $\tau$ time slots, with equally length of $T$ (hour). In this section, we formulate a user's surplus, as well as a DC's profit.

\subsection{User's Surplus}\label{subsec:userssurplus}
Let $V_{i}[t]$ denote the net utility can be gained by user $i$ after processing one of its request generated at time slot $t$ without participating in any DR programs, where $i \in \{1,\cdots,I\}$ denotes the index for users and $t \in \{1,\cdots,\tau\}$ denotes the index for time slots. Here, $I$ denotes the number of active users. Let $\delta_{i}[t]$ ($\$$) denote the average \emph{baseline cost} for processing one request generated by user $i$ at time slot $t$. Further, let $\kappa_{i}[t]$ and $\gamma[t]$ denote the net utility loss and financial reward caused by modifying one of user $i$'s request generated at time slot $t$, respectively.

We formulate user $i$'s surplus after processing one of its request generated at time slot $t$, which is denoted by $S_{i}[t]$, as below:
\begin{equation}\label{equ:usersurplus}
S_{i}[t]=V_{i}[t]-\delta_{i}[t]+\mathbbm{1}_{i}[t](\gamma[t]-\kappa_{i}[t]),
\end{equation}
where $\mathbbm{1}_{i}[t]$ is a binary variable and indicates whether the request is modified for DR. Namely, if $\mathbbm{1}_{i}[t]=1$, the request is modified, and thus user $i$ will loss $\kappa_{i}[t]$ net utility but enjoy $\gamma[t]$ monetary reward. On the contrary, if $\mathbbm{1}_{i}[t]=0$, the request has not been modified and thus no net utility is lost and no reward is given.

\subsection{DC's Profit}\label{subsec:dcsprofit}
\textbf{Revenue}:
Suppose that the DC's revenue is constituted by all of its active users' \emph{baseline costs}. Thus, we formulate the DC's revenue over a billing cycle via
\begin{equation}\label{equ:reveune}
\text{Revenue}=\sum_{t=1}^{\tau} \sum_{i=1}^{I} \lambda_{i}[t]\delta_{i}[t],
\end{equation}
where $\lambda_{i}[t]$ denotes the amount of requests generated by user $i$ at time slot $t$.

\textbf{Electricity cost}:
The electricity cost of today's DC is usually constituted by two parts: energy charge and demand charge, where energy charge is decided by the DC's total energy consumption and demand charge is computed based on the DC's peak electricity load. Specifically, the demand charge can weigh heavily on a DC's overall electricity cost \cite{Xu2014,Islam2015}. Let $\alpha[t]$ (\$/KWh) denote the price of energy charge at time slot $t$ and $\beta_{j}$ (\$/KW) denote the price of type-$j$ demand charge. Here, $j \in \{1,\cdots,J\}$ is the index for types of demand charge and $J$ measures the total types of demand charge. For example, in \cite{Mathew2014}, the authors divided the whole billing cycle into on-peak and off-peak periods and the prices of demand charge during on-peak and off-peak periods can be different. Therefore, we formulate the DC's electricity cost over a billing cycle via
\begin{equation}\label{equ:cost}
\text{Cost}=\sum_{t=1}^{\tau} T\alpha[t]P[t] +\sum_{j=1}^{J} \max_{t \in A_{j}} \beta_{j}P[t],
\end{equation}
where $A_{j}$ denotes the periods of time falling into the type-$j$ demand charge window. Here, $P[t]$ (KW) denotes the average electricity load of the DC at time slot $t$.

Like in \cite{Paul2015}, the average electricity load of the DC at time slot $t$ is formulated as
\begin{equation}\label{equ:pt}
P[t]=E_{pue}[t]\sum_{n=1}^{N}(e_{0}+u_{n}[t]e_{1}),
\end{equation}
where $E_{pue}[t]$ denotes the average ratio of overall DC energy consumption to IT energy usage at time slot $t$, $n \in \{1,\cdots,N\}$ is the index for active servers, $N$ denotes the total amount of active servers, $e_{0}$ (KW) denotes the power of an idle server, $e_{1}$  (KW) measures the increase of power of a server with unit increase in CPU utilization and $u_{n}[t]$ denotes the average CPU utilization of server $n$ at time slot $t$.

Without loss of generality, we assume that each request needs the same amount of DC resources to be fully processed and each server can handle the same amount of requests within a time slot. Meanwhile, according to \cite{Lin2013}, the optimal workload dispatching rule is to distribute all requests equally on all active servers. Thus, we formulate the average CPU utilization ratio of server $n$ at time slot $t$ via
\begin{equation}\label{equ:utilization}
u_{n}[t]=\frac{\hat{\lambda}[t]}{N\nu},
\end{equation}
where $\hat{\lambda}[t]$ denotes the  aggregate requests scheduled at time slot $t$ and $\nu$ denotes the maximum amount of requests can be processed by a server within a time slot  in fully utilized condition.

We use time-shifting of users' requests in this paper to shed the DC's peak electricity load. Let $D$ denote the maximum length of deferrable periods of time. Namely, all requests generated at time slot $t$ should  be scheduled no later than time slot $t+D$. Let $\eta_{d}[t]$ denote the aggregate requests generated at time slot $t$ and scheduled at time slot $t+d$, where $d \in \{0,\cdots,D\}$ is the index for the amount of time slots of request being deferred. Specifically, $\eta_{0}[t]$ measures the amount of  requests generated at time slot $t$ and scheduled at the same time slot, i.e., they are not deferred. On the contrary, $\sum_{d=1}^{D} \eta_{d}[t]$ measures the amount of deferred requests generated at time slot $t$. Thus, we formulate the aggregate requests scheduled at time slot $t$ via
\begin{equation}\label{equ:aggregatescheduledr}
\hat{\lambda}[t]=\sum_{d=0}^{D} \eta_{d}[t-d].
\end{equation}

\textbf{Reward}:
We give monetary rewards to users for allowing deferring their requests and the rewards are proportional to the amounts of requests being deferred. Thus, we formulate the total amount of rewards given to the users over a billing cycle via
\begin{equation}\label{equ:reward}
\text{Reward}=\sum_{t=1}^{\tau} \gamma[t]\sum_{d=1}^{D} \eta_{d}[t],
\end{equation}

\textbf{Profit}:
We define the profit of the DC over a billing cycle via
\begin{equation}\label{equ:profit}
\text{Profit}=\text{Revenue}-\text{Cost}-\text{Reward}.
\end{equation}
Note, the DR programs have no impact on the Revenue term, since it is fully constituted by the \emph{baseline costs}. Thus, we treat the Revenue term as a given constant in the rest of the paper.
\begin{figure}[!t]
	\centering
	\includegraphics[width=0.8\linewidth]{fig/example}
	\caption{Outline of the interactions between users and DC.}\label{fig:example}
\end{figure}

\section{Game-Theoretic Framework}\label{sec:interaction}
In this paper, we assume that the DC has perfect knowledge of the aggregate requests in the upcoming billing cycle. A game-theoretic framework is proposed for the DC to deduce the optimal choices of rewards in this section.
The interactions between users and DC is shown in Fig. \ref{fig:example}. At the beginning of each time slot, DC first releases the reward information, i.e., $\gamma[t]$, to users. Next, users answer whether they are willing to allow DC to defer their requests generated at this time slot. Finally, DC schedules users' requests and rewards users whose requests are deferred.

\subsection{Users' Dominant Strategies}\label{subsec:userdecision}
Every user needs to make the decision of whether to allow DC to defer its requests generated at the upcoming time slot based on the reward, i.e., $\gamma[t]$, and its sensitivity to time-shifting of its requests, i.e., $\kappa_{i}[t]$.
\begin{assumption}\label{ass:rational}
Suppose every user is \emph{rational}, which means that it wants to maximize its surplus as defined in (\ref{equ:usersurplus}).
\end{assumption}

\begin{assumption}\label{ass:pricetaker}
Suppose that the DC holds an enormous amount of users. In this case, each user's contribution to the DC's overall electricity load is negligible, and thus every user cannot strategically manipulate the price of DC services and the rewards given to users. Namely, the users are \emph{price takers}.
\end{assumption}

\begin{theorem}\label{the:dominant}
From Assumption \ref{ass:rational} and \ref{ass:pricetaker}, $\forall i,t$, if the reward exceeds the net utility loss caused by time-shifting of a user's requests, i.e., $\gamma[t]>\kappa_{i}[t]$, the dominant strategy for the user is to grant time-shifting of its requests. On the contrary, $\forall i,t$, if $\gamma[t] \leq \kappa_{i}[t]$, the dominant strategy for the user is not to participate in the DR programs.
\end{theorem}

The proof of Theorem \ref{proo:dominant} can be found in Appendix \ref{proo:dominant}.
\subsection{DC's Optimal Decisions}\label{subsec:dcdecision}

\textbf{Variables}:
The DC needs to make two decisions at each time slot: $\gamma[t]$ and $\eta_{d}[t]$. Specifically, $\gamma[t]$ is about the reward given to users for granting time-shifting of their requests and $\eta_{d}[t]$ elaborates the detail of request distribution.

\textbf{Constraints}:
First, we define the domain of the variables:
\begin{equation}\label{con:domainreward}
Lb[t] \leq \gamma[t]\leq Ub[t], \quad \forall t,
\end{equation}
\begin{equation}\label{con:domaineta}
\eta_{d}[t] \geq 0, \quad \forall d,t,
\end{equation}
where  $Lb[t]$ and $Ub[t]$ denote the lower bound and upper bound of net utility loss factor, i.e., $\kappa_{i}[t]$, of elastic users, respectively.
Here, the elastic users are the ones  who have flexible deadlines and are will allow DC to time-shift their requests if they are well incentivized. On the contrary, the users, who have tight deadlines or/and are not interested in trading performance degradation for monetary rewards, are referred to as the inelastic users. Specifically, for all inelastic users, we let their net utility loss factor $\kappa_{i}[t]$ to be infinity.
In this case, $\forall \gamma[t] \in [0,Lb[t]]$, there is no user will join the DR programs. Meanwhile, $\forall \gamma[t] \in [Ub[t],\infty)$, all elastic users are willing to allow DC to time-shift their requests. Thus, in (\ref{con:domainreward}), we indicate that the DC has no interest to set the reward lower than $Lb[t]$ or higher than $Ub[t]$.

Second, the amount of requests scheduled at each time slot should not exceed the capacity of the DC, which is formulated as
\begin{equation}\label{con:capacity}
\sum_{d=0}^{D} \eta_{d}[t-d]\leq N\nu.
\end{equation}
With (\ref{con:capacity}), we ensure that the average CPU utilization ratio of each server  of the DC defined by (\ref{equ:utilization}) will never exceed 1.

Third, all requests generated at each time slot should  be scheduled before the deadline, which is formulated as
\begin{equation}\label{con:aggregaterequest}
\sum_{d=0}^{D} \eta_{d}[t] = \lambda[t], \quad \forall t,
\end{equation}
where $\lambda[t]$ denotes the aggregate requests of users generated at time slot $t$ and
\begin{equation}\label{equ:aggregategeneraterequest}
\lambda[t]=\sum_{i=1}^{I} \lambda_{i}[t], \quad \forall t.
\end{equation}

Fourth, we notice that the uniform distribution is widely used in economic models \cite{Gibbens2000}. Thus, we assume that, $\forall t$, the net utility loss factors $\kappa_{i}[t]$ of elastic users are uniformly distributed from $Lb[t]$ to $Ub[t]$. Moreover, without loss of generality, suppose that each user will generate the same amount of requests at each time slot, i.e., $\forall t$ and $\forall i^{1},i^{2}\in \{1,\cdots,I\}$, $\lambda_{i^{1}}[t]=\lambda_{i^{2}}[t]$.
From Theorem \ref{the:dominant}, we obtain that, $\forall t$, the amount of deferrable requests, i.e., the sum of requests generated by users who grant time-shifting of their requests, equals $\pi[t] \lambda[t]\frac{\gamma[t]-Lb[t]}{Ub[t]-Lb[t]}$, where $\pi[t]$ denotes the ratio of the elastic users to the overall users at time slot $t$.   Obviously, the amount of requests being deferred should be no higher than the sum of deferrable requests, which is modeled as
\begin{equation}\label{con:alldeferredrequests}
\sum_{d=1}^{D} \eta_{d}[t] \leq \pi[t] \lambda[t]\frac{\gamma[t]-Lb[t]}{Ub[t]-Lb[t]}, \quad \forall t.
\end{equation}

Last but not least, in this paper, we aim at minimizing the electricity cost of the DC while ensuring that the profit with our design is no less than the one without any DR programs and incentive mechanisms, which is modeled as
\begin{equation}\label{con:profitneutrality1}
\text{Revenue}-\text{Cost}-\text{Reward} \geq \text{Revenue}-\text{Baseline Cost},
\end{equation}
where the Revenue, Cost and Reward terms are defined by (\ref{equ:reveune}), (\ref{equ:cost}) and (\ref{equ:reward}), respectively. Here, the Baseline Cost term is the electricity cost of the DC if no DR strategy is implemented. Correspondingly, there is also no reward given to the users. Further, we simplify (\ref{con:profitneutrality1}) and reformulate it as
\begin{equation}\label{con:profitneutrality}
\text{Cost}+\text{Reward} \leq \text{Baseline Cost}.
\end{equation}

\textbf{Minimization of electricity cost}:
We define the problem of minimization of the DC's electricity cost without reducing its profit via
\begin{equation}\label{problem:dc}
\begin{aligned}
& \underset{\gamma[t],\eta_{d}[t]}{\text{min}}
& &\text{Cost}\\
& \ \text{s.t.}
& & (\ref{con:domainreward})-(\ref{con:aggregaterequest}), (\ref{con:alldeferredrequests}), (\ref{con:profitneutrality}).\\
\end{aligned}\!\!\!
\end{equation}
where the Cost term is defined in (\ref{equ:cost}).

Apparently, problem (\ref{problem:dc}) is not convex caused by the non-convex term Reward (\ref{equ:reward}).

\begin{theorem}\label{the:optimalreward}
For any given $\eta_{d}[t]$, $\gamma^{*}[t]$, which is defined as
\begin{equation}\label{con:alldeferredrequests1}
\gamma^{*}[t]=\frac{(Ub[t]-Lb[t])\sum_{d=1}^{D} \eta_{d}[t]}{\pi[t] \lambda[t]} +Lb[t], \quad \forall t,
\end{equation}
is one of the optimal choice of $\gamma[t]$ of problem (\ref{problem:dc}).
\end{theorem}

The proof of Theorem \ref{the:optimalreward} can be found in Appendix \ref{proo:optimal}.
From Theorem \ref{the:optimalreward}, we let $\gamma[t]=\gamma^{*}[t]$, $\forall t$.
Further, we update the problem (\ref{problem:dc}) to be
\begin{equation}\label{problem:dcupdate}
\begin{aligned}
& \underset{\eta_{d}[t]}{\text{min}}
& &\text{Cost}\\
& \ \text{s.t.}
& & (\ref{con:domaineta})-(\ref{con:aggregaterequest}), (\ref{con:profitneutrality}).\\
\end{aligned}\!\!\!
\end{equation}
Apparently, problem (\ref{problem:dcupdate})  is convex, which can be effectively solved via a convex tool such as CVX \cite{CVX}.

\section{Extensions}\label{sec:extension}
We extend our design via integrating workload time-shifting with another emerging practical DR strategy: server shutdown \cite{Zhan2016,Paul2015,Li2015} or local renewable energy generation \cite{Zhan2015,Deng2014,Ghamkhari2013} in this section.

\subsection{Server Shutdown}\label{subsec:servershutdown}
Considering that the proportionality degree of today's commercial server is relatively low, e.g., an idle server can consume over $85\%$ of peak power \cite{Qureshi2010}, shutting down the idle servers can save a huge amount of energy.
In this paper, we take into consideration the energy overhead and the wear-and-tear cost caused by turning on/off servers as in \cite{Zhan2016}. In this case, at each time  slot, the DC also needs to decide how many servers should be switched on/off, which is denoted by $m_{on}[t]$ and $m_{off}[t]$, respectively.

As in \cite{Zhan2016}, we define the  electricity cost of the DC over a billing cycle with server shutdown, which is denoted by $\text{Cost}_{S}$, as
\begin{equation}\label{equ:costservershutdown}
\begin{aligned}
\text{Cost}_{S}=&\sum_{t=1}^{\tau} \alpha[t](TP_{s}[t]+E_{pue}P_{o}[t]) +\\
&\sum_{j=1}^{J} \beta_{j} \max_{t \in A_{j}} \left(P_{s}[t]+\frac{E_{pue}P_{o}[t]}{T}\right),
\end{aligned}
\end{equation}
where $P_{s}[t]$ and $P_{o}[t]$ denote the average electricity load of the DC with server shutdown and the average energy overhead of turning on/off servers at time slot $t$, respectively. Here, both of the definitions of $P_{s}[t]$ and $P_{o}[t]$ can be found in  \cite{Zhan2016}. Moreover, the wear-and-tear cost of servers over a billing cycle, which is denoted by Wear, is also defined as in  \cite{Zhan2016}.

The problem of minimizing the DC's electricity cost with server shutdown without reducing its profit is modeled as
\begin{equation}\label{problem:dcservershutdown}
\begin{aligned}
& \underset{\begin{subarray}{c}\eta_{d}[t],\\ m_{on}[t],\\m_{off}[t] \end{subarray}}{\text{min}}
& &\text{Cost}_{S}\\
& \ \text{s.t.}
& & (\ref{con:domaineta}), (\ref{con:aggregaterequest}), \\
&&& \text{Cost}_{S}+\text{Reward}+\text{Wear}\leq \text{Baseline Cost},\\
&&& m_{on}[t] \geq 0, \quad m_{off}[t] \geq 0, & \forall t,\\
&&& \frac{\hat{\lambda}[t]}{\nu} \leq m[0]+\sum_{t^{'}=1}^{t} (m_{on}[t]-m_{off}[t]) \leq N, & \forall t,\\
\end{aligned}\!\!\!
\end{equation}
where $m[0]$ denotes the amount of switched on servers at the beginning of the billing cycle.
Here, the last constraint of problem (\ref{problem:dcservershutdown}) indicates that the amount of switched on servers at each time slot should be large enough to handle all scheduled requests, but no larger than the quantity of available servers, which is denoted by $N$. Like problem (\ref{problem:dcupdate}), problem (\ref{problem:dcservershutdown}) is also convex.

\subsection{Local Renewable Energy Generation}\label{subsec:renewable}
Recently, many state-of-the-art DCs have invested heavily to develop local renewable energy generation, such as Apple and Google \cite{Liu2014}. Let $G[t]$ (KWh) denote the renewable energy generated at time slot $t$. As in \cite{Zhan2015}, we assume that the information of renewable energy can be perfectly predicted by the DC and the part of  renewable energy, which is not used by the DC, is dropped. Thus, the electricity cost with local renewable energy generation, which is referred to as Cost$_{R}$, is defined by
\begin{equation}\label{equ:costrenewable}
\begin{aligned}
\text{Cost}_{R}=&\sum_{t=1}^{\tau} \alpha[t]\left[TP[t]-G[t]\right]^{+} +\\
&\sum_{j=1}^{J} \beta_{j} \max_{t \in A_{j}} \left[P[t]-\frac{G[t]}{T}\right]^{+},
\end{aligned}
\end{equation}
where $[x]^{+}$ represents the function $\max\{x,0\}$.

Next, we model the problem of minimization of the DC's electricity cost with local renewable energy generation without reducing its profit via
\begin{equation}\label{problem:dcrenewable}
\begin{aligned}
& \underset{\eta_{d}[t]}{\text{min}}
& &\text{Cost}_{R}\\
& \ \text{s.t.}
& & (\ref{con:domaineta})-(\ref{con:aggregaterequest}), \\
&&& \text{Cost}_{R}+\text{Reward} \leq \text{Baseline Cost},\\
\end{aligned}\!\!\!
\end{equation}
which is also convex.

\section{Case Studies}\label{sec:casestudy}
Three real-world data traces are used in this paper to represent users' requests: Gmail U.S., Gmaps U.S. and Youtube U.S. from January 1, 2014 to January 31, 2014 \cite{Googledata}. According to the electric rates of industrial power service offered by South Carolina Electric and Gas  \cite{SCEG}, $\forall t$, let $\alpha[t]=\$0.05207$ per KWh, $J=1$ and $\beta_{1}=\$15.59$ per KW. Let $T=1$ (hour) and $\tau=720$. Namely, the billing cycle is 30 days basis. Let $e_{0}=0.1$ KW, $e_{1}=0.1$ KW, $\nu=20$ and $E_{pue}=1.2$. $\forall t$, let $\pi[t]=0.5$, $Lb[t]=10e^{-4}$ ($\$$) and  $Lb[t]=10e^{-3}$ ($\$$). Next, in this section, we first evaluate our work by comparing its performance with the one without any incentive mechanisms, which represents the current practice of DC and is referred to as \textbf{Baseline}. Then, we study the impact of integrating our design with another DR strategy on the reduction of peak electricity load and overall electricity cost.

\subsection{Performance Evaluation}\label{subsec:performanceevaluation}

\begin{figure}[!t]
\centering
\subfigure[]
{ \label{fig:performance_peak}
\includegraphics[width=0.465\columnwidth]{fig/performance_peak}
}
\subfigure[]
{ \label{fig:performance_cost}
\includegraphics[width=0.465\columnwidth]{fig/performance_cost}
}
\centering\caption{Normalized results of a DC with our design: (a) Peak electricity load, (b) Electricity cost.}\label{fig:performance}
\end{figure}

We study the DC's peak electricity load and electricity cost with our design under different maximum lengths of deferrable periods of time, i.e., $D$. Fig. \ref{fig:performance} shows the normalized results with respect to the results of Baseline.

Three information can be found from Fig. \ref{fig:performance}: 1) With the increasing of the maximum length of deferrable periods of time, our design can shed the DC's peak electricity load and reduce its overall electricity cost more effectively. 2) When the maximum length of deferrable periods is relatively large, e.g., larger than 10 time slots as shown in Fig. \ref{fig:performance}, the effectiveness of our design cannot be greatly increased via further increasing the maximum length of deferrable periods of time. 3) DC with our design always outperforms the one without any DR  programs and incentive mechanisms. For example, when $D=10$, the DC with data traces of Youtube U.S. can shed its peak electricity load by $20.9 \%$ and reduce its overall electricity cost by $7.4\%$.

\subsection{Impact of Server Shutdown and Local Renewable Energy Generation}\label{subsec:impact}
We integrate our design with another emerging practical DR strategy: server shutdown or local renewable energy generation, and evaluate their performances. Fig. \ref{fig:impact_turn} and Fig.
\ref{fig:impact_green} show the normalized results of a DC with server shutdown and local renewable energy generation, respectively. Here, the base for both normalizations is the results of Baseline. Specifically, the DC as shown in Fig.
\ref{fig:impact_green} is equipped with several wind turbines and the wind speed data is gathered from January 1, 2012 to January 30, 2012 and is available in \cite{winddata}. By analyzing Fig. \ref{fig:impact_turn} and
\ref{fig:impact_green}, the three information found in section \ref{subsec:performanceevaluation} still hold.  Moreover, By comparing Fig. \ref{fig:impact_turn} and
\ref{fig:impact_green} against Fig. \ref{fig:performance}, we find that the peak electricity load and the overall electricity cost of a DC with our design can be further reduced via integrating with other DR strategies such as server shutdown and local renewable energy generation.

\begin{figure}[!t]
\centering
\subfigure[]
{ \label{fig:impact_turn_peak}
\includegraphics[width=0.465\columnwidth]{fig/impact_turn_peak}
}
\subfigure[]
{ \label{fig:impact_turn_cost}
\includegraphics[width=0.465\columnwidth]{fig/impact_turn_cost}
}
\centering\caption{Normalized results of a DC with our design and server shutdown: (a) Peak electricity load, (b) Electricity cost.}\label{fig:impact_turn}
\end{figure}

\begin{figure}[!t]
\centering
\subfigure[]
{ \label{fig:impact_green_peak}
\includegraphics[width=0.465\columnwidth]{fig/impact_green_peak}
}
\subfigure[]
{ \label{fig:impact_green_cost}
\includegraphics[width=0.465\columnwidth]{fig/impact_green_cost}
}
\centering\caption{Normalized results of a DC with our design and local renewable energy generation: (a) Peak electricity load, (b) Electricity cost.}\label{fig:impact_green}
\end{figure}

\section{Conclusion}\label{sec:conclusion}
In this paper, we proposed time-varying rewards to incentivize users of DCs grant time-shifting of their requests. Our design is non-intrusive, deadline aware and easy to understand. Moreover, our reward system is fair and we can provide users with max-cost guarantee. With a game-theoretic framework, we modeled the game between users and a single DC and formulated/solved the  problem of minimization of the DC's electricity cost without reducing its profit. With real-world data traces, we showed that our design can greatly reduce the DC's peak electricity load and overall electricity cost. We also extended our design to another emerging practical scenario where the DC has employed workload time-shifting and server shutdown or local renewable energy generation simultaneously. Accordingly, our design can apply to a DC with different combinations of DR strategies.

\appendices

\section{Proof of Theorem \ref{the:dominant}}\label{proo:dominant}
Apparently, $\forall i, t$, from (\ref{equ:usersurplus}), if a user does not grant time-shifting of its requests, its surplus at time time slot $t$, which is referred to as $S_{i}^{No}[t]$, equals
\begin{equation}\label{equ:usersurplusno}
S_{i}^{No}[t]=\lambda_{i}[t](V_{i}[t]-\delta_{i}[t]).
\end{equation}
On the contrary, if the user decides to participate in the DR programs, its surplus at time slot $t$, which is referred to as $S_{i}^{Yes}[t]$, is
\begin{equation}\label{equ:usersurplusyes}
S_{i}^{Yes}[t]=\lambda_{i}[t](V_{i}[t]-\delta_{i}[t])+\hat{\lambda}_{i}[t](\gamma[t]-\kappa_{i}[t]),
\end{equation}
where $\hat{\lambda}_{i}[t]$ denotes amount of deferred requests generated by user $i$ at time slot $t$. Note, since DC makes the decision of whether to defer part or all of the users requests if the user grant time-shifting of its requests, the user cannot perfectly predict how many requests will be deferred but can ensure that $0\leq \hat{\lambda}_{i}[t]\leq \lambda_{i}[t]$.

\noindent
Next, we prove that Theorem \ref{the:dominant} is correct in two complementary cases: First, $\forall i,t$, if $\gamma[t]>\kappa_{i}[t]$, $S_{i}^{No}[t] \leq S_{i}^{Yes}[t]$. Namely, in this case, the dominant strategy for the user is to join in the DR programs. Second, $\forall i,t$, if  $\gamma[t]\leq \kappa_{i}[t]$, $S_{i}^{No}[t] \geq S_{i}^{Yes}[t]$, and thus the optimal choice for the user is not to participate in the DR program in this case. $\hfill \blacksquare$

\section{Proof of Theorem \ref{the:optimalreward}}\label{proo:optimal}
First, we can easily obtain that $\forall t$, $\gamma^{*}[t] \geq Lb[t]$. Second, from (\ref{con:alldeferredrequests}), we have $\forall t$,
\begin{equation*}
\begin{aligned}
\sum_{d=1}^{D}\eta_{d}[t] &\leq \pi[t] \lambda[t] &\Longrightarrow \\
 \frac{(Ub[t]-Lb[t])\sum_{d=1}^{D} \eta_{d}[t]}{\pi[t] \lambda[t]} &\leq Ub[t]-Lb[t] &\Longrightarrow \\
 \gamma^{*}[t] &\leq Ub[t].
\end{aligned}
\end{equation*}
Meanwhile, $\gamma^{*}[t]$ satisfy constraint (\ref{con:alldeferredrequests}) of problem (\ref{problem:dc}). Thus,  $\gamma^{*}[t]$ is a feasible solution of $\gamma[t]$ of problem (\ref{problem:dc}). Next, we prove Theorem \ref{the:optimalreward} by contradiction. Assume that $\gamma^{*}[t]$ is not an optimal solution of $\gamma[t]$ of problem (\ref{problem:dc}) and let $\gamma^{c}[t]$ denote the true optimal solution of $\gamma[t]$ of problem (\ref{problem:dc}). From (\ref{equ:cost}), $\text{Cost}\arrowvert_{\gamma[t]=\gamma^{c}[t]}=\text{Cost}\arrowvert_{\gamma[t]=\gamma^{*}[t]}$, which contradicts the assumption that $\gamma^{*}[t]$ is not an optimal solution of $\gamma[t]$ of problem (\ref{problem:dc}).
$\hfill \blacksquare$

redpajama_set_name: RedPajamaArXiv


I recently preached on one of the core vision components of Living Word Community Church - the theme of Life Together. When our leadership team sat down this past year and developed some new ways of thinking about our vision: Jesus Encounters, Life Together, and Beyond Sunday - I don't think anyone said, "hey, let's use the title of Bonhoeffer's great book." On the other hand, as the phrase was used, we realized it was indeed a title of a great classic.
A classic I had not read cover to cover for about twenty years. I had dipped into it and pulled a few thoughts out from time to time. Since I was preaching on the theme - Life Together, I decided the time was long overdue for a re-read. When I went to get my copy I couldn't find it anywhere. So off I go to Hearts and Minds Awesome Bookstore (well - awesome is not in the name, but it should be) and I get a clean copy of the HarperOne Imprint - Life Together.
Wow - was I ever blown away by this classic. "No wonder it is a classic," I thought by the time I had finished it. I had a list of 30 quotes, about 10 ideas for posts and several longer reflections I did for myself as I journaled. I did some brief blogging on about seven themes from Bonhoeffer. You can see them at another of my blogsites - Ad Fontes: This link is for the first one and you can find the rest very easily.
Since I am always encouraging people to read good and accessible theology, I want to Highly Commend this classic/gem to you and here is why.
1. It is short and wise. That is a great combination since most people don't like to do lengthy reading.
2. It has a very high view of the church. Thank-you Dietrich. In a time when "dissing and dismissing" the church is virtually a favorite pastime... and since we live in a cultural time when everyone is both customer-consumer and critic... it is easy to have a "me-centered" and pretty utilitarian view of the church. If the church fits my mood, my needs, my theology, my personality, my time slot, etc., etc., etc. - then I will attend. But for 1001 reasons, it will be real easy to criticize instead of commune in life together. Bonhoeffer shows that life together in the community of faith is always rooted in grace, union with Christ and an understanding of the sacramental and spiritual life we have been granted/gifted. Powerful Stuff.
3. Bonhoeffer is well read in the monastic orders of the Christian faith. And what he does in Life Together is give a contemporary (in his time) Protestant version for practicing those spiritual rhythms and routines. Very illuminating.
4. Here is a BIG ONE. Bonhoeffer and everything he says is rooted in a profound love for the Scriptures as well as deep insight into their meaning. Bonhoeffer constantly grounds what he says in the teaching of the Bible. And when he teaches on how and why we meditate on the Scripture - you know why his writing is so moving (and a classic). Bonhoeffer has spent long hours in mediatating on the rich themes of the Bible.
5. Here is a BIGGER ONE. Jesus is at the center of everything he says. A high Christology and a relational one as well. Mystical and down to earth. Bonhoeffer understands that our life together is only because of, in, by, through and for Jesus. Christianity, spirituality, church - and everything we do centers on and is for the glory of Christ.
6. What he says about Solitude and Silence and Speech is profound and is said in 6 pages. No need to read a long book on it when Bonhoeffer is so very good.
7. What I said about Solitude and Silence - ditto on what he teaches about biblical meditation (lectio divina). In a few pages the illumination is wonderful.
8. What I said about Solitude, Silence and Biblical meditation - what he says about Intercessory Prayer is just as short and just as powerful.
9. I know this is going to sound repetitive, but in a few pages, he reflects on the discipline of "holding our tongue." In other words - STOP TALKING SO MUCH. Listen more, reflect more, talk a LOT LESS. For all of us wordy leaders and preachers who love to over-communicate because everything we say is so vitally important - this one may be worth the price of the book (which is, by the way - $14.99).
10. Since leadership development is a core passion and ministry - I was very moved by his strong warning against the "cult of personality" and how we are enamored by flashy personality and impressive gifts. Bonhoeffer is not. He is writing his book in a dark and dangerous time in Germany. Hitler and Nazism is on the rise. Bonhoeffer sees the cult of personality. He sees the dangers (what a mild word). His reading of the suffering servant Christ way of leadership is short and refreshing.
12. And finally, I think I would sum up much of the above with this language. Bonhoeffer has provided a spiritual theology or a pastoral theology or both in this short, wise book. While the language and style is a bit dated - he wrote the German version in 1938 - it is emminently readable.


// Start the browser download activity.
One of the limitations of this approach is that browser activity gets launched in the application task stack. If the user dismisses the current activity, the browser activity comes into the foreground and will need to be dismissed using the Back key.
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Purposely breaking down tissue to build strength.
When an athlete trains and competes, they push themselves to extremes. They need massive numbers of new cells every time they push themselves beyond current endurance levels. They purposely STRESS their muscles at the cellular level to build strength, endurance and muscle mass. They need to train their core right down to the cellular level. Every part of their bodies must withstand and endure more and more extreme stress, both physical and psychological, while achieving optimal performance.
Whether muscle builder, power lifter or marathon runner, they are always pushing to increase their capacity, decrease their times or refine their performance in some way. This means they are tearing down muscles, causing soreness. The old adage NO PAIN NO GAIN is the motto they live by and that pain is caused by destruction and that destruction needs to be repaired in massive ways. stemFit Active™ is designed to Increase Stem Cell Production and provide those specific signalling proteins that instruct stem cells to become a part of the rebuilding right where the damage occurs.
Stress is the root cause of most poor health. Whether you are into hard-core body building or just an athletic person with an overly aggressive trainer, stemFit Active™ will help mitigate that stress and get your body and mind back in balance. Stress causes the body's Adrenal glands to release Cortisol, the so-called "Fight-or-Flight" syndrome which enables Survival in Life-Threatening situations. The body does not know that the stress the athlete is putting on their system purposely is not life-threatening and Cortisol release is near constant when working out. This process in turn puts undue stress on the Adrenal Glands which can lead to Adrenal failure if not checked. stemFit Active™ ingredients are clinically proven to reduce cortisol levels, helping to balance to your system, even when creating stress on purpose.
stemFit Active™ is easily recognized and accepted by the body. Feeding your body what it recognizes as Usable Food is what makes stemFit Active™ work so well. The ingredients in stemFit Active™ are whole, un-denatured nutrient-dense foods derived from nature that are all organic or wildcrafted, all great ingredients fundamental for creating ideal biochemistry for the life of the cell.
Every cell in our bodies is like a mini person. It functions with its own digestive system, circulatory system, immune system and disposal system. There is also an assembly line within every cell that directs all the key elements needed to make enzymes, hormones, neurotransmitters, and even new cells. Within the complexity of the systems, there are pathways that are compromised with aging and stress. This is when it becomes incumbent to find specific nutrients or foods from Nature to reestablish those pathways for repair of the synchronized orchestration of the trillions of metabolic functions happening every second.
Imagine a new form of nutrition that deals with the high stress demands of an athlete. Nutrients that could make each of the athlete's regulatory systems and cellular functions more efficient. The metabolic pathways more effective. stemFit Active™ is that formula, which acts as an architect to provide a sequenced combination of nutrition to orchestrate the body's biochemistry specific to maintaining health, preventing disease, and restoring vitality right down to the cell and its genetic expression.
The biological sugars configure themselves to function like antennae or receptors for the proteins to be able to link and communicate instructions to other cells. The signaling between the receptors initiates the behavior. If there is a defective antenna or malformed protein sequencing, then there's no communication and subsequently no actions can be taken or behavioral responses carried out. Over time, this all can lead to a loss of function and a disruption in healthy cell metabolism.


Congratulations Janet Faye! You are our winner this week!
Thank you to everyone who entered our weekly contest. Sorry if you did not win this week, but check back on Tuesday for the start of the next contest.
Thank you so much to Michele at Crafty Chick 101 for a very successful promotion! Best of luck to you Michele with your shop!
Also if you were not as lucky as Janet Faye this week, don't forget that you can still purchase items from Crafty Chick for a 10% discount by entering "blog giveaway" in the message to seller at checkout. This offer is good through Thursday January 28th.
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Haven't been able to get out much this summer so looking through some old images.
Good find Gerry. What is it?
clues in the title Vicky!
Thanks Vicky, don't worry about missing the title, I've done it myself.
Super Shot as Always Gerry – I am sure i spotted one on a recent Cotswold walk but never got close enough to get the shot.
Thanks Mark, I wasn't sure was it was when I took the shot. Had to check up later. Glad to see your back on the site, thought you'd emigrated.
Last couple of Months been so Manic not had much time for Photography ,despite investing in the Gh4 (at a much reduced price) -I have noticed the standard of photography on this site is even higher than it was before.
Brilliant!! just imagine if you had the 100-400 lens.
Thanks Eddy, my dream outfit would be a G80 with a 100-400 on the front. I did say dream.


I am retired from teaching history and have always loved music. It all started with piano lessons. Then a stringed group in high school. However since retirement I have learned to play the fiddle. I love it. It relaxes every bone in my body. My daddy played, my grand pa played even better. So I must keep this string going on.


text:
A192, R216, S657
Sponsors: Senator L. Martin
Document Path: l:\s-jud\bills\l. martin\jud0066.pb.docx
Introduced in the Senate on April 25, 2013
Introduced in the House on May 30, 2013
Last Amended on May 22, 2014
Passed by the General Assembly on May 28, 2014
Governor's Action: June 2, 2014, Signed
Summary: Magistrate jury areas
4/25/2013  Senate  Introduced and read first time (Senate Journal-page 4)
4/25/2013  Senate  Referred to Committee on Judiciary
(Senate Journal-page 4)
5/22/2013  Senate  Polled out of committee Judiciary (Senate Journal-page 5)
5/22/2013  Senate  Committee report: Favorable Judiciary
5/29/2013  Senate  Amended (Senate Journal-page 41)
5/29/2013  Senate  Read second time (Senate Journal-page 41)
5/29/2013  Senate  Roll call Ayes-42  Nays-0 (Senate Journal-page 41)
5/30/2013  Senate  Read third time and sent to House
(Senate Journal-page 17)
5/30/2013  House   Introduced and read first time (House Journal-page 82)
5/30/2013  House   Referred to Committee on Judiciary
(House Journal-page 82)
2/26/2014  House   Committee report: Favorable Judiciary
3/4/2014  House   Amended
3/4/2014  House   Debate adjourned until Tues., 3-18-14
(House Journal-page 117)
3/18/2014  House   Read second time (House Journal-page 12)
3/18/2014  House   Roll call Yeas-87  Nays-1 (House Journal-page 12)
3/19/2014  House   Read third time and returned to Senate with amendments
3/20/2014  Senate  Recommitted to Committee on Judiciary
5/21/2014  Senate  Committee report: Favorable with amendment Judiciary
5/22/2014  Senate  House amendment amended (Senate Journal-page 81)
5/22/2014  Senate  Returned to House with amendments
5/28/2014  House   Concurred in Senate amendment and enrolled
5/29/2014          Ratified R 216
6/2/2014          Signed By Governor
6/6/2014          Effective date See Act for Effective Date
6/10/2014          Act No. 192
(A192, R216, S657)
AN ACT TO AMEND SECTION 22-2-190, AS AMENDED, CODE OF LAWS OF SOUTH CAROLINA, 1976, RELATING TO MAGISTRATES COURT JURY AREAS IN EACH COUNTY, SO AS TO REVISE AND UPDATE THE TERRITORIAL DESCRIPTIONS OF THE JURY AREAS AND PROVIDE REFERENCES TO PUBLIC MAPS SHOWING THE JURY AREAS.
Magistrates courts jury areas revised
SECTION 1. Section 22-2-190 of the 1976 Code, as last amended by Act 201 of 2012, is further amended to read:
"Section 22-2-190. The following jury areas for magistrates courts in the various counties of the State are established:
(1) Abbeville County
(a)(1) Abbeville
(2) Calhoun Falls
(3) Lowndesville
(4) Antreville
(5) Due West
(6) Donalds
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-01-13, and on copies filed with the Abbeville County magistrates offices, and available on the Abbeville County website.
(2) Aiken County
(a)(1) North Augusta
(2) Langley
(3) Aiken
(4) New Ellenton
(5) Wagner/Monetta
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-03-13, and on copies filed with the Aiken County magistrates offices, and available on the Aiken County website.
(c) Each magistrate's office must be maintained at a place designated by the Aiken County Legislative Delegation.
(3) Allendale County
One jury area countywide.
(4) Anderson County
(5) Bamberg County
(6) Barnwell County
(a) The boundaries for the magistrates jury areas in Barnwell are defined by the boundaries of the Barnwell school districts.
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-11-13, and on copies filed with the Barnwell County magistrates offices, and available on the Barnwell County website.
(7) Beaufort County
(a)(1) Sheldon
(2) Bluffton
(3) Daufuskie
(4) Hilton Head
(5) Beaufort
(6) St. Helena
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-13-13, and on copies filed with the Beaufort County magistrates offices, and available on the Beaufort County website.
(8) Berkeley County
(a)(1) Goose Creek
(2) Jamestown
(3) St. Stephen
(4) Moncks Corner
(5) Summerville
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-15-13, and on copies filed with the Berkeley County magistrates offices, and available on the Berkeley County website.
(9) Calhoun County
(10) Charleston County
(a)(1) Jury Area No. 1: St. Paul's/Edisto
(2) Jury Area No. 2: West Ashley
(3) Jury Area No. 3: Charleston
(4) Jury Area No. 4: North Charleston
(5) Jury Area No. 5: Mount Pleasant
(6) Jury Area No. 6: St. Andrews
(7) Jury Area No. 7: McClellanville
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-19-13, and on copies filed with the Charleston County magistrates offices, and available on the Charleston County website.
(c) Notwithstanding any other provision of law, magistrates in Charleston County shall reside in the following jury areas:
(1) Three magistrates shall reside in Jury Area No. 1, one of whom shall reside on Edisto Island.
(2) Three magistrates shall reside in Jury Area No. 2, one of whom shall reside on each of the following islands: Johns Island, James Island and Wadmalaw Island.
(3) Two magistrates shall reside in Jury Area No. 3.
(4) Three magistrates shall reside in Jury Area No. 4.
(5) One magistrate shall reside in Jury Area No. 5.
(d) The magistrate system in Charleston County must be so organized in order to provide for centralized magistrates courts for the purpose of facilitating and expediting civil and criminal matters as hereinafter provided:
(1) The centralized magistrates courts have concurrent jurisdiction for civil and criminal matters with the existing magistrates of Charleston County. Plaintiffs in civil matters have the right to commence a case in either a central magistrates court or in a magistrates court within a defined jury area. The defendant in a magisterial civil matter may remove the case either from a central magistrates court to the defined jury area in which the defendant resides or the defendant may remove the case from the defined jury area in which he resides to a central magistrates court. This removal must be by notification to the court of origin and no cause for removal must be shown.
(2) The centralized magistrates courts have jurisdiction over any type or form of civil or criminal matter, including any procedural or substantive matter or preliminary hearing or examination or bond or bail hearing or any other criminal proceeding.
(3) The fees and charges for the central magistrates courts are the same as those prevailing in all magistrates courts whether central or in a defined jury area.
(4) Upon the effective date of this paragraph a central magistrates court must be established in the City of Charleston.
(5) Six months after the effective date of this paragraph a central magistrates court must be established in the City of North Charleston. However, if the central magistrates court in the City of North Charleston is not funded and established as required by this subsubitem, then the central magistrates court in the City of Charleston established pursuant to subsubitem (4) must cease to exist until the time the central magistrates court in the City of North Charleston is so funded and established.
(6) A third central magistrates court must be established at the time and in the location which a majority of the members of the General Assembly residing in Charleston County determines. In addition to those magistrates assigned to the seven jury areas, there must be appointed one magistrate from the county at large without regard to residence in a particular jury area who must serve as the magistrate of the central magistrates court in the City of Charleston. Six months after the effective date of this paragraph a second magistrate must be appointed from the county at large without regard to residence in a particular jury area who must serve as the magistrate of the central magistrates court in the City of North Charleston. A third magistrate also must be appointed at the time as provided in this subsubitem from the county at large without regard to residence in a particular jury area who, when appointed, must serve as the magistrate of the central magistrates court established pursuant to this subsubitem.
(11) Cherokee County
(12) Chester County
(a)(1) Baton Rouge
(2) Chester
(3) Fort Lawn
(4) Great Falls
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-23-13, and on copies filed with the Chester County magistrates offices, and available on the Chester County website.
(13) Chesterfield County
(14) Clarendon County
(15) Colleton County
(16) Darlington County
(a)(1) Society Hill
(2) Darlington
(3) Lamar
(4) Lydia
(5) Hartsville.
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-31-13, and on copies filed with the Darlington County magistrates offices, and available on the Darlington County website.
(17) Dillon County
(a)(1) Hamer
(2) Dillon
(3) Lake View
(4) Latta
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-33-13, and on copies filed with the Dillon County magistrates offices, and available on the Dillon County website.
(18) Dorchester County
(a)(1) St. George
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-35-13, and on copies filed with the Dorchester County magistrates offices, and available on the Dorchester County website.
(c) Criminal cases and traffic offenses shall be tried in the jury area where the offense was committed, notwithstanding the creation of any uniform court for the trial of certain offenses.
(19) Edgefield County
(20) Fairfield County
(21) Florence County
(a)(1) Florence
(2) Timmonsville
(3) Evergreen
(4) Olanta
(5) Coward
(6) Pamplico
(7) Lake City
(8) Hannah
(9) Johnsonville
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-41-13, and on copies filed with the Florence County magistrates offices, and available on the Florence County website.
(22) Georgetown County
(a)(1) Andrews
(2) Georgetown
(3) Pleasant Hill
(4) Pawleys Island
(5) Murrells Inlet
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-43-13, and on copies filed with the Georgetown County magistrates offices, and available on the Georgetown County website.
(23) Greenville County
(a)(1) Tigerville
(2) Greenville
(3) Taylors
(4) Simpsonville
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-45-13, and on copies filed with the Greenville County magistrates offices, and available on the Greenville County website.
(24) Greenwood County
(25) Hampton County
(a)(1) North
(2) South
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-49-13, and on copies filed with the Hampton County magistrates offices, and available on the Hampton County website.
(26) Horry County
(a)(1) Aynor
(2) Conway
(3) Myrtle Beach
(4) Little River
(5) Simpson Creek
(6) Bayboro
(7) Green Sea
(8) Floyd
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-51-13, and on copies filed with the Horry County magistrates offices, and available on the Horry County website.
(27) Jasper County
(28) Kershaw County
(29) Lancaster County
(30) Laurens County
(31) Lee County
(a)(1) No. 1--Lucknow
(2) No. 2--Stokes Bridge
(3) No. 3--Cypress
(4) No. 4--Bishopville
(5) No. 5--Ionia
(6) No. 6--Spring Hill
(7) No. 7--Ashwood
(8) No. 8--St. Charles
(9) No. 9--Lynchburg
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-61-13, and on copies filed with the Lee County magistrates offices, and available on the Lee County website.
(32) Lexington County
(a)(1) Irmo/Chapin
(2) Lexington
(3) Cayce/West Columbia
(4) South Congaree
(5) Bateburg/Leesville
(6) Swansea
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-63-13, and on copies filed with the Lexington County magistrates offices, and available on the Lexington County website.
(33) Marion County
(a)(1) Marion
(2) Mullins
(3) Nichols
(4) Legette
(5) Britton's Neck
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-67-13, and on copies filed with the Marion County magistrates offices, and available on the Marion County website.
(34) Marlboro County
(a)(1) Bennettsville
(2) McColl
(3) Clio
(4) Brownsville
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-69-13, and on copies filed with the Marlboro County magistrates offices, and available on the Marlboro County website.
(35) McCormick County
(36) Newberry County
(37) Oconee County
(38) Orangeburg County
(a)(1) West
(2) Central
(3) East
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-75-13, and on copies filed with the Orangeburg County magistrates offices, and available on the Orangeburg County website.
(39) Pickens County
(40) Richland County
(a)(1) Blythewood
(2) Columbia
(3) Dentsville
(4) Dutch Fork
(5) Eastover
(6) Hopkins
(7) Lykesland
(8) Olympia
(9) Pontiac
(10) Upper Township
(11) Waverly
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-79-12, and on copies filed with the Richland County Department of Planning and Development Services, and available on the Richland County website.
(c) Notwithstanding the provisions of subitem (a), for the Richland County Magistrates Centralized Court:
(41) Saluda County
(42) Spartanburg County
(43) Sumter County
(44) Union County
(a)(1) Jonesville
(2) Pinckney
(3) Bogansville
(4) Union
(5) Santuc
(6) Cross Keys
(7) Goshen Hill
(8) Fishdam
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-87-13, and on copies filed with the Union County magistrates offices, and available on the Union County website.
(45) Williamsburg County
(a)(1) Kingstree
(2) Hemingway
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-89-13, and on copies filed with the Williamsburg County magistrates offices, and available on the Williamsburg County website.
(46) York County
(a)(1) Clover
(2) Fort Mill
(3) Rock Hill
(4) Western York County
(5) York
(b) The lines defining the magistrates jury areas provided in subitem (a) are as shown on the official map on file with the Office of Research and Statistics of the South Carolina Budget and Control Board designated as document M-91-12, and on copies filed with the York County Management Information Systems Department, and available on the York County website.
(c) Notwithstanding the provisions of subitem (a), for the York County Centralized DUI Court:
One jury area countywide."
Time effective
Ratified the 29th day of May, 2014.
Approved the 2nd day of June, 2014.
This web page was last updated on July 24, 2014 at 3:25 PM


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